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Insert Presenter name, company affiliation
Introduction to Last Planner System
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Tuesday, Oct. 16
Rich Seiler, Unified-Works
Introduction to Last Planner® System
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Lean Construction Institute Provider Number H561
Introduction to Last Planner® SystemLCITB.IntrLPS
Rich SeilerOct. 16
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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
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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
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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
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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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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 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
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Focus on Hand-offs
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DAILY HUDDLE
PHASE PULL PLANNING LOOKAHEAD PLANNING
WEEKLY WORK PLANNING
Last Planner® System
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Courtesy of : PCL
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Levels of Granularity
Milestone Planning
Phase Pull Planning
Lookahead Planning
Weekly Work Planning
Boulder
Rock
Pebble
Sand
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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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Milestone PlanningMILESTONE
Planning
PHASE PULL Planning
LOOKAHEADPlanning
WEEKLY WORKPlanning
LEARNING/IMPROVING
Set Milestones
Specify Handoffs
Make Work Ready
Make Promises
PPC/Variance
5 Connected Conversations
Boulder
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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
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Courtesy of : The ReAlignment Group of California
Milestone Planning Example
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Courtesy of : JE Dunn
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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39
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
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WEEKCOLUMN 1CAPACITY
NUMBER ON DICE
COLUMN 2CAPACITY
PIECES PASSED
COLUMN 3REMAINING INCOMING
INVENTORY (BACKLOG)AVAILABLE - 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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WEEKCOLUMN 1CAPACITY
NUMBER ON DICE
COLUMN 2CAPACITY
PIECES PASSED
COLUMN 3REMAINING INCOMING
INVENTORY (BACKLOG)AVAILABLE - PASSED
1 3 3 32
2 1 1 31
3
Layout
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Week 3
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Layout
30
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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Phase Pull PlanningMILESTONE
Planning
PHASE PULL Planning
LOOKAHEADPlanning
WEEKLY WORKPlanning
LEARNING/IMPROVING
Set Milestones
Specify Handoffs
Make Work Ready
Make Promises
PPC/Variance
5 Connected Conversations
Rock
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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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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 Request56
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Start at End
57 Start at EndCourtesy of : Turner Construction
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Pull the Work
58Pull the Work Courtesy of : Turner Construction
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Arrive at the Start
59 Arrive at the StartCourtesy of : Turner Construction
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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
5 Connected Conversations
Pebble
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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 Plan62
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
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
5 Connected Conversations
Sand
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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 field68
Weekly Work Planning
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Weekly Work Plan Informs the Daily Huddle
Weekly Work Planning
69
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
5 Connected Conversations
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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
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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 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
5 Connected Conversations
Key Difference
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LPS In DesignPhase Pull
Plan/DesignCycle Planning
Continuously Advance 2-3 Week
Cycles(Should)
Weekly Work Planning
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
Continuous Learning Cycle(s)
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How will you reach the next level on your journey?
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References & Learning OpportunitiesEvents:• Local Community of Practice• Congress• Design Forum
LCI Education Courses:• Introduction to Lean Project Delivery • Introduction to Last Planner® System• Mindset of Effective Big Room• Target Value Delivery
LCI E-Learning Courses:• Introduction to LP® S
www.LeanConstruction.org
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Plus/Delta
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This concludes The American Institute of Architects Continuing Education Systems Course
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