Last Planner ® National Capital Region Community of Practice

1. Last Planner®National Capital Region Community of Practice Victor Sanvido – Southland Industries Matt Bruening – Southland Industries

2. Agenda • 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?

3. Learning Outcomes • Understand LPS is a system change and an integral part of the overall lean transformation of a project or an enterprise • Understand the Last Planner System and its goal of reliable workflow • Understand that LPS requires new thinking and new behavior from top managers and participants • Be aware of how the LPS can eliminate waste in your process

4. Introductions • Name • Organization • Experience with Lean or Last Planner • Personal goals/outcomes for the training • Existing concerns about Lean or Last Planner

6. Parade of Trades tables of 6 or 7 arrows point to screen

7. 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

8. Parade of Trades • 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

9. Parade of Trades

10. Parade of Trades • painter says “start week 1” & 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 …

11. Parade of Trades • pass die to painter … number of pieces passed to next trade number of pieces on your left number on dice here

12. Parade of Trades • painter says “start week 2” & 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 …

13. Parade of Trades number of pieces on your left number on dice here number of pieces passed to next trade number of pieces passed to next trade number of pieces on your left number on dice here when you have processed all 35 pieces total both these two cols when you have processed all 35 pieces total both these two cols

14. Parade of Trades Please complete this form for each trade Then total the two center columns highest number in col 3 week all pieces complete total of column 1 total of column 3 total these two cols circle color of dots on your dice

15. Parade of Trades Results Review

16. # Weeks to Complete 1.1.1.6.6.6 1.2.2.5.5.6 1.2.3.4.5.6 2.2.3.4.5.5 2.3.3.4.4.5 3.3.3.4.4.4 Parade of Trades Results Worst # Weeks to Complete Best

17. Project Flow

18. Discussion • 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?

19. Different Form of Managing Projects

20. Master Scheduling Milestones Set milestones SHOULD Specify handoffs Clarify coordination Phase “Pull” Planning Make ready & CAN Launch Lookahead Planning Re-Planning when needed Weekly Work Planning WILL Promise Measure PPC & Act on reasons DID for failure to Learning keep promises Master Scheduling

21. Conversations & Commitments 1. prepare 2. negotiate conditions of satisfaction & due date request quality promise cycle builds trust declare acceptance promise 3. perform declare complete 4. assess after Fernando Flores

22. Making Reliable Promises I can do it when … commitment processes are conversation acts 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 I have the capacity & I’ll allocate it I am not having a private unspoken conversation in conflict with promise I will be responsible (clean up the mess)

23. Which Of These Are Promises? & which of these are useful? 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 …

24. Create Reliable Workflow essential to project success stick to commitments/promises make work ready coordinate actions learn & improve rapidly

25. Master Planning High level view of project overview: • Confirms feasibility of project • Highlights long-lead items • Identifies phases • Establish common understanding of the deliverables for each phase.

26. Milestone Master Planning

27. This is about the 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 Pull Planning Process

30. Make Ready Planning • What work is coming up in the next 3-4 weeks? • Have all the constraints been removed? • What can we do?

31. Make Ready Planning

32. Weekly Work Plan • Have all the constraints been removed? • What will we do this week? • What is our back-up plan? • Who relies on this work?

33. Group Discussion • What needs to be on the plan to complete a task?

34. Task Requirements • Supervisor • Labor • Material • Tools/Equipment • Information • Safe Work Place • Prerequisite Work • Temporary Facilities (Scaffolding, etc.) • Performance Goals

35. Weekly Work Plan

36. Weekly Work Plan

37. Weekly Work Plan

38. Learning Measuring percent of plan complete (PPC) Deep dive into reasons for failure Developing and implementing lessons learned

39. PPC

40. Reasons for Variance

41. What will you change? What are the implications of this for the way you lead and manage? How will you change your behavior to support LPS? list individually then discuss in groups of 3-4 report back

42. Learning Outcomes • Understand LPS is a system change and an integral part of the overall lean transformation of a project or an enterprise • Understand the Last Planner System and its goal of reliable workflow • Understand that LPS requires new thinking and new behavior from top managers and participants • Be aware of how the LPS can eliminate waste in your process

43. Questions?

44. Thank You