Last Planner System - Revision history

Designing Buildings at 08:56, 16 September 2020

2020-09-16T08:56:58Z

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	[2] sometimes called LookAhead planning [all plans look ahead!]		[2] sometimes called LookAhead planning [all plans look ahead!]

−	[[Category:~~Articles_needing_more_work~~]] [[Category:Theory]] [[Category:Construction_techniques]]	+	[[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:Theory]] [[Category:Construction_techniques]]

Designing Buildings at 12:52, 26 July 2019

2019-07-26T12:52:43Z

← Older revision		Revision as of 12:52, 26 July 2019
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	* Ballard Glenn & Gregory A. Howell (1998) [http://leanconstruction.org.uk/media/docs/ShieldingProduction.PDF Shielding Production: An Essential Step in Production Control]. J Constr Eng & Proj Mgmt, 124(1) 11–17. [this is an important paper and still very relevant.]		* Ballard Glenn & Gregory A. Howell (1998) [http://leanconstruction.org.uk/media/docs/ShieldingProduction.PDF Shielding Production: An Essential Step in Production Control]. J Constr Eng & Proj Mgmt, 124(1) 11–17. [this is an important paper and still very relevant.]
	* Ballard, Glenn (2000). Last Planner™ System of Production Control (pdf) (Ph.D.). UK: University of Birmingham. [note: LPS has moved on in the 15 years since Ballard completed his thesis – both theory and practice have developed since then.]		* Ballard, Glenn (2000). Last Planner™ System of Production Control (pdf) (Ph.D.). UK: University of Birmingham. [note: LPS has moved on in the 15 years since Ballard completed his thesis – both theory and practice have developed since then.]
−	* Ballard Glenn & Gregory A. Howell (2003) ~~[http://toip.uchile.cl/~mcerda/Sup/creators%20The%20Last%20Planner%20System.pdf~~ An update on Last Planner]. IGLC	+	* Ballard Glenn & Gregory A. Howell (2003) An update on Last Planner. IGLC
	* Ballard, G. , Hammond, J. & Nickerson, R. (2009) [http://www.iglc.net/papers/Details/623 Production Control Principles] IGLC		* Ballard, G. , Hammond, J. & Nickerson, R. (2009) [http://www.iglc.net/papers/Details/623 Production Control Principles] IGLC
	* Gregory Howell and Hal Macomber (2011) [http://leanconstruction.org/media/learning_laboratory/Reliable_Promising/Last_Planner_System_as_Network_of_Commitments_LPC-4.pdf The Last Planner System: Conversations that Design and Activate the Network of Commitments] LPC		* Gregory Howell and Hal Macomber (2011) [http://leanconstruction.org/media/learning_laboratory/Reliable_Promising/Last_Planner_System_as_Network_of_Commitments_LPC-4.pdf The Last Planner System: Conversations that Design and Activate the Network of Commitments] LPC

190.235.1.159 at 01:14, 3 May 2018

2018-05-03T01:14:37Z

← Older revision		Revision as of 01:14, 3 May 2018
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	[2] sometimes called LookAhead planning [all plans look ahead!]		[2] sometimes called LookAhead planning [all plans look ahead!]

−	[[Category:Theory]] [[Category:Construction_techniques]]	+	[[Category:Articles_needing_more_work]] [[Category:Theory]] [[Category:Construction_techniques]]

Designing Buildings at 16:24, 15 February 2018

2018-02-15T16:24:32Z

← Older revision		Revision as of 16:24, 15 February 2018
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−	~~[[#ftnref1\|~~[1]]] sometimes called pull scheduling, pull planning, reverse phase scheduling, collaborative planning, collaborative mapping, sticky-note planning	+	[1] sometimes called pull scheduling, pull planning, reverse phase scheduling, collaborative planning, collaborative mapping, sticky-note planning

−	~~[[#ftnref2\|~~[2]]] sometimes called LookAhead planning [all plans look ahead!]	+	[2] sometimes called LookAhead planning [all plans look ahead!]

	[[Category:Theory]] [[Category:Construction_techniques]]		[[Category:Theory]] [[Category:Construction_techniques]]

Designing Buildings at 14:43, 7 February 2018

2018-02-07T14:43:28Z

Designing Buildings at 09:16, 28 February 2017

2017-02-28T09:16:47Z

← Older revision		Revision as of 09:16, 28 February 2017
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	* Mossman, Alan (2015) [http://bit.ly/LPS-5cc Last Planner®: 5 + 1 crucial & collaborative conversations for predictable design & construction delivery]. 36pp		* Mossman, Alan (2015) [http://bit.ly/LPS-5cc Last Planner®: 5 + 1 crucial & collaborative conversations for predictable design & construction delivery]. 36pp
	* LPC (2011) [http://www.leanproject.com/lpc-downloads Last Planner System - Just the Essentials]		* LPC (2011) [http://www.leanproject.com/lpc-downloads Last Planner System - Just the Essentials]
−	* Macomber Bettler (2011) ~~[http://www.leanproject.com/wp-content/uploads/Responsibility-based-Project-Delivery-LPC.pdf~~ Responsibility-based Project Delivery] [LPC] — an agile adaptation of LPS for use in design	+	* Macomber Bettler (2011) Responsibility-based Project Delivery [LPC] — an agile adaptation of LPS for use in design
	* Andrew Baldwin David Bordoli 2014 [http://onlinelibrary.wiley.com/doi/10.1002/9781118838167.ch7/summary Handbook for Construction Planning and Scheduling] App2 362-366 The Shepherd Way and Collaborative Planning [Note that this version of LPS, like many that use the terms Collaborative Planning or Pull Planning, is only a partial implementation of Last Planner. The make ready process (called 'forward planning') did not bring the whole team together and there was no explicit learning process built in. Despite this the benefits for Shepherd were significant.		* Andrew Baldwin David Bordoli 2014 [http://onlinelibrary.wiley.com/doi/10.1002/9781118838167.ch7/summary Handbook for Construction Planning and Scheduling] App2 362-366 The Shepherd Way and Collaborative Planning [Note that this version of LPS, like many that use the terms Collaborative Planning or Pull Planning, is only a partial implementation of Last Planner. The make ready process (called 'forward planning') did not bring the whole team together and there was no explicit learning process built in. Despite this the benefits for Shepherd were significant.

Designing Buildings at 08:05, 12 August 2016

2016-08-12T08:05:08Z

← Older revision		Revision as of 08:05, 12 August 2016
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	[[#ftnref2\|[2]]] sometimes called LookAhead planning [all plans look ahead!]		[[#ftnref2\|[2]]] sometimes called LookAhead planning [all plans look ahead!]

−	~~[[Category:Articles_needing_more_work]] [[Category:Conservation]]~~ [[Category:Theory]] [[Category:Construction_techniques]]	+	[[Category:Theory]] [[Category:Construction_techniques]]

220.225.217.35 at 04:06, 12 August 2016

2016-08-12T04:06:10Z

← Older revision		Revision as of 04:06, 12 August 2016
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	[[#ftnref2\|[2]]] sometimes called LookAhead planning [all plans look ahead!]		[[#ftnref2\|[2]]] sometimes called LookAhead planning [all plans look ahead!]

−	[[Category:Theory]] [[Category:Construction_techniques]]	+	[[Category:Articles_needing_more_work]] [[Category:Conservation]] [[Category:Theory]] [[Category:Construction_techniques]]

Designing Buildings at 11:12, 29 June 2016

2016-06-29T11:12:43Z

← Older revision		Revision as of 11:12, 29 June 2016
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	* [http://www.leanconstruction.org/training/the-last-planner/ Lean Construction Institute]		* [http://www.leanconstruction.org/training/the-last-planner/ Lean Construction Institute]
−	* For recent papers about LPS search [http://www.iglc.net iglc.net], [http://www.leanconstruction.org/training/lcj/journal-papers/ Lean Construction Journal], [https://www.google.co.uk/search?client=safari&rls=en&q=Last+Planner Google] and [https://scholar.google.co.uk/scholar?hl=en&q=Last+Planner+System Google Scholar]
	* Ballard Glenn & Gregory A. Howell (1998) [http://leanconstruction.org.uk/media/docs/ShieldingProduction.PDF Shielding Production: An Essential Step in Production Control]. J Constr Eng & Proj Mgmt, 124(1) 11–17. [this is an important paper and still very relevant.]		* Ballard Glenn & Gregory A. Howell (1998) [http://leanconstruction.org.uk/media/docs/ShieldingProduction.PDF Shielding Production: An Essential Step in Production Control]. J Constr Eng & Proj Mgmt, 124(1) 11–17. [this is an important paper and still very relevant.]
	* Ballard, Glenn (2000). Last Planner™ System of Production Control (pdf) (Ph.D.). UK: University of Birmingham. [note: LPS has moved on in the 15 years since Ballard completed his thesis – both theory and practice have developed since then.]		* Ballard, Glenn (2000). Last Planner™ System of Production Control (pdf) (Ph.D.). UK: University of Birmingham. [note: LPS has moved on in the 15 years since Ballard completed his thesis – both theory and practice have developed since then.]
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	* LPC (2011) [http://www.leanproject.com/lpc-downloads Last Planner System - Just the Essentials]		* LPC (2011) [http://www.leanproject.com/lpc-downloads Last Planner System - Just the Essentials]
	* Macomber Bettler (2011) [http://www.leanproject.com/wp-content/uploads/Responsibility-based-Project-Delivery-LPC.pdf Responsibility-based Project Delivery] [LPC] — an agile adaptation of LPS for use in design		* Macomber Bettler (2011) [http://www.leanproject.com/wp-content/uploads/Responsibility-based-Project-Delivery-LPC.pdf Responsibility-based Project Delivery] [LPC] — an agile adaptation of LPS for use in design
−	* Andrew Baldwin David Bordoli 2014 [http://onlinelibrary.wiley.com/doi/10.1002/9781118838167.ch7/summary Handbook for Construction Planning and Scheduling] App2 362-366 The Shepherd Way and Collaborative Planning [Note that this version of LPS, like many that use the terms Collaborative Planning or Pull Planning, is only a partial implementation of Last Planner. The make ready process (called 'forward planning') did not bring the whole team together and there was no explicit learning process built in. Despite this the benefits for Shepherd were significant.]	+	* Andrew Baldwin David Bordoli 2014 [http://onlinelibrary.wiley.com/doi/10.1002/9781118838167.ch7/summary Handbook for Construction Planning and Scheduling] App2 362-366 The Shepherd Way and Collaborative Planning [Note that this version of LPS, like many that use the terms Collaborative Planning or Pull Planning, is only a partial implementation of Last Planner. The make ready process (called 'forward planning') did not bring the whole team together and there was no explicit learning process built in. Despite this the benefits for Shepherd were significant.
−	* for more on reliable promising read [http://www.amazon.co.uk/gp/product/1478378484 Fernando Flores (2013) Conversations for Action]	+
−	* [http://linkd.in/lastplanner Last Planner User Group on LinkedIn]	+

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Designing Buildings at 09:22, 14 January 2016

2016-01-14T09:22:39Z

← Older revision		Revision as of 09:22, 14 January 2016
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	* For recent papers about LPS search [http://www.iglc.net iglc.net], [http://www.leanconstruction.org/training/lcj/journal-papers/ Lean Construction Journal], [https://www.google.co.uk/search?client=safari&rls=en&q=Last+Planner Google] and [https://scholar.google.co.uk/scholar?hl=en&q=Last+Planner+System Google Scholar]		* For recent papers about LPS search [http://www.iglc.net iglc.net], [http://www.leanconstruction.org/training/lcj/journal-papers/ Lean Construction Journal], [https://www.google.co.uk/search?client=safari&rls=en&q=Last+Planner Google] and [https://scholar.google.co.uk/scholar?hl=en&q=Last+Planner+System Google Scholar]
	* Ballard Glenn & Gregory A. Howell (1998) [http://leanconstruction.org.uk/media/docs/ShieldingProduction.PDF Shielding Production: An Essential Step in Production Control]. J Constr Eng & Proj Mgmt, 124(1) 11–17. [this is an important paper and still very relevant.]		* Ballard Glenn & Gregory A. Howell (1998) [http://leanconstruction.org.uk/media/docs/ShieldingProduction.PDF Shielding Production: An Essential Step in Production Control]. J Constr Eng & Proj Mgmt, 124(1) 11–17. [this is an important paper and still very relevant.]
−	* Ballard, Glenn (2000). ~~[http://www.leanconstruction.org/pdf/ballard2000-dissertation.pdf~~ Last Planner™ System of Production Control] (pdf) (Ph.D.). UK: University of Birmingham. [note: LPS has moved on in the 15 years since Ballard completed his thesis – both theory and practice have developed since then.]	+	* Ballard, Glenn (2000). Last Planner™ System of Production Control (pdf) (Ph.D.). UK: University of Birmingham. [note: LPS has moved on in the 15 years since Ballard completed his thesis – both theory and practice have developed since then.]
	* Ballard Glenn & Gregory A. Howell (2003) [http://toip.uchile.cl/~mcerda/Sup/creators%20The%20Last%20Planner%20System.pdf An update on Last Planner]. IGLC		* Ballard Glenn & Gregory A. Howell (2003) [http://toip.uchile.cl/~mcerda/Sup/creators%20The%20Last%20Planner%20System.pdf An update on Last Planner]. IGLC
	* Ballard, G. , Hammond, J. & Nickerson, R. (2009) [http://www.iglc.net/papers/Details/623 Production Control Principles] IGLC		* Ballard, G. , Hammond, J. & Nickerson, R. (2009) [http://www.iglc.net/papers/Details/623 Production Control Principles] IGLC
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	* LPC (2011) [http://www.leanproject.com/lpc-downloads Last Planner System - Just the Essentials]		* LPC (2011) [http://www.leanproject.com/lpc-downloads Last Planner System - Just the Essentials]
	* Macomber Bettler (2011) [http://www.leanproject.com/wp-content/uploads/Responsibility-based-Project-Delivery-LPC.pdf Responsibility-based Project Delivery] [LPC] — an agile adaptation of LPS for use in design		* Macomber Bettler (2011) [http://www.leanproject.com/wp-content/uploads/Responsibility-based-Project-Delivery-LPC.pdf Responsibility-based Project Delivery] [LPC] — an agile adaptation of LPS for use in design
−	* Andrew Baldwin David Bordoli 2014 [http://onlinelibrary.wiley.com/doi/10.1002/9781118838167.ch7/summary Handbook for Construction Planning and Scheduling] App2 362-366 ~~[http://onlinelibrary.wiley.com/store/10.1002/9781118838167.app2/asset/app2.pdf?v=1&t=iibphp2k&s=12d1683fba6a3069ef63dc7ff20fc16593fc0f5d~~ The Shepherd Way and Collaborative Planning] [Note that this version of LPS, like many that use the terms Collaborative Planning or Pull Planning, is only a partial implementation of Last Planner. The make ready process (called 'forward planning') did not bring the whole team together and there was no explicit learning process built in. Despite this the benefits for Shepherd were significant.]	+	* Andrew Baldwin David Bordoli 2014 [http://onlinelibrary.wiley.com/doi/10.1002/9781118838167.ch7/summary Handbook for Construction Planning and Scheduling] App2 362-366 The Shepherd Way and Collaborative Planning [Note that this version of LPS, like many that use the terms Collaborative Planning or Pull Planning, is only a partial implementation of Last Planner. The make ready process (called 'forward planning') did not bring the whole team together and there was no explicit learning process built in. Despite this the benefits for Shepherd were significant.]
	* for more on reliable promising read [http://www.amazon.co.uk/gp/product/1478378484 Fernando Flores (2013) Conversations for Action]		* for more on reliable promising read [http://www.amazon.co.uk/gp/product/1478378484 Fernando Flores (2013) Conversations for Action]
	* [http://linkd.in/lastplanner Last Planner User Group on LinkedIn]		* [http://linkd.in/lastplanner Last Planner User Group on LinkedIn]

← Older revision		Revision as of 14:43, 7 February 2018
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	LPS brings together those who will execute the work (the team) to plan when and how work will be done through a series of conversational processes. It requires the team to collaboratively remove constraints as a team and to promise delivery of each task. These systematic processes increase the chances that work flows reliably, and recognises that personal relationships and peer pressure are critical to that process.		LPS brings together those who will execute the work (the team) to plan when and how work will be done through a series of conversational processes. It requires the team to collaboratively remove constraints as a team and to promise delivery of each task. These systematic processes increase the chances that work flows reliably, and recognises that personal relationships and peer pressure are critical to that process.

−	LPS is a planning, monitoring and control system that follows ~~[http://www.ce.berkeley.edu/~tommelein/pt191report/CII%20Lean%20Construction%20Final%20Report.pdf~~ lean construction principles]. It was developed by ~~[https://www.researchgate.net/profile/Glenn_Ballard~~ Glenn Ballard] and ~~[http://www.leanproject.com/who-we-are/our-team/greg-howell/~~ Greg Howell] who later founded the ~~[http://www.leanconstruction.org~~ Lean Construction Institute] at the behest of a number of constructors who had benefited from their use of LPS.	+	LPS is a planning, monitoring and control system that follows lean construction principles. It was developed by Glenn Ballard and Greg Howell who later founded the Lean Construction Institute at the behest of a number of constructors who had benefited from their use of LPS.

	= Five key processes =		= Five key processes =
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	# Collaborative Programming [1] - Creating and agreeing the production sequence (and compressing it if required) and agreeing the key hand-overs from one trade or design team to the next.		# Collaborative Programming [1] - Creating and agreeing the production sequence (and compressing it if required) and agreeing the key hand-overs from one trade or design team to the next.
−	# Make Ready [2] - Making tasks in the Look Ahead period ready (i.e. ~~[http://www.leanconstruction.org/media/library/id45/Rethinking_Lookahead_Planning_to_Optimize_Construction_Workflow.pdf~~ constraint free]) so that they can be done when the team want to do them.	+	# Make Ready [2] - Making tasks in the Look Ahead period ready (i.e. constraint free) so that they can be done when the team want to do them.
	# Production Planning - Collaboratively agreeing production tasks for the next period (e.g. shift, day or week) – this is often referred to as Weekly Work Planning (WWP).		# Production Planning - Collaboratively agreeing production tasks for the next period (e.g. shift, day or week) – this is often referred to as Weekly Work Planning (WWP).
	# Production Management - Collaboratively monitoring production to keep activities on track, generally on a daily basis.		# Production Management - Collaboratively monitoring production to keep activities on track, generally on a daily basis.
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	[[File:LPS_levels_of_detail_time_diagram_for_DBwiki.png\|link=File:LPS_levels_of_detail_time_diagram_for_DBwiki.png]]		[[File:LPS_levels_of_detail_time_diagram_for_DBwiki.png\|link=File:LPS_levels_of_detail_time_diagram_for_DBwiki.png]]

−	Figure 1: In the Last Planner System the level of plan detail increases as the day for the work to be done approaches (source: ~~[http://bit.ly/LPS-5cc~~ Mossman 2015] with permission)	+	Figure 1: In the Last Planner System the level of plan detail increases as the day for the work to be done approaches (source: Mossman 2015 with permission)

	= Measurement & learning =		= Measurement & learning =
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	The Last Planner System has a number of measures:		The Last Planner System has a number of measures:

−	* ~~[https://www.researchgate.net/publication/237440448_UNDERSTANDING_PERCENT_PLAN_COMPLETE_DATA_USING_STATISTICAL_QUALITY_CONTROL_CHARTS~~ Percent Plan (or Promises) Complete (often referred to as PPC, a measure of plan reliability).]	+	* Percent Plan (or Promises) Complete (often referred to as PPC, a measure of plan reliability).
	* Tasks made ready (a measure of the effectiveness of the Make Ready Process).		* Tasks made ready (a measure of the effectiveness of the Make Ready Process).
	* Tasks anticipated (a measure of the ability of the team to anticipate the work they need to plan).		* Tasks anticipated (a measure of the ability of the team to anticipate the work they need to plan).
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	The metrics are calculated for the project as a whole. The reason for using these metrics is to learn. If the metrics are used for any other purpose than as an aid to learning and improvement their value as a learning aid diminishes as those involved start to 'game the system'.		The metrics are calculated for the project as a whole. The reason for using these metrics is to learn. If the metrics are used for any other purpose than as an aid to learning and improvement their value as a learning aid diminishes as those involved start to 'game the system'.

−	When tasks are not completed as promised the ~~[https://en.wikipedia.org/wiki/5_Whys~~ 5Why] process can be used to find the root cause of the late or early delivery and then ~~[https://leadingtransformation.wordpress.com/2012/04/07/addressing-problems-with-~~countermeasures~~-rather-than-solutions/ countermeasures]~~ developed to reduce the chances that the problem will happen again. In this way learning this week is built into operations next week.	+	When tasks are not completed as promised the 5Why process can be used to find the root cause of the late or early delivery and then countermeasures developed to reduce the chances that the problem will happen again. In this way learning this week is built into operations next week.

	= Last Planner principles =		= Last Planner principles =
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	* The more detailed the forecast, the wronger it is (first formulated by Ballard ca. 1991).		* The more detailed the forecast, the wronger it is (first formulated by Ballard ca. 1991).

−	The implication of these principles are that it is important to ~~[http://www.iglc.net/papers/Details/623~~ (Ballard et al 2009)]:	+	The implication of these principles are that it is important to (Ballard et al 2009):

	* Plan in greater detail as you get closer to doing the work.		* Plan in greater detail as you get closer to doing the work.
	* Produce plans collaboratively with those who will do the work.		* Produce plans collaboratively with those who will do the work.
−	* Reveal and ~~[http://www.leanconstruction.org/media/library/id45/Rethinking_Lookahead_Planning_to_Optimize_Construction_Workflow.pdf~~ remove constraints] on planned tasks as a team.	+	* Reveal and remove constraints on planned tasks as a team.
−	* ~~[https://www.dropbox.com/s/czrq0k8vp2b2rod/Macomber%202011%20Securing-Reliable-Promises-on-Projects-v-3.11.pdf?dl=0~~ Make and secure reliable promises].	+	* Make and secure reliable promises.
−	* ~~[http://leanconstruction.org/media/learning_laboratory/Breakdowns/Noticing_and_Declaring_Breakdowns.pdf~~ Learn from breakdowns].	+	* Learn from breakdowns.

	In addition, it is important to:		In addition, it is important to:

	* Measure promises kept (see above) and improve by learning from early, late or incomplete deliveries and workflow disruptions.		* Measure promises kept (see above) and improve by learning from early, late or incomplete deliveries and workflow disruptions.
−	* ~~[http://www.leanconstruction.org/media/library/id45/Rethinking_Lookahead_Planning_to_Optimize_Construction_Workflow.pdf~~ Improve workflow] as a team based on what has been learned.	+	* Improve workflow as a team based on what has been learned.

	= Find out more =		= Find out more =
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	* Gregory Howell and Hal Macomber (2011) [http://leanconstruction.org/media/learning_laboratory/Reliable_Promising/Last_Planner_System_as_Network_of_Commitments_LPC-4.pdf The Last Planner System: Conversations that Design and Activate the Network of Commitments] LPC		* Gregory Howell and Hal Macomber (2011) [http://leanconstruction.org/media/learning_laboratory/Reliable_Promising/Last_Planner_System_as_Network_of_Commitments_LPC-4.pdf The Last Planner System: Conversations that Design and Activate the Network of Commitments] LPC
	* [https://www.sintef.no/globalassets/project/smartlog/seminarer/2014/g-ballard.pdf Ballard, Glenn (2014) The Last Planner System of Production Planning & Control Norway ppt.pdf]		* [https://www.sintef.no/globalassets/project/smartlog/seminarer/2014/g-ballard.pdf Ballard, Glenn (2014) The Last Planner System of Production Planning & Control Norway ppt.pdf]
−	* Mossman, Alan (2015) ~~[http://bit.ly/LPS-5cc~~ Last Planner®: 5 + 1 crucial & collaborative conversations for predictable design & construction delivery]. 36pp	+	* Mossman, Alan (2015) Last Planner®: 5 + 1 crucial & collaborative conversations for predictable design & construction delivery. 36pp
	* LPC (2011) [http://www.leanproject.com/lpc-downloads Last Planner System - Just the Essentials]		* LPC (2011) [http://www.leanproject.com/lpc-downloads Last Planner System - Just the Essentials]
	* Macomber Bettler (2011) Responsibility-based Project Delivery [LPC] — an agile adaptation of LPS for use in design		* Macomber Bettler (2011) Responsibility-based Project Delivery [LPC] — an agile adaptation of LPS for use in design