Last Planner®
National Capital Region
Community of Practice
Victor Sanvido – Southland Industries
Matt Bruening – Southland Industries
1
Agenda
2
•
•
•
•
•
•
•
•
•
Introductions
Parade of Trades and Review
Milestone Master Planning
Pull Planning
Make Ready Planning
Weekly Work Plan
Reliable Promising
Measuring Performance
What will you change?
Learning
Outcomes
3
1. Understand LPS is a system change
and an integral part of the overall
lean transformation of a project or
an enterprise
2. Understand the Last Planner System
and its goal of reliable workflow
3. Understand that LPS requires new
thinking and new behavior from top
managers and participants
4. Be aware of how the LPS can
eliminate waste in your process
Introductions
4
• Name
• Organization
• Experience with Lean or Last
Planner
• Personal goals/outcomes for the
training
• Existing concerns about Lean or
Last Planner
5
Parade of Trades
tables of 6 or 7
arrows point to screen
6
•
Parade of Trades
•
•
•
•
•
each take your sheet
1 = concreter
……
7 = painter
give the dice to the painter
give the chips to the
concreter
• check you have 35 pieces
(units of work)
• place pieces on your left
7
Parade of Trades
8
• dots on the die represent the number of
units of work your team can do that
week
• each die has an average roll of 3.5
• each trade has to deliver 35 units of
work
• how many weeks to complete the work
•
for each trade?
•
10 weeks
•
for the whole project?
•
16 weeks
Parade of Trades
9
•
painter
says
“start
week
1”
Parade of Trades
& passes die to the left
• die travels round group
until it meets a trade
(concrete) with available
work to the left
• concrete rolls die
• records number rolled on
record sheet …
10
•
pass
die
to
painter
…
Parade of Trades
number
on dice
here
11
number
of
pieces
passed
to next
trade
number
of
pieces
on your
left
•
painter
says
“start
week
2”
Parade of Trades
& passes die to the left
• die travels round group
until it meets a trade
(bricklayer) with available
work to the left
• bricklayer rolls die
• records number rolled on
record sheet …
12
Parade of Trades
number
number
number
of pieces
on dice
of pieces
number
number
number
on your
here
passed to
of pieces
of pieces
on dice
left
next
passed to
on your
here
trade
next
left
trade
when you have processed all 35
pieces total both these two cols
13
Parade of Trades
•
•
Please complete this form for
each trade
Then total the two center
columns
week
all pieces
complete
total of
column 1
total of
column 3
highest
number
in col 3
total these two cols
circle color
of dots on
your dice
14
Parade of Trades
Results
Review
15
Parade of Trades Results
40
35
30
25
20
Worst
15
Best
10
5
0
1
1.1.1.6.6.6
16
2
1.2.2.5.5.6
3
1.2.3.4.5.6
4
2.2.3.4.5.5
5
2.3.3.4.4.5
6
3.3.3.4.4.4
Project Flow
17
Discussion
18
• How do we cope with
unpredictable workflow now?
• Who manages the coping?
• How would more predictable
workflow benefit the
company? Projects?
• What obstacles do you see to
making the workflow more
predictable?
Different Form of
Managing Projects
19
Master
Master Scheduling
SHOULD
Milestones
Phase “Pull” Planning
Specify handoffs
Clarify coordination
CAN
Lookahead Planning
Make ready &
Launch
Re-Planning when
needed
WILL
Weekly Work Planning
DID
20
Set milestones
Learning
Promise
Measure PPC &
Act on reasons
for failure to
keep promises
Conversations & Commitments
1. prepare
2. negotiate
request
declare
acceptance
4. assess
21
after Fernando Flores
conditions of satisfaction
& due date
quality
promise
declare
complete
3. perform
Making Reliable Promises
I can do it when … I have the ability to say “no”
I am competent to perform
- or I have access to competence
I estimate how long hands-on it will take
commitment processes
I have the capacity & I’ll allocate it
are conversation acts
I am not having a private unspoken
conversation in conflict with promise
I will be responsible (clean up the mess)
22
Which Of These Are Promises?
& which of these are useful?
23
I will do …
yes maybe I can do …
perhaps I will …
yes I will do … if …
I could do it
no I cannot do it
Sure I’ll try to do …
Create Reliable Workflow
essential to stick to commitments/promises
project success
make work ready
coordinate actions
learn & improve rapidly
24
High level view of project overview:
Master Planning 1. Confirms feasibility of project
2. Highlights long-lead items
3. Identifies phases
4. Establish common
understanding of the
deliverables for each phase.
25
Milestone Master Planning
26
• This is about the
Pull Planning Process conversation!
• Start at the end of the
process and work backwards
• Reliable hand-offs
• Focus on the batch size of a
handoff
• Understand the Conditions of
Satisfaction for Hand-off
27
28
29
Make Ready
Planning
30
• What work is coming up in
the next 3-4 weeks?
• Have all the constraints been
removed?
• What can we do?
Make Ready Planning
31
• Have all the constraints
Weekly Work Plan been removed?
• What will we do this week?
• What is our back-up plan?
• Who relies on this work?
32
Group Discussion
33
• What needs to be on the
plan to complete a task?
•
•
Task Requirements •
•
•
•
•
•
Supervisor
Labor
Material
Tools/Equipment
Information
Safe Work Place
Prerequisite Work
Temporary Facilities
(Scaffolding, etc.)
• Performance Goals
34
Weekly Work Plan
35
Weekly Work Plan
36
Weekly Work Plan
37
Learning
38
• Measuring percent of plan
complete (PPC)
• Deep dive into reasons for failure
• Developing and implementing
lessons learned
PPC
39
Reasons for Variance
40
What will you change?
list individually
then discuss in
groups of 3-4
report back
41
• What are the implications
of this for the way you
lead and manage?
• How will you change your
behavior to support LPS?
Learning
Outcomes
42
1. Understand LPS is a system change
and an integral part of the overall
lean transformation of a project or
an enterprise
2. Understand the Last Planner System
and its goal of reliable workflow
3. Understand that LPS requires new
thinking and new behavior from top
managers and participants
4. Be aware of how the LPS can
eliminate waste in your process
QUESTIONS?
43
Thank You
44