IGLC.net
EXPORT DATE: 19 June 2026

@CONFERENCE{McHugh2026,
author={McHugh, Kevin and Tzortzopoulos, Patricia and Manu, Emmanuel },
editor={Hamzeh, Farook and Poshdar, Mani and Garcia-Lopez,, Nelly P. },
title={Enabling lean production through digital planning systems}, 
journal={Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)}, 
booktitle={Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)}, 
year={2026},
pages={143-154},
url={http://www.iglc.net/papers/details/2515},
doi={10.24928/2026/0215},
affiliation={Consultant,/Researcher/McHugh, Lean construction, Ireland, Nottingham Trent University U.K mchughleanconstruction@gmail.com  orcid.org/0000-0002-6017-4585 ; Professor, Department of Architecture, School of Architecture, Design and the Built Environment, Nottingham Trent University UK, patricia.tzortzopoulos@ntu.ac.uk,  orcid.org/0000-0002-8740-6753 ; Associate Professor, Department of Construction Management, School of Architecture, Design and the Built Environment, Nottingham Trent University UK, emmanuel.manu@ntu.ac.uk, orcid.org/0000-0002-9002-3681 },
abstract={Programdriven project environments emphasise adherence to master programmes, often overshadowing flow reliability, transparency, and collaborative problemsolving, which can undermine the Last Planner System® (LPS), particularly during commissioning when prerequisite complexity intensifies. This study examines how deliberately configured digital tools aligned with Lean principles can support—rather than constrain—LPS behaviours during the transition from construction to commissioning. Using a designscienceinspired approach and an embedded qualitative case study of a major industrial energycentre project in Ireland, data were gathered from surveys, observations, weekly work plans, readiness indicators, and digital planning artefacts. Results show notable improvements in planning reliability, evidenced by increased Planned Percent Complete (PPC), as enhanced readiness processes reduced the commissioning readiness gap. Once readinessfirst routines were integrated into digital workfeedback systems, this gap became more visible. The study identifies sociotechnical interventions—including readiness dashboards, structured digital feedback mechanisms, and improved task definitions—through which Lean principles shaped digital tool use. These interventions reframed digital reporting from programme compliance toward shared diagnosis of constraints, supporting broader participation and psychologically safer conversations. Rather than offering a full framework, the research provides empirical insights to guide practitioners configuring digital planning systems and inform future Leandigital integration. },
author_keywords={Last Planner System, digital visual management, psychological safety, behavioural change, commissioning readiness. },
address={Singapore, Singapore },
issn={2789-0015 },
publisher={ },
language={English},
document_type={Conference Paper},
source={IGLC},
}