A Maturity model for lean construction : the case of Sri Lankan construction industry

Abstract

The construction sector plays a vital role in the world economy and is essential for global development. Inefficiencies in the construction industry have hindered productivity, and lean construction provides a structured solution to enhance performance. However, a key concern in lean construction implementation is the lack of a reliable method to measure lean construction progress and maturity. Despite the growing interest among organisations in adopting lean construction practices, they hesitate due to the unavailability of a proper method to assess lean construction maturity. Theoretically, there is a notable lack of evidence of studies on lean construction maturity assessments. From a practical point, there is a lack of evidence of a lean construction maturity model in the context of Sri Lanka. Thus, there is a need to develop a reliable method for evaluating lean construction maturity. Therefore, this research is aimed at developing a lean construction maturity The study adopted the pragmatic research philosophy with an abductive approach. The choice of qualitative research was deemed appropriate, considering the context of the study. Empirical data were gathered through the qualitative Delphi method in three rounds using semi-structured interviews. 25 lean construction experts were purposively selected to conduct 72 interviews. Data were analysed using deductive content analysis. Research findings revealed key components of the model. The model assessing components comprised eight model attributes, including Production Efficiency, Waste Elimination, Quality Management, People, Customer Focus, Lean Leadership, Transparency, and Lean Philosophy. These attributes are further explained through 28 model process areas, which provide a more descriptive account of the model attributes. 140 model indicators further detail the model process areas. These indicators serve as visible measures that assess lean construction maturity at the operational level. A detailed descriptive statement is formulated for each indicator to explain what is expected from model indicators. An assessment guide including six maturity scales is provided to evaluate the maturity level of each indicator. The model identified barriers at each maturity level and proposes strategies to overcome them. Model validation was conducted through four expert interviews. The final model assessment, a platform for assessing lean construction maty and strategies on lean implementation. The study contributes to the theory by presenting a new lean construction maturity model designed for developing nations and a universally applicable conceptual lean construction maturity model. The study fills a critical gap in the construction industry by providing a model for assessing lean construction maturity in construction organisations.