The Last Planner® System (LPS) of Production Control is widely acknowledged as fit to tackle the complexity of construction projects. However, the implications of complexity in the implementation of LPS itself have not been investigated. Those implications are investigated in this paper by exploring the gap between production planning and controlas-imagined and as-done at the look-ahead level. For that purpose, a case study was conducted in the refurbishment of a department store in which the LPS was implemented. Data collection involved document analysis, participant observation at the look-ahead and short-term planning meetings, and unstructured interviews. The Functional Resonance Analysis Method (FRAM) was used for modeling variability and interactions between the managerial functions at the look-ahead planning level. Results indicated several differences between production planning and control-as-imagined and as-done, which reflect hidden activities required for the removal of constraints. These activities took time and effort from managers and therefore they can partly explain why the LPS was not strictly followed as-imagined in theory.
Last Planner® System, look-ahead planning, production planning and control, complexity, FRAM.
Hamerski, D. C. , Fernandes, L. L. A. , Porto, M. S. , Saurin, T. A. , Formoso, C. T. & Costa, D. B. 2021, 'Production Planning and Control as-Imagined and as-Done: The Gap at the Look-Ahead Level' In:, Proc. 29th Annual Conference of the International Group for Lean Construction (IGLC). Lima, Peru, 14-16 Jul 2021. pp 767-776