The relationship between the last planner® system and collaborative planning practice in UK construction

The relationship between the last planner® system and collaborative planning practice in UK... PurposeThe purpose of this paper is to identify how the newly emerging UK practice of “collaborative planning” (CP) for construction project delivery aligns with the advocated principles of the global last planner system (LPS) of production planning and control.Design/methodology/approachA mixed, qualitative, exploratory approach was adopted for the study. This entailed qualitative data through three techniques, namely: semi-structured interviews, documents analysis, and structured observation. In total, 30 in-depth interviews were conducted over a 12 month period with lean construction consultants, clients, main contractors, and subcontractors drawn from the building, highways and infrastructure and rail sector. In all, 15 projects were visited where practices were observed.FindingsThe study reveals that the current practice of CP in the UK partially aligns with the LPS principles. Where practitioners have heard of the LPS they believe it to be the same practice as CP.Research limitations/implicationsThis study is limited to 30 interviews, observation of 15 projects and document analysis. The aim of the study is not to generalise the findings, however, since the study examined top construction companies and practitioners in the UK and the findings were consistent across the sample, some conclusions could be made. The study is also limited to examining the construction phase only, future studies should incorporate the design phase.Practical implicationsA clear identification of the elements of current practice compared to the components of the LPS provides a contribution to the future practice of project production planning and management in the construction industry.Social implicationsThe study highlights a continuing resistance to collaboration within the industry. This resistance is subtly embedded within implemented practices even though they are based on collaborative working for their success.Originality/valueThis is among the first studies in the UK that comprehensively examines and reports the application of LPS/CP practice in construction across the major construction sectors. Future studies could build on the findings from this work to develop an approach/methodology to improve the current practice. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Engineering, Construction and Architectural Management Emerald Publishing

The relationship between the last planner® system and collaborative planning practice in UK construction

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0969-9988
DOI
10.1108/ECAM-07-2015-0109
Publisher site
See Article on Publisher Site

Abstract

PurposeThe purpose of this paper is to identify how the newly emerging UK practice of “collaborative planning” (CP) for construction project delivery aligns with the advocated principles of the global last planner system (LPS) of production planning and control.Design/methodology/approachA mixed, qualitative, exploratory approach was adopted for the study. This entailed qualitative data through three techniques, namely: semi-structured interviews, documents analysis, and structured observation. In total, 30 in-depth interviews were conducted over a 12 month period with lean construction consultants, clients, main contractors, and subcontractors drawn from the building, highways and infrastructure and rail sector. In all, 15 projects were visited where practices were observed.FindingsThe study reveals that the current practice of CP in the UK partially aligns with the LPS principles. Where practitioners have heard of the LPS they believe it to be the same practice as CP.Research limitations/implicationsThis study is limited to 30 interviews, observation of 15 projects and document analysis. The aim of the study is not to generalise the findings, however, since the study examined top construction companies and practitioners in the UK and the findings were consistent across the sample, some conclusions could be made. The study is also limited to examining the construction phase only, future studies should incorporate the design phase.Practical implicationsA clear identification of the elements of current practice compared to the components of the LPS provides a contribution to the future practice of project production planning and management in the construction industry.Social implicationsThe study highlights a continuing resistance to collaboration within the industry. This resistance is subtly embedded within implemented practices even though they are based on collaborative working for their success.Originality/valueThis is among the first studies in the UK that comprehensively examines and reports the application of LPS/CP practice in construction across the major construction sectors. Future studies could build on the findings from this work to develop an approach/methodology to improve the current practice.

Journal

Engineering, Construction and Architectural ManagementEmerald Publishing

Published: May 15, 2017

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