This review highlights the low implementation rate of lean construction in Nairobi, suggesting barriers and opportunities for efficiency improvements.
The construction industry in Nairobi City County, Kenya, plays a critical role in urban development but continues to face challenges related to inefficiencies, cost overruns, and waste generation. Lean Construction (LC), a philosophy derived from the Toyota Production System, offers a framework for enhancing productivity through waste minimization and value creation. This article reviews the current state of LC implementation in Nairobi City County by drawing on both global literature and empirical findings from recent field research. The study reveals that while awareness of LC is relatively high (70%), actual implementation remains low (36%), with tools such as 5S, Just-in-Time (JIT), and the Last Planner System (LPS) being partially applied. The most significant waste sources identified were inventory waste (58%), labour inefficiency (53%), and waiting time (41%). Barriers to implementation include lack of awareness, resistance to change, fragmented supply chains, and inadequate training. The findings highlight the potential of LC in addressing inefficiencies, but greater institutional support, capacity building, and policy integration are necessary to realize its full benefits in Nairobi’s construction sector.
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Ngei et al. (2025) studied this question.
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