From Theory to Practice: Applying Time Span of Discretion in Last Planner System® and Takt Production to Navigate Work Complexity

Due to the introduction and adoption of new organizational structures and technology, the power dynamics within projects in the construction industry have shifted. This may lead to an increase in dissatisfaction and frustration among workers who are not willing to change because the emphasis is on organizational and technological change. In circumstances of change, the role extends beyond the employee’s inherent comfort and proficiency, frequently resulting in discontent and unease. Prior studies indicate that if the task surpasses its inherent timespan, failure is probable; conversely, if it is shorter, the employee may experience inadequate challenges and dissatisfaction. In recent decades, the implementation of Lean Construction (LC) principles has frequently instigated such changes on construction sites. Although these production systems, such as Last Planner System^® (LPS) and Takt Production (TP), are noted to enhance project performance and success, especially via collaborative and workload- balancing strategies, their implementation seldom resolves issues related to task complexity, workforce cognitive capacity, or the distinct timespan for tasks. This conceptual study explores the subject and examines, through Stratified Systems Theory (SST) theory, similarities between LC methods and the timespan of discretion (TSD) concept. Moreover, the research seeks to illustrate the importance of comprehending the potential of integrating TSD ideas with LPS and TP to enhance project outcomes. Furthermore, the study will focus on investigating how tailoring activities to align with workers’ cognitive capacities and inherent timeframes may enhance situational awareness and satisfaction in construction projects.