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As a superintendent, The Last Planner System is the most useful tool in my tool box. It forms the structure that allows me to develop a culture of trust and respect within my project teams. Allowing everyone involved in the project to feel like a valued part of a team that looks out for each other and works together for what is best for the project.
Lean principles and practices initially developed independently within the construction industry. The early contributors to Lean Construction include Greg Howell, who learned the value of collaborative work from the commanding officer of a construction battalion on which he served.
Its 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.
A superintendent once told me that he did not need a daily huddle. He was confident that he already knew everything that was happening on the project. I explained to him that the huddle was not for him. It was for the people leading the field crews.
A courageous leader is one who not only takes actions that instill a foundation of trust, but cocreates a community where the wellbeing of the humans who work there are at the core of workplace excellence.
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.
Have you ever thought about adding to your perspective on Lean and your Lean practices in design and construction? Most of what we understand about Lean is based on observations made by people with an engineering and scientific perspective on work.
For many lean leaders and coaches a primary concern is obtaining the full engagement of everyone on a project team in lean practices. Despite best efforts at directing people toward lean behaviors universal lean buy-in is hard to achieve. What people are looking for is a way to create enthusiasm for lean.