Status of lean construction implementation among small and medium building contractors (SMBCs) in Ghana

Abstract

Purpose The purpose of this study is to ascertain the extent to which the practices of small and medium building contractors (SMBCs) conform to lean construction (LC) principles. Ultimately, practical results encourage a discourse on the true potentials and challenges to the holistic uptake of LC principles in the Ghanaian construction industry. Design/methodology/approach This research is based on a qualitative case study approach. The data was obtained through face-to-face structured interviews. Findings Across the cases, it was realized that there is a low-level application of LC principles among SMBCs. There was no indication that lean concepts were used on a company-wide basis in the Ghanaian construction industry. Furthermore, the study revealed that the traditional wasteful approach to managing construction projects was still prevalent among the firms. Practical implications This paper uses the 4P model as a foundation for assessing the extent to which the practices of SMBCs conform to LC principles. Practically, the study also created a certain level of awareness among the SMBCs about LC, LC principles and the benefits of the application of these principles within organizations. Originality/value This study contributes to the body of knowledge as it uncovers the status of LC implementation among SMBCs in the Ghanaian construction industry. The findings that are presented in this paper can be used as a starting point to disseminate the research and practice of LC among SMBCs.

Enabling lean through human capacity building: an investigation of small and medium contractors

“…According to Figure 5 As suggested by Kululanga (2012) and Ankomah et al (2020), the employees require relevant learning through training. Thus, SMCs need to take necessary actions to provide training to build all seven lean enabling capacities identified in this research.…”

“…Supportively, Badurdeen et al (2010) highlighted the importance of lean soft skills development. Thus, building soft skills of individuals can be considered as one of the critical strategy amongst the lean implementation initiatives (Sawhney & Chason, 2005;Ankomah et al, 2020). Thus, SMCs as well as the external environment need to support building lean enabling human capacities.…”

“…Lopes and Theisohn (2003) identified training individuals as a strategy to improve the required lean capacities. Kululanga (2012), and Ankomah et al (2020) added training aligned to construction industry needs, life-long learning driven by the individuals, and training supported by the organisation as some of the organisational strategies for building lean human capacities.…”

“…Whilst literature agreed with the above,Tezel et al (2017),Ankomah et al (2020),Alves et al, (2016) andRanadewa et al, (2017) identified knowledge as an essential capacity that enables lean among SMCs.…”

“…Small and Medium Contractors (SMCs) have recognised that increase of non-value adding activities (NVAA) as a major challenge in construction industry (Tezel, Koskela & Aziz, 2017;Ranadewa, Sandanayake & Siriwardena, 2018), thereby highlighting the importance of SMCs in implementing lean . However, implementation of lean by SMCs is not free from barriers (Ankomah, Ayarkwa & Agyekum, 2020;Tezel et al, 2019;Rymaszewska, 2014;Shang & Pheng, 2014). On the other hand, prior research Koskela, Howell, Ballard and Tommelein, (2014); Aziz & Hafez, (2013); Alves, Azambuja and Arnous, (2016) point out the need of enhancing human capacities for successful lean implementation.…”