LastPlanner 10.17.17 - Seiler - AIA Quality Assurance Slides

I N T R O D U C TI O N TO L A S T P L A N N E R ® S Y S T EM
Introduction to Last
Planner System
Rich Seiler, Unified Works
OCTOBER 17, 2017 LCI Education

© LEAN CONSTRUCTION INSTITUTE & Training
© LEAN CONSTRUCTION INSTITUTE
Lean Construction Institute
Provider Number H561
Introduction to Last Planner® System

LCITB.IntrLPS
Presenter
date
2
4 LU Credit(s) earned on This course is registered with AIA CES

completion of this course will be for continuing professional education.
reported to AIA CES for AIA As such, it does not include content
members. Certificates of that may be deemed or construed to be
Completion for both AIA members an approval or endorsement by the
and non-AIA members are available AIA of any material of construction or
upon request. any method or manner of
handling, 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.
© LEAN CONSTRUCTION INSTITUTE 4

Course Description
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.

Learning Objectives
01. 02. 03. 04.

At the end of this At the end of this At the end of this At the end of this
presentation, presentation, presentation, participants presentation, participants
participants will have participants will will understand the need will know the basic
an overview understand the need for to reduce variation in mechanics of the 5 levels
understanding of each reliability on projects work flow and how LPS of LPS.
of the 5 levels of Last and how LPS produces supports this.
Planner® System (LPS) it.
and how they inter-
relate.

Lean Journey Road to Mastery
Mastery
Competency
Understanding
Continuous
Awareness
Learning Loop
Unaware

Learning Overview
1. Why Last Planner® System 5. Look Ahead Planning
2. LPS Overview 6. Weekly Work Planning
3. Milestone Planning 7. Learning
4. Phase Pull Planning

Morning Session Agenda
8:00 AM – Introductions
8:15 AM – Introduction to Last Planner® System
9:45 AM – Break 15 minutes
10:00 AM – Resume
11:45 AM – Plus/Delta

12:00 PM – Adjourn
Discussion Question
What are your dissatisfactions with the

way projects are currently planned or
scheduled?
Large Group Discussion 5 min

Six Tenets of Lean Construction

1 Respect for people
2 Optimize the Whole
3 Generate Value
4 Eliminate Waste
5 Focus on Flow
6 Continuous Improvement
Research Findings from the Early 90’s
54%
of commitments made
on construction
projects were
completed on time

I N T R O DU C TI O N TO L A S T P L A N NE R ® S Y S T EM
Why Use Last Planner® System?
Time — Cost —
70% were delivered late 73% were over budget
13%
20% Under Tender
Delivered On Price
Time
14
70% 10% 73% %
Delivered Late Delivered Early Over Tender On Tender
Price Price

Why Use LPS?

Correlation of lean intensity to outcomes
(% likelihood on best projects)
2X
3X
Completed Ahead of Completed Under

Schedule Budget
Low Lean Intensity

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.

MUDA: WASTE
DEMAND Goal: Align Demand
with Capacity to even
VOLUME OF WORK
out
workflow/reliability
CAPACITY
MURA: FLUCTUATION
MURI: OVERBURDEN
TIME

KEY CONCEPTS:
1. Traditional planning systems are unable to produce

predictable 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.

Last Planner® System Benefits
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.
Project is a Promise
A project is a very big

promise delivered by
people in an ever
changing network of
promises.

Basic Action Flow
Preparation Negotiation
Request or Offer
Acceptance
(2 mutual promises)
Conditions
CUSTOMER of PERFORMER
Satisfaction,
Time
Declaration of
Satisfaction
Report of Completion
Acceptance Performance
Credit: Dr. Fernando Flores

Last Planner® System Overview Hand-Offs

Discussion Question
What is the objective of planning?

Of scheduling?
How are the different?
Large Group Discussion 5 min

Last Planner® System
Milestone Planning Set milestones
SHOULD
Phase “Pull” Planning Specify handoffs
5 Connected
CAN Look Ahead Planning Make work ready
Conversations
WIL Weekly Work Planning Make promises

L
DID Learning/Improving PPC/Variance

System
Learning Milestone
informs informs
Milestone Phase Pull
Milestone
Phase
Learning Pull
Phase Pull
informs
Look Ahead
Weekly Look
informs Weekly
Ahead
Learning
Look Ahead
informs Weekly

Last Planner® System
PHASE PULL PLANNING LOOK AHEAD PLANNING
DAILY HUDDLE WEEKLY WORK PLANNING

Who is the Last Planner?
Person closest to work, with

authority to make decisions
creates schedule
A Last Planner can make the

reliable commitment to
complete the work

M Milestone Planning
Phase “Pull” Planning Phase “Pull” Planning
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
Complete Complete Complete

Structure Exterior Finishes
11/8/16 2/10/17 2/13/18

Milestone Planning


Parade of Trades
through Floor 35
01. The building has 35 floors. etc . . .
Floor 14
Floor 13
02. There are seven trades. Floor 12

Floor 11
Floor 10
03. Each trade has work on every floor. Floor 9

Floor 8
Floor 7
The work must be done in sequence, with each trade only able to
04. work on those floors that have been given to them by the previous trade. Floor 6
Floor 5
Floor 4
Floor 3
05. The trades mobilize to the site one week apart.
Floor2
Floor 1

Parade of Trades
How will you develop the
project schedule?

Build-out 35 Floors

Build-out 35 Floors
Week 1 Week 2 Week 3 Week 4 Week 5
Work Sequence

Move 35 pieces of work through 7 tasks. Work is

completed at the end of the week and passed to next Rough
Plumbing Framing
trade. Place materials on table as shown.
Distribute score sheets as directed

Rough Layout
Electrical
35
Chips START in the queue of Layout
Casework
Drywall
Paint
Establish queue spaces
Give die to Casework

Week 1
COLUMN 3
COLUMN 1 COLUMN 2
REMAINING INCOMING
WEEK CAPACITY CAPACITY
INVENTORY (BACKLOG)
NUMBER ON DICE PIECES PASSED
AVAILABLE -
PASSED
1 3 3 32
Pass the Die to the LEFT, Pass Chips to the RIGHT !

Rough Layout
Electrical
32

Week 2
Framing
COLUMN 3
COLUMN 1 COLUMN 2
REMAINING INCOMING
INVENTORY (BACKLOG)
AVAILABLE -
PASSED
NO INVENTORY THIS WEEK. DO NOT ROLL – JUST PASS DICE.
Pass the Die to the LEFT.

Week 3
Layout
COLUMN 3
COLUMN 1 COLUMN 2
REMAINING INCOMING
INVENTORY (BACKLOG)
AVAILABLE -
PASSED
1 3 3 32
2 1 1 31

3
1+0
Rough
Framing
Plumbing
Rough Layout
Electrical
30
Drywall Casework
Paint

Casework
Rough
3
Framing
It’s your job to keep everyone at Plumbing
the table on the same week

1
.
Announce the week as you get Rough
Electrical
Layout
the dice (and to start the game)

35
Casework
Layout Drywall
Paint
You will finish first.
Please tally the results on the Tally

Sheet and send it to your right.

When Work is Complete

Sum of Sum of Maximum
Record the week each Trade finishes. Sum Week Available Remaining Inventory in any
Trade Inventory week
and record the Available Capacity for all Complete
Trades. Capacity Total Column Column 3
Total 3
Column 1
Sum and record the total Remaining Layout
Inventory for all Trades except Layout.
Framing
Rough
Plumbing
Note the highest amount of Inventory in Rough
any week for each trade. Electrical
Drywall
We’ll ask you to report when everyone’s Paint

done Casework
Sum

Summary
MAX
WEEK WEEK TOTAL TOTAL
INVENTORY
TABLE LAYOUT PROJECT USED REMAINING
IN ANY
COMPLETE COMPLETE CAPACITY
WEEK
INVENTORY
Blue
Black
Green
Red

Results
40
35
30
25
Worst
20 Average
Best
10
10
0
1.1.1.6.6.6 1.2.2.5.5.6 1.2.3.4.5.6 2.2.3.4.5.5 2.3.3.4.4.5 3.3.3.4.4.4

Discussion Question
What would be the specific

advantages of improved work flow
reliability on your projects?
Group discussion 10 min

Phase Pull Planning
SHOULD
5 Connected CAN Look Ahead Planning Make work ready
Conversations
L

Phase “Pull” Planning
Phase of the work (8-12 wks)
Informed by the Milestone Plan
Work out the structure and

durations
After – add dates and transfer to

the Look Ahead Plan

Pull Creating Flow

Information
Promise/ Promise/ Promise/ Promise/ Promise/ Promise/

Request Request Request Request Request Request
Promise/ Promise/ Promise/

Request Request Request
Promise/
Request
Work

Elements of Sticky
Name Crew size # Days
1 week max
MY PROMISE/ACTIVITY
• What I will Deliver
• Be specific
• Small batch
WORK AREA/ZONE
MY REQUEST/TRIGGER
• What Releases my Work
• Be specific

Pull Example
Promise Promise Promise
Mike G 4 Crew 3 days Dave S 3 Crew 3 days Mike G 4 Crew 5 days Dave S 3 Crew 3 days
Vaults Set Backfill Vaults Underground Piping Backfill UG Piping

Zone 1 Zone 1 Zone 1 Zone 1
Vaults on Site Vaults Set Vaults Backfilled UG Piping
Request Request

Start at End
Pull the Work

Arrive at the Start

Innovative Pull Planning

Look Ahead Planning
SHOULD
5 Connected CAN Look Make work ready
Conversations AheLaodokPAlahenandinPgalnnnig
WIL Learning/Improving Make promises

L
DID Weekly Work Planning PPC/Variance

Look Ahead Planning
• 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
59 – Plan to Mitigate
• Informs the Weekly Work Plan
Look Ahead Planning
2 Weekly 5-6 Look

Work Plan Ahead Plan
Boards Boards
Constraint
Log Look
Ahead
Track PPC
& Variance

Look Ahead Planning
Electronic
• P6 • LeanKit
• Microsoft • vPlanner
Project • Others
• TouchPla
n

Look Ahead Planning
Electronic
• P6 • LeanKit
• Microsoft • vPlanner
Project • Others
• TouchPla
n

Look Ahead Planning
Date
Resolved
D
PromDate
Promised
Constraint Responsible Date Date

Description Person Identified Needed
& CO

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

Weekly Work Planning
SHOULD
5 Connected Look Ahead Planning

CAN Make work ready
Conversations

L

• 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 - photo
66

Weekly Work Plan Informs the Daily Huddle


“What, Who & When”
Commitment Description
What & Where?
Crew Size?
Who will do it?
When will it be done?

Learning and Improving
SHOULD
5 Connected CAN Look Ahead Planning Make work ready

Conversations

L

Daily Huddle
1. What did I complete?

2. What will I complete?
3. What needs to be
re-planned?
4. How can we prevent
this from happening
again?

Plan Percent Complete

Reasons for Variance

Standard Work Available @ LeanConstruction.org

LPS For Design

LPS Design: LPS Construction:
• Is emerging based on new • Is linear and the flow is

information and the flow is “tangible materials”
“information”
• Milestones must be clearly defined by
• Milestones must be clearly defined expected outcome which will be
by expected outcome which will observable
describe what know
• Pull Plans identify work structure
• Milestones are often “decision points” and duration
• Pull Plans identify work needed

and date needed

Last Planner System Design
SHOULD
5 Connected
CAN Look Ahead Planning Make work ready
Conversations

L

Phase Pull Continuously

Plan/Design Advance 2-3 Week
Cycles
Cycle Planning (Should)
Work Register
Weekly Work & Constraint Log
Planning (Can)
Check – in Percent Plan

Complete PPC
Sessions (Did)

Pull – Creating Flow

Information
Promise/ Promise/
Request Request
Promise/
Request
Promise/ Promise/
Request Request Promise
/Request
Promise/ Promise/
Request Request
Promise/
Request
Promise/
Request
Work

Phase Pull Planning

Design
Pull – Phase Planning

Discussion Question
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)

Lean Journey Road to Mastery
Mastery
Competency
Understanding
Continuous
Awareness
Learning Loop
Unaware

Plus/Delta

This concludes The American Institute of Architects

Continuing Education Systems Course
Lean Construction Institute info@leanconstruction.org

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I N T R O D U C TI O N TO L A S T P L A N N E R ® S Y S T EM

OCTOBER 17, 2017 LCI Education

Introduction to Last Planner® System

4 LU Credit(s) earned on This course is registered with AIA CES

Questions related to specific materials, methods, and

© LEAN CONSTRUCTION INSTITUTE 4

This introductory training will include an overview to Last Planner®

© LEAN CONSTRUCTION INSTITUTE 5

01. 02. 03. 04.

© LEAN CONSTRUCTION INSTITUTE 6

Lean Journey Road to Mastery

© LEAN CONSTRUCTION INSTITUTE 8

1. Why Last Planner® System 5. Look Ahead Planning

2. LPS Overview 6. Weekly Work Planning

3. Milestone Planning 7. Learning

4. Phase Pull Planning

© LEAN CONSTRUCTION INSTITUTE 9

Morning Session Agenda

8:15 AM – Introduction to Last Planner® System

9:45 AM – Break 15 minutes

© LEAN CONSTRUCTION INSTITUTE 10

What are your dissatisfactions with the

Large Group Discussion 5 min

© LEAN CONSTRUCTION INSTITUTE 13

Six Tenets of Lean Construction

2 Optimize the Whole

Research Findings from the Early 90’s

© LEAN CONSTRUCTION INSTITUTE 15

Why Use Last Planner® System?

© LEAN CONSTRUCTION INSTITUTE 16

Why Use LPS?

Completed Ahead of Completed Under

© LEAN CONSTRUCTION INSTITUTE 17

Workflow and Risk

© LEAN CONSTRUCTION INSTITUTE 18

© LEAN CONSTRUCTION INSTITUTE 19

1. Traditional planning systems are unable to produce

© LEAN CONSTRUCTION INSTITUTE 20

Last Planner® System Benefits

1. Improves communication & reliability.

A project is a very big

© LEAN CONSTRUCTION INSTITUTE 22

Basic Action Flow

© LEAN CONSTRUCTION INSTITUTE 23

Last Planner® System Overview Hand-Offs

What is the objective of planning?

Large Group Discussion 5 min

© LEAN CONSTRUCTION INSTITUTE 25

Last Planner® System

Milestone Planning Set milestones

WIL Weekly Work Planning Make promises

DID Learning/Improving PPC/Variance

© LEAN CONSTRUCTION INSTITUTE 26

© LEAN CONSTRUCTION INSTITUTE 27

Last Planner® System

PHASE PULL PLANNING LOOK AHEAD PLANNING

DAILY HUDDLE WEEKLY WORK PLANNING

© LEAN CONSTRUCTION INSTITUTE 28

Who is the Last Planner?

Person closest to work, with

A Last Planner can make the

© LEAN CONSTRUCTION INSTITUTE 29

Phase “Pull” Planning Phase “Pull” Planning