> This paper reports the air permeability test results of 28 houses. >Results are used to assess the effect of age and stage of retrofit on air tightness. > Newer buildings are not by default more airtight than older buildings. > Good design, high-quality workmanship, and rigorous control are critical to create a good building. > first step to a national database.

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Construction unknowingly plans for poor levels of productivity with substantial waste, inefficiency, and rework stemming from a proliferation of non-value-adding activities embedded within traditional delivery processes. This approach negatively influences construction’s economic and environmental sustainability. Last Planner® System (LPS) is a key tool of Lean Construction (LC) and is lauded as a value-add process that prioritises flow efficiency by addressing workflow variability and waste elimination on construction projects. This research evaluates how the presence of a dedicated knowledgeable and competent LPS Facilitator, enabling a complete LPS implementation, contributes to improved construction flow, efficiency, and productivity. The study adopted a mixed-methods approach utilising case study design and data collected from a literature review, site observation diary, site documentation analysis, and semi-structured interviews. Limitations exist around small survey size, lack of generalisability, and potential bias of researchers. Findings posit considerable productivity increase; more reliable, predictable, and stable workflow; enhanced team collaboration; as well as accrual of safety, quality, cost, and schedule benefits. Embedding a knowledgeable and competent LPS Facilitator appears to assist successful implementation of LPS with sectoral and societal value-add opportunities.

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Achieving consistency of Last Planner® System (LPS) implementation is a persistent challenge for owners, contractors, and practitioners alike. This research evaluated the application of all functions of LPS within an Engineering, Procurement, Construction Management and Validation (EPCMV) consultancy and sought to develop a Guideline and Implementation Health Check (IHC) to assist consistent LPS implementation across all company projects. The study adopted a mixed-methods approach utilising case study design and data collected from a literature review, project documentation review, purposeful semi-structured interviews, two pilot implementations, and a focus group workshop conducted within the case company and across two projects.Findings posit an implementation assessment tool (IHC) should be considered as an aid to sustaining consistent LPS implementation across projects. Construction should strive to standardise its processes (like the IHC introduction) and adopt a 'process improvement' view and mindset. The IHC highlights the critical components of the functions of LPS and allows project teams to check whether each is being utilised effectively. LPS and its functions constitutes a systematic process for construction planning however, best results will only accrue once all components are in place. While the IHC will ensure the physical infrastructure is in place, successful LPS implementation necessitates deeper consideration of how people think, communicate, engage, commit, and collaborate. Successful and sustainable LPS implementations must be founded on a desire and motivation to improve existing delivery processes and necessitate senior management commitment from all stakeholders.

This study evaluates the implementation of Last Planner® System (LPS) in the Commissioning and Qualification (C&Q) phase of a pharmaceutical construction project utilising the Engineering, Procurement, Construction Management and Validation (EPCMV) delivery model. C&Q is the ultimate and most critical phase of capital project execution however, the importance of this phase is often underestimated as it commonly accounts for only 3-5% of project costs. The study utilised a mixed-method, qualitative, action-research approach and highlights the challenges to the introduction of LPS in C&Q, project execution issues, and improvements to the existing planning process. Introducing planning metrics like Planned Percent Complete (PPC) to the weekly C&Q planning process resulted in increased stability over the 40-week implementation period. However, the greatest benefits emerged from weekly collection and examination of the Reasons for Non-Completion (RNC) of task data allowing the identification and implementation of improvement mitigations. Other key findings include enhanced delivery in the form of greater collaboration, increased visibility of workflow, and the resulting productivity, schedule alignment, safety, cost, and client value-add benefits from the implementation. Clients should adopt Lean thinking and practices to provide added value on capital projects and should mandate LPS implementation across the entire project, end to end, as opposed to individual phases. Future studies should examine LPS extension to planning the entire project.