The benefits of Last Planner System® (LPS) implementation on a whole project are well established in literature and research about Lean Construction. Throughout the construction industry LPS has been adapted to meet owner needs; industry requirements and individualized to Construction Management specialties. However, the impacts of varying LPS structures, interpretations or deviations implemented by the Owner/ General Contractor/Construction Manager have shown diverse effects on the upstream and downstream flow of construction operations and production specifically relating to subcontractors trades. This variation has led to decreased schedule reliability and ineffective constraint analysis. There are behavioral aspects and sub trade levels of engagement to consider during the implementation of LPS. The authors through surveys, interviews, and direct observations analyzed the specialty trades perceptions of Owner/ General Contractor/ Construction Manager adapted implementation of LPS. Research analysis identifies how variations in LPS implementation lead to failures and losses in productivity, which reduce buy-in of the subcontractor trades. Potential tools, processes and behaviors to mitigate these variations are suggested and analyzed.
Last Planner System, Pull, Lean Construction, Work Flow, Collaboration, Promise, Trust.