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Article
Publication date: 14 January 2014

Abdullah O. AlSehaimi, Patricia Tzortzopoulos Fazenda and Lauri Koskela

The purpose of this paper is to evaluate the effectiveness of implementing the Last Planner System (LPS) to improve construction planning practice and enhance site management in…

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Abstract

Purpose

The purpose of this paper is to evaluate the effectiveness of implementing the Last Planner System (LPS) to improve construction planning practice and enhance site management in the Saudi construction industry.

Design/methodology/approach

LPS was implemented in two large state-owned construction projects through an action research process. The data collection methods included interviews, observations and a survey questionnaire.

Findings

The findings identify benefits including improved construction planning, enhanced site management and better communication and coordination between the parties involved. The paper describes the critical success factors for LPS implementation. The paper also describes barriers to the realisation the full potential of LPS, including the involvement of many subcontractors and people's commitment and attitude to time.

Research limitations/implications

The work reported in this paper is limited to two case studies.

Practical implications

The study has thus contributed to improving management practice and may aid the establishment of a basis for the development of further research in the area of lean construction. The research outcomes can inform practitioners of the opportunity to implement alternative management methods in construction, and give a good account of the opportunities and challenges. Beside the direct benefits to managerial practice, the study also contributed to practice by offering practical recommendation that can assist in the achievement of the full potential of lean and LPS in Saudi Arabia.

Originality/value

This is the first comprehensive academic study in the Saudi construction sector concerning the application of lean construction principles and techniques. The study has thus contributed to practice and developed a basis for the development of further research in the area of lean construction. It may help construction organisations to establish a new strategy and policies to improve their managerial practice. The outcomes of the case studies can be used as a reference for organisations seeking to improve their managerial practice.

Details

Engineering, Construction and Architectural Management, vol. 21 no. 1
Type: Research Article
ISSN: 0969-9988

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Article
Publication date: 24 March 2020

Aline Patricia Mano, Sergio E. Gouvea da Costa and Edson Pinheiro de Lima

The purpose of this study seeks to identify the critical barriers for the deployment of Lean Construction (LC).

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Abstract

Purpose

The purpose of this study seeks to identify the critical barriers for the deployment of Lean Construction (LC).

Design/methodology/approach

In order to identify the barriers of Lean Construction, a systematic review of the scientific literature was carried out, in addition to analysis of the content of papers presented at a major Lean Construction conference. After the barriers were identified, a Lawshe study was conducted with experts in Lean Construction to verify the criticality of each of the barriers encountered.

Findings

This study identified 83 potential pre-deployment barriers in the literature, of which eight were considered critical by the experts. The results of Lawshe study pointed that critical barriers refer to leadership characteristics, cultural aspects and structural aspects.

Research limitations/implications

Variations in the assessment of the criticality of the barriers may occur from one country to another due to regional differences in the construction sector.

Practical implications

The implications of this study are recognizing and identifying the characteristics of an organization that can hinder Lean Construction allows these issues to be resolved before beginning the Lean journey.

Originality/value

This article is the first of its kind to assess the criticality of barriers to Lean Construction using a quantitative technique. Knowledge of this set of barriers provides both practical and theoretical readers with an increased chance of success in the deployment of an LC project.

Details

International Journal of Productivity and Performance Management, vol. 70 no. 1
Type: Research Article
ISSN: 1741-0401

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