STDYING THE BARRIERS AFFECTING THE LEAN IMPLEMENTATION IN THE CONSTRUCTION INDUSTRY IN QATAR USING RELATIVE IMPORTANCE INDEX

Abstract

Lean implementation in the construction industry has gained significant attention worldwide due to its potential to improve efficiency, reduce waste, and enhance project outcomes. However, various barriers often impede the successful adoption of lean practices, particularly in dynamic environments like Qatar's construction sector. This study investigates the hierarchy of barriers affecting lean implementation in the Qatari construction industry using the Relative Importance Index (RII) methodology. The research methodology involved administering a survey to industry professionals representing diverse roles and sectors within the construction domain in Qatar. The survey focused on identifying the perceived importance of different barriers to lean implementation using a Likert scale. Data collected from the survey were analyzed using the RII approach, which allowed for the systematic ranking of barriers based on their relative importance. The survey findings revealed several key barriers that significantly impact lean implementation in the Qatari construction industry. Notably, lack of top management commitment emerged as the most critical barrier, followed by an unsupportive organizational culture and inadequate training or awareness about lean principles. These findings underscore the pivotal role of leadership engagement and organizational culture in driving successful lean initiatives. Additionally, challenges related to stakeholder communication, financial constraints, and resistance to change were identified as notable barriers hindering lean adoption in the Qatari context. The RII analysis provided a structured framework for prioritizing these barriers based on their perceived importance, offering valuable insights for industry stakeholders and policymakers. By understanding the hierarchical nature of these barriers, construction organizations can develop targeted strategies to address the most critical challenges and facilitate smoother lean implementation processes. This study contributes to the existing body of knowledge on lean implementation in the construction industry, particularly in the context of Qatar, by providing empirical evidence of the key barriers and their relative importance. The findings offer practical implications for industry practitioners, project managers, and policymakers seeking to enhance the effectiveness of lean practices in construction projects. Ultimately, overcoming these barriers can lead to improved project outcomes, enhanced competitiveness, and sustainable growth in the Qatar construction industries.