@inproceedings{Freitas2026_2508,
  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. and Gan, Vincent},
  title = {Recognition as an engagement mechanism in Kaizen programs in construction},
  booktitle = {Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)},
  year = {2026},
  pages = {1099--1109},
  address = {Singapore, Singapore},
  issn = {2789-0015},
  doi = {10.24928/2026/0205},
  url = {https://www.iglc.net/papers/details/2508},
  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.},
  keywords = {Kaizen, lean construction, recognition, engagement, sustainability.},
}