34th Annual Conference of the International Group for Lean Construction (IGLC 34) - Singapore, Singapore - 2026

https://doi.org/10.24928/2026/0230

Beyond lean production: interpreting the Last Planner System from a resilience engineering perspective

Douglas C. Hamerski1, Carlos T. Formoso2, Tarcisio. A. Saurin3 & Eduardo L. Isatto4

1Assistant Professor, Faculty of Engineering, Federal University of Juiz de Fora (UFJF), Juiz de Fora, MG, Brazil, [email protected], orcid.org/0000-0002-3804-4047
2Professor, Building Innovation Research Unit (NORIE), Federal University of Rio Grande do Sul (UFRGS), Porto Alegre, RS, Brazil, [email protected], orcid.org/0000-0002-4772-3746
3Professor, Industrial Engineering Post-Graduation Program, Federal University of Rio Grande do Sul (UFRGS), Porto Alegre, Brazil, [email protected], orcid.org/0000-0003-2929-5888
4Professor, Building Innovation Research Unit (NORIE), Federal University of Rio Grande do Sul (UFRGS), Porto Alegre, RS, Brazil, [email protected], orcid.org/0000-0002-0851-8790

Abstract

The literature generally agrees that understanding the theoretical assumptions underlying the Last Planner System (LPS) is key to its successful implementation. However, most theoretical studies on LPS are based only on core Lean Production concepts and principles. Although valuable, this perspective alone does not fully explain why LPS is particularly suited to complex construction projects. To address this gap, this study analyses LPS from the perspective of Resilience Engineering (RE). The study draws on empirical evidence collected in an empirical study developed in collaboration with a Brazilian department store company that had implemented LPS in a large portfolio of projects. Sources of data included documents, semi-structured interviews, participant observation, and secondary data. The findings offer an alternative and complementary perspective for understanding LPS, with direct implications for practice. Specifically, this perspective supports: (i) more accurate assessments of LPS implementation; (ii) identification of LPS practices that should be emphasised when dealing with complex projects; (iii) recognition of complementary practices that should be integrated into the LPS; (iv) understanding informal practices that can facilitate the evaluation of their cost-effectiveness; and (v) setting as a basis for reviewing procedures and training programmes.

Keywords

Last Planner System, resilience engineering, complex construction projects.

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Reference in APA 7th edition format:

Hamerski, D. C., Formoso, C. T., Saurin, T. A. & Isatto, E. L.. (2026). Beyond lean production: interpreting the Last Planner System from a resilience engineering perspective. In Hamzeh, F., Poshdar, M., & Garcia-Lopez,, N. P. (Eds.), Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34) (pp. 1666–1676). https://doi.org/10.24928/2026/0230

Shortened reference for use in IGLC papers:

Hamerski, D. C., Formoso, C. T., Saurin, T. A. & Isatto, E. L.. (2026). Beyond lean production: interpreting the Last Planner System from a resilience engineering perspective. IGLC34. https://doi.org/10.24928/2026/0230

 

Founded in 1993, the IGLC is an international network of researchers from practice and academia in architecture, engineering, and construction (AEC) who feel that the practice, education, and research of the AEC industry have to be radically renewed in order to respond to the global challenges ahead.

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