Dr Marimuthu K
The Indian construction industry is booming, with significant investments in real estate and infrastructure. As projects grow in complexity, so does the need for efficiency and continuous improvement. While many organizations are adopting lean construction practices and digital technologies, a common challenge remains: how to sustain these efforts and truly transform their operations? This is where a robust maturity model becomes invaluable. The Institute for Lean Construction Excellence Lean Maturity Model (ILMM) is a practical framework specifically designed for the Indian construction context. ILMM offers a clear roadmap for projects and organizations to assess and enhance their lean maturity.
Why a New Lean Maturity Model for India?
You might wonder, with several lean maturity models already out there (like MIT - LESAT, HELMA, or LCMR), why create another one? The key lies in context. While existing models have their strengths, applying them beyond their original context often doesn't yield the best results. The Indian construction industry has its unique intricacies and is still evolving in its adoption of professional processes and technologies. Many organizations reach a "saturation point" where they struggle to progress beyond basic lean method adoption. The ILMM addresses these specific needs by:
- Being directly applicable to the local industry context.
- Offering flexibility for lean adoption, whether project-based, organization-based, or a hybrid.
- Enabling relative comparisons and benchmarking among teams/functions.
- Featuring a simple, practical, and objective assessment methodology.
- Providing a prescriptive, guided roadmap for structured lean transformation.
Understanding the ILMM Framework: A 4×3 Matrix
The ILMM features a distinctive 4×3 matrix, defining four main maturity levels: Bronze, Silver, Gold, and Platinum. Each of these levels is further divided into three sub-levels: Low, Medium, and High. This sub-categorization is crucial as it allows for the measurement of incremental improvement over shorter periods, motivating teams to grow organically.
The assessment within the ILMM is conducted across five critical dimensions:
- Top Management Support: Lean initiatives thrive when leadership is committed and allocates necessary resources.
- Process: Understanding and documenting processes is fundamental to identifying waste and fostering continuous improvement.
- People & Partners: A successful lean transformation hinges on cultural change, fostering accountability, trust, transparency, and proactive information sharing among all stakeholders.
- Methods & Tools: The ILMM emphasizes the adoption of a basic lean toolset, including Last Planner System (LPS), Value Stream Mapping, 5S, and Work Sampling, as essential for realizing benefits.
- Technology: Technology plays a vital role in improving productivity and eliminating waste, especially when adopted with a lean mindset.
ILCE Lean Maturity Model - Maturity Levels
| Maturity Level | Low | Medium | High |
|---|---|---|---|
| L0: No Awareness | Not Applicable | Not Applicable | Not Applicable |
| L1 - Bronze: Basic Awareness at Top Management Level |
Bronze - Low • No concrete evidence, but there is a Top management awareness |
Bronze - Medium • Top management and a FEW HODs attended Lean Awareness Sessions • Part-time Lean champion to drive initiatives |
Bronze - High • Top management and ALL HODs attended Lean Awareness Sessions • Full-time Lean champion to drive initiatives |
| L2 - Silver: Lean Application at Project Level with Internal Stakeholders |
Silver - Low • Corporate Strategy to adopt Lean practices • Education and Training to a FEW Internal stakeholders • Setting Operational targets for ONE internal department to adopt basic lean tools |
Silver - Medium • Execution of basic lean tool adoption in ONE internal department • Education and Training to ALL Internal stakeholders • Setting Operational targets for the adoption of basic lean tools with ALL internal departments |
Silver - High • Execution of basic lean tool adoption in ALL internal departments • Continual Education and Training to ALL Internal stakeholders |
| L3 - Gold: Lean Application at Project Level with Internal and External Stakeholders |
Gold - Low • Corporate Strategy to adopt Lean practices to the next level • Education and Training to a FEW External stakeholders • Setting Operational targets for ONE External department to adopt basic lean tools |
Gold - Medium • Execution of basic lean tool adoption in ONE External department • Education and Training to ALL External stakeholders • Setting Operational targets for ALL Internal departments to adopt basic lean tools |
Gold - High • Execution of basic lean tool adoption in ALL External departments • Continual Education and Training to ALL External stakeholders |
| L4 - Platinum: Lean Application at Portfolio and Organization Level |
Platinum - Low • Corporate Strategy to adopt Lean practices to the next level • At least 20% of the projects at Gold-High |
Platinum - Medium • At least 40% of the projects at Gold-High |
Platinum - High • At least 80% of the projects at Gold-High |
How Does the ILMM Assessment Work?
The ILMM utilizes a modified Plan-Do-Check-Act (PDCA) approach for assessment:
- Plan - Assessment Readiness: Project teams and assessors align on the assessment logistics and evidence preparation.
- Do - Assessment: This involves an on-site, in-person assessment, including interviews with various project departments and individuals (from leaders to last planners), and site walk-throughs for visual inspection and gathering documentary evidence.
- Check - Reporting & Assessment Action Plan: A report is generated, documenting the current state, highlighting strengths, and benchmarking the team to a specific maturity level based on collected evidence and identified gaps.
- Act - Implement Improvement Action Plan: This is the implementation phase where project teams act on the recommendations to advance to the next level of maturity.
The assessment itself is survey-based, with standardized questions and expected answers to ensure objectivity. Teams are encouraged to conduct quarterly self-assessments and have external assessors perform annual assessments for major progress tracking.
Real-World Application: Pilot Studies
The ILMM has already been put to the test with pilot studies on two Indian construction projects: a Cement Grinding Unit and an Underground Metro construction. These studies successfully demonstrated the model's ability to measure current lean maturity and provide actionable insights for improvement, with project teams readily accepting the methodology as a benchmark.
For instance, both pilot projects were assessed at a "Bronze Medium" level, even though they had been practicing lean in various forms for a few years. Recommendations included comprehensive training, more rigorous implementation of basic lean tools like LPS, extensive process documentation, and aligning technology strategy with lean principles. These tailored recommendations aim to guide organizations beyond saturation and towards deeper lean adoption.
The Path Forward
The ILMM is a significant step forward for the Indian construction industry, offering a structured approach to continuous improvement and organizational excellence in lean practices. The authors plan to conduct more elaborate assessments across a broader range of projects, including those new to lean transformation, and refine the model based on further experience and learning. The ultimate goal is to see a measurable improvement in project performance as maturity levels advance.
If you're part of the construction industry looking to elevate your lean practices, the ILMM offers a clear, practical, and context-specific framework to guide your journey.
References
- Vaidyanathan, K., Kannimuthu, M. & Varghese, K. (2024). Institute for Lean Construction Excellence Lean Maturity Model (ILMM) A Lean Maturity Model for Indian Construction. In D. B. Costa, F. Drevland, & L. Florez-Perez (Eds.), Proceedings of the 32nd Annual Conference of the International Group for Lean Construction (IGLC32) (pp. 1268-1279). doi.org/10.24928/2024/0229
- Antony, J., McDermott, O., Sony, M., Cudney, E. A., Snee, R. D., & Hoerl, R. W. (2021). A study into the pros and cons of ISO 18404: viewpoints from leading academics and practitioners. TQM Journal, 33(8), 1845-1866. https://doi.org/10.1108/TQM-03-2021-0065
- Claus Nesensohn, David Bryde, & Christine Pasquire. (2016). A Measurement Model for Lean Construction Maturity. Lean Construction Journal, 01-09. www.leanconstructionjournal.org
- Giridhar, R., Gaikwad, D., & Lad, J. (2018). Knowledge management and its application in developing lean culture. IGLC 2018 - Proceedings of the 26th Annual Conference of the International Group for Lean Construction, 1090-1100. https://doi.org/10.24928/2018/0415
- Highways England. (2018). Highways England Lean Maturity Assessment (HELMA). https://www.gov.uk/guidance/highways-england-lean-maturity-assessment-helma
- Massachusetts Institute of Technology. (2012). LAI Enterprise Self-Assessment Tool - LESAT Facilitator's Guide. www.lean.mit.edu
- Organization Lean Assessment | Lean Construction Institute. (n.d.). Retrieved April 20, 2024, from https://leanconstruction.org/organization-lean-assessment/
- Sainath, Y., Varghese, K., & Raghavan, N. (2018). Framework for progressive evaluation of lean construction maturity using multi-dimensional matrix. IGLC 2018 - Proceedings of the 26th Annual Conference of the International Group for Lean Construction, 370-380. https://doi.org/10.24928/2018/0416
