(PDF) Advancing Lean Implementation for Improving Sustainability in Sub‐Saharan Africa: A Literature Review

Original Article Advancing Lean Implementation for Improving Sustainability in Sub-Saharan Africa: A Literature Review Evelyn Lami Ashelo Allu and Fidelis Emuze Abstract Downloaded by 154.114.16.26 from www.liebertpub.com at 06/07/19. For personal use only. This article aims to synthesize relevant literature underpinning the implementation of lean principles in the Architec- ture, Engineering, and Construction (AEC) sector. The focus is on the challenges and benefits to promoting lean ap- plication and sustainability efforts within the AEC sector in the sub-Saharan African region. The discourse centers on a descriptive analysis of the selected articles that specifically relate to the challenges and prospects of lean implementation in the AEC sector within the last six years. Findings from the literature review suggest that the prospects of lean ap- plications by far surpass the challenging barriers. The limitations are mainly due to lack of appropriate knowledge on the specific application techniques for the construction tasks/processes. Furthermore, findings suggest that the imple- mentation of lean principles promotes environmental sustainability, allows for refining construction processes to suit peculiarities, and encourages continuous improvements of processes, services, products, and stakeholders’ development. Specific contextual adaptations to address regional-based requirements for lean implementation are recommended. Keywords: AEC sector; lean implementation; lean principles; sub-Saharan Africa; sustainability Introduction the implementation of lean princi- tivities. Although this innovation ples in sub-Saharan African countries. has not always been common practice Sub-Saharan Africa comprises devel- Thus, an agenda to transform lean within the AEC sector,5 in recent oping countries whose Architecture, implementation in the African re- times, its success in the sector has been Engineering, and Construction (AEC) gion was formed.4 Due to this im- acknowledged in some studies. Suc- sector is known for its fast growth and plementation, it is necessary to know cesses within the AEC sector include significant share of the economy. Yet, what the challenges are in order to promoting environmental sustain- from a sustainability lens, the sector is address them; knowledge of the ben- ability,6–8 reduction in construction saddled with many challenges, such efits will help to advance the im- waste and time,9 strategies for re- as inadequate knowledge and/or slow plementation of lean and sustainable source control,9 and continuous im- implementation of sustainable inno- construction in the AEC sector in provement in the overall efficiency of vations in the field. This article pres- this African region. the processes.10 ents an overview of the challenges and benefits of the applications of lean The main objective of lean in con- principles to the AEC sector via a lit- Theoretical Background struction is to meet the needs of the erature review. Literature abound on client and to simultaneously improve the applications of lean principles1 The application of lean principles in the products and processes of de- but are limited for the AEC sector.2,3 the AEC sector allows the sector’s velopment within the AEC sector.11 Furthermore, not much is known professionals to implement and im- By this objective, the management about the challenges and prospects for prove on their project delivery ac- and the application of innovations in Department of Built Environment, Central University of Technology, Free State, South Africa. MARY ANN LIEBERT, INC. • Vol. 11 No. 3 • June 2018 • DOI: 10.1089/sus.2018.0003 Sustainability 127 Allu and Emuze construction is significant for the de- ping of relevant work pro- tion sector, also has some challenges velopmental growth and efficiency of cesses and the execution of loss for its applications or implementa- the AEC sector. In some countries, and waste analyses to deter- tions.21,22 Another important chal- particularly in developed economies, mine technical limits and im- lenge is how to channel the strategies lean applications have advanced in this provement targets. During all in the AEC sector toward sustainable sector in order to improve productivity these phases, site personnel actions.23,24 Additionally, the lack of and efficiency12 while also promoting are actively involved and en- measurement tools is also seen as a environmental sustainability.13,14 gaged to create buy in during missing link.25,26 Despite the ac- the implementation phase. knowledgement of some of these Sustainable construction has been • Implementation: A number challenges, research is still ongoing defined and summarized by the In- of basic Lean construction regarding how best to tackle these ternational Council for Research and tools are implemented such challenges27 with particular refer- Innovation in Building and Con- as visual boards, toolbox talks, ences to regional suitability.4,28 struction (CIB), by Vieira de Car- performance management valho et al.15 as: “The conception and dashboards, etc. Site personnel, Consequently, this study investigates Downloaded by 154.114.16.26 from www.liebertpub.com at 06/07/19. For personal use only. development of a healthy construc- including the site manager, are the global regional attempts by coun- tion process based on resource effi- coached to recognize the dif- tries that have adopted and applied the ciency and ecological design.” (p. 2) ferent kinds of waste and the lean principles into the processes in corrective actions to eliminate their construction sector. Revelations Given this definition, there is a strong them via problem solving ses- from the investigations provide in- correlation between lean construc- sions and techniques. A num- sights into the potentials and the tion and environmental sustainability. ber of frequent wastes factors challenges therein and recommenda- Elsewhere, as aforementioned, the identified include: Waiting tions for the AEC sector in the sub- efforts toward environmental sustain- Periods, Over Processing, Ma- Saharan Africa are suggested. ability through lean applications have terial Movement (lag times), been widely acknowledged. However, Period of Inventory and Mo- Literature Review in the sub-Saharan African countries, tion (time wasted to correcting little is known about strategies adopted omissions). For the purposes of this article, by the AEC sector toward the reduc- • Sustainability: The produc- search terms were limited to barriers tion of environmental waste and the tion output is monitored and or challenges and the prospects or promotion of environmental sustain- necessary ad hoc assistance is benefits of lean application within the ability.16 given to site management if AEC or the construction sector. The required. Regular site assess- literature review was sought from Due to the advantages offered by ments versus a list of best articles published in construction- lean principles/concepts, the AEC practices take place and im- related or lean construction journals sector is expected to adopt, advance, provement actions are un- and conferences. Only articles writ- and implement these concepts into dertaken. (p. 260) ten in English within the last six its processes.2,17 In this regard, the years were selected for meta-analysis AEC sector has been identified to have However, the challenges for im- with the sub-Saharan context. Meta- the potential for sustainable innova- plementation have also been recog- analysis allows for a profile overview tions through lean principles strate- nized by some researchers to include: or a landscape assessment of a specific gized applications.18 lack of adequate understanding, com- research domain in order to identify munication problems, lack of mana- the different perspectives for a nar- Roelandt19 recognized three main gerial commitments, lack of lean rative summary.29 approaches as phases to implement- culture, and the misapplication of ing lean as: tools.20 • Diagnostic: The main activ- Relevance of the ities are communication to On the other hand, the application Sub-Saharan African Region site management and person- of innovations, particularly the lean nel describing the purpose and concept for improving the efficiency The sub-Saharan African region lies process of the program, map- of project delivery in the construc- south of the Sahara in the African 128 Sustainability MARY ANN LIEBERT, INC. • Vol. 11 No. 3 • June 2018 • DOI: 10.1089/sus.2018.0003 Lean in Sub-Saharan Africa: Literature Review continent and is made up of 46 of the poor infrastructural, unsustainable searchers have suggested that the im- 54 countries in Africa, as shown in development, poor workflow, poor plementation of lean techniques are Figure 1. This region is important to performance of people in construction, through the identified lean princi- this study for many reasons. The region and cost of construction are recognized ples.11 Table 1 presents each of the five has a rapid population growth and is as some of the region’s biggest chal- principles, explains the expectations expected to reach 1.2 billion people by lenges.35,36 to be derived from the principles, and 2025.30 The region’s high population offers descriptive summaries on how drives the increasing demand for in- Given the relevance of the AEC to the the principles can be applied to the frastructure and construction activi- sub-Sahara region, it is increasingly AEC sector. ties,22,31 thus, making the AEC sector important to apply best international a very busy one. Arif et al.31 further practices for its continued growth. For implementation of lean princi- observed that the rapid population ples for the improvement of the AEC growth and increased construction sector, there must some consider- activities in these developing coun- Lean Principles ation of technique for implementa- tries raise much concern for envi- and Implementation tion. Although the client’s role drives to the AEC Sector the entire construction process,39 Downloaded by 154.114.16.26 from www.liebertpub.com at 06/07/19. For personal use only. ronmental sustainability. the onus lies with practitioners who Additionally, the construction sector The concept of lean principles has are to ensure the implementation of of the sub-Sahara region contributes provided practical ways for imple- every process leading to the desired a significant 7 to 10 percent of their mentation into the AEC or construc- product delivery.40,41 It is therefore GNP growth.22 The sector’s growth tion sector,37 and the implementation important for practitioners to have rate has been on the incline.32 In has had a positive impact on envi- basic knowledge of the expecta- addition, the construction sector con- ronmental sustainability.6 As such, the tions and how to apply the lean tributes significantly more than other successes of lean are conceptualized principles in order to meet these sectors to employment and develop- in lean strategies via the application expectations. ment in the region33 and beyond.34 Yet, of the five basic lean principles. Re- Table 1 enumerates the basic lean principles, describes the expectations in a question format, and highlights the many ways to implement their applications in the AEC sector. Prospects of Lean Implementation and Drivers The benefits of lean implementation have been the focus of attention by many researchers in the AEC sector, as indicated by numerous studies.26,42–44 The prospects for lean implementation in the AEC sector are targeted toward improvement of labor efficiency and production processes45,46 and the pro- motion of environmental sustainabili- ty.8,47 In addition, the implementation of lean principles has a positive impact on safety concerns.48,49 Thus, when lean principles are implemented in the AEC sector, it is a win-win strategy Figure 1. Shaded areas are “Sub-Sahara Africa” as used in the statistics of many UN institutions, because it incorporates improve- with the exception of Sudan, which is often classified as North Africa. ment for both human and production MARY ANN LIEBERT, INC. • Vol. 11 No. 3 • June 2018 • DOI: 10.1089/sus.2018.0003 Sustainability 129 Allu and Emuze Table 1. Lean Principles—Expectations and Implementations No. Principles Expectations/Questions Associate Principles and Implementation Techniques 1 Specify or Define • What is the perception of value? • Reduce the uncertainty through the clear understanding of the client’s Value • What does the client expect or want to expectations from the start accomplish? • Reduce the production task • Minimize the cost of all tasks • Minimize resource consumption • Remove non-value adding activities 2 Identify and Map • How to implement the principles into • Compress lead time the Value Stream the AEC sector • Reduce variability • At what stage do you implement? • Simplify • Increase transparency • Increase variability • Ensure every task or process is compliant to value adding 3 Allow value Flows • How to ensure continuous flow from • Ensure requirements are captured processes, services, and products • Ensure customer requirements are met Downloaded by 154.114.16.26 from www.liebertpub.com at 06/07/19. For personal use only. • How to eliminate or reduce wasteful • Take requirements for all deliverables into account tasks in the AEC processes • Ensure production system capacity • Measure value 4 Pull value • In what ways do you allow AEC • Allow transparency in all production process activities practitioners to pull knowledge at the • Provide information anytime for all employees and participants right time and for better understanding • Apply holistic monitoring and controlling of the production process of application of lean principles to • Ensure real-time feedback of the process construction processes? 5 Perfection • What are the adoptions for continuous • Improve both flow and conversion of activities refining of tasks/processes for • Ensure a well-defined sequence of events and allow for stock taking continuous improvement of the • Study and set standards based on contextual and global best practices AEC sector’s activities? • Set up self-evaluation mechanisms for construction Adopted and modified from Biton and Howell38 (p. 126), and Khodeir and Othman2 (p. 2). efficiency, environmental sustainabil- Challenges for Lean and Sukumar54 support Liker51 and ity, and construction safety. Accord- Implementation Abdullah52 by going further to sug- ingly, the drivers for implementing in the AEC Sector gest that addressing the causes for lean principles in construction, enu- the barriers in the implementation of merated by McGraw,48 are as follows: Lack of understanding of the un- lean are surmountable when identi- fied. As such, the discourse of this • Client’s needs and influence derpinning challenges or barriers for article and its attempt to uncover the • Reduced project schedule implementation of lean poses a great sub-Saharan peculiarities makes it • Increased profit margins and obstacle to implementation in the construction sector.50 The question relevant. decreased costs • Promotion of sustainability of what constitutes the underpins Challenges and barriers for im- • Work safety and the way forward for the sub- plementing lean principles have been • Competition concerns Saharan countries are discussed in acknowledged in research. Accord- • Leadership concerns the following section in order to ing to McGraw48 and supported by • Work force concerns advance the implementation of lean later research conducted by Smith within the AEC sector in the sub- and Ngo,44 there are 13 broad areas These drivers provide the basis Saharan region. Liker51 notes that that constitute challenges, which also for pursuing the successful im- there are differences in the appli- serve as barriers to the implementa- plementation of lean principles in cations of lean from different per- tion of lean principles in the AEC order to improve the gains in the spectives, while Abdullah et al. 52 sector, as follows: AEC industry. However, the road opined that the implementation of to actualizing these is not without lean principles should be tailored 1. Lack of industry support due some challenges. to suit contextual needs. Radhika to fragmentation 130 Sustainability MARY ANN LIEBERT, INC. • Vol. 11 No. 3 • June 2018 • DOI: 10.1089/sus.2018.0003 Lean in Sub-Saharan Africa: Literature Review 2. Lack of proper competence/ 11. Tendency to apply based on primary research findings knowledge or educational issues traditional management using the same identified challenges 3. Lack of commitment from top 12. Lack of planning/long-term cited in Table 2. Although the arti- management/non- philosophy cles cited for selecting the four sub- participative management 13. Overall lack of support/ Saharan countries identified more style for workforce government support than 13 challenges, the related items 4. Lack of exposure on the need were merged and grouped into the 13 for lean construction/ groups identified in Table 2, with the experience Contextualization exception of cost-related barriers. 5. Lack of measurement tools/ of the Challenges standards 6. Lack of client and supplier Based on the selection criteria for the Discussion involvement literature sought, as identified and 7. Difficulties in understanding discussed in the Literature Review Table 2 suggests that fragmentation of the concept of lean section, only five countries outside the construction sector is a common barrier to all five countries. The next- Downloaded by 154.114.16.26 from www.liebertpub.com at 06/07/19. For personal use only. construction the sub-Saharan region and only four 8. Negative attitudes and countries within the sub-Sahara re- most common barrier is the lack of inability to work in group gion met the conditions. The chal- commitment from top management, 9. Cultural differences and lenges posed by lean implementation followed by the lack of proper com- human attitudinal issues are presented in contextual specifics petence/knowledge or educational is- (mind-set issues) in Table 2. sues. Table 2 also reveals that for 10. Uncertainty in the supply developed countries (United States chain/procurement/contract- Table 3 presents the challenges to and United Kingdom), items 4, 5, 11, related issues countries in the sub-Saharan region 12, and 13 (lack of exposure to the lean Table 2. Challenges for Lean Implementation in the Selected Global Regions (2013–2017) Challenges or Barriers Source and Country/Region Gao and Hussain et al.53 Limon26 Smith and Sarhan and Low42 Ngo44 Fox50 China India Norway USA UK 1 Fragmentation and subcontracting X X XX XX 2 Lack of proper competence/knowledge/ or educational issues X X X X X 3 Lack of commitment from top management/non-participative XX XX XX X XX management style for workforce 4 Lack of exposure on the need for lean construction/experience X XX 5 Lack of measurement tools/standards X XX 6 Lack of client and supplier involvement X X X 7 Difficulties in understanding the concept of lean construction X X X 8 Attitude and inability to work in group X X X 9 Culture & human attitudinal issues (mind-set issues) XX X X XX 10 Uncertainty in the supply chain/procurement/ X XX X contract-related issues 11 Tendency to apply traditional management X XX X 12 Lack of planning/long-term philosophy XX X 13 Overall lack of support/government support X Note: X represents an identified challenge or barrier from each country. XX represents top-three barrier with strong influence from each country. MARY ANN LIEBERT, INC. • Vol. 11 No. 3 • June 2018 • DOI: 10.1089/sus.2018.0003 Sustainability 131 Allu and Emuze Table 3. Challenges for Lean Implementation in Selected Sub-Saharan African Countries (2013–2017) S/N Challenges or Barriers Source and Country/Region 56 Ayalew et al. Djokoto et al.22 Adegbembo et al.57 Emuze58 Ethiopia Ghana Nigeria South Africa 1 Fragmentation and subcontracting X X X 2 Lack of proper competence/knowledge or educational issues XX XX XX XX 3 Lack of commitment from top management/non-participative XX X X XX management style for workforce/industry 4 Lack of exposure on the need for lean construction/experience XX XX XX X 5 Lack of measurement tools/standards X X X X 6 Lack of client and supplier involvement X X X X 7 Difficulties in understanding the concept of lean construction X X XX X Downloaded by 154.114.16.26 from www.liebertpub.com at 06/07/19. For personal use only. 8 Negative attitude and inability to work in group X X X X 9 Culture & human attitudinal issues (mind-set issues) X X X X 10 Uncertainty in the supply chain/procurement/ contract-related issues X X X XX 11 The tendency to apply traditional management X X X X 12 Lack of planning/long-term philosophy X X X X 13 Overall lack of support/government support X X X X 14 Cost related (higher investment cost and final cost of implementation) X XX X X Note: X represents an identified challenge for a particular problem. XX represents top-three barrier with strong influence from each country. concept, lack of measurement tools, • Item 3: Lack of commitment sub-Saharan countries. This also val- application of traditional methods, lack from top management/non- idates the Mina study,35 which found of planning, and lack of government participative management style cost to be a very significant factor in support, respectively) are not listed as for workforce/industry the construction activities of the sub- barriers. This is perhaps due to the fact Saharan countries. that the implementation of lean prin- The following were found to be strong ciples within the AEC sector started impeding factors: Given the many benefits of im- earlier in some Western countries.55 • Item 7: Difficulties in under- plementing lean principles in con- struction, it is a worthwhile strategy In the sub-Saharan countries pre- standing the concept of lean that should be considered within the sented in Table 3, more than 90 construction sub-Saharan region. The way forward percent of the possible barriers were • Item 10: Uncertainty in the for the AEC sector in this context calls recorded for all four countries. The supply chain/procurement/ for industry and government to col- following factors were found to pose contract-related issues laborate in order to advance the im- the greatest obstacles to influencing • Item 14: Cost related (higher plementation of lean principles, not implementation of lean principles in investment cost and final cost just for infrastructural development the AEC sector, in order of strength of implementation) but for positive sustainable impact from strongest to weakest: on the environment, continuous im- The overview of impeding factors • Item 2: Lack of proper com- shown in Table 3 validates all 13 provement of its practitioners, the petence/knowledge or educa- barriers that pose a challenge to the sector in general, and the safety of its tional issues implementation of lean principles workers. • Item 4: Lack of exposure to in the AEC sector as identified by the need for lean construc- McGraw.48 The additional barrier In summary, commitments by the tion/experience noted, cost, is a common factor to the regional governments would well be 132 Sustainability MARY ANN LIEBERT, INC. • Vol. 11 No. 3 • June 2018 • DOI: 10.1089/sus.2018.0003 Lean in Sub-Saharan Africa: Literature Review able to advance the implementation tions are suggested to pave the way 3. Li S, Wu X, Zhou Y, et al. A study of lean practices and, in the long run, forward in contextualizing the im- on the evaluation of implementation solve or minimize some of the bar- plementation of lean principles as a level of lean construction in two riers identified in Table 3. strategy for sustainability: Chinese firms. Renew Sustain Energy Rev 2017;71:846–851. https://www 1. Formulate a blueprint and .sciencedirect.com/science/article/ Conclusion and develop policy for the pii/S1364032116311650 (last acces- actualization of lean Recommendations sed 5/20/2018). implementation. 4. Lean Institute Africa (LIA). Lean 2. Adapt international best In recent times, the expectations for Summit Africa 2018. http://www.lean practices and measurement the AEC sector to act sustainably .org.za/leansummitafrica2018/ (last standards with modifications by adopting lean principles into its accessed 5/20/2018). to suit the sub-Saharan developmental activities cannot be 5. Senaratne S, and Wijesiri D. Lean regional requirements. ignored. The prospects for the ad- construction as a strategic option: 3. Encourage sub-Saharan vancement of lean principles and Testing its suitability and accept- countries to support a common Downloaded by 154.114.16.26 from www.liebertpub.com at 06/07/19. For personal use only. implementation have been acknowl- ability in Sri Lanka. Constr Manag institute for the promotion of edged in research and practical ac- Econ 2008:34–48. lean implementation within the tivities in the AEC sectors of many 6. Song L, and Liang D. Lean con- region. countries globally. Yet, very little is struction implementation and its 4. Provide support and possible known about implementation in the implication on sustainability: A reward for compliance sub-Saharan African countries. In ad- contractor’s case study. Canadian J practices within the AEC dition, some barriers have continu- Civ Eng 2011;38:350–359. sector. ously challenged the implementation 7. Ahuja R, Sawhney A, and Arif M. of lean principles into construction Prioritizing BIM capabilities of an activities in general and specific to the Author Disclosure Statement organization: An interpretive struc- sub-Saharan region. tural modeling analysis. Procedia No competing financial interests exist. Eng 2017;196:2–10. The research cited in this article iden- 8. Allu ELA, and Emuze FA. To- tified some major, common challeng- wards sustainable buildings pro- References ing barriers to the implementation duction, through the lens of lean of lean principles in the AEC sector 1. Bolpagni M, Burdi L, Ciribini construction perspectives. In Con- within the sub-Saharan region. This ALC, et al. Integration of lean con- ference Proceedings, The European identification was aimed at contextu- struction and building information Conference on Sustainability, Energy alizing the barriers by region and modeling in a large client organiza- and the Environment. Brighton, enabling promotion of regional col- tion in Massachusetts. In Walsh K, England, July 5–7, 2017, pp. 195– laborative strategies for advancing the Sacks R, and Brilakis I (eds.), LC3 201. implementation of lean principles into 2017, vol 2: Proceedings of the 25th 9. Modig N, and Ahlstrom P. This Is AEC activities. These activities could Annual Conference of the Interna- Lean: Resolving the Efficiency Para- drive development in this region. tional Group for Lean Construction dox. Lean Construction Institute. (IGLC). Heraklion, Greece, July 9– Rheologica Publishing, 2015. Though this article contributes to 12, 2017, pp. 79–86. https://doi.org/ 10. Dinesh S, Sethuraman R, and the research discourse on the im- 10.24928/2017/0311 (last accessed Sivaprakasam S. The review on lean plementation of lean in the AEC 5/20/2018). construction-An effective approach sector, it is not without some limi- 2. Khodeir LM, and Othman R. in construction industry. Int J Eng tations. The foundational discourse Examining the interaction between Research Mod Educ, Special Issue, has a global outlook, but its out- lean and sustainability principles in April 2017, pp. 119–123. comes are limited and directed to the management process of AEC 11. Dulaimi MF, and Tanamas C. the sub-Saharan African region. industry. Ain Shams Eng J. Online The Principles and Applications of publication 12/29/2016. http://dx.doi Lean Construction in Singapore. 2015. As can be deduced from the dis- .org/10.1016/j.asej.2016.12.005 (last www.researchgate.net/publication/ course, the following recommenda- accessed 5/20/2018). 228797242 (last accessed 5/20/2018). MARY ANN LIEBERT, INC. • Vol. 11 No. 3 • June 2018 • DOI: 10.1089/sus.2018.0003 Sustainability 133 Allu and Emuze 12. Mostafa S, and Chileshe N. Lean 20. Monteiro MFJR, Pacheco CCL, review of research in construction and agile integration within offsite Dinis-Carvalho J, et al. Implement- management journals. In Dainty A construction using discrete event sim- ing lean office: A successful case in (ed.), Proceedings of the 24thAnnual ulation: A systematic literature review. public sector. FME Transactions Association of Researchers in Con- Constr Innov 2016;16(4):483–525. 2015;43:303–310. http://www.mas.bg struction Management (ARCOM) 13. Marhani MA, Jaapar A, Bari .ac.rs/_media/istrazivanje/fme/vol43/ Conference. Cardiff, Wales, Sept. 1–3, NAA, et al. Sustainability through 4/05_monteiro_et_al.pdf (last acces- 2008, pp. 717–726. lean construction approach: A liter- sed 1/20/2018). 30. PopulationPyramid.net. Sub- ature review. Procedia Soc Behav Sci 21. Built T, and Review HE. Barriers Saharan Africa 2017. www.popula 2013;101:90–99. to implementing lean construction in tionpyramid.net/sub-saharan-africa/ 14. Allu ELA, and Elimiesiemon CM. the UK construction industry. Constr 2017/ (last accessed 5/17/2018). Theoretical underpins of lean con- Ind 2013;6:1–17. 31. Arif,M, Egbu C, Haleem A et al. struction for environmental sustain- 22. Djokoto SD, Dadzie J, and Green construction in India: Gaining ability in the built environment of Ohemeng-Ababio E. Barriers to sus- a deeper understanding. ASCE J developing economies. In Conference tainable construction in the Ghanaian Archit Eng 2009;15(1):10–13. Downloaded by 154.114.16.26 from www.liebertpub.com at 06/07/19. For personal use only. Proceedings, The European Con- construction industry: Consultants 32. Alagidede P, and Mensah JO. ference on Sustainability, Energy and perspectives. J Sustain Dev 2014; Construction, institutions and eco- the Environment. Brighton, England, 7(1):134–143. nomic growth in sub-Saharan Africa. July 5–7, 2017, pp. 1–5. https://papers 23. Ballard G, Yong-Woo K, Jin- Working Papers 622, Economic Re- .iafor.org/proceedings/issn-2188-1146- Woo J, et al. Roadmap for lean im- search Southern Africa. 2016. https:// european-conference-sustainability plementation at the project level. A ideas.repec.org/p/rza/wpaper/622.html (last accessed 10/10/2017). report to Construction Industry In- (last accessed 5/20/2018). 15. Vieira de Carvalho AC, Granja stitute (CII), University of Texas, 33. Ahadzie D, Proverbs D, Olomo- AD, and Gomes da Silva V. A sys- Austin. CII Research Report 234-11, laiye P, et al. Competencies required tematic literature review on integra- Oct. 2007, pp. 1–36. by project managers for housing tive lean and sustainability synergies 24. Aziz and Hafez, 2013. construction in Ghana: Implications over a building’s lifecycle. Sustain- 25. Hoseini E. Project planning in for CPD agenda. Eng Construct Arch ability 2017;9(1156):1–18. the Norwegian construction indus- Manage 2009;16:353–375. 16. Belal AR, and Cooper S. The try. Master’s thesis, Norwegian Uni- 34. International Monetary Fund absence of corporate social respon- versity of Science and Technology (IMF). World Economic Outlook sibility reporting in Bangladesh. (NTNU), Trondheim, 2015. Database. April 2013 Edition. https:// Crit Perspect Account 2011;22:654– 26. Limon DH. Measuring Lean www.imf.org/external/pubs/ft/weo/ 667. Construction. 2015. https://brage.bib 2013/01/weodata/index.aspx (last 17. Wyrwicka MK, and Mrugalsk B. sys.no/xmlui/bitstream/handle/11250/ accessed 1/20/2018). Mirages of lean manufacturing in 2351233/13187_FULLTEXT.pdf?sequ 35. Mina W. Institutional reforms practice. Procedia Eng 2017;182:780– ence=1 (last accessed 2/27/2018). debate and FDI flows to MENA re- 785. https://www.sciencedirect.com/ 27. Coetzee R, Van der Merwe K, gion: Does one ‘best’ fit all? 2011. science/article/pii/S1877705817313371 and Van Dyk L. Lean implementa- Working Paper 50/2011. UNU/ (last accessed 5/22/2018). tion strategies: How are the Toyota WIDER, Helsinki, Finland. 18. Tommelein ID. Journey toward Way Principles addressed? South 36. Euromonitor International. 10 lean construction: pursuing a para- African J Ind Eng, Special Edition Facts about Sub-Saharan Africa. digm shift in the AEC industry. J 2016;27(3):79–91. 2015. www.euromonitor.com/2015/ Construct Eng Manage 2015;141:6. 28. Li S, and Ma Q. Barriers and 03/10-facts-about-sub-saharan-africa 19. Roelandt KF. Implementing lean challenges to implement integrated (last accessed 1/03/2018). construction in a South African project delivery in China. In Pro- 37. Lukowski J. Lean Construction construction company. In: Tzortzo- ceedings of the 25th Annual Con- Principles Eliminate Waste. Aug. 10, poulos P and Kagiolou M. 16th An- ference of the International Group 2010. http://www.powermag.com/ nual Conference of the International for Lean Construction. Heraklion, lean-construction-principles-eliminate- Group for Lean Construction. Man- Greece, 2017, pp. 341–348. waste/ (last accessed 5/20/2018). chester, United Kingdom, July 16– 29. Akkoyun I, and Dikbas A. Per- 38. Biton N, and Howell G. The 18, 2008, pp. 259–267. formance in construction: A literature journey of lean construction theory: 134 Sustainability MARY ANN LIEBERT, INC. • Vol. 11 No. 3 • June 2018 • DOI: 10.1089/sus.2018.0003 Lean in Sub-Saharan Africa: Literature Review review and reinterpretation. Pro- 2011, pp. 37–51. http://www.asocsa .my/16097/1/shardy_Abdullah.pdf ceedings IGLC-21, July 2013, For- .org/documents/proceedings/2011- (last accessed 6/5/2018). taleza, Brazil. ASOCSA-6thBE-conference-Johann 53. Hussain SMAM, Nama AM, and 39. Ciribini A, Bolpagni M, and esburg-RSA.pdf (last accessed 5/20/ Asra F. Barriers to implement lean Oliveri E. An innovative approach to 2018). principles in the Indian construction e-public tendering based on model 46. Yu H, Al-Hussein M, Al-Jibouri industry. Int J Innov Res Adv Eng checking. Procedia Econ Finance S, et al. Lean transformation in a (IJIRAE) 2016;01(3):1–6. 2015;21(2015):32–39. https://core.ac modular building company: A case 54. Radhika R, and Sukumar S. An .uk/download/pdf/80139151.pdf (last for implementation. J Manag Eng overview of the concept of lean accessed 5/24/2018). 2013;29(1):103–111. construction and the barriers in its 40. Eastman CM, Teicholz P, Sacks 47. Ghosh S, Bhattacharjee S, Pish- implementation. Int J Eng Technol R, et al. BIM Handbook: A guide to dad-Bozorgi P, et al. A case study to Manag Res 2017;4(3):13–26. http:// Building Information Modeling for examine environmental benefit of lean www.ijetmr.com/Articles/Vol4Iss3/ Owners, Managers, Architects, En- construction. 22nd Annual Conference 02_IJETMR17_A03_16.pdf (last acce- gineers and Contractors, 2nd ed. John of the International Group for Lean ssed 5/24/2018). Downloaded by 154.114.16.26 from www.liebertpub.com at 06/07/19. For personal use only. Wiley & Sons, New York, 2011. Construction (IGLC), Oslo, Norway, 55. Johansen E, and Walter L. Lean 41. Dave B, Koskela L, Kiviniemi A, 2014. http://iglc.net/Papers/Details/966 construction: Prospects for the Ger- et al. Implementing Lean in Con- (last accessed 5/23/2018). man construction industry. Lean struction. Lean Construction and 48. McGraw Hill Construction Constr J 2007;3(1):19–32. BIM. CIRIA, C725, London, 2013. SmartMarket Report. Lean Con- 56. Ayalew MT, Dakhli MZ, and 42. Gao S, and Low SP. Barriers to struction: Leveraging Collaboration Lafhaj Z. The future of lean con- lean implementation in the construc- and Advanced Practices to Increase struction in Ethiopian construction tion industry in China. J Technol Project Efficiency 2013. https://www industry. Int J Eng Res Technol Manag in China 2014;9(2):155–173. .leanconstruction.org/media/docs/ (Ahmedabad) 2016;5(2):107–113. https://doi.org/10.1108/JTMC-12- Lean_Construction_SMR_2013.pdf 57. Adegbembo TF, Bamisaye OP, 2013-0043 (last accessed 5/20/2018). (last accessed 6/5/2018). and Aghimien DO. Assessment of 43. Aiggbavboa C, Oke A, and Mo- 49. Emuze FA, and Khetheng A. lean construction practice in the maoti T. Drivers and barriers of lean Workers’ safety on construction sites: Nigerian construction industry. In construction practice in South Afri- Use of PPEs in Lesotho. In Proceedings Proceedings of the Joint International can construction industry. Interna- of the 9th CIDB Postgraduate Con- Conference (JIC), on 21st Century Ha- tional Conference on Innovative ference, February 1–4, 2016. Cape bitat: Issues, Sustainability and Devel- Production and Construction (IPC), Town, South Africa, pp. 225–228. opment. Akure, Nigeria, Mar. 21–24, Sept., 29–30, 2016, Perth, Australia. 50. Sarhan S, and Fox A. Barriers to 2016, pp. 756–764. http://eprints 44. Smith JP, and Ngo K. Im- implementing lean construction in .lincoln.ac.uk/25194/2/COMPLETE% plementation of lean practices among the UK construction industry. The 20BOOK%20OF%20PROCEEDING finishing contractors in the US. In Built and Human Environment Re- %20160923.pdf2016JIC-ST4-016.pdf Walsh K, Sacks R, and Brilakis I view, 2013. http://eprints.lincoln.ac (last accessed 5/23/2018). (eds.), Proceedings of the 25th Annual .uk/28877/ (last accessed 5/20/2018). 58. Emuze FA. A discourse on lean Conference of the International Group 51. Liker JK. The Toyota Way: 14 construction in Africa, using a supply for Lean Construction (IGLC). Her- Management Principles from the chain example. J Constr Project aklion, Greece, July 9–12, 2017, pp. World’s Greatest Manufacturers. Manag Innov 2017;7(1):1664–1674. 421–428. https://doi.org/10.24928/ McGraw-Hill, New York/London, 2017/0182 (last accessed 5/20/2018). 2004. Address correspondence to: 45. Ayarkwa J, Agyekum K, and 52. Abdullah S, Abdul-Razak A, Evelyn Lami Ashelo Allu Adinyira E. Perspective for the im- Abubakar A, et al. Towards Produ- Postdoctoral Research Fellow plementation of lean construction in cing Best Practice in the Malaysian Department of Built Environment the Ghanian construction industry. Construction Industry: The Barriers Central University of Technology (CUT) In Proceedings of the 6th Built En- in Implementing the Lean Con- Bloemfontein, South Africa vironment Conference. Johannes- struction Approach. Universiti Sains burg, South Africa, July 31-Aug. 2, Malaysia 2009. http://eprints.usm E-mail:

MARY ANN LIEBERT, INC. • Vol. 11 No. 3 • June 2018 • DOI: 10.1089/sus.2018.0003 Sustainability 135