John Pemberton



The Business Case for Lean

efore I retired from Intel Corporation, I was often asked what data we used to select our contracting methodology or our project delivery approach. Like many large companies, too often we used a poor recent project as a reason to try yet another approach versus having a set of objective data from which to draw upon.

When I first joined the Lean Construction Institute board, I heard that same question asked time and time again with little real hard evidence. There was many good subjective stories and projects that were utilizing lean construction practices, and many had very encouraging results. But again, almost all owners I spent time with needed some hard data to prove to their companies that they were following best practices.

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