Application of lean construction and last planner system in metro station excavation and construction
Dragados-USA USA.
Research Article
World Journal of Advanced Research and Reviews, 2024, 23(01), 3173-3187
Article DOI: 10.30574/wjarr.2024.23.1.2116
Publication history:
Received on 07 June 2024; revised on 12 July 2024; accepted on 15 July 2024
Abstract:
Metro station construction together with excavation works show substantial complexity due to the comprehensive planning requirements and coordination of resources and detailed safety protocols. Project execution difficulties lead to time delays as well as budget surges and reduced standards of finish. The research assesses how Lean Construction principles together with the Last Planner System (LPS) have become more significant for solving current project challenges. Lean Construction emerged from Toyota Production System (TPS) origins before adaptation in construction activities led to Last Planner System development as a collaborative planning tool. The study investigates how metro excavation projects benefit from applying three basic Lean principles which embrace waste elimination together with pull planning systems alongside continuous improvement methods. The document investigates the benefits of bringing BIM technology into partnership with LPS and Lean methods to achieve increased coordination and operational efficiency. The results indicate that Lean Construction together with LPS demonstrate major positive effects on project scheduling combined with resource management while simultaneously improving workplace safety and increasing stakeholder involvement. The study provides actionable recommendations and research opportunities for contractors and project managers together with urban planners to enhance Lean implementation in complex infrastructure projects.
Keywords:
Lean Construction; Last Planner System; Metro Station Excavation; Scheduling Challenges; Resource Allocation; Safety Management; Digital Integration; Infrastructure Development; Construction Management
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Copyright © 2024 Author(s) retain the copyright of this article. This article is published under the terms of the Creative Commons Attribution Liscense 4.0