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Procedia - Social and Behavioral Sciences 101 (2013) 90 99

AicQoL 2013 Langkawi

AMER International Conference on Quality of Life
Holiday Villa Beach Resort & Spa, Langkawi, Malaysia, 6-8 April 2013
"Quality of Life in the Built and Natural Environment"

Sustainability through Lean Construction Approach: A

literature review
Mohd Arif Marhani a*, Aini Jaapara, Nor Azmi Ahmad Baria, Mardhiah Zawawib
a

Faculty of Architecture, Planning and Surveying, Universiti Teknologi MARA, Shah Alam 40450, Malaysia
Faculty of Civil and Environmental Engineering, Universiti Tun Hussein Onn, Batu Pahat 86400, Malaysia

Abstract
Lean construction (LC) is excellent in managing the construction process and achieving the
by
eliminating waste. The objectives of this paper are to provide with fundamental knowledge of LC and highlight the
barriers of its implementation. The literature reviews has been conducted through relevant databases. It was found
that there is a need for more holistic approaches to be adopted in LC implementation such as health and safety, and
six sigma. A systematic training and research are also found vital to provide good interaction and collaboration with
the stakeholders. LC is also capable to enhance sustainability in construction thus the quality of life for future
Malaysian construction industry.
2013 The Authors. Published by Elsevier Ltd. Open access under CC BY-NC-ND license.

2013 The Authors. Published by Elsevier Ltd. Selection and peer-review under responsibility of the Association of
Selection and/or peer-review under responsibility of the Association of Malaysian Environment-Behavior Researchers,
Malaysian
Environment-Behaviour Researchers, AMER (ABRA Malaysia).
AMER (ABRA malaysia).

Keywords: Lean Construction; sustainable development; quality of life; Malaysian construction industry

1. Introduction
Sustainability has been defined as economic growth that meets the current generation
compromising the opportunity and the potential for future generation needs (WCED, 1987 and El-Zeney,
2011). Sustainable construction is also regarded as a way forwards for the construction industry to achieve
sustainability in development, while taking environmental, socio-economic and cultural issues into
consideration (Shafii et al., 2006). In order to accelerate the sustainability awareness among construction
players, the government of Malaysia has allocated RM 20 billion in the Budget 2010 (Ministry of Finance,

*
Corresponding author. Tel.: +6-03-55444376; fax: +6-03-55444353.
E-mail address: arif2713@salam.uitm.edu.my.

1877-0428 2013 The Authors. Published by Elsevier Ltd. Open access under CC BY-NC-ND license.
Selection and/or peer-review under responsibility of the Association of Malaysian Environment-Behavior Researchers, AMER (ABRA malaysia).
doi:10.1016/j.sbspro.2013.07.182

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Mohd Arif Marhani et al. / Procedia - Social and Behavioral Sciences 101 (2013) 90 99

2012). In the budget, emphasise and promotion on the green buildings initiatives have been highlighted
with attention in its ability to reduce the overall cost while maintaining the quality of environment. Earlier
on, the government has launched the National Green Technology Policy to provide guidance towards the
management of a sustainable environment (The Star Online, 2009). Hence, Budget 2010 is a continuity of
the earlier green policy formulated by the government.
In materialising this effort, the construction industry is urged to move from traditional wet construction
method towards environmental friendly, energy efficient and less waste generation methods of
construction (Abdullah et al., 2009). To achieve as a developed nation status in 2020, the great demands
on the infrastructure projects in Malaysia has resulted in a large quantity of construction waste (Begum et
al., 2010) which comprises of 28.34% wastes generated from the construction activities (Mohd Nasir et
al., 1998). This phenomenon called the urgency to the industry to change its current practices at reducing
objectives in term of increasing the
and eliminating wastage. Due to its great potential in fulfilling
value and productivity of a construction project, LC is seen as an alternative approach that can be
implemented to the construction industry. LC is a concept derived from manufacturing industry (Salem et
al., 2006 and Koskela, 1992), adopted in construction with its main aims to minimise waste in the
construction projects. Yahya and Mohamad (2011) concluded that LC is a proven method in managing
and improving the construction process, hence profitability can be delivered by using the right principles
and resources as well its ability to deliver things right the first time.
This paper is aimed to provide the background literature of LC and future direction of LC in Malaysia.
The objectives of this paper are to provide the fundamental knowledge of LC and highlight the barriers of
its implementation. An extensive literature reviews have been conducted by retrieving related articles
from journals ranging from 1992 to June 2012. From the literature search, it was found that LC has the
ability in improving the performance of construction projects particularly in reducing site waste,
construction time and overall construction cost, improving quality of the projects and environmental as
whole.
2. Fundamental knowledge of LC
From the literature reviews conducted, many definitions of LC have been discovered indicating the
positive growth of lean methodology as well as its diversity. The definitions stated below would best
describe the methodology and application of LC:Table 1. Definition of LC
Definitions

Keywords

Authors

LC is a production management based approach to project delivery - a

new way to design and build capital facilities. Lean production
management has caused a revolution in manufacturing design, supply
and assembly. LC extends from the objectives of a lean production
system - maximise value and minimise waste - to specific techniques
and applies them in a new project delivery process

Production management based;

maximise value and minimise
waste

Lean
Construction
Institute (2012)

Lean construction is the practical application of lean manufacturing

principles, or lean thinking, to the building environment

Practical application to building

environment

Lukowski
(2010)

Lean is about achieving a balanced use of people, materials and

resources. This allows companies to reduce costs, eliminate waste and
deliver projects on time and it is not about trimming everything to the
bone and squeezing more out of what is left.

Balanced use of people, materials

and resources; reduce costs,
eliminate waste and deliver
projects on time

Lim (2008)

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Mohd Arif Marhani et al. / Procedia - Social and Behavioral Sciences 101 (2013) 90 99

Set of techniques; a discourse; a

socio-technical paradigm; a
cultural commodity

Green and May

(2005)

LC is a big scale of adaptation from the Japanese manufacturing

principles and the concept is implemented to the construction process

Manufacturing principles;
construction process

Bertelsen
(2004)

Lean construction is much like the current practice as the goal of

better meeting customer needs while using less of everything

Meeting customer needs; less of

everything

Howell (1999)

Advantages of the new production philosophy in terms of

productivity, quality, and indicators were solid enough in practice in
order to enhance the rapid diffusion of the new principles

Philosophy of productivity; quality

Koskela (1992)

set

Koskela (1992) introduced the philosophy of productivity and quality to the construction industry,
aimed to improve the rapid diffusion of the new principles to the construction process. Generally, this
new production philosophy is an adaptation from the manufacturing industry (Bertelsen, 2004; Lukowski,
2012; Lean Construction Institute, 2012), which requires specific key concepts or techniques to be
implemented in project delivery. On the other hand, most of the researchers emphasised that LC concept
is all about minimising construction waste (Howell, 1999; Lim, 2008; Lean Construction Institute, 2012)
(Howell, 1999). Lim (2008) viewed that lean is about achieving a
and meeting
balanced use of resources, which allows the organisation to reduce costs, eliminate waste and deliver
projects on time. Lean Construction Institutes (2012) further emphasised that the objectives of lean is to
maximise value and minimise the wastage using a specified techniques and applies them in the new
project delivery. Hence, LC can be regarded as a continuous improvement in the construction process,
aimed at reducing waste of resources while increasing the value of the project to the client. Holistic
approaches to the key concepts can be added and synergised in order to move towards sustainable and
greener environment.
Lean Construction Institute (2012) defined that LC is a production management based, a new way that
.
related effort to cost saving, ensuring high quality of the end product, boosting confidence level and
safety of the construction workers; and maintaining the sustainability of the project itself. Conversely,
Green and May (2005) viewed that this concept is a socio-technical paradigm that valuable to the cultural
commodity.
According to Koskela (1992), there were 11 basic principles to LC, which were to reduce the share of
non value-adding activities, increase output value through systematic consideration of customer
requirements, reduce variability, reduce cycle time, minimise the number of steps, parts and linkages,
increase output flexibility, increase process transparency, focus control on the complete process, build
continuous improvement into the process, balance flow improvement with conversion improvement and
benchmarking. Later, Womack and Jones (1996) have simplified further the LC principles stated by
Koskela (1992) into five LC principles, which are specified
the value stream, make the value-creating flow, establishing client pull at the right time and pursue
perfection for continuous improvement. These five principles are further confirmed by Lim (2008), Lean
Enterprise Institute (2009) and Bashir et al. (2011) as able to be implemented to the total flow process and
its sub-process in the construction industry. On top of that, by implementing these five principles would
needs.
lead the least amount of accomplishment, materials and resources while maintaining the

Mohd Arif Marhani et al. / Procedia - Social and Behavioral Sciences 101 (2013) 90 99

3. Key concepts of LC
Many established researchers such as Abdullah et al. (2009), Jorgensen and Emmitt (2008), Lim
(2008) and Koskela (1992) have confirmed that LC offers many benefits when implemented in the
construction projects. The main advantage is construction companies could cut down the construction
cost due to use of correct materials and less waste in the sites (Suresh et al., 2011) due to proper project
planning. Besides, by having a proper project planning, it would shorten the duration of the construction
project and promote the quality and sustainability of the project itself.
There are many key concepts or tools of LC that can be adopted throughout the project phases by the
stakeholders. In earlier stage of its implementation, Koskela (1992) proposed three principles of
production philosophy to be used at early project phase, which include tools
circles), a manufacturing method and a management philosophy (i.e. Just-In-Time (JIT) and Total Quality
Control (TQC)). Some of the examples of the key concepts are JIT, TQC, Total Productive Maintenance
(TPM), Employee involvement, Continuous improvement, Benchmarking, Time based competition,
Concurrent engineering (CE), Value based strategy (or management), Visual management, Reengineering and Lean manufacturing. In addition, Alinaitwe (2009) has simplified and depicted the key
concepts of LC included JIT, Total Quality Management (TQM), Business Process Re-engineering
(BPR), CE and Last Planner System (LPS); Teamwork and Value Based Management (VBM) (Harris and
McCaffer, 1997).
Salem et al. (2005) study evaluated the effectiveness of six LC key concepts to the University of
. The data collection methods included observations on sites, interviews,
questionnaires and documentary analysis. The key concepts involved were LPS, increased visualisation,
daily hurdles meetings, first run studies, 5s (housekeeping) process and fail safe for quality and safety.
Based on the findings, the implementation of 5s process and fail safe for quality and safety did not
meet the expectations due to increase of the budget. There was a need for behavioural changes and
training for effective use of key concepts. The rest of the key concepts selected for the project were either
ready to use, or were recommended with some modifications.
Similarly, Adamu and Abdul Hamid (2012) study investigated LPS using four key concepts and
tested them in the construction of housing units in Yobe State Government of Nigeria. Due to some
constraints, 5s was not tested. The data collection methods included direct involvement in the production
management, interviews and questionnaires. Based on the findings, effective training and full
implementation of LPS and partial implementation of the other key concepts have reduced and eliminated
waste on site. It was also found that there was a need for cooperation of top management in order to
improve the interest of LC amongst the stakeholders.
Meanwhile, Suresh et al. (2011) introduced nine primary key concepts of LC that could be
implemented in the LC practice. These key concepts were essential to the implementation of LC, which
are LPS, productive meetings, increased visualisation, off-site prefabrication, 5s/5C, mistakeThe conclusion of the
proofing/poka-yoke, root cause ana
study showed that there is no need to use all of these key concepts in the construction project.
The literature search has also found that there is a demand for more holistic approaches to be
integrated in the existing LC key concepts application with other concepts. Bashir et al. (2011),
introduced health and safety approach in the implementation of lean principles. The OHSAS 18001 could
be incorporated with the key concepts of LC. OHSAS 18001 has been tested and internationally
recognised to improve health and safety performance of the construction company. As a result, by
having a safer and conducive workplace at sites, it would increase the productivity of the project and gave
job satisfaction to the client.

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Moreover, by using LPS as a basis of LC approach, Abdelhamid (2003) suggested Six Sigma
application opportunities in construction projects. Generally, Six Sigma is an organised and efficient
process for strategic process improvement and new product and service development that relies on
statistical methods and the scientific method to make significant reductions in customer defined defect
rates (Linderman et al., 2003). The existence of Six Sigma as a continuous improvement technique in a
project would provide combined, coherent and holistic approach to continuous improvement of the
project (Pepper and Spedding, 2010).
From the literature review, Environmental Management System (EMS) shared the same goal as lean
concept, which is reducing waste. Basically, EMS provides an effective framework on the environment
that can assist companies in fulfilling their responsibilities towards protecting the world environment
(Gbedemah, 2004). By integrating EMS to LC key concepts in the construction sites, it would maximise
However according to
Puvanasvaran et al. (2011), the potentials of both integration remain unexplored since changes within the
business environment and innovative technologies can widely impact operational process and procedures.
Therefore, most of these concepts are interconnected and it is important to understand all the key
concepts of LC, which may improve performance while minimising construction waste (see Fig. 1). The
concept. Hence, it is important
for the stakeholders to responsible and chooses the best approach of the key concepts that right to be
implemented in their construction sites.

Six
Si
x Si
Sigm
gmaa
gm

Key
Ke
y co
conc
ncep
ep
pts of LC
C

Heal
He
alth
lth & saffet
ety
ty

Just-In
I -Time
Total Quality
Management
Bus
usin
ines
esss
Pro
roce
cess
ss Reengi
en
gine
neer
erin
ingg
Conc
Co
ncur
urre
rent
nt
Engi
En
gine
neer
erin
ingg
Las
astt Pla
lann
nner
er
System
Teamwork
Value Based
Management

Enviro
Envi
ronm
nmen
enta
tall
Manage
Mana
g mentt
ge
System

Fig. 1. Key concepts of LC

Maaxiimi
M
mise
ise val
alue
lue &
Miniimi
mise
ise was
astte
te

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Mohd Arif Marhani et al. / Procedia - Social and Behavioral Sciences 101 (2013) 90 99

Table 2. Key concepts of lean construction in the construction process

Authors

JIT

Small et al.
(2011)

TQM

BPR

Pre-

Design

construction
Construction

CE

LPS

Teamwork

VBM

Health
&
safety

Six
Sigma

EMS

Preconstruction
Construction

Puvanasvara
n et al.
(2011)

Constru
ction

Seppanen et
al. (2010)

Construction

Pepper and
Spedding
(2009)

Preconstruction
Construction

George and
Jones (2008)
Salem et al.
(2006)

Pre-

Pre-

construction

construction

Construction

Construction

Construction

Construction

Mohd Yunus
(2006)

Construction

Summers
(2005)

Preconstruction
Construction
Use

Excellence
(2004)

Construction

Bertelsen
(2004)

Construction

Abdelhamid
(2003)

Preconstruction
Construction

Koskela
(1992)

Construction

Design

Construction

Pre-

Use

construction
Construction

Source: Adopted and modified from Marhani et al. (2012)

Meanwhile, Table 2 shows the interaction of key concepts of LC in views to the construction phases,
which are preparation, design, pre-construction, construction and use (RIBA Plan of Work, 2012) derived
from Koskela (1992), Abdelhamid (2003), Bertelsen (2004), Excellence (2004), Summers (2005), Mohd
Yunus (2006), Salem et al. (2006), George and Jones (2008), Pepper and Spedding (2009), Seppanen et

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Mohd Arif Marhani et al. / Procedia - Social and Behavioral Sciences 101 (2013) 90 99

al. (2010), Puvanasvaran et al. (2011) and Small et al. (2011). From the above table, it can be concluded
that pre-construction and construction stages are the best time to integrate the key concepts of LC as
suggested by the majority of the researchers. This is due to their criticality in determining resources for
the project during pre-construction (Koskela, 1992) and eliminating of construction waste during
construction (Yahya and Mohamad, 2011). The key concepts of LC should be introduced at the earliest
stage of the construction projects and involvement of the stakeholders should be continued throughout the
entire construction process. By doing so, the stakeholders are capable in identifying the construction
waste and diminishing volatility of a project earlier.
4. Barriers in implementation of LC
Based on the literature review, it can be summarised that there are seven main barriers in
implementing LC (see Fig. 2). Aspects such as managerial, technical, human attitude, the process of LC,
educational, government and financial are among others of the main barriers. According to Abdullah et al.
(2009) and Mossman (2009), lack of commitment from top management of a company was one of the
main barriers in implementing LC. This barrier referred to various aspects that are related to the support
shown by the top management in an organisation. As mentioned earlier by Kim and Park (2006), it was
found that many construction projects are facing lack of support from the top management. In addition,
lack of communication among stakeholders is also occurred in the construction projects (Abdullah et al.,
2009). Hence, it will lead to the disruption and ineffectiveness on the delivery and coordination system.
Without continuous supports from the top management, the stakeholders involved in the construction
industry may face numerous difficulties in adopting LC concept. Besides, the top management of a
construction company should overcome this breakdown in communication so that it will not contribute to
low productivity and quality of the projects.
Alinaite (2009) highlighted that lack of buildable designs was one of the main barriers under technical
aspects. In addition, certainty in the production process and provision of benchmarks were also
contributed as the main barriers during implementation of LC. Meanwhile Tindiwensi (2006) found that
most of architectural designs were lacked of constructability elements due to the limited knowledge about
construction practices and the separation of design from construction contributed to a breakdown of the
production process during construction. This will give impact in the implemention of LC specifically to
ll stakeholders should involve from the pre-construction stage and
taking into consideration the buildability and constructibility of design and process. By doing so, changes
on designs duringconstruction stage can be avoided that could disturb the production process.
Howell (1999) added that human attitude is one of the main aspects that slowed down the execution of
LC in the industry, especially during the physical implementation phase. According to Kim and Park
(2006), the attitude of the stakeholders concerned in a construction project towards the LC concept was a
sensitive factor that in actual fact influenced the success of implementing LC concept. Abdullah et al.
(2009) further explained that the attitude here referred to the tendency regarding intent, commitment and
co-operation that needed to be presented within the stakeholders if they wanted to implement LC
successfully. This kind of thinking will thus determine their performance of work and will affect the
productivity of a construction project.
In addition, the lengthy implementation period of LC process was regarded as the barriers in
implementing LC. Based on Kim and Park (2006), it was discovered that the implementation of LC in
construction projects had resulted in too many meetings and information needed for discussions.
Moreover, these meetings had to be held regularly and took up too much time when poorly managed. This
occurs especially during the pre-construction stage but if this situation is well managed, it will definitely

Mohd Arif Marhani et al. / Procedia - Social and Behavioral Sciences 101 (2013) 90 99

generated profit and positive effects to the construction company itself especially on boost up their
reputation.
The stakeholders involved in a construction project needed to be given ample training to enable them
to possess the necessary knowledge and expertise in implementing LC concept (Abdullah et al., 2009;
Alinaitwe, 2009 and Mossman, 2009). Inadequate exposure to the requirements for LC implementation
was also regarded as barriers (Abdullah et al., 2009 and Alinaitwe, 2009) in LC implementation. The
training given has to be balanced with the understanding the concept and principles of lean as well as
comprehending the key concepts required to undertake the LC concept. Furthermore, training and
educating the employees may take time and effort. Hence, top management should play an important role
to expand training and education understanding at intensifying of LC concept.
Finally, inflation due to unsafe
f markets condition for construction, additional construction cost and
poor salaries of professionals (Olatunji, 2008) were the barriers for financial aspects. Lack of incentives
or reward systems in a construction project also led to the barriers in LC wide implementation (Alinaitwe,
2009). Sufficient sources of funding is a must to ensure the construction project runs smoothly. The
provision of contingency cost will help the construction project from inflation or additional construction
cost due to instability of the construction markets.

Mana
Mana
Ma
nage
g riiall
ge
Fina
Fi
nanc
na
nciia
nc
i al
ial

Tec
echhn
hnic
hni
icall
Barr
Ba
rrie
rr
iers
ie
rs in
impl
im
plem
lemen
enti
ting
ti
ng LC
Huma
Hu
mann
attti
atti
tittud
tude
de

Gove
Gove
Go
vern
rnme
rn
ment
me
nt

Educ
Ed
ucat
uc
atiio
at
iona
iona
nall

Proc
P
roc
oces
esss of
es
of
LC

Fig. 2. Barriers of LC

5. Conclusion
Based on the above discussion, it was shown that there is a need for more holistic approaches to
integrate LC key concepts with other significant aspects, such as health and safety, six sigma and EMS.
From the literature review, it was discovered that by introducing health and safety and six sigma
assessment to a construction project will facilitate the construction company in managing and assuring
their health and safety risks, dealing with qualities and strategies, thus improving their performance. In
as well as minimising construction waste.
The contractors should use c
as most of the key concepts are
interconnected between each others. To date, research conducted on standard procedure of LC key

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Mohd Arif Marhani et al. / Procedia - Social and Behavioral Sciences 101 (2013) 90 99

concepts is scarce; hence there is a need for a research to be conducted on this potential area.
Furthermore, the potentials of integration of health and safety, six sigma and EMS to the key concepts of
LC are remain unexplored.
Based on the above discussion, there are seven main barriers during implementation of LC, which are
managerial aspects, technical aspects, human attitude aspects, aspects of process of LC, educational
aspects, government aspects and financial aspects. Thus, good strategies play a vital role when
implementing LC in order to overcome these barriers. Among others are the development of systematic
training and research actions on LC, and collaboration among construction companies. A proactive
interaction between stakeholders can be inculcated, which resulted in a healthy competitive environment
among the collaboration companies.
Through LC implementation in the local construction management processes, it is hoped that it will be
able to accommodate the industry with the new knowledge of LC towards sustainable and greener future
of the Malaysian construction industry. Future research in a similar area will be conducted on
construction organisations that have implemented LC concept by observing their practices on site. From
the research, with appropriate methodology the actual key concept adopted in the construction projects
can be investigated. Further suggestion on the possible other tools could also be proposed to the industry
for value adding its existing LC implementation.
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