introduction to last planner system 10.17.17_seiler_aia... · introduction to last planner ®...

© LEAN CONSTRUCTION INSTITUTE

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

OCTOBER 17, 2017

Rich Seiler, Unified Works

Introduction to Last Planner System

LCI Education& Training© LEAN CONSTRUCTION INSTITUTE



Lean Construction Institute Provider Number H561

Introduction to Last Planner® SystemLCITB.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 Road to Mastery

Unaware

Awareness

Understanding

Mastery

Competency

Continuous Learning Loop

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Learning Overview

Why Last Planner® System

LPS Overview

Milestone Planning

Phase Pull Planning

Look Ahead Planning

Weekly Work Planning

Learning

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1.

2.

3.

4.

5.

6.

7.



Morning Session Agenda

8:00 AM –

8:15 AM –

9:45 AM –

10:00 AM –

11:45 AM –

12:00 PM –

Introductions

Introduction to Last Planner® System

Break 15 minutes

Resume

Plus/Delta

Adjourn

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Discussion Question

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

scheduled?

Large Group Discussion 5 min



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Six Tenets of Lean Construction

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

Research Findings from the Early 90’s

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

Completed Ahead ofSchedule

Completed UnderBudget

Low Lean Intensity

3X

2X

Why Use LPS?

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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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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 MVO

LUM

E O

F W

OR

K

TIME

MUDA: WASTE

MURA: FLUCTUATION

MURI: OVERBURDEN

DEMAND

CAPACITY

Goal: Align Demandwith Capacity to even out workflow/reliability

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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.

Last Planner® System 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 Overview Hand-Offs24



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Discussion Question

What is the objective of planning?Of scheduling?

How are the different?

Large Group Discussion 5 min



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Milestone Planning

Phase “Pull” Planning

Look Ahead Planning


Learning/Improving

Set milestones

Specify handoffs

Make work ready

Make promises

PPC/Variance

SHOULD

CAN

WILL

DID

5 Connected Conversations

Last Planner® System

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Look Ahead

Phase Pull

Milestone

Weekly

Learning

Milestoneinforms

Phase Pull

Phase Pullinforms

Look Ahead

Look Aheadinforms Weekly

Weeklyinforms

Learning

Learninginforms

Milestone

System

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DAILY HUDDLE

PHASE PULL PLANNING LOOK AHEAD PLANNING

WEEKLY WORK PLANNING

Last Planner® System

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A Last Planner 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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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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Complete Structure11/8/16

CompleteExterior2/10/17

CompleteFinishes2/13/18

Milestone Planning



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Milestone Planning



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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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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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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

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RoughElectrical

3

40



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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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Trade Week Complete

Sum of Available Capacity

Total Column 1

Sum of Remaining Inventory

Total Column 3

Maximum Inventory in any

weekColumn 3

Layout

FramingRough

PlumbingRough

ElectricalDrywall

Paint

CaseworkSum

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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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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Milestone Planning

Look Ahead Planning


Learning/Improving

Set milestones

Specify handoffs

Make work ready

Make promises

PPC/Variance

SHOULD

CAN

WILL

DID



Phase Pull Planning

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Phase of the work (8-12 wks)

After – add dates and transfer to the Look Ahead Plan

Work out the structure and durations

Informed by the Milestone Plan




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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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Name

MY PROMISE/ACTIVITY

• What I will Deliver

• Be specific

• Small batch

WORK AREA/ZONE

MY REQUEST/TRIGGER

• What Releases my Work

• Be specific

# Days1 week max

Crew size

Elements of Sticky

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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

Pull Example

Promise Promise Promise

Request Request53



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Start at End

54 Start at End



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Pull the Work

55 Pull the Work



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Arrive at the Start

56 Arrive at the Start



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Innovative Pull Planning



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SHOULD

Look Ahead Planning

Specify handoffs

Make work ready

Make promises

PPC/Variance

CAN

WILL

DID

Look Ahead Planning

Set milestones


Milestone Planning



Learning/Improving

Look Ahead Planning

Look Ahead Planning

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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 wks) Look Ahead 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 Plan59

Look Ahead Planning



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Look Ahead Planning

Track PPC & Variance

2 WeeklyWork Plan

Boards

Constraint Log Look

Ahead

5-6 Look Ahead Plan

Boards

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• P6• Microsoft

Project• TouchPlan

• LeanKit• vPlanner• Others

Electronic

Look Ahead Planning



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• P6• Microsoft

Project• TouchPlan

• LeanKit• vPlanner• Others

Electronic

Look Ahead Planning



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Date Promised

DateResolved

Look Ahead Planning

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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SHOULDMilestone Planning


Learning/Improving

Specify handoffs

Make work ready

Make promises

PPC/Variance

WILL

DID

Milestone Planning


Look Ahead Planning

Learning/Improving

Set milestones


Milestone Planning


Learning/ImprovingLearning/Improving

CAN



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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 field - photo66




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Weekly Work Plan Informs the Daily Huddle


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“What, Who & When”

Commitment Description

What & Where?

Who will do it?

When will it be done?

Crew Size?




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SHOULD

Milestone Planning

Phase “Pull” Planning Specify handoffs

Make work ready

Make promises

PPC/Variance

WILL

DID

Milestone Planning


Look Ahead Planning

Set milestones



CAN


Learning/Improving

Learning and Improving



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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 Huddle



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Plan Percent Complete



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Reasons for Variance



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Standard Work Available @ LeanConstruction.org



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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 know

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



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Last Planner System Design

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Milestone Planning


Look Ahead Planning


Learning/Improving

Set milestones

Specify handoffs

Make work ready

Make promises

PPC/Variance

SHOULD

CAN

WILL

DID




Phase Pull Plan/Design

Cycle Planning

Continuously Advance 2-3 Week

Cycles(Should)


Work Register& Constraint Log

(Can)

Check – in Sessions

Percent PlanComplete PPC

(Did)

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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 Design

Pull – Phase Planning



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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 Road to Mastery

Unaware

Awareness

Understanding

Mastery

Competency

Continuous Learning Loop

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Plus/Delta

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This concludes The American Institute of Architects Continuing Education Systems Course

Lean Construction Institute [email protected]

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introduction to last planner system 10.17.17_seiler_aia... · introduction to last planner ®...

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