Barriers to the Implementing Lean Design and Construction in Kenya

Abstract

This study examines the barriers to lean design and construction implementation in Kenya, emphasising the need for an integrated approach that combines leadership commitment, proper training, cultural change, and effective project management. The literature review identifies key barriers, including inadequate management commitment, lack of training in lean principles, absence of a lean culture, unclear roles and responsibilities, insufficient technical knowledge, poorly managed project planning, and external factors such as fluctuations in customer demand. A mixed-method research approach, encompassing both quantitative and qualitative methodologies, is adopted, targeting professionals in the construction industry, including architects, quantity surveyors, engineers, and building contractors of NCA Category 6 and above. Stratified simple random sampling was employed from which a representative sample was selected. Data collection involves a customised questionnaire designed to assess opinions regarding barriers to implementing lean in design and construction processes. The results aim to highlight the challenges faced and provide insights into enhancing productivity and value within the Kenyan construction sector. Five main challenges were identified, namely: poor contract administration, lack of lean culture, leadership disconnect, cost and market barriers, and employees’ inertia.