Planning Improvement

Last Planner Richard D Smith

Introduction into Last Planner

• The Last Planner System (LPS) improves both design and construction schedule/programme predictability

•  It is designed to support work being completed as and when promised.

•  It is a system of inter-related elements – full benefits come when all are implemented together, over time.

• Based on a simple paper wall chart format, it is administered using Post-it notes and pens.

Last Planner Process

Start

•  LPS begins with collaborative scheduling/programming engaging the main project supervisors or construction managers from the start.

• Risk analysis ensures that float is built in where it will best protect programme integrity and predictability.

• Where appropriate the process can be used for programme compression or programme confirmation

•  In this way, the people that actually deliver the work are actively involved in developing the programme and ensuring that handover points, ie promises are agreed early in the planning process

Finish

• At the end of the session the facilitator confirms with the room that everyone is happy with what has been produced, ie that the various promises are agreed

• The wall charts can then be turned into either a box plan or a p3e programme

•  If possible then the wall charts are taken and put on display for future usage

• The plan is then reviewed on a regular basis to ensure any changes are agreed

•  If the plan was developed at a high level then further detailed sessions are undertaken

Interim Reviews

Lock 6 Lock 5

T-40 Review

Lock 4 Lock 3

T-16 Review

T-12 Review

Lock 2 Lock 1

T-4

Review T-2

Review (GO-NO-GO)

T-8

Review

Requirements (Scope) Planning Scheduling Execution

T+1 PDR (weekly)

Start Planning

Weekly Updates

Engineering integration meetings

(weekly)

Last plan session (1st) Last plan session (2nd)

White Board (weekly)

Last plan session (3rd)

T-6

Review

Last planner sessions can be undertaken at anytime and frequency, if the scope and deliverables are changing. However it is recommended to undertake at least 3 in the above timescales

LPS Toolkit (1 of 2)

•  Large room

• Wall charts divided into time slots, either weeks, days or hours (or a combination)

• Post it notes (different colours for the various disciplines or activities)

• Pens

• Site maps or location diagrams

• Clear workscope

•  LPS facilitator

• Camera to take photos of the wall charts, once completed

LPS Toolkit (2 of 2)

• Refreshments

• Car park (normally a flip chart to take actions)

• Allow adequate time for the session

• Switch off phones

• Keep people focussed

• Plenty of post it notes!!!!

Wall Charts

Session • The LPS needs to be facilitated by a strong leader, however the

facilitator does not need to influence the durations or relationships between activities

• The supervisors and construction managers walk through their activities (they are given a set of post it notes of a particular colour to denote their activities)

• Everytime an activity is added to the wall chart, its called a promise, ie the person confirms the duration and the interdependences, ensuring that if all is in place the activity can be delivered.

• Once the plan is completed, a series of dots are added to denote the critical path

• Handover points are identified between the various trades or disciplines, these are again denoted as cross discipline promise

Feedback

• A key element with the last planner session is the feedback loop

• When work is completed a PDR session is undertaken to ensure that lessons are learnt and feedback can be given to the rest of the planning team.

• Feedback should be both positive and negative, as lessons can be learnt from both