TY  - CONF
TI  - Lean Construction Implementation in the Construction of an Airport Runway
C1  - Auckland, New Zealand
C3  - Proceedings of the 32nd Annual Conference of the International Group for Lean Construction (IGLC 32)
SP  - 490
EP  - 500
PY  - 2024
DO  - 10.24928/2024/0216
AU  - Moura, Lucas M.
AU  - Antonini, Bruno G.
AU  - Fireman, Marcus C. T.
AU  - Etges, Bernardo M. B. S.
AU  - Campos, Frederico R.
AU  - Kronbauer, Bárbara K.
AD  - Lean Consultant at Climb Consulting Group, Graduate in Civil Eng. at Uniredentor, Itaperuna, Brazil. lucas.macalister@climbgroup.com.br , 
AD  - M.Sc. Civil Eng. at Federal University of Rio Grande do Sul, Lean Consultant at Climb Consulting Group, Porto Alegre, Brazil. bruno@climbgroup.com.br, orcid.org/0000-0003-4437-4664
AD  - PhD Candidate, M.Sc. Eng., Founding-Partner at Climb Consulting Group, Federal University of Rio Grande do Sul, Porto Alegre, Brazil, marcus@climbgroup.com.br , orcid.org/0000-0001-5843-4715
AD  - PhD Candidate, M.Sc. Eng., Founding-Partner at Climb Consulting Group, Federal University of Rio Grande do Sul, Porto Alegre, Brazil, bernardo@climbgroup.com.br , orcid.org/0000-0002-3037- 5597
AD  - Director Eng. at Neovia Engenharia, Curitiba, Paraná, Brazil frederico.campos@neoviaengenharia.com.br , orcid.org/0000-0002-5745-7461
AD  - Planning Eng. at Neovia Engenharia, Curitiba, Paraná, Brazil barbara.kronbauer@neoviaengenharia.com.br , orcid.org/0000-0003-1370-7331
AB  - 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.
KW  - Lean construction
KW  - Last Planner® System
KW  - variability
KW  - constraint analysis
KW  - lookahead planning.
PB  - 
T2  - Proceedings of the 32nd Annual Conference of the International Group for Lean Construction (IGLC 32)
DA  - 2024/07/01
CY  - Auckland, New Zealand
L1  - http://iglc.net/Papers/Details/2299/pdf
L2  - http://iglc.net/Papers/Details/2299
N1  - Export Date: 03 April 2025
DB  - IGLC.net
DP  - IGLC
LA  - English
ER  -