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This post is the second of the two-part blog post that addresses “Lean Operations Strategy”. Part 1 explains the background, context and definitions of “Lean as Operations Strategy, and should be reviewed prior to reading this concluding post.
In my role as an “Integrated Lean Project Delivery (ILPD) Coach”, I struggle everyday to understand and address resistance to positive change in the Architectural, Engineering and Construction (AEC) Industry.
Resistance to Lean & Integrated Project Delivery Part II: Develop “Profound Knowledge” to Address the Root Causes of Resistance
In the first post of this series I argued that when stakeholders do not agree on the problem, they probably will not agree on the solution.
Lean Construction requires a dramatic increase in collaboration – defined literally as “co-laboring”, working together. For better or worse, working together happens in meetings. As important as collaboration is to Lean Construction, one of the most common laments is, “There are too many meetings!"
A popularly quoted and important concept is that "Lean Transformation is a journey, not a destination". At the 2016 International Congress on Lean Construction, people at all stages of the journey were on display: beginners, in-progress implementers, advanced practitioners, etc.
The application of Lean in the design and engineering of capital projects lags behind Lean applications maturing in both construction fabrication and site assembly processes. There is still much that we can learn from the world consumer product development.