Lean Design Management (LDM) is a response from the lean construction community to overcome the chaotic design process in the AEC industry. Many tools, processes and methods were adapted to the context of design with limited success. This paper presents the use and adaptation of different lean design tools and processes in two phases of a major infrastructure project in the UK. The lean design implementation occurred in a Joint-Venture (JV) that had been awarded contracts to deliver civil engineering and construction on the project. This paper also compares the results of combined use of adapted last planner in phase 1 and adapted design structure matrix in phase 2, and identifies some of the practical challenges and benefits of the implementation of lean design management.The main contribution of this paper is the contextualisation of different project organisational structures and its influence on the success of the LDM tools implementation. Moreover, a common result for both phases is the enhancement of project communication, collaboration, and transparency of information for planning and control of the project activities. KEYWORDSlean design management, last planner system, design structure matrix.
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