Recognition as an engagement mechanism in Kaizen programs in construction

This paper examines the implementation of a structured Kaizen program in the construction industry, focusing on the tension between initial employee engagement and the difficulty of sustaining continuous improvement. The study analyzes a three-month pilot project in a paving company, which linked Kaizen to an internal recognition system for implemented improvements. The research, descriptive and exploratory in nature, combined operational participation data with a survey of employees. The questionnaire assessed nine dimensions, including knowledge, motivation, cross-functional collaboration, recognition, and psychological safety. The results indicate high conceptual clarity and engagement: 94.4% of participants strongly agree that the program objectives are clear, and 88.9% report increased motivation. However, 72% identify the maintenance of improvements as the main challenge. The findings reveal a central tension: recognition mechanisms stimulate participation but are not sufficient to institutionalize continuous improvement as a sustainable practice. The study contributes to Lean Construction by positioning recognition as a key engagement mechanism, highlighting the need to combine it with governance structures and standardization.