A Comprehensive Model for Lean Construction Practices for Sustainable Megaproject Delivery

Bibliographic Data

ID12306128
AuthorsAbdelazim Ibrahim (0000-0002-4487-4151, Department of Building and Real Estate the Hong Kong Polytechnic University Hung Hom Hong Kong, corresponding author), Tarek Zayed (0000-0003-3249-7712, Department of Building and Real Estate the Hong Kong Polytechnic University Hung Hom Hong Kong), Zoubeir Lafhaj (0000-0003-1985-9176, Laboratoire de Mecanique Multiphysique Multiechelle, LaMcube, UMR 9013, Centrale Lille, CNRS Universite de Lille Lille France)
Year2025
Volume34
Issue1
Pages1429-1462
Publication date2025-10-15
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueSustainable Development (JOURNAL)
Journal identifiersISSN: 0968-0802 • E-ISSN: 1099-1719
PublisherWiley (PUBLISHER • GB)
DOI10.1002/sd.70313
OpenAlexW4415269703
LanguageEN
Citations received1
References cited151

Megaprojects, characterized by immense scale and complexity, frequently suffer from inefficiencies, cost overruns, and delays. Lean Construction (LC) offers a strategic solution to enhance efficiency and sustainability, yet its adoption lacks empirically validated, context‐specific frameworks, particularly in rapidly developing economies like China. This study bridges this gap by developing and validating a comprehensive model linking lean construction practices (LCPs) to LC adoption (LCA) in megaprojects. Through a mixed‐methods approach, literature review, expert interviews, and a survey of 379 professionals, 35 LCPs were identified and categorized into six constructs. Structural equation modeling (SEM) confirmed that all six LCP categories significantly and positively influence LCA ( p < 0.001). People Involvement and Continuous Improvement emerged as the strongest predictor ( β = 0.241), followed by safety and quality assurance ( β = 0.202), customer focus and waste elimination ( β = 0.195), standardization and process transparency ( β = 0.192), flow and pull systems ( β = 0.130), and planning and scheduling ( β = 0.110). Subsequently, fuzzy synthetic evaluation (FSE) prioritized “Planning and Scheduling” as the highest‐impact practice, followed by “Flow and Pull Systems” and “Customer Focus and Waste Elimination.” This dual‐method validation not only confirms the theoretical model but also provides a practical, prioritized roadmap for policymakers and practitioners. The findings offer actionable strategies to reduce waste, enhance collaboration, and improve sustainability, making a critical contribution to resilient global infrastructure development

Audit · Lean Construction · Lean manufacturing · Lean project management · Megaproject · Process (computing · Standardization · Transparency (behavior · Triple Bottom Line · BIM and Construction Integration · Construction Project Management and Performance · Quality and Supply Management

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