Survey of Motivations, Benefits, and Implementation Challenges of Last Planner System Users

2013 ◽  
Vol 139 (4) ◽  
pp. 354-360 ◽  
Author(s):  
Jose L. Fernandez-Solis ◽  
Vishal Porwal ◽  
Sarel Lavy ◽  
Ali Shafaat ◽  
Zofia K. Rybkowski ◽  
...  
Keyword(s):  
Implementation Challenges ◽  
Last Planner System ◽  
Last Planner

scholarly journals Implementation of the LPS using an excel spreadsheet

2017 ◽  
Vol 17 (3) ◽  
pp. 324-339 ◽  
Author(s):  
Fahimeh Zaeri ◽  
James Olabode Bamidele Rotimi ◽  
M. Reza Hosseini ◽  
Jeff Cox
Keyword(s):  
New Zealand ◽  
Data Sets ◽  
Extensive Literature ◽  
Content Type ◽  
Excel Spreadsheet ◽  
Implementation Challenges ◽  
Study Approach ◽  
Body Of Knowledge ◽  
Last Planner System ◽  
Last Planner

Purpose The purpose of this paper is to investigate the implementation challenges of one of lean construction’s recent tools, the last planner system (LPS), by exploring issues in the New Zealand construction sector to identify potential areas for improvement. To achieve this aim, the study formulated two objectives: to present the challenges in LPS use and to explore solutions by using an Excel spreadsheet for facilitating LPS applications. Design/methodology/approach The study drew primarily upon a case study approach. A fieldwork study and document analysis of a New Zealand construction project were conducted with an extensive literature review undertaken on the LPS concept. Findings The findings revealed that although an automated spreadsheet could be a simple and inexpensive option for using the LPS, data collection, storage and transfer into the spreadsheet could significantly influence the reliability of the LPS outcomes. Most data utilisation challenges were found to occur around the three data sets included in the weekly work plan (WWP). The study presented several automation solutions which had been applied to overcome data utilisation challenges. Originality/value Among the first of its kind in the construction industry, this study, with its first-hand account of an organisation which uses the lean paradigm, provides an in-depth insight into LPS tool implementation. The study extends the current body of knowledge by unearthing the challenges of LPS integration into construction activities and presenting efforts undertaken in a construction case project to overcome relevant issues. This adds value by enhancing the reliability of the LPS and, consequently, the effectiveness of its implementation in practical terms.

Integrating critical chain project management with last planner system for linear scheduling of modular construction

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tarek Salama ◽  
Ahmad Salah ◽  
Osama Moselhi
Keyword(s):  
Project Management ◽  
Control Procedure ◽  
Modular Construction ◽  
Content Type ◽  
Linear Scheduling ◽  
Last Planner System ◽  
Critical Chain Project Management ◽  
Last Planner ◽  
And Control ◽  
Critical Chain

Purpose The purpose of this paper is to present a new method for project tracking and control of integrated offsite and onsite activities in modular construction considering practical characteristics associated with this type of construction. Design/methodology/approach The design embraces building information modelling and integrates last planner system (LPS), linear scheduling method (LSM) and critical chain project management (CCPM) to develop tracking and control procedures for modular construction projects. The developed method accounts for constraints of resources continuity and uncertainties associated with activity duration. Features of proposed method are illustrated in a case example for tracking and control of modular projects. Findings Comparison between developed schedule and Monte Carlo simulation showed that baseline duration generated from simulation exceeds that produced by developed method by 12% and 10% for schedules with 50% and 90% confidence level, respectively. These percentages decrease based on interventions of members of project team in the LPS sessions. The case example results indicate that project is delayed 5% and experienced cost overrun of 2.5%. Originality/value Developed method integrated LPS, LSM and CCPM while using metrics for reliability assessment of linear schedules, namely, critical percent plan complete (PPCcr) and buffer index (BI). PPCcr and BI measure percentage of plan completion for critical activities and buffer consumption, respectively. The developed method provides a systematic procedure for forecasting look-ahead schedules using forecasting correction factor Δt and a newly developed tracking and control procedure that uses PPCcr and BI. Quantitative cost analysis is also provided to forecast and monitor project costs to prove the robustness of proposed framework.

Prospect of lean practices towards construction supply chain management trends

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Phuoc Luong Le ◽  
Nguyen Thi Duc Nguyen
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Problem Solving ◽  
Chain Management ◽  
Content Type ◽  
Architectural Engineering ◽  
Planning And Control ◽  
Last Planner System ◽  
Last Planner ◽  
And Control

Purpose To deal with the present situation and recover after the COVID-19 pandemic, construction firms are required to recognise the trends in construction supply chain management (CSCM) for the upcoming years and determine the appropriate practices towards the trends for the improvement of construction activities in terms of strategy, tactic and operations. This paper aims to recognise key trends in CSCM and uses these trends as strategic criteria for the evaluation and prioritisation of lean construction (LC) tools at different project phases including design and architectural engineering, planning and control, on-site construction and safety management. Design/methodology/approach The integrated analytic hierarchy process–Delphi method is used to collect and analyse the data from construction experts to evaluate the importance levels of the CSCM trends and recommend the appropriate tools for LC practices to improve project performances. Findings Seven key CSCM trends are identified: lean supply chain management (SCM), supply chain (SC) integration, SC standardisation, SC problem-solving, SC information-sharing, SC flexibility and SC sustainability. Based on these trends, a set of prioritised lean tools are suggested for LC practices, in which “virtual design construction” (VDC) and “last planner system” are considered as the central tools. These two LC practices can be integrated with other effective tools to support the strategic, tactical and operational targets in construction supply chain (CSC) projects. Research limitations/implications This study gives the managerial implications by developing an application framework of LC practices for CSC projects. The framework promotes “VDC” as a strategic tool for the phase of design and architectural engineering and considers “last planner system” as the central LC practice for the phase of project planning and control. The framework also focuses on the improvement of efficiency in construction operations by taking into account the aspects of on-site collaboration, problem-solving, improvement and safety. Originality/value Up to date, there is still a lack of researches in classifying and prioritising the significant LC tools for each project phase to deal with CSC issues in both breadth and depth. Thus, this study is performed to provide construction managers with the awareness of CSCM trends on which they can focus to have strategic criteria for selecting LC practices to improve CSC performances.

The Last-Planner-System’s impact on project culture

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gunnar Jürgen Lühr ◽  
Marian Bosch-Rekveldt ◽  
Mladen Radujković
Keyword(s):  
Online Survey ◽  
Qualitative Content Analysis ◽  
Data Gathering ◽  
Assessment Instrument ◽  
Mutual Understanding ◽  
Structured Interviews ◽  
Content Type ◽  
Last Planner System ◽  
Project Culture ◽  
Last Planner

Purpose The purpose of this paper is to investigate the Last-Planner-System’s impact on project cultures in terms of partnering. Design/methodology/approach A case study was performed using multiple data gathering approaches. The project cultures of three projects not applying the Last-Planner-System were compared with three projects that apply the Last-Planner-System. In total, 30 participants were involved in the study. Semi-structured interviews were held and analysed by applying qualitative content analysis. Also, the “organizational culture assessment instrument”, which belongs to the “competing values framework”, was used by means of an online survey. Findings The Last-Planner-System leads to increased levels of mutual understanding and control about the tasks and issues of the other parties. This detailed overview leads towards a more distinguished evaluation of the trustworthiness of individuals. This does not necessarily lead to a partnering project culture. Originality/value The contribution to research is that higher levels of transparency and mutual understanding do not necessarily lead to a high level of trust. Rather, transparency could be seen as a controlling mechanism that leads to better-founded estimations about the trustworthiness of others in the project.

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