The Last Planner Technique at Lean Management

The Last Planner Technique is a key component of lean construction management. It is a collaborative planning and scheduling method that aims to improve the reliability of project plans, increase productivity, and reduce waste in construction projects. The technique was developed by the Lean Construction Institute (LCI) and has been widely adopted in the construction industry.

The Last Planner Technique involves the following key elements:

1. Master Schedule: The overall project schedule is developed by the project team, usually in the form of a Gantt chart or a similar visual representation. This schedule outlines the major tasks and milestones of the project.
2. Phase Planning: The project is divided into phases or work packages, which are smaller, manageable components of the overall project. Each phase represents a specific set of deliverables or objectives.
3. Look-Ahead Planning: This step involves detailed planning for the upcoming phase or work package. The project team, including the last planners (those directly involved in executing the work), collaboratively plans the tasks, identifies dependencies, and determines the sequence of work.
4. Commitment Planning: Once the look-ahead plan is developed, the last planners commit to completing specific tasks within a given time frame. This commitment is based on their expertise, available resources, and an understanding of the work requirements.
5. Weekly Work Planning: This is a short-term planning process where the last planners meet regularly (typically weekly) to review the progress, address any issues or constraints, and update the plan for the upcoming week. This collaborative meeting ensures that everyone is aligned and focused on the immediate tasks.
6. Daily Work Execution: The last planners execute the planned work on a daily basis, following the commitments made during the weekly work planning meeting. Any deviations or obstacles are immediately addressed, and adjustments are made to ensure the overall project stays on track.
7. Learning and Improvement: Throughout the project, the last planners and the project team continuously monitor performance, capture lessons learned, and identify opportunities for improvement. This feedback loop helps refine the planning and execution processes, leading to increased efficiency and effectiveness in future projects.

The Last Planner Technique promotes collaboration, transparency, and accountability among project team members. It emphasizes a pull-based system, where work is only pulled into the system as capacity allows, reducing overcommitment and improving reliability. By involving those who will actually perform the work in the planning process, the technique helps identify and address potential issues upfront, reducing delays and rework.

Overall, the Last Planner Technique contributes to lean principles by fostering effective communication, waste reduction, and continuous improvement in construction projects.

Here are a few examples of successful implementations of the Last Planner Technique in construction projects:

1. The Heathrow Terminal 5 Project: The Last Planner Technique was used during the construction of Terminal 5 at Heathrow Airport in London, one of the largest construction projects in Europe. The technique helped improve coordination and collaboration among the various trades involved in the project. By involving the last planners in the planning process, the project team was able to identify and address potential bottlenecks and constraints, resulting in improved efficiency and timely completion of the project.
2. The Children's Hospital of Saskatchewan: The Last Planner Technique was applied during the construction of the Children's Hospital of Saskatchewan in Canada. The technique facilitated better communication and coordination among the project team members, including contractors and subcontractors. By involving the last planners in the weekly work planning meetings, the team was able to identify and resolve issues in real-time, resulting in improved productivity and reduced delays.
3. Skanska's Construction Projects: Skanska, a global construction company, has implemented the Last Planner Technique in several of its projects worldwide. For example, in the construction of the New Karolinska Solna Hospital in Sweden, the technique helped improve collaboration and coordination among subcontractors. It enabled the last planners to provide input on the work sequencing and identify potential clashes or conflicts, resulting in smoother execution and reduced rework.
4. Lean Construction Institute (LCI) Case Studies: The LCI has documented numerous case studies showcasing successful implementations of the Last Planner Technique. These case studies cover a range of construction projects, including commercial buildings, healthcare facilities, and infrastructure projects. They highlight how the Last Planner Technique has improved project outcomes by enhancing communication, reducing waste, and increasing productivity.

These examples demonstrate how the Last Planner Technique has been effectively utilized to enhance construction project management and drive positive results. By fostering collaboration, transparency, and accountability, the technique helps overcome common challenges in the construction industry and promotes the principles of lean management.

Involving last planners, who are the individuals directly responsible for executing the work, in the planning process offers several benefits in construction projects. Here are some key advantages:

1. Improved Feasibility and Realistic Planning: Last planners have firsthand knowledge and expertise regarding the execution of tasks. By involving them in the planning process, their insights and perspectives can be incorporated, leading to more realistic and feasible plans. They can provide input on task durations, sequencing, resource requirements, and potential constraints, ensuring that the plan is practical and achievable.
2. Enhanced Coordination and Collaboration: Last planners are typically involved in specific work packages or phases of the project. By including them in the planning process, coordination and collaboration among different trades, subcontractors, and stakeholders are improved. They can identify dependencies, potential clashes, and opportunities for coordination, thereby reducing rework, delays, and conflicts during the execution phase.
3. Increased Ownership and Accountability: When last planners are actively involved in the planning process, they have a sense of ownership over the plan. They are more likely to commit to the tasks they have helped plan, leading to increased accountability for their work. This involvement fosters a culture of ownership and responsibility among the project team, resulting in improved adherence to schedules and deliverables.
4. Early Identification of Constraints and Risks: Last planners, having direct knowledge of the work requirements, can identify potential constraints, risks, and challenges during the planning phase. By involving them, these issues can be addressed proactively and appropriate measures can be taken to mitigate risks. This early identification and mitigation help in minimizing disruptions and delays during the execution phase.
5. Continuous Improvement and Learning: Involving last planners in the planning process promotes a culture of continuous improvement. As they execute the planned work, they can provide feedback on the effectiveness of the plan, identify areas for improvement, and suggest process enhancements. This feedback loop facilitates learning and knowledge sharing, leading to ongoing refinement of planning and execution processes in future projects.
6. Reduced Rework and Waste: By incorporating last planners' input in the planning process, potential clashes, inefficiencies, and rework can be minimized. Their expertise helps optimize work sequences, identify opportunities for resource utilization, and eliminate unnecessary activities. This reduction in rework and waste results in improved productivity, cost savings, and overall project efficiency.

Overall, involving last planners in the planning process harnesses their expertise, promotes collaboration, and enhances project outcomes. It leads to more accurate and feasible plans, improved coordination, increased accountability, and a culture of continuous improvement in construction projects.