2. TimeSessionTopic/Activity 8:00–10:00 AM –Welcome and Orientation 1Pull Planning 10:00–10:15 AM–Break 10:15–11:15 AM2Lean Workstructuring Basics 11:15–11:300 AM–Break 11:30 AM–12:30PM3Last Planner ® System 12:30 PM–Course Conclusion Today’s Course Schedule 1-2

3. Welcome to Lean Workstructuring Your facilitator Orientation Participant introductions –Your name, company, and position –What is your level of Lean Construction experience? –Does anyone have any experience with Lean Workstructuring and the Last Planner ® System? –What do you want to get out of this course? Closing forms and evaluations 1-3

4. AGC’s Lean Construction Education Program Overview A series of courses that progressively cover a range of topics in Lean Construction including: –Variation and pull in production –Lean Workstructuring, supply chains, and assembly –Production management –Management by values –Problem-solving principles and tools For more information, including information on credentialing, visit www.agc.org/LCEP. 1-4

5. AGC’s Lean Construction Education Program Overview The overall aims of the LCEP are to: –Develop Lean Construction champions within construction firms –Advance the use of lean practices in construction through development of a consistent nomenclature and practices –Provide an industry-recognized credential that creates a common standard of knowledge 1-5

6. Course Learning Objectives Following this course, you will be able to: Apply the methods and tools utilized in pull planning Describe the concept of Lean Workstructuring Outline the desired products of Lean Workstructuring Describe the characteristics and application of the Last Planner ® System 1-6

8. Session 1 Learning Objectives Following this session, you will be able to: Describe the basic characteristics of the push planning approach Describe the pull planning process Distinguish pull planning from push planning 1-8

9.  What We’ve Learned So Far The goal of Lean Construction is to eliminate: –Workers waiting for work –Work waiting for workers The way to do this is to: –Reduce variation –Eliminate waste –Improve workflow reliability 1-9

10.  Review of Unit 1: Variation in Production Systems Define the different types of variation Explain the concept of throughput Distinguish the concepts of throughput and work in progress Describe the role of variation in production operations List sources of variation in construction settings Explain variation mitigation techniques Contrast variation mitigation techniques 1-10

11.  Review of Unit 2: Pull in Production Compare batch-and-queue and continuous-flow production systems Distinguish push systems from pull systems Describe the impact of pull on production systems Explain pull strategies in construction operations 1-11

12. The Last Planner ® System (LPS) Workstructuring Production Control LPS Achieve reliable workflow using production system design and rapid learning Figure 1.1: The Last Planner System 1-12

13. Push Planning Defined The traditional planning system is a push system. –In this system work is pushed into production: Based on predetermined completion dates Regardless of whether workers are ready to start work –It is an assumption-based vision of how the work will take place –It confuses planning with prediction, leading to local optimization 1-13

14. Push Planning Discussion Share and discuss your company’s push planning practices: –When is planning typically done for projects? –Who is involved? –What format does your company use to communicate the plan? –Is the plan typically followed? –How are updates typically managed? 1-14

15. Pull Planning Defined Pull planning depends on an understanding of the levels of readiness of downstream activities. Work is scheduled for when it can be properly performed, not based on predetermined dates, by those who will execute the work. Pull planning is used heavily in creating phase schedules in the LPS. In pull planning you start from a milestone and work your way backward 1-15

16. Pull Planning Process Milestone Pulled Activities Direction of planning Mechanical & Plumbing Rough-in Water- tight What do we need completed in order to reach the watertight milestone? Figure 1.2: Pull Planning Concept 2 Figure 1.3: Pull Planning Proceeding Backward 3  1-16

17. Pull Planning Process: Collaborative Planning Sessions Figure 1.4: Pull Planning Session 4 1-17

18. Pull Planning Process: Discussions Figure 1.5: Developed Pull Plan Leads to Discussions 5 1-18

19. Pull Planning Simulation 6 : Before You Begin We will plan, and then build, a structure using a pull planning process. Your facilitator will divide you into groups of four –Each person will be assigned: Blocks of a specific color An “I Get/I Give” card, matching your assigned block color –Each group gets a site plan and milestone note The site plan is used to indicate which side of the building is the front The milestone note is used to indicate the end of the building process where the building is complete. Clear off your tables to have room for building 1-19

20. Pull Planning Simulation: Projects as Networks of Commitments Team members – Ask for what they need from their suppliers – Commit to provide what their customers need Architect HVAC Plumbing Framer Electrical PRODUCTION TARGET GET GIVEGET GIVEGET GIVEGET GIVEGET GIVE 1-20 Figure 1.6: Projects as Networks of Commitments

21. Pull Planning Simulation: “I Get/I Give” Card “I get” = what you need to begin “I give” = what you will give to the next person Each card can only have one “give” You may need more than one “give” to achieve your “get” –A “get” can be a constraint of the “TIMMESS” type Time, information, material, manpower, equipment, safety, and space Figure 1.7: “I Get/I Give” Card 1-21

22. Card Numbering and Placement Maintain order and clarity –Always place the supplier card to the left of the customer card –Keep the cards visible by placing them in columns Build the network as you go –Give each card a unique number as it is placed You may want to count down from the milestone –Write the number of the customer card which you are supplying in the “For #” space 1-22

23. Pull Planning Simulation: Example “I Get/I Give” Card Figure 1.8: Example “I Get/I Give” Card for Simulation 1-23

24. Pull Planning Simulation: Building Schematic Figure 1.9: Schematic Front and Side Elevation 1-24

25. Figure 1.10: Actual Views 1-25 Pull Planning Simulation: The Building

26. Blocks for the Simulation Figure 1.11: Blocks for the Simulation 1-26

27. Pull Planning Simulation: The Customer Invitation Method 1. The customer invites their supplier(s) to place a card representing delivery of what they need when they need it 2. The customer signs off when they have everything they need to deliver their work 3. Each supplier becomes the customer and does the same thing 1-27

28. Pull Planning Simulation: Pre-Planning Discussion Who should go first? What is the best sequence — building from the inside or outside? Where and how should the pieces be placed? Quality? What if a piece is delivered late? What can you do? 1-28

29. Pull Planning Simulation: Planning The red contractor lays the last block on the structure so he/she completes the first “I Get/I Give” card, placing it on the far right of the table. The red contractor invites the next contractors to fill out their cards. –They place their cards to the left of the red contractor’s, and the process continues. –Each contractor must be invited by the previous The plan is complete when all the blocks are accounted for. Do not begin the building process 1-29 Figure 1.10: Actual Views

30. Pull Planning Simulation: Building The facilitator will signal groups to begin. Build using the “I get/I give” cards you created during the planning process, ending at the milestone sticky note. Use the site plan to orient your building You can only touch your blocks You must build only from your plan. You cannot look at the pictures of the building 1-30

31. Pull Planning Simulation: Post-Building Discussion What are some of the issues that came up as you began building? –How could you have avoided some of these issues? How is this like the real world? What are the key points or lessons for you? Can this process be used during the design phase to plan for construction? Why? 1-31

32. Session 1 Summary Push plans: –Are typically produced by a single entity with little to no involvement of those executing the work –Result in a plan full of assumptions about means and methods that usually is not reflective of what really will take place Pull plans: –Are produced by those who will execute the work The executors will engage in production system design by virtue of being present and the clear need for coordination. –Are developed by working backward from a target completion date, with tasks defined and sequenced so that their completion releases work to begin on a subsequent task 1-32

34. Session 2 Learning Objectives Following this session, you will be able to: Define Lean Workstructuring Describe the products of Lean Workstructuring Distinguish between Lean Workstructuring and Work Breakdown Structure 2-2

35. Lean Workstructuring Defined Lean Workstructuring (LWS) develops the project’s process design while trying to align: –Engineering design –Supply chain –Resource allocation –Assembly efforts LWS considers production workflow during design and project planning. Figure 2.1: Influences on Workflow 8 Waste (Muda) Overburden (Muri) Variation (Mura) Flow 2-3

36. View of Lean Workstructuring Figure 2.2: A View of Lean Workstructuring 9 Process Design (How to assemble) Product Design (What will be built) Supply Chain (How to buy/fabricate) Work- structuring 2-4

37. Pre-Construction Phase Construction Phase Production system design Master, phase, and make-ready schedules using pull planning Workstructuring Scope of Lean Workstructuring Figure 2.3: Scope of Lean Workstructuring 10 2-5

38. How Is LWS Different? Much of what we do now is workarounds First Run Studies –A cross-functional team tries to establish a standard to meet or beat execution of that operation –Follows the Shewhart plan-do-check-act cycle LWS vs. Constructability –Constructability is a reaction to design, LWS is an influence on design LWS vs. Work Breakdown Structure (WBS) –WBS is the progressive breaking down of a project into its component parts –It assumes that optimizing the parts will optimize the whole LWS is concerned with the whole, not the individual parts 2-6

39. Products of Lean Workstructuring A process represents the flow of material and/or information in time and space as it is being transformed. An operation represents the work performed to complete the transformation (changes in form, shape, and/or function) of materials. Figure 2.4: Process vs. Operation 12 2-7 Wait Processing Operation Process Install StudsInstall ElectricalHang Drywall Handling Inspections Wait Processing Handling Inspections Wait Processing Handling Inspections

40. Products of LWS: Process Level Global sequencing/master schedule Phase schedules Make-ready schedules Weekly work plans 2-8

41. Focus of LWS: Process Level Figure 2.5: LWS Focus at Process Level 13 2-9

42. Joint Sealants 1-2 Days Exterior Metal Studs and Sheathing 1- 2 Days Masonry Veneer 1-2 Days Exterior Waterproofing 1 Day Install Windows 1 Day Figure 2.6: Exterior Wall LWS Example 14 LWS at the Process Level: Exterior Wall Workstructuring Gets/gives Production rates Handoffs Conditions of satisfaction 2-10

43. Columns 1-2 Days Frame & Deck 1–2 Days Place Rebar 1-2 Days Set Sleeves 1 Day Pour 1 Day Figure 2.7: Concrete Framing LWS Example 15 LWS at the Process Level: Concrete Framing Workstructuring Gets/gives Production rates Handoffs Conditions of satisfaction 2-11

44. Head Track 1-2 Days Overhead MEP Rough-in 1-2 Days In Wall Rough-in 1-2 Days Install HM Frames and Metal Studs 1 Day One Side Gypsum Board 1 Day Second Side Gypsum 1-2 Days TFF 3 Days Paint 1-2 Days Figure 2.8: Drywall Operation WBS 16 LWS at the Process Level: Drywall Operation WBS Is this the right order? Should it be built another way? Should these elements be broken down further? 2-12

45. Lean Workstructuring Participants Who should be doing this? –General and specialty contractors Project manager Foreman Team leader –Supplier –Owner (contract permitting) –Architect (contract permitting) 2-13

46. Products of LWS: Operation Level Rough cut operations designs –Decision to cast-in-place vs. precast Detailed operations designs –How to form, rebar, and pour basement walls –First run studies are utilized: Sequencing Material availability Video taping 2-14

47. LWS and LPDS Figure 2.9: Lean Project Delivery System with DBB, CM at-Risk, and IPD 17 2-15

48. Hollow Metal Door Frames Case Study 18 Figure 2.10: Simplified Building Schedule 2-16

49. Case Study: Door Frame and Wall Panel Detail Figure 2.11: Door Detail 2-17

50. Case Study: Door Installation Figure 2.12: Grinding Door Opening 2-18 

51. Figure 2.13: Laying Out Frame Figure 2:14 Drilling Case Study: Layout and Drilling 2-19

52. Figure 2.15: Shimming Figure 2:16: Trimming the Shim Case Study: Shimming and Trimming the Shim 2-20

53. Case Study: Backer Rods Figure 2.17: Backer Rods 2-21

54. Figure 2.18: Caulking Figure 2.19: Feathering the Caulk Case Study: Caulking and Feathering the Caulk 2-22

55. Case Study: Keeping the Grout In Figure 2.20: Keeping the Grout In 2-23

56. Case Study Discussion How would you characterize this operation? Is it effective? Is it efficient? Why wasn’t this operation flagged? What practices lead to the reoccurrence of such operations? What would you do differently in this operation? Share an example of a similar situation you have experienced. 2-24

57. Case Study: Applying the LWS Approach Figure 2.21: Possible Fixes 2-25 FixesArchitectsConstructorIndustriesDoorsErectionCaulking Prevent Caulking Blowout Caulking Fix Grout Fix Foam Fix Hydrostatic Pressure Fix Prevent Grout Leakage Plywood Fix (Actual Fix) Bungee Cord Fix On-site Weather Stripping Fix Off-site Weather Stripping Fix Eliminate Grouting Solid Frame Fix Concrete Lip Fix Manage Cracks Field Sequencing Fix Tolerance Fix Combine Panels and Frames Precast Fix

58. Case Study: Bungee Cord Fix Figure 2.22: Bungee Cord Fix 2-26

59. Case Study: Tighter Tolerance Fix Figure 2.22: Tighter Tolerance Fix 2-27

60. Case Study: Lip Fix Figure 2.24: Lip Fix 2-28

61. Other Products of LWS Project organizational/contractual structure –Each “chunk” of work is designed so that it: Can be produced rapidly and for a low cost Supports optimizing at the project level Delivers value to the customer and producer Supply chain configurations –Look at how the project is connected to the external production systems — Will it support just in time delivery? 2-29

62. Supply and Contractual Relationships Figure 2.25: Supply Chain and Contractual Relationship Fix for the Hollow Metal Door Frames Case Study 19 2-30

63. Session 2 Summary Lean Workstructuring is the process of determining who will do what, when, and how. –The most benefit occurs when those decisions are made during early design stages. Constructability is a reactive process to established designs. Work Breakdown Structure is good for understanding a project but not for planning its execution. 2-31

65. Session 3 Learning Objectives Following this session, you will be able to: Describe the Last Planner System Define percent plan complete Identify the levels of the Last Planner System 3-2

66. The Last Planner System Defined Planning is a conversation and not a scripted performance. The Last Planner System (LPS): –Is a collaborative, commitment-based planning system –Integrates should-can-will-did planning Pull planning, make-ready planning with constraint analysis, weekly work planning –Is based upon reliable promises –Integrates learning based upon analysis of PPC and reasons for variance 3-3

67. Why Use the LPS? It improves workflow reliability by improving the way action is coordinated between specialists. It engages all work executors in waste removal through innovation. It allows rapid learning so: –Mistakes are not repeated –Out-of-sequence work is significantly reduced –Workflow is more predictable and reliable Developed as a result of identifying that the average completion rate of planned weekly tasks was 54% 3-4

68. Percent Plan Complete (PPC) PPC = Total Weekly Promised Assignments Completed Weekly Assignments 3-5

69. Workflow Without LPS Figure 3.1: PPC Chart for a Project Not Using the LPS 21 3-6

70. LPS Productivity Evolution 0.00 0.20 0.40 0.60 0.80 1.00 1.20 1.40 12345678 Months Productivity (Budget / Actual) 65% 86% Last Planner System Implemented; PPC increasing At Budget Average Productivity before LPS Below Budget (Making $$) Over Budget (Losing $$) Figure 3.2: PPC Chart for a Project Using the LPS 22 3-7

71. Who Is the Last Planner? The Last Planner is the person or group that directs workers by assigning them their tasks. –“Squad boss” and “discipline lead” are common names for last planners in design processes. –“Superintendent” (if a job is small) or “foreman” are common names for last planners in construction processes. 3-8

72. LPS Simplified Figure 3.3: LPS Simplified 23 3-9

73. Levels of the LPS Master Scheduling Milestones Phase Scheduling Specify handoff Make-Ready Planning Look ahead & launch Weekly Work Planning Make-ready & launch Daily Huddles Measure PPC, act on reasons for failure to keep promises Are we confident we can deliver the project within the set limits? Who holds the promise to make this happen? Do we understand how we are going to do the work? Have we designed the network of commitments to make it happen? Are we confident we can deliver the milestones? Is the network of commitments active? Are reliable promises in place to make work ready in the right sequence and amounts to deliver the milestone? Are we confident the work will begin and end as planned? How will we coordinate and adjust? Have we promised our tasks will be done as planned or said no? What have we learned? What needs changing so we can improve our performance? Figure 3.4: LPS Levels 24 3-10

74. Master and Phase Schedules Crews work on the master and phase schedules to collaboratively validate them. Master Scheduling Phase Scheduling Figure 3.5: Phase Plan at Construction Site 25 3-11

75. Make-Ready Planning Where the “shoulds” are screened to become the “cans” Figure 3.6: Make-Ready Planning 26 Figure 3:7: Another Make-Ready Planning Example 27 3-12 Make- Ready Planning

76. Make-Ready Planning Spreadsheet Figure 3.8: A Tabular Form of Make-Ready Planning 28 3-13 Make- Ready Planning

77. Constraints Analysis Spreadsheet Figure 3.9: Detailed Constraints Analysis 29 3-14 Make- Ready Planning

78. Weekly Work Planning Figure 3.10: Weekly Work Planning Session on Site 30 3-15 Weekly Work Planning

79. Figure 3.11: Weekly Work Plan Commitments 31 3-16 Weekly Work Planning

80. Weekly Work Planning Spreadsheet Figure 3.12: Weekly Work Plan — Tabular Form 32 3-17 Weekly Work Planning

81. Daily Huddles Figure 3.13: Daily Huddle 33 3-18 Daily Huddles

82. Tracking PPC Figure 3.14: Detailed Constraints Analysis 34 3-19 Daily Huddles

83. Tracking PPC Figure 3.15: Charting PPC 35 3-20 Daily Huddles

84. Reasons Analysis for PPC Figure 3.16: PPC Reasons Analysis 36 3-21 Daily Huddles

85. Session 3 Summary The Last Planner System (LPS) is a project planning and production control system. –It is based on a collaborative and commitment-based process that addresses should-can-will-did planning. LPS is comprised of different levels of planning: –Master schedule –Phase schedule –Make-ready plan –Weekly work plan –Daily huddles PPC is a measure of the production planning reliability of the entire site, not only a particular trade. 3-22

86. Unit 3 Course Summary Pull planning allows each party to make its own construction commitments rather than being told what they are. Assumptions and constraints come out in pull planning sessions, leading to better understanding of the project. Lean Workstructuring develops and aligns the project’s process design with: –Engineering design –Supply chain capability –Resource allocation strategies –Assembly efforts Lean Workstructuring is production system design. 3-23

87. Unit 3 Course Summary The LPS uses pull planning and Lean Workstructuring to develop different levels of detailed work plans. –Master, phase, make-ready, and weekly work The LPS results in more reliable workflow and can be used in design and in construction. –Coordinates action between specialists who will execute the work Percent plan complete (PPC) is an important metric to measure the reliability of the production planning system. 3-24

88. Closing Activities Please be sure to go online and fill out your Unit 3: Lean Workstructuring Participant’s Registration and Evaluation Form at www.agc.org/LCEP/Evaluation. –This form must be received for you to obtain credit for attending this course. Learn more about AGC’s Lean Construction efforts at www.agc.org/LCEP and www.agcleanforum.org.www.agcleanforum.org Thank you for your participation. We hope to see you at another Lean Construction Education Program course soon! 3-25