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Last Planner - PowerPoint Presentation

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Last Planner - PPT Presentation

National Capital Region Community of Practice Victor Sanvido Southland Industries Matt Bruening Southland Industries 1 Agenda Introductions Parade of Trades and Review Milestone Master Planning ID: 139939

number work pieces trades work number trades pieces parade planning amp complete trade plan lps project total left weeks die master change

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Slide1

Last Planner®National Capital Region Community of Practice

Victor Sanvido – Southland IndustriesMatt Bruening – Southland Industries

1Slide2

AgendaIntroductionsParade of Trades and ReviewMilestone Master Planning Pull PlanningMake Ready Planning

Weekly Work PlanReliable PromisingMeasuring PerformanceWhat will you change?

2Slide3

Learning OutcomesUnderstand LPS is a

system change and an integral part of the overall lean transformation of a project or an enterpriseUnderstand 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

3Slide4

IntroductionsNameOrganizationExperience with Lean or Last PlannerPersonal goals/outcomes for the trainingExisting concerns about Lean or Last Planner

4Slide5

5Slide6

Parade of Tradestables of 6 or 7arrows point to screen

6Slide7

each take your sheet 1 = concreter …… 7 = paintergive the dice to the paintergive the chips to the concreter

check you have 35 pieces (units of work) place pieces on your left

7

Parade of TradesSlide8

dots on the die represent the number of units of work your team can do that weekeach die has an average roll of 3.5each 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

8

Parade of TradesSlide9

9

Parade of TradesSlide10

painter says “start week 1” & passes die to the leftdie travels round group until it meets a trade (concrete) with available work to the left concrete rolls dierecords number rolled on record sheet …

10

Parade of TradesSlide11

pass die to painter …

11

number on dice here

number of pieces passed to next trade

number of pieces on your left

Parade of TradesSlide12

painter says “start week 2” & passes die to the leftdie travels round group until it meets a trade (bricklayer) with available work to the left bricklayer rolls dierecords number rolled on record sheet …

12

Parade of TradesSlide13

13

number on dice here

number of pieces passed to next trade

number of pieces on your left

number on dice here

number of pieces passed to next trade

number of pieces on your left

when you have processed all 35 pieces total

both

these two cols

when you have processed all 35 pieces total

both

these two cols

Parade of TradesSlide14

Please complete this form for each tradeThen total the two center columns

14

total of column 1

total of column 3

highest number in col 3

week

all pieces complete

total these two cols

circle

color

of dots on your dice

Parade of TradesSlide15

ResultsReview

15

Parade of TradesSlide16

Parade of Trades Results

# Weeks to Complete

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

1.1.1.6.6.6

# Weeks to Complete

Worst

Best

16Slide17

17Project FlowSlide18

DiscussionHow 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?

18Slide19

Different Form of Managing Projects

19Slide20

Learning

Set milestones

Specify handoffs

Clarify coordination

Make ready &

Launch

Re-Planning

when

needed

Promise

Measure

PPC &

Act on reasons

for failure to

keep promises

SHOULD

CAN

WILL

DID

Weekly Work Planning

Lookahead

Planning

Master Scheduling

Milestones

Master Scheduling

Phase “Pull” Planning

20Slide21

C

onversations & Commitments

request

promise

declare complete

declare acceptance

after Fernando Flores

1. prepare

2. negotiate

conditions of satisfaction

& due date

3. perform

4. assess

promise cycle

builds trust

quality

21Slide22

Making Reliable Promises

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)

I can do it when …

commitment

processes are conversation acts

22Slide23

Which Of These Are Promises?I will do …yes maybe I can do …perhaps I will …yes I will do … if …I could do itno I cannot do it

Sure I’ll try to do …

& which of these are useful?

23Slide24

C

reate Reliable Workflow

stick to commitments/promises

make work ready

coordinate actions

learn & improve rapidly

essential to

project success

24Slide25

Master Planning High level view of project overview:

Confirms feasibility of projectHighlights long-lead items

Identifies phases

Establish common understanding of the deliverables for each phase.

25Slide26

26

Milestone Master PlanningSlide27

Pull Planning Process

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

27Slide28

28Slide29

29Slide30

Make Ready PlanningWhat work is coming up in the next 3-4 weeks?Have all the constraints been removed?

What can we do?

30Slide31

31

Make Ready PlanningSlide32

Weekly Work PlanHave all the constraints been removed?What will we do this week?What is our back-up plan?

Who relies on this work?

32Slide33

33

Group Discussion

What needs to be on the plan to complete a task?Slide34

34Task Requirements

SupervisorLaborMaterialTools/EquipmentInformation

Safe Work Place

Prerequisite Work

Temporary Facilities (Scaffolding, etc.)

Performance GoalsSlide35

Weekly Work Plan

35Slide36

36

Weekly Work PlanSlide37

Weekly Work Plan37Slide38

Learning

Measuring percent of plan complete (PPC)

Deep dive into reasons for failure

D

eveloping and implementing lessons learned

38Slide39

PPC

39Slide40

Reasons for Variance

40Slide41

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?Slide42

Learning OutcomesUnderstand LPS is a

system change and an integral part of the overall lean transformation of a project or an enterpriseUnderstand 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

42Slide43

Questions?

43Slide44

Thank You

44