Lean construction management: A catalyst for evaluating and enhancing prefabricated building project performance in China

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dc.citation.volume94
dc.contributor.authorLi CZ
dc.contributor.authorTam VWY
dc.contributor.authorHu M
dc.contributor.authorZhou Y
dc.date.accessioned2025-07-02T03:51:57Z
dc.date.available2025-07-02T03:51:57Z
dc.date.issued2024-10-01
dc.description.abstractThe development of prefabricated construction in China has encountered challenges that prevent it from fully realizing its potential advantages. To overcome the challenges, this research examines the implementation of lean construction management in prefabricated building projects as a strategic approach to enhance their performance. Initially, this study examines the casual links between the driving factors of lean construction management and the performance indicators in prefabricated buildings by employing a structural equation model. Moreover, a fuzzy comprehensive evaluation method is used to assess the performance of a selected prefabricated building across the four dimensions: project schedule, quality, cost and safety. Furthermore, through the analysis and research above, this paper proposes a performance enhancement path for prefabricated building projects based on the key driving factors of lean construction management. The research identifies 23 driving factors and 16 performance indicators. 13 key driving factors are identified, including (1) accurate positioning and lean evaluation of the project, (2) identification of project product market demand, (3) modular collaborative design of the project implementation plan, (4) component production plant standardization, (5) production procurement costs reduction, (6) distance and cost of component transportation reduction, (7) lean transportation program plan, (8) construction and assembly costs reduction and waste elimination, (9) modular parallel construction, (10) lean construction assembly technology and management technology, (11) internal performance incentive mechanism of the project organization, (12) lean culture cultivation and lean management training, and (13) support from senior management. In addition, this research proposes a performance enhancement path for prefabricated buildings. The findings contribute to the theoretical knowledge of lean construction management in prefabricated building projects and offer valuable guidance for its practical implementation.
dc.description.confidentialfalse
dc.identifier.citationLi CZ, Tam VW, Hu M, Zhou Y. (2024). Lean construction management: A catalyst for evaluating and enhancing prefabricated building project performance in China. Journal of Building Engineering. 94.
dc.identifier.doi10.1016/j.jobe.2024.109930
dc.identifier.eissn2352-7102
dc.identifier.elements-typejournal-article
dc.identifier.number109930
dc.identifier.urihttps://mro.massey.ac.nz/handle/10179/73156
dc.languageEnglish
dc.publisherElsevier Ltd
dc.publisher.urihttps://www.sciencedirect.com/science/article/pii/S2352710224014980
dc.relation.isPartOfJournal of Building Engineering
dc.rights(c) The author/sen
dc.rights.licenseCC BYen
dc.rights.urihttps://creativecommons.org/licenses/by/4.0/en
dc.subjectPrefabricated building project
dc.subjectLean construction management
dc.subjectProject performance
dc.subjectStructural equation model
dc.subjectFuzzy comprehensive evaluation
dc.titleLean construction management: A catalyst for evaluating and enhancing prefabricated building project performance in China
dc.typeJournal article
pubs.elements-id501277
pubs.organisational-groupOther
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