Planejamento de curto prazo: estudo de caso em empreendimento residencial de médio porte em Curitiba – PR

Abstract

The construction market, even with the growth presented in recent years, has always being to be a segment of fierce competition, making companies to continually seek ways to improve productivity and work deadlines, and increasing the focus on the planning area. The main one refers to the planning and productivity part of the works, which is usually its weak point. Thus, attention turns to different methodologies and processes within the construction market, among them, the Last Planner (LSP) system, a planning tool that seeks improvements and change of mindset in work management by applying Lean Construction concepts. The objective of this work was to analyze the application of the weekly work plan method in a medium-sized housing building in the city of Curitiba-PR, starting from a qualitative/applied/exploratory research of the LPS methodology and a case study, that was carried out during the infrastructure and superstructure phase of the work, and seeking the main barriers that occur for non-fulfillment of the tasks mentioned in these weekly plans, and the difficulty of changing the corporate culture to this type of active and collaborative management. With the correct implementation of processes, the system can bring several benefits in terms of time, quality, organization, and productivity at construction sites. In this way, there was a need to carry out master and lookahead planning in a simplified way to maintain all this integration, but also to have short-term activities as focus. Through this case study, it was possible to see improvements and productive changes in the way works are planned, besides stimulation of the culture of collaborative planning and production control. Despite difficulties mainly at the beginning of the implementation, at the end of this study it was possible to notice a change of mentality and culture in the management and operation of the work, in a specific way, because as time went by and meetings took place, there was bigger interest and engagement among the teams, which were more prepared and stimulated for the weekly meetings. Even with these positive results, there is still a huge space for the development of the methodology in the construction site, both with the implementation of lookahead meetings and for the development of a master collaborative planning of the project; in addition, it is possible to seek refinement and improvements in weekly work meetings, to have better and dynamic infrastructure that enables the continuous improvement of the planning process and internal culture of the work.