Why Lean? How Bancroft Is Rethinking the Way We Build

At Bancroft, we’re always looking for new initiatives, processes, and tools to improve our workflows. One of the initiatives working towards that process is our adoption of the Lean Construction approach, one that gives our production managers more flexibility, helps eliminate waste, and provides more value for our clients. While that sounds very good in theory, what exactly is Lean Construction anyway?

Understanding Lean and How Bancroft Utilizes It:

Lean is a philosophy rooted in a simple but powerful idea: maximize value and minimize waste. It originated in manufacturing, specifically the Toyota Production System developed after World War II, and has since spread into industries across the globe, including construction.

The construction industry has struggled with inefficiency for a long time. Studies show that roughly 70% of projects are delivered over budget or behind schedule. Labor productivity in construction has also declined since the 1960s, even as productivity in nearly every other industry has doubled or more. The siloed nature of how projects are typically delivered, with architects here, GCs there, trade contractors somewhere else, creates gaps, miscommunication, finger-pointing, and wastes time at every turn.

Lean construction seeks to solve exactly that. It’s a production management-based approach to project delivery that emphasizes respect, relationships, and focuses on creating value for our clients while also systematically identifying and eliminating waste throughout the entire design and construction process.

The Lean Construction Institute (LCI) defines six core tenets that any Lean enterprise should live by:

1. Respect for People
2. Optimize the Whole
3. Generate Value
4. Eliminate Waste
5. Focus on Flow
6. Continuous Improvement

At Bancroft, these principles align directly with our very own Guiding Principles and Vivid Vision, making for a seamless integration of Lean values into our company culture and workflow.

1. Act with Integrity
2. Have Concern for Others
3. Establish Accountability
4. Be Fair
5. Lighten Up!
6. Demonstrate Agility
7. Encourage Collaboration
8. Be Trustworthy
9. Commit to Continuous Improvement
10. Show Respect
11. Exhibit a Commitment to Excellence
12. Honor Commitments

What Does Lean Mean to Bancroft?

For us, Lean isn’t just a program we’re rolling out or some box we’re checking. It’s a mindset for approaching our work and our relationships. Lean means demonstrating genuine respect for all stakeholders by valuing their time, being accountable to our commitments, and continuously challenging ourselves to grow. It means using the right tools and processes to create better flow across our projects and our organization. Lastly, it means contributing not just to the success of a single job, but to the improvement of our whole industry.

This connects directly to who we are as a company. When we show up prepared, communicate clearly, remove obstacles for our teammates, and push for better outcomes instead of accepting the status quo, that’s Lean in action. Every time we ask, “Why does it work this way? Could it work better?” we’re practicing Lean. By making these better practices, we set the standard and example for what the rest of the industry should also strive for.

The Last Planner System®

One of the most impactful Lean tools in construction is the Last Planner System (LPS), which is a collaborative production planning system rooted in a simple ideal; rather than relying on top-down schedules handed down from project managers, LPS puts planning power in the hands of the people closest to the work. The foremen, superintendents, and crew leads who actually know what’s happening on the ground day to day all benefit, and these are what are known as the “last planners”.

The system runs on five connected planning conversations:

• Milestone Planning: Aligning the team on major project phases and when work needs to be done.
• Phase Pull Planning: Working backward from the end goal to sequence what needs to happen and when.
• Look Ahead Planning: Identifying upcoming work and clearing constraints before they become problems.
• Weekly Work Planning: Discussing specific commitments from specific people for the week ahead.
• Learning & Improving: Regularly reviewing what was completed as planned and why gaps occurred.

That last piece, which focuses on the learning loop, is what makes LPS so powerful. It’s not just about getting through the week, but rather it’s about getting a little better every week.

In practice, this can manifest itself in many functional and productive ways to fit each team’s needs. It might be through daily huddles on the jobsite, pull planning sessions with the full project team, or honest conversations about what’s in the way of getting work done. Research shows that projects utilizing LPS tools are significantly more likely to finish on time and under budget. The reason is straightforward: when the people doing the work are involved in planning the work, the plan is more realistic, commitments are more reliable, and hiccups get resolved before they become significant delays.

How You Can Utilize Lean:

Lean isn’t just for project managers or veteran Lean users. It applies to everyone, regardless of whether you’re in the field or in the office.

While in on the field, Lean thinking might look like:

• Flagging a constraint before it halts your crew instead of after.
• Coming to a daily huddle prepared with what you need and what you’ve completed.
• Asking “what are the next steps here?” rather than just defaulting to how it’s always been done.
• Treating your fellow trade partners as teammates working toward the same finish line.

On the other hand. In the office Lean thinking might look like:

• Questioning a process that creates extra steps without adding much value.
• Following up on a commitment before it becomes someone else’s problem.
• Sharing information proactively so others don’t have to chase it down.
• Looking for ways to reduce rework.

The common thread? Respect. Accountability. A genuine desire to improve. These aren’t abstract ideals; they’re daily choices.

The Road Ahead:

Bancroft became a corporate member of the Lean Construction Institute because we believe in this work, and because we believe our people are capable of leading it, and as we continue to build our Lean culture together, the most important ingredient is your engagement.

If you’re curious to learn more, the LCI website (leanconstruction.org) is an excellent resource, and as a corporate member, Bancroft employees have access to free eLearning courses, including an Introduction to the Last Planner System. If you’re interested in learning how Bancroft utilizes Lean and how we can help you implement a Lean mindset within your project or organization, we’d love to start that conversation. Reach out to a Bancroft team member today!

We’re building something here; they’re not just projects, but a better way of working. That’s the Lean mindset. And it starts with each of us.