In Peru, the Last Planner System (LPS) is widely implemented by contractors during structural work. However, during the finishing phase, its efficacy is reduced, as teams deal with high levels of variability, uncertainty within supply chains, and unpredictable production capacities among subcontractors. The work structuring is frequently based on a one-week takt on successive floors, and pull planning during the structural work becomes push planning during the finishing phase, as teams impel subcontractors to meet deadlines. All this implies that improved work structuring is needed to enhance the flow of operations during the finishing phase. To meet this need, we designed a case study in two stages. First, we used direct field observation of a Peruvian building project to describe the current state of the work structuring in the finishing phase. Value Stream Mapping (VSM) was used to identify the productive stream, focusing on the identification of wastes. Second, we applied some Lean techniques during the finishing phase in a large community-housing complex. Our conclusion is that assigning the tasks in sufficient detail and modeling the production units according to the project's complexity can improve the flow of the finishing stage. The use of flowlines is also recommended.