The 24th International Group for Lean Construction (IGLC) conference, held in Boston from July 18-24, 2016, served as a vital gathering for over 250 academics and practitioners driving the evolution of lean construction. This article distills key insights from the first two days of the event, highlighting the growing momentum behind lean methodologies and the challenges still facing wider adoption. The conference underscored that lean is no longer a niche concept but an increasingly mainstream approach to project delivery.
Day 1: Gemba Walks and Unconference Discussions
The first day focused on practical application and collaborative discussion. Gemba walks, visits to active work environments, were a central feature. Participants explored construction sites (Consigli, Shawmut, Suffolk), an architect’s office (SBA), and the Lean Enterprise Institute (LEI), gaining firsthand exposure to lean implementation.
Lean in an Architect’s Office: A visit to Steffian Bradley Architects (SBA) revealed the benefits of early contractor and trade partner involvement in design, particularly in Integrated Project Delivery (IPD) projects. However, the success of IPD hinges on a committed owner willing to embrace collaborative decision-making. Misaligned incentives or a lack of trust can derail even the best-intentioned IPD initiatives.
The Lean Enterprise Institute (LEI): The LEI’s approach to lean transformations, emphasizing action research and open knowledge sharing, was showcased. Their office layout, designed to promote visual management and collaborative planning, demonstrated the power of physical space in fostering a lean culture. A key principle at LEI is that any learning from lean transformations must be openly disseminated to the public.
The UnConference: The afternoon UnConference format, driven by participant-generated topics, facilitated lively debate. Discussions centered on overcoming resistance to lean implementation, scaling lean beyond IPD environments, and integrating lean principles into undergraduate curricula. The most popular topic revolved around metrics for lean and Building Information Modeling (BIM) integration, echoing prior research from IGLC Oslo.
Day 2: Industry Leadership and Strategic Commitment
Industry Day kicked off with a CEO panel featuring leaders from Cannistraro, Worcester Air Con, Consigli, and TOC Boston. The consensus was clear: successful lean transformations require buy-in not just from senior leadership, but also from leaders who actively walk the talk. Lean must be embedded in the organization’s core business strategy, not treated as an add-on.
Strategic Integration of Lean: Anthony Consigli emphasized introducing one lean concept per year, building incrementally rather than attempting wholesale change. This aligns with the principle of just-in-time training —learning and applying concepts as needed. Consigli utilizes A3 problem-solving and Choosing By Advantages (CBA) to simplify decision-making and improve team selection. CBA offers an objective framework for evaluating options, particularly in procurement.
Intrinsic Motivation and Culture Shift: Mark Jussaume (TRO Boston) stressed that momentum builds when people are asked to participate, not forced. He cited Dan Pink’s research in Drive, highlighting the importance of intrinsic motivation over financial incentives. A critical shift is moving from an inward mindset (“what I want”) to an outward one (“how my work impacts others”).
Long-Term Commitment: John Cannistraro (Mechanical Contractors) underscored the need for continuous investment in workforce development to ensure long-term survival. Lean is their strategy, not a bolt-on. Derek Drysdale (Former Northern Head of Highways England) reinforced this point, stating that lean will not succeed without strategic integration.
The Momentum Builds
Bevan Mace (Balfour Beatty) presented research indicating that lean project delivery is gaining traction, moving into the early majority stage of adoption. The IGLC and Lean Construction Institute (LCI) have played a vital role in driving this momentum.
The conference concluded with recognition of the driving force behind IGLC Boston, Cynthia C.Y. Tsao, PhD, and the industry chair Hal Macomber, treasurer Shannyn Heyer and the scientific committee Professors Christine Pasquire, Thais Alves, and Justin Reginato.
In conclusion, IGLC Boston 2016 reinforced the growing recognition that lean construction is not just a set of tools but a fundamental shift in how projects are planned, executed, and delivered. The key takeaway is that sustained success requires strategic commitment, a culture of collaboration, and a relentless focus on continuous improvement.
