• Korean Journal of Construction Engineering and Management
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• v.6 no.6 s.28
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• pp.152-159
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• 2005

Since Lean Construction has been introduced as a new management approach to improve productivity in the construction industry, much research is in progress to develop lean concepts and principles for better implementation and to get results of the successful adaptation of lean ideas from manufacturing for application in the construction industry. Currently, Lean Construction Institute developed Last Planner System to achieve better workflow and effective planning management. Domestic construction companies are also getting interested in the Lean Construction. However, there are no detailed guidelines how to implement lean system. Thus, this study will provide a guideline for deployment of last planner system, a prototype lean implementation control checklist, and all project participants roles based on the case studies in USA. This study should provide a framework to apply lean construction to domestic construction sites.

• Journal of Construction Engineering and Project Management
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• v.3 no.4
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• pp.5-11
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• 2013

Construction industry is overwhelmed by delay and often has suffered cost and time overrun. In this context, Last Planner System (LPS) has been considered as a very useful tool for the management of the construction process. Many previous studies have reported its effectiveness in construction performance. This study aims to evaluate the level of importance of the Last Planner processes in the Vietnam construction industry (VCI), and analyze the existing barriers when implementing these processes in construction management. These barriers were collected based on previous studies from International Group for Lean Construction (IGLC). A survey was carried out through questionnaire. The respondents are been experienced people in construction project management. There are four processes of LPS that were investigated including master schedule, phase schedule, lookahead plan, and weekly work plan. The results showed that master schedule is the most important item when performing a construction project in the VCI. The highest degree of agreement belongs to 'owner - contractor' pair with 77.1% importance indices; whereas the lowest belongs to 'consultants - contractors' pair with 63.8% importance indices. Eventually, three barrier factors were extracted from factor analysis technique with 62.2% of variance explained.

• Korean Journal of Construction Engineering and Management
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• v.3 no.4 s.12
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• pp.139-144
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• 2002

Management of today's dynamic projects requires a shift of focus from product to process. The purpose of traditional project controls is to conform performance to plan. The purpose of lean project controls is to make the best possible choices at each point in time during the course of the project, as well as contributing knowledge to the parent organizations so they can learn from project experience. The Lean Construction Institute(LCI) proposed the Last Planner System(LPS) capable of accomplishing that purpose, principally through controlling the quality of planning and of management processes themselves, as distinct from concentrating exclusively on project performance. The case project was a pilot project for the implementation of the Last Planner. Consequently, the coordination of the work on this project was extremely successful. The project had its share of challenges. The coordination did not prevent design problems, or supplier errors, but helped the team deal with the problems effectively while maintaining the work flow. The last planner helped the contractors know: a) who will be doing what and where, b) what each one needs from the others, and c) what are the project priorities. The system itself created a more collaborative environment, because it 'demands' that the subcontractors address these issues.

• Journal of Construction Engineering and Project Management
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• v.6 no.1
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• pp.11-19
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• 2016

Most of the Indian contractors are not well equipped to handle the growing demand of infrastructure development; hence construction projects frequently run in to time and cost overruns, disputes and quality issues. This study aims to improve the construction industry in India by implementing lean principles to eliminate non-value adding activities (wastes). The purpose of this study is to 1) identify the wastes and their sources affecting the construction process, and 2) to identify problems and document lessons by applying a Last Planner System (LPS) to a sample project. First, the researchers identified that Delays, Rework, and Interruptions were the most critical wastes affecting the construction process and Poor management control, Poor Planning and Shortage of Resources were the major sources of the above mentioned wastes. Second, the researchers report the Percent of Planned Complete (PPC) analysis results and experienced problems after implementation of LPS at the sample project. It was observed that much more improvement could have been achieved if there was consensus between the owners and the contractor on the implementation of the LPS in its entirety. Some of the problems experienced in the implementation of the LPS like lack of scheduling, resource and material shortage were found to be similar to those in developed countries.

• Korean Journal of Construction Engineering and Management
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• v.8 no.3
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• pp.57-65
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• 2007

Last Planner System (LPS) developed by Lean Construction Institute consists of four steps: Master Schedule, Phase Schedule, Lookahead Planning and Weekly Work Plan. This paper focuses on the process of measuring Percent of Plan Completed (PPC) at the weekly Work Plan stage. PPC means the percentage of weekly assignments completed. According to the results of the researches that deal with PPC from many other countries, we can assure the benefits or using PPC. However the concept of PPC is unfamiliar in Korea construction industry. This paper analyzes the cases in which PPC is applied in other countries and compares them with the production control system in Korean construction industry. The results of this research will provide the time management system for using PPC in Korea.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2006.11a
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• pp.722-726
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• 2006

Last Planner System (LPS) developed by Lean Construction Institute consists of four steps: Master Schedule, Phase Schedule, Lookahead Planning and Weekly Work Plan. This paper focuses on the process of measuring Percent of Plan Completed (PPC) at the Weekly Work Plan stage. PPC means the percentage of weekly assignments completed. According to the results of the researches that deal with PPC from many other countries, we can assure the benefits of using PPC. However, the concept of PPC is unfamiliar in Korea construction industry. This paper analyzes the cases in which PPC is applied in other countries and compares them with the production control system in Korean construction industry. The results of this research will provide the time management system for using PPC in Korea.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.377-382
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• 2005

The tools, methods and measures used for project control reflect underlying theories of management. Management theory has been neglected in the construction industry, which has rather focused on tools and neglected theory. This paper contributes to the theory of project management by introducing and developing two fundamental and competing conceptualizations of management: MBM (Managing-by-Means) and MBR (Managing-by-results). Current project control and performance measurement practice is based on MBR. However, project control based on MBR may not be appropriate for managing dynamic projects. The paper present the Last Planner^TM System (LPS) and Process Variance Control (PVC) as examples of methods reflecting the MBM view. It is argued first that the MBM view is appropriate for managing uncertain, complex and quick projects. The paper also explores how MBR tools and techniques may be appropriately used within an MBM framework.

• Journal of the Korea Computer Industry Society
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• v.3 no.9
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• pp.1207-1214
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• 2002

This study has developed Web-based, Automated Lesson Planner System for teachers to make out and make use of lesson plans using ICT(Information ＆ Communication Technology). First, web-based lesson planner system has been developed to make teachers possible to make and use lesson plans on the web. Second, the database of electronic lesson planner system has been designed and established according to Korean curriculum and form of teaching-loaming lesson plan using ICT. Third, the system embodied making out a lesson plan easily and operating all ICT materials together. Last, the system was applied to the real elementary school fields and the efficiency and improvements were analyzed. This lesson planner system made database of all ICT materials and lesson plans, so that it can manage and control all lesson plans systematically. Also, the lesson plans and ICT materials are connected together, so the database can be a dynamic content storage. The construction of this system established maximization of share, use and storage of teaching-learning lesson plans. It will be popularize in real education fields and made a contribution to the school informatization.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2007.11a
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• pp.647-651
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• 2007

The Lean Construction is adopted from Lean Principle of Manufacturing Industry in the early of 1990, that has been providing theoretical background and good practical implementation for maximizing customers' satisfaction and improving productivity through minimizing the waste factors in the construction operations. The Last Planner System(LPS), one of the elementary techniques of Lean Construction, aims for improving the work reliability and reducing variability by measuring and managing the daily or weekly performance for overcoming the weakness of recent complex schedule management tools such as Critical Path Method. This research is propose a framework for implementation of LPS conducted by owner in plant construction.

• Journal of Construction Engineering and Project Management
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• v.5 no.2
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• pp.11-15
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• 2015

The Last PlannerSystem (LPS) has been implemented on construction projects to increase work flow reliability, a precondition for project performance againstproductivity and progress targets. The LPS encompasses four tiers of planning processes:master scheduling, phase scheduling, lookahead planning, and commitment / weeklywork planning. This research highlights deficiencies in the current implementation of LPS including poor lookahead planning which results in poor linkage between weeklywork plans and the master schedule. This poor linkage undetermines the ability of theweekly work planning process to select for execution tasks that are critical to projectsuccess. As a result, percent plan complete (PPC) becomes a weak indicator of project progress. The purpose of this research is to improve lookahead planning (the bridgebetween weekly work planning and master scheduling), improve PPC, and improve theselection of tasks that are critical to project success by increasing the link betweenShould, Can, Will, and Did (components of the LPS), thereby rendering PPC a betterindicator of project progress. The research employs the case study research method to describe deficiencies inthe current implementation of the LPS and suggest guidelines for a better application ofLPS in general and lookahead planning in particular. It then introduces an analyticalsimulation model to analyze the lookahead planning process. This is done by examining the impact on PPC of increasing two lookahead planning performance metrics: tasksanticipated (TA) and tasks made ready (TMR). Finally, the research investigates theimportance of the lookahead planning functions: identification and removal ofconstraints, task breakdown, and operations design.The research findings confirm the positive impact of improving lookaheadplanning (i.e., TA and TMR) on PPC. It also recognizes the need to perform lookaheadplanning differently for three types of work involving different levels of uncertainty:stable work, medium uncertainty work, and highly emergent work.The research confirms the LPS rules for practice and specifically the need to planin greater detail as time gets closer to performing the work. It highlights the role of LPSas a production system that incorporates deliberate planning (predetermined andoptimized) and situated planning (flexible and adaptive). Finally, the research presents recommendations for production planningimprovements in three areas: process related, (suggesting guidelines for practice),technical, (highlighting issues with current software programs and advocating theinclusion of collaborative planning capability), and organizational improvements(suggesting transitional steps when applying the LPS).