TY  - CONF
TI  - From Lean projects to Lean enterprise: using Hoshin Kanri to make Lean Construction stick
C1  - Singapore, Singapore
C3  - Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)
SP  - 957
EP  - 967
PY  - 2026
DO  - 10.24928/2026/0124
AU  - Kasih, Richardus N.
AU  - Tommelein, Iris D.
AU  - Coelho, Rafael V.
AU  - Utomo, Richardus B.
AU  - Kasih, Gerardus B.
AD  - 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
AD  - 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
AD  - 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
AD  - President, Lean Construction Institute Indonesia (LCII), Jakarta, Indonesia, budiutomo@leanconstruction.id, orcid.org/0009-0001-0913-2494
AD  - Consultant, PQI Consultant, Jakarta, Indonesia, gerardusblesto@pqiconsultant.com, orcid.org/0009-0004-8848-2151
ED  - Hamzeh, Farook
ED  - Poshdar, Mani
ED  - Garcia-Lopez,, Nelly P.
AB  - 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.
KW  - Lean Construction (LC)
KW  - Hoshin Kanri (HK)
KW  - enterprise-level implementation
KW  - policy deployment
KW  - organizational learning.
PB  - 
T2  - Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)
DA  - 2026/06/22
CY  - Singapore, Singapore
L1  - http://iglc.net/Papers/Details/2452/pdf
L2  - http://iglc.net/Papers/Details/2452
N1  - Export Date: 19 June 2026
DB  - IGLC.net
DP  - IGLC
LA  - English
ER  -