A survey on production planning system in construction projects based on Last Planner System

Khanh, Ha Duy; Kim, Soo Yong

doi:10.1007/s12205-015-1412-y

Cited by 29 publications

(19 citation statements)

References 4 publications

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“…The LC philosophy has been derived from lean production. A coherent philosophy is yet to be developed for LC, like lean production, that has been left behind in this transition like implementation framework (Jørgensen and Emmitt, 2008; Khanh and Kim, 2016; Mossman, 2009). LC tools are yet to be standardized as the extent to which the methods of lean production are applicable to LC is questionable (Eriksson, 2009; Green, 1999).…”

Section: Identification Of Barriers To Implement Lean In Construction Industrymentioning

confidence: 99%

Modeling the key barriers to lean construction using interpretive structural modeling

Khaba

Bhar

2017

JM2

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Purpose The purpose of this study is to identify and analyze the key barriers to lean implementation in the construction industry using interpretive structural modeling (ISM) and Matrice d’ Impacts Croisés-Multiplication Appliquée á un Classement (MICMAC) analysis. Design/methodology/approach In this study, 13 barriers to lean construction (LC) have been identified through extensive review of literature and subsequently eliciting expert opinions. A proper hierarchy and contextual relationship of the barriers have been developed using ISM, and based on the driving and dependence power of the barriers, three groups of barriers have been found using MICMAC analysis. Findings Cultural differences are found to be the most important barrier to LC, whereas employees’ resistance to change and lack of performance measurement systems are the least significant barriers. Research limitations/implications The work is limited to literature review and experts’ opinion, and the model may be tested using structural equation modeling to verify the relationship of the barriers. Practical implications This ISM-based model would help the decision-makers, researchers and practitioners to prioritize and manage these barriers by better utilizing their resources for eliminating or minimizing the barriers to lean implementation. Originality/value The study of barriers to LC through an ISM-based model and the classification of barriers is a new attempt in the field of construction.

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Section: Identification Of Barriers To Implement Lean In Construction Industrymentioning

confidence: 99%

Modeling the key barriers to lean construction using interpretive structural modeling

Khaba

Bhar

2017

JM2

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“…There should be one approach across projects" Again, this shows that there are variations in the current implementation of LPS principles on the projects investigated in the UK. Previous studies in the UK and elsewhere have also reported the partial implementation of the LPS in construction project (Daniel et al, 2017;Dave et al, 2015;Koch et al, 2015;Khanh and Kim, 2015;Lindhard and Wandahl, 2015).…”

Section: Process Standardisationmentioning

confidence: 94%

“…The purpose of the literature review was to identify the underlying principles and practice of the LPS (Ballard and Tommelien, 2016;Ballard et al, 2009;Ballard, 2000); current level of implementation of the LPS across countries (Daniel et al, 2015;Dave et al , 2015;Koch et al, 2015;Khanh and Kim, 2015;Kalsaas et al, 2014;Lindhard and Wandahl, 2014); to identify the challenges and to unpack the reasons for the non/partial implementation of the LPS in construction projects (Ballard, et al ., 2007;Hamzeh, 2009;Porwal, et al ., 2010;Fernandez-Solis et al ., 2012;Johansen and Porter, 2003); to understand the organisational factors influencing the implementation of lean techniques and LPS in particular (Liker, 2004;Conte, implementation of lean techniques and LPS (Dombrowski et al . 2010;Lindhard and Wandahl 2014;Nesensohn, 2014).…”

Section: Pcamentioning

confidence: 99%

“…These complex elements include lookahead planning, make ready planning, root cause analysis and learning (Daniel et al, 2017;Alarcon et al, 2011). It is worth noting that the fragmented implementation of LPS is not only in the UK, a Norwegian study (Kalsaas et al , 2014); a Vietnamese study (Khanh and Kim, 2015) and a Danish study (Lindhard and Wandahl, 2014) have also reported it. For instance, in Norway, phase planning is the most frequently implemented element (Kalsaas et al, 2014); in Vietnam, lookahead planning is done superficially (Khanh and Kim, 2015) and in Denmark lookahead planning not executed (Lindhard and Wandahl, 2014).…”

Section: Introductionmentioning

confidence: 99%

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

2019

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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

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“…Several researchers 7,9,[72][73][74][75] have mentioned that: \Lean is a journey, not a destination". Consequently, construction companies are forced to permanently improve their performance and renovate the traditional management techniques following a systematic and rigorous approach seeking perfection in order to resist the pressures and the competitiveness of the construction market.…”

Section: Continuous Improvementmentioning

confidence: 99%

Development of a Conceptual Framework of Lean Construction Principles: An Input–Output Model

Bajjou

Chafi

En-Nadi

2019

J. Adv. Manuf. Syst.

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In the new global economy, Lean Construction has become an effective way to design construction systems, which aims at reducing all forms of waste and creating the maximum of value for the customer. However, previous studies have reported that there are various implementation approaches, and most construction practitioners have applied this management philosophy according to their own understanding of Lean Construction principles. The main aim of this study is to develop a conceptual model for a successful deployment of lean construction. In this paper, an original generic model has been proposed based on a rigorous analysis of six relevant Lean Construction models that have been designed, validated, and tested in several countries (USA, UK, Malaysia, Germany, and Brazil). The findings of this work show that there are nine main Lean Construction principles and which are: customer focus, supply, continuous improvement, waste elimination, people involvement, planning and scheduling, quality, standardization, and transparency. Moreover, these principles have been divided into 33 sub-principles based on an extensive literature review of reliable documents (research papers, review papers, books, conference papers, and thesis) that have been published between 1992 and 2017.

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A survey on production planning system in construction projects based on Last Planner System

Cited by 29 publications

References 4 publications

Modeling the key barriers to lean construction using interpretive structural modeling

Modeling the key barriers to lean construction using interpretive structural modeling

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

Development of a Conceptual Framework of Lean Construction Principles: An Input–Output Model

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