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Improving Construction Workflow- the Role of Production Planning and Control Improving Construction Workflow- The Role of Production Planning and Control by Farook Ramiz Hamzeh MS (University of California at Berkeley) 2006 M Eng. (American University of Beirut) 2000 B Eng. (American University of Beirut) 1997 A dissertation submitted in partial satisfaction of the requirements for the degree of Doctor of Philosophy in Engineering - Civil and Environmental Engineering in the GRADUATE DIVISION of the UNIVERSITY OF CALIFORNIA, BERKELEY Committee in charge: Professor Iris D. Tommelein (CEE), Chair Professor Glenn Ballard (CEE) Professor Phil Kaminsky (IEOR) Fall 2009 Improving Construction Workflow- The Role of Production Planning and Control Copyright 2009 by Farook Ramiz Hamzeh Abstract Improving Construction Workflow- The Role of Production Planning and Control by Farook Ramiz Hamzeh Doctor of Philosophy in Engineering - Civil and Environmental Engineering University of California, Berkeley Professor Iris D. Tommelein (CEE), Co-Chair, Professor Glenn Ballard (CEE), Co-Chair The Last PlannerTM System (LPS) has been implemented on construction projects to increase work flow reliability, a precondition for project performance against productivity and progress targets. The LPS encompasses four tiers of planning processes: master scheduling, phase scheduling, lookahead planning, and commitment / weekly work planning. This research highlights deficiencies in the current implementation of LPS including poor lookahead planning which results in poor linkage between weekly work plans and the master schedule. This poor linkage undermines the ability of the weekly work planning process to select for execution tasks that are critical to project success. 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 bridge between weekly work planning and master scheduling), improve PPC, and improve the selection of tasks that are critical to project success by increasing the link between i Should, Can, Will, and Did (components of the LPS), thereby rendering PPC a better indicator of project progress. The research employs the case study research method to describe deficiencies in the current implementation of the LPS and suggest guidelines for a better application of LPS in general and lookahead planning in particular. It then introduces an analytical simulation model to analyze the lookahead planning process. This is done by examining the impact on PPC of increasing two lookahead planning performance metrics: tasks anticipated (TA) and tasks made ready (TMR). Finally, the research investigates the importance of the lookahead planning functions: identification and removal of constraints, task breakdown, and operations design. The research findings confirm the positive impact of improving lookahead planning (i.e., TA and TMR) on PPC. It also recognizes the need to perform lookahead planning 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 plan in greater detail as time gets closer to performing the work. It highlights the role of LPS as a production system that incorporates deliberate planning (predetermined and optimized) and situated planning (flexible and adaptive). Finally, the research presents recommendations for production planning improvements in three areas: process related- (suggesting guidelines for practice), technical- (highlighting issues with current software programs and advocating the inclusion of collaborative planning capability), and organizational improvements (suggesting transitional steps when applying the LPS). ii ACKNOWLEDGMENTS Research is funded by membership contributions in support of the Project Production Systems Laboratory at UC Berkeley (http://p2sl.berkeley.edu). I am grateful for this assistance. The findings and views expressed in this study represent the author’s and do not necessarily reflect the views of the Project Production Systems Laboratory. I am indebted to my dissertation committee members: Professor Glenn Ballard for his support in developing the research direction and for being there when I needed help, Professor Iris Tommelein for her guidance in meticulous scientific research, and Professor Philip Kaminsky. Their guidance in shaping this dissertation, investing countless hours spent in research reviews, meetings, and ever-intriguing discussions, and facilitating field research, has been invaluable. I would like to thank Mr. Greg Howell and Professor Tariq Abdelhamid for their help with the industry survey and Professor Lauri Koskela for his insightful comments and suggestions. I am grateful for the industry research grants provided by Herrero-Boldt and Rudolph and Sletten for 2008-2009. Thanks to all industry practitioners who provided significant help in field research: Andy Sparapani, Baris Lostuvali, Stephanie Rice, Paul Riser, Michelle Hoffmann, John Mack, Alia Elsmann, John Koga, Rob Purcel, and Scott Muxen at the Cathedral Hill Hospital Project; Charles Hernandez, Baris Lostuvali, John Biale, and Brad Krill at the CPMC Davies project; Michael Piotrkowski, Daniele Douthett, and iii Lacey Walker at UCSF’s Cardiovascular Research Center project; Igor Starkov from TOKMO; and Jan Elfving from Skanska, Finland. I am grateful for their contributions. Special thanks to my “Agraphia” writing group colleagues: Zofia Rybkowski, Kofi Inkabi, Hung Nguyen, Long Nguyen, and Sebastien Humbert. Their efforts paid huge dividend in improving my academic writing. I would also like to thank my colleagues and office mates at 407 McLaughlin: Kristen Parrish and Nick Santero for their help when I needed it. I am indebted to my friends Sara Al Beaini, Luke Harley, and Nazanin Shahrokni who volunteered to edit this manuscript at different stages of research. iv To my parents Samira and Ramez, my sister Pascale, and my brother Ghandi for all the sacrifices they have made. v TABLE OF CONTENTS ACKNOWLEDGMENTS ................................................................................................. iii TABLE OF CONTENTS ................................................................................................... vi LIST OF FIGURES ......................................................................................................... xiii 0 LIST OF TABLES ................................................................................................. xviii 0 LIST OF FORMULAS ............................................................................................ xix 0 LIST OF FORMULAS ............................................................................................ xix 1 LIST OF ACRONYMS .............................................................................................xx 0 LIST OF DEFINITIONS ......................................................................................... xxi 1 CHAPTER 1 - INTRODUCTION ...............................................................................1 1.1 Research Context .....................................................................................................1 1.1.1 Background ................................................................................................... 1 1.1.2 Pilot Case Study ............................................................................................ 5 1.1.3 Survey Assessing Industry’s Planning Practices - the Last Planner System 10 1.1.4 Findings from the Pilot Case Study and Industry ....................................... 11 1.1.5 Research Motivation and Significance ....................................................... 13 1.2 Research Methodology ..........................................................................................15 1.2.1 Research Goal and Objectives .................................................................... 16 1.2.2 Hypothesis................................................................................................... 17 1.2.3 Research Questions ..................................................................................... 18 1.2.4 Research Scope and Focus .......................................................................... 18 1.2.5 Research Design .......................................................................................... 20 vi 1.2.6 Case Studies ................................................................................................ 22 1.2.7 Data Analysis .............................................................................................. 23 1.2.8 Validation of Results and Attaining Research Rigor .................................. 24 1.2.9 Research Limitations .................................................................................. 25 1.2.10 Personal Motivation .................................................................................... 26 1.3 Dissertation Structure .............................................................................................27 1.4 References ..............................................................................................................29 2 CHAPTER 2 - LITERATURE REVIEW ..................................................................33 2.1 Background ............................................................................................................33 2.1.1 The Supply Chain Management View .......................................................
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