At Lewis, we constantly challenge the status quo. Our collaborative, entrepreneurial culture promotes innova­tion in every aspect of our business. Company leaders promote continuous improvement by fostering a culture of empowerment and rewarding innovation. Most innova­tions are employee-initiated, by those who are closest to the work and in the best position to identify opportunities for improvement.


Lewis Lean stems from our vision to provide construction services of exceptional value for our clients. Our teams are encouraged to consider everything from the client’s perspective and ask: does what we’re doing add value for the client? Employees are challenged to continually evaluate our processes and identify incremental improvements and efficiencies, a concept we call “Plus 1.”

When Lean concepts are proven to reduce waste, they become the new company standard. Recent outcomes include improvement of our safety performance based on leading indicator trend analysis, increased accuracy and production times in preconstruction and advances in pre-fabrication.


Lewis uses Virtual Design and Construction (VDC) to enable greater collaboration among all team members, from preconstruction through building turnover. Lewis’ VDC approach facilitates a heightened level of transparency throughout the life of a project, enabling teams to col­laborate more effectively while meeting the needs of all those involved to accomplish specific project objectives. Applications include BIM-enabled estimating, interdisci­plinary trade coordination with Lewis’ Single Source of Truth model, BIM-integrated assembly drawings and Point Layout with robotic total station.


Lewis utilizes a variety of software programs to stream­line our processes and deliverables. We promote the use of programs that enhance collaboration, including Bluebeam Studio and Smartsheet. Our teams use virtual plan tables and tablets in the field to access drawings and coordination models, control quality and stay connected.