Neyra, M., Diaz, M. & Gomez, S. (2024). An exploratory study on visual management and process transparency in construction. In D. B. Costa, F. Drevland, & L. Florez-Perez (Eds.), Proceedings of the 32 nd Annual Conference of the International Group for Lean Construction (IGLC32) (pp. 560–571). doi.org/10.24928/2024/0200 Health, Safety and Quality 560 AN EXPLORATORY STUDY ON VISUAL MANAGEMENT AND PROCESS TRANSPARENCY IN CONSTRUCTION Mauricio Neyra 1 , Michelle Diaz 2 and Sulyn Gomez 3 ABSTRACT Several managerial approaches have emerged to address current construction challenges. Among them, information management addresses construction hurdles through process transparency, a core function of Visual Management (VM). Research on VM in construction has focused on its theoretical development and practical implementation. Conversely, research on process transparency has focused on highlighting its significance for construction through transparency strategies. This study aims to extend the research on process transparency and VM by identifying their current applications, measuring their degree of implementation, and highlighting their impact on team performance in two case studies based on observational protocols in Peru. The main findings are: (1) Process transparency implementation was mainly driven by internal team efforts for job facilitation, while VM primarily served job facilitation, site signage and transparency functions, (2) One site had a higher degree of process transparency while the other had a slightly higher degree of VM, and (3) team performance improvement was associated with visual practices serving the functions of transparency and job facilitation. Some recommendations for the implementation of VM systems on construction sites and for future research were also presented. KEYWORDS Lean Construction, information management, process transparency, Visual Management, team performance. INTRODUCTION Construction is a project-based industry with relatively high complexity and low efficiency (Vrijhoef & Koskela, 2008). Construction projects often face problems such as misunderstanding of tasks, lack of process integration, delays, and unfulfillment of quality requirements (Galsworth, 2017). Researchers have studied different managerial approaches to mitigate the current challenges of the construction industry, e.g., safety management (Levitt & Samelson, 1987), production management (Koskela, 2000), risk management (Mills, 2001). Among them, information management (Adekunle et al., 2022) is of high relevance given that: 1. Construction projects involve a vast and dynamic amount of information often limitedly displayed or inefficiently updated (Valente & Costa, 2014; Saldias, 2010). 1 Graduate Researcher, Faculty of Civil Engineering, National University of Engineering, Lima, Peru, mauricio.neyra.p@uni.pe, orcid.org/0009-0007-7379-5798 2 Student, Faculty of Environmental Engineering, National University of Engineering, Lima, Peru, mndiazv@uni.pe, orcid.org/0000-0002-7711-1695 3 Quality Leader, DPR Construction, Redwood City, USA, sulyng@dpr.com, orcid.org/0000-0003-2367-9880