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The term Lean Startup (LS) was coined by Eric Ries, and his 2011 book has popularized the concept with organizations, both startups and established organizations, implementing LS. However the empirical grounding is thin and for a long time this subject has been neglected by academia. The purpose of this paper is to present a systematic literature review (SLR) on LS, while highlighting core knowledge and identify gaps.

A SLR was carried out based on the Preferred Reporting for Systematic Reviews and Meta-Analyses (PRISMA) protocol of Scopus and Web of Science databases. In total, 45 articles published in journals and conferences over 10 years were collected which revealed a number of LS research gaps.

The SLR revealed the tools and methods associated with LS, most cited pros and cons, reasons that cause LS failure, the challenges that companies face in the implementation of LS, and critical success factors (CSFs) that can support these challenges and minimize the reasons for failure.

The findings of the study can be beneficial to practitioners and senior managers in organizations who wish to delve into the journey of LS. The study also discloses challenges and barriers that can hinder the implementation of LS.

Academic publications regarding LS are sparse and this SLR is one of the first SLRs to explore both the critical failure factors (CFFs) and the CSFs based on peer-reviewed journal and conference proceedings.

As with many other procurement management concepts, the early contractor involvement (ECI) strategy provides an opportunity to tap on contractors’ specialist knowledge in the design stage, in order to address and forestall problems before moving onto the construction stage. Such practices have been shown to be quite successful, and are also advocated in the lean construction practice. Following this benefit, the purpose of this paper is to examine the relationships between the operations of ECI and the principles of lean construction for productivity enhancement.

Based on the literature review of 11 principles of lean construction and ECI, various relationships were proposed seeking to integrate the two domains. A questionnaire survey was conducted with different stakeholders in Singapore’s construction industry to measure the strength of the relationships. Interviews were also conducted to gain an understanding of the constraints, reluctance, and possible methods for implementing ECI in Singapore with a convergence with lean construction principles.

The results revealed that, when employing lean construction principles as a yardstick, ECI does contribute to elevating the productivity outcomes of some lean construction principles – in particular, for reducing variability, reducing cycle time, minimizing steps, and increasing output flexibility.

It is promising to marry ECI with lean construction, and that the former does appear indeed able to aid in the productivity improvements of a construction project by embracing the latter. However, it requires the building professionals to raise their awareness of both lean and ECI, so that the implementation of ECI can be carried out in a more effective manner.

In the context of the Singapore construction industry’s push for improvements in productivity, this study posits that productivity benefits in particular can be realized through establishing the linkage between ECI and lean construction principles. The lessons from this study can likewise be adopted by other countries.

The purpose of this paper is to determine whether the implementation of building information modelling (BIM) concepts of the various processes involved in building surveying practice can lead to a reduction in waste. In turn leading to a synergy between BIM functionalities and lean production concepts.

To verify and validate the existence of this synergy between the two methods in building surveying, evidences were gathered from previous literature that supports these interactions. Next, a questionnaire was conducted for the purpose of identifying new interactions and providing further evidence to support existing interactions. Finally, based on the findings from previous literature and the results of the questionnaire, an interaction matrix was constructed linking the two concepts with the relevant evidence found.

The results of the questionnaire show that the BIM functionality with the highest interactions, maintenance of information integrity, had a high correlation with the reduction of variability, cycle time, batch size and promoting standardization of value flow. 4 D model-based scheduling, the second highest functionality, showed a high correlation with the reduction of variability, cycle time, batch size and an increase in the use of visual management. Finally, the results of the interaction matrix between the two concepts showed that the BIM functionalities with the most interactions were maintenance of information integrity, visualization of form and the automated generation of models and documents. The lean principles with the most interactions were reducing variability, cycle time, batch size as well as “enables visual management”. While most of these interactions were positive, negative interactions were also observed. These negative interactions were due to the fact that the level of competency and knowledge in BIM for building surveyors is at reduced levels which can lead to increased human errors.

The significance of this study is to provide the basis for building surveying organizations who wish to implement BIM and how this would lead to a synergy between BIM functionalities and lean principles. Both positive and negative interactions were considered to provide these organizations with different options for waste elimination.

This study investigates the relationship between lean manufacturing practices, management accounting and performance measurement (MAC & PM) practices, organizational strategy, structure, and culture, and facility performance. We extended past research by examining the relationships between lean manufacturing, MAC & PM practices and performance in a broader organizational context. Our study was performed using survey data provided by managers and executives at 368 facilities that had contacted the Shingo Institute for information or that had entered a Shingo Prize competition. Consistent with past research we found a significant positive association between lean manufacturing practices and lean MAC & PM practices. We found that greater employee empowerment, use of process performance measures, and use of lean accounting practices were driven primarily by lean strategy and secondarily by the extent of lean manufacturing practices. We also found that changes in organization structure to support lean are driven primarily by lean strategy and secondarily by lean manufacturing practices. Change toward lean culture, on the other hand, is driven by the extent of lean manufacturing practices. Further, we found that emphasizing process performance measures does not reduce emphasis on results performance measures and emphasizing results performance measures leads to improved financial performance. Process and results measures are being used in tandem and value stream costing has not replaced traditional accounting. The results of our study provide important insights for managers of companies engaged in lean transformation and for academics who teach or research lean accounting.

The construction industry sector is developing rapidly, especially with the increasing pace of the Fourth Industrial Revolution in this sector. Construction projects can benefit from greater integration and collaboration between their technologies and processes to reap the advantages and keep pace with the recent significant technological and managerial techniques developments. Therefore, this study aims to delve into and investigate building information modeling (BIM) and Lean Construction (L.C.) with a concentration on the potential BIM–lean interactions synergy and integration in the Jordanian construction industry.

This study takes exploratory nature, followed by the deductive research approach, and is designed to be a mono-quantitative research methodology. Moreover, the sampling technique is non-probability convenience sampling, and the research strategy is implemented through a questionnaire used and analyzed by using Statistical Package for Social Science to conduct descriptive and inferential statistical analysis and verify the reliability and validity through proper tests.

The BIM–lean interactions synergy and integration findings revealed that eliminating waste (time, cost, resources), promoting continuous improvement (Kaizen) and standardizing as lean construction principles are the most significant and agreeable toward achieving BIM–lean interactions synergy. On the other hand, “High 3D Visualization Modelling” was the most significant BIM function, followed by “Rapid and Auto-Generation of Documents and Multiple Design Alternatives” and “Maintenance of Information and Design Model Integrity.” Moreover, based on the relative importance index (RII) values, “Lack of Technical Expertise in BIM-LEAN” is the most significant challenge with a 0.89 value of RII, followed by “Lack of Government Direction and Standard Guidelines” with a 0.88 value of RII and “Financial considerations” with a 0.83 value of RII.

This study will help provide a new detailed overview that investigates the effects and expected benefits of integrating BIM processes and technological functionalities with lean construction principles within a synergetic environment. Moreover, the study will increase the awareness of using new technologies and management approaches in the architectural, engineering and construction industry, seeking to achieve integration between these technologies to reach ideal results in terms of the outputs of construction operations.

The purpose of this paper is to focus on the analysis of the characteristics and gaps of a literature fragment from the international scientific publications on performance evaluation in lean production, aiming to generate new knowledge and suggestions for future scientific research.

The authors have adopted “ProKnow-C” methodology, a qualitative research approach that is used for literature selection, identification, analysis and reflection on the established characteristics.

From a bibliographic portfolio of 67 research works, 91 per cent of the works have individual metrics and 84 per cent have sets of metrics. Evaluating the focus of the performance measurement system, 34 per cent of works measure performance, 43 per cent compare performance and only 18 per cent assist in strategic planning. Evaluating the phases of the PMS life cycle, 87 per cent attend to the design, and 66 per cent attend to the activities of data collection, allow diagnosis, evaluate performance and communicate results. However, only 3 per cent of the studies analysed the use of PMS after its implementation and no research evidenced the review of metrics and objectives based on strategic planning.

The search formula to capture the bibliographic portfolio (BP) was limited to the following terms: performance measurement, performance evaluation, performance assess*, performance appraisal, management, indicator*, critical factors, best practices, lean production, lean manufacturing and lean system. The BP was determined based on the limitations set by the research authors: articles published in English and Portuguese languages, from 2000 to 2018, in the Engineering Village, Scopus, EBSCO, Web of Science, ProQuest and Science Direct databases, which were freely available on the internet. Lastly, conceptual knowledge was used to select the articles, so there is a chance that unintentional losses could happen.

As practical implications for practitioners, the authors have identified that a PMS from an organisation that aims to become “lean” needs to be defined and revised considering its strategy, adjusting its set of metrics and targets to the internal and external challenges. As practical implications for researchers, opportunities have been identified to develop longitudinal studies in PMS utilisation and review to understand how the measurement system must evolve over time through changes in the internal and external environments of organisations.

This research adds value because its results allow researchers and practitioners to visualise the boundaries of the knowledge from the BP, about performance management in lean production, and what their gaps are in relation to the reference model of performance evaluation. This research is original because it was not observed in the literature review, a research that used the ProKnow-C methodology for analysis of the alignment and gaps between lean production and performance evaluation.

This research aims to develop an approach to assess the reliability of integrated construction supply chains via an integrated model of building information modelling (BIM) and the lean supply chain (LSC). It reflects the synergistic workflow between BIM and LSC as a novel approach to improve the reliability of construction projects.

This research evaluates the reliability of the BIM-LSC approach through a combination of entropy theory, set pair analysis (SPA), and Markov chains (EESM). An exploratory survey was conducted to collect data from 316 industry professionals experienced in BIM and LSC. Subsequently, multiple cycles of calculations were performed with indirect data inputs. Finally, a reliability evaluation index is established for the BIM-LSC approach and potential applications are identified.

The results show that the EESM model of BIM-LSC developed in this study can handle not only supply chain reliability evaluation at a given state but also the prediction of reliability in supply chain state transitions due to changing project conditions. This is particularly relevant to the current environment of the construction project, which is characterised by an increasing level of complexity in terms of labour, technology, and resource interactions.

Future research could consider the accuracy and validity of the proposed model in real-life scenarios with by considering both quantitative and qualitative data across the entire lifecycle of projects.

The research offers a model to evaluate the reliability of the BIM-LSC approach. The accuracy of BIM supply chain reliability analysis and prediction in an uncertain environment is improved.

The BIM-LSC reliability evaluation and prediction presented in this study provides a theoretical foundation to enhance understanding of the BIM-LSC in the construction project context.

The purpose of this paper is twofold: first, a case study on applying lean principles in manufacturing operations to redesign and optimize an electronic device assembly process and its impact on performance and second, introducing cardboard prototyping as a Kaizen tool offering a novel approach to testing and simulating improvement scenarios.

The study employs value stream mapping, root cause analysis, and brainstorming tools to identify root causes of poor performance, followed by deploying a Kaizen event to redesign and optimize an electronic device assembly process. Using physical models, bottlenecks and opportunities for improvement were identified by the Kaizen approach at the workstations and assembly lines, enabling the testing of various scenarios and ideas. Changes in lead times, throughput, work in process inventory and assembly performance were analyzed and documented.

Pre- and post-improvement measures are provided to demonstrate the impact of the Kaizen event on the performance of the assembly cell. The study reveals that implementing lean tools and techniques reduced costs and increased throughput by reducing assembly cycle times, manufacturing lead time, space utilization, labor overtime and work-in-process inventory requirements.

This paper adds a new dimension to applying the Kaizen methodology in manufacturing processes by introducing cardboard prototyping, which offers a novel way of testing and simulating different scenarios for improvement. The paper describes the process implementation in detail, including the techniques and data utilized to improve the process.

This paper aims to focus on integrating a lean framework in a high-mix-low-volume (HMLV) printed circuit board assembly (PCBA) environment to enhance current assembly processes and facility layouts. An HMLV PCBA environment is characterized by stochastic demands, a variety of products in terms of shapes and sizes and different sequences of assembly and test operations, in addition to long cycle times and high fall-out rates.

Preliminary analysis indicates that the push inventory control system led to the longer cycle times, such that various lean methodologies have been applied to enhance the assembly operations. In this research, Kanban sizes for different assembly lines are also estimated to integrate and implement a “pull-system” into the lean framework. In addition, material movement and facility layout have been studied to minimize work-in-process travel time. An “iterative-MAIC” approach has been applied to implement lean principles.

As a result, a lean manufacturing pilot line has been implemented to evaluate the effectiveness of the lean principles before rolling them out across the manufacturing floor. It has been shown that the cycle times of the pilot line products are decreased by 40 per cent and the number of defects decreased by 10-30 per cent, depending on different assembly processes, after the lean implementation.

There is limited literature that addresses lean transformation in an HMLV electronics manufacturing service provider handling several product types with different testing methodologies, frequent product revision changes and higher fall-out rates. Hence, in this research, lean manufacturing has been implemented in an HMLV PCBA environment, which has the challenges of varying demand with a mix of assembly and test operations for different product families.

The construction industry worldwide is looking for overall efficiency in the entire project life cycle. Lean construction and Building Information Modeling (BIM) are together, key constituents in this quest. This study looks to reinforce the contribution of BIM to deliver applied lean principles to enhance productivity and performance.

The study adopts mixed methodologies of Ethnographic Action Research (EAR) and crisp set Qualitative Comparative Analysis (csQCA). The mosaic of case studies provides a descriptive and instrumental approach. While a descriptive approach investigates the interventions and phenomenon relating BIM to Lean, an instrumental approach constitutes exemplars of the interrelated phenomenon of BIM and Lean.

The themes of Elimination of Waste, Kaizen, Respecting the Human Elements, Poke-a-Yoke and Jidoka are contributed to the maximum by BIM. All the case studies discussed evidence of the contribution to Lean, as they enhance end-customer value.

The contribution of BIM towards Lean could encourage collaborations amongst stakeholders for mutual benefits. BIM could enhance decision making, predictive simulation, risk analysis, etc. with many other exciting possibilities of delivering productivity and performance. The study is limited by the insights offered by the individual cases.

The study provides insights into potential developments and research. It is expected to encourage reflective professional practice triggered by innovative thinking for the gainful utilization of BIM to deliver Lean.