Análise de aspectos estratégicos da Lean construction em construtoras cearenses

Abstract

Proposal: This research work deals with possible connections between lean construction applications and strategic planning. It derives from practical experiences with lean construction implementation in a group of 14 building companies in Fortaleza, northeast of Brazil, from 2000 to 2005. Some of those companies were successful, while others stepped down their managerial standards after lean construction development efforts. At the time it was not possible to link those different performances to strategic decisions taken by managers. Thus this research work purports to investigate how those building companies were managed in terms of strategic decisions and what is the place lean construction concepts might take to reinforce those high level decisions. Research Method: Interviews were conducted both with site agents and company directors in order to produce a diagnose on the use of strategic planning concepts.. The opportunity was taken also to address lean construction consultants on how they view the role of strategic planning in lean development activities. Site visits were undertaken to get a better understanding on lean concepts impact in operational terms. Results indicate that most of the interviews have difficulties in making explicit their strategic decisions. They also accept contradictory management action in terms of strategic alignment. Apparently logical connections between strategy and action are not taken as necessary for successful lean implementation. Contribution: Having disclosed an apparent missing connection between strategy and lean construction implementations, this paper envisages to bring to light this new field of academic interest.