<![CDATA[Efficient time and cost control is critical in housing construction, particularly where workflow disruptions and non-value-added activities reduce project performance. This study examines the Green Royal Housing Project in Jakarta, Indonesia, to evaluate how Lean Construction can improve delivery through waste identification, activity classification, and workflow planning. Project documents, site observations, and interviews with five key stakeholders were used to classify 87 construction activities into value-added, essential non-value-added, and non-value-added categories. The analysis identified 21 non-value-added activities, mainly related to waiting, unnecessary processes, transportation inefficiencies, and inventory problems. Their elimination reduced the projected duration from 83 to 74 weeks. An LPS-informed planning framework was then used to support lookahead planning, constraint screening, and weekly work commitments. Because a four-week delay remained, a CPM-based crashing scenario was evaluated separately as a post-lean acceleration option, reducing the duration to 66 weeks. The findings clarify Lean Construction's role in improving housing project efficiency.]]>
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