A medium sized construction firm, Construct. Ltd, was a well-known firm for providing infrastructural solutions to customers. It has a systematic planning and management system for construction projects, starting from a master schedule and related plans for plant, personnel, materials. However gradually the company started facing problems in its functioning and led to lot of client's dis-satisfaction. Management team investigated the overall operations of the company and found following problems. Financial control in the company was tight, and every material and work package was procured for its lowest price. The contractor brought the supplies to the sight well in advance for construction but this tied up most of the costs in raw material, also engaging lot of space on site. Even after that, sometime, the construction works in the site had to be delayed or even stopped due to shortage of specific material and labour resources. The staff members were not interested in making plan scheduling for the project and they seemed not to have enough motivation to contribute to the development of those plan. The poor quality of plan was also another reason for the motivation of staffs. Further, the contractors changed its team so often that more time was required to train and acquaint the team members to the work. Finally, the amount of physical waste transported from site was large. This waste was high due to unnecessary transport or conveyance, excess inventory and unnecessary movement, delayed quality checks and problems not communicated to the project manager on time. Also the bad quality material and design caused many defects to the project. It was obvious that the company has many disadvantages and needed dramatic improvements. The management of the company decided to follow Toyota Production System (TPM) approach in its operations. Q1. Identify all the problems faced by Construct Ltd. in its operations. Q2. Suggest any three TPM tools to them for solving these operational problems. Explain each tool in detail.