Lean Construction in Germany - Study on the Status Quo of Diffusion and Application

This report provides the first broad, multi-method assessment of the current status quo of Lean Construction (LC) diffusion and application in Germany. Addressing persistent ambiguity about “who” applies LC, “how” it is applied, and “how far” implementation has progressed, the study employs a three-phase sequential research design. Phase 1 conducts a systematic industry scan based on four complementary search strategies (GLCI member and congress records; structured Google keyword searches of company websites; screening of online job advertisements; and LinkedIn profile searches). The resulting database comprises 578 organisations connected to LC, including 451 companies with explicit indications of LC application in projects, alongside training providers, universities, and software vendors. Phase 2 adds qualitative depth through 15 semi-structured interviews with experienced practitioners sampled from the identified LC companies. Phase 3 validates and quantifies patterns via a standardised nationwide company survey addressed to all identified LC companies (n = 97 complete responses; 22% response rate).

Findings indicate that LC is visible across the German construction value chain but remains quantitatively marginal relative to the overall sector. ... mehrApplication is predominantly concentrated in the execution phase and is strongly method-driven, with the Last Planner System and takt planning/controlling being the most widespread practices, while principle-based dimensions such as user orientation and employee empowerment are less systematically addressed. Most companies report selective rather than organisation-wide use of LC and cite capability constraints, time requirements for scaling, limited resources, and insufficient project owner demand as key barriers. Despite heterogeneous maturity levels, active adopters report largely positive perceived effects - particularly on schedule adherence and collaboration - while highlighting risks associated with late, partial, or superficial implementation. The report synthesises these insights in the 4E4D model and derives implications for project owners, companies, industry institutions, and research.