Last Planner
System (LPS):
Collaborative construction scheduling without scheduling chaos
What is the
Last Planner System?
The Last Planner System (LPS for short) is a Lean construction method, with the construction projects more predictable, more cost-effective and less stressful can be controlled. Unlike traditional top-down schedules, LPS is based on Bottom-up commitmentsThe „last planner“ - Foremen, site managers, specialist tradespeople - plan themselves and give Binding commitments from.
Result: Higher plan fulfillment (PPC), clear Less rework and a team that pulls together.
Key facts
- Developed in the 1990s at the Lean Construction Institute (Ballard & Howell)
- Studies show: Lean projects are 3× more often on time, 2× more often under budget
- Can be used for Building construction, civil engineering & infrastructure construction, from single lots to large-scale projects
Why lean projects are more successful with LPS
| Advantage | Benefits for your project |
|---|---|
| Reliable schedules | Plan fulfillment rate (PPC / AEZ) increases to ≥ 85 % → hardly any delays |
| Cost control | Reduced downtimes & rework lower overall budget by Ø 8 - 12 % |
| Clear communication | Transparent planning boards, daily huddles → fewer conflicts & loss of coordination |
| Continuous improvement | Weekly root cause analysis (Kaizen) → Learning curve, productivity increase up to 50 % |
The five principles of the
Last Planner Systems
1. overall process analysis - disclose all interfaces
We map the entire value stream - from preliminary design to handover. Big room workshops reveal waste, duplication of work and waiting times. In the case of a high-performance Hamburg - Lübeck corridor project, this enabled 25 % Non-value-adding time eliminated and a four-month time buffer was gained.
- What is happening here? Joint creation of an end-to-end process map to disclose all interfaces.
- Target: Create transparency and identify initial potential for reducing time and costs.
2. milestone & phase plan - pull planning with clear objectives
The analysis results in a pull-based phase plan with realistic buffers and clear responsibilities. Milestones defined at an early stage ensure commitment; risks become visible. In the construction of a new school campus, this method shortened the construction process by 12 % and halved interface conflicts between TGA and shell construction.
- What is happening here? Joint definition of phases, buffers and milestones using the pull principle.
- Target: Realistic deadline targets and early risk management.
3. six-week preview - resolve obstacles 42 days in advance
The rolling 6-week preview checks material, information and approvals on a weekly basis. In the make-ready process, obstacles are resolved before they disrupt the process. The result: a team that looks ahead and proactively eliminates bottlenecks.
- What is happening here? Weekly review of the next 42 days with make-ready check.
- Target: Identify bottlenecks early on and stabilize the construction process.
4. upcoming week - Weekly Work Plan with binding commitments
At the weekly LPS meeting, all trades make precise commitments for the next 5 - 7 days. Tasks are visualized on a daily basis. This focus usually raises plan fulfillment after just four weeks from < 60 % on > 80 %.
- What is happening here? Daily tasks are committed to and visualized.
- Target: Ensure clear priorities and high plan fulfillment.
5. last week - review & kaizen instead of searching for guilt
Each week ends with PPC measurement and root cause analysis. Deviations are used as a learning opportunity without apportioning blame. This increases reliability continuously - Continuous improvement instead of crisis mode.
- What is happening here? Analysis of plan fulfillment (PPC) and Kaizen workshop on deviations.
- Target: Learning from practice and continuous process optimization.
Detailed LPS key figures & tools
Use cases - lean successes from our practice
Case study 1 - Office campus 30 000 m²
- PPC rate of 58 % → 88 % in 3 months
- Downtimes -34 %
- Supplements -22 %
Case study 2 - General refurbishment DB InfraGO
- Planning phase shortened by 50 % (24 → 12 months)
- Bottleneck in approval processes eliminated through daily pull planning
(details anonymized)
What our
Customers about us:
Joachim Hölzel
Managing Director
Bankwitz Ltd.
"Since we started working with PLACE there is much more coordinated planning and we have much shorter planning times […]"
Christoph Rahrbach
Teamlead General Construction
Pharmaplan GmbH
"My experience with PLACE staff is that they have a lot of personal experience on the job sites and they also know what's behind the processes in a design or construction project. […]"
Christian Denzinger
Deputy commercial manager
Gottlob Rommel Group
"Since we started working with PLACE, we've saved quite a bit of construction time and have been able to resolve interface issues on job sites. […]"
LPS workshops & consulting by PLACE Strategy
- 2-day workshop „Lean Construction & LPS“ - incl. Airplane Game & Villego® simulation
- In-house training - Customized for your project team, on-site or hybrid
- Project support - We coach your team until they can use it independently
We also offer the Training as a lean construction expert to VDI-2553 an.
Frequently asked questions about the Last Planner system (FAQ)
Who is the Last Planner system suitable for?
The LPS is suitable for construction and planning companies of all sizes that want to make their processes more structured, transparent and reliable.
How long does the implementation take?
The introduction is gradual and takes an average of 6 - 8 weeks until the system is stable.
Can LPS be combined with BIM or cycle planning?
Yes, the Last Planner system can be ideally coupled with BIM-supported collaboration, cycle planning and integrated project execution (IPA) and enhances their benefits.
Why is the LPS so effective?
- Promotes cooperation between all project participants
- Reduces planning and execution uncertainties
- Increases reliability through measurable plan fulfillment
What are the first steps towards implementation?
- Team training and kick-off workshops
- Creation of an initial master plan with milestones
- Step-by-step piloting in real projects
How does LPS differ from conventional planning methods?
LPS is based on lean principles: Pull planning, short control cycles (6-week preview) and continuous improvement (Kaizen) actively involve the „last planners“ on site and create reliable processes.
How do I measure the success of the LPS in my project?
- Plan fulfillment (PPC) ≥ 85 %
- Reduced waste & waiting times
- Higher productivity and adherence to deadlines
Are you ready to make your projects more efficient?
Contact us for a no-obligation consultation - we will help you to successfully introduce the Last Planner system.
Secure a free initial consultation now
You want to find out how the Last Planner System Make your projects more predictable and economical does?
Arrange a non-binding initial consultation now with our lean experts - we analyze your project and identify specific potential.
Conclusion
The Last Planner System enables a efficient, transparent and agile Construction project management. Through precise planning, continuous improvement and close collaboration, companies increase their Productivity and quality.
Are you ready for optimized construction planning? Contact us for a consultation!
Sources and further reading
For those who want to delve deeper into the topic, there are a variety of resources, including academic articles, books and online courses that offer a deeper insight into the Last Planner system and its application in practice.
- Ballard, G., & Howell, G. (2003). Lean project management. Building Research & Information, 31(2), 119-133.
- Koskela, L., & Ballard, G. (2006). Should project management be based on theories of economics or production? Building Research & Information, 34(2), 154-163.
- Tommelein, I., & Ballard, G. (1997). Coordinating construction: Comparison of two projects. Journal of Construction Engineering and Management, 123(4), 430-438.
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