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

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? 2

3. Learning Outcomes 1.Understand LPS is a system change and an integral part of the overall lean transformation of a project or an enterprise 2.Understand the Last Planner System and its goal of reliable workflow 3.Understand that LPS requires new thinking and new behavior from top managers and participants 4.Be aware of how the LPS can eliminate waste in your process 3

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

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

7. 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 7 Parade of Trades

8. 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 8 Parade of Trades

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10. 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 … 10 Parade of Trades

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

12. 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 … 12 Parade of Trades

13. 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 Parade of Trades

14. Please complete this form for each trade Then 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 Trades

15. Results Review 15 Parade of Trades

16. Parade of Trades Results # Weeks to Complete 1.2.2.5.5.61.2.3.4.5.62.2.3.4.5.52.3.3.4.4.53.3.3.4.4.41.1.1.6.6.6 # Weeks to Complete Worst Best 16

17. 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? 18

19. Different Form of Managing Projects 19

20. 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 20

21. Conversations & 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 21

22. 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 22

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

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

25. Master Planning High level view of project overview: 1.Confirms feasibility of project 2.Highlights long-lead items 3.Identifies phases 4.Establish common understanding of the deliverables for each phase. 25

26. 26 Milestone Master Planning

27. 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 27

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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? 30

31. 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? 32

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

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

35. Weekly Work Plan 35

36. 36 Weekly Work Plan

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

39. PPC 39

40. Reasons for Variance 40

41. 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?

42. Learning Outcomes 1.Understand LPS is a system change and an integral part of the overall lean transformation of a project or an enterprise 2.Understand the Last Planner System and its goal of reliable workflow 3.Understand that LPS requires new thinking and new behavior from top managers and participants 4.Be aware of how the LPS can eliminate waste in your process 42

43. QUESTIONS? 43

44. Thank You 44