1. Production Management Across a Programme of Design Projects
v.1

2. The Problem and the Opportunity Challenge with Design/Construction
Waiting
25%
Information
Prerequisite Work
Materials
Equipment & Tools
Unnecessary
Movement
13%
Unnecessary
Material Handling
12%
Rework 8%
Manufacturing Waste = 26%
Source: Construction Industry Institute - CII 2

3. The problem with traditional planning:
All plans are forecasts, and all forecasts are wrong.
The longer the forecast, the more wrong it is.
The more detailed the forecast, the more wrong it is.
Plan in greater detail as you get closer to doing the work.
-Glenn Ballard, Lean Construction Institute
Inventor of the Last Planner® System
Everyone has a plan till they get punched in the mouth!
MIKE TYSON as quoted by G.E. CEO Jeffery R. Immelt “ ” 3

4. What does that look like? What does poor planning result in?
We fall behind schedule
We try to make up lost time through:
Overtime
Shift work
Throwing people at it
‘Expediting’
This results in:
Accidents
Poor quality
Claims
Low productivity
Reputational damage
Reluctance to accept at “handover”
Stress
Over budget
WASTE 4

5. So How Do We Improve? Infrastructure Client Group Focus on:
“….is a forum for driving client-led initiatives. It enables major infrastructure clients to share experience and develop guidance and best practice materials in order to improve delivery of UK infrastructure”
Focus on:
Client capability, organisation, governance
Alliancing, integrated delivery
Collaborative working project teams, aka
Production Management
Available here: 5

6. What is Production Management AKA ‘Collaborative Planning’, ‘Production Control’, ‘Last Planner’, ‘Weekly Work Planning’
Big idea:
Plan in greater detail (increasing granularity) as you get closer to the work
Manage making sure that what has been assigned can actually be done by looking ahead and removing constraints/making ready
Make the plan collaborative and visual, with “real time” and consistent feedback loops
Check in consistently (weekly or daily): this is the “drum beat” that helps set the project pace and move things forward 6

7. Project vs. Production Management
Production management compliments traditional project management
Project Management
Focus on:
▪ Project outcomes
▪ Customer
▪ Measuring performance against plan
▪ “Should”
Production Management
▪ Project outputs
▪ Tasks
▪ “Production” and getting work done
▪ “Can and will”
MASTER SCHEDULE
PROJECT CONTROLS
PROJECT OUTCOMES P6
COLLABORATIVE PLANNING
MAKING READY
PRODUCTION CONTROL
TEAM BRIEFING
PERFORMANCE IMPROVEMENT
PHASE SCHEDULING
LOOKAHEAD PLANNING
WEEKLY WORK PLANNING
DAILY WORK PLANNING
LEARNING 7

8. Collaborative Planning
PHASE SCHEDULING
“Work together to plan the job.”
Source: ‘Production Management in Design and Construction’, ICG Guidleine, 2015 8

9. Making Ready CAN this work be done?
LOOKAHEAD PLANNING
“Identify everything needed to complete the work.”
The goal of Make Ready lookahead planning is to remove issues/constraints/roadblocks before they impact work.
The question is:
CAN this work be done?
Ask this far enough in advance to remove the roadblock.
Source: ‘Production Management in Design and Construction’, ICG Guidleine, 2015 9

10. Production Control “Record progress and adjust the plan.”
WEEKLY WORK PLANNING
“Record progress and adjust the plan.”
Source: ‘Production Management in Design and Construction’, ICG Guidleine, 2015 10

11. Team Briefing “Brief the people who will do the work and listen to
DAILY WORK PLANNING
“Brief the people who will do the work and listen to
their feedback”
Source: ‘Production Management in Design and Construction’, ICG Guidleine, 2015 11

12. Performance Improvement
LEARING
“Simple steps that add up to continuous improvement.”
Source: ‘Production Management in Design and Construction’, ICG Guidleine, 2015
Process
People
Environment
Management
Issue
Reason 12

13. This all sounds great- so why don’t we do it?
Growing in acceptance within the Construction industry, and more recently, within design as well.
The goal of Production Management is a smooth,
even calm, system. It does not suit (or accommodate)
firefighters, heroes, or reactionists.
Unique barriers to full Production Management implementation in design:
teams distributed across the country (world),
a reluctance to engage in "analog" systems, and
smaller budgets which don’t allow for full time facilitators on a project by project basis.
It’s simple, but it’s not easy. 13

14. How do we overcome those barriers?
Distributed Teams
‘Analog’ Systems
Limited Facilitation Capacity
The experience Jacobs has had in overcoming these barriers has resulted in the adoption and embedment of the BIM360 Plan software amongst a programme of projects within our Highways sector and more recently, in other sectors as well. 14

15. BIM360 Plan – Quick Overview
List
Swim Lane
Gantt Chart 15

16. An Example System – The Standard Case16

17. An Example System – The Standard Case17

18. An Example System – The Bespoke Model18

19. Questions? 19