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Building information modelling (BIM) and radio frequency identification (RFID) technologies have been extensively explored to improve supply chain visibility and coordination of material flow processes, particularly in the pursuit of Industry 4.0. It remains challenging, however, to effectively use these technologies to enable the precise and reliable coordination of material flow processes. This paper aims to propose a new workflow designed to include the use of detailed look-ahead plans when using BIM and RFID technologies, which can accurately track and match both the dynamic site needs and supply status of materials.

The new workflow is designed according to lean theory and is modeled using business process modeling notation. To digitally support the workflow, an integrated BIM-RFID database system is constructed that links information on material demands with look-ahead plans. The new workflow is then used to manage material flows in the erection of an office building with prefabricated columns. The performance of the new workflow is compared with that of a traditional workflow, using discrete event simulations. The input for the simulations was derived from expert opinion in semi-structured interviews.

The new workflow enables contractors to better observe on-site status and differences between the actual and planned material requirements, as well as to alert suppliers if necessary. The simulation results indicate that the new workflow has the potential to reduce the duration of the material flow processes by 16.1% compared with the traditional workflow.

The new workflow is illustrated using a real-world-like situation with input data based on expert opinion. Although the workflow shows potential, it should be tested on a real-world site.

The new workflow allows project participants to combine detailed near-term look-ahead plans with BIM and RFID technologies to better manage material flow processes. It is particularly useful for the management of engineer-to-order components considering the dynamic site progress.

The research improves on existing research focused on using BIM and RFID technologies to improve material flow processes by showing how the workflow can be adapted to use detailed look-ahead plans. It reinforces data-driven construction material management practices through improved visibility and reliability in planning and control of material flow processes.

The purpose of this paper is to propose a model for planning and controlling the design process in companies that design, manufacture and assemble prefabricated engineer-to-order (ETO) building systems. This model was devised as an adaptation of the Last Planner® System for ETO multiple-project environments.

Design science research, also known as prescriptive research, was the methodological approach adopted in this research. An empirical study was carried out at the design department of a leading steel fabricator from Brazil, in which the proposed model was implemented in six different design teams.

The main benefits of the proposed model were shielding design work from variability, encouraging collaborative planning, creating opportunities for learning, increasing process transparency, and flexibility according to project status. Two main factors affected the effectiveness of the implementation process commitment and leadership of design managers, and training on design management and project planning and control core concepts and practices.

Some limitations were identified in the implementation process: similarly to some previous studies (Ballard, 2002; Codinhoto and Formoso, 2005), the success of constraint analysis was still limited; some of the metrics produced (e.g. ABI, causes of planning failures) have not been fully used for process improvement; and systematic feedback about project status was not properly implemented and tested.

The main contributions of this study in relation to traditional design planning and control practices are related to the use of two levels of look-ahead planning, the introduction of a decoupling point between conceptual and detail design, the proposition of new metrics for the Last Planner® System, and understanding the potential role of visual management to support planning and control.

The dynamic nature and complexity of construction projects make it challenging to ensure that the engineer-to-order (ETO) materials supplied onsite match changing needs. The quick and efficient communication of required changes in material fabrication, delivery and use, due to changes in the design and construction schedules, is needed to address the challenges. This study aims to provide a novel integrated management framework with its embedded informatics to help major stakeholders efficiently absorb agility during communication to deal with required changes and improve workflows.

An integrated management framework is developed that integrates the milestones in look-ahead plans and structured iterative processes for major supply chain stakeholders to quickly disseminate information emanating from changes in design, schedules, production and transportation. A prototype system is devised including the informatics to support the framework, which consists of BIM-RFID functional modules and a central database and uses a client-server architecture. The usefulness of the prototype is illustrated using a construction of part of a fictive but realistic high-rise building.

The integrated management framework with the informatics provides major stakeholders with the ability to coordinate their activities efficiently and stimulate their agility (measured by process time) in planning and controlling material information. Although only a fictive example was used, it is shown that the use of the system is likely to result in a substantial reduction in the time required to deal with required changes when delivering ETO materials onsite (by 18% in the example).

The functionalities of the prototype system can be easily scaled up to coordinate changes in the design and scheduling of other types of materials. More functional developments are needed to show the extent of the possible improvement for entire construction projects. Future work should focus on investigating the possible improvements for other types and sizes of construction projects, and eventually in real-world construction projects.

By fitting the look-ahead plans into structured iterative processes through digital data sharing, stakeholders increased their capability to quickly capture required change information and resolve associated problems. This is particularly useful for the management of ETO supply chain processes, where prefabricated elements such as ductwork, plumbing, and mechanical systems typically have to be modified because of last-minute design and schedule changes.

Unlike traditional information technology (IT) based supply chain management practices, this research is characterized by a process-centered management framework that provides explicit decision points over iterative planning processes for major stakeholders to manage material information. The iterations through digital data sharing allow stakeholders to quickly respond to last-minute changes on site, which fundamentally achieves workflow agility in the construction supply chain context.

Megaprojects are typically very expensive public-centred projects that leave little space for any mismanagement or deficient planning, which could affect the project adversely. The Last Planner™ System (LPS) is a lean construction planning and control tool that functions to reduce waste and increase performance. Given the benefits, the application of the LPS in megaprojects is still scarce, especially in Malaysia. Hence, this study aims to compare the current production planning, monitoring and review practices in a megaproject with the LPS in order to explore the possibilities of adapting the LPS to the current practices.

This longitudinal case-based study has first explored the current practices implemented in an infrastructure megaproject, which is an urban rapid transit (URT) project, which was then compared to the standard LPS practices. The case study has adopted several research methods such as observation, interview and document review.

Findings from the study highlight that the current production planning, monitoring and review practices in the URT project mostly differs from the standard LPS practices with only slight similarities found in the major planning phases. The comparative study, which based on five reference points through master, phase, look-ahead, weekly work plan and measure, and learning has resulted in several key elements, representative of the different planning phases, such as collaborative programming, reverse planning, reliability, dependability and continuous learning.

This study provides an alternative perspective to rail planners, as well as other types of project planners in considering the use of the LPS to enhance the quality of planning, monitoring and review in projects. The framework that highlights the core values and key elements for the related planning phases enables project teams with no lean background to partially adapt their current practices to the LPS with minimal disruption.

This study first contributes to the body of knowledge, where limited study was found comparing and contrasting current production planning practices against the LPS, particularly in rail-based megaproject. The results from the comparison are the key elements representing each of the planning phases that was rooted back to the core values (teamwork, involvement and collaboration, communication and transparency, and continuous improvement) necessary to enhance the current practices.

In academics and industry, significant efforts have been made to lead planners and control teams in evaluating project performance and control. In this context, numerous control metrics have been devised and put into practice, often with little emphasis on analyzing their underlying concepts. To cover this gap, this research aims to identify and analyze a holistic list of control metrics and their functionalities in the construction industry.

A multi-step analytical approach was conducted to achieve the study’s objectives. First, a holistic list of control metrics and their functionalities in the construction industry was identified. Second, a quantitative analysis based on social network analysis (SNA) was implemented to discover the most important functionalities.

The results revealed that the most important control metrics' functionalities (CMF) could differ depending on the type of metrics (lagging and leading) and levels of control. However, in general, the most significant functionalities include managing project progress and performance, evaluating the look-ahead level’s performance, measuring the reliability and stability of workflow, measuring the make-ready process, constraint management and measuring the quality of construction flow.

This research will assist the project team in getting a comprehensive sensemaking of planning and control systems and their functionalities to plan and control different dynamic aspects of the project.

Documented evidence supports the improvements resulting from the use of the Last Planner System® (LPS) as a lean construction technique; however, several barriers to the implementation of the technique have been identified. The purpose of this paper is to evaluate the implementation process of LPS by a project team that is transitioning from the traditional planning and control to LPS on a typical commercial project. The paper compares the adopted implementation process with that of the recommended best practices and identifies the overlaps and variances.

An in-depth case study was conducted to accomplish the specific objectives: document the process of LPS implementation in detail; identify the overlaps and variance from the recommended practices; and investigate the causes for variance from the recommended practices. The authors used direct observations, document investigations and semi-structured interviews with key project participants to gather data. Constant comparison and content analysis were used as data analysis method for this study.

The paper identified critical barriers to the implementation process of LPS in the case study project, which are supported by existing literature and are considered typical of project teams that are new adopters and transitioning to the implementation of LPS.

Based on a single case study, the outcomes may lack generalizability. However, similar findings of existing literature and evaluations by the project personnel substantiated the findings of the study.

The study attempted to conduct a systematic investigation on the implementation process of LPS, which is a less investigated topic. The paper draws attention to the major barriers experienced while adopting LPS in the case study project and suggested possible ways to address similar issues in the future. The barriers experienced by the case study project are typical of project teams who are new adopters and transitioning to the adoption of LPS, process and have the potential to be alleviated through the recommended practice implementation and process maintenance strategy.

The 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.

A 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.

The 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.

This 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.

A 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.

The 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.

This 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.

The purpose of this paper is to prioritize the vital tools/techniques for the effective implementation of the last planner system (LPS) in the cross-cultural setting of a developing country, i.e. Gaza Strip. Besides, the potential benefits of implementing LPS are prioritized.

The significant techniques and likely benefits of LPS implementations were identified through comprehensive literature, followed by their verification through a pilot study. The quantitative data were collected using a questionnaire survey from 89 companies, operating in the Gaza Strip construction industry. The relative important index was calculated for prioritizing the significant tools/techniques (16) which support the effective LPS implementation, and highlighting the potential benefits (10) achieved through LPS implementation.

The results showed that the “use of visual devices to spread information in the construction site,” “attendance of key actors” and “look ahead plan” are the most important tools/techniques supporting LPS implementation. The top three potential benefits of implementing LPS include: “allows a better understanding of the program control,” “maximizes the co-operation and confidence among team members” and “allows the manager to better visualize the work program.” To prevent any waste in project time and to ensure the material supply and continuity of works, the study recommends advance supply and storage of demand materials, and early availability of the shop-drawings for acceptance by the superintendent.

The study’s findings are expected to guide the key construction stakeholders to prioritize their energies toward effective LPS implementation in the Gaza Strip.

Though this study pertains to Palestine, its methodology can be generalized in other countries and regions, having a similar work environment, after making necessary cultural adjustments.

What does personalisation mean for a support provider? Before we go too far down the route of answering this question, we first need to look at a more basic question: what does personalisation mean?

This research aims to identify and measure the correlations between building information modelling (BIM) and lean construction (LC) principles at the design and construction phases.

The study investigates BIM-LC principles correlations using the Istanbul Grant Airport (IGA) as a case study. The Delphi technique, performed quantitatively, contributes to the identification and quantification of a set of correlations between 11 selected BIM uses and 13 LC principles, which are supported with practical examples from the case study.

Together, the two research methods provide an evidence-based approach to understand the correlations between BIM and LC. The correlation analysis results in 46 correlations, and the correlations between the LC principles and BIM uses are intensified with the LC principles.

A quantitative understanding BIM use and LC principles correlations and appreciation of their specific uses can guide the practical implementation of BIM and LC, especially in large and mega projects.

BIM and LC practices represent approaches to improve performance in construction projects. While BIM has both information technology (IT) and process perspectives, the LC approach is mainly a process and product-oriented philosophy for project efficiency, effectiveness and the elimination of non-value-adding activities and waste. Many studies have investigated how the two approaches complement each other and concluded that their combined implementation in projects can improve efficiency and effectiveness. However, to date an analytical and granular investigation identifying and measuring correlations between BIM and LC based on empirical data is lacking. This paper fills that gap with an evidence-based analysis of the tightness of coupling and correlations between BIM uses and LC principles.