Lean construction is utilized on 100% of Messer's projects.

Messer helped pioneered a methodology for applying Lean concepts in the construction industry more than 15 years ago as a founding member of Lean Construction Institute (LCI). 

In the true spirit of process improvement, Messer has continued to learn from other industries like automotive, aviation, and health care - the businesses charged with setting safety, quality and efficiency standards - and apply these same Lean principles to our construction projects. Our builders have refined the Lean process through years of experience and have the results to show the value Messer is creating for our owners.

Our best-in-class processes are highly efficient and effective because it’s based on these proven Lean and continuous improvement principles. By understanding the overall design, build and operational processes – we drive performance of the entire project in addition to the individual components by attacking and removing waste throughout the entire lifecycle of the project.

Lean processes include Value Stream Mapping, Spaghetti Diagrams, 7 Flows of Healthcare, First Run Studies, Rapid Improvement Events, 3P, Lean Daily Management, A3 Reporting, A3 Problem Solving, 5 Why Problem Solving, Simulations and Mockups, Noise to Constant Matrix, Gemba Walks, Vertical Value Stream Mapping, Pull Scheduling, Huddles, Target Value Design, and Prefabrication.

Collaborating with our subs, designer and the owner to Pull Plan allows for Just-in-Time Delivery (JIT), proper tasks sequencing, and input from the Last Planners who know the work best.
Collaborating with our subs, designer and the owner to Pull Plan allows for Just-in-Time Delivery (JIT), proper tasks sequencing, and input from the Last Planners who know the work best.
The project leadership team meets with subs each day to review tasks and plan for the work ahead. Implementing this Lean Daily Management (LDM) principle helps keep the project on schedule, and allows us to easily foresee and resolve potential issues.
The project leadership team meets with subs each day to review tasks and plan for the work ahead. Implementing this Lean Daily Management (LDM) principle helps keep the project on schedule, and allows us to easily foresee and resolve potential issues.
We apply the A3 model for problem solving and to help expedite decision making.
We apply the A3 model for problem solving and to help expedite decision making.

"Messer was there at the establishment of LCI and quickly became a leader in terms of practice and its improvement. The company was one of the first to apply lean principles and practices company wide." Gregory A. Howell, P.E. and LCI past president