The Last Planner System as an Emergent Production Planning and Control Method: The Role of Multiple Representations
Publication: Journal of Construction Engineering and Management
Volume 150, Issue 11
Abstract
The positive outcomes associated with the Last Planner System (LPS) of production control are usually interpreted as stemming from the application of LPS-as-theorized in the seminal publications about this method. However, the use of LPS in real settings is subjected to contextual influences and involvement of actors with varying perspectives of what counts as an effective implementation. This suggests that LPS-as-theorized may not be the only valid and sufficient representation to explain its success. This paper investigates how the different representations of LPS contribute to its effectiveness and adaptation to local conditions. It is based on a case study on the implementation of LPS in a refurbishment project. Four representations are compared: LPS-as-theorized (literature based), LPS-as-prescribed (handbook based), LPS-as-disclosed (interviews based), and LPS-as-done, i.e., what happened in reality, according to different sources of evidence. Findings set the basis for proposing a model that frames LPS-as-done as an emergent phenomenon unique to each construction project. This new perspective contributes to the recognition of the role of informal practices, the development of more accurate assessments of LPS implementation, the analysis of trade-offs when using LPS, and the alignment of expectations on the adoption of LPS.
Practical Applications
The outcomes of this investigation can help practitioners to identify and appreciate the complementary roles of different representations of the LPS, which are not limited to LPS-as-theorized described in seminal academic papers. The use of LPS in real settings depends on contextual factors and is therefore always unique to some extent. Giving visibility to diverse representations (e.g., LPS-as-prescribed in companies’ handbooks, LPS-as-disclosed by managers) supports a more accurate and shared understanding of how LPS is implemented, making it possible to align expectations among project stakeholders. This analysis also sheds light on the need to fill the gaps in the formal planning system, setting the basis for revising procedures and training programs. Furthermore, the findings suggest that the assessment methods of LPS implementation should be based on different sources of data in order to account for the multiple representations. Overall, the results are likely to resonate with practitioners because these will recognize that they are not merely strictly following predefined procedures but rather playing an active role that demands expertise for adjusting theory into practice on an everyday basis.
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Data Availability Statement
All data, models, and code generated or used during the study appear in the published article.
Acknowledgments
The authors thank the National Council for Scientific and Technological Development (CNPq) for partially financing this research work.
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Journal of Construction Engineering and Management
Volume 150 • Issue 11 • November 2024
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© 2024 American Society of Civil Engineers.
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Received: Nov 9, 2023
Accepted: May 23, 2024
Published online: Aug 26, 2024
Published in print: Nov 1, 2024
Discussion open until: Jan 26, 2025
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