Barriers to Adopting Lean Methodology in the Portuguese Construction Industry

The Lean methodology allows for the streamlining of management and production systems to reduce costs. In the case of the construction sector, the goal is to optimize processes, reduce waste, increase product quality, and increase client satisfaction. These have been areas where construction, as a sector, is struggling to deliver substantial results. Despite the potential benefits associated with Lean approaches, there has been significant resistance from the construction industry. The main objective of this research is to identify the barriers to applying Lean methodology in the Portuguese construction sector. This will contribute to understanding why Lean is not gaining traction among construction stakeholders and help to identify improvement areas replicable in similar markets. Initially, the barriers were identified based on a comprehensive literature review, and those barriers were evaluated based on their importance using a survey responded to by construction sector professionals. Based on the survey's results, 15 barriers were considered critical. Additionally, a combined ISM model and MICMAC analysis was developed to study the relations between these barriers and the driving and dependence power of each one of the critical barriers. The results obtained show that the main barriers are the lack of support and commitment from top management, a lack of organizational communication, a lack of communication and transparency between stakeholders, unsuitable organizational structures, a lack of adequate Lean awareness and understanding, management resistance to change, and employees' aversion to change and fear of new procedures.

Automated summary

This article explores the barriers of applying Lean methodology in the Portuguese construction sector, identifying lack of top management support and commitment, lack of communication and transparency between stakeholders, unsuitable organizational structures, inadequate Lean awareness and understanding, management resistance to change, and employees' aversion to change and fear of new procedures as the main barriers.