32nd Annual Conference of the International Group for Lean Construction (IGLC 32) - Auckland, New Zealand - 2024

https://doi.org/10.24928/2024/0216

Lean Construction Implementation in the Construction of an Airport Runway

Lucas M. Moura1, Bruno G. Antonini2, Marcus C. T. Fireman3, Bernardo M. B. S. Etges4, Frederico R. Campos5 & Bárbara K. Kronbauer6

1Lean Consultant at Climb Consulting Group, Graduate in Civil Eng. at Uniredentor, Itaperuna, Brazil. [email protected] ,
2M.Sc. Civil Eng. at Federal University of Rio Grande do Sul, Lean Consultant at Climb Consulting Group, Porto Alegre, Brazil. [email protected], orcid.org/0000-0003-4437-4664
3PhD Candidate, M.Sc. Eng., Founding-Partner at Climb Consulting Group, Federal University of Rio Grande do Sul, Porto Alegre, Brazil, [email protected] , orcid.org/0000-0001-5843-4715
4PhD Candidate, M.Sc. Eng., Founding-Partner at Climb Consulting Group, Federal University of Rio Grande do Sul, Porto Alegre, Brazil, [email protected] , orcid.org/0000-0002-3037- 5597
5Director Eng. at Neovia Engenharia, Curitiba, Paraná, Brazil [email protected] , orcid.org/0000-0002-5745-7461
6Planning Eng. at Neovia Engenharia, Curitiba, Paraná, Brazil [email protected] , orcid.org/0000-0003-1370-7331

Abstract

This study explores the application of Lean Construction in the expansion and restoration of an airport runway, a project marked by complexities and high demands. The aim of this paper is to address the following research question: "What is the effectiveness of the daily scheduling approach compared to the weekly horizon approach for short-term scheduling in complex and variable infrastructure projects?". To answer this question, an extensive literature review was conducted, anchored in the action research method. It was found that the adoption of daily schedules may be more efficient, as it allows for greater agility in responding to client needs, accommodating constant changes requested by stakeholders, and managing uncertainties inherent in infrastructure projects of this nature. The results highlight significant advances in long-term adherence and project management effectiveness, despite encountered obstacles such as coordination among different stakeholders and adaptation to variabilities. The Percentage of Constraint Removal (PCR) improved by 22% from the start to the end of the project, while maintaining a 93% adherence to the Master Planning.

Keywords

Lean construction, Last Planner® System, variability, constraint analysis, lookahead planning.

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Reference

Moura, L. M. , Antonini, B. G. , Fireman, M. C. T. , Etges, B. M. B. S. , Campos, F. R. & Kronbauer, B. K. 2024. Lean Construction Implementation in the Construction of an Airport Runway, Proceedings of the 32nd Annual Conference of the International Group for Lean Construction (IGLC 32) , 490-500. doi.org/10.24928/2024/0216

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