Implementação do sistema last planner para controle da produção em um empreendimento comercial sob contrato de administração

Abstract

The construction industry has historically shown low productivity and operates with management models centered on the conversion of inputs, which neglect the flows of the production process and adopt centralized production planning and control (PPC) processes based on retroactive control. This situation is aggravated in projects carried out under a costplus (management) contract, a regime in which the construction company manages the client's resources in exchange for a fee on the costs incurred, without assuming the risk of the final value of the work, which may increase client interference and the variability of workflows. The general objective of this work is to implement a PPC process based on the Last Planner System for production control in a commercial project managed under a cost-plus administration contract by a construction company. The method adopted consisted of a practical, intervention-based approach, in which the author acted simultaneously as observer and agent of the implementation. The results indicated that the initial PPC process relied on a single formal planning level, lacking the medium-term level, a formalized commitment network at the short-term level, and process indicators. After the implementation, the shortterm level was formalized, resulting in an average PPC of 73%, with values between 50% and 93%, as well as the medium-term level, with an average Constraint Removal Index (CRI) of 32%. The causes of non-completion were concentrated in delays in material delivery, changes to the plans, and poor specification of the work package, indicating that the main source of variability lay in the design and supply definitions rather than in execution. At the long-term level, linking the baseline to the cost composition and the absence of a formal scope revision procedure prevented the construction of reliable indicators. It is concluded that the cost-plus administration contract regime, by internalizing scope variability into the production system, makes control through the LPS pertinent and necessary, and that the implementation promoted greater planning reliability, transparency, knowledge of the causes of deviations, and collaboration among the stakeholders, conditioned on the consolidation of managerial routines and the engagement of those involved.