TY - CONF TI - Production Planning and Control as-Imagined and as-Done: The Gap at the Look-Ahead Level C1 - Lima, Peru C3 - Proc. 29th Annual Conference of the International Group for Lean Construction (IGLC) SP - 767 EP - 776 PY - 2021 DO - 10.24928/2021/0169 AU - Hamerski, Douglas Comassetto AU - Fernandes, Luara Lopes de Araujo AU - Porto, Mattheus Souza AU - Saurin, Tarcisio Abreu AU - Formoso, Carlos Torres AU - Costa, Dayana Bastos AD - PhD Student, Postgraduate Program in Civil Eng.: Construction and Infrastructure, Federal University of Rio Grande do Sul, Porto Alegre, Brazil, douglas_hamerski@hotmail.com, orcid.org/0000-0002- 3804-4047 AD - PhD Student, Postgraduate Program in Civil Engineering, Federal University of Bahia, Salvador, Brazil, luara.fernandes@gmail.com, orcid.org/0000-0003-4041-8025 AD - MSc Student, Postgraduate Program in Civil Eng.: Construction and Infrastructure, Federal University of Rio Grande do Sul, Porto Alegre, Brazil, mattheus_porto@hotmail.com, orcid.org/0000-0003-1754- 7718 AD - Associate Professor, Industrial Engineering and Transportation Department, Federal University of Rio Grande do Sul, Brazil, saurin@ufrgs.br, orcid.org/0000-0003-2929-5888 AD - Professor, Postgraduate Program in Civil Eng.: Construction and Infrastructure, Federal University of Rio Grande do Sul, Porto Alegre, Brazil, formoso@ufrgs.br, orcid.org/0000-0002-4772-3746 AD - Associate Professor, School of Engineering, Department of Structural and Construction Engineering, Federal University of Bahia, Salvador, Brazil, dayanabcosta@ufba.br, orcid.org/0000-0002-1457- 6401 AB - The Last Planner® System (LPS) of Production Control is widely acknowledged as fit to tackle the complexity of construction projects. However, the implications of complexity in the implementation of LPS itself have not been investigated. Those implications are investigated in this paper by exploring the gap between production planning and controlas-imagined and as-done at the look-ahead level. For that purpose, a case study was conducted in the refurbishment of a department store in which the LPS was implemented. Data collection involved document analysis, participant observation at the look-ahead and short-term planning meetings, and unstructured interviews. The Functional Resonance Analysis Method (FRAM) was used for modeling variability and interactions between the managerial functions at the look-ahead planning level. Results indicated several differences between production planning and control-as-imagined and as-done, which reflect hidden activities required for the removal of constraints. These activities took time and effort from managers and therefore they can partly explain why the LPS was not strictly followed as-imagined in theory. KW - Last Planner® System KW - look-ahead planning KW - production planning and control KW - complexity KW - FRAM. PB - T2 - Proc. 29th Annual Conference of the International Group for Lean Construction (IGLC) DA - 2021/07/14 CY - Lima, Peru L1 - http://iglc.net/Papers/Details/1923/pdf L2 - http://iglc.net/Papers/Details/1923 N1 - Export Date: 19 April 2024 DB - IGLC.net DP - IGLC LA - English ER -