29th Annual Conference of the International Group for Lean Construction (IGLC) - Lima, Peru - 2021

https://doi.org/10.24928/2021/0169

Production Planning and Control as-Imagined and as-Done: The Gap at the Look-Ahead Level

Douglas Comassetto Hamerski1, Luara Lopes de Araujo Fernandes2, Mattheus Souza Porto3, Tarcisio Abreu Saurin4, Carlos Torres Formoso5 & Dayana Bastos Costa6

1PhD Student, Postgraduate Program in Civil Eng.: Construction and Infrastructure, Federal University of Rio Grande do Sul, Porto Alegre, Brazil, [email protected], orcid.org/0000-0002- 3804-4047
2PhD Student, Postgraduate Program in Civil Engineering, Federal University of Bahia, Salvador, Brazil, [email protected], orcid.org/0000-0003-4041-8025
3MSc Student, Postgraduate Program in Civil Eng.: Construction and Infrastructure, Federal University of Rio Grande do Sul, Porto Alegre, Brazil, [email protected], orcid.org/0000-0003-1754- 7718
4Associate Professor, Industrial Engineering and Transportation Department, Federal University of Rio Grande do Sul, Brazil, [email protected], orcid.org/0000-0003-2929-5888
5Professor, Postgraduate Program in Civil Eng.: Construction and Infrastructure, Federal University of Rio Grande do Sul, Porto Alegre, Brazil, [email protected], orcid.org/0000-0002-4772-3746
6Associate Professor, School of Engineering, Department of Structural and Construction Engineering, Federal University of Bahia, Salvador, Brazil, [email protected], orcid.org/0000-0002-1457- 6401

Abstract

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.

Keywords

Last Planner® System, look-ahead planning, production planning and control, complexity, FRAM.

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Reference

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, Proc. 29th Annual Conference of the International Group for Lean Construction (IGLC) , 767-776. doi.org/10.24928/2021/0169

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