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Last Planner in Lean Construction

Presented By: Afshan Barshan

General Outline

• Overview

• Production Management Process

• The Skender Journey

• Panel Discussion

• Plus / Delta & Questions

Purposes

Design Criteria

Design Concepts

PROJECT DEFINITION

Process Design

Product Design

LEAN DESIGN

Detailed Scopes/

Engineering

Procurement Logistics

LEAN SUPPLY

Commiss-ioning

Installation LEAN

PRODUCTION

Operation Maintenance

Alteration Decomm.

USE

Ballard, 2000 adapted by Afshan Barshan

Lean Project Delivery System

Work Structuring Production Control

Work Structuring Production Control

The Last Planner

Last Planner ™ System

Lean Construction – Definition

“A way to design production systems to minimize waste

of materials, time, and effort in order to generate the maximum possible amount of value.”

Koskela, L., Howell, G., Ballard, G., and Tommelein, I. (2002)

Forms of Waste

• Rework/Corrections – Redo designs, task work

• Transportation – Material handling, information ‘hand-offs’

• Motion – Looking for, obtaining items such as prints, tools, materials

• Waiting – For materials, instructions, email, phone call

• Inventory – Raw, work-in-process, finished

• Overproduction – Producing more than the client ordered

• Overprocessing – More than what the customer is willing to pay

• Underutilized Human Resources - Lack of workforce involvement

Production Management

GC Project Team GC &Trade Contract Schedule Key Trades input Not very detailed

Minimum 6 weeks Superintendent & Trade

Foremen Constraint Analysis Quality Milestones Daily Monitoring and

Updating Accountability

Lean / Pull Schedule Pull challenge duration

sequence & logistics 1st Step in Building

Reliability

Last Planners

Master Schedule`

Lookahead Schedule

Phase Schedule

Master Schedule

Master Schedule Lookahead Schedule

Phase Schedule

Master Schedule Phase Schedule

Lookahead Schedule

Master Schedule

Master Schedule Phase Schedule

Lookahead Schedule

Master Schedule Checklist

Project promise met Key Milestones identified Developed by Project Team Weather Contingency considered Phase Schedule development Procurement Activities Detail of Schedule Changes to Schedule Owner Confidence

Phase Schedule

Master Schedule Lookahead Schedule

Phase Schedule

• Working meetings with Last Planners

• Typical Phases: • Preconstruction • Site • Substructure • Shell/Core/Rough/Skin • Finishes

Master Schedule Lookahead Schedule

Phase Schedule

The Process

The Process

• Challenging in an open forum: • Durations • Sequencing • Coordination • Confirmation of milestones • Constraints

• Input into the Master Schedule

and Lookahead Schedules

Master Schedule Lookahead Schedule

Phase Schedule

• Encourage input/opinions • Work backwards - PULL • ‘Ideal’ schedule • Plan agreed by ‘team’ • Commitments to execute

the plan by ‘team’ • Decide as a team how to

spend ‘float’ • Use information to

generate Lookahead

Master Schedule Lookahead Schedule

Phase Schedule

Network of Commitments

• Defining the phase • Getting the ‘right’ people • Meeting preparation • Getting them in action • The “Strong” Facilitator • The PULL concept • Setting time for the next

phase event • Training participants on

Production System • Is one Phase meeting

enough?

Phase Scheduling Issues Master Schedule Lookahead

Schedule Phase

Schedule

Lookahead Schedule

Master Schedule Lookahead Schedule

Phase Schedule

Goal of Lookahead Master Schedule Lookahead Schedule

Phase Schedule

• Maximize reliability

• Shape work flow and rate

• Match work flow and capacity

• Get it right the first time (quality)

How to Achieve Master Schedule Lookahead Schedule

Phase Schedule

• Drive Accountability • Focus on task hands-off – quality/ready/clean/safe • Screen for constraints • Develop detailed plans for work to be done • Maintain backlog of ready work • Team approach to managing short term coordination • Use strategic buffers • Can be done vs. Will be done

Lookahead Schedule

Milestone

Constraints

Issue Log

Daily Tasks

Work Flow Filter

Quality Milestone

Accountability builds Reliability

How to Measure Master Schedule Lookahead Schedule

Phase Schedule

Performance Measurements

• Monitor – DAILY • Update – WEEKLY

• Measure Success-Planned Percent Complete (PPC)

PPC

• Monitors all planned activities

• “On schedule” does not mean 100% PPC

• Track parties responsible for variances, some of which could lead to delays – and quickly correct them .before they become larger issues

• Hold parties accountable to their commitment

Measuring Success Master Schedule Lookahead

Schedule Phase

Schedule

Measuring Success

10 12 6 9

23 23 34 35 38

31 31 40

50 55

70 65

74 77

65 74 73

94

141

0

20

40

60

80

100

120

140

160

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

5/30

/11

6/6/

11

6/13

/11

6/20

/11

6/27

/11

7/4/

11

7/11

/11

7/18

/11

7/25

/11

8/1/

11

8/8/

11

8/15

/11

8/22

/11

8/29

/11

9/5/

11

9/12

/11

9/19

/11

9/26

/11

10/3

/11

10/1

0/11

10/1

7/11

10/2

4/11

10/3

1/11

11/7

/11

11/1

4/11

11/2

1/11

11/2

8/11

12/5

/11

12/1

2/11

12/1

9/11

PPC

Weeks

Activities PPC Weighted Average

Activ

ities

• Record weekly PPC

• Track major impacts on productivity

• Patterns emerge

• Future budgeting strategies

• Incentive programs for subcontractor “buy-in” to improve production

Measuring Success Master Schedule Lookahead

Schedule Phase

Schedule

• Improved response time

• Increased notification time by trades for future delays

• Fewer “extras”

• Controlled schedule variances

• Better pricing on future projects

• Improved safety

• Quality assurance

Benefits of Lookahead Master Schedule Lookahead Schedule

Phase Schedule

• Explode scheduled activities into assignment-level detail that can be measured daily

• Screen the constraints on each assigned task within the lookahead window

• Make assigned tasks ready by removing constraints

• Balance load and capacity by providing uniform workflow for productivity and profitability

• Update phase or master schedules as needed

• Learn: measure and improve performance

Lookahead Process Master Schedule Lookahead

Schedule Phase

Schedule

Production Management Process

To Succeed

• Commitment • Culture – Improvement = Change • Partnership • Educating Clients • Attitude - If better is possible good is not

enough!!

The Skender Journey

Panel Discussion

Project Background

• Scope • ICU Refurbishment • Inpatient Unit Refresh

• Project Team • NMH • Gensler • SCC • Trades

• Contract - GMP

Project Challenges • Aggressive Schedule

• Logistics

• Communication

• Evolving Scopes

Project Phasing

Lookahead Schedule Preconstruction

Lookahead Schedule Construction

Project PPC

19

77

135 141

168 100%

97%

95%

89%

92%

0

20

40

60

80

100

120

140

160

180

82%

84%

86%

88%

90%

92%

94%

96%

98%

100%

10/1

0/11

10/1

7/11

10/2

4/11

10/3

1/11

11/7

/11

11/1

4/11

11/2

1/11

11/2

8/11

12/5

/11

12/1

2/11

12/1

9/11

12/2

6/11

1/2/

12

1/9/

12

1/16

/12

1/23

/12

1/30

/12

2/6/

12

2/13

/12

2/20

/12

2/27

/12

PPC

Weeks

Activities PPC Weighted Average

Activ

ities

Plus/Delta & Questions

Planning and thinking is “Actual Work” and not “Non Value Added”