CHAPTER ONE:
INTRODUCTION
1.1. BACKGROUND TO THE STUDY
The construction industry is undeniably a significant contributor to environmental degradation, acting as
both a great exploiter of natural resources and a substantial emitter of wastes (Luangcharoenrat et al.,
2019). New concepts and tools have been adopted in management to deal with challenges imposed by waste
in the construction industry (Varajão et al., 2016), bringing about the concept of lean construction. The
lean concept originated from Toyota production system, which focused on producing based on the customer
needs (Dova and jobin, 2019), the production Industry Preceded construction industry in implementing
Lean methods, according to Chen and Taylor (2009). Lean management and innovation are two key vital
drivers of modern-day businesses. Most of the lean management practices reinforce some mechanisms that
precipitate tendencies for increased productivity and cost control at a price that is akin to an organization’s
level of creativity to (Chen and Taylor, 2009). Today, lean is being applied the world over in virtually
every industry one can imagine, ranging from service, mining, manufacturing, hospitals, hotels, government
and currently construction (Engineers Australia, 2012).
Lean construction (LC) is a method of designing construction schemes in the construction in Lean
construction is a distinguished new practice compared to traditional construction management approaches,
which will lead to a good transformation in the construction industry with the aim of reducing time, effort
and waste of materials (Aisheha et al., 2021). Benachio et al. (2021) found that lean construction promises
triple-quality results faster, cheaper and more efficient than traditional methods. Studies by bajjou et al.,
(2023) showed that construction industry developers refused to apply many thoughts related to the
manufacturing sector, such as implementing Lean Construction. Studies show that the challenges of the
construction sector highlight the need to adopt lean concepts in construction projects (Sepasgozar et al.,
2021). However, there are barriers to the implementation of lean construction.
The construction industry is facing many common complexities and challenges to implement lean
principles in project delivery. (Azadegan et al., 2013; Sarhan and Fox, 2013).
The major challenge in the implementation of Lean Construction is the inappropriate application where
most people are unaware of as stated by (Aisheh et al.,2021). A study by Ayarkwa et al. (2012) identified
and prioritized possible barriers to the successful implementation of lean construction in the Ghanaian
construction industry and measures to overcome potential barriers. The study identified the barriers to
include lack of proper planning and control, lack of teamwork, poor project management, lack of technical
capabilities, lack of financial resources and poor communication between parties, in furthermore Aisheh et
al. (2021) classified these barriers into groups namely; Financial barriers, Managerial barriers, Educational
barriers, Government related issues and attitudinal barriers.
Studies by bajjou et al. (2023) developed and validated a new conceptual model for implementation of
lean construction in morocco. However, a contextual barrier exists, preventing the adaption of such model in
Nigeria. Developing such a model in Nigeria can contribute to improved understanding of these barriers and
successful adoption of lean construction principles in the industry
1.2. STATEMENT OF RESEARCH PROBLEM
Musa et al. (2023) assessed the barriers to adoption of lean construction in Nigeria. Other studies have
assessed the awareness and interrelationships of barriers to implementing lean construction in Nigeria
(Amade et al.,2019; Nwaki et al., 2021; Musa et al., 2023). However, limited research exists on the
quantitative evaluation and benchmarking of barriers to implementation of lean construction in Nigeria,
benchmarking these barriers will improve implementation success (Wuni et al., 2020). This research
intends to address that gap.
1.3. AIM AND OBJECTIVES
1.3.1. AIM
The aim of this research is to model the barriers to lean construction implementation in Nigeria
1.3.2. OBJECTIVES
i. To identify barriers to lean construction adoption.
ii. To assess the barriers to lean construction implementation in Nigeria
iii. To model the barriers to lean construction implementation in Nigeria.
1.4. SIGNIFICANCE OF THE STUDY
i. The study will offer better understanding of the prevalent barriers hindering the implementation
of lean construction.
ii. The research will establish the theoretical checklists of barriers affecting the implementation of
lean construction.
iii. The research will highlight the critical barriers that should be prioritized to improve the
implementation success of lean construction in Nigeria
1.5. SCOPE AND LIMITATIONS
1.5.1. SCOPE
This research will center on key stakeholders (Quantity surveyors, Architects, Project managers Engineers
and contractors) in the construction industry operating within the specified location
1.5.2. LIMITATIONS
i. Risk of bias because the study relies on a subset stakeholder and this may not represent the
broader construction industry
ii. The precision of this study depends on the accuracy of data provided by the respondents.
iii. Time constraints