It is essential for the organizations to be aware about the situation of their practices. Staying on the same rhythm without assessing their actions, processes, and thinking, can be a barrier against reaching the desired goals and further improvements.

What is our current state in LC with respect to the Maturity Models?

As a result of studies, figure 1. illustrates the developed framework LCMM. The model simplifies Lean Construction into eleven Key Attributes that are stated below:

• Lean Leadership
• Customer Focus
• Way of Thinking
• Culture & Behaviour
• Competencies
• Improvement Enablers
• Processes & Tools
• Change
• Work Environment
• Business Results
• Learning & Competency Development

Moreover, the grey box is considered as a container of the Key Attributes to explain what the LCMM focuses on.

Figure 1. the structure of the developed LCMM

The goals and practices are integrated with elements related to behaviors in order to evaluate the maturity in Lean Construction, where the behaviors are evaluated throughout the Shingo Prize self-assessment tool (SCOPE). This tool measures the behaviors of individuals (leaders, managers, individuals) with respect to the lean term.

What do the Behaviors, Goals & Practices (BG&P’s) indicate with respect to a lean mindset?

There are three indications:

• Our behavior linked to LC maturity
• Our desired goal for a more mature organization
• Our practice which is considerably significant for LC maturity

60 BG&P‘s are defined. Each BG&P in the framework comprises a name and one or more Ideal Statements. The names are considered as an informative component and the Ideal Statements are the required component, which must be present in a more mature organization in LC. In total the framework comprises 75 Ideal Statements.

Figure 2 shows some examples of the components with their Ideal Statements.

Figure 2. Example Key Attribute including its BG&P and associated ideal statements

Moreover, Figure 3 & 4. represent the deviation of an organization’s state from the maturity levels in Lean Construction.

Figure 3. Maturity levels of the LCMM

Figure 4. Definition of Maturity levels of the LCMM

We can draw an assessment according to this procedure. For example, if there is no evidence with the ideal statement drawn, the current state of the organization is “0: uncertain“ . On the other hand, if there is strong evidence that corresponds with the ideal statement, then we are on the systematic level (level 2). Nevertheless, the Systematic Level (level 2) requires the fulfillment of the previous component which is the Awakening Level (level 1).

References:

The Shingo Prize. (2013) SCOPE: Shingo cultural online performance evaluation. Available at: http://shingoprize.org/scope-online-assessment.html#Details

Nesensohn, Claus and Bryde, David and Ochieng, Professor Edward and Fearon, Damian and Hackett, Vince, Assessing Lean Construction Maturity (June 2014). Proceedings of IGLC-22, June 2014 | Oslo, Norway , Available at SSRN: https://ssrn.com/abstract=3105431

Nesensohn, C. (2014). An innovative framework for assessing lean construction maturity. Doctoral thesis, Liverpool John Moores University.