Lean construction as a philosophy and set of tools has been successfully implemented in construction to reduce waste and improve customer value. The Last Planner System (LPS) has enriched the construction industry with a production and planning system that aims at improving the reliability of construction planning and workflow. However, several developing countries have not started implementing lean construction or LPS. This paper presents a reflection on the first implementation of lean principles in general and the LPS in particular on a large scale project in Lebanon. The study employs case-study analysis to investigate the implementation process by the General Contractor’s team as well as the various subcontractors. Results highlight the team’s satisfaction despite the several challenges faced. Improvements to the reliability of planning and project’s progress are clearly presented through a longitudinal cross section of the main key performance indicators measured on the project. The paper also highlights the major barriers faced during implementation. This study serves as a reflection process for the general contracting company implementing lean and LPS while forming a basis for future implementations in Lebanon and the Middle East.
Lean Construction, implementation, Last Planner System, production planning and control.