INTRODUCTION Developing a construction management training programme on Lean Construction Theory seems to be paradoxic, since this theory still needs to be consolidated. There are few research groups mastering the conceptual understanding of the application of the Lean Production theory to construction. Therefore, the approach of the construction process through the Lean Production theory is still a complex matter. Its relevance and urgency cannot be denied, but it must also be realized that the adaptation of the concepts and principles from manufacturing process to the construction process is not straightforward: we must understand the meaning of the concepts, principles and approaches used to explain and improve manufacturing processes and afterwards transfer them to the construction environment.
Koskela (1992) introduced an overview of this subject with his seminal work in 1992, and still now, after six years committed to the development of a lean construction theory, he points out many conceptual questions. He states that a theory is relevant because it is a basis for communication and it enables explanation and prediction of phenomena. A theory of production, specifically, enables the structuring, controlling and improvement of production systems (Koskela 1998). In addition, Lillrank (1995) states that the consistent transfer of systems as complex as the Toyota Manufacturing Systems to Western construction industry requires a process of abstraction and application rather than simply copying. It means that besides theoretical abstractions we need to apply the Lean Construction approaches, principles and concepts to foster the consolidation of a theory.