Construction labor efficiency and productivity has decreased, while all other non-farming labor efficiency has doubled or more since the 1960s.
Currently, 70% of projects are over budget and delivered late. The industry still sees about 800 deaths and thousands of injuries per year.
Founded in 1997, Lean Construction Institute (LCI) seeks to improve the Construction and Design industries through Lean approaches to project design and delivery. LCI’s member base is comprised of owners, the design community (architect and engineering firms), general contractors and trade contractors.
Lean methods seek to develop and manage a project through relationships, shared knowledge and common goals. Traditional silos of knowledge, work and effort are broken down and reorganized for the betterment of the project rather than of individual participants.
The result? Significant improvements in schedule with dramatically reduced waste, particularly on complex, uncertain and quick projects.
Lean Design and Construction enhances value on projects and uncovers wasted resources:
- Wasted time
- Wasted movement
- Wasted human potential
In addition to eliminating waste through project lifecycles, we work to increase industry demand and capacity for Lean and Integrated approaches across these and other industries: automotive, defense, energy, entertainment, federal government, health, manufacturing, pharmaceutical, public and institutional owner, and technology.
LCI’s Last Planner® System guides members to discover ways to reduce waste and add value in their project performance culture by encouraging teams to work together in a more transparent and collaborative way. Results include:
- Better time productivity
- Reduced safety hazards
- Cost savings
LCI is the only U.S. association whose primary focus is promoting the use of Lean tools and techniques on projects in the Design and Construction Industries.
How Lean Design & Construction differs from other forms of project management:
- Control is redefined from “monitoring results” to “making things happen,” with a measured and improved planning process to assure reliable workflow and predictable project outcomes.
- Maximizing value and minimizing waste at the project level is the goal, versus the traditional practice of attempting to optimize each individual activity.
- Value to the customer is defined, created and delivered throughout the life of the project, while traditional practice calls for defining requirements at the outset for delivery at the end, despite changing markets, technology and business practices.
- Coordinating action through pulling and continuous flow, as opposed to the traditional, schedule-driven push which places an over-reliance on central authority and project schedules to manage resources and coordinate work.
- Decentralized decision-making through transparency and empowerment provides project participants with information on the state of the production systems and empowering them to take action.
CREDIT: LEAN CONSTRUCTION INSTITUTE
- Transform the Built Environment through Lean Implementation
- Increase stakeholder satisfaction and project delivery value
- DEMAND — Create demand for Lean
- KNOWLEDGE — Develop and deliver standard building blocks for Lean
- VALUE — Establish standard metrics for Value and Satisfaction
- CAPACITY — Create your capacity for learning and sharing better practices