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PurposeThis paper investigates the lean enabling human capacities and develops a framework integrating individual, organisational and environmental level strategies to build human capacities for successful lean implementation of small and medium contractors (SMCs) in Sri Lanka.Design/methodology/approachAn interpretivism stance is adopted, and a qualitative research approach is used. The data collection technique adopted is semi-structured interviews. In total, 24 experts with experience in lean implementation of SMCs were interviewed, and data were analysed through code based content analysis using NVivo10.FindingsTeam working skills, critical thinking, leadership, communication skills, work ethics, knowledge and positive attitudes were identified as lean enabling human capacities for SMCs. The framework developed in this study provides individual, organisational and environmental level strategies that can be used to build human capacities necessary for enabling lean in construction SMCs.Practical implicationsThe study will be beneficial to construction SMCs, academics, researchers and government institutions in developing countries, which share socio-economic, demographic or cultural traits similar to Sri Lanka.Originality/valueA novel lean enabling human capacity building framework is developed with the strategies required for building those capacities in order to accelerate the lean implementation in construction SMCs. This contributes to the body of knowledge as it uncovers individual, organisational and environmental level strategies for enabling lean through human capacity building in Sri Lankan SMCs.

Lack of sufficient attention to the possible benefits of adopting lean concept has hindered the performance of small and medium enterprise (SME) contractors in Sri Lanka. Insufficient knowledge on minimising non-value adding activities (NVAA) is considered as the major barrier to implementing lean. Moreover, there is a lack of empirical research identifying NVAA, in order to trigger lean adoption in Sri Lankan SME contractors. Hence, the paper investigates NVAA, their significance and the causes, which hinder lean implementation in Sri Lankan SME contractors. A literature review, followed by five case studies were carried out, and the data were analysed using 5-why analysis. According to findings, lean construction is still a relatively unfamiliar approach among SME contractors in Sri Lanka. Some organisations follow lean techniques in an ad-hoc manner without an adequate understanding of the concept. The studyfurther identified defects, inventory and waiting as major NVAA categories relevant to SME contractors. Lack of finance, insufficient training, cultural inertia, lack of individual capacities, lack of networking and collaboration, and lack of action learning were identified as the root causes for NVAA of SME contractors. Although respondents expressed their willingness to implement lean to enhance value, they identified lack of capacities as a major constraint against enabling lean adoption among SME contractors in Sri Lanka.

Lean construction is still at the premature stage of the small and medium contractors (SMCs) in Sri Lanka. Lack of focus on human capacities required to implement lean has hindered its implementation. Thus, human capacity building is a paramount factor for successful lean implementation of SMCs in Sri Lanka. However, there is a lack of empirical investigation on human capacities and strategies to build human capacities for lean implementation in Sri Lankan SMCs. This paper investigates the lean enabling human capacities and strategies, and hence develops a framework to build those human capacities for successful lean implementation in Sri Lankan SMCs. The research adopts interpretivism stance and uses the qualitative survey strategy. The empirical data collection technique adopted is semi-structured interviews with 24 experts who are having experiences both in SMCs and lean implemented projects. The code based content analysis was used as the data collection technique, which was supported by NVivo10 and interactive data visualisation tool, Power Bi was used to present the analysed data. The research identified team working skills, critical thinking, leadership, communication skills, work ethics, knowledge and positive attitudes as lean enabling human capacities in SMCs. Training, learning and using existing capacities were identified as the most significant individual level strategies, where education and training, and financial support for SMCs were recognised as strategies that can be used by external environment entities to build the above capacities. The developed framework further highlighted that use of existing capacities, proper recruitment, proper investments, networking, maintain a lean culture and learning by doing as organisational strategies to build the lean enabling capacities. Industry practitioners can use this framework to develop lean enabling human capacities in order to accelerate the lean implementation in Sri Lankan SMCs.

The choice of proper procurement methods has an impact on the overall productivity and sustainability of construction projects. The current procurement methods have alerted the construction industry (CI) due to the exacerbating fragmentation among parties and the resulting low level of productivity. Therefore, introducing a new procurement system to eliminate the above challenges is imperative to the CI. Therefore, this research investigated the applicability of lean integrated project delivery (LIPD) as a construction procurement system and developed a framework for its successful implementation. A qualitative exploratory approach was adopted, informing an interpretivism stance. Accordingly, semi-structured interviews with 15 Sri Lankan (SL) CI experts were conducted to determine the applicability of the LIPD concept in a real-life CI context. Qualitative content analysis was used to analyse the collected data. This research identified the significance of LIPD compared to existing procurement methods, which may contribute to the long-term planning and management practices in the CI. However, the findings elicited several barriers that could hinder successful LIPD implementation. As a result, some of the strategies discovered include providing LIPD training and awareness, obtaining expert support, and encouraging professionals. This is the first study of its kind to reveal a LIPD framework in a developing country like SL without restricting itself to a specific construction type. Therefore, this study is expected to impact the global CI by paving the way for LIPD as a new procurement system to improve the performances of similar CIs in developing countries across the world.