IGLC.net
EXPORT DATE: 28 June 2025

@CONFERENCE{Martinez2025,
author={Martinez, Eder and Pfister, Louis and Forcael, Eric },
editor={Seppänen, Olli  and Koskela, Lauri  and Murata , Koichi  },
title={The Impact of Lean Training Programs on Behavior and Organizational Performance}, 
journal={Proceedings of the 33rd Annual Conference of the International Group for Lean Construction (IGLC 33)}, 
booktitle={Proceedings of the 33rd Annual Conference of the International Group for Lean Construction (IGLC 33)}, 
year={2025},
pages={1562-1572},
url={http://www.iglc.net/papers/details/2392},
doi={10.24928/2025/0230},
affiliation={ Head of Lean Division Civil Engineering, Implenia AG, Thurgauerstrasse 101A, Glattpark (Opfikon) 8152,  Switzerland, eder.martinez@implenia.com, orcid.org/0000-0001-7918-9421    ; Global Head Quality, Implenia AG, Thurgauerstrasse 101A, Glattpark (Opfikon) 8152, Switzerland,  Louis.Pfister@implenia.com  ; Professor, Facultad de Ingeniería, Universidad San Sebastián, Concepción, Chile, eric.forcael@uss.cl,  orcid.org/0000-0002-3036-4329   },
abstract={Training and education are critical enablers of lean implementation. However, many organizations still face challenges in assessing the impact of training on individual behaviors and overall organizational performance. This challenge is exacerbated by a lack of robust research and well-defined frameworks for systematically assessing the effectiveness of lean training programs. This study addresses this gap through a case study examining the influence of a training program on participants’ engagement with lean principles and the adoption of practices into their daily business and operations. Data was collected from 99 construction professionals using a post-training survey to measure lean implementation levels. Results indicate that 80% of participants adopted lean tools and methods after completing the training. Evidence from various lean implementations carried out by participants after the training covered a wide range of business scenarios, resulting in both qualitative and quantitative benefits. These include reduced process lead times, increased production capacity, and improved communication efficiency. These findings offer empirical evidence of the effectiveness of lean training, contributing to academic discussion while providing actionable insights for designing training programs that deliver measurable and sustainable improvements. },
author_keywords={Lean Training, Lean thinking, Training and education, Lean Training Impact, Organizational Performance. },
address={Osaka and Kyoto, Japan },
issn={2789-0015 },
publisher={ },
language={English},
document_type={Conference Paper},
source={IGLC},
}