When I met John Shook, one of the world’s leading lean management experts in Boston at the Lean Construction Institute Congress in 2015, a colleague asked him how far the construction industry in the U.S. has come with lean construction after 17 years.
Brendan Bechtel, soon to be chief executive of the engineering and construction company that bears his family’s name, sounded an alarm about the industry’s performance on megaprojects with words as plainly spoken as any you will hear at a conference.