TY - CONF TI - Measuring Project’s Team Culture in Projects Using the Last Planner System C1 - Dublin, Ireland C3 - Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC) SP - 963 EP - 974 PY - 2019 DO - 10.24928/2019/0124 AU - Lühr, Gunnar J. AU - Bosch-Rekveldt, Marian G.C. AD - Student, Alma Mater Europaea - ECM, Slovenia, Gunnar.Luhr@AlmaMater.si AD - Assistant Professor, Delft University of Technology, Netherlands, M.G.C.Bosch-Rekveldt@tudelft.nl AB - At this stage, construction industry is known for bad project performances and a culture characterized by adversarial behaviours. The Last Planner System (LPS) is designed to improve these circumstances through the enhancement of workflow reliability by involving various disciplines in joint planning processes and a culture of collaboration. How to actually measure related project team culture (PTC) is unknown at this stage. This paper tries to close this gap and compares two defined versions of the Ideal Lean Culture for organizations with the actual PTC in projects using the LPS. It first presents the two Ideal Lean Cultures for organizations, based on a framework developed for organizations (the Competing Values Framework - CVF). Next, it examines on the basis of three case studies the applicability of the CVF for measuring the actual culture in project teams using the LPS and compares it with the named Ideal Lean Culture conditions. The paper concludes that the CVF is a suitable tool to take a snapshot of the PTC and that the comparison to the Ideal Lean Culture can give conclusions about the current project team’s maturity in projects using the LPS. KW - Project Team’s Culture; Last Planner System; Competing Values Framework; Lean Culture PB - T2 - Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC) DA - 2019/07/03 CY - Dublin, Ireland L1 - http://iglc.net/Papers/Details/1735/pdf L2 - http://iglc.net/Papers/Details/1735 N1 - Export Date: 19 April 2024 DB - IGLC.net DP - IGLC LA - English ER -