In just 18 months, Kazakhstan’s largest construction company, BI Group, underwent a remarkable lean transformation. This article details how a $1 billion organization with over 7,000 employees and a vast supply chain achieved significant operational improvements in an unprecedented timeframe. The story highlights the key leadership that drove this change, offering insights into why so many lean initiatives fail elsewhere.
The BI Group: From Construction Giant to Lean Pioneer
Founded in 1995, BI Group is now ranked among the top 150 largest construction companies globally, with a strategic goal of reaching the top 100 by 2020. They generate over $1 billion in annual revenue, delivering diverse projects from roads to industrial facilities. The scale is immense: over 7,000 direct employees and a network of 500 trade partners employing another 20,000 workers.
The question isn’t if large organizations can embrace lean principles, but how they can do it effectively. BI Group’s experience proves that rapid, widespread transformation is possible with the right approach.
A Cultural Shift: Measurable Improvements in Record Time
Over 18 months, the author visited Kazakhstan seven times, witnessing a dramatic shift in the company’s culture. Operational improvements weren’t incremental; they were tectonic.
Consider these examples:
- Waste Reduction: Previously discarded external insulation scrap is now reused, minimizing waste and maximizing resource utilization.
- Façade Construction: Output increased from 600 square meters in two months to 700 square meters in one month, without increasing labor.
- Workshop Productivity: Facade panel production time plummeted from 90 seconds to 17 seconds per panel, with a refined workshop setup. Value-added activity was measured at just six seconds per panel, highlighting the power of streamlined processes.
The company produces hundreds of videos weekly documenting these improvements, demonstrating a pervasive commitment to continuous improvement. The enthusiasm among employees is palpable; they eagerly share their progress, eager to show off their wins.
The Missing Link: Great Lean Leadership
Many companies struggle to implement lean principles due to a lack of leadership commitment. BI Group’s success hinges on a relentless drive from the top. The author credits two figures: Steve Jobs and Aydin, President of BI Group.
Jobs’ philosophy – that anyone can drive change because innovators weren’t inherently smarter – inspired a bold mindset. Aydin embodies that same relentless energy, making it impossible to say no to progress.
The Aydin Factor: Relentless Execution
Aydin’s leadership is characterized by unwavering execution. The author recounts a dinner conversation where Aydin proposed writing a book about the lean transformation. Despite the author’s initial hesitation, Aydin’s persistence was absolute.
During a vacation in St. Tropez, Aydin pressed the author to commit, showcasing an unparalleled drive to deliver results. His relentless focus extends beyond business; he races in the Dakar Rally, trains for Ironman triathlons, and manages a growing empire while prioritizing family and community.
The Bottom Line: Transformation is Possible
BI Group’s story demonstrates that even massive organizations can achieve rapid lean transformations. The key is not just implementing tools and techniques; it’s cultivating a culture of relentless execution, driven by uncompromising leadership.
This isn’t just a story about a construction company; it’s a blueprint for any organization seeking to unlock rapid, sustainable improvement. The evidence is clear: with the right mindset and unwavering commitment, transformation is not just possible—it’s inevitable
