<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>
| Identifer | oai:union.ndltd.org:UPSALLA/oai:DiVA.org:mdh-654 |
| Date | January 2008 |
| Creators | Khalil, Aayazuddin |
| Publisher | Mälardalen University, Department of Computer Science and Electronics, Västerås : Mälardalens högskola |
| Source Sets | DiVA Archive at Upsalla University |
| Language | English |
| Detected Language | English |
| Type | Student thesis, text |
Page generated in 0.0022 seconds