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Bogenberger, C, Dell’Amico, M, Fuellerer, G, Hoefinger, G, Iori, M, Novellani, S and Panicucci, B (2015) Two-Phase Earthwork Optimization Model for Highway Construction. Journal of Construction Engineering and Management, 141(06).

Chang, C and Qian, Y (2015) An Econometric Analysis of Holdup Problems in Construction Projects. Journal of Construction Engineering and Management, 141(06).

Goh, Y M and Binte Sa’adon, N F (2015) Cognitive Factors Influencing Safety Behavior at Height: A Multimethod Exploratory Study. Journal of Construction Engineering and Management, 141(06).

Jonsson, H and Rudberg, M (2015) Production System Classification Matrix: Matching Product Standardization and Production-System Design. Journal of Construction Engineering and Management, 141(06).

Moon, S, Zekavat, P R and Bernold, L E (2015) Dynamic Control of Construction Supply Chain to Improve Labor Performance. Journal of Construction Engineering and Management, 141(06).

Navab-Kashani, R, Gay, L F and Bayat, A (2015) Productivity Improvement of Sewer CCTV Inspection through Time Study and Route Optimization. Journal of Construction Engineering and Management, 141(06).

Priven, V and Sacks, R (2015) Effects of the Last Planner System on Social Networks among Construction Trade Crews. Journal of Construction Engineering and Management, 141(06).

  • Type: Journal Article
  • Keywords: Building construction; Last Planner System; Social network analysis; Communication; Coordination theory; Production control; Project planning and design;
  • ISBN/ISSN: 0733-9364
  • URL: https://doi.org/10.1061/(ASCE)CO.1943-7862.0000975
  • Abstract:
    Lean system thinking concerning the mechanics of construction production systems suggests that the Last Planner System (LPS) improves workflow by creating pull flow and by filtering work packages for maturity. However, empirical evidence shows that even where implemented only partially, LPS can still improve workflow. The authors hypothesize that the LPS engenders a social network among the subcontractors, which enhances coordination. Twelve residential construction projects were studied using action research over periods from 7 to 16 months to measure the impact of the LPS on social networks. Centrality degrees of trade crews rose significantly and the number of active essential communication channels roughly doubled when comparing projects with low and high planning best-practice index scores, showing that where the LPS is more thoroughly implemented, social networks are strengthened. The results contribute new understanding of the LPS and its mechanism. The LPS not only functions on the technical level to improve production control, it also has social impact, building relationships among construction teams that can contribute to improved coordination.

Tommelein, I D (2015) Journey toward Lean Construction: Pursuing a Paradigm Shift in the AEC Industry. Journal of Construction Engineering and Management, 141(06).

Wang, D, Dai, F and Ning, X (2015) Risk Assessment of Work-Related Musculoskeletal Disorders in Construction: State-of-the-Art Review. Journal of Construction Engineering and Management, 141(06).

Weidman, J, Dickerson, D E and Koebel, C T (2015) Intervention to Improve Purchasing Decision-Maker Perceptions of Ventilated Tools. Journal of Construction Engineering and Management, 141(06).