Implementation of the last planner system in colombian construction sector: A case study

Abstract

The Lean construction philosophy has been adopted by numerous companies in Colombia for more than a decade. Among the implemented tools is the Last Planner System (LPS), a planning and control system aiming to achieve continuous workflow. Implementation results vary from company to company, and no research has yet provided a diagnosis of the adoption of this tool in the country. This paper illustrates the degree of implementation and functioning of the LPS from the perspective of sixteen Colombian construction companies. The data collection was conducted through non-participant observation, surveys, and semi-structured interviews. The findings reveal multiple ways of applying the tool, conceptual and practical failures, and a lack of training and feedback, limiting the full adoption of LPS as part of the business culture.