Integrating value engineering and lean to achieve value for money in the construction industry

Abstract

Egypt’s economy is unstable, marked by high unemployment, low incomes, and safety concerns, which impede its development. One crucial sector facing difficul-ties is construction, dealing with issues like funding shortages, payment disputes, and ineffective project management. Conventional project success criteria emphasize effi-cient resource use and waste minimization, symbolized by the iron triangle of cost, time, and quality. This research explores integrating Value Engineering (VE) and Lean prin-ciples to enhance value for money, streamline processes, and reduce waste. A qualita-tive approach, including a thorough literature review and in-depth interviews with eight industry experts, was used to identify synergies between VE and Lean. The data were analyzed using conceptual content analysis, focusing on patterns and trends in interview responses. The study proposes an integration framework and impact matrix to guide practitioners in combining these methodologies. This integration matrix was validated by two more interviews with construction experts. The findings highlight the potential of this integrated approach to improve project management and execution, offering strategies such as clear project briefs, top management support, and BIM technologies. The research suggests that the optimal integration of VE and Lean in the construction industry involves applying Lean principles throughout the project lifecycle, with VE used strategically during phases like design and construction. This ensures continuous improvement and waste reduction through Lean, while VE enhances design and adds value through targeted interventions. This research aims to standardize implementation practices, leading to greater efficiency and value in the construction industry while min-imizing waste and maintaining functionality. Future studies through case applications are recommended to validate and refine these strategies further.