• Journal of Construction Engineering and Project Management
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• v.5 no.2
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• pp.11-15
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• 2015

The Last PlannerSystem (LPS) has been implemented on construction projects to increase work flow reliability, a precondition for project performance againstproductivity and progress targets. The LPS encompasses four tiers of planning processes:master scheduling, phase scheduling, lookahead planning, and commitment / weeklywork planning. This research highlights deficiencies in the current implementation of LPS including poor lookahead planning which results in poor linkage between weeklywork plans and the master schedule. This poor linkage undetermines the ability of theweekly work planning process to select for execution tasks that are critical to projectsuccess. As a result, percent plan complete (PPC) becomes a weak indicator of project progress. The purpose of this research is to improve lookahead planning (the bridgebetween weekly work planning and master scheduling), improve PPC, and improve theselection of tasks that are critical to project success by increasing the link betweenShould, Can, Will, and Did (components of the LPS), thereby rendering PPC a betterindicator of project progress. The research employs the case study research method to describe deficiencies inthe current implementation of the LPS and suggest guidelines for a better application ofLPS in general and lookahead planning in particular. It then introduces an analyticalsimulation model to analyze the lookahead planning process. This is done by examining the impact on PPC of increasing two lookahead planning performance metrics: tasksanticipated (TA) and tasks made ready (TMR). Finally, the research investigates theimportance of the lookahead planning functions: identification and removal ofconstraints, task breakdown, and operations design.The research findings confirm the positive impact of improving lookaheadplanning (i.e., TA and TMR) on PPC. It also recognizes the need to perform lookaheadplanning differently for three types of work involving different levels of uncertainty:stable work, medium uncertainty work, and highly emergent work.The research confirms the LPS rules for practice and specifically the need to planin greater detail as time gets closer to performing the work. It highlights the role of LPSas a production system that incorporates deliberate planning (predetermined andoptimized) and situated planning (flexible and adaptive). Finally, the research presents recommendations for production planningimprovements in three areas: process related, (suggesting guidelines for practice),technical, (highlighting issues with current software programs and advocating theinclusion of collaborative planning capability), and organizational improvements(suggesting transitional steps when applying the LPS).

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.113-119
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• 2003

Since Lean Construction has been introduced as a new management approach to improve productivity in the construction industry, much research is in progress to develop lean concepts and principles for better implementation and to get results of the successful adaptation of lean ideas from manufacturing for application in the construction industry. Currently, several construction companies in the USA have applied the Last Planner System (LPS), a decentralized system developed by the Lean Construction Institute. Thus, there are demands to share information how other companies implement lean construction, to identify the benefits and barriers of lean implementation in the construction fields, and finally to improve their lean implementation. This study carried out case studies to assess current lean construction projects with the objective to find out how effectively and to what extent lean construction is being adapted by the construction industry. This study will only introduce the Last Planner which has four levels in the LPDS, findings based on interviews with project participants, and observations from the projects. This study will also provide empirically identified success factors associated with lean implementation on the construction site. Finally, the recommendations are offered to support the effort of adaptation of lean construction in the domestic construction industry. Even though lean construction still stood on the bridge crossing from current practice to lean practice, it is the researcher's conviction that lean construction would be successfully adapted to the construction industry in the near future and would be recognized as an effective management innovation.

• Journal of the Korean Data and Information Science Society
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• v.24 no.6
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• pp.1369-1384
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• 2013

In this study, we investigate various factors affecting five kinds of life planners' satisfaction after turnover which are general, human relations within organization, sales environment support, economic, life planner management system. Also we suggest theoretical and practical implication to them. The results of survey of life planners are as follows. First, in the general life planners' satisfaction after turnover, insurance company belonged to, recognition on own sales ability, life planners' satisfaction level, financial and insurance related award, education level, marital status, size of branch, and surrounding recognition about life planner are influential factors on it. Second, factors which affect the life planners' human relations satisfaction within organization after turnover are size of branch, surrounding recognition about life planner, and insurance company belonged to. Third, factors which affect the life planners' sales environment support satisfaction after turnover are surrounding recognition on life planner, insurance company belonged to, certificates relating to finance or insurance, size of branch, Fourth, in the solicitors' economic satisfaction after turnover, mainly demographic factors such as education level, marital status, age are crucial to it and also life planners' satisfaction level is influential factor. Last, in the solicitors' management system satisfaction, only experienced turnover type is a influential factor.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2008.11a
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• pp.252-255
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• 2008

The purpose of construction project management is to achieve planned quality by adequate cost and schedule of the project, thus the effective time management is a critical factor to actualize the object. But the traditional time management by using milestone has several limitations which are not sufficiently considered mutual relation and variated from the task. On this wise, applying the concept and principles of lean construction to the project will be the best way not only reduce waste and variation, but also improve the productivity and ability to overcome limitation as mentioned above. Thus the study, Last Planner System, specially focuses on constraint analysis which is used in lookahead planning system. The results of this research will provide the constraints classification that is able to improve work reliable and percent plan complete when time planning by controlling constraints of project.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2008.11a
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• pp.222-226
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• 2008

The construction industry has remained stagnant for a long time. So many researchers have wanted to solve this problem not only focusing on enhancement of construction process, but also introducing the culture of cooperation. The Last Planner System(LPS), one of the elementary techniques of Lean Construction, aims for improving the work reliability and reducing variability by measuring and managing the daily or weekly performance for overcoming the weakness of recent complex schedule management tools such as Critical Path Method. This research propose a framework for implementation of LPS conducted by owner focused on construction stage and introduce optimal owner participation model in plant construction, based on needs analysis for construction participants. Furthermore, this research introduce a modified needs analysis, so called IPBA(Importance-Performance-Betterment Analysis), and an advanced LPS procedure which add the needs analysis during pre-LPS and(or) main LPS stages.

• Proceedings of the KIEE Conference
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• 1996.07b
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• pp.701-703
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• 1996

Maintenance scheduling plays an important role in evaluating the supply reliability of power systems. Since generating units must be maintained and inspected, the generation planner must schedule planned outages during the year. Several factors entering into this scheduling analysis include: seasonal load-demand profile, amount of maintenance to bo done on all generating units, size of the units, elapsed time from last maintenance, and availability of maintenance crews. This paper proposes a new algorithm to decide the multi-year maintenance scheduling with considering the total cost. We adjust the maintenance scheduling to levelize the reliability over all period. The proposed algorithm is applied to a real size power system and the developed reliability results are obtained.

• IE interfaces
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• v.13 no.4
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• pp.627-638
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• 2000

During last ten years, logistics network management has become one of the most important sources of competitive advantage regarding logistics cost and customer service in numerous business segments. The key to success in this dynamic and severe business environment is the ability to design and plan the logistics network optimally in an integrated way. Network design and planning involves many issues relating to strategic, tactical, and operational decisions. To assist a logistics designer or planner, many computer-based decision support systems (DSS) have been developed. In this paper, the issues related to design, development, and implementation of the DSS for logistics network design and planning are discussed, and an ideal framework of the DSS is proposed with some ideas on the future development. Finally, DLNET, the DSS developed by author, is briefly introduced.

• Journal of The Korea Institute of Healthcare Architecture
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• v.14 no.4
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• pp.47-54
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• 2008

Preconstruction process in a lean project delivery system was studied in one large healthcare project working for a general contractor. Researchers joined a new lean delivery project for approximately six weeks and participated in preconstruction process including design coordination, management coordination, and target costing while concurrently interviewing other project participants and employees, recording activity in meetings, and otherwise observing the process. The preconstruction process in lean project delivery system, called integrated project design, showed many benefits such as brining expertise of downstream players (i.e., mechanical and electrical contractors) into the design phase. However, lack of leadership and lack of design-integrator blocked the successful application of a new concept of design process.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.1479-1484
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• 2009

It is commonly recognized to need performance management for successful construction project. PPC measurement of Last Planner System is one of construction project measurement method. PPC measurement is quantitatively assessment to go through construction, and that is not completely to be trusted when compare a project with another or an individual case work with another in same project. According to, purpose of this study is comparison indicator establishment that compare project with another or an individual case work with another it is not use PPC measurement for quantitatively assessment to go through construction. The procedure of this study is derive of the point at issue of existing PPC measurement for a aim PPC measurement in this study expenditure and select weight about that and it is applied to actually construction.

• International conference on construction engineering and project management
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• 2022.06a
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• pp.686-693
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• 2022

Construction is a collaborative endeavor. The complexity in delivering construction projects successfully is impacted by the effective collaboration needs of a multitude of stakeholders throughout the project life-cycle. Technologies such as Building Information Modelling and relational project delivery approaches such as Alliancing and Integrated Project Delivery have developed to address this conundrum. However, with the onset of the pandemic, the digital economy has surged world-wide and advances in technology such as in the areas of machine learning (ML) and Artificial Intelligence (AI) have grown deep roots across specializations and domains to the point of matching its capabilities to the human mind. Several recent studies have both explored the role of AI in the construction process and highlighted its benefits. In contrast, literature in the organization studies field has highlighted the fear that tasks currently done by humans will be done by AI in future. Motivated by these insights and with the understanding that construction is a labour intensive sector where knowledge is both fragmented and predominantly tacit in nature, this paper explores the integration of AI in construction processes across project phases from planning, scheduling, execution and maintenance operations using literary evidence and experiential insights. The findings show that AI can complement human skills rather than provide a substitute for them. This preliminary study is expected to be a stepping stone for further research and implementation in practice.