Last Planner® system affects organizational learning
Date
2012
Authors
Langerud, Brandon D., author
Senior, Bolivar, advisor
Nobe, Mary, committee member
Fugate, Brian, committee member
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Abstract
To better understand organizational learning within the construction industry, this research examines the possible relationship between organizational learning and the Last Planner® System (LPS) of construction planning. The research survey was administered to construction professionals to assess their use of LPS and measure the level of organizational learning within their respective companies. LPS is a planning system that increases value and minimizes waste through focusing on collaborative communication and learning from the past; overlapping well with key factors of learning organization. Hypothesis one stated that LPS users would score higher on the Learning Organization Capability Score (LOCS). Through the data analysis it was found that the first hypothesis should be rejected due to discovery of an inverse relationship then proposed. The second hypothesis proposed that LPS users would score higher on the effective transfer of knowledge and team and group problem solving sub-scales. This was found to show statistical significance, however in the opposite direction then originally hypothesized. Hypothesis three proposed a positive correlation between an organizations number of lean production planning characteristics utilized and their LOCS, this was found to show no statistical significance. While a reverse relationship was found between LPS use and the LOCS, the review of literature suggests the opposite and further research should be done before any final conclusions can be made. This research served as a preliminary investigation of the relationship between organizational learning and the Last Planner® System, a more comprehensive and in depth research would greatly benefit the topic area.
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Subject
construction management
organizational learning
learning organizations
lean construction
last planner system