TY  - CONF
TI  - The Last Planner System: Comparing Indian and Norwegian Approaches
AU  - Ravi, Ramakrishnan
AU  - Lædre, Ola
AU  - Fosse, Roar
AU  - Vaidyanathan, Kalyan
AU  - Svalestuen, Fredrik
AD  - MSc Candidate, NTNU - Norwegian University of Science and Technology, Trondheim, Norway, +47 96711277, ramakrir@stud.ntnu.no
AD  - Associate Professor, Dept. of Civil and Transport Engineering, NTNU Norwegian University of Science and Technology, Trondheim, Norway, +47 911 89 938, ola.ladre@ntnu.no
AD  - Regional Manager, Lean Construction, Skanska, Oslo, Norway, +4793444588, roar.fosse@skanska.no
AD  - CEO, Nadhi Information Technologies, 22 Venkatraman Street, T. Nagar, Chennai 600017. India; Phone: +91 97910 41483; kalyanv@nadhi.in
AD  - Ph.D. Candidate, NTNU – Norwegian University of Science and Technology, Trondheim, Norway/Design Manager, Veidekke Entreprenør AS, +47 986 73 172, fredrik.svalestuen@ntnu.no
PY  - 2018
DA  - 2018/07/18
T2  - 26th Annual Conference of the International Group for Lean Construction
C3  - 26th Annual Conference of the International Group for Lean Construction
CY  - Chennai, India
SP  - 381
EP  - 391
DO  - 10.24928/2018/0421
SN  - 2309-0979 (ISSN)
AB  - Construction projects around the world currently use the Last planner system (LPS) with different approaches. In this paper, we compare the Indian and Norwegian industry because of their contrasting cultural settings, in order to gather experiences and formulate possible improvements to their LPS approaches. A general literature study regarding LPS and its components was carried out. Data from two cases in India and six cases in Norway were collected with the help of three case specific and five general interviews. The study revealed similarities in scheduling and planning, root cause and constraint analysis, PPC measurements (daily and weekly) during the meetings. The major difference was that the Indian companies use LPS as a problem solving technique in the middle of the project and the Norwegian companies use it proactively as a part of their system. A major conclusion drawn in the paper is that the participants felt more ownership to the schedule and the activities after the introduction of LPS. It became a promise of what they could do, rather than an order from the manager.
KW  - Last planner system
KW  - Hofstede Analysis
KW  - People
KW  - Culture and Change
L1  - https://www.iglc.net/papers/details/1562/pdf
UR  - https://www.iglc.net/papers/details/1562
DB  - IGLC.net
LA  - English
N1  - Export date: 04 October 2026
ER  -