Lean Construction and Respect for People
Here is a short video where I talk about the personal benefits of working with teams that respect people. Below, I wrote more about the benefits for business.
In the construction industry, we focus on schedules and budgets (which are crucial), but at the heart of every successful project are the people who bring it to life. Lean Construction recognizes this through one of its fundamental principles: Respect for People.
In this post, we will explore the origins of this concept, why it matters, and how it transforms construction sites into places of innovation, safety, and efficiency. There are a lot of interpretations out there. I will reference some others here, mixed with my own.
Lean Management
Traditional production management systems have treated workers as interchangeable resources rather than individuals with unique tendencies and limitations. That’s the old-school industrial factory way.
Lean production management has similar aims; to improve efficiency and quality by eliminating waste and optimizing processes (hence the name Lean). However, it’s based on the idea that everyone can identify problems and suggest improvements. This newer, people-centric approach has been used more recently in manufacturing and is increasing in construction.
The Origins of “Respect for People”
Respect for People, or at least the branding of it, is rooted in the Toyota Production System. Actually, I think the origins of Lean manufacturing go back further, for example W. Edwards Deming (who was involved in the evolution of manufacturing in post-WWII Japan) wrote a lot of similar stuff and he got some of that from other people before him. After all, Lean management is basically an iterative process.
Anyway, Japanese manufacturers put together some effective principles and processes to make really high-quality products consistently and at affordable prices. There are great lessons to learn from that.
When Toyota developed their approach to manufacturing, they recognized that their workers were not just cogs in a machine but individuals with valuable skills, experiences, and insights.
Unlike traditional top-down management styles, the Toyota Production System empowered workers at every level to solve problems, suggest improvements, and take ownership of their work. The results were higher productivity, fewer defects, and a workforce that was deeply invested in the company’s success.
When Lean principles were later adapted for construction, this core idea carried over. Construction, like manufacturing, is a team effort. Every worker, from laborer to project manager, plays a critical role. By respecting people, not just as employees, but as problem-solvers and contributors to the whole project, we create job sites that are more efficient, safer, and ultimately more successful at getting projects done on schedule and budget.
Respect is Not Just Being Polite
People tend to think respect means being polite. I would argue that a person can be polite while being disrespectful. Think about it… For example, passive aggressive behavior, being negative and resentful, but somehow kind of fake polite. That’s disrespectful.
So, when we talk about Respect for People, we’re not just talking about being polite.
Respect for People Means Respect for Human Nature
Let’s take a quick dive into the etymology of the term “Respect for People”: A while ago, I heard Hal Macomber talking with Jason Schroeder on the Elevate Construction podcast (episode 945) about Lean Construction and Hal mentioned that he heard from Norman Bodek, who made a lot of the Japanese books about Lean manufacturing available in English, that the English translation should have been more like “respect for human nature.”
This distinction emphasizes designing systems that accommodate natural human behavior rather than just enforcing respect.
Understanding Human Nature in Production Systems
Humans have social, psychological, and cognitive tendencies that should be accounted for in system design. Here are some examples:
- Desire for meaning, purpose, autonomy, and esteem.
- Cognitive biases, prior experiences, and paradigms.
- Different aptitudes or learning disabilities.
- Distractibility and shifting attention.
- Hesitation to ask for help due to pride or other reasons.
- Fear of potential job loss
- Fear of authority.
- Resistance to unjust leadership.
Designing Systems with Human Nature in Mind
Successful systems, such as aviation safety measures, incorporate fail-safes to prevent human error from leading to catastrophic failures. In construction, similar principles should be applied to account for human limitations and create resilient workflows. The key is not just optimizing processes mechanically but also considering the socio-technical aspect of production. Leadership can also negatively impact projects, so we should also design systems that mitigate the risk of leadership failures.
Keys to Respect for People in Lean Construction
Respecting Human Nature
People want to do meaningful work, be heard, and have a sense of purpose. When workers feel like their voices matter, they are more engaged, more productive, and more likely to take pride in their work.
Considering Each Person as an Individual
Every worker has different strengths, experiences, and challenges. Respect means understanding what each person brings to the table and creating an environment where they can do their best work.
Holding Each Other Accountable
Respect doesn’t mean avoiding tough conversations. It means being honest and direct in a constructive manner. It means setting high expectations and holding each other to them. It’s about ensuring that everyone does their part, as a team with a commitment to excellence and integrity.
Building a Culture of Trust
When workers trust that leadership values their input and prioritizes their safety, they are more likely to speak up about problems, suggest improvements, and take initiative.
How to Apply Respect for People in Lean Construction
Empower Workers
Respect starts with listening. The people on the ground often have the best insights into how to improve processes. Lean Construction encourages bottom-up problem-solving, giving workers the tools and authority to identify inefficiencies and implement solutions.
Prioritize Safety and Well-Being
Safety is more than compliance, it’s a reflection of respect. Workers should never have to choose between meeting a deadline and protecting themselves. Respect for People means creating an environment where speaking up about safety concerns is encouraged and acted upon.
Support Growth and Development
A workforce that is constantly learning is a workforce that continuously improves. Investing in training, mentorship, and career development shows workers that they are not just temporary labor but valued members of a team.
Encourage Collaboration
Lean Construction breaks down traditional silos between trades, management, and leadership. When teams communicate openly and work together toward shared goals, projects run smoother, and innovation flourishes.
Don’t Blame the Worker, Fix The System
Mistakes are not usually a worker’s fault. Most mistakes happen because the system allows them to. Maybe the process wasn’t clear, the training was inadequate, the wrong tool was used, the schedule was unrealistic, the leadership was inattentive, etc. Fix the system, and you fix the mistakes.
Other Ways to Show Respect
Those are just some general applications. We could dig into more details such as fair compensation, work-life balance (or harmony), other forms of recognition and appreciation, etc.
There are lots of other ways to show respect for people, which are up to us to figure out, and do the best we can to continuously improve…
How do you show respect for people? What are some specific suggestions you would make to improve a company’s culture to better respect people?
Please comment down below if you have any suggestions.
Why Respect for People is Essential in Construction
Construction is one of the most complex, high-risk industries. Without collaboration, communication, and a shared sense of responsibility, projects fall apart. Lean Construction and Respect for People leads to:
Safer Job Sites
When workers feel valued, they are more likely to follow safety protocols, report hazards, and look out for one another.
Higher Quality Work
Engaged workers take pride in their craft and are more invested in delivering a great final product.
Greater Efficiency
When teams collaborate effectively, work flows more smoothly, mistakes are caught early, and rework is reduced.
Stronger Teams
A culture of respect reduces turnover, improves morale, and fosters a sense of teamwork and shared purpose.
The Long-Term Big-Picture Impact of Respect for People
Lean Construction isn’t just a bunch of techniques, it’s a philosophy that values the human side of the industry. Respect isn’t just a principle that we talk about, it should be the start of everything we build.
Ultimately, construction is about more than just building structures, it’s about building teams, careers, and a future for the industry. When we embrace Respect for People, we don’t just create better workplaces, we create better projects, stronger companies, and a culture where people want to stay and grow.
Questions to Ask Yourself
The next time you step onto a job site, ask yourself: How am I showing respect today? Am I listening? Am I holding myself and others accountable? Am I fostering a workplace where people feel valued?
More About Lean Construction
Lean is not necessarily a specific system, set of tools, or certification. Lean is a way of thinking that gets better results. We use Lean principles to implement systems that are effective and adaptive.
Basically, to implement Lean, we:
1. Start with respect for people,
2. Then build stability in the work environment,
3. Then optimize the flow of work,
4. Then continuously improve.
The results are less waste and more value.
I will write more posts about those other steps.
It’s a bit much to go on and on about respect like this. I wanted to include background, context, and reiterate some points, because I believe it’s important. I hope I have explained this clearly and that you understand.
There are many ways to look at, approach, and implement Lean, especially in manufacturing and construction. You can find lots more information out there, some arguing about symbolic foundations and pillars, some rabbit holes that may or may not be helpful, etc.
Resources
Here are some of the most clearly explained and helpful resources that I recommend:
If you’re new to Lean thinking, I recommend the book 2 Second Lean (How to Grow People and Build a Fun Lean Culture at Work & at Home) by Paul Akers. It’s a good way to start.
If you want to learn more about how to implement Lean Construction, I recommend Jason Schroeder’s The Art of the Builder series of books. There are a bunch of them that you can choose from; some for different job positions, some for different processes like scheduling and planning, and some in Spanish. There are even some audio versions.
Jason Schroeder also has a YouTube channel with a lot of relevant videos. Plus, there are some associated Elevate Construction channels; Lean Takt, Lean Superintendent, and Lean Survey.
Hire a Lean Construction Consultant
I have been learning and implementing Lean myself, while helping companies set up systems and train people, and writing little bits about it here on my website (and my LinkedIn too).
By the way, I also do ISO 9001 Quality Management Systems (QMS), and there’s some overlap.
You’re welcome to contact me.