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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
Lean Project Delivery System USE Alteration Decomm. Operation Maintenance Purposes PROJECT DEFINITION Commissioning Work Structuring Production Control Design Criteria Design Concepts LEAN PRODUCTION Installation Procurement Logistics Detailed Scopes/ Engineering Product Design Process Design LEAN DESIGN LEAN SUPPLY Ballard, 2000 adapted by Afshan Barshan
The Last Planner Last Planner System Work Structuring Production Control
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 Master ` Phase Lookahead GC Project Team Contract Key Trades input Not very detailed GC &Trade Lean / Pull Pull challenge duration sequence & logistics 1 st Step in Building Reliability Last Planners Minimum 6 weeks Superintendent & Trade Foremen Constraint Analysis Quality Milestones Daily Monitoring and Updating Accountability
Master Phase Lookahead Master
Master Master Phase Lookahead
Master Checklist Master Phase Lookahead Project promise met Key Milestones identified Developed by Project Team Weather Contingency considered Phase development Procurement Activities Detail of Changes to Owner Confidence
Master Phase Lookahead Phase
The Process Master Phase Lookahead Working meetings with Last Planners Typical Phases: Preconstruction Site Substructure Shell/Core/Rough/Skin Finishes
The Process Master Phase Lookahead Challenging in an open forum: Durations Sequencing Coordination Confirmation of milestones Constraints Input into the Master and Lookahead s
Network of Commitments Master Phase Lookahead 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
Phase Scheduling Issues Master Phase Lookahead 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?
Master Phase Lookahead Lookahead
Goal of Lookahead Master Phase Lookahead Maximize reliability Shape work flow and rate Match work flow and capacity Get it right the first time (quality)
How to Achieve Master Phase Lookahead 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 Work Flow Filter Issue Log Milestone Quality Milestone Daily Tasks Constraints
Accountability builds Reliability
How to Measure Master Phase Lookahead Performance Measurements Monitor DAILY Update WEEKLY Measure Success-Planned Percent Complete (PPC)
Measuring Success Master Phase Lookahead 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 Activities PPC Weighted Average 100% 160 90% 141 140 PPC 80% 70% 60% 50% 40% 30% 20% 10% 10 12 6 9 23 23 34 35 38 31 31 40 50 55 70 65 74 77 65 74 73 94 120 100 80 60 40 20 Activities 0% 0 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 Weeks 9/19/11 9/26/11 10/3/11 10/10/11 10/17/11 10/24/11 10/31/11 11/7/11 11/14/11 11/21/11 11/28/11 12/5/11 12/12/11 12/19/11
Measuring Success Master Phase Lookahead Record weekly PPC Track major impacts on productivity Patterns emerge Future budgeting strategies Incentive programs for subcontractor buy-in to improve production
Benefits of Lookahead Master Phase Lookahead 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
Lookahead Process Master Phase Lookahead 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
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 Logistics Communication Evolving Scopes
Project Phasing
Lookahead Preconstruction
Lookahead 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% 10/10/11 10/17/11 10/24/11 10/31/11 11/7/11 11/14/11 11/21/11 11/28/11 12/5/11 12/12/11 12/19/11 12/26/11 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 Activities
Plus/Delta & Questions Planning and thinking is Actual Work and not Non Value Added