• 한국건설관리학회:학술대회논문집
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• 한국건설관리학회 2006년도 정기학술발표대회 논문집
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• pp.722-726
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• 2006

LCI(Lean Constrcution Institute)에 의해 개발되어진 라스트 플래너(Last Planner System)은 Master Schedule, Phase Schedule, Lookahead Schedule, Weekly Work plan의 4단계로 이루어진다. 본 연구는 LSP의 4단계 중 Weekly Work Plan 단계에서 이루어지는 PPC(Percent of Plan Completed)의 측정 프로세스에 초점을 맞추고 있다. PPC 적용에 따른 여러 가지 장점에 대해서는 이미 해외 여러 나라에 의해 소개되어진 바 있지만, 아직까지 우리나라에서 PPC란 용어 자체가 낯선 상황이며, PPC 관련 연구가 미흡한 실정이다. 따라서, 본 연구는 한국 건설산업에 PPC를 도입하기에 앞서 라스트 플래너 시스템의 공정관리체계와 국내 공정관리체계를 비교 ${\cdot}$ 분석함으로써 우리나라 현실에 적합한 작업성취율 측정을 위한 공정관리절차를 제시하고 이를 도입하기 위해 선행되어져야할 사항에 대해 제시하고자 한다.

• 한국건설관리학회논문집
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• 제8권3호
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• pp.57-65
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• 2007

작업성취율(Percent of Plan Completed: PPC) 도입을 통한 효과는 선진 건설 사례들을 통해 검증되고 있으나, 우리 건설현업에서는 이에 대한 적용사례가 없다 본 연구는 외국에서 작업성취율을 적용한 사례를 분석하고 이를 우리 건설현업에서의 공정관리체계와 비교함으로써 작업성취율 활용을 위한 공정관리체계를 제시하는 것을 목표로 하였다. 외국 사례와 국내 공정관리체계를 비교함에 있어 3주 미래 작업계획단계의 예비작업목록 작성과 제반요건분석, 1주 작업 단계의 실패원인 분석과 작업성취율 측정 등의 관리 도구를 선정하였고 이틀을 대상으로 LPS(Last Planner System)와 국내의 공정관리현황을 비교 분석함으로써 차이점을 분석하고 작업성취율 활용을 위한 추가 공정관리절차출 제시하였다. 또한, 국내 건설 전문가들에게 설문 및 면담을 통해 본 연구에서 제시한 공정관리체계의 현장 적용성 검토를 실시하였다.

• 한국건설관리학회논문집
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• 제2권4호
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• pp.48-61
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• 2001

본 연구에서는 작업 신뢰도 향상의 한 방안으로 기존 공정 관리 기법 상의 한계점을 분석하여 이를 보완하고자 하였다. 그 결과로써 린 생산 원리를 적용한 건설 생산 공정 개선 모델인 CPAM(Construction Process Analysis Model)을 제시하였다. CPAM의 변이 관리 기법을 통해 작업 변이를 최소화시켜 공정계획의 신뢰도 향상 및 생산 효율을 증대시킬 수 있도록 하였고 CPAM에서 제시된 세부작업 일정 계획과 주간작업계획을 통해 건설 현장의 작업 흐름에서 나타날 수 있는 자재, 장비, 인력등의 재고(Inventory or Work In Process, WIP)를 감소시킬 수 있도록 하였다. 또한 본 연구는 건설 생산을 작업 흐름의 관점으로 분석함으로써 기존의 분석에서 놓치기 쉬운 작업 흐름상에서의 불확실성을 최소화시키고 작업 처리량을 최대화시킬 수 있는 대안을 제시하는 데 그 의의가 있다.

• 한국시뮬레이션학회논문지
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• 제8권4호
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• pp.73-87
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• 1999

Order Review/Release (ORR) System is the linkage between planning system and actual production. Reduction of the waiting time on the machines, work in process and lead time variation may be achieved by adopting ORR strategies. But researchers on the ORR do not agree on the effectiveness of ORR. Some say that the overall system flow time may be increased if ORR is adopted, but others say that ORR can reduce work in process, flow time and variation of flow time. The objective of this research is to clarify under what environments order release strategy is effective. Simulation study was conducted in a hypothetical job shop. The experimental results show that dispatching rule is much more important than ORR is in controlling the shop floor. But the results indicate that ORR can reduce mean shop flow time, average work in process and variation of shop flow time under such environments where utilization level is high and planned order is weekly released to the order pool. And the results also show that the effect of plan smoothing on the ORR is insignificant, which is inconsistent with the results of the previous researches.

• Journal of Construction Engineering and Project Management
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• 제4권3호
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• pp.1-12
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• 2014

Construction management has been suffering from many problems, which need to be solved or better understood. Most of construction projects have not achieved efficiency as expected. In this context, waste was also considered as a problem of efficiency decrease, and poor production planning was considered as a cause for waste. This study was conducted on the basis of waste concepts and production planning processes based on the philosophies of Lean Construction. A survey to find out the relationship between them was carried out through questionnaire, which was answered by experienced people in construction projects. The results have shown that frequency of wastes occurrence is quite high, and production planning processes are superficially performed in construction phase. There is a significant negative relationship between production planning and waste occurrence (r = -0.262). Weekly Work Plan (WWP) is the most dominant plan for waste control with seventeen in total of nineteen waste factors, and phase plan is the most dominant plan for two remaining waste factors. A case study was adopted to validate the relationship between production planning and waste occurrence. The results showed that the better the project was planned, the fewer the waste would occur on construction sites.

• Journal of Construction Engineering and Project Management
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• 제3권4호
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• pp.5-11
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• 2013

Construction industry is overwhelmed by delay and often has suffered cost and time overrun. In this context, Last Planner System (LPS) has been considered as a very useful tool for the management of the construction process. Many previous studies have reported its effectiveness in construction performance. This study aims to evaluate the level of importance of the Last Planner processes in the Vietnam construction industry (VCI), and analyze the existing barriers when implementing these processes in construction management. These barriers were collected based on previous studies from International Group for Lean Construction (IGLC). A survey was carried out through questionnaire. The respondents are been experienced people in construction project management. There are four processes of LPS that were investigated including master schedule, phase schedule, lookahead plan, and weekly work plan. The results showed that master schedule is the most important item when performing a construction project in the VCI. The highest degree of agreement belongs to 'owner - contractor' pair with 77.1% importance indices; whereas the lowest belongs to 'consultants - contractors' pair with 63.8% importance indices. Eventually, three barrier factors were extracted from factor analysis technique with 62.2% of variance explained.

• 한국건축시공학회:학술대회논문집
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• 한국건축시공학회 2021년도 가을 학술논문 발표대회
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• pp.240-241
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• 2021

For the sustainable development of the domestic construction project management field, each CM company should try to diversify in terms of service contract types and scope of work while having internationally competitive technical and service capabilities as follows. First, from the initiation of the service to the completion, the CMr should be able to establish and execute a plan to create specific outcomes. Second, CMr must have the capability to produce weekly or monthly cost, schedule, risk, and scope management reports. In addition, it should be possible to apply the cost plus sliding fee method or to systematically and continuously accumulate and process data generated during the construction process.

• 인터넷정보학회논문지
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• 제9권6호
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• pp.155-163
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• 2008

소프트웨어 프로젝트가 착수 후 성공적으로 종료되기 위해서는, 계획에 따라 프로젝트가 잘 진행이 되고 있는지의 여부를 주기적으로 검토하고 만약 문제가 있을 경우에는 적절한 시정 조치를 취하는 프로젝트 통제활동이 필수적이다. 프로젝트 통제활동은 주간회의나 마일스톤 회의 등과 같이 주기적으로 수행되는 보고회의를 통해 이루어지는데, 이때 프로젝트 관리자는 일정, 비용, 작업성과 등을 검토해 봄으로써 프로젝트의 진행 상태를 파악할 수 있다. 프로젝트 통제활동을 지원하는 방법으로 가장 많이 쓰이고 있는 EVM(Earned Value Management)은 일정과 작업성과에 관한 측정치를 비용으로 산정하여, 일정, 비용, 작업성과를 하나의 그래프에 표현하는 방법이다. 프로젝트 관리자는 EVM을 통하여 비용이라는 하나의 단위로 프로젝트의 작업 성취도와 진도율을 정량적으로 관리 할 수 있다. EVM은 전체작업을 단위작업으로 나누어 각 단위작업의 작업 기간과 작업량을 비용으로 환산하여 관리하는데, 주로 프로젝트의 범위가 초반에 정의되고 단위작업의 크기가 큰 경우에 적용이 쉽고 관리가 편하다. 이러한 이유로 폭포수(Waterfall) 기반의 프로젝트에 주로 적용되고 있다. 그러나 XP(eXtreme Programming)기반의 프로젝트에서는 요구사항이 프로젝트 초반에 완벽히 정의되기가 어렵고 단위작업의 크기가 작아, 프로젝트 초반에는 상위레벨 수준으로만 범위가 정의 되고 반복이 진행되면서 점점 상세한 범위가 정의되기 때문에 EVM이 활용되고 있지 않다. 따라서 본 논문에서는 XP에 EVM을 적용할 수 있는 방안인 3단계(Layer) EVM을 제시하고, 조직이 이를 구축하도록 지원하기 위해 CMMI(Capability Maturity Model Integration)의 PMC(Project Monitoring and Control) 프로세스 영역을 기반으로 프로세스를 정립하고, 그에 따른 적용 지침을 개발하였다.

• 대한물리치료과학회지
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• 제16권2호
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• pp.45-55
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• 2009

Background: This thesis aims at suggesting the direction for the introduction of public free treatment support system according to the establishment of [Special Education Law] and the right settlement of therapeutic support service. Method: It introduced the characteristics and the contents of school based PT & OT, diagnosis and evaluation, and operation method. It set up question items and presented intervention plan, and substantial intervention, beginning from the request of whole process. The diagnostic evaluation was described from 4 aspects, which are consideration matters in the time of document drawing and diagnostic evaluation, chiefly centering around SOAP. The flow of overall treatment support service, the allocation of 16 handicapped children for 1 therapist, and the weekly treatment frequency according to the treatment support location and environment were suggested in the concrete operation method. Result: The concrete method should be explored in order to provide handicapped students with requisite services, which are offered by various experts in the amended 'Special Education Law'. In addition, work condition and social welfare, which are equal to school teachers, should be provided for all experts. Conclusion: Along with these things, special education support center should establish the road-map for the education rehabilitation of the handicapped children from the evaluation of early diagnosis of the handicapped children to treatment support and lifelong education.

• Journal of Construction Engineering and Project Management
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• 제5권2호
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• pp.11-15
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• 2015

The Last PlannerSystem (LPS) has been implemented on construction projects to increase work flow reliability, a precondition for project performance againstproductivity and progress targets. The LPS encompasses four tiers of planning processes:master scheduling, phase scheduling, lookahead planning, and commitment / weeklywork planning. This research highlights deficiencies in the current implementation of LPS including poor lookahead planning which results in poor linkage between weeklywork plans and the master schedule. This poor linkage undetermines the ability of theweekly work planning process to select for execution tasks that are critical to projectsuccess. As a result, percent plan complete (PPC) becomes a weak indicator of project progress. The purpose of this research is to improve lookahead planning (the bridgebetween weekly work planning and master scheduling), improve PPC, and improve theselection of tasks that are critical to project success by increasing the link betweenShould, Can, Will, and Did (components of the LPS), thereby rendering PPC a betterindicator of project progress. The research employs the case study research method to describe deficiencies inthe current implementation of the LPS and suggest guidelines for a better application ofLPS in general and lookahead planning in particular. It then introduces an analyticalsimulation model to analyze the lookahead planning process. This is done by examining the impact on PPC of increasing two lookahead planning performance metrics: tasksanticipated (TA) and tasks made ready (TMR). Finally, the research investigates theimportance of the lookahead planning functions: identification and removal ofconstraints, task breakdown, and operations design.The research findings confirm the positive impact of improving lookaheadplanning (i.e., TA and TMR) on PPC. It also recognizes the need to perform lookaheadplanning differently for three types of work involving different levels of uncertainty:stable work, medium uncertainty work, and highly emergent work.The research confirms the LPS rules for practice and specifically the need to planin greater detail as time gets closer to performing the work. It highlights the role of LPSas a production system that incorporates deliberate planning (predetermined andoptimized) and situated planning (flexible and adaptive). Finally, the research presents recommendations for production planningimprovements in three areas: process related, (suggesting guidelines for practice),technical, (highlighting issues with current software programs and advocating theinclusion of collaborative planning capability), and organizational improvements(suggesting transitional steps when applying the LPS).