Study on Adaptability of Lean Techniques in Small

Construction Projects: A case from India

GouthamKenchey1, RajaSekharMamillapalli2, Dr R Venkatesan3

ABSTRACT
As a popular saying goes ' a penny saved is a penny gained' this will be apt in the field of
construction because it is facing huge losses because of internal reasons like wastage, delay, poor
quality of work, improper planning etc. These factors are directly affecting the industry on the
site rather than off the site, most of the traditional methods present today are trying to improve
on site performance from off the site in which they are failing miserably. Lean construction is a
concept which is derived from TPS which was designed by Toyota for manufacturing purpose,
after lot of Improvisation by many people it had been brought into the field of construction.
The main concept of lean method is 'Minimizing waste and Maximizing value' , main goals of
this method is to reduce the overall cost of the project, improve the quality of work done,
reducing wastage on site, increasing value and respect to the workers. In spite of the fast growth
in the Indian construction sector it is still running in losses due to various reasons like not
welcoming new improvisations in technique, latest machinery not being available and many
more. Lean techniques are being implemented in various countries on a very larger scale, but in
Indian scenario it is not being accepted. This paper is about implementation of lean techniques in
Indian scenario and testing its fitness. Six construction sites were selected where in after initial
observation the quantity of work done is calculated. From the six major techniques available best
techniques suitable in the site are suggested and implemented. The techniques majorly used are
5S, Daily Huddle Meetings, Increased Visualization and Last Planner. Cost per unit was also
calculated based on the wages given to the labours, In each site there was a variation in teaming
of mason and labours in order to find out which combination is cost effective While
implementation the quantity of work done is calculated on daily bases for ten weeks
KEYWORDS: Lean Construction, Implementation, 5S , Daily Huddle Meeting, Increased
Visualization.
INTRODUCTION
As a famous saying goes "a Penny saved is a Penny Gained". In construction industry we don't
need to generate extra profits instead the savings we'll manage will leave us with huge
profits.The main theme of this idea is “Maximize value and minimize waste”“…the application
of lean thinking to the design & construction process creating improved project delivery to
meet client needs and improved efficiency for constructors”1
In Indian construction industry there has been a lot of transformation in last two decades in spite
of that sufficient profits are not been made, which will hinder the growth of the industry. Even in
today's modern world where in latest technology and techniques are in use, in our country even

11M.Tech Student, CVSR Engg. College, Hyderabad, India Email: gouthamkenchey@gmail.com

2
Assistant Professor, NICMAR Hyderabad, India. Email : nitmtech@gmail.com
3
Professor, NICMAR Hyderabad, India
today traditional technology and methods are in used in majority of the cases, this is one of the
major reason for the losses in the industry. Techniques like lean Construction are quite different
and effective from traditional method in terms of planning and execution of work.
Outline of the Research Project
• To identify the major problems due to which the projects are getting delayed
• Study in detail the progress of the project
• Measure the quantity of work done at the site (before implementation of lean technique)
• Referring the standard values from “Practical Information for Quantity Surveyors” by
P.T.Joglekar
• Select the best technique implement it on site
• Calculate the quantity of work done after implementation of lean construction techniques
• Find out the increase in quantity after implementation
• Check for the challenges being faced in the implementation on the site

LITERATURE REVIEW
O. Salemand others (2006) stated that this article compares the techniques developed for lean
construction with those developed for lean manufacturing The assessment tool evaluates six lean
construction elements: last planner, increased visualization, huddle meetings, first-run studies,
five S’s, and fail safe for quality
A.A. Dania et al (2002)depicts thatConstruction Waste Management is an aspect of Sustainable
Development, which is fuelled by the growing concern for the effect of man’s activities on the
environment. . The study found out that specific Government legislation on wastes from
construction sites were non-existent and that the respondents considered other project goals of
timely project delivery, quality and cost as more important than the impact of the project on the
environment
Raid Al-Aomar (2012) analyzed the current lean construction practices amongst Abu Dhabi
construction companies and develop a practical framework for adapting lean construction
techniques and measuring its performance, the study identified 27 construction wastes in AD
Construction industry. It also found that by the implementation of lean techniques the amount of
waste generation had been drastically cut down, hence reducing te cost of the project
DATA COLLECTION
Five construction sites were selected for the implementation of lean technique; an initial
observation was done for a period of 10 days. During the observation various happenings at the
site were recorded along with the quantity of work done
Different forms of wastages/ delays occurring on the site
 Due to improper cleaning to tools lot of rework had been done which was slowing down
the progress of work happening
 As the workers didn't have specific target because of which they were not striving for
anything
 Safety was also clearly lacking on the site which may prove fatal
  Lot of hard work was put in instead of smart work
 Very less technology was used on the site
 Lack of knowledge about the new innovations
 Lack of information about the alternate materials which can be used
 Difficulty in movement of raw material from dumping place to working place.
 Due to monsoon season lot of external plastering had been damaged due to regular rains
 Improper planning for the next day
The above factors are affecting the work at site indirectly and have been ignored for a long time
hence the productivity has been reducing on regular bases. Different events observed are Brick
Work in three levels i.e. (0'-3', 3'-7',7'-10') , two coats of plastering (first and second), putty and
painting. The average work for ten days had been mentioned for various sites
Table 1: Data collected at various sites

SITE-1 SITE-2 SITE-3 SITE-4 SITE-5

BW 0'-3' 59.5ft3 94.5 ft3 185.9 ft3 373.8 ft3 187 ft3
BW 3'-7' 50 ft3 88.7 ft3 169.6 ft3 293 ft3 160.3 ft3
BW 7'-10' 45.3 ft3 76.7 ft3 146.5 ft3 246 ft3 149.8 ft3
PLASTER-1 96.7 ft2 188.8 ft2 341.5 ft2 476.4 ft2 331.1 ft2
PLASTER-2 284.1 ft2 537 ft2 851.7 ft2 1030 ft2 853 ft2
PUTTY - - 1620 ft2 1634 ft2 1510 ft2
PAINTING - - 750 ft2 740 ft2 694 ft2

IMPLEMENTATIONS OF TECHNIQUES AT THE SITES

Most of the sites had similar conditions because the activities selected, working conditions,
wastages etc are similar. There were hardly any differences among the sites. The teaming is
played an effective role in the quality of work done and covering up of unskilled nature of other
workers.
Based on the different wastages occurring on the site the different techniques selected 5S, DHM
and Increased visualization. The implementation was planned in a manner which will cut down
the wastages which are presently happening. In lean construction there is scope to make changes
according to site rather than fixing up of techniques which may not suit all the construction sites.
The implementation was done for a period of ten weeks. Based on the observations at site the
above three techniques were selected for implementations. Even though there might be slight
changes in implementation but on a whole the implementations are similar at all the sites.
Implementation of each technique is specified
IMPLEMENTATION OF 5S
While implementing the 5 S method the things more specified are cleanliness at site, proper
placing of tools, the same type of work done is being repeated such that it can be completed with
ease, instead of mixing the cement on floor steel sheets were provided such that material wastage
is reduced and cleanliness is also improved, the sorting out of un-necessary materials is
performed regularly such that no waste is accumulated at the work place for this a separate place
was allotted where in un- necessary tools are placed safely for future use. By employing this
technique material wastage, unnecessary movement, movement of rawmaterial .Material
movement was focused more
DAILY HUDDLE MEETING
This is a basic method where in workers are met on site as a part of its implementation. The daily
targets are specified, imperfections are corrected, and quality is checked on the go. Based on the
discussions at the DHM changes in decision were made accordingly on site. When this method
is implemented the chances of re-work are reduced hence the quantity and quality of work done
is improved, atmosphere of the work place is improved. The amount of work done was majorly
focused. By implementing this technique the atmosphere at work place is improved thereby
building strong relations with the workers and hence improving the quality and quantity of work
done on site. With the help of this technique the workers opinion was herd on regular bases and
while taking any decision

Figure 1: Implementation of Daily Huddle Meeting

INCREASED VISUALIZATION
While working on increased visualization technique the different resources used are charts,
boards, posters, electronic devices like mobile tablet phone etc by which workers are put on an
alert on site. The main aim of these is to remind the workers about safety, target, quality,
technique, specifications. With the help of electronic devices the latest and best method to
perform a task can be viewed using internet. The best method is discussed with the site engineer
and then implemented and the best practices from other sites are also suggested so as to improve
the quality and quantity of work done. By using all these resources the major advantages are
decreased accidents, improved execution of work. The main aim of this technique is to know the
latest ways of performing a task, improving safety at the site. Most of the workers on site were
not using any safety gearswhich were provided to them
OBSERVATIONS WHILE IMPLEMENTING
Five sites in Hyderabad have been selected for implementation, initial data was collected for ten
working days and its average is mentioned. Different events which were observed are brick work
in 3 levels, two coats of plastering, application of putty and painting. In these events there are
chances of delays, wastages; if controlled can cut down the losses and make the project run into
profits. For the first two sites painting and putty application are not considered. The values of
brick work are taken in cubic feet and others are taken in square feet. There will be a
considerable variation in quantity of work done as there is different teaming at different sites.In
the process of implementation initially lot of opposition was shown by the workers. A step by
step process was followed initially, the engineer and site engineer were educated about the
implementation then the laborers were met in teams, different resources which are to be used are
discussed in advance, different symbols used were conveyed to the workers for easy
communication
Three techniques are selected for implementation in all the sites, for each technique two teams
are selected and the same technique is worked for a time of three weeks after that a new
technique is introduced to them. By following this method, training can be done easily in the
second stage. At the beginning there were no considerable changes noticed but gradually there
was improvement in quantity of work done. By implementing these techniques on regular basis
not only the quantity but also the quality of work done has been improved.

Figure 2: Wastages observed at sites

The following values are mentioned technique wise. In each site two teamsworked with one
technique for a time period of three weeks so that they are habituated to the particular method
which will ease the later stages of execution. In the implementation part weekly averages are
mentioned further simplifying the average of Ten weeks. Technique wise values are mentioned
for all the sites below:
Table 2: Values related to implementation of 5S technique

SITE-1 SITE-2 SITE-3 SITE-4 SITE-5

BW 0'-3' 79.3 ft3 124.1 ft3 252.2 ft3 461.6 ft3 273.4 ft3
BW 3'-7' 64.2 ft3 109.5 ft3 222.8 ft3 379.1 ft3 224.9 ft3
BW 7'-10' 55.8 ft3 98.2 ft3 194.5 ft3 320.7 ft3 200 ft3
PLASTER-1 125.8 ft2 246.1 ft2 467.9 ft2 628.7 ft2 456.5 ft2
PLASTER-2 460 ft2 882.9 ft2 1358.1 ft2 1948 ft2 1395 ft2
PUTTY - - 2090 ft2 2130 ft2 2174 ft2
PAINTING - - 1140 ft2 1068 ft2 1110 ft2
 Table 3: Values after implementing Daily Huddle meeting

SITE-1 SITE-2 SITE-3 SITE-4 SITE-5

BW 0'-3' 77.4 ft3 128.4 ft3 260.3 ft3 476.3 ft3 246 ft3
BW 3'-7' 66.3 ft3 113.5 ft3 227.8 ft3 399.8 ft3 221 ft3
BW 7'-10' 55.6 ft3 103.9 ft3 204.4 ft3 332.9 ft3 197 ft3
PLASTER-1 126.5 ft2 252.2 ft2 470.3 ft2 631.6 ft2 450 ft2
PLASTER-2 453.5 ft2 881 ft2 1349 ft2 1962 ft2 1401 ft2
PUTTY - - 2080 ft2 2180 ft2 2020 ft2
PAINTING - - 1060 ft2 982 ft2 1090 ft2

Table 4: Values after implementing Increased Visualization

SITE-1 SITE-2 SITE-3 SITE-4 SITE-5

BW 0'-3' 79.3 ft3 123.6 ft3 247.7 ft3 459 ft3 250.6 ft3
BW 3'-7' 63.2 ft3 109.2 ft3 221 ft3 385.8 ft3 218 ft3
BW 7'-10' 56.4 ft3 98.5 ft3 189.8 ft3 322 ft3 192.5 ft3
PLASTER-1 125.5 ft2 246.4 ft2 455.1 ft2 622 ft2 450.7 ft2
PLASTER-2 459.4 ft2 877.6 ft2 1353 ft2 2069 ft2 1413 ft2
PUTTY 2130 ft2 2110 ft2 2080 ft2
PAINTING 1080 ft2 1128 ft2 1080 ft2
Brickwork 0’-3’ Brickwork 3’-7’
Quantity of work done

400
500 350
Quantity of work done
in cubic feet

300
400 250
in cubic feet

300 200
150 before
200 before
100 after
after
100 50
0 0
Site Site Site Site Site Site Site Site Site Site
1 2 3 4 5 1 2 3 4 5

Brickwork 7’-10’ Plastering 1 coat

350 700
300 600
Quantity of work done
Quantity of work done

250 500
in square feet

200
in cubic feet

400
150 before 300 before
100 after 200 after
50 100
0 0
1 2 3 4 5 Site Site Site Site Site
te te te te te
Si Si Si Si Si 1 2 3 4 5
 Plastering 2coat

2000
1800
Quantity of work done in

1600
1400
square feet

1200
1000 before
800 after
600
400
200
0
Site 1 Site 2 Site 3 Site 4 Site 5

Painting Putty
2500 1200
1000
Quantity of work done

Quantity of work done

2000
800
in square feet

in square feet
1500
600
1000 before before
400
after after
500 200
0 0
Site Site Site Site Site Site
3 4 5 3 4 5

Fig 3 : Graphs showing the improvement of productivity post implementation of Lean

TEAMING
The main aim of showing the variation in teaming is to find out effectiveness in each
combination. The cost analysis is the comparison between the cost paid per team and the quantity
of work done by that team. Cost analysis helps in giving the exact numbers which in long run
saves lot of money.
Table5: Cost per unit work done before and after implementation

EVENT 1M+1L 2M+1L 3M+2L 4M+3L 3M+2L

750 1200 1950 2700 1950

Before After Before After Before After Before Afte Before After
r
1 BW 12.60 9.53 10.48 9.57 10.54 7.69 7.22 5.91 10.42 7.59
0'-3'
2 BW 15 11.61 11.49 10.83 9.21 8.71 9.21 6.95 12.16 8.82
3'-7'
3 BW 16.55 13.40 13.31 11.97 10.97 9.93 10.97 8.30 13.01 9.92
7'-10'
4 PLAST- 7.75 5.95 6.35 4.83 5.66 4.19 5.66 4.30 5.89 4.31
1
5 PLAST- 2.63 1.03 2.2 1.36 1.99 1.44 1.99 1.30 2.28 1.58
II

DISCUSSIONS
Site-1: On an average of all the techniques implemented an improvement of 32% is observed in
first level of brick work, 28% in second level of brick work, 23% in third level of brick work,
29% in first coat of plastering and 60% in second coat of plastering.
Site-2: On an average of all the techniques implemented an improvement of 32% is observed in
first level of brick work, 24% in second level of brick work, 30% in third level of brick work,
31% in first coat of plastering and 60% in second coat of plastering.
Site-3: On an average of all the techniques implemented an improvement of 36% is observed in
first level of brick work, 31% in second level of brick work, 33% in third level of brick work,
35% in first coat of plastering, 58% in second coat of plastering, 29% in putty application and
45% in painting.
Site-4: On an average of all the techniques implemented an improvement of 27% is observed in
first level of brick work, 30% in second level of brick work, 29% in third level of brick work,
30% in first coat of plastering, 52% in second coat of plastering, 38% in putty application and
54% in painting
Site-5: On an average of all the techniques implemented an improvement of 37% is observed in
first level of brick work, 37% in second level of brick work, 30% in third level of brick work,
36% in first coat of plastering, 64% in second coat of plastering, 37% in putty application and
57% in painting

CONCLUSION
From the above values of implementation we can conclude that Lean Construction is
advantageous even in small and medium scale Indian construction sites. There had been a
growth of about 25%-35% in major events. The values which are obtained on site are the
ones with minimal training, if these techniques are used professionally with improved
training and advanced aids can give even better results. Hence it is concluded that lean
Construction is suitable locally in small and medium scale construction in Indian Scenario.

FUTURE SCOPE
 • In this project the techniques are individually implemented, these techniques can be
implemented together. Implementation of Last Planner along with other lean techniques
is the best way to implement Lean Construction and obtain desired results.
• Modular construction satisfies all the necessities of lean construction, so the work on
modular construction based on lean can be followed as next step.

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