A Model for Human Capacity Building of Large-Scale Contractors to Foster Lean Construction in Sri Lanka

Abstract

People are at the core of lean implementation more than a set of tools and techniques. Several studies reflect that implementing lean to the construction industry heavily relies on the knowledge and skills of the people and how they respond to changes. Several studies have reflected that building human capacities as one of the most prominent considerations to foster lean concept in construction industry. However, there is a lack of empirical investigation on human capacities and strategies to build human capacities for successful lean construction implementation of large-scale contractors. Therefore, the purpose of this paper is to investigate the human capacities to be built in order to implement lean concept and propose organisational level strategies to build those capacities in large-scale contractors of Sri Lanka to foster lean construction. A qualitative approach was adopted as the research approach and case study was the selected research strategy. Fifteen respondents from three cases were interviewed to gather in-depth input to the study and collected data were analysed using code-based content analysis with NVivo 12 Software. The study identified positive attitudes, values, commitment, trust, adopt to cultural change, physical fitness, technical skills, and team building as human capacities necessary for unskilled and craft level workers. Positive attitudes, managerial and technical skills, team building, communication skills, knowledge, commitment, social skills and interest in new concepts were recognised as human capacities of administrative and professional and managerial levels. Several strategies that can be used by the contractors to build the above capacities have been summarised into a model. The final model presents the unskilled, craft, administrative, and professional & managerial level human capacities to be built by large scale contractors and strategies to be used for building those capacities to foster lean in construction industry.

Implementing enterprise resource planning for lean waste minimisation: challenges and proposed strategies

“…Furthermore, waste management at construction sites can be easily implemented by contractors (Olanrewaju et al. , 2022; Sandagomika and Sandanayake, 2021; Seneviratne et al. , 2015; Yu et al.…”

“…Scholars have claimed that input from contractors can improve the waste effectiveness of the design (Ajayi and Oyedele, 2018;Arain et al, 2004;Osmani, 2012), as well as the outcome of the building project (Aravindh et al, 2022;Marhani et al, 2021;Nikakhtar et al, 2015;Ranadewa et al, 2018;Senaratne and Wijesiri, 2008). Furthermore, waste management at construction sites can be easily implemented by contractors (Olanrewaju et al, 2022;Sandagomika and Sandanayake, 2021;Seneviratne et al, 2015;Yu et al, 2013). Additionally, the reduction of waste in construction projects provides a competitive advantage for stakeholders, especially main contractors, subcontractors and real estate developers (Ahmed et al, 2021;Luangcharoenrat et al, 2019;Ranadewa et al, 2018;Senaratne and Wijesiri, 2008;Sweis et al, 2016;Yu et al, 2013).…”