Lean Thinking for a Digital Last Planner System

Lean Construction (LC) has emerged as a strategy to enhance productivity in the construction industry, with its effectiveness determined by how well its processes are implemented.However, its implementation is often obstructed by the traditional management hierarchy that dominates the industry and by a general lack of understanding of LC principles.This challenge is compounded by the partial adoption of lean processes on projects, which is further limited by the existing fragmented approaches and siloed management styles commonly found in the construction sector.The digitization of construction is recognized as a crucial factor in enhancing management and project delivery, as well as facilitating collaborative working practices.While digital technologies are vital, they alone are not enough to achieve the desired results; they must be integrated with lean thinking and a clearly defined production control system.This production control system relies on team collaboration, which is most effective when all stakeholders actively contribute and share their knowledge and plans.By using various digital tools, we can develop and improve effective lean production management systems throughout the project lifecycle.This approach allows for the creation of a centralized information management system, which is essential for supporting every aspect of the Last Planner System (LPS).In this paper, we will explore a process for managing and enhancing the quality of a production control system using digital tools and lean thinking.Additionally, we will present a case study that illustrates how centrally managed information from the digital last planner system provided the project team with situational awareness.This awareness enabled the team to identify coordination challenges and respond quickly to implement improvements, enhancing construction delivery.