TY  - CONF
TI  - The Six Practice: integrating flow and leadership in production planning and control
C1  - Singapore, Singapore
C3  - Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)
SP  - 1583
EP  - 1594
PY  - 2026
DO  - 10.24928/2026/0161
AU  - Enge, Felix Archibald
AU  - Mentrup, Lars
AU  - Vauk, Björn
AD  - Dr.-Ing., CEO, Makeo, Germany, felix.enge@thesixpractice.de, orcid.org/0009-0006-5605-646X 
AD  - PhD Candidate, TU Berlin, Germany, lars.mentrup@projekte.g-wt.de, orcid.org/0009-0000-2270-5667 
AD  - PhD Candidate, Institute for Production Technology and Systems (IPTS), Leuphana University Lüneburg,  Germany, bjoern.vauk@leuphana.de, orcid.org/0009-0006-3464-3049 
ED  - Hamzeh, Farook
ED  - Poshdar, Mani
ED  - Garcia-Lopez,, Nelly P.
AB  - Large construction projects are increasingly characterized by complexity, fragmented organizational structures, and dynamic boundary conditions. Despite the use of detailed schedules and established Lean planning methods, many projects experience persistent gaps between planned targets and actual execution. Deviations are often detected late, addressed locally, or escalated informally, limiting the ability of project organizations to respond effectively.
This paper presents a practice-based case study examining the development and application of an integrated flow and leadership approach, here referred to as The Six Practice. The Six Practice integrates project-level production planning and control with line-level execution and leadership systems through cascaded structures that link decisions about what should be delivered and when with decisions about who executes the work and how resources are mobilized. Rather than relying on stable standards, the approach addresses dynamic target states and treats deviations as signals for escalation, decision-making, and learning.
Using the Riyadh Metro project as the primary case, the study illustrates how The Six Practice supported early deviation detection, structured escalation, and coordinated action across organizational boundaries. The findings contribute to Lean Construction research by extending existing planning and control concepts toward an integrated, deviation-based and leadership-oriented approach suitable for complex project environments.
KW  - Complexity
KW  - flow
KW  - Last Planner® System
KW  - production planning and control
KW  - visual management.
PB  - 
T2  - Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)
DA  - 2026/06/22
CY  - Singapore, Singapore
L1  - http://iglc.net/Papers/Details/2474/pdf
L2  - http://iglc.net/Papers/Details/2474
N1  - Export Date: 19 June 2026
DB  - IGLC.net
DP  - IGLC
LA  - English
ER  -