This paper is part of an on going research work focusing on the development and evaluation of a visual management method, known as LCM4, using design science research. LCM is a visual management method, developed initially by the researcher in 2007 in practice to address a practical problem faced on a construction site. This practical problem was a lack of transparency in daily operations onsite, which led to difficulties in communication, decision-making and general progress in daily work (Brady, et al 2012). LCM also addresses a theoretical problem which is the lack of broader, holistic solutions when implementing Lean and Visual Management (Picchi, 2004, Tezel, 2011). By applying various visual tools together in a unique way, a structure is provided to visually plan and manage the construction process, bringing clarity, aiding communication and collaboration, decision-making and simplifying information. LCM’s main aims are to improve transparency in the overall construction process, implement a visualised flow and a pull system in the daily planning of work onsite and to provide a mechanism for regular quality checks and continuous improvement. Part of the evaluation will be to compare LCM to other planning and control systems such as Last Planner in order to clarify the similarities and differences and also its contribution to knowledge. The overall aim of the paper is to describe and present the development of a suitable framework which is used to evaluate this method within the context of Design Science. Findings from an analysis on the method are presented which specifies its outcomes according to this methodology. Evaluation criteria that make up the framework are identified based on the Design Science literature and the aims of the LCM method itself and are applied in a focused way to the constructs, models, methods and instantiations of LCM.
Design Science, Visual Management, Production planning, Control.