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Last Planner® System


 

 

Pull Planning in Design - Best Practices and Common Pitfalls

At the heart of most lean processes is the drive to reduce waste and increase reliability. The Last Planner System is no different. Over the last few years, construction teams have been able to utilize the The Last Planner System to reduce waste in terms of scheduling, production, and quality control, with a relatively high level of success.

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How to Succeed with the Lookahead Process of The Last Planner System

Properly executing the look ahead planning portion of The Last Planner System can ensure your project team is set up for success. This exercise typically occurs during weekly team meetings where teams evaluate what “can” be done over the next 6 to 8 weeks. The goal is for the team to identify constraints, assign responsibility, and commit to resolving them prior to the constraint impacting the activity. This article will offer helpful tips to get the most out of your look ahead planning sessions.

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A Digital Approach to Implement and Use The Last Planner® System

The pros of using the Last Planner® System [1] in Projects is a well referred topic [2, 3, 4]. However, especially in a design phase with several participants who are located far away from each other, analog systems can be uneconomical. This was the biggest challenge during the implementation of a Lean Project Delivery System for the design phase of a residential home with about 800 apartments. The design team consisted of four organizations, two located in Germany, one in Austria, and another in Poland. Due to a tight budget, co-location was not an option.

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10 Tips for Efficient and Effective Last Planner® System Sessions

This post follows on from my previous post about the “5 Levels of the Last Planner® System1 (LPS)” which provides a very brief overview of the LPS2. By using the following tips, a team is more likely to efficiently and effectively use the 5 levels of the LPS. Slipping back to old behaviours and routines regularly happens.

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5 Levels of the Last Planner® System “Should, Can, Will, Did and Learn”

The Last Planner System (LPS) is a production planning and control system designed to produce predictable workflow and rapid learning in programming, design, construction and commissioning of projects. LPS has five main elements: (1) Master Scheduling, (2) Phase "Pull" Planning - what should get done, (3) Make Work Ready Planning - what can get done, (4) Weekly Work Planning - what will get done, and (5) Learning - what was done (did) [1]. The collaborative process of LPS promotes participation of those who do the work to plan the work.

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The Last Planner ® System during the Finishing Phase in the World of Small Trade Partners

The Last Planner System (LPS) is a production planning and control system designed to produce predictable workflow and rapid learning in programming, design, construction and commissioning of projects. LPS has five main elements: (1) Master Scheduling, (2) Phase "Pull" Planning - what should get done, (3) Make Work Ready Planning - what can get done, (4) Weekly Work Planning - what will get done, and (5) Learning - what was done (did) [1]. The collaborative process of LPS promotes participation of those who do the work to plan the work.

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What is the Last Planner System?

It’s full name is the Last Planner® System of Production Control. Production control is necessary on projects to support working toward planned accomplishments, doing what can be done to move along a planned path, and when that becomes impossible, determine alternative paths that accomplish desired goals.

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The Human Factor in the Implementation of the Last Planner® System

The aim of this post is to describe, from experience in Argentina, the impact the Last Planner System (LPS) had on a group of responsible people involved in a project. Implementing the LPS raises different types of technical and human factor challenges. Regarding technical matters, LPS improves productivity, fulfills the terms of agreements between last planners, and reduces variability. Above all and most importantly, production is planned focusing on flow and value. In this post, we will approach the human factor challenges highlighting how correctly implementing the five elements of LPS - i.e. should; can; will; did; and learn - transforms a group of people in a work team.

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4 Tips To Improve Your Next Pull Planning Session

I find myself going through similar motions in the beginning stages of project planning. Our team has submitted CPM schedules per owner’s requirements and have moved on to selecting contractors. This is starting off as the typical construction process so far. To break the cycle, our team has committed to implementing the Last Planner System on this project.

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The History of the Development of the Last Planner® System

According to Glenn Ballard, one of the inventors of the Last Planner System (LPS), an earlier study on Crew Planning in the 1980s was a precursor to its development. At that time, Glenn was the Productivity Improvement Manager for Brown & Root’s Construction in the US. Some key LPS principles such as ‘make ready’ and ‘shielding workers from bad assignments’ were practiced then.

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5 Big Ideas behind Lean Design and Construction

Back in Spring 2004, Sutter Health held a conference for the design and construction companies that they had worked with to build their facilities. Lean Project Consulting facilitated the event and presented a manifesto to guide Sutter’s future capital program1. It was called: “Five Big Ideas That Are Reshaping the Design and Delivery of Capital Projects”.

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Applying the Last Planner in a Small HVAC Company

According to the US Bureau of Labor Statistics, there are 6.5 million people working in the US construction industry in 2016. The average construction worker is statistically more likely to work in a small or medium business than a large multi-billion company. Despite this statistic, many of the research and implementation case studies in Lean Construction have been on large multi-million or multi-billion projects. The goal of this blog post to present a case study of an application of the Last Planner System within a small 20-person company. Some of the following misconceptions are also addressed: 1) The Last Planner only works with large companies or on large projects, and 2) the Last Planner does not apply for short duration projects.

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Control The Last Planner System Using Visual Management

In line with the famous saying “no battle plan survives contact with the enemy”, construction production systems need solid mechanisms to control their projects on site. The Last Planner System and Takt Time Planning offer a collaborative and balanced method for planning in lean construction. However, plans are pretty much pointless unless they are controlled and modified effectively.

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Teaching Pull Planning Using Origami Gamification

The Last Planner® System1 (LPS) is a production planning system designed to produce predictable work flow and rapid learning in programming, design, construction and commissioning of projects. LPS was developed by Glenn Ballard and Greg Howell and has five elements

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Introduction to Location Based Management System: CPM on Steroids Combined with Flowline Visualization

The Location-based Management System (LBMS) builds on decades of work on location-based scheduling methods. The first recorded utilization of location-based methods in vertical construction was in the Empire State Building. More systematic approaches followed. Line-of-Balance was based on optimizing production of identical locations.

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Project Managers are Last Planners Too!

We often identify “last planners” as the people responsible for performing the work on a construction site. Although project managers do not perform any of the work on a construction site, they do have more responsibility to the project other than just organizing the next golf trip! This blog takes a look at how project managers can use the the Last Planner® System (LPS) to help the project team deliver their promises.

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The Step We Often Overlook When Implementing The Last Planner System

As a superintendent, I take pride in the fact that projects I am part of finish on time. I take pride in a safe job site. I take pride in a clean job site. I was brought up in the industry to put work in place and not lose money doing it.

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Three Reasons Why the Last Planner® System is Essential for Efficient Design Management

The design and construction process is usually complex, uncertain, and requires the input and decisions from many stakeholders in multiple organizations to produce the final asset that is “ready for operation”. Often, stakeholders are engaged late in the process...

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