Building a Lean House With the Theory of Constraints for Construction Operations in Zimbabwe: A Conceptual Framework

Abstract

The poor performance of construction projects in Zimbabwe, evidenced by cost overruns, extensive delays, reworks, defects, and accidents, has resulted in the need for cost-effective strategies such as the theory of constraints and lean construction (LC). This is because Lean drives out waste, and the theory of constraints (TOC) identifies constraints on which to act to improve performance. By focusing Lean initiatives on construction projects, TOC will lead to better improvements in performance. Although similar studies have been undertaken in other countries, they need to be more contextually relevant due to the myriad of economic challenges synonymous with the Zimbabwean construction industry. A critical review of relevant literature was conducted to observe how TOC allows for identifying constraints hindering progress on construction projects while LC tools would provide solutions. In effect, LC and TOC could reverse poor outcomes of construction operations in Zimbabwe. This conceptual paper thus proposes a framework that identifies constraints using TOC, followed by an evaluation of Lean tools suitable to deal with the identified constraints. The foundation of the lean house will engender effective problem-solving to remove bottlenecks in the design and construction processes.