The root of many problems that faces construction projects lie in the traditional approach to production planning, inappropriate to deal with uncertainty and variability during construction. This was learned some time ago by car manufacturers that developed methods, currently known as "Lean Production", looking for steady work-site environments where production could be efficiently developed. Inspired by these same principles, the Last Planner System (LPS) proposes to modify the scheduling and control system of the construction project to create a stable working environment, protecting production from uncertainty and variability. This system has proven highly effective, with a multitude of successful applications In the Americas, improving the performance of the construction projects and making significant progress In meeting deadlines and productivity. The LPS is not a methodology to replace or compete with traditional bars and network scheduling, but it complements and enriches them. While the network methods manage the critical path, LPS handles the variability; while the network methods manage time, LPS deals with workflows. Planning with network methods is commonly used to manage contracts, while LPS handles interdependencies. The LPS is Intended to increase the reliability of scheduling and, therefore, improve performance. This paper describes the LPS and its components and provides empirical evidence showing the impact of its Implementation. Additionally, some tools are shown; they have been developed to support the practical implementation of the system.