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What are some common pitfalls and mistakes to avoid when implementing lean scheduling techniques?

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Lean scheduling techniques are methods of planning and managing construction projects that aim to reduce waste, improve efficiency, and deliver value to customers. However, implementing lean scheduling techniques is not a simple or straightforward process. It requires a shift in mindset, culture, and behavior from all stakeholders involved. In this article, we will discuss some of the common pitfalls and mistakes that can hinder or derail your lean scheduling efforts, and how to avoid them.

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1 Lack of alignment

One of the key principles of lean scheduling is to align the goals, expectations, and incentives of all parties involved in the project, from owners and designers to contractors and suppliers. However, many projects suffer from misalignment, which can lead to conflicts, delays, and rework. To avoid this pitfall, you need to establish a clear and shared vision of the project's value proposition, scope, and deliverables. You also need to communicate frequently and transparently with all stakeholders, and use tools such as pull planning, target value design, and last planner system to ensure everyone is on the same page.

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Tammy McConaughy

Visionary Leader | Lean SME | Innovator | Speaker & Author
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I agree a CPM schedule is still needed and required on a lot of projects by the owner. The CPM is the schedule which allows us to use Last Planner System to then build the network of commitments collaboratively with our partners (trade, design, engineer, etc) and stakeholders planning out how we will meet the schedule. Often we find that a milestone in our CPM schedule is not feasible and instead of addressing it early on we hold tight to the original CPM schedule and default back into traditional behaviors. No matter what Lean Tool is being used, unless we fix the behavior projects will and are suffering.

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Jim Rogers

Teaching construction professionals to integrate safety, quality, and productivity with over 2 million on-line learners
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In reality, I still believe the way to stay aligned is with the CPM schedule that many in the “Lean Community” will claim is not needed. The CPM schedule is still important in finding those long lead time items and those parallel tracks of activities. Using CPM software also allows you to easily update the master schedule with the results of the pull planning sessions, to see how the planned activity will impact the project further down the schedule. Use the CPM as a master schedule and use it to general milestones, then pull plan to those milestones.

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2 Resistance to change

Another common challenge of implementing lean scheduling is overcoming the resistance to change from some of the project participants. Lean scheduling requires a different way of thinking and working than traditional scheduling methods, which can be unfamiliar or uncomfortable for some people. Moreover, some people may perceive lean scheduling as a threat to their autonomy, authority, or expertise. To avoid this mistake, you need to foster a culture of trust, respect, and collaboration among the project team. You also need to provide adequate training, coaching, and support for those who need to learn and adopt new skills and practices.

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Jim Rogers

Teaching construction professionals to integrate safety, quality, and productivity with over 2 million on-line learners
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One of the biggest changes that must be embraced to truly integrate Lean principles into the construction planning process is the decentralization of decision making. To be successful, pull planning sessions must be attended by the crew leaders for each trade…the ones that will actually be in the field and on the job site. They have to be empowered to make scheduling commitments. This can be a big change for many trade contractors, as it often more than just a shift in thinking. For many, its a fundamental shift in the way they manage their business.

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3 Inadequate feedback loops

A third common pitfall of lean scheduling is failing to create and maintain adequate feedback loops throughout the project. Lean scheduling relies on continuous learning and improvement, which means you need to collect and analyze data on the project's performance, progress, and problems. You also need to solicit and act on feedback from customers, end-users, and other stakeholders. However, many projects neglect or ignore these feedback loops, which can result in missed opportunities, wasted resources, and poor outcomes. To avoid this mistake, you need to establish and follow a regular cadence of feedback sessions, such as daily huddles, weekly work plans, monthly look-ahead plans, and post-project reviews. You also need to use tools such as visual management, dashboards, and metrics to monitor and communicate the project's status and issues.

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Thiago Moretti

Gerente Sênior na EY | Especialista em Planejamento | Especialista em AWP e Lean | Gest?o de Pessoas | Gest?o de clientes | Lideran?a em Projetos | Estudioso sobre como alcan?ar as melhores entregas para os clientes.
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A negligência dos ciclos de feedback é um erro crítico na implementa??o do agendamento enxuto, impedindo o aprendizado e a melhoria contínua essenciais para essa abordagem. é fundamental coletar, analisar e agir com base no feedback de todas as partes interessadas, utilizando reuni?es regulares e ferramentas de monitoramento para ajustar e otimizar os processos do projeto de forma proativa.

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4 Unrealistic expectations

A fourth common mistake of lean scheduling is setting unrealistic expectations for the project's duration, cost, and quality. Lean scheduling does not mean that you can achieve impossible results or eliminate all uncertainty and variability. Rather, it means that you can optimize the project's value and efficiency by minimizing waste and maximizing flow. However, some project participants may have unrealistic expectations of what lean scheduling can deliver, which can lead to frustration, disappointment, and conflict. To avoid this pitfall, you need to set realistic and achievable goals and targets for the project, based on data and evidence. You also need to manage the expectations of all stakeholders, and explain the benefits and trade-offs of lean scheduling.

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Jim Rogers

Teaching construction professionals to integrate safety, quality, and productivity with over 2 million on-line learners
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Unrealistic expectations also arise when goals are not set and the attention is shifted towards implementing solutions instead of solving issues. Focus on the outcomes, not the solutions!

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5 Lack of adaptation

A fifth common pitfall of lean scheduling is failing to adapt to changing conditions and circumstances. Lean scheduling is not a rigid or static process, but a dynamic and flexible one. It requires you to constantly monitor the project's environment, identify risks and opportunities, and adjust your plans and actions accordingly. However, some projects stick to their original plans and assumptions, even when they are no longer valid or relevant. This can lead to poor decisions, inefficiencies, and errors. To avoid this mistake, you need to embrace change and uncertainty as part of the project's reality. You also need to use tools such as plan-do-check-act cycles, root cause analysis, and value stream mapping to identify and implement improvements.

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Thiago Moretti

Gerente Sênior na EY | Especialista em Planejamento | Especialista em AWP e Lean | Gest?o de Pessoas | Gest?o de clientes | Lideran?a em Projetos | Estudioso sobre como alcan?ar as melhores entregas para os clientes.
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N?o se adaptar a mudan?as nas condi??es e circunstancias representa uma armadilha significativa na implementa??o do agendamento enxuto. Essa metodologia se caracteriza pela sua natureza dinamica e adaptativa, requerendo um monitoramento constante do ambiente do projeto para identificar riscos e oportunidades. Manter-se apegado a planos e premissas que se tornaram obsoletos pode resultar em decis?es equivocadas e ineficiências. Para evitar esses erros, é essencial abra?ar a mudan?a e a incerteza, utilizando estratégias como ciclos de feedback, análise de causa raiz e mapeamento de fluxo de valor para ajustar os planos de a??o e garantir a continuidade da melhoria e eficiência do projeto.

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6 Lack of integration

A sixth common mistake of lean scheduling is treating it as an isolated or independent activity, rather than an integral part of the project's delivery system. Lean scheduling is not just a technique or a tool, but a philosophy and a culture. It requires you to align and integrate all aspects of the project, from design and procurement to construction and commissioning. However, some projects implement lean scheduling in a fragmented or siloed way, which can create gaps, inconsistencies, and conflicts. To avoid this pitfall, you need to adopt a holistic and systemic view of the project, and ensure that all processes, functions, and roles are coordinated and aligned with the project's value proposition.

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Thiago Moretti

Gerente Sênior na EY | Especialista em Planejamento | Especialista em AWP e Lean | Gest?o de Pessoas | Gest?o de clientes | Lideran?a em Projetos | Estudioso sobre como alcan?ar as melhores entregas para os clientes.
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Tratar o agendamento enxuto como uma atividade isolada é um erro comum que subestima seu potencial transformador. Mais do que uma técnica, o agendamento enxuto é parte de uma cultura e filosofia abrangente que permeia todos os aspectos de um projeto. A implementa??o fragmentada pode levar a descontinuidades e conflitos, comprometendo a eficiência e a harmonia do projeto. Para evitar essa armadilha, é essencial adotar uma abordagem holística, assegurando que cada elemento do projeto, desde o design até a execu??o, esteja alinhado e integrado. Isso facilita a coordena??o e promove um ambiente de trabalho coeso, maximizando o valor entregue pelo projeto.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Luiz Fernando Martins

"Gest?o de Projetos e Contratos | Planejamento e Controle | Capex e Opex | Supply Chain e PMO | 25+ anos de experiência."
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O gerenciamento de conflitos desempenha um papel crucial ao implementar um agendamento enxuto. Ao adotar uma abordagem enxuta para o planejamento e execu??o de projetos, é comum que conflitos surjam devido a restri??es de tempo, recursos limitados e press?es para cumprir prazos apertados. Uma das principais fontes de conflito em um ambiente de agendamento enxuto é a aloca??o de recursos. Com recursos limitados, equipes muitas vezes se veem competindo por tempo e aten??o, o que pode levar a conflitos sobre prioridades e responsabilidades. Além disso, a press?o para manter um cronograma apertado pode aumentar o estresse e a tens?o entre os membros da equipe.

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Jim Rogers

Teaching construction professionals to integrate safety, quality, and productivity with over 2 million on-line learners
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For a general overview of the theory and principles of Lean Construction, you can check out this course on LinkedIn Learning: https://www.dhirubhai.net/learning/construction-management-introduction-to-lean-construction/embracing-lean-productivity . For more information on incorporating Lean into the planning and scheduling process, check out https://www.dhirubhai.net/learning/construction-management-planning-and-scheduling/the-future-of-planning-and-scheduling-16737577

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Thiago Moretti

Gerente Sênior na EY | Especialista em Planejamento | Especialista em AWP e Lean | Gest?o de Pessoas | Gest?o de clientes | Lideran?a em Projetos | Estudioso sobre como alcan?ar as melhores entregas para os clientes.
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Ao adotar técnicas de agendamento enxuto, é crucial evitar armadilhas como a falta de envolvimento e comprometimento da equipe, pois a colabora??o é chave para o sucesso. Subestimar a importancia de uma comunica??o clara pode levar a mal-entendidos e falhas na execu??o. Ignorar a flexibilidade e resistir a ajustes durante o processo pode resultar em ineficiências, enquanto a falta de treinamento adequado impede que a equipe aproveite plenamente os benefícios do sistema enxuto. Além disso, é importante n?o negligenciar a cultura organizacional e as resistências à mudan?a, que podem comprometer a implementa??o eficaz das técnicas de agendamento enxuto.

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What are some common pitfalls and mistakes to avoid when implementing lean scheduling techniques?

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2

3

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1 Lack of alignment

2 Resistance to change

3 Inadequate feedback loops

4 Unrealistic expectations

5 Lack of adaptation

6 Lack of integration

7 Here’s what else to consider

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