Abstract
Since 2001, a link has been established between the Last Planner® System (LPS) and Linguistic Action Perspective (LAP). However, to date, it has not been studied in sufficient depth. This research developed a system of indicators to measure and control the management of commitments, through the Design Science Research (DSR) methodology, and thus contribute to the development of the social dimension of sustainability that is often neglected in construction management research. The main contributions of this paper are a proposal of five main activities to apply the DSR method, a checklist to analyze the engagement of meeting participants, a notebook for last planners, delve into the variations that can occur to the basic movements of LAP, and the creation of a system of indicators hence updating the Percent Plan Complete (PPC) with a reliability indicator. The main limitation of this research is that the system was only validated in two South American countries that implemented LPS. In future studies, we propose to apply case studies in weekly planning meetings in other industries worldwide and to determine the recommended values to improve communication and achieve the proper implementation of LAP with LPS and without LPS.
Highlights
Traditional construction systems, mostly spread worldwide, are based on the concept of transforming raw materials into a product result, through an established production process, not distinguishing between activities that add value and those that do not add value to the final product [1], which has generated a worldwide issue in construction productivity, since it adds costs to construction projects without really adding value [2]
The authors used the Design Science Research (DSR) because this method manages to solve practical problems and produce artifacts as results [42]. These artifacts can be models, methods, indicators or any designed object in which a research contribution is incorporated into the design [43], solving problems found in the real world, and in this way contribute theoretically to the discipline in which it is applied [44]
The authors found limitations in functionality and in its inherent qualities in practice [45] that must be optimized, so we propose the elimination of some of the indicators and the expansion of others based on the analysis of the four construction projects in Chile (2) and Colombia (2), which carry out weekly meetings using Last Planner® System (LPS)
Summary
Traditional construction systems, mostly spread worldwide, are based on the concept of transforming raw materials (input) into a product result (output), through an established production process, not distinguishing between activities that add value and those that do not add value to the final product [1], which has generated a worldwide issue in construction productivity, since it adds costs to construction projects without really adding value [2]. In response to the low productivity, starting in the 1950s, a production system called “Lean Production” was developed and led by engineers Taiichi Ohno and Eiji Toyoda, in the implementation of concepts, methods, and tools applied in the Toyota car manufacturing company in Japan [5], this production system later became part of the construction industry with the name of “Lean Construction” [6] This system’s main objective is to increase production efficiency by reducing losses or waste and satisfying customer requirements through the delivery of a product or service with higher value [5]. Lean Thinking and sustainability serve as complements given that Lean helps to increase efficient production of construction projects [11]
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