Lean transformation isn’t a quick fix; it’s an ongoing process. When choosing an Architecture, Engineering, and Construction (AEC) team for a project, Owners must distinguish between genuine Lean practitioners and those merely paying lip service to the concept. Here are five critical questions to assess a provider’s actual Lean experience.
Is Lean Integrated into Their Core Operations?
The first indicator of true Lean commitment is whether the company has internally adopted Lean principles beyond client demands. Look for evidence of internal process improvements in areas like estimating, proposal development, and invoicing. Real Lean companies establish dedicated “Lean Teams” and actively pursue internal efficiency gains.
Is Leadership Truly Engaged?
Even companies with some Lean exposure may lack genuine leadership buy-in. If the Owner, CEO, or Chief Operations Officer isn’t actively championing Lean, the project risks falling short of its potential. True commitment requires willingness to properly staff the project, invest in training, and support collaborative planning.
What Concrete Steps Have They Taken?
Beyond words, assess tangible actions. Has the company joined organizations like the Lean Construction Institute (LCI) or the Construction Users Roundtable (CURT)? Have they created dedicated Lean leadership roles or steering teams? Do they invest in staff training and external resources? Ensure the team assigned to your project possesses actual Lean experience.
What Lean Tools Do They Utilize, and Why?
Lean tools vary in sophistication. Some merely replicate traditional methods electronically, while others support rigorous production system analytics. As of late 2016, few tools effectively supported advanced practices like Pull Planning and embedded Production Management. If a provider relies on basic scheduling systems, they may still be in the early stages of their journey.
What Measurable Results Have They Achieved?
Look beyond budget and schedule savings. Seek examples of lessons learned, skills developed, and improved quality or safety outcomes. Genuine Lean practitioners foster collaboration and creativity, enabling subcontractors or design consultants to contribute value-creating ideas.
If a provider struggles to answer these questions, they are likely in the early stages of their Lean journey. This isn’t necessarily a deal-breaker, but it requires joint development efforts, commitment to learning, and a method for in-process evaluation to drive continuous improvement. Prioritizing these steps ensures a successful Lean implementation
