The general construction process today is not designed to handle the entire process as a whole system, which means that changes are needed in both process and the management of it. Productivity within housing is lower than in the manufacturing industries due to a lack of cooperation between actors, weak commitment, a disruptive construction process and lack of holistic approach. Creating maximum value for the customer and minimize waste of resources is fundamental to lean production and the Toyota Production System, TPS, two of the most successful manufacturing process philosophies. To achieve an effective and functioning concept within industrial housing, it should be based on long-term relationships and continuous processes with a focus on the customers. Structured processes and practices, standardized technology and knowledge back into the processes is the key.MFB, Masonite Flexible Building System, is a building system for industrial construction with a high degree of prefabrication which minimize and facilitates the assembly work on the construction site. MIKS, MFB Industrial Constructive Interaction, is a form of cooperation between actors in industrial wood construction with the MFB-system. The MIKS model has been developed during a development project, with two construction projects made with MFB system and the MIKS model. One of these, Kv. Kullen in Nordmaling (Sweden), has been studied to analyze how methods for experience feedback within the manufacturing industry can be used to increase the experience feedback for the joint action group so as to gain power in competing with larger companies.On site documentation, along with the contractor's statement of costs, showed which procedures that were most time and resource consuming. Participants were interviewed with techniques from the manufacturing business and the interviews were analyzed to find the root cause of the additional costs of the project. The analysis shows that the greatest waste is unnecessary or faulty workmanship, and the waste that it created in turn. To form a competitive joint action group requires: - Control of the process- Designate the process owner- Common goals for each new construction project: - Short-term goals - what the specific project to achieve - Long-term goals - evaluate and revise- Determine the common platform for the process- The contractor appoints and train or hire a process manager- Every actor or team for each stage designates a process observer who uses “five whys”, continuous follow-up meetings and simple documentation and reports to the process manager- Perform continuous and time-limited measurement and control- Return the experience to the common process platform of joint action group and distribute the information