IMPLEMENTING THE LAST PLANNER SYSTEM ON A CONSTRUCTION PROJECT

Different lean tools can be applied in the construction industry with the aim of cutting down on rework and reducing waste. One of these tools is the Last Planner System (LPS), which aims to increase team collaboration by improving the quality of information through collective sessions subdivided into Long Term, Medium Term and Short Term. In this study, a theoretical survey was carried out on lean principles and the LPS tool. The method was then implemented over a 56-day period on a 460-unit housing project in order to standardize its management and planning. To this end, based on the Long-Term Plan offered by the board of directors as a target, monthly Medium-Term meetings and targets were held and Short-Term weekly and daily controls were carried out. The results were assessed by the Restriction Removal Index (IRR), which had an average result of 62.2%. The main offenders of the restrictions were internal causes, the most impacting being the lack of manpower and planning. The Adherence Indicator (AI) had an average value of 24%. The Percentage of Completed Packages (PPC) showed that of 75 activities carried out, 90% were executed safely and 80% with quality. Finally, the LPS application method proved to be effective as a way of monitoring the schedule, since it contributed to the removal of 43 restrictions and an increase of 82.5% in the number of activities completed.