Application of the Last Planner System in Schedule Management of Construction Projects

2013 ◽  
Vol 438-439 ◽  
pp. 1777-1781 ◽  
Author(s):  
Jun Yan Jin
Keyword(s):  
Construction Projects ◽  
Dynamic Adjustment ◽  
Project Schedule ◽  
Engineering Project ◽  
Pull System ◽  
Schedule Management ◽  
Look Ahead ◽  
Last Planner System ◽  
Project Objectives ◽  
Last Planner

Schedule control is one of the main tasks of engineering project management, and effective schedule management is an important means of realization of project objectives. The traditional project schedule management is lack of dynamic adjustment and update, and various drawbacks of the method have been appeared. Last planner system (LPS) is a kind of schedule management of project based TFV theory of lean thinking, which transfers the traditional "push" system into "pull" system for schedule management. Based on the master schedule, look-ahead schedule and weekly work plan, schedule management with LPS will facilitate the realization the projects schedule objective.

scholarly journals Are Indonesia contractors ready to implement last planner system? – an early investigation

2018 ◽  
Vol 195 ◽  
pp. 06012
Author(s):  
Jati Utomo Dwi Hatmoko ◽  
Human Adi Darmawan ◽  
Zuldi Sabrian ◽  
Mochamad Agung Wibowo
Keyword(s):  
Construction Projects ◽  
Resistance To Change ◽  
Developed Countries ◽  
Early Investigation ◽  
Exploratory Research ◽  
Master Schedule ◽  
Look Ahead ◽  
Last Planner System ◽  
Readiness Level ◽  
Last Planner

Last Planner System (LPS) is one of Lean Construction’s tools for scheduling to enhance project’s reliability, productivity, and performance. It has already been widely adopted in many developed countries and shown benefits, such as shorter duration, less rework, and better communication. Despite its benefits, the use of LPS is almost unheard of in Indonesian. The aim of this exploratory research is to investigate the readiness of LPS implementation for Indonesia’s projects. The assessment is based on five principles of LPS, i.e. Master Schedule, Pull Planning, Making Work Ready, Weekly Work Plan, and Learning, using four categories of assessment, i.e. not aware, aware, willing, and implemented. The levels of readiness are categorised into none, poor, moderate, high and excellent. Data was collected by interviews and questionnaire surveys with project managers and observations of four construction projects. The results show that on average the readiness level is moderate, particularly for Pull Planning and Look-ahead Plan. The main challenges identified include lack of confidence and resistance to change. These research findings provide an initial understanding of LPS as perceived by contractors, and later can be used as inputs to build a strategic framework to enable wider LPS adoption to improve Indonesia’s project performance.

scholarly journals Onshore Oil and Gas Design Schedule Management Process Through Time-Impact Simulations Analyses

2019 ◽  
Vol 11 (6) ◽  
pp. 1613
Author(s):  
Daekyoung Yi ◽  
Eul-Bum Lee ◽  
Junyong Ahn
Keyword(s):  
Construction Projects ◽  
Oil And Gas ◽  
The Body ◽  
Management Process ◽  
Design Phase ◽  
Project Schedule ◽  
Schedule Management ◽  
Body Of Knowledge ◽  
Design Activities ◽  
Design Schedule

Korean oil and gas contractors have recently incurred significant losses due to improper engineering performance on EPC (engineering procurement and construction) projects in overseas markets. Several previous studies have verified the significant impact engineering has on EPC construction cost and project lifecycle. However, no literature has studied the time impact engineering has on EPC projects, representing a gap in the existing body of knowledge. To fill this gap, a Monte Carlo simulation was performed with the Pertmaster, Primavera risk analysis software for three sample onshore oil and gas projects. From said simulation of all major EPC critical activities, the authors found that the engineering phase is up to 10 times as impactful as the procurement and construction phases on the overall schedule duration. In assessing the engineering activities, the authors found the piping design activities to have the greatest impact on the overall schedule performance. Using these findings, the authors present a design schedule management process which minimizes the delays of project completion in EPC projects. Said process includes the following six steps: (1) Milestone management, (2) drawing status management, (3) productivity management of engineering, (4) interface management, (5) management of major vendor documents, and (6) work front management. The findings of this paper add to the body of knowledge by confirming the design phase to be the most impactful on the overall project schedule success. Furthermore, the presented design schedule management will aid industry with successfully executing the design phase in a timely manner, including examples from case study projects for a greater understanding.

Applying Lean Construction to Construction Project

2013 ◽  
Vol 834-836 ◽  
pp. 1976-1983 ◽  
Author(s):  
Nguyen Thanh Binh
Keyword(s):  
Construction Projects ◽  
Employee Training ◽  
Lean Construction ◽  
3D Animation ◽  
Concrete Construction ◽  
Look Ahead ◽  
Scheduling Method ◽  
Scheduling Tool ◽  
Major Factors ◽  
Last Planner

Lean construction is aimed to improve construction performance by eliminating wastes that do not add value to the customer. This project studies lean construction and its application in concrete construction projects at both the operation and project levels. In conjunction with a concrete contractor, actual concrete construction projects were observed, and problem areas contributing to delay and other wastes were identified. At the project level, the lack of coordination among subcontractors was cited as one of the major factors contributing to schedule delays. This paper proposes to use the last planner concept, the linear scheduling method, and the graphic schedule method to improve communication and look-ahead scheduling. Related software was developed for implementing this scheduling tool. At the operation level, a systematic approach of was identification, operation re-design, and employee training was applied to reduce wastes found in the field operation. A case study of bulkhead installation was used to demonstrate this approach, and a 3D animation was created for employee training.

scholarly journals Integration of BREEAM-NOR in Construction Projects: Utilizing the Last Planner System

2016 ◽  
Vol 96 ◽  
pp. 100-111 ◽  
Author(s):  
Åse I. Nesteby ◽  
Marie E. Aarrestad ◽  
Jardar Lohne ◽  
Rolf A. Bohne
Keyword(s):  
Construction Projects ◽  
Last Planner System ◽  
Last Planner

scholarly journals BIM-LEAN as a Methodology to Save Execution Costs in Building Construction—An Experience under the Spanish Framework

2020 ◽  
Vol 10 (6) ◽  
pp. 1913 ◽  
Author(s):  
María Dolores Andújar-Montoya ◽  
Antonio Galiano-Garrigós ◽  
Víctor Echarri-Iribarren ◽  
Carlos Rizo-Maestre
Keyword(s):  
Construction Management ◽  
Extensive Literature ◽  
Public Projects ◽  
Execution Costs ◽  
Look Ahead ◽  
Last Planner System ◽  
Building Information ◽  
The Look ◽  
Last Planner

Current market conditions characterized by technological changes, increasing regulatory requirements and low funding make current construction management models obsolete. This tendency affects not only the private housing market but also public administration projects, which have large time and budget deviations across the board. As a result, new approaches are needed to improve the efficiency of the construction process, removing extra costs and delivering projects on time. The most representative trends in the construction industry that enable such improvements are both Building Information Modelling paradigm (BIM) and Lean Construction philosophy with one of its associated tools in the field of construction management—the Last Planner System. However, a review of the literature shows the scarcity of works on the synergy of both paradigms taking into account the extensive literature on Lean and BIM individually. This is further accused if we look beyond the theoretical literature reviews. Therefore, this paper is focused on the benefits derived from the synergy of both disciplines and the impacts on project efficiency through a case study of a public construction project at the university of Alicante in order to provide empirical evidence of the benefits and improvements of using BIM at the Look Ahead meetings and of the Last Planner System. Finally, the results of the case study allow us to make a comparison with the data related to cost deviations of other public projects with different uses, built areas, and complexity which were managed with traditional methods of construction.

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