BACKGROUND

Municipal Council of Port Louis

The City Council of Port Louis found under the aegis of the Ministry of Local Government mission
statement is to encourage social, economic and infrastructural development for its citizens. They plan to
achieve it through optimum use of management and operational skills available at their disposal in an
environmentally safe manner. The council also aims at providing value for money experience for end
users satisfaction.

Ministry of Local Government

and Outer Islands

Mayor & Elected

Chief Executive
Councillors

Administration Finance
Public Land Use
Welfare
Parks & Health
Infrastructure Planning Garden Department

Works & Land Highways & Mechanical

Building Surveying Drain Section Workshop

Stret Lighting
& Electrical

Figure 1: Organizational Structure of City Council of Port Louis

The above organizational chart outlines the hierarchy at the Municipality of Port Louis. Usually,
infrastructural development is planned by the Ministry of Local Government Senior Administration. They
are the ones that approve the release funding for vetted projects. A list of projects is then sent to the Chief
Executive of the Municipality for a particular financial year. The latter then transmit it to the Head of the
Public Infrastructure for follow up and start of activities. Depending on the nature of the works, the Head
channels the list to his sub departments inspectors assemble teams to start work activities in house or
decide to contract out the work based on the degree complexity. Contract out projects are usually
monitored by a civil engineer and an engineering assistant.
As mentioned above, municipalities have a variety of choices as project delivery methods for construction
projects. There exist Design Bid Build (Contract Out) projects and Design Build (In House), projects
undertaken by the council’s own technical employees. Municipal construction works are usually medium
size projects designed for the well-being of inhabitants. For instance some of them are:

a) Municipal buildings such as school, community centers and burial incinerators amongst others

b) Upliftment and renovation of existing municipal buildings

c) Construction of new drains and retaining wall structures in flood prone areas

d) Construction and tarring of new and existing roads in underdeveloped regions

e) Maintenance of municipal buildings and roads

The above project works often encounter waste processes due to the frequent incompatibility and
discrepancy between information provided, actual site conditions and methods of construction. The
resulting consequences are prolonged delays, cost overruns, poor work quality and low workers
productivity. All of these factors combined severely impact municipal projects performance. It is
therefore believe that lean concepts could well be the solution to overcome existing waste processes and
help attain on time project completion with minimum use of quality resources.
Introduction on Lean
The “Lean Concept” was born in the manufacturing industry, more precisely from Lean Production
Principles of the Toyota Production System (TPS). Researchers Spisakova and Kozlovska (2013)
described it as approach consisting of highly efficient manufacturing techniques whose goals were to
speed up delivery time, reduce stock levels, encourage good scheduling and improve performance for
higher level of productivity. The concept favors a continuous pursuit to identify and eliminate waste
processes through a systematic approach that relies on teamwork, effective decision making and minimum
use of resources.

Over the past decade lean concepts have become increasingly common in construction organizations.
They help to reduce non-value adding activities (wastes) and improve factors impacting on construction
project performance. For instance, lean tools such as The Last Planner System and Just In Time
Delivery provide clear methodologies for efficient work planning and resource allocation in improving
project performance.

There is no doubt that lean construction is the way forward for organizations responsible for
infrastructural development as conventional approaches have been on a decline, unable to address
performance related challenges in dynamic work environments. Research by Issa (2013) has revealed that
construction processes are slowly transitioning into a new philosophy called the construction production
administration strategy. The latter is gaining widespread popularity in competitive organizations as it
creates productive flows in motion that controls systems with the main aim of reducing losses and
promote on time completion through a set of lean tools and techniques. Those strategies have proven to be
very effective and below are accounts of their benefits in a few case studies.
FACTORS AFFECTING CONSTRUCTION PROJECT PERFORMANCE
TIME
One of the major problems in construction projects is delay. It is defined as time overrun either after
completion date specified in a contract or beyond the date that the parties agreed upon project delivery.
Time delays affect project performance as objectives are not met within time. They do not arise from
single events but slowly develop during the course of work activities and alters planned schedules. From a
contractor’s perspective such a phenomenon will result in longer working time and higher labor costs
while a client will experience loss of income and pressure to start operations. Therefore on time
completion of projects should be compulsory for every project participants and utilized as an indicator of
performance efficiency.

There are several unpredictable factors associated with delays. Usually causes of delays vary according to
and due to the faults and weaknesses of the client or contractor. The latter’s fault and errors occur through
inadequate planning strategies, incorrect use of workers, poor inventory control and long site preparation
time. Numerous studies have been carried out to assess prominent causes of delays and according to a
report published by the World Bank in 1984; completed projects in developing countries have faced
difficulties mainly due to unclear policy of the government, lack of appropriate design and institutional
capabilities (Acharya& Kim, 2014). As far as medium size governmental road constructions is concerned,
a research by Aziz & Hakam (2016) have shown that shortage in equipment, lack of quality materials,
soil problems during site investigation, errors in design, reworking due to variations and lack of project
managers experience for complex projects are the main causes affecting on time delivery.

These time delays adversely impact construction projects performance, increase the time duration and
raises overall project costs. It is therefore imperative to conduct detailed investigation and identification
and select appropriate against them while maintaining efficient quality and cost aspects.
COST
One of the criterions for judging the performance of a construction project is check whether it is
completed within budget. Numerous organizations especially in developing countries are unable to
control the cost implications and eventually experience cost overruns. The latter is commonly defined as
a budgetary increase from a miscalculated initial estimate. It is measured as the difference between the
planned cost estimate and actual construction cost estimate on completion. A research by Flybjerg et al
has indicated that out of 10 construction projects, 9 experience cost overrun with an average budget
overrun of 28%.. Furthermore a study conducted in the Malaysian public and private sector revealed that
only 46.8 % of 308 public projects and 37.2% out of 51 private projects were effectively delivered within
the original contract amount. Even in developed countries like the UK, construction projects experience
cost over runs. Nearly 60% of projects according to a client survey did not meet the planned budget.

There are numerous factors that contribute to cost overruns in construction projects. Research conducted
by Chimawaso (2000), Iyer & Jya, kaming et al. have all identified prominent cost factors that impact on
project performance. The researchers argue that excessive variation orders, unpredictable fluctuations in
cost materials, degree of project complexity, inadequate planning & scheduling and poor site management
during the construction stages. All these factors combined negatively influence the cost performance of
projects. According to Amusan (2007), fraudulent practices in construction stages also contribute to cost
overrun. Practices such as under measurement, procurement of low quality materials and onsite material
thefts affect planned schedules and reflects poor project performance.

Therefore in order to mitigate project failures, urgent attention is required towards cost factors as they are
important for a project’s productivity and profitability. For instance, effective methods would be to
planning skills workshops for project managers and the creation of an individual accountability system
whereby every worker’s responsibilities are clearly identified associated working rules and regulations.
QUALITY
Project management revolves around three main aspects; schedule, cost and quality achievements. They
form what we call the Iron Triangle and heavily depend on one another. However current project
management practices within construction projects are laying more importance on cost and schedule
features. This results in superficial attempts to achieve quality at project sites. Numerous construction
organizations overlook project quality in favor of cost and schedule goals. As a result of, repercussions
and aftermaths of poor quality can be a loss in productivity, additional expense due to reworking, delayed
completion date and loss of reputation.

According to Arditi & Gunaydin (1998), factors that affect process quality range from management
commitment to continuous quality improvement, type of quality training offered to personnel, efficiency
teamwork that promote quality issues and effective coordination between parties taking part in the project.
Furthermore, a research by Pheng (2004) has indicated that Total Quality Management systems used in
the manufacturing industries could well be replicated in the construction field for more benefits. It has
been argued that the main impetus for quality improvement in construction processes revolves around the
improvement of workers satisfaction. Pheng (2004) also states that it would be useful for organizations to
implement Quality Performance Management System at their workplace as it tracks costs of normal work,
quality management work (feedback) and that of rework (corrections). It would enable a better control on
quality costs and allow employees to have a better understanding of quality processes creating a positive
attitude friendly environment.

In addition to, Chrest (1993) outlines other significant quality factors that affect construction project
performance. He states that the absence of quality improvement team units, lack of employees
performance feedback, one way communication channels and terrible leadership of higher management
that is unable to innovate and lead to process improvement in a bid to achieve quality objectives are
features that impact the performance of a particular project. The best way to turns things around according
to Chest (1993) is to create a work environment which encourages positive attitude of project supervisors
and participants on project sites. Finally the ultimate aim of quality is to ensure that end users get value
for money invested and the end products meet every requirements possible with minimum operation,
maintenance costs and environmental impacts.
http://ac.els-cdn.com/S187770581731281X/1-s2.0-S187770581731281X-main.pdf?_tid=8a1070f0-589a-11e7-
920f-00000aacb362&acdnat=1498280822_368b1e3078ec6649c138cdbe14ace397

https://notendur.hi.is/aho4/Lesk%C3%BArs%20hj%C3%A1%20Helga/seinni%20helmingur/Critical%20Factors%20
Affecting%20Quality%20Performance%20in%20Construction%20Projects.pdf

file:///C:/Users/Arshad/Downloads/FACTORS_AFFECTING_TIMELY_COMPLETION_OF_CONSTRUCTIO.pdf
LAST PLANNER SYSTEM

This section gives a brief overview on the Last Planner System as a strategic technique of Lean
Construction to ensure reliable project performance. Research by Alok Patel (2011) describes the Last
Planner System as a production planning system aimed at producing predictable workflow and rapid
knowledge in scheduling construction projects. It serves as a control system that manages variations in
construction work flow, encourages look ahead planning and reduces uncertainty in construction
operations. Furthermore LPS encourages:

1. Programming in finer detail as time draws closer to execute work

2. Develop a work plan with project participants going to perform the task
3. Identify and remove work constraints ahead of time as a team to increase reliability of work plans
4. Drive work execution based on coordination and active negotiation with project participants
5. Learn from planning failures by finding root causes and enforcing preventive actions

The Last Planner System specifically consists of 4 levels of planning processes with different
chronological spans as shown below: Master Scheduling, Phase Scheduling, Look Ahead and Weekly
Planning.
The Master Schedule is the end product of primary planning usually proposed by technical professionals
and vetted by Higher Administration. It describes major milestone dates and incorporates CPM logic that
determines overall project duration. On the other hand, phase scheduling generates detailed schedules
covering project phases of a specific construction project. Its aim is to identify handoffs between various
project participants to meet Master Schedule Milestones. Look ahead planning is the time allocated for the
completion of individual phases (operations) after analyzing and solving constraint issues mutually. It
usually spans from two to six weeks. Finally the weekly work planning gives a most detailed plan
showing the relationship between different project stakeholders. Assignments are also reviewed to
measure reliability of planning. Programming failures are analyzed and mistakes are rectified for long
term continuous improvement.

Last Planner System Should-Can-Will-Did-Analysis

The analysis revolves around the type of work to be done, sequence and duration in a project. Those
decisions are usually made at every level in an organization and are taken by the users of the Last
Planners System. The latter help to stabilize work environments by learning to make and keep promises.
In Fact, the planners are required to make commitments (WILL) to doing and what SHOULD be
completed, only to the degree that it CAN be completed. It simply specifies that planners will select tasks
they know they can complete in time from the breakdown of tasks (backlog). The concept is completely
different to traditional practices as it offers project participants the possibility of doing feasible jobs
instead of forcing tasks on them to meet project deadlines. Construction tasks are also analyzed for
constraints to meet quality requirements and such a control system is structured enough to promote
learning from plan failures and continuous improvements.
Milestone Schedule
It is a plan that divides the project into logical phases with clearly defined and grounded time duration. Its
goal is to convince project participants that the work can be completed in the specific time duration.
Usually a master schedule is a reference point as only the main tasks are listed. For more detailed
information, a detailed Critical Path Method should be programmed and used in line with the milestone
schedule by the project participants.

Phase Schedule
Project participants responsible for the tasks to deliver a milestone must participate in the Phase Pull
Schedule (PPS). It is usually developed through face to face meetings that outline the project milestones,
deliverables, strategies and tasks that on site personnel should execute to meet the milestones within
project deadline. It allows the workers to plan and time their activities with adequate resource levelling to
complete the task required

Look Ahead Planning

Usually the tasks listed in a phase schedule are introduced into a 2-6 Week Look Ahead plan. The main
tasks are broken into smaller ones to produce measurable deliverables. In the process constraints are
analyzed. It evaluated the missing requirements such as resources, directives, approvals not discussed in
phase schedule meeting required to start and complete work. Therefore sub tasks in a Look Ahead plan
must check constraints and remove them accordingly to allow smooth workflow. Finally request from
external parties should also be taken into account and noted in a project constraint log.

Weekly Work Plan

This specific plan consists only of tasks that are ready to be performed (all constraints have been
removed). Tasks that are in a condition to start and finish on time are usually included in the weekly work
plan and listed in the Look Ahead Plan. Work assignments should be sized for daily completion. To
measure the planning effectiveness, PPC (Percentage Promises Completed) is utilized. The latter is the
amount of work accomplished over the total quantity of work originally planned. Low PPC charts of
foremen should be justified and rectified by supervising officer to achieve continuous improvement.
JUST IN TIME DELIVERY

For many decades, the Just in Time philosophy has been employed in the manufacturing industry. It was
created from the Toyota Production System with the aims of improving quality of product and the
industry’s competitiveness. Recently researchers in developed countries have tried to introduce Just-in-
Time in the construction industry. Several studies were conducted to evaluate its feasibility and assess its
applicability in a more dynamic environment. How might it work in construction? We all know that the
construction industry is schedule driven one and work flows smoothly only if everyone stays on their part
of the schedule.

According to …. The fundamental concept of the JIT philosophy is to manage manufacturing processes
through efficient handling of materials. It advocates the delivery of right materials in correct quantity and
quality, just in time for use and maximizes value for customers by reducing wastes. In fact Taiichi Ohno,
the main developer of the TPS system successfully implemented JIT in his organization and what ensured
laid the foundation for greater success Product quality improved drastically as employees were showing
more signs of commitment and motivation. Furthermore, lead and set up times for different work
processes were being reduced, increasing the output rate. Most importantly, inventory levels and cost of
reworks dropped giving the organization a competitive edge over other market firms.

Research by Pheng and Shang (2011) has evaluated the potential benefits and disadvantages of JIT in the
construction industry. First and foremost, there is an improvement in the quality of construction materials
which results in a better product. Moreover, an enhancement in site tidiness as well as site congestion is
noted after its application. As a result of, construction methods are smoothly executed, increasing
productivity and project performance. However several organizations have been unable to implement JIT
Concepts.

JIT in
Construction
Industry

Supplier/ Total quality

Waste Uninterrupted Continuous
Client Control
Elimination Work Flow Improvement
Relationship Concept
Use of JIT Buffers Concept

The construction industry is considered as a special type of production industry that exhibits great
uncertainty and flow variation. This ambiguity often causes project to derail from their original schedule
as sudden variations are very common in a dynamic environment. Research by shows that if a schedule
has adequate slack in its work activities, variations may not be that severe; otherwise a lack of slack will
put more pressure on project participants to deliver.

The Just in Time concept encourages the philosophy of buffers to manage flow variation in projects.
According to Ballard and Howell (1995) there exist two types of buffers namely, Schedule and Plan. Both
give extra protection to sub divided construction tasks to shield them from sudden changes. A schedule
buffer is described as a block of time inserted in a project activity schedule to shield the due dates of
scheduled tasks and jobs from delays. However schedule buffers done without regard to projects level of
uncertainty and complexity results in time wasting and money as unnecessary material items are
accumulated without any definite use.

Planned buffers are considered as inventories of workable assignments created by planning processes that
prepares work for front line workers. These safeguards enable reliable and predictable flow of output
from each construction process. To get the maximum of plan buffers, the latter must be aligned with
scheduled buffers. Success is achieved if both are implemented simultaneously since they complement
one another. For instance, workable assignments (planned buffers) must be properly described and
elaborated irrespective of the schedule buffer duration so that work is done without any delays. In the
long term, plan buffers are expected to take over schedule buffers to achieve a better level of work flow
predictability that reduces time between construction processes.

As discussed above, a new way of considering tasks and tools of construction projects has been proposed
through the JIT Lean Technique which is the use of buffers to accommodate work constraints. Managers
have been advised to adjust to uncertainty and ensure that resources are employed to maximum advantage
in construction processes.
Barriers to JIT

According to their findings, Pheng and Shang (2011) identified several factors that affect the
implementation of JIT. Firstly, the recruitment of construction workers itself is being questioned.
According to them, existing labor around the globe have low education level and it can prove to be a
stumbling block in JIT application and execution. Furthermore there is the issue of poor material
management and unstable construction material prices on the market that hinders JIT application.

It is obvious that rising raw material, fuel and transportation costs direct impact on the building materials
industry and deter decision makers from taking risks. Some would like to purchase in bulk rather than in
small quantities. In addition, there are not enough skilled project managers to supervise works. Usually
poor supervision of material use on site (excess cutting of rebar or concrete mixing) results in consequent
wastes and pollution.

Another barrier for JIT implementation is the extensive number of suppliers that a construction
organization deals with. The problem is that when late delivery occurs for interconnected work tasks, the
entire work programmed is affected and delayed. Usually late deliveries occur due to unpaid supplier
claims, congested roads and lengthy procurement exercises from higher management.

http://web.usm.my/jcdc/vol16_1_2011/JCDC%2016_1_ART%205%20_91-111_.pdf

http://new.leanconstruction.org/media/docs/TowardsJIT.PDF