A construction company operating in the residential and commercial sectors for over 25 years has chosen to undertake, together with Leanbet, a lean mapping and diagnosis process to identify inefficiencies, improve planning, and build a culture of continuous improvement on its construction sites.

 

The initiative stems from the awareness that the construction sector is still characterized by high variability, delays, and rework: over 80% of projects experience delays in schedules and costs, and more than half of rework stems from communication and coordination issues between the various stakeholders in the process.

 

The project included a comprehensive diagnosis of construction processes, from design to execution, using a combination of lean tools and methodologies such as Gemba Walk, Value Stream Mapping, Spaghetti Chart, Makigami, 5S, and the Last Planner System.
The activities were divided into two key phases: experiential training on the construction site involving management, operators, and subcontractors, and consultancy support for data collection and mapping of material and information flows.

 

The analysis revealed the main operational criticalities: fragmented communication between the technical office and the construction site, reactive planning, uncoordinated procurement management, and the lack of shared quality control standards.

Through direct observation and cause-and-effect analysis sessions, the Leanbet team identified numerous opportunities for improvement, with potential reductions in construction times of up to 40%, construction costs of up to 30%, and a significant increase in quality and safety.

 

The process laid the foundation for introducing a new operating model to the sector: Lean Construction, an integrated approach that promotes collaboration among all stakeholders and transforms the construction site into a place of learning and continuous improvement.