Lean construction is a philosophy based on the concepts of lean manufacturing and is concerned with improving the construction process to profitably deliver what the customer needs. Lean thinking is about designing and operating the right process and having the right systems, resources and measures to deliver things right first time. It is focused on value, more than on cost and seeks to remove all non-value adding components and processes whilst improving those that add value. The goal is an integrated process where products are pulled by the customer, and flows from one value-adding step to the next.

Construction projects contain significant non-value adding elements, known as waste. Cardiff Business School has assessed the industry and estimates that 40% of direct or support activities add value to a project while the remaining 60% is waste. Waste can take on many forms within construction but some common examples include; working out of sequence, defects, double handling, delayed or premature material deliveries, and products and services that do not meet the customer''s needs.

Lean relies on changes at a practical level, and affects everyday working practises. It identifies the precise requirements of the client and the construction processes that are currently being used to deliver these. An assessment of these processes identifies where value is not being added and removes them, producing an increase in efficiency. The timely delivery of materials or the reduction in snagging items are obvious examples where waste can be removed from construction processes, resulting in a better product for the client and increased profits for contractors.

The principles of lean thinking can be applied to the construction industry but will only be effective if the focus is on improving the whole process. This means that all parties need to be committed to the process and will therefore be more applicable to projects where partnering is actively undertaken.

Lean thinking applies in all stages of a construction project, as highlighted by the following few examples;

• Design - focus on client value, close co-operation between designers, contractors and specialist suppliers, design for standardisation and pre-assembly

• Procurement - supply chain management, transparency of costs, partnering

• Production - benchmarking, programming and clear identification of critical path

• Construction - clear communications, training to provide a well motivated and flexible workforce, daily progress reporting

The Construction Lean Improvement Programme (CLIP) was created in 2003 to support the UK construction industry, inspired by the Egan report, to improve its performance. The results of seven pilot projects, based on real construction projects, have demonstrated productivity improvements of up to 50% and reductions in lead-in times of 40%.

Construct Wales has identified that Lean Construction provides a way to do more with less whilst providing customers with exactly what they want. The programme has experienced assessors who can assist in identifying waste and achieve significant savings for all sizes of companies thoughout the construction process.