Implementation of lean for small- and medium-sized construction organisational improvement

Abstract

PurposeSmall- and medium-sized enterprises (SMEs) within the construction sector are highly vulnerable to disruptions caused by political and economic decisions or even pandemics. This study evaluated the current operations of selected SMEs providing engineering design and consultancy services against Toyota Production System (TPS) lean tool. The purpose is to juxtapose SME operations and processes with TPS to ascertain the level of their operations conformity to the established TPS lean thinking tool.Design/methodology/approachThis study used a qualitative data collection and analysis approach to evaluate the current processes of participating SMEs against Liker's 14 management principles of TPS. The data collected were analysed using thematic analysis to identify patterns and themes that emerged from the qualitative data.FindingsThe analysis revealed that focus on short-term goals, immediate profit and duplication of effort resulting from insufficient collaboration is currently creating waste in participating SMEs' operations. Hence, the implementation of TPS was recommended as a lean tool and a framework based on TPS lean tool was developed for improving the operations of SMEs.Research limitations/implicationsThe study is limited to SMEs operating only as consultants providing project planning design within the construction industry. Data collection is limited to qualitative even though observations would improve the outcome of the study.Originality/valueThe study advances contemporary issues in promoting lean implementation in construction sector and developed an improved framework based on the TPS to enhance the performance of SME construction businesses.