Digital Last Planner System Whiteboard for Enabling Remote Collaborative Design Process Planning and Control

Pikas, Ergo; Pedó, Bárbara; Tezel, Algan; Koskela, Lauri; Veersoo, Markus

doi:10.3390/su141912030

Cited by 3 publications

(4 citation statements)

References 65 publications

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“…2019) by identifying patterns, coding, naming conventions or templates. The introducing (2) element of the strategy refers to training (Pikas et al 2022) and is important to gain users' buy-in and give them autonomy to use and own the practices and devices. Implementing or executing (3) requires integration with the company system, e.g., linking with other existing VM practices and systems, as well as integrating with managerial routines (Valente at al., 2019) and identifying the types of integration and communication (Brandalise et al 2022;Pedó et al 2022) by pinpointing the number of users, information flow, and whether interactions are happening at the same or different location and time.…”

Section: Vm As a Strategymentioning

confidence: 99%

“…In addition, in the design of digital systems, the coordination requirements are frequently ignored, such as the cognitive work of coordination and the dynamic interactions (Maguire 2019). Digital whiteboards, however, provide a flexible visual (and virtual) platform, akin to a white canvas, that enables the creation of artefacts to support remote communication and collaboration (Gumienny et al 2013;Pikas et al 2022). Digital whiteboards can support new routines, procedures, and activities by making it easy to pull information when required from an information field, i.e., there is an easy access to information at any time, place (or space) and device (Pikas et al 2022).…”

Section: Whiteboards As Vmmentioning

confidence: 99%

“…The 'introducing' element of the VM implementation strategy refers to the effort required prior to the device implementation in order to ensure the users understand its purpose and how it works. It is not only related to training, but also associated with the initial support with its implementation aspects (Pikas et al 2022) and facilitation required until the users feel confident in using and owning the device, when it can be handed over to the users. As stated by one of the respondents: 'willingness to adopt new digital tools sometimes limits people or their awareness.…”

Section: Researchers' Insights/observati Onmentioning

confidence: 99%

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Visual Management Implementation Strategy: An Analysis of Digital Whiteboards

Pedó¹,

Tezel²,

Koskela³

et al. 2023

Proceedings of the 31st Annual Conference of the International Group for Lean Construction (IGLC31)

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Visual Management (VM) is a communication strategy in which a visual workplace for closerange communication is created by using easy-to-understand sensory devices. It is adopted to increase process transparency and self-management capacity. VM discussions have been mostly device-centred to date, being concerned with the development of new devices, or understanding the impact of different VM attributes for different purposes. Explorations of VM as a strategy have been limited. This paper outlines the key elements of one part of an overall VM strategy, namely the implementation strategy (i.e., planning, introducing, executing, monitoring, and controlling, maintaining, and improving, and removing). It is based on an empirical study on the use of a specific type of VM device (i.e., digital whiteboards) at an infrastructure engineering design and consultancy company in the UK. The main sources of evidence were surveys with key representatives of the company and participant observation in the development and implementation of the device. Findings indicate that adopting VM through a systematic implementation strategy with coherent plans and actions is important to enable its successful application. Moreover, some future research opportunities are pointed out, such as to expand and evaluate the definitions proposed, and to test them in different contexts and device types.

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Section: Vm As a Strategymentioning

confidence: 99%

Section: Whiteboards As Vmmentioning

confidence: 99%

Section: Researchers' Insights/observati Onmentioning

confidence: 99%

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Visual Management Implementation Strategy: An Analysis of Digital Whiteboards

Pedó¹,

Tezel²,

Koskela³

et al. 2023

Proceedings of the 31st Annual Conference of the International Group for Lean Construction (IGLC31)

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“…(2) Integration with BIM-based sheet (Matta et al, 2018); (3) Digital Last Planner System (Conte et al, 2022;McHugh et al, 2022;Pikas et al, 2022); (4) Visual Management to support design planning and control (Pedó et al, 2022); and (5) Construction progress monitoring (Álvares & Costa, 2019). Some of those VM tools have been converted into successful IT-based prototypes.…”

Section: Introductionmentioning

confidence: 99%

Location-Based Work Sampling: Field Testing and Utility Evaluation

Pérez¹,

Salling²,

Wandahl³

2023

Proceedings of the 31st Annual Conference of the International Group for Lean Construction (IGLC31)

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Visual management has been developed and used by Lean practitioners to enhance communication and control operations and processes. Lean construction, as a process-focused approach, and emerging IT tools have the potential to transform and facilitate construction operations. The authors of this paper have previously presented a prototype adaption of the work sampling technique, called location-based work sampling, based on the results of a case study. However, the utility of this visual management tool has not yet been tested. Thus, this research aims to assess how the tool can provide managers with helpful information for decision-making. The paper presents the second learning cycle of a research project that adopted the Design Science Research strategy. The second cycle includes five steps. The first four steps consist of the application of LBWS, and the last step represents the evaluation: (1) clarifying work activities & workspaces; (2) data collection; (3) data visualization; (4) data analysis; (5) tool evaluation. The assessment results show that the tool, to a high degree, fulfills the six requirements of a digital visual management practice. However, the assessment also concludes that further development is needed to fully understand user needs and integrate the tool into daily management routines and processes.

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Adoption of the digitalised last planner system in infrastructure projects: an Australian case study

Gao,

Chan,

Hendy

2023

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Purpose Infrastructure projects are complex, task-based endeavours; the reliability of project schedules is often low, as delays occur. As a result, the infrastructure sector is constantly searching for innovative practices that might improve project performance. This study aims to pursue one research question: what are the benefits and challenges to last planner system (LPS) implementation in Australia’s infrastructure industry? It addresses this question through an examination of two rail infrastructure projects in Victoria, Australia. Design/methodology/approach The state of Victoria in Australia provides an excellent context for this study. The study was set in one of the programme alliances which was contracted to carry out five level-crossing removal projects. This study uses a combination of qualitative and quantitative research techniques, including surveys, interviews and site visits. The authors collected 43 valid survey responses. Additionally, 19 participants from the alliance programme’s two projects (Projects A and B) took part in the interviews. Extensive empirical evidence has been triangulated to achieve the research goals. Findings The findings show through the questionnaire survey that the greatest benefits that digital LPS brings are primarily associated with process improvement and social benefits. The interview results acknowledged that the roll-out of digital LPS had a positive impact on schedules, cost, occupational health and safety (OHS) and quality performance. The research also noted a few challenges in the introduction of digital LPS. Overall, the finding presents strong evidence that the introduction of digital LPS has been a clear success in the case company. Originality/value This is the first piece of research to fill this major gap in the LPS literature by exploring the issue of digital LPS adoption in Australia’s infrastructure sector. This study has thus laid the foundation for future work on LPS research in the Australian context. The authors are optimistic that this exploratory work will generate interest across other alliances, and perhaps extend into Australia’s construction sector.

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Digital Last Planner System Whiteboard for Enabling Remote Collaborative Design Process Planning and Control

Cited by 3 publications

References 65 publications

Visual Management Implementation Strategy: An Analysis of Digital Whiteboards

Visual Management Implementation Strategy: An Analysis of Digital Whiteboards

Location-Based Work Sampling: Field Testing and Utility Evaluation

Adoption of the digitalised last planner system in infrastructure projects: an Australian case study

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