Introduction to the Last Planner® · PDF fileQuality Assignments . 37 . Introduction to...
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Introduction to the Last Planner® System Lean Construction Institute 1 What is The Last Planner System? Introduction to the Last Planner® System Rich Seiler 9-20-16
Transcript of Introduction to the Last Planner® · PDF fileQuality Assignments . 37 . Introduction to...
Introduction to the Last Planner® System
Lean Construction Institute 1
What is The Last Planner System?
Introduction to the Last Planner® System Rich Seiler 9-20-16
Introduction to the Last Planner® System
Lean Construction Institute
Today’s Objectives: 1. Examine why creating and maintaining reliable
workflow on projects is important
2. Observe how using the Last Planner® System will create and maintain reliable workflow
3. Practice and learn the techniques of the LPS
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Principle Elements of Lean
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A Lean Definition
A visual approach for creating quality, steady and level workflow within a
process (value stream)
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Where most companies start . . . and stall
Toyota’s 4 P Model
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Reliable, Level Workflow
Remove all non-value-added activities (waste) from our processes (value streams)
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Steady, Level Flow?
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Jack’s Hooch
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Constraints = Variations
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(WIP)
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• Rework – Punchlist • Failed inspections • Requests for Information • Change orders • Submittals - Shop drawings • Inadequate Resources • Inefficient work flow • Work arounds • Multiple handling of material • Excess material • Waiting on supplies • Waiting on another trade • Safety losses • Improper sequencing of work
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Value Stream
A sequence of interdependent actions that together create the path forward to satisfy the need of a customer
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Value
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Transforming pieces, parts and information in a manner in which the customer is willing to pay
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How to Improve Flow
• Eliminate waste and add value • Eliminate, reduce and manage
variation in the value stream • See the big picture - lose sub-
optimization or “silo” thinking
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Reliable Hand-Offs
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Unify Stakeholders
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Bridge Gaps Horizontally Across Internal and External Silo’s
Owners/User Designers Constructors Trades
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Operating System
© Lean Construction Institute
THE THREE DOMAINS
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Executives Senior Management
Middle Management
Front-Line Workers
Gaps
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Add PM’s
Success Failure
Most Valuable Resource
Servant Leadership
Value Creators
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How Productive Are We?
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How Good is Our Planning?
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Studies Show and Our Guts Know
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Percent Plan Complete (PPC)
53%
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46 Weeks: Average PPC is 85%
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Three Theories: • Traditional planning doesn’t
produce predictable workflow
• Workflow reliability directly affects system speed and cost
• Plans are forecasts - all forecasts are unreliable
© 2009 Lean Construction Institute 29
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“Plans are useless, Planning is everything” -Dwight Eisenhower
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• Break
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Let’s Examine LPS:
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THE LAST PLANNER® SYSTEM OF PRODUCTION CONTROL
5 - CONNECTED CONVERSATIONS Set milestones & strategy Identify long lead items
Specify handoffs Identify operational constraints
Make work ready & launch re-planning when needed
Make reliable promises
Calculate & analyze PPS-act on reasons for non-completion
SHOULD
CAN
WILL
DID
Weekly Work Planning
Make Work Ready Planning
Learning
Master Scheduling Milestones
Phase “Pull” Planning
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Phase Pull Plan
6 Week Look-ahead Weekly Work Plan
Set five RTU’s on lower level area A
Master
Percent Plan Complete (PPC)
Should Do
(Can Do)
(Will Do)
(Did Do)
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Daily Huddle
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• Front-Line manager • Accountable for
assigning and completing the work
• Empowered to make
commitments …or not
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WHO IS THE LAST PLANNER?
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Quality Assignments
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1) Definition: 2) Soundness: • Specific and
measurable • Work can be
coordinated
• They are workable
• They are clear and understandable
• You have what you
need from others
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3) Sequence: 4) Size: • They are in the right
order • They will release other
work? • You have identified
workable backlog
• They are sized to the productive capability of each crew or vice versa
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They Come in the Form of Sticky-Tags
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Establishing Solid Target Conditions
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• Important to internal and external clients
• Be sure they are clear
and specific • In-line with contract
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Objectives of a Reliable Phase “Pull-Plan”
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1. Understand the general scope of the planning horizon
2. Establish the sequence and flow of the work
3. Validate the durations in relationship to the master
4. Benchmark this to see how you are tracking as the job progresses
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DOCUMENTATION OPTIONS:
MOVABLE HARD COPY PHOTO EXCEL LPS Softwares VISIO SURETRAK MICROSOFT PROJECT NETPOINT
Example courtesy of Pankow Builders 43
Good Practice: Electronic version should be accompanied by a record photograph of Pull Schedule on wall
Document your work
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Delta’s: • Milestone is too long • Not all players present • Too long 4 hours +
• PP is disregarded
Pluses: • Starts team formation
• Constraints are identified
• CPM is validated…or not
• Strong planning start
• Continual tracking device
Plus and Delta’s of a Pull Planning Session
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Objectives of Look- Ahead & Weekly Work Plan
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• Identify & clear constraints
• Calculate PPC - Variance
• Populate out six weeks • Make work ready
• Analyze resources • Consider hand-offs
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The Magic’s in the Talks Among the Trades
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Session Roles & Responsibilities Project Leader
Project Manager Production
Manager Sup’td
Process Administrator
Project Engineer
Last Planner Foreman
Clear constraints
Lead the 6WLA
Manage the logs & room
Make commitments-assignments
Serve the value creators
Challenge the planning claims
Walk Gemba Identify constraints
Lead up and down the chain of command
Takes extreme ownership of project & team
Support sup’td
Share planning objectives with the field
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Master Schedule Pull Planning Lookahead Plan &
Constraint Analysis
Percent Plan Complete Daily Huddles Weekly Work Planning
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Benefits • Clears constraints on your work • Makes work ready for you • Gives you a voice at the table • Eliminates reworks & waiting • Improves accountability • Gets decisions from upstream • Eliminates stress • Make the money you expected
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• Conduct a mock LPS exercise - on a small ground up project • Phase Pull Plan • 6WLA – “around the horn” screening
• Quality assignments • Workable backlog
• WWP • Constraints, PPC, Variance, (Explanation and Analysis) • Parking Lot
• Opportunities and Threats to implementing
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Questions?
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Plus/Delta
