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EXPORT DATE: 19 June 2026

@CONFERENCE{Kasih2026,
author={Kasih, Richardus N. and Tommelein, Iris D. and Coelho, Rafael V. and Utomo, Richardus B. and Kasih, Gerardus B. },
editor={Hamzeh, Farook and Poshdar, Mani and Garcia-Lopez,, Nelly P. },
title={From Lean projects to Lean enterprise: using Hoshin Kanri to make Lean Construction stick}, 
journal={Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)}, 
booktitle={Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)}, 
year={2026},
pages={957-967},
url={http://www.iglc.net/papers/details/2452},
doi={10.24928/2026/0124},
affiliation={MS Student, Civil and Envir. Eng. Dept. and Project Production Systems Laboratory (P2SL), University of California, Berkeley, CA, USA, nugrakasih@berkeley.edu, orcid.org/0009-0001-9821-0481 ; Distinguished Professor, Civil and Envir. Eng. Dept., Director, Project Production Systems Laboratory (P2SL), University of California, Berkeley, CA, USA, tommelein@berkeley.edu, orcid.org/0000-0002-9941-6596 ; PhD Candidate, Civil and Envir. Eng. Dept. and Project Production Systems Laboratory (P2SL), University of California, Berkeley, CA, USA, rvcoelho@berkeley.edu, orcid.org/0000-0003-3298-3622 ; President, Lean Construction Institute Indonesia (LCII), Jakarta, Indonesia, budiutomo@leanconstruction.id, orcid.org/0009-0001-0913-2494 ; Consultant, PQI Consultant, Jakarta, Indonesia, gerardusblesto@pqiconsultant.com, orcid.org/0009-0004-8848-2151 },
abstract={Lean Construction research has shown that project teams can achieve meaningful improvements in planning reliability, coordination, and performance. However, these gains often weaken once projects end, as teams disperse, priorities shift, and improvement routines are not consistently carried forward. This recurring reset highlights a key gap: while Lean Construction has been extensively studied at the project level, limited attention has been given to the enterprise-level governance systems required to sustain implementation over time in project-based firms. This paper addresses that gap by examining Hoshin Kanri (HK) as a strategic management system that may support long-term Lean sustainment. Using an exploratory, interpretive literature synthesis of Lean Construction, Hoshin Kanri, and organizational learning literature, the study identifies recurring implementation barriers and analyzes how HK governance mechanisms may respond. The analysis highlights three sustainment challenges: initiative overload, uneven adoption across projects, and weak cross-project learning. It then shows how HK mechanisms—priority focus, cross-level alignment, and structured review cycles—may help connect enterprise strategy with project execution and ongoing learning. The paper reframes Lean sustainability as an enterprise governance problem rather than a tool deployment issue and proposes propositions to guide future empirical research. },
author_keywords={Lean Construction (LC), Hoshin Kanri (HK), enterprise-level implementation, policy deployment, organizational learning. },
address={Singapore, Singapore },
issn={2789-0015 },
publisher={ },
language={English},
document_type={Conference Paper},
source={IGLC},
}