<p>The construction industry is suffering with many problems nowadays. Many projects are</p><p>getting failed and getting over budget. It has been generally noticed that chaos in</p><p>construction industry is only because of the absence of explicit theory of project</p><p>management. The paradigm of project management in construction is still following mass</p><p>production, which means considering only conversion activities. The present style of</p><p>conventional project management is based on two fundamental theories i.e. management-</p><p>as-planning (for planning and execution) and thermostat model (for control).</p><p>The new philosophy (lean production) considers production both conversion and flow</p><p>processes. The focus of lean production is to reduce flow processes, to improve the</p><p>conversion processes, and to reduce the wastes during production.</p><p>Among all other lean tools, this document is focusing on Last Planner System (LPS) for</p><p>the production control system. In the end of the document, two case studies have been</p><p>mentioned in which it is clearly demonstrated that, when project managers used the LPS</p><p>the value of PPC (percent planned completed) and PF (performance factor) have been</p><p>more salubrious as compared to the absence of LPS during the execution of the project.</p>

The construction industry is suffering with many problems nowadays. Many projects are getting failed and getting over budget. It has been generally noticed that chaos in construction industry is only because of the absence of explicit theory of project management. The paradigm of project management in construction is still following mass production, which means considering only conversion activities. The present style of conventional project management is based on two fundamental theories i.e. management- as-planning (for planning and execution) and thermostat model (for control). The new philosophy (lean production) considers production both conversion and flow processes. The focus of lean production is to reduce flow processes, to improve the conversion processes, and to reduce the wastes during production. Among all other lean tools, this document is focusing on Last Planner System (LPS) for the production control system. In the end of the document, two case studies have been mentioned in which it is clearly demonstrated that, when project managers used the LPS the value of PPC (percent planned completed) and PF (performance factor) have been more salubrious as compared to the absence of LPS during the execution of the project.