ABSTRACT
Construction projects are complex socio-technical systems formed by a large and diverse number of dynamically interacting human, technical, and organisational agents. Regardless of this nature, the implications of complexity theory to Lean Construction are still underexplored. This chapter discusses the extent to which six guidelines for coping with complexity can be used to understand the Last Planner® System of production control. Based on this analysis, strengths and weaknesses of the system are identified and recommendations are made for the further development of the Last Planner® to better handle project complexity.
