Analyzing the effectiveness of production management using short-term control indicators
DOI:
https://doi.org/10.46421/entac.v20i1.5734Keywords:
Production Management, Construction planning, Production control, Last Planner System, Short-term planning, Short-term indicatorsAbstract
This article aims to analyze the deficiencies of the management process based on the use of short-term performance indicators from the perspective of the Last Planner System. Initially, a literature review will be presented that addresses the fundamentals of Production Planning and Control. Then, the research method will consist of evaluating the structuring of planning and the effects caused by short-term planning. In this context, it is expected to contribute to production management by evaluating some considerations made during the development of the master plan, which influence various indicators, thus avoiding inconsistent conclusions about construction delays, financial losses, and lack of quality. In other words, even with the dissemination of the service packaging technique (according to Lean Construction precepts), the executive process adopted by the construction team must be taken into account to avoid groupings that impact the PPC (Percentage of Packages Completed), for example. Finally, actions related to the reprogramming process (such as "breaking" packages) will be presented to define more realistic and controllable goals.
This article aims to analyze the deficiencies of the management process based on the use of short-term performance indicators from the perspective of the Last Planner System. Initially, a literature review will be presented that addresses the fundamentals of Production Planning and Control. Then, the research method will consist of evaluating the structuring of planning and the effects caused by short-term planning. In this context, it is expected to contribute to production management by evaluating some considerations made during the development of the master plan, which influence various indicators, thus avoiding inconsistent conclusions about construction delays, financial losses, and lack of quality. In other words, even with the dissemination of the service packaging technique (according to Lean Construction precepts), the executive process adopted by the construction team must be taken into account to avoid groupings that impact the PPC (Percentage of Packages Completed), for example. Finally, actions related to the reprogramming process (such as "breaking" packages) will be presented to define more realistic and controllable goals.
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