28th Annual Conference of the International Group for Lean Construction (IGLC) - Berkeley, California, USA - 2020

https://doi.org/10.24928/2020/0091

Application of the Last Planner® System in a Sports Infrastructure Project in Peru

Andrews A. Erazo-Rondinel1, Alfredo Vila-Comun2 & Abel Alva3

1Graduate Student, National University of Engineering, [email protected], orcid.org/0000-0002-5639- 573X
2Projects Control Chief at Cosapi, [email protected], orcid.org/0000-0002-6621-834X
3Field Engineer Chief at Cosapi, [email protected], orcid.org/0000-0002-2233-1279

Abstract

The Last Planner System (LPS) is been applied in Peru since the 2000s for many General Contractors (GC), mainly in the concrete frames phase of building projects. However, most of the problems with variability and coordination comes up during the MEP (Mechanical, Electrical, and Plumbing) phase and finishing works. The following paper sums up the application of The Last Planner on a large sports infrastructure project in Peru for the Pan-American Games focused on MEP phase and finishing works. It offers an overview of the implementation of LPS and its impact on the indicators of the project. This implementation took 27 weeks and was divided into two phases. The first phase took 10 weeks. Here, subcontractors discovered and learned about LPS. After this process the team evaluated the level of knowledge and identified opportunities to improve it. With this diagnose, the team implemented a set of measures to increase the level of LPS on the project. Finally, this implementation helped the project to reduce the variability (increase the Percentage of Complete Plan) and increase SPI (Schedule Performance Index), making it possible to deliver on time.

Keywords

Last Planner® System, big room/obeya, pull planning, visual management, collaboration.

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Reference

Erazo-Rondinel, A. A. , Vila-Comun, A. & Alva, A. 2020. Application of the Last Planner® System in a Sports Infrastructure Project in Peru, Proc. 28th Annual Conference of the International Group for Lean Construction (IGLC) , 529-540. doi.org/10.24928/2020/0091

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