Last Planner System

Prevents expensive firefighting actions

Much of the construction management activity is “firefighting operations” — meaning that construction managers are trying to do things that have gone wrong and put them back on track. Picking up on this metaphor, you can say that the Last Planner system is an integrated fire protection system. With the help of collaborative phase scheduling, problems can be identified at an early stage, this helps the team to develop countermeasures. Preparation for execution identifies and eliminates limitations and problems before these affect planned production. Then collaborative production planning reduces potential problems even further. Continuous learning is the basis for improvement so as not to repeat mistakes and to cooperate more effectively on emerging problems. Because experiencing bad news early means project managers and last planners have time to weigh options for countermeasures to mitigate risks and their discernible impact, rather than going into “firefighting mode.”

Das Diagramm zeigt die Häufigkeit verschiedener Krankheitsbilder in Abhängigkeit vom Stresslevel. TK. Häufigkeit ausgewählter Krankheitsbilder in Abhängigkeit des persönlichen Stresslevels in Deutschland im Jahr 2016 (Häufigkeitsverteilung). https://bit.ly/2NlP9NN [16.07.2018].

Minimiert Stress bei Bauleitern und Projektbeteiligten

Stress ist einer der größten Auslöser für Krankheiten und Fehler im Job Das Einbeziehen aller Köpfe, von der Projektleitung bis zur Führungsperson der Ausführung (Polier/Vorarbeiter), gibt jedem ein Gefühl für die Vision und Ausrichtung des Projekts. Zusätzlich bringt es alle dazu, über Risiken und wie diese gemeinsam gemanagt werden können, nachzudenken. Dadurch lässt sich der Stress für alle Projektbeteiligten auf ein Minimum reduzieren. Denn der kollaborative Ansatz ermöglicht es Störungen und Probleme frühzeitig zu erkennen. Deshalb treten wesentlich weniger Probleme im Projektablauf auf. Schließlich bedeuten weniger Probleme auch weniger Stress für alle Beteiligten.

More stable processes

A basic prerequisite for lean processes is their stabilization. Therefore, the Last Planner System is an optimal method in a project-based production, as it was specifically designed for the increasingly unpredictable and complex projects in the construction industry. Because it optimizes planning and helps unpredictable to predict and handle better. As projects become more predictable, it becomes easier to integrate the aspirable prefabrication of entire assembly into the entire system. As a result, this in turn reduces the required personnel on site and accelerates the construction process and, in particular, also increases the quality of production. Fewer personnel on site will have fewer opportunities for accidents and incidents, thus leading to safer construction sites.

Collaboration by Last Planner

When it comes to construction in particular, coordination with each other is particularly important. Because, whatever the plan says, activities are performed after individuals and teams have made mutual commitments on what to do by when. Therefore, the discussions to make commitments with the Last Planner system are made at the right time, at the right level and throughout the process. In doing so, the LPS creates trust between the trades and supports efficient cooperation. Furthermore, the visualization of dependencies and commitments ensures that it is possible to complete them on time even for demanding projects.

Last Planner shortens project duration

By reducing waiting times even planned buffers can be reduced. In addition, the cycle of the addition creates trust within and between the teams and supports the smooth flow of activities. As a result, the entire project duration can be increased by an average of approx.

Last Planner verbessert die Arbeitssicherheit

In der Baubranche sind die Unfallzahlen weltweit dreimal so hoch wie in anderen Branchen. Das LPS hilft, diese Unfall- und Verletztenstatistik zu verbessern. Beispielsweise zeigt eine dänische Studie, dass Bauprojekte, die das LPS nutzen, 65% weniger Arbeitsunfälle und bis zu 70% weniger krankheitsbedingte Fehlzeiten aufweisen. Des Weiteren zeigt eine vergleichbare Studie aus Chile, dass sogar 75% weniger Arbeitsunfälle auftreten, im Vergleich zu Projekten im selben Unternehmen, die ohne das LPS umgesetzt werden. https://www.dguv.de/de/zahlen-fakten/au-wu-geschehen/au-1000-vollarbeiter/index.jsp

Action instead of reaction

Traditional project management focuses primarily on identifying things that have been done wrong to respond to them. Accordingly, this can be described as reactive behavior, for example, if one finds a missed milestone in the schedule. On the other hand, the focus of the Last Planner system is on the individual activities. On the other hand, the focus of the Last Planner system is on the individual activities. This is because it ensures that the activities can be carried out as they were planned, so the control works proactively rather than reactively.

Reduce waiting times

Systematic process planning ensures that all necessary resources are available at the beginning of an activity. As a result, there are no waiting times for

• Access
• Planning information
• Building materials or plants
• The previous trades or planning team,

that cause the flow of work to stagnate.

Alle Projektgrößen

Mit dem Last Planner System haben Sie ein simples und effizientes Tool an der Hand, dass sich sowohl für kleine als auch für große Projekte sehr gut eignet. Wie oben bereits genannt kam es beim Bau des Olympiastadions in London zum Einsatz. Zudem auch beim Bau des Terminal 5 des London Heathrow Airport mit einem Projektvolumen von £400 Mio. Allerdings haben wir bereits in kleinen Projekten, wie dem Umbau eines Bauernhauses zu Ferienwohnungen, sehr positive Erfahrungen mit dem LPS gemacht. Jedoch empfiehlt sich in Großprojekten eine Softwareunterstützung, wie bspw. Yolean, zu nutzen, um das System allen einfach und von überall zugänglich zu machen.

Complete contractual independence

Originally, the Last Planner was developed for the execution phase of a three-stage design, tendering and construction process. By now the LPS was used in design and build as well as in construction management (CM) and in PPP and IPD projects.

Oriented by the value stream

Added value is often dependent on definition and approach. The Last Planner System helps focus on customer value. The benefits for the following trades also play an important role in this. Ideally, the value for each trade is interpreted as knowing exactly what they need to do to generate the value that the subsequent trade needs and thereby deliver high-quality work. In the same way, the high flexibility and responsiveness offered by the LPS helps to respond to changing customer requirements. Therefore this combination of focus on added value and flexibility helps projects to be implemented more cost-effectively and at the same time in a more high-quality manner with the Last Planner System.

Enables the management of conflicting goals

In projects, there are conflicting goals for the various stakeholders. This is because project participants strive to maximize profit or Minimize costs. However, managing these goals requires a high level of collaboration, communication and engagement that the LPS promotes.

Decisions are made in a decentralized and collaborative way

Construction projects are becoming more complex, faster and more uncertain. That is why decentralisation is important in order to remain able to make decisions. To do this, Last Planner provides the last planners, i.e. the pre-worker/polishing and the planning team, the authority, information and space they need to make joint decisions about the use of resources for project execution. At the same time, the LPS helps stakeholders develop their skills as decision makers.

Develops your employees

The Last Planner System enables foremen to plan their weekly activities and assess the performance of their teams on a daily basis, as well as to make an accurate prediction of the required workers per weekday. Consequently, this plan is based on facts and not on a wish list of the building management. Once the foremen have understood the Last Planner system and are safe in handling the documentation, the frequency of visits by the consulting & trainers on site can be reduced. Because the trades are able to deal with situations that arise, since their decisions are based on facts that are documented weekly.