Lean Construction

Lean Construction, Last Planner System, Construction Lean tools

Last Planner System is the construction’s lean tool for better time planning, management and coordination of the craftsmen’s activities in the construction phase, and our preferred method for implementing location-based scheduling.

The well-known problem:

“Schedules often prove to be unreliable and many construction projects are submitted late or have cost overruns and/or day fines.”

That the fear of delays means that some projects are planned with too much time is also a waste. The theory behind LPS is that due to the unpredictable nature of construction projects, it is not possible to plan a construction project in detail from the start.

Therefore, it will be more efficient to plan the construction in a more general framework and wait with the detailed planning of the individual activities until shortly before they are to be carried out.

Another important factor is that the detailed planning must not only be carried out by the construction management but by those who must actually carry out the activities, ie. the craftsmen themselves. In this way, the craftsmen’s practical experiences are included, e.g. knowledge of the durations of activities and connections with other subject activities – hence the name Last Planner System.

It has been shown that the co-operation that is established at the planning meetings follows out on the square, where the craftsmen can to a greater extent coordinate themselves. Last but certainly not least, the craftsmen are more concerned with following the schedule they have made themselves than the one dictated by the construction management.

The method Last Planner System has evolved from being a method for weekly planning and period planning to include the full production management. This has happened in the latest version of the method from 2020, where location-based scheduling has become an integral part of the Last Planner System. The method is used both in the short and long term to ensure flow, optimize the overall production and generate learning for the next project.

How we implement the Last Planner System on your project

Based on experience from a large number of construction cases, we have overall for approximate construction times, and how many resources to set aside from those in different phases of construction;

  • Phase plan
  • Weekly schedule
  • Progress reporting
  • Feedback & Learning

Phase plan

Based on the project’s overall master schedule, a phase schedule is prepared to contain all the activities that should be performed in the given period. In this phase plan, the activities are broken down from the master schedule, which makes it possible to identify and remedy any obstacles for the individual sub-activities (make ready). In this way, a relatively detailed plan (look-ahead plan) is formed for the next 2-6 weeks, which only contains tasks that can actually be initiated and performed (can do).

The period plan is executed easily, clearly and location-based using a tact plan.

Weekly schedule

From this detailed phase plan (look-ahead plan) are selected jointly, ie. at the weekly last planner meeting, the activities the executing parties want to perform in the coming week. By involving the executing parties in the weekly prioritization of the upcoming activities, it is ensured that only activities to which the executing parties are dedicated are initiated. At the weekly last planner meeting, a weekly plan is drawn up which the executing parties think is realistic and actually possible, and they are thus obliged to – and would like to (will do) follow this particular weekly plan.

The weekly plan is executed easily, clearly and location-based using a tact plan.

Progress reporting

As part of the last planner method, it is absolutely crucial to keep track of the ongoing stage (doing) and thus the current progress. By comparing the actual stage with the planned stage, the project Percent Plan Complete (PPC) is revealed. At the same time, it is revealed which activities were completed and, perhaps more importantly, which were not. The latter provides an opportunity to investigate why these activities were not completed.

Ongoing digital status registration and reporting takes place using exicute.net

Feedback and learning

This knowledge can thus be used to remedy the obstacle that prevented a given activity from being completed and to ensure that the activity can thus be carried out in the future – perhaps they even provide learning of a general nature that can be used in the future planning.

There will thus be learning and continuous optimization of the execution across the company’s project portfolio, for the benefit of both the environment (less waste) and contribution margins (less waste, and shorter execution periods), rather than traditional ad-hoc obstacle relief on site.

We are also happy to help you.

Contact: Kristina Ekkersgaard / ke@exigo.dk / 53 55 59 05