Applying manufacturing flow theory to construction management

Both lean and Theory of Constraints (TOC) applications are now commonly reporting success in the application of flow concepts to construction management, namely, lean construction and Critical Chain Project Management (CCPM). Both approaches are concerned with improved flow through synchronization and reduced waste, but the means by which this is achieved are distinctly different. This paper reports on the conceptual similarities and distinctions of CCPM and lean construction based on secondary sources together with separate case and action research studies previously published by the authors