From Theory to Practice: Operationalizing a Lean Construction Knowledge Framework

Lean Construction (LC) aims to enhance efficiency, minimize waste, and increase value in construction. However, its implementation is inconsistent, especially in developing countries like Jordan, due to a lack of assessment frameworks. This study examines the Lean Construction Knowledge Framework (LCKF) to assess LC capability in Jordan’s construction sector. A qualitative multiple-case study was conducted with three selected construction companies in Jordan, using semi-structured interviews and direct observation. A three-point scoring system evaluated 12 LCKF variables across three knowledge dimensions based on evidence from interviews, observations, and documents. This exploratory study found that most LCKF variables were partially implemented or absent. Effective stakeholder communication was strong, while flow tracking, visual management, and Key Performance Indicators (KPIs) were descriptive and not improvement-oriented. Deficits included a lack of formal training in waste reduction, visualization, and pull-based control, as well as inconsistent adoption of pull planning. A cross-case analysis confirmed shared gaps among the companies, indicating broader challenges in similar contexts. Based on the scoring results and follow-up interviews feedback, the LCKF was translated into a Jordan-specific roadmap that distinguishes between established practices, short-term enhancements, and long-term capability development. The study contributes by highlighting that LC implementation depends on tool adoption, organizational routines, learning mechanisms, and staged capability building.