Project Report

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Faculty of Design and Creative Technologies
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Paper ENBU996_2023_FY Assignment Due 04/05/2023

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Why do people accept lean Construction or reject in New Zealand?
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Author: Academic Office, Faculty of Design and Creative Technologies
Page 1 of 1 Subject: Individual Assignment Cover sheet

Version 2.0 Issue Date: 01/01/2009 Last Updated:
20/07/2009
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Table of Contents
LIST OF FIGURES.............................................................................................................................4
TOPIC:............................................................................................................................................5
PROBLEM STATEMENT:..................................................................................................................5
INTRODUCTION: -...........................................................................................................................5
AIM:...............................................................................................................................................6
OBJECTIVE:.....................................................................................................................................6
RESEARCH QUESTIONS:..................................................................................................................6
RATIONALE:....................................................................................................................................6
SIGNIFICANCE:................................................................................................................................6
Methodology:................................................................................................................................8
LITERATURE REVIEW:.....................................................................................................................9
ADVANTAGES AND DISADVANTAGES OF TRADITIONAL AND LEAN CONSTRUCTION: -...................22
DATA ON: -.......................................................................................................................................23
ACCIDENTS:.....................................................................................................................................23
Accidents on Construction Sites:................................................................................................24
Lean construction and safety:.....................................................................................................24
QUALITY:.........................................................................................................................................29
RESEARCH GAP:............................................................................................................................30
Acceptance and Rejection of Lean Construction............................................................................30
Result and Discussion:..................................................................................................................31
Conclusion:...................................................................................................................................33
References...................................................................................................................................35
Appendices:..................................................................................................................................41
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LIST OF FIGURES
Figure 1: Research finished by year.....................................................................................................10

Figure 2: Network diagram related to lean construction enablers and barriers..................................19
Figure 3: Above graph shows countries where research on Lean Construction is done......................21
Figure 4: Above image depicts most regions where work on Lean construction has been done........21
Figure 5: Construction Accidents........................................................................................................24
Figure 6: The building and construction sector is a major contributor to New Zealand’s economy....26
Figure 7: Residential Construction Cost Price Indices on a quarterly basis (from the March 2010
quarter to the March 2021 quarter)....................................................................................................27
Figure 8: Cathedral Hill Hospital expected cost gap analysis to target cost for construction. Notes:
Original target cost for construction = dashed line; revised value-added target cost = dotted line....28
Figure 9: Shows project cost evolution from design to construction and cost savings used for value
improvement. Target value design initiatives may alter scope, impacting budgets and pain
sharing/gain sharing distinction..........................................................................................................29
Figure 10:Interlinks between factors of Lean Construction (positive and negatives interlinks)..........31
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TOPIC: Why do people accept lean Construction or reject in New Zealand?
PROBLEM STATEMENT:
Project delays, cost overruns, and inefficiencies that reduce productivity and profitability are just a
few of the difficulties the New Zealand construction sector must deal with. Lean construction is a
cutting-edge method for simplifying operations and cutting waste that has had positive outcomes
around the globe. Its acceptance in New Zealand is still up in the air, though. In light of international
trends, it is critical to pinpoint the elements that influence the acceptance or rejection of lean
construction in the New Zealand environment. Overcoming organizational and cultural challenges to
Lean adoption, such as reluctance to change, a lack of trust, and impatient decision-making, requires
an understanding of these elements and how they interact. This study seeks to explore, identify, and
address these barriers to the successful adoption of lean construction practices in the construction
industry in New Zealand.
INTRODUCTION: -
The construction industry has a variety of challenges, including complex and unexpected projects
that require skilled management to be finished on schedule and within budget (Koskela & Howell,
2002). Despite employing conventional project management methods, the industry experiences
production reductions due to schedule and cost overruns. According to the Lean Construction
Institute, there is a lot of waste and non-value-added activity in the construction industry, which
accounts for around 57% of lost productivity (Lingard, 2013). In response to these flaws, a novel idea
called lean construction has emerged. It tries to streamline construction procedures and reduce
waste in order to increase production, efficiency, and profitability (Ballard & Howell, 2003). Lean
construction focuses the ideas of flow and value creation in order to decrease the workflow waste
that conventional methods are unable to eradicate (Hunt & Williams, 2014).
According to several academics (Al-Salem et al., 2018; Rojas et al., 2020; Tareq et al., 2020), lean
construction has been demonstrated to enhance project results through cost savings, quicker project
timeframes, and increased project quality. Lean construction, which enhances project results and
raises customer satisfaction, places a strong emphasis on stakeholder involvement and
communication (Abdelhakim & Alreshidi, 2020). However, some people might be reluctant to use
the lean methodology because they believe it to be too rigid or unbending. Their mistrust of the lean
mentality may also stem from their perception that it overemphasises efficiency at the expense of
other crucial factors like sustainability or safety (Zhang et al., 2021).
Despite these concerns, lean construction has many advantages and provides a novel and
dependable approach to solving the issues currently plaguing the construction industry(Ahmed &
Sobuz, 2020). This study aims to show how lean construction may increase output and decrease
waste in the construction industry. This study aims to provide an in-depth analysis of lean
construction and its potential to improve project outcomes(Abd Jamil & Fathi, 2016). It accomplishes
this by examining the corpus of prior research and published case studies.
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In conclusion, lean construction offers a novel and cutting-edge approach to project management in
the construction industry. It may reduce waste and increase productivity, which will improve project
outcomes and increase customer satisfaction(Alarcón et al., 2001). Although there are concerns
about the lean method's rigidity and inflexibility, its benefits are clear, and it provides a workable
solution to the issues currently plaguing the construction industry(Albalkhy & Sweis, 2021).
AIM: The goal of this study is to highlight the factors that influence people's acceptance or
rejection of lean construction.
OBJECTIVE: The purpose of this research is to investigate and identify the elements that help or
hinder the use of Lean in construction projects in New Zealand.
By examining the effects of lean construction on various construction industry stakeholders, such as
contractors, owners, designers, and workers, this topic seeks to determine how effective it is.
The purpose of this issue is to identify organizational and cultural obstacles that prevent the
adoption of lean construction, such as resistance to change, a lack of trust, or siloed decision-
making, and to propose solutions.
RESEARCH QUESTIONS:
 What are the elements that help or hinder the use of Lean in construction projects in New
Zealand as compared to globally?
 What are the interlinks between the elements that help or hinder the use of Lean in
construction projects in New Zealand?
RATIONALE:
A well-known and well-liked method of managing construction projects, lean construction focuses
on increasing output and reducing waste. The building sector has largely embraced this strategy all
around the world, including in New Zealand. The degree of its acceptability and usage varies per
business, though. Thus, it is crucial to look into the reasons behind acceptance or opposition to lean
construction in the New Zealand building sector. The creation of successful methods to encourage
the adoption of lean construction and enhance construction performance in New Zealand will be
aided by an understanding of the elements that affect its acceptance or rejection.
SIGNIFICANCE:
With an estimated yearly value of $40 billion, the construction sector is a substantial contribution to
the New Zealand economy (Jerry et al., 2020). The industry does, however, confront several
difficulties, such as project delays, cost overruns, low productivity, and safety concerns. To solve
these issues, lean construction has emerged as a viable strategy that boosts productivity, cuts waste,
and elevates quality(Alshamlan et al., 2022). Lean construction is becoming more popular in New
Zealand, but there is still a need to understand the aspects that determine whether it is adopted or
not. The importance of examining the adoption of lean construction in New Zealand and its
ramifications for the construction sector are covered in this essay.(Albalkhy & Sweis, 2021)
 Enhanced Quality and Productivity:
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By reducing waste and streamlining procedures, lean construction may boost productivity, which is
one of its main benefits. This is accomplished through collaborating and encouraging communication
among all parties involved in the building process, including the client, designer, contractor, and
suppliers(Bajjou & Chafi, 2018). Lean construction may drastically decrease lead times and boost
productivity by concentrating on value-added operations and eliminating non-value-added ones
(Formoso et al., 2002). As a consequence, there is an increase in productivity, quicker project
completion, and more client satisfaction. By lowering mistakes and rework, lean construction also
raises quality(Avelar et al., 2020). All parties involved in the design and construction process may
help identify possible issues and find solutions early on, which lowers the probability of errors and
faults (López et al., 2008). Lean construction also places a focus on continual development and
learning, which improves processes and yields higher-quality results (Ballard & Howell, 2009). Lean
construction may boost quality and productivity, making the construction sector in New Zealand
more effective and competitive.
 Cost Reduction
The ability of lean construction to save costs by reducing waste and enhancing supply chain
management is a key advantage. Construction waste may take many different forms, including
surplus materials, overproduction, idle time, and wasteful mobility (Tezel and Aziz, 2008). Lean
construction may save costs and boost profitability by locating and removing waste. To reduce
inventory and cut costs, lean construction also highlights the need of supply chain management,
including just-in-time delivery and coordinated scheduling (Koskela, 2000). Lean construction may
further cut costs and boost efficiency by streamlining the supply chain(Dallasega et al., 2018).
 Security Enhancement
Construction labour is frequently dangerous, and there are many accidents and injuries that occur
(Chinda et al., 2015). By encouraging a culture of safety and include all stakeholders in safety
planning and execution, lean construction can assist to increase safety (Yu et al., 2007). Lean
construction may lessen the chance of mishaps and injuries by recognising possible dangers and
creating efficient safety measures. Also, lean construction places a strong emphasis on worker
coordination and communication, which lowers the possibility of miscommunications or mistakes
that might result in accidents (Koskela, 2000).
 Consequences for the Construction Sector
Lean construction has the potential to revolutionise the construction sector in New Zealand by
raising output, quality, cost effectiveness, and safety. To successfully encourage the adoption of lean
construction, it is necessary to understand the elements that impact acceptance or rejection(Evans
et al., 2021). For instance, the implementation of lean construction may be hampered by
stakeholders' lack of knowledge and expertise in the field(Dejaco et al., 2017). To encourage the
knowledge and adoption of lean construction, training and education programmes may be required.
In order to encourage cooperation and communication among stakeholders, it may also be
necessary to make changes to the construction industry's current legislative and contractual
frameworks (Howell, 1999).
Methodology:
The Systematic Literature Review (SLR) approach was used to examine the benefits, drawbacks, and
consequences of adopting and using lean construction.
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 Systematic Literature Review
In this study published articles in academic and professional publications are reviewed. The
publication period from 2000 to 2023 are considered for research. The search parameters are based
on the terms "lean build", "lean barrier", "lean facilitator", "challenge", "barrier" and "constraint".
The abstracts of the found studies were screened to remove duplicate and irrelevant content. The
full texts of the relevant publications were then evaluated to collect possible data. The collected
research data was evaluated by thematic analysis.
 Questionnaire Survey
A Survey is to be developed and analysed to investigate the factors that have the best impact on the
use of lean construction. The survey aims to study some aspects of the conceptual framework
developed by Sarhan and Fox (2012). A questionnaire will be distributed to a group of owners,
contractors, and consultants in the construction industry in New Zealand.
Participants will randomly select from a number of trade groups representing various trade
organizations operating in the construction industry in New Zealand. The questionnaire will
distribute to a select group of qualified academics and practitioners. The questionnaire will be
designed to ensure the anonymity and confidentiality of respondents' responses, and participants
will be asked to consent to participate in the study. The survey will include the collection of
demographic data, such as age, gender, and occupation, as well as information about lean
construction experience and knowledge.
These are the following questions will be asked in the questionnaire survey:
1. Could you talk about how lean construction has been implemented in New Zealand?
2. What do you think are the primary justifications for New Zealanders' acceptance of lean
building techniques?
3. What are, in your opinion, the main gains that New Zealand businesses may expect from using
lean construction principles?
4. Have you come across any particular difficulties or barriers that prevent lean construction from
being adopted in New Zealand?
5. Do you believe there are any cultural or contextual elements that influence the adoption or
resistance of lean construction in the New Zealand building sector?
6. What do you think the degree of knowledge and comprehension of lean construction is among
New Zealand's professionals?
7. Have you come across any successful examples of lean construction practises being successfully
used in New Zealand?
8. What are some widespread misunderstandings or misconceptions about lean construction that
you have encountered in New Zealand, and how do they affect the way that it is seen there?
9. Are there any particular tactics or methods that, in your opinion, may promote the adoption of
lean construction more broadly in the New Zealand construction sector?
10. What part, in your opinion, should government agencies or business organisations play in
fostering lean building techniques in New Zealand?
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 Data Analysis
To analyse data from a systematic literature review and a survey, descriptive and inferential statistics
will be employed. The findings from the study and the questionnaire survey responses were used to
determine the most significant hurdles from the viewpoint of the various stakeholder groups
involved in building in New Zealand. The prior barrier model for lean build implementations has
been supported by literature.
This study's approach combines an in-depth literature review with a questionnaire survey to
examine facilitators and barriers to starting and maintaining Lean construction projects. The
objective of the study was to evaluate the current model of barriers to lean construction adoption in
New Zealand and identify the most important barriers from the perspective of the different
stakeholder groups involved. into the construction sector. Research adheres to ethical standards to
ensure the validity and excellence of the data collected.
LITERATURE REVIEW:
Lean construction is becoming more and more popular all over the world because of its capacity to
decrease waste, increase project efficiency, and boost general production(Aslam et al., 2020). The
implementation of Lean construction ideas to enhance practises has also been investigated by the
New Zealand construction sector. Lean construction is becoming more popular, although there have
been obstacles to its adoption in the New Zealand building sector(Boge et al., 2021). The absence of
a defined method for adopting Lean construction in New Zealand has been one of the obstacles to
its successful implementation. According to research by Lee et al. (2021), the lack of a consistent
strategy has led to discrepancies in how various construction businesses interpret and apply the
concepts of lean construction(Bygballe et al., 2022).
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Journals by years
14
12
10
0
2000 2005 2010 2015 2020 2025
Figure 1: Research finished by year.
The graph shows that from 2000 until 2015, activity on lean construction was consistent, but after
2015, it surged. Research funding soared during pandemics but has since declined.
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Industry Education
cultural Regulatory Resistance
Sr.No. Author Country Year Research Topic specific and Cost
factor environment to change
factor awareness
The integration of lean construction and sustainable

A. H. Abd Jamil
1 Malaysia 2023 construction: A stakeholder perspective in analysing * * * *
and M. S. Fathi
sustainable lean construction strategies in Malaysia
Y. I. Abu Aisheh,
B. A. Tayeh, W. S. Health and safety improvement in construction projects:
2 Jordan 2023 * * * *
Alaloul and A. a lean construction approach
Almalki
Development of Stakeholder Engagement Strategies to

A. B. Adhi and F.
3 Indonesia 2023 Improve Sustainable Construction Implementation Based * * *
Muslim
on Lean Construction Principles in Indonesia
S. Ahmed, M. M. Implementation of lean construction in the construction

4 Hossain, and I. Bangladesh 2023 industry in Bangladesh: awareness, benefits and * * * * *
Haq challenges
S. Ahmed and M. Challenges of implementing lean construction in the

5 Bangladesh 2022 * * * *
H. R. Sobuz construction industry in Bangladesh
W. Al Balkhy, R.
Barriers to adopting lean construction in the construction
6 Sweis, and Z. Jordan 2022 * * * * *
industry—The case of Jordan
Lafhaj
L. F. Alarcón, A.
Learning from collaborative benchmarking in the
7 Grillo, J. Freire, Canada 2022 * * *
construction industry
and S. Diethelm
W. Albalkhy and Barriers to adopting lean construction in the construction

8 Jordan 2022 * * * *
R. Sweis industry: a literature review
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M. Alshamlan, A.
Alzahrani, M.
BinYousef, A. Optimization for sustainable train shunting services using
9 Saudi Arabia 2022 * * *
Abdelhadi, K. DMAIC cycle
Akkad and R.
Alyamani
M. Aslam, Z. Gao Optimizing Construction Design Process Using The Lean

10 Saudi Arabia 2022 * *
and G. Smith Based Approach
W. Avelar, M.
The practical relationship between continuous flow and
11 Meiriño and G. L. Japan 2022 * * * *
lean construction in SMEs
Tortorella
R. F. Aziz and S. Applying lean thinking in construction and performance

12 Egypt 2022 * * *
M. Hafez improvement
M. S. Bajjou and Lean construction implementation in the Moroccan

13 Morocco 2021 * * * *
A. Chafi construction industry: Awareness, benefits and barriers
M. S. Bajjou and Lean construction and simulation for performance

14 Morocco 2021 * * * *
A. Chafi improvement: a case study of reinforcement process
G. Ballard and G.
15 US 2021 Introduction to lean construction * * * *
Howell
K. Boge, A.
Haddadi, O. J. Facilitating building projects’ short-term and long-term
16 Norway 2021 * * *
Klakegg and A. T. value creation
Salaj
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L. E. Bygballe, S.
Challenges of Performance Measurement in Lean
K. Sand-Holm, C.
17 Norway 2021 Construction and the Last Planner System®: A Norwegian * * *
Pakoglu and F.
Case
Svalestuen
T. Chowdhury, J.
New Review of digital technologies to improve productivity of
18 Adafin and S. 2021 * * * *
Zealand New Zealand construction industry
Wilkinson
P. Dallasega, E.
A lean approach for real-time planning and monitoring in
19 Rauch and M. Italy 2021 * *
engineer-to-order construction projects
Frosolini
E. I. Daniel and C. Creating social value within the delivery of construction

20 England 2021 * * * *
Pasquire projects: the role of lean approach
21 C. Darwin Philippines 2021 Building a learning organization * *
B. Dave, S.
Kubler, K. Opportunities for enhanced lean construction
22 Luxembourg 2021 * * *
Främling and L. management using Internet of Things standards
Koskela
M. C. Dejaco, F.
Key performance indicators for building condition
23 R. Cecconi and S. Italy 2021 * *
assessment
Maltese
S. Demirkesen, E.
Investigating effectiveness of time studies in lean
24 Sadikoglu and E. Canada 2021 * * *
construction projects: case of Transbay Block 8
Jayamanne
H. Erol, I. Dikmen
A construction delay analysis approach based on Lean
25 and M. T. Greece 2021 * * *
principles
Birgonul
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M. Evans, P.
Critical success factors for adopting building information
Farrell, A.
26 Canada 2021 modelling (BIM) and lean construction practices on * * *
Mashali and W.
construction mega-projects: A Delphi survey
Zewein
L. Forbes, Z.
The evolution of lean construction education (Part 2 of
27 Rybkowski and C. US 2021 * * *
2): At US-based companies
Tsao
L. H. Forbes, Z. K.
The Evolution of Lean Construction Education at US-
28 Rybkowski and C. US 2021 * * *
based Companies
C. Tsao
J. A. Gambatese,
Alignment between lean principles and practices and
29 C. Pestana and H. US 2021 * * *
worker safety behaviour
W. Lee
M. Habibi Rad,
M. Mojtahedi, M. New A conceptual framework for implementing lean
30 2020 * * *
J. Ostwald and S. Zealand construction in infrastructure recovery projects
Wilkinson
F. Hamzeh, V. A.
González, L. F. Lean construction 4.0: exploring the challenges of
31 Canada 2020 * * *
Alarcon and S. development in the AEC industry
Khalife
A. Hasan, B.
Baroudi, A. Factors affecting construction productivity: a 30-year
32 Australia 2020 * * *
Elmualim and R. systematic review
Rameezdeen
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R. J. Hunt and V. Innovation in the New Zealand Construction Industry–
33 New Zeland 2020 * * *
A. Gonzalez Diffusion of the Last Planner System
K. Hussain, Z. He,
Green, lean, six sigma barriers at a glance: a case from
34 N. Ahmad, and Pakistan 2020 * * *
the construction sector of Pakistan
M. Iqbal
C. Igwe, A.
Influence of lean construction wastes on the
35 Hammad and F. Canada 2020 * *
transformation-flow-value process of construction
Nasiri
N. Jaffar, A. A.
Factors of conflict in construction industry: a literature
36 Tharim and M. Canada 2019 * * * *
review
Shuib
L. A. Jerry, J. M.
New Lean Philosophy and BIM for Productivity in New Zealand
37 Babaeian and R. 2019 * *
Zealand Construction
James
C. Koranda, W. K.
Chong, C. Kim, J.- An investigation of the applicability of sustainability and
38 Australia 2019 * * * *
S. Chou and C. lean concepts to small construction projects
Kim
An exploration towards a production theory and its

39 L. Koskela UK 2019 * * * *
application to construction
L. J. Koskela and The underlying theory of project management is

40 UK 2019 * * * *
G. Howell obsolete
Occupational health and safety in the construction

41 H. Lingard Australia 2018 * * *
industry
M. A. C. López, D.
O. Ritzel, I.
42 Spain 2018 Construction industry accidents in Spain * *
Fontaneda and
O. J. G. Alcantara
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K. Manley and K.
43 Sweden 2018 17 Prefabricated housing firms in Japan and Sweden
Widén
Impact of evolving construction project management

W. E. Mao, C.
techniques for proper project delivery: review on
44 Mahame and D. Rwanda 2018 * * *
constructability review, lean construction (lc) and value
Ndahirwa
engineering (ve) techniques
S. Moradi and P. Implementing Lean Construction: A Literature Study of

45 Finland 2018 * * *
Sormunen Barriers, Enablers, and Implications
A relook at plan reliability measurements in lean

T. Q. Nguyen and
46 Indian 2018 construction and new metrics from digitized practical * * *
S. S. Waikar
implementation
M. Nikolić and A. Classification of key elements of construction project

47 Croatia 2018 * * *
Cerić complexity from the contractor perspective
A. W. Nilssen, J.
Delivery planning as a method to increase control over
48 Kolberg and A. T. Norway 2017 * * * *
design costs
Shiferaw
W. Nwaki, E. Eze Major barriers assessment of lean construction

49 Nigeria 2017 * * * *
and I. Awodele application in construction projects delivery
T. Pandithawatta,
An integrated approach of Lean-Green construction: Sri
50 N. Zainudeen and Sri Lanka 2017 * *
Lankan perspective
C. Perera
C. Pasquire and Key factors affecting commercial actors in collaborative

51 UK 2017 * *
E. Manu working within the UK construction industry
Converging early contractor involvement (ECI) and lean

L. S. Pheng, S.
52 Singapore 2017 construction practices for productivity enhancement: * *
Gao and J. L. Lin
Some preliminary findings from Singapore
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K. Radman, M.
Babaeian Jelodar, New Causes of delay in smart and complex construction
53 2016 * * *
E. Ghazizadeh Zealand projects
and S. Wilkinson
54 J. Rooke US 2016 David Seymour: An Obituary * *
Z. Rybkowski, L.
The evolution of lean construction education (Part 1 of
55 Forbes and C. US 2015 * * *
2): At US-based universities
Tsao
C. P. Schimanski,
N. L. Pradhan, D. Integrating BIM with Lean Construction approach:
56 Chaltsev, G. P. Germany 2013 Functional requirements and production management * * * * *
Monizza and D. software
T. Matt
E. N. d. Silva, L. C.
Challenges for lean construction adoption in the Brazilian
Brasil de Brito
57 Brazil 2013 industry: A study in construction companies, universities, * * * *
Mello and G. O.
and class organizations
Pinto
S. Singh and K. A study of lean construction and visual management

58 India 2013 * * * *
Kumar tools through cluster analysis
M. Suresh and R.
59 Arun Ram India 2012 Readiness for lean procurement in construction projects * * * *
Nathan
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P. Teixeira, J. Sá,
F. Silva, L.
Connecting lean and green with sustainability towards a
60 Ferreira, G. Portugal 2012 * * *
conceptual model
Santos and P.
Fontoura
ISM–ANP hybrid approach to prioritize the barriers in

D. Thomas and D.
61 India 2011 green lean Six Sigma implementation in construction * * *
Khanduja
sector
S. S. Uvarova, A.
Ensuring Efficient Implementation of Lean Construction
62 K. Orlov and V. S. Russia 2009 * * * *
Projects Using Building Information Modelling
Kankhva
M. Watfa and M. Critical success factors for lean construction: an empirical

63 Portugal 2008 * * * *
Sawalha study in the UAE
X. Wu, H. Yuan,
Impacts of Lean Construction on Safety Systems: A
64 G. Wang, S. Li China 2007 * * * * *
System Dynamics Approach
and G. Wu
I. Yu, K. Kim, Y. Comparable performance measurement system for

65 China 2007 * * *
Jung and S. Chin construction companies
I. Yu, K. Kim, Y. Comparable performance measurement system for

66 China 2002 * * *
Jung and S. Chin construction companies
F. Zaeri, J. O. B.
Rotimi, M. R. New Implementation of the LPS using an excel spreadsheet: A
67 2001 * * *
Hosseini and J. Zealand case study from the New Zealand construction industry
Cox
D. Zimina, G.
Target value design: using collaboration and a lean
68 Ballard and C. UK 2000 * * *
approach to reduce construction cost
Pasquire
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Due to this, the results of Lean construction projects have varied; some businesses have reported
notable increases in productivity and cost savings, whilst others have reported no appreciable
changes. The low expertise of construction professionals in Lean construction concepts is another
issue that has hindered the implementation of the method in New Zealand(Daniel & Pasquire, 2019).
Many New Zealand construction professionals have little awareness of and experience with Lean
building methods, according to research by(Chowdhury et al., 2019). Lean construction has been
adopted slowly in the industry due to a lack of information and skills that has caused reluctance to
do so.
Figure 2: Network diagram related to lean construction enablers and barriers.
Moreover, the implementation of Lean construction has also been hampered by the hierarchical
structure of the New Zealand building sector(Erol et al., 2017). According to research by (Dave et al.,
2016), the industry's hierarchical structure has made it challenging to apply the principles of lean
construction, which call for cooperation from all stakeholders. Effective implementation of lean
construction ideas has also been hampered by the industry's conventional top-down project
management methodology. The adoption of lean construction in New Zealand has been promoted
despite these obstacles, however, there have been attempts to solve them(Demirkesen et al., 2022).
As an illustration, the New Zealand Institute of Building (NZIOB) has created a Lean Construction
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Special Interest Group to raise awareness of Lean construction concepts and to assist the adoption
of Lean building techniques in the nation's construction sector.
In conclusion, the research points to several obstacles that might prevent Lean construction
from being effectively adopted in the New Zealand building sector(Forbes et al., 2018). These
difficulties include the absence of a defined methodology, the limited expertise and understanding
of construction experts, and the hierarchical structure of the sector(Gambatese et al., 2017).
Nonetheless, initiatives are being taken to solve these issues and encourage the use of lean building
practises, which can boost project productivity, cut waste, and increase overall efficiency in the
construction sector(Forbes et al., 2021).
RESREACH LIMITATION:
These articles merely gives a broad overview of lean construction techniques; they makes no
mention of the unique context of lean construction in New Zealand. This is a drawback of the
aforementioned topic's research. This analysis suggests that it may not be possible to make a
definitive judgement about whether New Zealanders will accept or reject lean structures.
Additionally, neither the scope of the analysis nor the study's timeframe were expanded to include
other facets of lean building in New Zealand. As a result, it's possible that the study's findings and
suggestions won't apply to other instances of lean building or to the situation in New Zealand.
Future study will include in-depth interviews and case studies with participants from the New
Zealand building industry.
Figure 3: Above graph shows countries where research on Lean Construction is done.
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Figure 4: Above image depicts most regions where work on Lean construction has been done.
WHAT IS TRADITIONAL BUILDING?
Traditional construction refers to building practises that have been used for a very long time and are
frequently unique to a particular culture or location. As stated in Traditional building, traditional
construction techniques frequently use local resources and labour and are frequently passed down
from one generation to the next through oral traditions and apprenticeships(Habibi Rad et al., 2022)
Traditional building methods include the following examples:
Timber framing, which entails employing substantial hardwood beams and joinery to make a
building's robust structure. Sun-dried mud bricks are used in adobe building to make walls(Hamzeh
et al., 2021).
Stone masonry is the process of building a wall or other structure out of stones of varied sizes and
forms. (2012) Sobon and Schroeder. Creating a roof out of natural materials like straw or reeds is
known as "thatch roofing." Traditional building techniques are frequently praised for their elegance,
sturdiness, and sustainability since they frequently use locally produced materials and labour and
are made to survive the climatic and natural circumstances of the area(Zimina et al., 2012). They
could not only fall short of current safety or building code standards, but they might also be more
labour- and money-intensive than contemporary construction methods(Lingard, 2013).
WHAT IS LEAN CONSTRUCTION:
Lean construction methods are based on Toyota's lean manufacturing theory from the 1950s, which
aimed to reduce production waste. This emphasises the elimination of unnecessary steps and
materials, as well as the improvement of stakeholder interaction and communication, in the context
of construction (Hasan et al., 2018). Lean construction seeks to streamline processes, save expenses,
and improve the overall calibre of successfully finished construction projects. Some of the methods
and techniques used to do this include value stream mapping, pull planning, continuous
improvement, and the use of technology to speed up communication and cooperation (Hussain et
al., 2019).
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The following are some fundamental principles of lean construction:
• Put your attention on giving the client value.
• Continue to search for methods to cut waste and inefficiencies.
• interact and communicate with project stakeholders in an effective manner.
• Develop a constant culture of learning and progress (Koranda et al., 2012).
Lean construction generally seeks to create a building process that is more effective and efficient and
yields better outcomes for all project stakeholders.
ADVANTAGES AND DISADVANTAGES OF TRADITIONAL AND LEAN CONSTRUCTION: -

The construction industry is challenging and complicated, requiring a significant investment of time,
money, and resources. Although traditional building methods have long been the standard, lean
construction is becoming more and more popular to boost output and save expenses. In this article,
we contrasted the advantages and disadvantages of conventional building with lean construction
using examples from ASCE and WorkSafe.
ADVANTAGES OF TRADITIONAL CONSTRUCTION: -
1. One of its main advantages is that many contractors, architects, and engineers are familiar with
the conventional building procedure.
2. Improved productivity and speedier project completion times might come from increasing
familiarity.
3. Because traditional construction is less reliant on technology, it could be cheaper for smaller
companies with lesser budgets.
4. Also, it is usually believed that traditional building methods are more reliable than more
contemporary ones, which may be viewed as experimental or untested(Adhi & Muslim, 2023).
DISADVANTAGES OF TRADITIONAL CONSTRUCTION: -
1. Traditional construction methods have several disadvantages despite their benefits.

2. The fact that they are frequently less effective than lean construction techniques is one of their
key drawbacks. As a result, projects may incur higher expenditures, take longer to complete,
and produce less work overall.
3. The amount of rework and material waste can be increased by using traditional construction
techniques, which can also be more wasteful.
4. Traditional construction techniques are frequently less collaborative than lean construction,
providing less possibilities for stakeholder engagement and participation.(Ahmed et al., 2021)
ADVANTAGES OF LEAN CONSTRUCTION: -
1. Compared to conventional construction techniques, lean construction has a few benefits. Its
focus on avoiding waste and maximizing value makes it more efficient and productive, which is
one of its key advantages.
2. Lean construction also places a strong emphasis on cooperation and communication amongst
all parties involved, which enhances project outcomes and raises customer and employee
satisfaction levels.
3. Lean construction techniques also have a better track record of sustainability, with an emphasis
on lowering environmental impact and raising energy effectiveness.(Al Balkhy et al., 2021)
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DISADVANTAGES OF LEAN CONSTRUCTION: -
1. Lean construction has potential for being more difficult to adopt than conventional construction
techniques is one of its key drawbacks. This is since lean construction calls for a large cultural
shift within the construction sector, which can be challenging to accomplish.
2. Lean construction techniques also frequently rely more on pricey technology that needs specific
expertise.
3. Supply chain management, which can be difficult to efficiently coordinate and control, may be
more important in lean construction processes(Al Balkhy et al., 2021).
DATA ON: -
ACCIDENTS:
When an industry anticipates that workers will be able to do tasks effectively without suffering harm
because of actions that create money, it is mature, responsible, and equitable. The International
Labor Organization (ILO) estimates that at least 60,000 construction site fatalities occur each year, or
one fatality every 10 minutes. The construction business is home to one out of every six workplace
deaths that are recorded each year (International Labour Organization, 2005). Additionally, between
25% and 40% of fatal workplace accidents are attributed to the construction industry, which employs
between 6% and 10% of employees in industrialised countries. Equally significant is the impact that
work has on the health of construction workers.
ACCIDENT DATA:
With a high rate of accidents and fatalities, the construction business is one of the most dangerous
in the world. The International Labour Organization (ILO) estimates that over 2.3 million construction
workers lose their lives to workplace accidents and illnesses each year(Abu Aisheh et al., 2022). To
enhance safety performance, many construction sites throughout the world have adopted Lean
construction, a management philosophy that places an emphasis on waste reduction and ongoing
process improvement.
Accidents on Construction Sites:
Accidents still happen on construction sites despite the deployment of safety measures. With 35.7
severe injury claims per 1,000 employees in 2019-2020, the construction industry in Australia has
the third-highest risk of work-related sickness and injury (Safe Work Australia, 2021). According to
the Occupational Safety and Health Administration (OSHA) in the United States, the number of fatal
work injuries in the construction sector in 2019 was 5,333. (OSHA, 2021).
Lean construction and safety:
Safety on building sites is important, and lean construction places a strong emphasis on it. By
removing non-value added activities, such as reducing the number of accidents on construction sites,
the method seeks to minimize waste and improve productivity. (Abu Aisheh et al., 2022). Lean
construction has been successfully implemented, according to research, and this has improved
safety performance. Lean construction approaches were shown to considerably minimise the
number of accidents, according to an ASCE survey of American construction sites. In the study, the
performance of a construction project using lean construction techniques was contrasted with that
of a project not using them. The findings demonstrated that the project using lean construction
techniques had a lower accident rate than the project not using them (AbouRizk et al., 2021).
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Figure 5: Construction Accidents
Source: (OSHA)
PRODUCTIVITY:
IN TRADITIONAL CONSTRUCTION (NEW ZEALAND):
With 2,970 non-fatal accidents and 31 fatal accidents reported in 2020 alone, construction sites in
New Zealand remain among the most hazardous locations to work (WorkSafe New Zealand, 2021).
These statistics show that more work must be done to improve safety results in the construction
sector. The proportion of fatal events in the construction industry has decreased by 42% since 2010,
which represents substantial progress in terms of safety over the previous ten years (WorkSafe New
Zealand, 2018). Despite this development, building sites continue to be high-risk jobs, necessitating
additional safety precautions. Using lean construction methods, which have shown promise in
lowering the frequency of accidents on construction sites, is one potential remedy(Lingard, 2013)
The construction sector may seek to provide better working conditions for all employees by
embracing lean construction techniques and continuing to emphasise safety measures.
IN TRADITIONAL CONSTRUCTION (GLOBALLY):

Although the construction sector makes a considerable contribution to jobs and GDP, it frequently
experiences problems with low productivity, cost overruns, and delays. Traditional building
techniques are known for their use of manual labour, lax standards, and limited technology, which
leads to low productivity. For instance, productivity growth for construction workers in the US is
barely 1% yearly compared to 2.8% for the total sector (Aziz & Hafez, 2013). Rework, which can
account for up to 30% of the expenditures of construction projects due to poor design, poor
communication, and weak quality control, is a key contributor to low productivity. ASCE advises lean
construction methods to boost production, including utilising technology and enhancing
communication. BIM (Building Information Modelling) has been shown to cut construction costs by
up to 20%. (ASCE, 2019). To boost productivity, WorkSafe advises making investments in new
technology, improving safety, and offering training. Cooperation is also essential amongst business
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owners, contractors, and staff (WorkSafe, 2019). By using these options, construction productivity
and efficiency may be increased.
IN LEAN CONSTRUCTION (NEW ZEALAND):

The success of construction projects depends on the performance of the construction industry. This
study examines the effectiveness of construction operations on lean construction sites in New
Zealand. Lean construction emphasizes reducing waste while increasing efficiency. In a case study,
the American Society of Civil Engineers (ASCE) reported that using lean design in the construction of
a hospital in New Zealand resulted in a 30% reduction in construction time and a 20% reduction in
construction costs. This shows that adopting lean construction principles has the potential to
increase productivity in the construction sector. Additionally, WorkSafe New Zealand reports fewer
work-related accidents in the construction industry, with just 3.8 accidents per million hours worked
in 2019 compared to 5.8 accidents per million hours worked in 2012. Using lean construction
techniques can improve industry safety. As demonstrated by its successful application in hospital
construction, lean construction techniques have the potential to dramatically increase productivity
in New Zealand's construction sector while also improving safety.
IN LEAN CONSTRUCTION (GLOBALLY):

Low productivity in the construction sector frequently causes cost overruns and delays. Nonetheless,
it has been discovered that using lean construction methods increases productivity at construction
sites. Based on information from ASCE and WorkSafe, this research analyses the productivity of
construction work performed throughout the world utilising lean construction techniques. Lean
construction, according to ASCE, seeks to save waste and boost production through improved
project planning, communication, and technology. Lean construction practises enable businesses to
boost productivity by 10–20% in the US and 15–30% in Canada. The main advantage of lean
construction is reducing rework, which can account for up to 30% of the total cost of the project. The
building process may be made more efficient and less time-consuming by working together with all
parties. According to ASCE, spending money on worker education and training, job site security, and
new technology may boost production. Improved project management, communication, and
technology are recommended by WorkSafe to increase productivity. In conclusion, organisations
should invest in education and training, workplace safety, and new technology to promote
productivity. Using lean construction principles will result in reduced rework, improved
communication, and collaboration at construction sites throughout the world.
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Figure 6: The building and construction sector is a major contributor to New Zealand’s economy.
Source: (Dr Alice Cleland & Dr Iman Khajehzadeh, 2021)
COST:
The building industry, which includes the development of infrastructure and the building of both
residential and commercial buildings, is an important component of the worldwide economy. There
have been traditional building methods for thousands of years, and many nations still employ them
now. Traditional building techniques are often less expensive than modern ones, with the American
Society of Civil Engineers indicating a cost difference of 15% to 20%. Nevertheless, pricing might vary
by location (ASCE, 2021). Yet, WorkSafe, a New Zealand-based organisation concentrating on
workplace health and safety, reports higher incidence of work-related injuries and deaths due to the
use of manual labour and basic tools in traditional building methods (WorkSafe, 2021). While using
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conventional building techniques, governments and construction companies must place a high
priority on workplace safety and make sure that employees are properly taught and given the
essential safety equipment(Zimina et al., 2012). Using technology innovations in construction might
boost productivity and safety across the sector internationally.
In conclusion, even if conventional building methods are still in demand because they are cost-
effective, safety issues need to be resolved to safeguard construction industry personnel. To
increase productivity and safety in the construction industry, employers should give priority to
implementing safety measures and embracing new technologies.

A rising number of projects are using conventional building methods, which is important to New
Zealand's economy. Depending on the project kind and location, different building processes have
different costs. The New Zealand Ministry of Business, Innovation and Employment (MBIE) estimates
that the price per square metre for building a new home using conventional techniques ranges from
NZD 1,400 to NZD 2,000. (MBIE, 2021). While being typically less expensive, traditional building
methods provide serious safety dangers to employees. With conventional building procedures
associated with a higher risk of accidents and injuries, the construction sector in New Zealand has
one of the highest injury rates (WorkSafe, 2021). The New Zealand government has put rules in
place to improve safety, such as requiring employees to get safety training and providing protective
equipment on building sites. To ensure a healthy building industry, construction businesses must put
safety first. Achieving this aim requires striking a balance between cost-effectiveness and safety.
In conclusion, traditional building methods are still widely used in New Zealand, but safety issues
need to be addressed. To create a safe working environment for employees, construction
companies' dedication to safety should be combined with government initiatives to strengthen
safety standards.
Figure 7: Residential Construction Cost Price Indices on a quarterly basis (from the March 2010
quarter to the March 2021 quarter)
Source:(Dr Alice Cleland & Dr Iman Khajehzadeh, 2021)

A project management technique called lean construction strives to reduce waste and maximise
value. Depending on the project's location and specifications, lean construction work has a range in
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price. The American Society of Civil Engineers (ASCE) claims that lean construction may reduce
building costs by up to 20% by eliminating waste (ASCE, 2021). Lean construction, according to
studies from the Lean Construction Institute, may accelerate project delivery by up to 30%. (Lean
Construction Institute, 2021). Lean construction places a high focus on safety, and the method
entails locating and removing potential risks and hazards while working, as well as giving employees
access to safety equipment and training. Lean construction is becoming more and more well-known
around the globe because of its capacity to improve project efficiency, reduce costs, and enhance
safety on construction sites. Lean construction methods should be prioritised to guarantee a globally
sustainable and economically successful construction sector.(Ahmed et al., 2021)

Lean construction is becoming more and more popular in New Zealand as a result of its capacity to
boost project performance, reduce costs, and encourage safety at construction sites. Lean
construction may reduce building costs by up to 20%, according to the Ministry of Business,
Innovation, and Employment (MBIE), mostly through removing waste from the construction process
(MBIE, 2021). The Lean Construction Institute further claims that using lean construction methods
may reduce project delivery time by up to 30%. (2021). As part of the lean construction approach,
which entails identifying and eliminating possible risks and hazards during the construction process,
safety is also given major importance. Moreover, it promotes the use of safety gear and personnel
training to reduce mishaps and injuries. Prioritizing lean construction techniques will help New
Zealand's construction sector develop into one that is sustainable and lucrative. The New Zealand
construction industry may be strongly impacted by the advantages of lean construction, such as
enhanced project efficiency, lower costs, and improved safety. To encourage sustainability and
financial viability, the construction sector in New Zealand should consider applying lean construction
practises in building projects.(Bajjou & Chafi, 2021)
Figure 8: Cathedral Hill Hospital expected cost gap analysis to target cost for construction. Notes:
Original target cost for construction = dashed line; revised value-added target cost = dotted line.
Source:(Daria Zimina, 2012)
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Figure 9: Shows project cost evolution from design to construction and cost savings used for value improvement. Target
value design initiatives may alter scope, impacting budgets and pain sharing/gain sharing distinction.
Source: (Daria Zimina, 2012)
QUALITY:

The core of the construction industry has long been the use of conventional construction techniques
that require manual labour and the use of basic tools and equipment. However, the lack of
standardization and quality control processes means that the quality of craftsmanship in traditional
construction can vary widely. (Nikolić & Cerić, 2022). Delays, higher expenses, and safety issues may
follow. The American Society of Civil Engineers (ASCE) claims that using conventional building
methods usually results in work that is of varying quality (ASCE, 2021). Traditional building
techniques are also frequently seen to be inefficient, which can result in inferior work and safety
risks. According to WorkSafe study, poor workmanship is to blame for many accidents and injuries in
the construction sector (WorkSafe, 2021). Traditional construction methods provide significant
safety dangers, with the most frequent causes of death being struck by an object, falling from a
height, and becoming trapped between two objects (WorkSafe, 2021). Quality control methods and
safety measures must be put into place in the building business to guarantee sustainability.

The success of the construction industry is highly dependent on the quality and safety of work on
construction sites. Traditional construction methods relying on manual labour and cheap tools are
common in New Zealand (Igwe et al., 2022). Lack of standardization and quality management
systems results in inconsistent work quality of traditional construction techniques that can lead to
delays, increased costs, and safety risks. The New Zealand construction industry reported 24 of his
deaths and 3,573 of his serious injuries in 2019-2020, with falls from height, collisions with objects
and being caught in objects being the main causes. has been the cause of death. In New Zealand,
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23% of serious injuries occur on construction sites, and the typical construction site safety hazard is
due to manual work and the use of simple tools. The viability and safety of the global construction
sector depends on the application of quality control procedures and safety measures.

Lean construction is a form of project management aimed at minimizing waste and increasing value.
Its success in raising labour standards has increased its popularity around the world (Lekan et al.,
2022). The American Society of Civil Engineers (ASCE, 2021) reports that lean construction principles
have been adopted by many countries, including the United States, Canada, Australia, and Japan. A
study by the Lean Construction Institute found that applying lean construction principles improved
the quality of work, shortened construction time, and reduced construction costs. Specifically, the
study found a 30% reduction in construction time, a 50% reduction in defects, and a 65% reduction
in rework. (International Association, 2017). Lean construction also improved construction site safety
practices, resulting in a 53% reduction in accidents and a 31% reduction in absenteeism (LCI, 2017).
These results show how Lean Construction accelerates projects and reduces costs while improving
safety procedures and workplace quality(Darwin, 2017).

Lean construction is a way to minimize waste and add value to construction projects. It is growing in
popularity in New Zealand due to its ability to raise labour standards. According to the New Zealand
Ministry of Business, Innovation and Employment (MBIE, 2020), principles of lean construction are
being applied to a wide range of construction projects, including structural engineering, civil
infrastructure projects and residential construction. A New Zealand Institute of Building case study
found that applying lean construction principles to a commercial construction project resulted in a
60% reduction in defects and a 30% reduction in construction time. (NZIOB, 2019). Case studies also
showed improved decision-making, fewer errors, and increased stakeholder engagement. According
to WorkSafe New Zealand, the country's leading health and safety agency, lean construction has
improved safety practices on construction sites in New Zealand, resulting in fewer work-related
injuries and fatalities (WorkSafe New Zealand, 2021). These findings suggest that lean construction
ideas can improve workplace quality, speed up construction activities and strengthen safety
procedures in New Zealand's construction sector.
RESEARCH GAP:
To completely comprehend why certain businesses in the construction sector employ lean
construction while others do not, more study is required. Organisational culture, leadership,
training, and teamwork all have an impact on that acceptance. While earlier studies have
concentrated on boosting productivity and decreasing waste, it is still unclear how to combine and
fully utilise the advantages of both paradigms. Research on the connections between the actual
implementation hurdles to lean construction and their context is lacking. With the help of this study,
contractors will be able to apply lean construction techniques and enhance project results.
Acceptance and Rejection of Lean Construction

Acceptance ➖
 Greater Efficiency: Lean construction emphasizes waste reduction, improved
communication, and increased collaboration all which can lead to more efficient and
effective project management.
 Cost Savings: Lean construction can help save money throughout the project lifecycle by
reducing waste.
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 Higher quality: The emphasis on quality control and continuous improvement in lean
construction can result in greater quality work.
 Increased safety: Lean Construction can help improve construction site safety by reduction
waste and improving communication.
 Customer satisfaction: In lean construction, the emphasis on collaboration and
communication can help ensure that projects are completed on time, within budget, and to
the satisfaction of customers and stakeholders.
Rejection ➖
 Lack of understanding: Some people may be unsure of what lean construction is and how it
works, which may lead to rejection.
 Resistance to change: Adopting lean construction may require changes to established
workflows and processes, which some people may find difficult to accept.
 Perceived cost: There may be a misconception that implementing lean construction
necessitates significant upfront costs or investments, which may lead to resistance or
rejection.
 Misaligned Incentive: In some cases, incentives or contracts may not align with lean
construction principles, making implementation difficult.
 Lack of trust: It may be difficult to implement lean construction effectively if there is a lack of
trust or collaboration among team members.
Result and Discussion:
Figure 10:Interlinks between factors of Lean Construction (positive and negatives interlinks)
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Industr Cultura Education Regulatory Cost Resistanc Lean
y l and environmen e to Technique
specific Factor awarenes t change s
factor s
Industry +ve:10 +ve:4 +ve:10 +ve:3 +ve:0 +ve:2
specific NA -ve: 0 -ve: 1 -ve: 2 -ve:2 -ve: 3 -ve: 0
factor NA:58 NA:63 NA:56 NA:6 NA: 65 NA:66
3
Cultural +ve:5 +ve:6 +ve:2 +ve:4 +ve:1 +ve:1
factor -ve: 0 NA -ve: 1 -ve: 0 -ve: 3 -ve: 4 -ve: 0
NA:63 NA:67 NA:66 NA:6 NA:63 NA:67
1
Education +ve:5 +ve:3 +ve:6 +ve:4 +ve:1 +ve:4
and -ve: 0 -ve: 0 NA -ve: 0 -ve: 5 -ve: 4 -ve: 1
awareness NA:63 NA:65 NA:62 NA:5 NA:63 NA:63
9
Regulatory +ve:0 +ve:1 +ve:0 +ve:1 +ve:0 +ve:4
environmen -ve: 0 -ve: 0 -ve: 0 NA -ve: 0 -ve: 1 -ve: 0
t NA:68 NA:67 NA:68 NA:6 NA:67 NA:64
7
Cost +ve:1 +ve:1 +ve:0 +ve:0 +ve:1 +ve:0
-ve: 2 -ve: 0 -ve: 0 -ve: 0 NA -ve: 5 -ve: 1
NA:65 NA:67 NA:68 NA:68 NA:62 NA:67
Resistance +ve:0 +ve:0 +ve:1 +ve:0 +ve:0 +ve:0
to change -ve: 0 -ve: 1 -ve: 0 -ve: 0 -ve: 1 NA -ve: 1
NA:68 NA:67 NA:67 NA:68 NA:6 NA:67
7
Lean +ve:4 +ve:1 +ve:5 +ve:0 +ve:1 +ve:0
Techniques -ve: 0 -ve: 0 -ve: 1 -ve: 5 -ve: 6 -ve: 3 NA
NA:64 NA:67 NA:62 NA:63 NA:6 NA:63
1
Interlinking factors of lean construction factors.
The goal of the study is to determine what factors influence whether lean construction techniques
are adopted or rejected in the New Zealand construction industry. The research aims to offer
insights into the application of Lean approaches, industry-specific problems, cultural alignment,
education needs, regulatory backing, cost implications, and resistance to change by investigating the
correlations between various elements. The sector-specific factor, which aids in identifying unique
issues or opportunities within the sector, allows the research to recognise the special characteristics
of New Zealand's construction industry. It also examines the ways in which New Zealand's cultural
values, norms, and practises either support or defy the tenets of lean construction. In order for
stakeholders to comprehend and adopt lean construction practises, the study also emphasises the
significance of education and awareness. Examining how New Zealand's laws, regulations, and
governmental assistance may help or impede the adoption of lean construction, the regulatory
environment is taken into account. The financial effects and potential cost savings of implementing
lean construction practises are assessed through cost analysis.
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The study also looks at resistance to change, concentrating on potential barriers, worries, and
stakeholder attitudes towards the implementation of lean construction. Finally, it is critical to have a
thorough grasp of these strategies in order to assess the applicability and efficacy of Lean techniques
within the New Zealand construction business. The results of the study will make it easier to pinpoint
the key variables and barriers that influence whether Lean Construction is adopted or rejected in the
New Zealand context. The adoption and implementation of Lean Construction practises in New
Zealand may be planned for, addressed by, and decided upon with the use of this information by
industry stakeholders, policymakers, and specialists. The debate and findings lead to the conclusion
that a variety of factors determine whether Lean Construction is accepted or rejected in New
Zealand. The special qualities of the New Zealand construction industry, such as its scale,
organisational structure, and particular difficulties, are very important in deciding the viability and
effectiveness of Lean Construction practises. The cultural alignment element emphasises how vital it
is to take New Zealand's cultural values, norms, and practises into account when analysing how they
relate to the principles of lean construction.
 Lean Construction is being accepted more readily as a result of education and awareness, which are
essential components. Stakeholders may better comprehend the advantages and implementation
methods of Lean Construction practises by providing proper training and information distribution.
 The regulatory environment factor reveals that the support or hindrance of laws, rules, and
governmental backing significantly affects the adoption of Lean Construction. Policies and
regulations that promote and incentivize Lean Construction can facilitate its acceptance, while
barriers and lack of support can impede its implementation.
 Cost analysis demonstrates that the financial implications of Lean Construction, including potential
cost savings and sustainability, play a crucial role in its acceptance or rejection. Stakeholders need to
assess the economic viability and long-term benefits of implementing Lean Construction practices.
 A possible barrier to the implementation of lean construction is resistance to change. Effective
cooperation, involvement, and communication are necessary to address the worries, apprehensions,
and attitudes of stakeholders regarding change.
Overall, knowing how these elements interact sheds light on whether Lean Construction is embraced
or derided in New Zealand. The study's conclusions offer insightful information that helps experts,
policymakers, and industry stakeholders create plans of action, get through roadblocks, and decide
whether to embrace and successfully apply Lean Construction practises in the New Zealand
construction industry.
Conclusion:
This research contains requirements, consequences, present lean practises, and advantages in order
to evaluate the implementation of lean construction in the New Zealand construction sector. The
findings indicate that individuals have a significant role in determining whether lean construction is
embraced and used in New Zealand. Lean Construction implementation is impacted by people,
organisations, and governmental laws; thus, it is essential to engage in talent development
throughout the project lifecycle to ensure successful execution. The top three barriers to
implementing Lean Construction in New Zealand are lack of knowledge and understanding,
resistance to change, and lack of management support and commitment. Meanwhile, the top three
Lean Construction Enablers create a lean culture through training, teaching, and learning. Use lean
methods and techniques. Ensure senior management is involved and supportive. By using a lean
structure, New Zealand organizations can benefit from reduced costs, increased productivity, and
increased employee satisfaction.
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The report also notes that most New Zealand construction companies have not adopted lean
practices to reduce depreciation costs, and last planner system is widely used as an activity planning
tool. Although the use of BIM is becoming increasingly common, construction firms may still be in
the early stages of supporting the integration of design and construction throughout the contracting
and design process. Safety, customer satisfaction and quality are the top three non-financial criteria
for construction companies, and the top five benefits of using lean thinking in construction are
reduced waste, increased productivity, and fewer defects. included. Cost reduction, quality
improvement, etc. Customer
Finally, to achieve financial success, New Zealand construction businesses use cost and value
management, risk management, and mitigation approaches. The most popular methods for
delivering benefits are community participation and internal training. Increased sales and profits,
improved client satisfaction, and better service quality are the top three drivers of lean adoption in
the construction industry.
Overall, the results support New Zealand's efforts to implement lean construction, including funding
talent development, creating a lean culture, and assisting management in overcoming challenges
and benefiting from lean construction. It highlights the necessity of a people-cantered strategy.
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Appendices:
Appendix 1: Interlink Between Various Factors Lean Construction
List of Abbreviations:
+ve: Positive
-ve: Negative
N/A: Not Applicable
LC: Lean Construction
Industr Cultura Education Regulatory Cos Resistanc Lean

y l and environmen t e to Technique
factor s
Industry +ve: +ve: +ve: +ve: +ve: +ve:
specific NA -ve: -ve: -ve: -ve: -ve: -ve:
factor NA: NA: NA: NA: NA: NA:
Cultural +ve: +ve: +ve: +ve: +ve: +ve:
factor -ve: NA -ve: -ve: -ve: -ve: -ve:
NA: NA: NA: NA: NA: NA:
Education +ve: +ve: +ve: +ve: +ve: +ve:
and -ve: -ve: NA -ve: -ve: -ve: -ve:
awareness NA: NA: NA: NA: NA: NA:
Regulatory +ve: +ve: +ve: +ve: +ve: +ve:
environmen -ve: -ve: -ve: NA -ve: -ve: -ve:
t NA: NA: NA: NA: NA: NA:
Cost +ve: +ve: +ve: +ve: N +ve: +ve:
-ve: -ve: -ve: -ve: A -ve: -ve:
Resistance +ve: +ve: +ve: +ve: +ve: +ve:
to change -ve: -ve: -ve: -ve: -ve: NA -ve:
Lean +ve: +ve: +ve: +ve: +ve: +ve:
Techniques -ve: -ve: -ve: -ve: -ve: -ve: NA
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Table1 : Abd Jamil and Fathi (2016)
Industr Cultural Education Regulatory Cost Resistanc Lean

y Factor and environment e to Techniques
specific awareness change
factor
Industry
specific
factor
Cultural
factor
Education
and
awareness
Regulatory
environmen Positive
t
Cost
Resistance
to change
Lean
Techniques
Table2 : Abu Aisheh et al. (2022)

factor s
Industry
specific Negativ
factor e
Cultural
factor
Education
and
awareness
Regulatory Positive
environmen
t
Cost
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Resistance
to change
Lean
Techniques
Table3 : Adhi and Muslim (2023)

factor
Industry
specific
factor
Cultural
factor
Education
and
awareness
Regulatory
environmen Positive
t
Cost
Resistance
to change
Lean
Techniques
Table 4 : Ahmed et al. (2021)

factor s
Industry
specific Negative
factor
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Cultural
factor
Education
and Negativ
awareness e
Regulatory
environmen
t
Cost
Resistance
to change
Lean Negative Negative
Techniques
Table 5: Albalkhy and Sweis (2021)
Industry Cultura Education Regulatory Cost Resistanc Lean

specific l and environmen e to Techniques
factor Factor awareness t change
Industry
specific Negative
factor
Cultural
factor
Education
and Negative
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean
Techniques
Table 6: Alarcón et al. (2001)

specific l and environmen e to Technique
factor Factor awarenes t change s
s
Industry
specific
factor
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Cultural
factor
Education
and Negativ
awareness e
Regulatory
environmen
t
Cost Negativ
e
Resistance
to change
Lean
Techniques
Table 7: Albalkhy and Sweis (2021)

Industry
specific Positive Negative
factor
Cultural
factor
Education
and Positive
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean
Techniques
Table 8: Alshamlan et al. (2022)

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factor s
Industry
specific
factor
Cultural
factor Negative
Education
and Negativ
awareness e
Regulatory
environmen
t
Cost
Resistance
to change
Lean
Techniques
Table 9: Aslam et al. (2020)

factor
Industry
specific
factor
Cultural
factor
Education
and Positive Positive
awareness
Regulatory
environmen
t
Cost Negative
Resistance
to change
Lean
Techniques
Table 10: Avelar et al. (2020)
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factor s
Industry
specific Negativ
factor e
Cultural
factor
Education
and
awareness
Regulatory Positive
environmen
t
Cost
Resistance
to change
Lean
Techniques
Table 11: Aziz and Hafez (2013)
Industry Cultural Education Regulatory Cost Resistanc Lean

specific Factor and environment e to Techniques
factor awareness change
Industry
specific Positive
factor
Cultural
factor
Education
and
awareness
Regulatory
environmen
t
Cost
Resistance Negative
to change
Lean
Techniques
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Table 12: Bajjou and Chafi (2018)

Industry
specific Positive Negative Positive
factor
Cultural
factor
Education
and
awareness
Regulatory
environmen
t
Cost
Resistance Negative
to change
Lean Negative
Techniques
Table 13: Bajjou and Chafi (2021)

factor awarenes change
s
Industry
specific
factor
Cultural Positive
factor
Education
and
awareness
Regulatory
environmen
t
Cost
Resistance Negative
to change
Lean
Techniques
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Table 14: Ballard and Howell (2009)

Industry
specific Positive
factor
Cultural
factor
Education
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean
Techniques
Table 15: Boge et al. (2021)

factor
Industry
specific Positive
factor
Cultural Positive
factor
Education
and
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean
Techniques
49 | P a g e
Table 16: Bygballe et al. (2022)

Industry
specific
factor
Cultural
factor
Education
and Positive
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean
Techniques
Table 17: Chowdhury et al. (2019)

Industry
specific
factor
Cultural
factor
Education
and Negative
awareness
Regulatory Positive
environmen
t
Cost
Resistance
to change
Lean
Techniques
50 | P a g e
Table18 : Dallasega et al. (2018)

Industry
specific
factor
Cultural
factor
Education
and
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean Positive Negative
Techniques
Table 19: Daniel and Pasquire (2019)

Industry
specific
factor
Cultural Positive
factor
Education
and Positive
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean Positive
Techniques
51 | P a g e
Table 20 : Darwin (2017)

Industry
specific Positive
factor
Cultural
factor
Education
and
awareness
Regulatory
environmen
t
Cost Negative
Resistance
to change
Lean Negative
Techniques
Table 21: Dave et al. (2016)

factor
Industry
specific
factor
Cultural Positive
factor
Education
and
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean Positive
52 | P a g e
Techniques
Table 22: Dejaco et al. (2017)

Industry
specific Positive
factor
Cultural
factor
Education
and
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean Positive
Techniques
Table 23: Demirkesen et al. (2022)

factor
Industry
specific
factor
Cultural
factor
Education
and
awareness
Regulatory
environmen Positive
t
Cost
53 | P a g e
Resistance
to change
Lean
Techniques
Table 24: Erol et al. (2017)

factor s
Industry
specific Negativ
factor e
Cultural
factor
Education
and
awareness
Regulatory Positive
environmen
t
Cost
Resistance
to change
Lean
Techniques
Table 25: Evans et al. (2021)

Industry
specific
factor
Cultural
factor
Education
and Positive
awareness
Regulatory
environmen
t
54 | P a g e
Cost
Resistance Positive
to change
Lean
Techniques
Table 26: Forbes et al. (2018)

Industry
specific Positive
factor
Cultural
factor
Education
and
awareness
Regulatory
environmen
t
Cost Positive
Resistance
to change
Lean Negative
Techniques
Table 27: Forbes et al. (2021)

Industry
specific Positive
factor
Cultural
factor
Education
and
awareness
Regulatory
environmen
55 | P a g e
t
Cost
Resistance
to change
Lean Negative
Techniques
Table 28: Gambatese et al. (2017)

Industry
specific
factor
Cultural Positive
factor
Education
and Positive
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean
Techniques
Table 29: Habibi Rad et al. (2022)

factor
Industry
specific Positive
factor
Cultural Positive
factor
Education
56 | P a g e
and
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean
Techniques
Table 30: Hamzeh et al. (2021)

Industry
specific Positive
factor
Cultural Positive
factor
Education
and
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean
Techniques
Table 31:Hasan et al. (2018)

Industry
specific Positive
factor
Cultural Negative
factor
57 | P a g e
Education
and
awareness
Regulatory
environmen
t
Cost Negative
Resistance
to change
Lean
Techniques
Table 32: Hunt and Gonzalez (2018)

Industry
specific Positive
factor
Cultural
factor
Education
and
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean Positive
Techniques
Table 33: Hussain et al. (2019)

factor s
Industry
specific
factor
58 | P a g e
Cultural Positive
factor
Education
and
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean Negativ
Techniques e
Table 34: Igwe et al. (2022)

Industry
specific Positive
factor
Cultural
factor
Education
and
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean
Techniques
Table 35:Jaffar et al. (2011)

factor s
Industry
59 | P a g e
specific
factor
Cultural Negative
factor
Education
and
awareness
Regulatory
environmen
t
Cost Negative
Resistance
to change
Lean Negativ
Techniques e
Table 36: Jerry et al. (2020)

Industry
specific
factor
Cultural
factor
Education
and Negative
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean Positive
Techniques
Table 37: (Koranda et al., 2012)
60 | P a g e
Industry
specific
factor
Cultural
factor
Education
and Positive
awareness
Regulatory
environmen
t
Cost Negative
Resistance
to change
Lean Positive
Techniques
Table 38: Koskela (2000)

Industry
specific Positive
factor
Cultural
factor
Education
and
awareness
Regulatory
environmen
t
Cost Positive
Resistance
to change
Lean Negative
Techniques
Table 39: Koskela and Howell (2002)
61 | P a g e
factor
Industry
specific
factor
Cultural
factor
Education
and
awareness
Regulatory
environmen Positive
t
Cost
Resistance
to change
Lean
Techniques
Table 40: Lekan et al. (2022)

Industry
specific
factor
Cultural Positive
factor
Education
and Positive
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean
Techniques
Table 41: Lingard (2013)
62 | P a g e
Industry
specific
factor
Cultural Positive
factor
Education
and Positive
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean
Techniques
Table 42: López et al. (2008)

Industry
specific
factor
Cultural
factor
Education
and Negative
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean
Techniques
Table 43: Manley and Widén (2019)
63 | P a g e
Industry
specific
factor
Cultural Positive
factor
Education
and
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean Positive
Techniques
Table 44: Mao et al. (2018)

Industry
specific
factor
Cultural Positive
factor
Education
and
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean Positive
Techniques
Table 45: Moradi and Sormunen (2023)
64 | P a g e
factor
Industry
specific
factor
Cultural
factor
Education
and
awareness
Regulatory
environmen Positive
t
Cost
Resistance
to change
Lean
Techniques
Table 46: Nguyen and Waikar (2018)

Industry
specific Positive
factor
Cultural Positive
factor
Education
and
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean
Techniques
65 | P a g e
Table 47: Nikolić and Cerić (2022)

factor
Industry
specific Positive
factor
Cultural Positive
factor
Education
and
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean
Techniques
Table 48: Nilssen et al. (2023)

factor
Industry
specific Negative
factor
Cultural Positive
factor
Education
and
awareness
Regulatory
environmen
t
Cost
Resistance
to change
66 | P a g e
Lean
Techniques
Table 49: Nwaki et al. (2021)

factor s
Industry
specific
factor
Cultural Negativ Positive
factor e
Education
and
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean Positive Negativ
Techniques e
Table 50: (Pandithawatta et al., 2020)

Industry
specific Positive
factor
Cultural
factor
Education
and
awareness
Regulatory Positive
environmen
t
Cost
Resistance
to change
67 | P a g e
Lean
Techniques
Table 51: Pasquire and Manu (2022)

factor
Industry
specific
factor
Cultural Positive
factor
Education
and
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean
Techniques
Table 52: Pheng et al. (2015)

Industry
specific
factor
Cultural Negative
factor
Education
and
awareness
Regulatory
environmen
t
68 | P a g e
Cost
Resistance
to change
Lean
Techniques
Table 53: Radman et al. (2021)

Industry
specific Positive
factor
Cultural Positive
factor
Education
and
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean
Techniques
Table 54: Rooke (2021)

Industry
specific Positive
factor
Cultural
factor
Education
and
awareness
Regulatory
environmen
69 | P a g e
t
Cost
Resistance
to change
Lean
Techniques
Table 55: Rybkowski et al. (2018)

Industry
specific
factor
Cultural Negative
factor
Education
and Positive
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean
Techniques
Table 56: Schimanski et al. (2021)

Industry
specific Positive
factor
Cultural
factor
Education
70 | P a g e
and
awareness
Regulatory Positive
environmen
t
Cost Positive
Resistance
to change
Lean
Techniques
Table 57: Silva et al. (2022)

factor s
Industry
specific
factor
Cultural Positive
factor
Education
and Negativ
awareness e
Regulatory
environmen
t
Cost
Resistance
to change
Lean Positive
Techniques
Table 58: Singh and Kumar (2021)

factor s
Industry
specific
factor
71 | P a g e
Cultural Positive
factor
Education
and Negativ
awareness e
Regulatory
environmen
t
Cost
Resistance
to change
Lean Positive
Techniques
Table 59: Suresh and Arun Ram Nathan (2020)

factor
Industry
specific Positive
factor
Cultural Positive
factor
Education
and
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean
Techniques
Table 60: Teixeira et al. (2021)

factor s
72 | P a g e
Industry
specific
factor
Cultural Negativ
factor e
Education
and
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean
Techniques
Table 61: Thomas and Khanduja (2022)

factor
Industry
specific Positive
factor
Cultural
factor
Education
and
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean
Techniques
Table 62: Uvarova et al. (2023)
73 | P a g e
factor s
Industry
specific
factor
Cultural
factor
Education
and Positive
awareness
Regulatory
environmen
t
Cost
Resistance Negativ
to change e
Lean
Techniques
Table 63: Watfa and Sawalha (2021)

factor s
Industry
specific
factor
Cultural
factor
Education
and Negativ Negative
awareness e
Regulatory
environmen
t
Cost
Resistance
to change
Lean
Techniques
Table 64: Wu et al. (2019)
74 | P a g e
factor s
Industry
specific
factor
Cultural
factor
Education
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean Negativ Negative
Techniques e
Table 65: Yu et al. (2007)

Industry
specific Positive
factor
Cultural
factor
Education
and Positive
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean
Techniques
75 | P a g e
Table 66: Yu et al. (2007)

Industry
specific Positive
factor
Cultural
factor
Education
and Positive
awareness
Regulatory
environmen
t
Cost
Resistance
to change
Lean
Techniques
Table 67: Zaeri et al. (2017)

Industry
specific Negative
factor
Cultural
factor
Education
and Positive
awareness
Regulatory
environmen
t
Cost Negative
Resistance
to change
Lean Negative
Techniques
Table 68: Zimina et al. (2012)
76 | P a g e
factor awarenes change
s
Industry
specific Negative
factor
Cultural
factor
Education
and
awareness
Regulatory
environmen
t
Cost Negative
Resistance
to change
Lean
Techniques
77 | P a g e

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ASSIGNMENT COVERSHEET FOR INDIVIDUAL WORK

Faculty of Design and Creative Technologies

Aditya Family Taywade 22163514

Paper ENBU996_2023_FY Assignment Due 04/05/2023

Supervisors (1&2): Mahesh Babu Purushothaman

Please read the following and tick to indicate your understanding:

 The source of direct quotes from the work of others.

Student’s Signature: Date:

Page 1 of 1 Subject: Individual Assignment Cover sheet

Figure 1: Research finished by year.....................................................................................................10

Figure 1: Research finished by year.

The integration of lean construction and sustainable

Development of Stakeholder Engagement Strategies to

S. Ahmed, M. M. Implementation of lean construction in the construction

S. Ahmed and M. Challenges of implementing lean construction in the

W. Albalkhy and Barriers to adopting lean construction in the construction

M. Aslam, Z. Gao Optimizing Construction Design Process Using The Lean

R. F. Aziz and S. Applying lean thinking in construction and performance

M. S. Bajjou and Lean construction implementation in the Moroccan

M. S. Bajjou and Lean construction and simulation for performance

E. I. Daniel and C. Creating social value within the delivery of construction

21 C. Darwin Philippines 2021 Building a learning organization * *

An exploration towards a production theory and its

L. J. Koskela and The underlying theory of project management is

Occupational health and safety in the construction

Impact of evolving construction project management

S. Moradi and P. Implementing Lean Construction: A Literature Study of

A relook at plan reliability measurements in lean

M. Nikolić and A. Classification of key elements of construction project

W. Nwaki, E. Eze Major barriers assessment of lean construction

C. Pasquire and Key factors affecting commercial actors in collaborative

Converging early contractor involvement (ECI) and lean

54 J. Rooke US 2016 David Seymour: An Obituary * *

S. Singh and K. A study of lean construction and visual management

ISM–ANP hybrid approach to prioritize the barriers in

M. Watfa and M. Critical success factors for lean construction: an empirical

I. Yu, K. Kim, Y. Comparable performance measurement system for

I. Yu, K. Kim, Y. Comparable performance measurement system for

Figure 2: Network diagram related to lean construction enablers and barriers.

WHAT IS TRADITIONAL BUILDING?

Traditional building methods include the following examples:

WHAT IS LEAN CONSTRUCTION:

• Put your attention on giving the client value.

• Continue to search for methods to cut waste and inefficiencies.

• interact and communicate with project stakeholders in an effective manner.

• Develop a constant culture of learning and progress (Koranda et al., 2012).

ADVANTAGES AND DISADVANTAGES OF TRADITIONAL AND LEAN CONSTRUCTION: -

ADVANTAGES OF TRADITIONAL CONSTRUCTION: -

DISADVANTAGES OF TRADITIONAL CONSTRUCTION: -

1. Traditional construction methods have several disadvantages despite their benefits.

ADVANTAGES OF LEAN CONSTRUCTION: -

IN TRADITIONAL CONSTRUCTION (GLOBALLY):

IN LEAN CONSTRUCTION (NEW ZEALAND):

IN LEAN CONSTRUCTION (GLOBALLY):

IN TRADITIONAL CONSTRUCTION (NEW ZEALAND):

IN LEAN CONSTRUCTION (GLOBALLY):

IN LEAN CONSTRUCTION (NEW ZEALAND):

Source: (Daria Zimina, 2012)

IN TRADITIONAL CONSTRUCTION (GLOBALLY):

IN TRADITIONAL CONSTRUCTION (NEW ZEALAND):

IN LEAN CONSTRUCTION (GLOBALLY):

IN LEAN CONSTRUCTION (NEW ZEALAND):

Acceptance and Rejection of Lean Construction