https://doi.org/10.24928/2024/0227

Digital Last Planner System Implementation: Critical Successful Factors

Shang Gao¹, Toong-Khuan Chan² & Phil Hendy³

¹University of Melbourne, Australia, [email protected], orcid.org/0000-0002-4161-5592
²La Trobe University, [email protected], orcid.org/0000-0002-1985-6592
³McConnell Dowell, [email protected]

Abstract

Last Planner System (LPS) is the most popular and most widely adopted lean construction (LC) practice in the LC community. The growing maturity of LPS software encourages the implementation of digital LPS in-lieu of traditional analogue methods. With the boom in infrastructure investment in Victoria, Australia, this study aims to explore the critical factors for implementing digital LPS on Australian infrastructure projects. The study undertaken on one of five program alliances established to carry out rail and road level crossing removal projects. Adopting a case study approach, qualitative data was collected from 19 participants from two projects (Projects A and B). The findings indicate that the critical factors that underscore the successful adoption of digital LPS falls under a combination of technology, people, and organisational aspects. This includes using a suitable digital LPS platform, having LPS champions, getting employees’ buy-in, putting organisational support in place, and many others. This study also confirmed the roles that people and organisations play in driving successful adoption of digital LPS. Given this, the implications for roles such as LPS champions at project level and supporting roles within organisations are discussed. Although these are unique contextual factors, it is anticipated that this success story of adopting digital LPS will

Keywords

Lean Construction, Digital Last Planer System, Australia, Infrastructure projects, Critical success factors

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Reference

Gao, S. , Chan, T. & Hendy, P. 2024. Digital Last Planner System Implementation: Critical Successful Factors, Proceedings of the 32nd Annual Conference of the International Group for Lean Construction (IGLC 32) , 780-792. doi.org/10.24928/2024/0227

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