Description
Lean Construction Education Program, Unit 4: The Last Planner® System Participant’s Manual
WELCOME TO UNIT 4:
THE LAST PLANNER® SYSTEM
Lean Construction strives to minimize costs and maximize value on
each project completed, challenging all stakeholders to develop and
apply better ways to manage the overall construction process. Every
participant in the construction process has incentive to get the project
done faster and at a lower cost — from the project owners who want
to see tangible results for their investment to designers and contractors
who want to do their job well and move on to the next project.
Throughout the construction process — planning, design,
construction, activation, operations, maintenance, salvaging and
recycling — the holistic pursuit of continuous improvement drives
more efficient, effective and economical projects.
On a corporate level, lean is most effective when embraced by all
areas of the company. To do so, senior management must understand
the need for and advantages of lean implementation. But lean is also
an individual journey. All project team members must work together
on a daily basis, incorporating lean principles into their most basic
work, to see the true benefits of lean. This course is just one part of
the foundation that is available to help you reach these goals.
Unit 4: The Last Planner® System is the second of two units introducing
the Last Planner System (LPS). This system was developed by the Lean
Construction Institute (LCI) to plan projects in a way that produces
predictable workflow and rapid learning. This half-day, facilitator-led
course shows how to conduct make-ready and weekly work planning
sessions. The course is divided into three sessions:
Session 1 revisits the LPS and introduces the concept of production
planning, as contrasted with project management. We then consider
the difference between reactive and proactive control. We also
consider the role the commitment — as the term is used in Lean
Construction.
Session 2 delves deeper into the LPS with a focus on the production
planning pieces — the six-week look-ahead, the weekly work plan
and the daily huddles — and shows how each is created. We also
look at documenting constraints and calculating the percent plan
complete. Finally, we use the five whys to get to the root cause of a
failure.
Session 3 is largely dedicated to a simulation of the LPS using a
sample project. A six-week look-ahead schedule is created. The simulation
concludes with the weekly work planning meeting. We also look at methods
to encourage subcontractor participation in the planning meetings.
