The Last Planner System Defined

• Planning is a conversation and not a strict or scripted performance.

• The Last Planner System (LPS):
– Is a collaborative, commitment-based planning system
– Integrates should-can-will-did planning
• Pull planning, make-ready planning with constraint analysis,
weekly work planning
– Is based upon reliable promises
– Integrates learning based upon analysis of PPC and reasons for
variance

Why Use the LPS?

• It improves workflow reliability by improving the way action is coordinated
between specialists.
• It engages all work executors in waste removal through innovation.
• It allows rapid learning so:
– Mistakes are not repeated
– Out-of-sequence work is significantly reduced
– Workflow is more predictable and reliable
• Developed as a result of identifying that the average completion rate of
planned weekly tasks was 54%

This percentage of completion is known as percent plan complete (PPC) and is

used as a measure of the reliability of production management on the
construction site. Calculating PPC is easy once the data is available. The formula
is:
PPC = Completed Weekly Assignments
Total Weekly Promised Assignments
 1.40
Productivity (Budget / Actual)

Below Budget (Making $$)

1.20
86%
1.00 At Budget
65%
0.80

0.60

0.40Over Budget (Losing $$)

Average Productivity
Last Planner System Implemented;
0.20 before LPS
PPC increasing
0.00
1 2 3 4 5 6 7 8
Months

Who Is the Last Planner?

• The Last Planner is the person or group that directs workers by assigning
them their tasks.
– “Squad boss” and “discipline lead” are common names for last
planners in design processes.
– “Superintendent” (if a job is small) or “foreman” are common names
for last planners in construction processes.
3-9
“I get” = what you need to begin
• “I give” = what you will give to the next person
• Each card can only have one “give”
 Levels of the Last Planner System

• Master Scheduling Milestones

• Are we confident we can deliver the project within the set limits?
• Who holds the promise to make this happen?
• Phase Scheduling Specify handoff
• Do we understand how we are going to do the work?
• Have we designed the network of commitments to make it happen?
• Are we confident we can deliver the milestones?
• 6-week Look-ahead/Make-ready Planning Rolling look ahead & launch
• Is the network of commitments active?
• Are reliable promises in place to make work ready in the right
sequence and amounts to deliver the milestone?
• Are we confident the work will begin and end as planned?
• Weekly Work Planning
Measure PPC, act on reasons for failure to keep promises
• How will we coordinate and adjust?
• Have we promised our tasks will be done as planned or said no?
• Daily Huddles
Confirming your weekly plan and adjusting as required
• What have we learned?
• What needs changing so we can improve our performance?