APPLICATION OF LEAN MANAGEMENT FOR LANDSCAPE PRACTITIONERS

Abstract

Derived from the Toyota Production System, Lean Management is a management philosophy aimed to maximise value while minimising non-value-adding wastes within processes. This management tool has been adopted in various industries due to its ability to improve efficiency, productivity, and cultivate a learning organisation while developing people. However, Lean Management in the landscape sector is relatively unknown.

This dissertation seeks to explore the potential implementation of the 14 Lean Management Principles to the landscape construction process. A mixed method research framework is utilised to determine the applicability of the 14 principles to the operations and management of landscape construction projects. Survey questionnaire findings from 43 respondents revealed that LMP 10 (Develop exceptional people and teams who follow your company’s philosophy), LMP 9 (Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others), and LMP 2 (Create continuous process flow to bring problems to the surface) are principles with the greatest potential for implementation. Conversely, LMP 4 (Level out the workload (work like the tortoise, not the hare) is deemed to have the least potential for implementation. Interviews were subsequently conducted to gain insights on the barriers and drivers of Lean management implementation in the landscape industry.

After analysing both quantitative and qualitative results, a revised set of principles based on the existing principles were recommended for implementation by landscape practitioners.

Keywords: Productivity, Lean Management Principles, Landscape Practitioners, Awareness, Likelihood of Implementation, Efficiency