Op-ed: Lean construction principles in utility

As utility-scale solar projects continue to grow in complexity, engineering, procurement and construction teams are under increasing pressure to deliver projects safely, on schedule and within budget. While advancements in technology and equipment have improved project execution over the past decade, many solar projects still experience inefficiencies that impact productivity, schedule performance and overall profitability. One approach gaining increased attention across the construction industry is “Lean construction.” Although Lean principles have been widely adopted in manufacturing and other construction sectors, their application within the utility-scale solar industry remains underutilized. As project schedules become more aggressive and margins continue to tighten, the discussion is shifting beyond cost reduction alone. The question is no longer whether Lean can reduce costs but whether it can help eliminate waste, improve workflow reliability, enhance safety performance, strengthen owner relationships and ultimately improve overall project outcomes. Hidden cost of inefficiency When evaluating project performance, discussions often focus on direct costs such as labor, equipment and procurement. However, productivity losses frequently represent one of the largest hidden costs on utility-scale solar projects. Even modest reductions in crew productivity can significantly increase labor hours, extend schedules and create downstream impacts on project milestones. Lean construction seeks to address these inefficiencies by improving workflow reliability, reducing waiting and rework and ensuring crews can perform value-added work consistently throughout the project lifecycle. From field experience on utility-scale solar projects, some of the largest productivity losses often occur not during installation itself but during transitions between activities: crews waiting for materials working around incomplete predecessor tasks or adjusting to late design changes can quickly lose productive hours. Lean planning techniques help identify and remove these constraints before they impact field production, allowing crews to focus on work rather than recovering from avoidable disruptions. Tools such as value stream mapping help teams identify inefficient activities and process bottlenecks, while standardized work practices create consistency and reduce variability across project teams. Applying the productivity concept of “Kaizen,” which focuses on small, continuous improvements, encourages field and office personnel to regularly identify opportunities to eliminate wasteful tasks. Combined with planning tools such as look-ahead planning and daily coordination meetings, these Lean methodologies can help workflow reliability, reduce rework, improve labor efficiency and increase schedule certainty. When applying all these lean tools, it is established as a structure framework for continuous improvement of project performance and achieving predictable outcomes. Lessons learned from Lean execution Project success is often determined less by technical complexity and more by the team’s ability to execute these principles and manage workflow and coordination. Common challenges such as material delivery disruptions, incomplete prerequisite work, communication gaps between stakeholders and frequent plan changes can create significant productivity losses and schedule delays if not proactively managed. Lean Construction principles provide a structured approach to addressing these challenges by emphasizing collaborative planning, constraint removal, standardized work processes, and continuous improvement. Reviews help project teams identify potential issues before they impact production, improve alignment across contractors and suppliers and create more predictable workflows. The most successful projects are often those that treat Lean not as a standalone initiative, but as an integral component of project delivery and operational excellence. Treating Lean simply as a cost-reduction initiative understates its true value. In utility-scale solar projects, where interconnection milestones, safety requirements, commercial operation deadlines and power purchase agreements significantly influence project economics, Lean provides a framework for how work is planned, coordinated, and executed. While cost savings are an important benefit, the greater value often lies in improved schedule certainty, enhanced labor productivity, stronger margin protection and a culture of continuous improvement. As utility-scale solar portfolios continue to expand in scale and complexity, organizations that embed Lean principles into their project delivery model are likely to be better positioned to deliver projects safely, efficiently and profitably. Looking ahead, organizations that embed Lean principles into their operating model and project execution strategy will be better positioned to navigate labor constraints, supply chain challenges and increasingly demanding project schedules. As project schedules become more demanding and margins continue to tighten, the question for the solar industry may no longer be whether Lean can reduce costs but whether project teams can afford to overlook the opportunities it provides in utility- scale solar industry. Chinmay Pingulkar is a Project Manager II with Mortenson Construction, where he oversees the execution of utility-scale solar projects along with BESS across the United States. His experience spans field engineering, project controls, and project management, with a focus on delivering large-scale renewable energy projects safely, efficiently and profitably. Throughout his career, he has been involved in all phases of solar project execution, including planning, procurement, construction, commissioning and project closeout. His professional interests include Lean construction, operational excellence, project delivery strategies and improving productivity and schedule performance within the renewable energy industry. Tell Us What You Think!