Analyzing the Empire State Building Project from the Perspective of Lean Project Delivery System

Abstract

The Empire State Building was the tallest building in the world when it was officially opened on May 1, 1931. It held that distinction for over 40 years. In 20 months the building was designed, engineered, permitted, demolition of an existing building completed, and the building constructed. In order to complete the Empire State Building under the allotted 18 month schedule, Starrett Bros. & Eken, the contractors employed innovative construction methods and techniques. Many of these construction methods qualify as tools of lean construction practiced in today’s construction industry. Comparing the design and construction processes employed by Starrett Bros. & Eken with the theoretical constructs of Lean Project Delivery System (LPDS), it is evident that several lean construction principles were employed during the construction of Empire State Building, a quarter of a century before lean concepts were formalized. Using archival records and historical accounts, this paper examined the design and construction processes of the Empire State Building and compared them with the LPDS processes that are increasingly employed in the construction industry today.