annual introduction to last planner system

© LEAN CONSTRUCTION INSTITUTE

O V E R C O M I N G O U R I N D U S T R Y C H A L L E N G E S W I T H L E A N S O L U T I O N S

Introduction toLast Planner System®

October 15, 2019

Douglas Lee – Brasfield & GorriePreconstruction Operations Manager – Vice President

Houston Brown – Brasfield & GorrieSenior Lean Manager

O V E R C O M I N G O U R I N D U S T R Y C H A L L E N G E S W I T H L E A N S O L U T I O N S

2 1 S T A N N U A L



I N T R O D U C T I O N T O L A S T P L A N N E R S Y S T E M ®

Lean Construction Institute Provider Number H561

Introduction to Last Planner System®LCITB.IntrLPS

Presenterdate

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4 LU Credit(s) earned on completion of this course will be reported to AIA CES for AIA members. Certificates of Completion for both AIA members and non-AIA members are available upon request.

This course is registered with AIA CES for continuing professional education. As such, it does not include content that may be deemed or construed to be an approval or endorsement by the AIA of any material of construction or any method or manner ofhandling, using, distributing, or dealing in any material or product._______________________________________Questions related to specific materials, methods, and services will be addressed at the conclusion of this presentation.

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This introductory training will include an overview to Last Planner®

System (LPS) implementation. LPS integrates Lean principles and is based on conversation leading to reliable commitments by team members. Participants will learn the fundamentals of LPS. The training will include a hand on simulation to revel the importance of removing variation in work flow.

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Course Description



01. 02. 03. 04.At the end of this presentation, participants will have an overview understanding of each of the 5 levels of Last Planner® System (LPS) and how they inter-relate.

At the end of this presentation, participants will understand the need for reliability on projects and how LPS produces it.

At the end of this presentation, participants will understand the need to reduce variation in work flow and how LPS supports this.

At the end of this presentation, participants will know the basic mechanics of the 5 levels of LPS.

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Learning Objectives



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Lean Journey to Mastery

Unaware

Awareness

Understanding

Mastery

Competency

Continuous Learning Cycle(s)

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How will you reach the next level on your journey?



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Learning Overview

Why Last Planner® System

LPS Overview

Milestone Planning

Phase Pull Planning

Look Ahead Planning

Weekly Work Planning

Learning/Improving

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1.

2.

3.

4.

5.

6.

7.



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Discussion Question

What are your dissatisfactions with the way projects are currently planned?

Large Group Discussion 5 min



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Six Tenets of Lean

2

13

1

2

3

4

5

6

Respect for people

Optimize the Whole

Generate Value

Eliminate Waste

Focus on Flow

Continuous Improvement



54%of commitments

made on construction projects were

completed on time

Brief History

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2004 study by the Construction Industry Institute

The Opportunity…

Productive Time

Waste 12%

Productive Time Waste 57%

Productive Waste

MANUFACTURINGDESIGN/

CONSTRUCTION

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Time —70% were delivered late

70%Delivered Late

20%Delivered On

Time

10%Delivered Early

73%Over Tender

Price

14%On Tender

Price

13%Under Tender

Price

Cost —73% were over budget

Why Use Last Planner System®?

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Source: Benchmarking the Government Client Stage Two Study December 1999



Completed Ahead ofSchedule

Completed UnderBudget

Low Lean Intensity High Lean Intensity

3X

2X

Correlation of Lean intensity to outcomes (% likelihood on best projects)

Correlation of Lean



Workflow and Risk

1. Workflow losses are real, lead to adversarial relations, and are difficult to quantify, so…

2. Everyone protects themselves by adding contingency and/or holding back labor to keep utilization high.

3. This further reduces workflow predictability and increases project risk

4. By their/our actions, we increase that risk and shift it along.

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1. Traditional planning systems are unable to producepredictable workflow.

2. Workflow reliability directly affects system speed and cost.

3. All plans are forecasts, all forecasts are wrong, further in advance –more wrong, more detail – more wrong.

Key Concepts



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1. Improves communication & reliability.

2. Fosters an enjoyable environment, trust, and collaboration.

3. Promotes early stakeholder engagement.

4. Improves visibility of the project plan (transparency).

5. Creates team buy in.

6. Rapid learning through metrics, revealing areas for improvement.

7. Improves planning in both design & construction phases.

Benefits



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Project is a Promise

A project is a very big promise delivered by

people in an ever changing network of

promises.



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Performance

PERFORMERCUSTOMER

Credit: Dr. Fernando Flores

Preparation

Acceptance

Negotiation

Conditions of

Satisfaction,Time

Request or Offer

Acceptance(2 mutual promises)

Declaration ofSatisfaction

Report of Completion

Basic Action Flow

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Last Planner System® OverviewMILESTONE

Planning

PHASE PULL Planning

LOOKAHEADPlanning

WEEKLY WORKPlanning

LEARNING/IMPROVING

Set Milestones

Specify Handoffs

Make Work Ready

Make Promises

PPC/Variance

5 Connected Conversations



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Lookahead

Phase Pull

Milestone

Weekly

Learning

Milestoneinforms

Phase Pull

Phase Pullinforms

Lookahead

Lookaheadinforms Weekly

Weeklyinforms

Learning

Learninginforms

Milestone

System for Planning



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Continuous Improvement

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Last Planner® System follows the Continuous Improvement Cycle of:

Plan, Do, Check, Act/Adjust



Focus on Hand-offs



Last Planner System®

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Courtesy of : PCL

DAILY HUDDLE

PHASE PULL PLANNING LOOKAHEAD PLANNING

WEEKLY WORK PLANNING

MILESTONE PLAN



Levels of Granularity

Milestone Planning

Phase Pull Planning

Lookahead Planning


Boulder

Rock

Pebble

Sand



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Last Planner System® OverviewMILESTONE

Planning

PHASE PULL Planning

LOOKAHEADPlanning

WEEKLY WORKPlanning

LEARNING/IMPROVING

Set Milestones

Specify Handoffs

Make Work Ready

Make Promises

PPC/Variance




A Last Planner® (LP™) can make the reliable

commitment to complete the work

Person closest to work, with authority to make

decisions creates schedule

Who is the Last Planner®?

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Milestone PlanningMILESTONE

Planning

PHASE PULL Planning

LOOKAHEADPlanning

WEEKLY WORKPlanning

LEARNING/IMPROVING

Set Milestones

Specify Handoffs

Make Work Ready

Make Promises

PPC/Variance




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Define the overall road map and gain alignment

Identify milestones important to client and stakeholders – especially immovable dates

Informs the Phase Pull Planning

MILESTONE PLANNING

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Phase “Pull” Planning Phase “Pull” Planning

Milestone Planning



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Milestone Planning Example Tag

Complete Structure11/8/16

CompleteExterior2/10/17

CompleteFinishes2/13/18

Color CodeOrient as Diamond

or other distinguishing

manner

Add dates or durations

Add intermediate milestones to

create small batch phases of 8-12 weeks duration

Add intermediate milestones for date to pull each phase



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Milestone Planning Example



Courtesy of : The ReAlignment Group of California

Milestone Planning Example



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through Floor 35

etc . . .

Floor 14

Floor 13

Floor 12

Floor 11

Floor 10

Floor 9

Floor 8

Floor 7

Floor 6

Floor 5

Floor 4

Floor 3

Floor2

Floor 1

Parade of Trades

01.

02.

03.

04.

05.

The building has 35 floors.

There are seven trades.

Each trade has work on every floor.

The work must be done in sequence, with each trade only able to work on those floors that have been given to them by the previous trade.

The trades mobilize to the site one week apart.

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Parade of TradesHow will you develop the

project schedule?



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40

Build-out 35 Floors



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Work Sequence

Week 1 Week 2 Week 3 Week 4 Week 5

Build-out 35 Floors

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Distribute score sheets as directed

Chips START in the queue of Layout

Establish queue spaces

Give die to Casework

Move 35 pieces of work through 7 tasks. Work is completed at the end of the week and passed to next trade. Place materials on table as shown.

Layout

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FramingRough

Plumbing

RoughElectrical

DrywallPaint

Casework

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Dice



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Pass the Die to the LEFT, Pass Chips to the RIGHT !

WEEKCOLUMN 1CAPACITY

NUMBER ON DICE

COLUMN 2CAPACITY

PIECES PASSED

COLUMN 3REMAINING INCOMING

INVENTORY (BACKLOG)AVAILABLE - PASSED

1 3 3 32

2

3

Week 1

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Layout

32

RoughElectrical

3

44



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NUMBER ON DICE

COLUMN 2CAPACITY

PIECES PASSED



2

3

NO INVENTORY THIS WEEK. DO NOT ROLL – JUST PASS DICE.

Framing

Pass the Die to the LEFT.

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Week 2



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NUMBER ON DICE

COLUMN 2CAPACITY

PIECES PASSED



1 3 3 32

2 1 1 31

3

Layout

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Week 3



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Layout

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FramingRoughPlumbing

RoughElectrical

Drywall

Paint

Casework

1

31+0

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Casework

It’s your job to keep everyone at the table on the same week

. Announce the week as you get the dice (and to start the game)

Layout

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FramingRough

Plumbing

RoughElectrical

DrywallPaint

Casework

1

3

Layout

You will finish first.

Please tally the results on the Tally Sheet and send it to your right.

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We’ll ask you to report when everyone’s done

Note the highest amount of Inventory in any week for each trade.

Sum and record the total Remaining Inventory for all Trades except Layout.

Record the week each Trade finishes. Sum and record the Available Capacity for all Trades.

When Work is Complete

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Craft Week Complete

Total Capacity

(Sum of Column 1)

Total Unused Crew Potential

(Sum of Column 3)

Highest Unused Crew Potential in any week for this

trade (Highest Value in

Column 3)

Total Inventory (Sum of

Column 4)

Highest Inventory i any week for this

trade (Highest Value in

Column 4)

Concrete

Framing

Rough Plumbing

Rough Mechanical

Rough Electrical

Drywall

Paint

Sum of Column



TABLEWEEK

LAYOUT COMPLETE

WEEK PROJECT

COMPLETE

TOTAL USED

CAPACITY

TOTAL REMAINING INVENTORY

MAX INVENTORY

IN ANY WEEK

Blue

Black

Green

Red

Summary

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1.2.2.5.5.6 1.2.3.4.5.6 2.2.3.4.5.5 2.3.3.4.4.5 3.3.3.4.4.41.1.1.6.6.6

AverageWorst

Best

40

35

30

25

20

10

10

5

0

Results

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What would be the specific advantages of improved work flow

reliability on your projects?

Group discussion 10 min

Discussion Question



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Phase Pull PlanningMILESTONE

Planning

PHASE PULL Planning

LOOKAHEADPlanning

WEEKLY WORKPlanning

LEARNING/IMPROVING

Set Milestones

Specify Handoffs

Make Work Ready

Make Promises

PPC/Variance




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Phase of the work (~8-12 weeks)

After – add dates and transfer to the Look Ahead Plan

Work out the structure and durations

Informed by the Milestone Plan

Phase Pull Planning

Courtesy of : PCL



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Push vs. Pull

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Pull: • A method of advancing work when the next in line customer is

ready to use it. A “Request” from the customer signals that the work is needed and is “pulled” from the performer.

• Pull releases work when the system is ready to use it.

Push:• An “order” from a central authority based on a schedule; advancing

work based on central schedule. • Releasing materials, information, or directives possibly according

to a plan, but irrespective of whether or not the downstream process is ready to process them.



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Promise/Request

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Work

Information

Pull Creating Flow

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Phase Pull Planning Example Tag

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Name

MY PROMISE / ACTIVITY

• What I will Deliver

• Be specific

• Small batchWork Zone / Area

MY REQUEST / TRIGGER

• What Releases my Work

• Be specific

# Days1 week max

# People

Constraint

Name of person making the commitment

Description of the activity

Work zone or area

Description of the predecessor activity or work that releases the start of your activity

Known constraint such as RFI

# of People for the work

Duration of the work in daysSmall batch work into 5 days maximum

• Format tag to best fit your team needs

• Add more information as valued

• Color code by trade or discipline



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Phase Pull Example

Mike G 5 days4 Crew

Underground Piping Zone 1

Vaults Backfilled

Dave S 3 days3 Crew

Backfill Vaults Zone 1

Vaults Set

Mike G 3 days4 Crew

Vaults Set Zone 1

Vaults on Site

Dave S 3 days3 Crew

Backfill UG PipingZone 1

UG Piping

Promise Promise Promise

Request Request58



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Start at End

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Phase Pull PlanStart at End

Courtesy of : Turner Construction



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Pull the Work

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Phase Pull PlanPull the Work




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Arrive at the Start

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Phase Pull Plan Arrive at the Start




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Innovative Pull Planning



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Lookahead PlanningMILESTONE

Planning

PHASE PULL Planning

LOOKAHEADPlanning

WEEKLY WORKPlanning

LEARNING/IMPROVING

Set Milestones

Specify Handoffs

Make Work Ready

Make Promises

PPC/Variance




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• Transferred from the Phase Pull Plan to a plan with dates/weeks

• Boards, P6 or other software documentation• Rolling (6-10 weeks) Lookahead to

“make work ready”• Supports Team Meeting Discussion/Action for:• Identify Risk – Risk Log

– High/Medium/Low– Plan to Mitigate

• Identify Constraints – Constraint Log– Plan to Mitigate

• Informs the Weekly Work Plan64

Lookahead Planning



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Lookahead Planning Example

Track PPC & Variance

2 WeeklyWork Plan

Boards

Constraint Log

Lookahead

5-6 LookaheadPlan Boards

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Courtesy of: Turner Construction



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• P6• Microsoft

Project• TouchPlan

• LeanKit• vPlanner• Others

Electronic Examples

Lookahead Planning Options



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Date Promised

DateResolved

Constraint Log Example

ConstraintDescription

ResponsiblePerson & CO

DateIdentified

DateNeeded

Date Promised

Date Resolved

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Discussion Question

How will looking ahead to remove constraints help your projects?

Discuss amongst selves in small groups

Table discussion 10 min with 5 min report out



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Weekly Work PlanningMILESTONE

Planning

PHASE PULL Planning

LOOKAHEADPlanning

WEEKLY WORKPlanning

LEARNING/IMPROVING

Set Milestones

Specify Handoffs

Make Work Ready

Make Promises

PPC/Variance




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• Informed by the Look Ahead Plan

• Detail work by trade at the Daily Level

• Detail of the current week

• Detail of the next week

• Informs the Daily Huddle

• Take to the field70




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Weekly Work Plan Informs the Daily Huddle


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Courtesy of : PCL Courtesy of : Turner/DPR JV



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“What, Who & When”

Commitment Description

What & Where?

Who?

When will it be done?

Crew Size?

Weekly Work Planning Example



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Learning & ImprovingMILESTONE

Planning

PHASE PULL Planning

LOOKAHEADPlanning

WEEKLY WORKPlanning

LEARNING/IMPROVING

Set Milestones

Specify Handoffs

Make Work Ready

Make Promises

PPC/Variance




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1. What did I complete?

2. What will I complete?

3. What needs to bere-planned?

4. How can we prevent this from happening again?

Daily HuddleCourtesy of KHS&S



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Percent Plan Complete



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Reasons for Variance



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Standard Work Available @ LeanConstruction.org



LPS® Construction:

• Pull Plans identify work structure and duration

• Milestones must be clearly defined by expected outcome which will be observable

• Is linear and the flow is “tangible materials”

LPS® For DesignLPS® Design:

• Pull Plans identify work needed and date needed

• Milestones are often “decision points”

• Milestones must be clearly defined by expected outcome which will describe what we need to know

• Is emerging based on new information and the flow is “information”



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Last Planner System® in DesignMILESTONE

Planning

PHASE PULL Planning

DESIGN CYCLEPlanning

WEEKLY WORKPlanning

LEARNING/IMPROVING

Set Milestones

Specify Handoffs

Advance the Plan

Make Promises

PPC/Variance


Key Difference



LPS® In DesignPhase Pull

Plan/DesignCycle Planning

Continuously Advance 2-3 Week

Cycles(Should)


Work Register& Constraint Log

(Can)

Check – in Sessions

Percent PlanComplete PPC

(Did)



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Pull-Creating Flow

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Work

Information



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Massport Logan Airport Team Turner Alamodome Renovations Team

Phase Pull PlanningPhase Pull Planning “schematic phase”



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What new actions or ideas that you learned today can you take

back to your project?

Write down on Take Away Sheet (5 minutes)Share with your neighbor (5 minutes)

Discussion Question



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Lean Journey to Mastery

Unaware

Awareness

Understanding

Mastery

Competency

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How will you reach the next level on your journey?

Introduction to Lean Project Delivery: Classroom, eLearning & WebinarIntroduction to Last Planner® System: Classroom & eLearningLean in the Design Phase: Classroom & eLearningIntroduction to Lean in Design-Build: ClassroomThe Business Case for Learn: Classroom

Target Value Delivery: Classroom & eLearning (release 2019)Lean in the Design Phase: Classroom & eLearningMindset of an Effective Big Room: Classroom & eLearning (release May 2019)Last Planner® System in Design: Classroom & eLearning (release 2019)Conducting Gemba Walks: Classroom



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More on LearningEvents:• Local Community of Practice• Congress (October)• Design Forum (May)

Start learning now:www.LeanConstruction.org

Books:

http://www.leanconstruction.org/



eLearning

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• Learn on your own time without taking time off project work

• Increase knowledge retention by up to 60% with interactive, small-batch learning

• Access field resources to use with teams

• Earn 1.5 CEUs (self report to AGC CM-Lean and/or AIA)

• Incentivize with LCI badging credentials for email signatures and a certificate of completion

• Save money by eliminating instructor and travel expenses

• Enterprise-level model: unlimited access to all our eLearning courses directly from your own internal Learning Center or Learning Management System.



eLearning Courses

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Available now:• Introduction to the Last Planner System®

• Introduction to Lean Project Delivery

• Lean in the Design Phase• Effective Big Room

Coming soon:• Target Value Delivery (Fall 2019)



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Conduct Plus/Delta

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Conduct a Plus/DeltaCapture on a flip pad or white board:Plus: What produced value during the session?

Delta: What could we change to improve the process or outcome?



This concludes The American Institute of Architects Continuing Education Systems Course

Lean Construction Institute [email protected]

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annual introduction to last planner system

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