Standardized Work, Heijunka and Kaizen are the basis of the Toyota Production System (TPS) model and provide stability to its pillars. As many tools adapted to Lean Construction, the Standardized Work can also be applied in AEC Industry to increase productivity, reduce waste and define a standardized procedure for the activity.Recently, the high variability in execution, cost and team member's productivity have caught the attention of the company's construction managers. There is also a high difference between workforce budgeted cost and actual cost, related to a lack of knowledge of the daily routine. The Standardized Work's goal is to identify the roots of these differences, reduce the variability of the main construction work packages, and know the work packages of the Last Planner. The purpose of this article is to present the results of these studies and the improvements identified, such as the increase of the productive time of the teams, the increase of productivity, the reduction of waste, and characterization and standardization of the activities.This paper contributes to the understanding of Standardized Work and show the application on a construction site. In addition to showing the main results of each work package, the main goal is to exemplify the collection and tabulation of data.

Lean Construction has become a popular concept to improve performance and reduce costs in construction projects. Assessment tools and implementation strategies that focus on lean practices such as the Last Planner ® System, the use of Kanbans, the routine of Kaizens and, recently, the integration with information technology are also common. However, barriers to the wide adoption of lean principles remain and implementation challenges continue to intrigue scholars. Previous studies suggest that barriers to the successful implementation can be either political, economical, social and/or technical, with the focus on lack of knowledge about lean concepts, resistance to the required organisational culture change, and lack of support from top management. Few studies present the lean implementation process from the practitioners' perspective. Using the narrative enquiry methodology, the authors aim to describe how a construction company from Brazil matured from the implementation of lean operational tools to achieve excellence in the lean culture and mindset. Key themes that emerge from this study for a successful lean construction journey are; effort to stabilise the environment, knowledge creation and management, transparency in the process to enable simplicity and shared understanding, and building trust for further growth.

Stressful environments are often found in construction industry which makes important to study the relation between stress and work. Alcohol or illicit drugs were reported to be common short-term alternatives to reduce anxiety in male-dominated industries and have long-term implications for health and well-being. "What countermeasures can be used by construction workers?" A set of emotion-focused coping strategies is identified, such as physical exercise, recreational activities and meditation.According to the Brazilian Ministry of Health, meditation is an instrument of physical, emotional, mental, social and cognitive strengthening that promotes concentration, stimulates well-being, relaxation, reduces stress, hyperactivity and depressive symptoms. "But would construction workers be willing to meditate?" The purpose of this paper is to assess the initial perceptions of construction workers under meditation training.This research has a qualitative approach and its strategy is a unique case study. Four meditation sessions were applied at the construction site during lunch break. Multiple sources of evidence were used: interviews and videos. The data analysis was qualitative. The results indicate: (1) construction workers consider that meditation values them and (2) they also recommend its implementation. This research gives some information that there is viability for meditation in construction.