Development of Approach to Support Construction Stakeholders in Implementation of the Last Planner System

Abstract

The implementation of the Last Planner System (LPS) has gained prominence in the construction industry and its influence on the production system seems to be rapid and significant. However, recent studies reveal that the application of LPS principles on projects is fragmented. The aim of the current study, therefore, is to develop an approach to support construction stakeholders in the implementation of the LPS. Thirty semi-structured interviews and three in-depth case studies were conducted with construction stakeholders. The study developed a non-prescriptive but all-inclusive approach for supporting construction stakeholders in the implementation of the LPS on construction projects. This study contributes to knowledge in engineering management as it provides a new insight into how to apply the LPS holistically in the management of engineering projects. The study further provides evidence into the current practice and performance of the LPS in the management of civil engineering project as demonstrated in the case studies. Finally, the identification of the three "levels of support" (organisational, project, and external enabler) provides a focal point for

Development of Collaboration in Planning: What Can Construction Project Management Learn From Other Fields?

“…The successful application of this broadened approach in software development implies its application in construction project management is realistic and could be beneficial. More importantly, this theoretical concept of transformation and flow is now being applied in the LPS (Daniel et al 2019;Koskela 2000a), with significant impacts on managing project production in construction. Koskela (2000a) argued that the application of sound theory to construction project management would improve performance while its absence will support poor performance.…”

Finding the Way to Success in Implementing Lean Construction in an Unfavourable Context

“…(Zhang et al 2017); 3) Training: increasing lean awareness and knowledge through training, Freq: 17, e.g. (Daniel et al 2019); 4) Technology Adoption and Infrastructure: investment on of modern infrastructure to support lean practices, Freq: 16, e.g. (Aljobaly and Banawi 2019); 5) Organizational Culture and Teamwork: supportive culture to promote coordinated teamwork, Freq: 15, e.g.…”

“…(Aljobaly and Banawi 2019); 5) Organizational Culture and Teamwork: supportive culture to promote coordinated teamwork, Freq: 15, e.g. (Daniel et al 2019); 6) Organizational Inertia and change management: resistance to change and the ability to manage change, Freq: 14, e.g. (Sarhan 2018); 7) Organizational Strategy and Policies: whether lean policies are linked to long-term goals, Freq: 11, e.g.…”

“…); 15) Stakeholders Management: early stakeholders involvement, stakeholder's awareness of LC, Freq: 17, e.g (Daniel et al 2019)(Zhang et al 2017)…”

“…; 37) Lean Design Management: design integration, change minimization and design standardization, Freq: 11, e.g. (Aljobaly and Banawi 2019); 38) Benchmarking and Performance Measurement, Freq: 7, e.g (Daniel et al 2019)(Omotayo et al 2018…”