Industry Day

15 Case Studies presented by Industry Experts

Tuesday, June 27, 2023

Hosted in Lille, the IGLC-31 Industry Day gives people a chance to talk about both local and international projects' best practices and challenges in Lean/IPD project delivery.

The event is designed to facilitate networking with senior-level executives and decision-makers from the French and international Lean Construction communities. It gives people a place to learn about the latest developments, trends, strategies, and policies guided by the principles of Lean/IPD project delivery, share key takeaways and lessons learned, and inspire each other about potential ideas to research and test on pilot projects to develop even better methods for aligning project stakeholders and overcoming project challenges.

English - French simultaneous translation will be provided for the entire Industry Day.

Industry Day Program

08:00 : Attendee Check-In - Coffee and Tea will be available in the Hall

08:30 : Industry Day Opening and Welcoming

09:00 : Case Study 1 : Accelerating the Lean Journey through Partnerships with Academia in England

09:15 : Case Study 2 : Scaling & Sustaining Lean Strategy Training in Denmark

09:30 : Session 1 key takeaways and Q&A

09:40 : Case Study 3 : Scaling & Sustaining Lean Problem Solving Training in Europe

09:55 : Case Study 4 : Scaling & Sustaining Lean Leadership Training in the US

10:10 : Session 2 key takeaways and Q&A

10:20 : Coffee Break

10:50 : Case Study 5 : Lean Construction - Current State in Japan

11:05 : Case Study 6 : Andon, on the Construction Site?

11:20 : Session 3 key takeaways and Q&A

11:30 : Case Study 7 : Managing a Renovation Project in France

11:45: Case Study 8 : Building Culture - Building Success on a Renovation Project in Denmark

12:00 : Session 4 key takeaways and Q&A

12:10 : Plus / Delta for morning session

12:30 : Lunch

13:50 : Case Study 9 : Managing a Rapid Journey of Lean/IPD Experimentation in the US + Germamy

14:05 : Case Study 10 : Managing a Complex Infrastructure Project by Coordinating its Subprojects in Germany

14:20 : Session 5 key takeaways and Q&A

14:30 : Case Study 11 : Leveraging Last Planner System® and Takt Planning to Deliver Luxury Resorts in Mexico

14:45 : Case Study 12 : Overcoming the Digitalization Challenges of Takt Planning To Maximize Its Benefits

15:00 : Session 6 key takeaways and Q&A

15:10 : Coffee Break

15:40 : Case Study 13 : Enhancing Logistics and Lean Methods for a Complex Building Site in France

15:55 : Case Study 14 : ISO 18404: A model for Lean Transformation, People Development and Outcome Realisation in England

16:10 : Case Study 15 : Renovation Project with Lean Thinking to lead DfMA processes and prefabrication methods targeting 1 million apartment units in Japan

16:25 : Session 7 key takeaways and Q&A

16:35 : Plus / Delta for afternoon session

16:55 : Next Steps: Inspiring Commitments to Action - Great Ideas / Initiatives / Approaches / Tools / Techniques

17:35 : Industry Day Plus/Deltas; Closing Remarks

17:45 : Closure of the day

IGLC-31 Industry Day presentations confirmed so far... 

Case Study - Accelerating the Lean Journey through Partnerships with Academia

Perspectives on Lean/IPD by a Public Owner in England

Bárbara Pedó 

Lean and Efficiency Manager


Neal Symmons 

Lean Six-Sigma Technical Leader

National Highways 


Lauri Koskela

Professor of Construction & PM

University of Huddersfield

National Highways (NH) builds, operates, maintains, and upgrades 4,300 miles of highways for 4 million daily users in England. Each year, NH also manages 1 billion tons of freight and clears up 430k highway incidents. Neal, Lauri, and Barbara will discuss how NH has worked with academia to guide and accelerate their Lean journey in building a culture of ambition, experimentation, knowledge dissemination, and continuous improvement. 

Neal will describe how 2008’s economic conditions created a burning platform at NH that led them to seek help from academia. Neal and Lauri will explain how they built an ecosystem and community of experimentation, sharing lessons learned, and establishing best practices and theories. Lauri will outline how, compared to tool-based implementation efforts, research partnerships can be better in cultivating a behavioral transformation.

Barbara will provide a case study to explain how academia helped NH: (1) clarify their improvement opportunities, (2) review novel ideas from the international frontier of knowledge to expand and prioritize those opportunities, (3) develop and evaluate possible solutions, and (4) deliver the selected solution and measure its impacts on the project. In closing, they will discuss how research partnerships can not only help establish best practices and academic theories but generate true societal benefits in terms of better project outcomes.

Case Study - Scaling & Sustaining Lean Strategy Training - Building Strategic Goals and a Common Approach for Delivering Leaner, Safer, and Greener Infrastructure Projects  

Perspectives on Lean/IPD by a Public Owner in Denmark

Jon Lerche   

DEEP Senior Management Consultant 


Ørsted is a Danish public listed utility company that develops, constructs, and operates power generating infrastructures (e.g., offshore and onshore wind farms, solar farms, energy storage facilities, renewable hydrogen and green fuels facilities, and bioenergy plants) across the globe. It is a leading developer within the offshore wind industry and employs more than 8,000 people globally. Ørsted’s vision, “Let's create a world that runs entirely on green energy”, puts an emphasis on delivering infrastructure projects, while having a strong focus on sustainability and biodiversity. 

Jon will describe the connection between strategic initiatives and Lean execution models (built upon the Last Planner System®) that lead towards organizational and culture development. He will discuss how this differentiates from past case studies within the offshore industry and how this can be relevant for other infrastructure developers and their design and build partners. In particular, he will discuss how this Lean Strategy training program inspires Ørsted’s employees to improve how they work with multiple project stakeholders and introduce Lean principles, tools, and techniques to their design and build partners to improve overall project outcomes.

Case Study - Scaling & Sustaining Lean Problem Solving Training 

Perspectives on Lean/IPD by a European Builder / Developer


Head Lean Construction - 

Civil Engineering 


Eder Martinez 

Senior Lean Construction

 Specialist / Manager


Scaling up and sustaining the implementation of Lean Construction in a large construction and real estate service provider requires a collaborative effort to harvest improvement opportunities identified by every person in the organization. For this purpose, two years ago, Implenia started developing a tailored internal year-long training program to empower individuals to become multiplier agents who support the sustainable adoption of Lean Construction in the organization. The program includes training in Lean principles, as well hands-on training with selected tools, methods, and problem-solving techniques. Trainees implement learning through an “A3-based live case” where they use Lean tools and methods for structured problem solving following the Plan-Do-Check-Adjust (PDCA) cycle.

Louis and Eder will share details about Implenia’s training program implementation, related challenges, and key lessons learned. They will delve into the specifics of program structure and organization across various countries. In closing, they will share examples of improvement opportunities that have been identified and addressed through the training program.

Case Study - Scaling & Sustaining Lean Leadership Training  

Perspectives on Lean/IPD by an International Builder

Cory Hackler  

Lean Manager 

DPR Construction

As an early adopter and proponent of Lean/IPD project delivery, DPR Construction’s project teams have regularly shared their lessons learned at conferences for the past two decades. This commitment to sharing has helped foster a culture of peer learning at IGLC, LCI, and other trade associations. However, relying on Lean/IPD learning through project work alone can slow down a company’s ability to create high performing teams on every project.

As a result, DPR started developing an internal Lean leadership training program to not only improve awareness of the value of Lean/IPD project delivery but build ambition amongst their employees to inspire their team members to pursue continuous improvement while prioritizing respect for people. Cory will discuss how DPR developed its Lean leadership training program and scaled it up so that over 1,000 employees have completed it since its inception. In particular, he will review how training leaders have been improving the program so that it is easier to scale and sustain.

Case Study - Lean Construction - Current State in Japan 

Our Vision for the Construction Industry 

Hiroaki Yamasaki

Senior Manager

 BIM Division

Takenaka Corporation 

Satomi Yokoyama

Associate Chief 

BIM Division

Takenaka Corporation

Takenaka Corporation is one of the largest general contractors in Japan and has built many landmarks across the country. Its history goes back to more than 400 years starting in 1610 and originates from master builders of shrines and temples. The company primarily works with the design-build processes enabling consistent services for clients from the planning stage to maintenance of completed projects. Takenaka is also the first company in Japan to implement an IPD contract-based project.

While Japan is the birthplace of the “lean” concept in manufacturing, the terms such as lean or IPD are not well known in the construction industry in Japan. This is due to the fact that the Japanese construction practice has been able to deliver short-term, low cost, high-quality projects enabled by unspoken rules defined over time, and has not seen the need for change to new ways of delivering construction projects.

Hiroaki and Sophie have been working in Takenaka to introduce BIM in the production phase and have experiences in agile software development process through several products. In this presentation, they will share case studies of GC-led projects where BIM is fully utilized involving clients and subcontractors. They will also discuss their encounter with Lean Construction in pursuit of truly data-driven projects and their perspective on how mindset based on agile practice can transform construction industry.

Case Study - Andon, on the Construction Site ?


Jean-Baptiste BOUTHILLON  


Paris Ouest Construction

Paris-Ouest Construction is a French general contractor operating in Paris and the Greater Parisian Area, building apartment condos. We are 340 employees for an annual turnover of 130 M€.

We started our lean journey 15 years ago.

The Toyota Production System has two pillars : Just-in-time and Jidoka.

In the construction industry, we are doing a lot on the Just-in -time side with elaborate planification techniques like the Last Planner System. But what are we doing to improve quality, on the Jidoka side ?

Can the andon cord be applied to a construction site ?

How can we move from final inspection to built-in quality ? and what are the outcomes ?

Come and join us to learn from Paris-Ouest Construction's on site experience.

Case Study - Managing a renovation Project at QUADRIGE 

Human management in high-end renovation projects

Romain GAZZOLA  

Founder - CEO


QUADRIGE is a French tailor-made service with independent and coordinated companies, in order to propose the most appropriate solution for a renovation project in high-end properties, retail and heritage monuments.

Our team is committed to respect deadlines, control the interventions in a restricted environment and understanding the challenges of the high-end segment. We have a strong experience in coordinating this type of operation. Our partner companies are artisans specialists in the restoration of private mansions for Parisian decorators and architects.

Romain will discuss how QUADRIGE has been using a human centric method to build a strong relationship between all the parts involved in this type of works. We provide a total adaptation to the client's needs. So, like the builders of times gone by, we look forward to contributing to this mission to give ourselves totally and to achieve a collective human work.

Case Study - Building Culture - Building Success  

Perspectives on Lean/IPD by a Builder in Denmark

John Engelstrup   

Production support manager

Enemærke & Petersen

Ask Hesselager    

Process Manager

Enemærke & Petersen

We have used the following quote from a lawyer with whom we have a partnership as a starting point for our posts. When you pour too many legal obligations into the contract!

There is an increasing tendency to "pour" as much legal obligations into the contracts as possible.

Here in the meaning :

• Disclaimers

• Bonds for the counterparty

* The more the better!

Quote from a lawyer: I have been contacted by a property developer who wanted a "bulletproof" contract. But didn't show what he wanted. I asked the property developer to find out what he wanted to build. There is more value in finding a technical advisor who can help clarify what you want. Instead of a lawyer who can help "wipe off" the extra costs on the contractor, when the client first discovers what he wants, in the middle of construction.

Focusing on the legal obligations is like building a ship solely for the purpose of a future sinking.

The real value creation does not lie in the legal obligations. But in the construction itself. And in the understanding of it. For both parties.

In our submissions, we will provide practical examples of how we at Enemærke & Petersen work to build a culture that focuses on constructive cooperation, with a focus on needs and value creation and not on conflict and rights. We provide examples of how we work with collaboration workshops, internal competence development and management development. 

We will come up with examples of how this has actually contributed to a culture change at a number of the major property developers in Denmark.

Case Study - Managing a Rapid Journey of Lean/IPD Experimentation

Perspectives on Lean/IPD by a Private Owner in the US and Germany

Leslie Buckheit 

Director of Indirect Procurement



Senior Director of Global Project Management


Wolfspeed, a Private Owner in the US and Germany, is a manufacturer of silicon carbide wafers that dramatically improve the efficiency of electric vehicles and fast charging stations. They are currently expanding their business and physical footprint to support their “hockey stick” growth projection. 

Leslie and Chris will discuss Wolfspeed’s rapid journey of Lean/IPD experimentation, including their efforts to partner with like-minded design, supply, and construction partners within the US and abroad. They will discuss how project leaders conveyed their expectations for agility, honesty, and transparency from all team members to improve their project teams’ capabilities in dealing with the supply chain challenges in procuring key equipment and materials as well as the challenge of finding enough qualified skilled labor to adequately support their projects.

Case Study - Managing a Complex Infrastructure Project by Coordinating its Subprojects

Perspectives on Lean/IPD by a Public Owner in Germany

Michael Ditandy

Head of
Project Management 

Munich Main Station

Deutsche Bahn AG

Rafael Guerreiro

Technical Team Lead

Munich Main Station

Deutsche Bahn AG

André Haubrich

Head of

Munich Main Station

Deutsche Bahn AG

Deutsche Bahn AG is responsible for building, operating, maintaining, and upgrading train stations and tracks throughout Germany. The Transportation Hub Munich Main Station is a complex project due to the various stakeholders involved, strict contracting regulations, the competition for limited resources (including space, labor, equipment, and materials), and the need to avoid disruption to the entire transportation network.

Michael and André will discuss how Deutsche Bahn AG has been using Lean/IPD principles, tools, and techniques to create alignment between multiple subprojects and stakeholders, collaboratively build strategic milestone work plans for subprojects to reveal how they impact each other, and deal with challenges as they emerge. They will discuss the importance of experimentation through this pilot project and why our industry needs to try new approaches such as Lean/IPD to build and sustain high performing teams.

Case Study - Leveraging Last Planner System® and Takt Planning to Deliver Luxury Resorts 

Perspectives on Lean/IPD by a Mexican Developer

Bernardo de Cossio  

Director of Project Integration and Planning

Parks Hospitality Holdings

A common strategy for managing repetitive construction workflows is to: (1) organize the Parade of Trades® and clarify the sequence of work tasks, (2) establish work zones to coordinate handoffs between trade partners, and (3) adjust the work tasks and zones so all trade partners can complete their tasks within the same duration for the established work zones. This expectation of a steady, consistent beat / cadence for on-site installation and its associated handoffs between trades helps project teams recognize emerging roadblocks sooner. Then, trade partners can mobilize their labor, equipment, and materials better to support continuous workflow.

In recent years, Takt Planning has emerged as the term and concept for describing and formalizing this approach, and it has been gaining popularity because it prioritizes the Lean principle that all trade partners value – flow. As Takt Planning gains traction in various countries and project types, project teams start dealing with the question – is there a difference between our Last Planner System® (LPS) implementation and Takt Planning efforts, and if so, how do we coordinate between these two techniques? Bernardo will discuss Parks Hospitality Holdings’ approach to this question as they developed luxury resorts in Mexico. In particular, he will discuss how project teams managed common duration expectations of less than five days for some critical activities to provide a perspective on coordinating LPS and Takt Planning within and across multiple projects.

Case Study - Overcoming the Digitalization Challenges of Takt Planning To Maximize Its Benefits

Fabien Font 

CEO Teamoty 

French Lean Author


Teamoty is a French software solution provider dedicated to the construction industry. With a strong Lean Construction DNA, the teams develop a software suite that allows construction stakeholders to improve the operational performance (Delays, Quality, Safety, Productivity and Environment) of projects by allowing the implementation of an integrated and collaborative supply chain. First of all, with Teamoty Scheduling, a planning application allowing to mix planning approaches (Takt planning, CCM, CPM, LPS ...), but above all to pilot in real time all the tasks of a project (from studies to works). Then with Teamoty Logistics, which allows you to manage all the deliveries and physical flow of materials on site, while integrating the particularities of the site and the urban constraints. And finally, with Teamoty Recycle, which allows to manage waste sorting on construction sites.

Through a concrete example, Fabien will present the implementation of Takt Planning and the benefits that it produces on the construction time line. The presentation will also aim at understanding the immediate interest of digitalization to facilitate the implementation of Takt Planning and its sustainability within a company. But also to imagine the future perspectives that digitalization offers to facilitate the implementation of value-added supply chain and the industrialization of the construction.

Case Study - Enhancing logistics and Lean methods for a complex building site at Bouygues Bâtiment Nord-Est  

Perspectives on Lean/IPD by a general building contractor in France


Site engineer, architect & logistics coordinator 

Bouygues Construction (Bouygues Bâtiment Nord-Est)

Bouygues Bâtiment is a construction and rehabilitation company recognized for its expertise in transforming the urban landscape with a focus on sustainability and innovation, in France and abroad. 

The ‘Cité Administrative de l’Etat’ (State Administrative District) of Lille is a design and construction contract for the building of the biggest passive building for tertiary use in Europe. Its significant logistical, coactivity and planning constraints make this project both a challenge and a pilot for the company in these regards.

Melvin will outline the multitude of strategies and operational tools implemented on site to overcome these constraints, through the prism of the various innovation methods used at Bouygues Construction related to the Lean Construction approach. It will be illustrated how such pilot projects can help a company and the world of construction to upgrade its operating model towards a global integration of Lean method and logistics setup for process optimization and industrialization.

Case Study - ISO 18404: A model for Lean Transformation, People Development and Outcome Realisation in England

Perspectives on Lean/IPD by a Public Owner in England

Paul Ebbs  

Operational Change Manager

SMP Alliance

SMP Alliance is a partnership comprising seven members: National Highways as the client; one Production Management Partner (Fluor); two Digitally-Enabled Design Partners (WSP and Jacobs); and three On-Site Assembly Partners (Balfour Beatty, the BAM / Morgan Sindall Joint Venture and Costain). Collectively, the Alliance is designing and constructing the smart motorways program in England over a 10-year period, covering the Government’s Road Investment Strategy 2 and 3. It is an enterprise with the vision of making the road network safer, greener, and evermore efficient. This is supported by a shared mission to unite diverse teams, provide the right environment to collaborate, to inspire people and unleash fresh thinking, to innovate, and ultimately to transform delivery. 

Paul will describe the formation of this learning alliance and the development of its initial training workshops for Alliance member organizations and supplier network partners. He will also discuss the Alliance’s decision to pursue the international Lean / Six Sigma certification of ISO 18404 (“quantitative methods in process improvement”) and the steps the Alliance is taking to achieve that certification.

Case Study - Renovation Project with Lean Thinking to lead DfMA processes and prefabrication methods targeting 1 million apartment units in Japan

The perspective on Lean IPD by Owner, Interior GC, and Trader for Manufacturers. 



Executive Director

Group, Inc.


Insight Lab


Co., Ltd.




JS Corporation Technology Development Institute

JS is a company that deals with Renovation projects as well as the Operation and Maintenance of 1 million apartment units that were constructed from the 1960s to now.  JS R&D also has been inventing renovation methods and construction techniques since the establishment of the company, in 1961.

Nomurakougeisha is the leading interior contractor with Design Build entities, which are challenging DfMA promoting Precut and Prefab which leads to a sustainable design approach to diminishing construction CO2 emissions as well as reducing the labor consumption rate as a part of the “Social Good” mission.

NOHARA is the leading distributor of interior construction materials such as LGS, Plasterboard, Plywood, Doors, Windows as well as finish materials. Since NOHARA is positioned as the center of the Supply chain, the mission is to provide the infrastructure of data-driven product information by enhancing the method of collaboration by Lean thinking and by providing such a platform.

Three of us will share our challenges in how project workload can be shrunk with Lean thinking experimenting with how digitalization and automation can be leveraged through the lifecycle of apartment units.

Industry Day Committee

Cynthia C.Y. Tsao, Ph.D.  

Building AEC Learning

Navilean, LLC

IGLC-31 Industry Day Committee Chair 

Arroyo, Ph.D.


DPR Construction 

IGLC-31 Industry Day Committee Member

Randi M. Christensen

Co-Founder CollabDecisions

Sustainability Director

IGLC-31 Industry Day Committee Member

Dr.-Ing. Annett Schöttle

Co-Founder CollabDecisions

Partner & Head
of refine cell Munich
Refine Projects AG 

IGLC-31 Industry Day Committee Member


Visiting Researcher
Centrale Lille

The Change Business

IGLC-31 Industry Day Committee Member

Sean M. Mulholland

Advisory Board Member, ASHE

Assistant Professor, US Air Force Academy

IGLC-31 Industry Day Committee Member



Centrale Lille Institut

IGLC-31 Industry Day Committee Member


Director II,
Sr. Lean Coach


IGLC-31 Industry Day Committee Member


Strategic Advisor, Former Executive VP, Touchplan
Principal & Owner, LPC, COO, Neenan Company

IGLC-31 Industry Day Committee Member

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For more information, please contact us :

2023 Conference Organizer and Host

Lille, France