Enabling lean production through digital planning systems

Résumé fourni par la source

Program-driven project environments emphasise adherence to master programmes, often overshadowing flow reliability, transparency, and collaborative problem-solving, which can undermine the Last Planner System® (LPS), particularly during commissioning when prerequisite complexity intensifies.This study examines how deliberately configured digital tools aligned with Lean principles can support-rather than constrain-LPS behaviours during the transition from construction to commissioning.Using a design-science-inspired approach and an embedded qualitative case study of a major industrial energy-centre project in Ireland, data were gathered from surveys, observations, weekly work plans, readiness indicators, and digital planning artefacts.Results show notable improvements in planning reliability, evidenced by increased Planned Percent Complete (PPC), as enhanced readiness processes reduced the commissioning readiness gap.Once readiness-first routines were integrated into digital work-feedback systems, this gap became more visible.The study identifies sociotechnical interventions-including readiness dashboards, structured digital feedback mechanisms, and improved task definitions-through which Lean principles shaped digital tool use.These interventions reframed digital reporting from programme compliance toward shared diagnosis of constraints, supporting broader participation and psychologically safer conversations.Rather than offering a full framework, the research provides empirical insights to guide practitioners configuring digital planning systems and inform future Lean-digital integration.

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