| Abstract | Lean Construction (LC) is widely recognized for reducing waste, improving workflow, and enhancing value delivery, yet its implementation in Pakistan\'s building construction sector remains limited. This study critically assessed and prioritized the barriers and enablers influencing LC implementation in Khyber Pakhtunkhwa and Islamabad using a quantitative, descriptive, and analytical approach. Following the literature review and expert validation, 28 barriers and 25 enablers were surveyed across 202 valid respondents and analyzed using descriptive statistics, Relative Importance Index (RII), and analytical matrices. Findings revealed that the most critical barriers are educational and managerial in nature. Educational barriers particularly lack of awareness, knowledge, and training were highly critical yet comparatively easier to address, making them immediate priorities. Management, human attitudinal, and technical barriers require longer term strategic interventions due to their links with organizational culture, leadership, and supply chain systems. All 25 enablers showed meaningful positive impact, awareness creation, training, stakeholder cooperation, and simple lean tools were identified as quick wins, while lean culture, technology adoption, management commitment, and government support demand sustained effort. Site observations confirmed the limited presence of formal lean practices, as poor site organization, lack of visual planning, informal communication, weak waste management, and absence of structured lean tools were observed. Expert interviews suggested practical mitigation measures, including integrating LC into PEC CPD programs, introducing lean modules in university curricula, conducting pilot projects, applying the Last Planner System, using daily huddles, improving visual communication, adopting BIM and Integrated Project Delivery, developing supplier registries, and introducing lean based KPIs. The study concludes that LC implementation in Pakistan can begin through manageable actions such as awareness, training, and simple lean tools, followed by planning, communication, waste control, supply chain improvement, and long term organizational transformation. |
