Pancholi Jugal Niteshbhai

CM4050

The use of lean tools and techniques to reduce waste from the workflow has been prominently gaining popularity in the construction industry worldwide. Last Planner System (LPS) is one of such distinguished tools used by construction majors. Many research suggests that LPS plays a significant role in improving the collaboration among the project team members and the firm's organizational culture. This study evaluates the influence of organizational culture on the project where LPS is implemented. Also, the effect of LPS implementation on the project's operational performance is identified. The investigation of four distinct organizational cultures was carried out with the help of the Competing Values Framework (CVF), and the effect of LPS on the overall organizational culture was identified. Various measures were identified to find the relationship between LPS and the project's operational performance. Various survey items were established through an extensive literature review, and content validation was performed to finalize the items about each measure. The data were analyzed through bivariate correlation, and it was observed that a negligible relationship exists between LPS production and the project's operational performance. At the same time, a multiple regression analysis was carried out to identify the moderating effect of the organizational culture, and a negligible positive relationship was identified. Also, the project culture of two different construction sites of the same organization was analyzed through the 'Organizational Culture Assessment Instrument' and compared with three different sets of lean cultures. The analysis helped identify that the selected Indian case studies' project culture was equally distributed throughout the four quadrants of CVF.