Lean Design to Lean Construction:

Integrating the Last Planner System with Concurrent Engineering

Abstract

This case study integrates design and construction management by applying the Last Planner System^TM (LPS) and Concurrent Engineering (CE) on a 64-classroom construction project. The study employed an observation technique to collect data. At the same time, the Percentage Plan Complete (PPC) of planned activities was measured against planned day releases or weekly releases of completed portions of work. The project’s PPC was 83%, and some critical activities were completed on time due to the designers applying concurrent engineering concepts. These included reinforcing a suspended slab with a universal beam, reinforced retaining double-walled and floor beams, French drains and adjusting the roof cover to build around a mature fruit tree. The inputs and solutions by the last planners were instrumental in shaping the design and construction of the project in 24 weeks (168 days). The study concludes that there are benefits in applying lean construction tools and that training all project stakeholders on how to use them is essential.  The study recommends adopting organisational learning in activity planning to create realistic weekly plans. The importance of last planners is also emphasised to improve the efficiency of site operations. Managing variations by design consultants is critical in reducing delays and improving project quality and cost performance.