IGLC.net
EXPORT DATE: 19 June 2026

@CONFERENCE{Freitas2026,
author={Freitas, Melissa A. and Reck, Raquel H. and Bonkowski, Pedro H. A. and Fireman, Marcus C. T. },
editor={Hamzeh, Farook and Poshdar, Mani and Garcia-Lopez,, Nelly P. },
title={Recognition as an engagement mechanism in Kaizen programs in construction}, 
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={1099-1109},
url={http://www.iglc.net/papers/details/2508},
doi={10.24928/2026/0205},
affiliation={Lean Consultant at Climb Consulting Group, Ribeirão Preto, SP, Brazil, +55 31 995183808,  melissa@climbgroup.com.br, orcid.org/0009-0004-1824-5054   ; PhD and Lean Consultant at Climb Consulting Group, Porto Alegre, RS, Brazil, +55 51 998711561,  raquel@climbgroup.com.br, orcid.org/0000-0003-1928-3461  ; Project Manager at Climb Consulting Group, Caçapava, SP, Brazil, +55 12 992474048,  pedro@climbgroup.com.br, orcid.org/0009-0005-9836-5482  ; Founding partner of Climb Consulting Group and PhD candidate at NORIE/UFRGS, Porto Alegre, RS, Brazil,  +55 51 8216-9070, marcus@climbgroup.com.br, orcid.org/0000-0001-5843-4715 },
abstract={This paper examines the implementation of a structured Kaizen program in the construction industry, focusing on the tension between initial employee engagement and the difficulty of sustaining continuous improvement. The study analyzes a three-month pilot project in a paving company, which linked Kaizen to an internal recognition system for implemented improvements. The research, descriptive and exploratory in nature, combined operational participation data with a survey of employees. The questionnaire assessed nine dimensions, including knowledge, motivation, cross-functional collaboration, recognition, and psychological safety. The results indicate high conceptual clarity and engagement: 94.4% of participants strongly agree that the program objectives are clear, and 88.9% report increased motivation. However, 72% identify the maintenance of improvements as the main challenge. The findings reveal a central tension: recognition mechanisms stimulate participation but are not sufficient to institutionalize continuous improvement as a sustainable practice. The study contributes to Lean Construction by positioning recognition as a key engagement mechanism, highlighting the need to combine it with governance structures and standardization. },
author_keywords={Kaizen, lean construction, recognition, engagement, sustainability. },
address={Singapore, Singapore },
issn={2789-0015 },
publisher={ },
language={English},
document_type={Conference Paper},
source={IGLC},
}