introduction to last planner system -...

10/24/2019

Tariq Abdelhamid ‐ [email protected] 1

© LEAN CONSTRUCTION INSTITUTE

I N T R O D U C T I O N T O L A S T P L A N N E R ® S Y S T E M


October 24, 2019, Doha - Qatar

- Tariq Abdelhamid, Phd, CM-Lean;Michigan State University

- Luai M. El-Sabek, Ph.D., PE, PEng, PMP, CM-LeanQatari Diar

Introduction to Last Planner® System



Workshop Session Agenda

9:00 AM –9:30 AM –

10:30 AM –10:45 AM –12:00 AM –

1:00 PM –

Program/Introductions

Lean Construction

Break 15 minutesLast Planner® System

Lunch and PrayerLPS Milestones and Phase Pull Planning

2

2:00 PM – LPS Make Ready & Weekly Work Plan

3:00 PM –3:30 PM – Adjourn

Plus/Delta

2:15 PM –Break 15 minutes2:30 PM –Resume

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Learning Objectives

3

Overview of Lean Construction and Last Planner® System (LPS)

Understand need for reliability on projects and how LPS produces it

Understand the basic mechanics of LPS



4

Lean Journey to Mastery

Unaware

Awareness

Understanding

Mastery

Competency

Continuous Learning Cycle(s)

4

How will you reach the next level on your journey?

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5©Tariq Abdelhamid - MSU


Unaware

Awareness

Understanding

Mastery

Competency

Continuous Learning Cycle(s)


0.5 Day

1 Day

2.5 -Day cycle


University of Chicago LASRGemba Walk

The End We Seek!

Berglund Construction

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The End We Seek!

DPR: University of Arizona; 10-story, 245,000-square-foot research building; 2-year; $136 million building (500 jobs initially and another 360 permanent jobs at build out.)

1-32

Balfour Beatty: Wake Tech Community College


Introductions

Your name Company and role

Share one goal you have for this workshop and one concern you have around doing this work.

Discussion 15 min

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9

Learning Outline

Lean Construction

Last Planner® SystemOverview

Milestone Planning

Phase Pull Planning

Look Ahead Planning

Weekly Work Planning

Learning/Improving

9

1.

2.

3.

4.

5.

6.

7.



10

The Problem With Construction Today…

Construction productivity is declining.

Construction costs are skyrocketing Profit margins are shrinking.

Injuries are too high.

Rework and waste is high.

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Construction & Non-Farm Labor Productivity Index (1964-2003)

Teicholz, P (2004). “Labor Productivity Declines in the Construction Industry: Causes and Remedies.” AECbytes, Viewpoint #4.


Construction costs are skyrocketing!

Labor

+ + =

Material Equipment Direct Cost of Construction$ (constant)$/hr (constant)

output (uncontrollable)

Adapted From R. Mastroianni

$/hr (constant)

output (controllable)

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13

The Problem With Construction Today…

Customers are not satisfied.

Traditional planning systems produce unpredictable workflows.

Risk is high.

Contracts discourage Teamwork.

Annual survey of construction owners by CMAA

“The biggest cost impacting construction today is that of inefficiencies built into the way projects are run and managed – not costs of raw materials like steel and concrete, or the cost of labor.”

Adapted: T. Abdelhamid



14

Customers are not satisfied!

14

“LS = The Lowest possible quality that I want”

Per

form

ance Owners

High

Low

“LS = The highest possible value to give the owner”

Providers

Minimum

MaximumLS

Adapted from John Pemberton

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Owners Revisiting “Best Value”

Lowest Bid For High Cost Design vs.

True Low Cost For Right Design

Adapted as cited by Eric Ahlstrom


Age-old Construction

Problem

Work waiting for workers Workers waiting for work

Plans produce unpredictable workflows

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Lean Definition in Construction

©Tariq Abdelhamid

“As a philosophy, Lean in the Constructionindustry seeks the ideal state of designing and constructing a facility that generates the optimal value to the client by:

1. achieving a state of early and common understanding of client needs and wants among all project participants;

and2. doing the right things right

the first time during all phases.”



18

Simulation

SILENT SQUARESSimulation

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Silent Squares

1. How is this simulation like life?

2. How is this simulation different than real life?

3. What would you do differently in another round? In life? On this project?

4. What does the simulation inform you about discovering objectives, resources and defining communications on a project?


Establishing what Lean Construction is not is perhaps as important as what it is!!

Lean Construction is NOT:• Lean Manufacturing grafted onto construction

• Cost Cutting

• Eliminating Jobs

• Beating up suppliers and Specialty Contractors

• Doing Value Engineering During Construction

• Being Stingy

Adapted: Dave MacNeel 2014

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Tenets of Lean Design & Construction

2 Minimize waste.

3 Achieve reliable workflow.

4 Optimize the whole.

5 Value Generation.

6 Learning Culture & Continuous Improvement.

1 Respect for People.


Operating System

Project Elements Three Connected Opportunities

Impeccable Coordination

Production System Design

Collective Enterprise

A contractual arrangement that encourages collaboration and optimizing the project and not the pieces is necessary.

Lean in the Construction Industry: A New and Coherent Way to Manage Work in Projects

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Lean Design and Construction

Skanska Multitrade Prefabrication484,000 Square Foot Miami Valley Hospital Southeast Addition project in Dayton, OH.

1-32

Impeccable Coordination

Production System Design

Collective Enterprise


Lean Design and Construction enabling tools

Work Structuring

Set-based Design

Target Value Design (TVD)

Choosing By Advantages

BIM (Lean Design)

PDCA / Process design / A3

Offsite fabrication and JIT

Value Stream/Chain Mapping

Visual site (Lean Assembly)

5S (Lean Assembly)

Last Planner ® System

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2525

Eight Types of Waste

1 Overproduction

Waiting

Inventory

Over Processing

Transportation

Motion

Defects

Underutilizing the creativity of project team members


Walbridge Examples of Construction Waste

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2727

Intrinsic Value of Lean

Completed Ahead ofSchedule

Completed UnderBudget

Low Lean Intensity High Lean Intensity

3X

2X

Correlation of Lean intensity to outcomes (% likelihood on best projects)

Safer Projects and Satisfied stakeholders


Are we getting intended value?

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MSU Shaw Dining Hall Project – Electrical Work



30

Learning Outline

Lean Construction


Milestone Planning

Phase Pull Planning

Look Ahead Planning


Learning/Improving

30

1.

2.

3.

4.

5.

6.

7.

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31

Discussion Question

What are your dissatisfactions with the way projects are currently planned?

Large Group Discussion 5 min



32

Project is a Promise/Commitment

A project is a very big promise (commitment) delivered by people in

an ever changing network of promises

(commitments).

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54%of commitments

made on construction projects were

completed on time

Production Planning Observations

33



34

Focus on Hand-offs

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Understanding Handoffs and Workflow Issues

Planning Failures- Work does not start

when it should

Directives

Prerequisites

Resources

Execution Failures- Work does not finishwhen it should



Handoffs and Workflow

1. Workflow losses are real, lead to adversarial relations, and are difficult to quantify, so…

2. Everyone protects themselves by adding contingency and/or holding back labor to keep utilization high.

3. This further reduces workflow predictability and increases project risk

4. By their/our actions, we increase that risk and shift it along.

36

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37



38

through Floor 35

etc . . .

Floor 14

Floor 13

Floor 12

Floor 11

Floor 10

Floor 9

Floor 8

Floor 7

Floor 6

Floor 5

Floor 4

Floor 3

Floor2

Floor 1

Parade of Trades

01.

02.

03.

04.

05.

The building has 35 floors.

There are seven trades.

Each trade has work on every floor.

The work must be done in sequence; each trade only able to work on floors given to them by the previous trade.

The trades mobilize to the site one week apart.

38

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39

Parade of Trades

How will you develop the project schedule?



40

40

Build-out 35 Floors

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41

Work Sequence

Week 1 Week 2 Week 3 Week 4 Week 5

Build-out 35 Floors

41



42

Distribute score sheets as directed

Chips START in the queue of Layout

Establish queue spaces

Give die to Casework

Move 35 pieces of work through 7 tasks. Work is completed at the end of the week and passed to next trade. Place materials on table as shown.

Layout

35

FramingRough

Plumbing

RoughElectrical

DrywallPaint

Casework

42

Initial Conditions

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43

Layout

35

FramingRough

Plumbing

RoughElectrical

DrywallPaint

Casework

43

1. Casework has die, and passes to clockwise until it reaches Layout.

2. When die at Layout, roll!

Week 1



44

Layout

32

RoughElectrical

3

44

3. Layout rolls a 3!

4. Update Layout’s table.

Week 1

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45

Pass the Die to the LEFT, Pass Chips to the RIGHT !

WEEKCOLUMN 1CAPACITY

NUMBER ON DICE

COLUMN 2CAPACITY

PIECES PASSED

COLUMN 3REMAINING INCOMING

INVENTORY (BACKLOG)AVAILABLE - PASSED

1 3 3 32

2

3

Week 1

45

Layout



46


NUMBER ON DICE

COLUMN 2CAPACITY

PIECES PASSED



2

3

NO INVENTORY THIS WEEK. DO NOT ROLL – JUST PASS DICE.

Framing*

Pass the Die to the LEFT.

46

Week 1

*The same for the other trades

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47

Layout

32

RoughElectrical

3

47

3. Layout rolled a 3!

4. Layout’s table update

5. Pass die clockwise, back to Casework.

Week 1



48

Layout

32

RoughElectrical

3

48

Start of Week 2

6. Casework calls week 2 and passes die clockwise.

7. When die at Framing, roll!

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49

Layout

32

RoughElectrical

3

49

During Week 2

8. Framing rolls a 4.

9. Move 3.

10. Update Framing’s table



50


NUMBER ON DICE

COLUMN 2CAPACITY

PIECES PASSED



2 4 3 0

3

NO INVENTORY THIS WEEK. DO NOT ROLL – JUST PASS DICE.

Framing

Pass the Die to the LEFT.

50

Week 2

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51

Layout

32

RoughElectrical

3

51

During Week 2

11. Framing passed die to left.

12. Layout rolls a 1

13. Update Layout’s table

14. Pass die left



52


NUMBER ON DICE

COLUMN 2CAPACITY

PIECES PASSED



1 3 3 32

2 1 1 31

3

Layout

52

Week 2

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53

Layout

31

FramingRough

Plumbing

RoughElectrical

Drywall

Paint

Casework

53

At end of Week 2

1

3



Casework

It’s your job to keep everyone at the table on the same week

. Announce the week as you get the dice (and to start the game)

Layout

31

FramingRough

Plumbing

RoughElectrical

DrywallPaint

Casework

1

3

Layout

You will finish first.

Please tally the results on the Tally Sheet and send it to your right.

54

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55

We’ll ask you to report when everyone’s done

Note the highest amount of Inventory in any week for each trade.

Sum and record the total Remaining Inventory for all Trades except Layout.

Record the week each Trade finishes. Sum and record the Available Capacity for all Trades.

When Work is Complete

55

TradeWeek

Complete

Sum of Available Capacity

Total Column 1

Sum of Remaining Inventory

Total Column 3

Maximum Inventory in any

weekColumn 3

Layout

Framing

Rough PlumbingRough Electrical

Drywall

Paint

Casework

Sum



TABLEWEEK

LAYOUT COMPLETE

WEEK PROJECT

COMPLETE

TOTAL USED

CAPACITY

TOTAL REMAINING INVENTORY

MAX INVENTORY

IN ANY WEEK

Blue

Black

Green

Red

Summary

56

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5757

Summary (sample)

TableWeek

Layout Complete

Week Project

Complete

Total Used

Capacity

Total Remaining Inventory

Max Inventory

in any Week

Blue 10 23 313 110 7

Black 12 24 354 131 11

Green 10 19 263 29 4

Red 10 19 299 75 9



1.2.2.5.5.6 1.2.3.4.5.6 2.2.3.4.5.5 2.3.3.4.4.5 3.3.3.4.4.41.1.1.6.6.6

AverageWorst

Best

40

35

30

25

20

10

10

5

0

Results

58

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59

What would be the specific advantages of improved work flow

reliability on your projects?

Group discussion 10 min

Discussion Question



60

1. Traditional planning systems are unable to producepredictable workflow.

2. Workflow reliability directly affects system speed and cost.

3. All plans are forecasts, all forecasts are wrong, further in advance – more wrong, more detail – more wrong.

Key Concepts

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61

Last Planner® System Overview

MILESTONE Planning

PHASE PULL Planning

LOOKAHEADPlanning

WEEKLY WORKPlanning

LEARNING/IMPROVING

Set Milestones

Specify Handoffs

Make Work Ready

Make Promises

PPC/Variance

5 Connected Conversations



62

LPS®: 5 Connected ConversationsMaster

SchedulingMilestones

Phase Scheduling

Specify hand off

Make-Ready Planning

Lookahead & Launch


Make ready & Launch

Daily HuddlesMeasure 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 improveour performance?

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Last Planner® System

63

Courtesy of : PCL

DAILY HUDDLE

PHASE PULL PLANNING LOOKAHEAD PLANNING

WEEKLY WORK PLANNING

MILESTONE PLAN



64

Lookahead

Phase Pull

Milestone

Weekly

Learning

Milestoneinforms

Phase Pull

Phase Pullinforms

Lookahead

Lookaheadinforms Weekly

Weeklyinforms

Learning

Learninginforms

Milestone

System for Planning

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65

Continuous Improvement

65

Last Planner® System follows the Continuous Improvement Cycle of:

Plan, Do, Check, Act/Adjust



Levels of Granularity

Milestone Planning

Phase Pull Planning

Lookahead Planning


Boulder

Rock

Pebble

Sand

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67

Last Planner® System Overview

MILESTONE Planning

PHASE PULL Planning

LOOKAHEADPlanning

WEEKLY WORKPlanning

LEARNING/IMPROVING

Set Milestones

Specify Handoffs

Make Work Ready

Make Promises

PPC/Variance




A Last Planner can make the reliable commitment to

complete the work

Person closest to work, with authority to make

decisions creates schedule

Who is the Last Planner?

68

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69

1. Improves communication & reliability.

2. Fosters an enjoyable environment, trust, and collaboration.

3. Promotes early stakeholder engagement.

4. Improves visibility of the project plan (transparency).

5. Creates team buy in.

6. Rapid learning through metrics, revealing areas for improvement.

7. Improves planning in both design & construction phases.

Last Planner® System Benefits



70

Learning Outline

Lean Construction


Milestone Planning

Phase Pull Planning

Look Ahead Planning


Learning/Improving

70

1.

2.

3.

4.

5.

6.

7.

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71

Milestone Planning

MILESTONE Planning

PHASE PULL Planning

LOOKAHEADPlanning

WEEKLY WORKPlanning

LEARNING/IMPROVING

Set Milestones

Specify Handoffs

Make Work Ready

Make Promises

PPC/Variance




72

Define the overall road map and gain alignment

Identify milestones important to client and stakeholders – especially immovable dates

Informs the Phase Pull Planning

MILESTONE PLANNING

72

Phase “Pull” Planning Phase “Pull” Planning

Milestone Planning

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73

Milestone Planning Example Tag

Complete Structure11/8/16

CompleteExterior2/10/17

CompleteFinishes2/13/18

Color CodeOrient as Diamond

or other distinguishing

manner

Add dates or durations

Add intermediate milestones to

create small batch phases of 8-12 weeks duration

Add intermediate milestones for date to pull each phase



74

Milestone Planning Example

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7575


Courtesy of : The ReAlignment Group of California



7676

Courtesy of : JE Dunn


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77

Learning Outline

Lean Construction


Milestone Planning

Phase Pull Planning

Look Ahead Planning


Learning/Improving

77

1.

2.

3.

4.

5.

6.

7.



78

Phase Pull Planning

MILESTONE Planning

PHASE PULL Planning

LOOKAHEADPlanning

WEEKLY WORKPlanning

LEARNING/IMPROVING

Set Milestones

Specify Handoffs

Make Work Ready

Make Promises

PPC/Variance


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79

Phase of the work (~8-12 weeks)

After – add dates and transfer to the Look Ahead Plan

Work out the structure and durations

Informed by the Milestone Plan

Phase Pull Planning

Courtesy of : PCL


What is Pull Planning?

Working from a target completion date backward, tasks are defined and

sequenced so that their completion releases work.

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81

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Work

Information

Pull Creating Flow

81



82

Pull-Creating Flow

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Promise/Request

Work

Information

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83

Phase Pull Planning Example Tag

83

Name

MY PROMISE / ACTIVITY

• What I will Deliver

• Be specific

• Small batch

Work Zone / Area

MY REQUEST / TRIGGER

• What Releases my Work

• Be specific

# Days1 week max

# People

Constraint

Name of person making the commitment

Description of the activity

Work zone or area

Description of the predecessor activity or work that releases the start of your activity

Known constraint such as RFI

# of People for the work

Duration of the work in daysSmall batch work into 5 days maximum

• Format tag to best fit your team needs

• Add more information as valued

• Color code by trade or discipline



84

Phase Pull Example

Mike G 5 days4 Crew

Underground Piping Zone 1

Vaults Backfilled

Dave S 3 days3 Crew

Backfill Vaults Zone 1

Vaults Set

Mike G 3 days4 Crew

Vaults Set Zone 1

Vaults on Site

Dave S 3 days3 Crew

Backfill UG PipingZone 1

UG Piping

Promise Promise Promise

Request Request84

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85

Start at End

85 Start at EndCourtesy of : Turner Construction



86

Pull the Work

86Pull the Work

Courtesy of : Turner Construction

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87

Arrive at the Start

87 Arrive at the StartCourtesy of : Turner Construction



88

Innovative Phase Pull Planning

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Phase Pull Planning Videos

Video#1Video#2

1-32


Phase Pull Planning: Purposes and Actions

• Produce the best possible plan by involving all with relevant expertise and by planning near action.

• Assure that everyone in a phase understands and supports the plan by developing the schedule as a team.

• Assure the selection of value adding tasks that release other work by working backwards from the target completion date to produce a pull schedule.

• Publicly determine the amount of time available for ‘contingency’ and decide as a group how to spend it.

©Lean Construction Institute, 2001

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91

Learning Outline

Lean Construction


Milestone Planning

Phase Pull Planning

Look Ahead Planning


Learning/Improving

91

1.

2.

3.

4.

5.

6.

7.



92

Lookahead Planning

MILESTONE Planning

PHASE PULL Planning

LOOKAHEADPlanning

WEEKLY WORKPlanning

LEARNING/IMPROVING

Set Milestones

Specify Handoffs

Make Work Ready

Make Promises

PPC/Variance


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93

• Transferred from the Phase Pull Plan to a plan with dates/weeks

• Boards, P6 or other software documentation• Rolling (6-10 weeks) Lookahead to

“make work ready”• Supports Team Meeting Discussion/Action for:• Identify Risk – Risk Log

– High/Medium/Low– Plan to Mitigate

• Identify Constraints – Constraint Log– Plan to Mitigate

• Informs the Weekly Work Plan93

Lookahead Planning


Phase Planning: Outcomes and Assumptions


Layout Excavate FormCPM

Layout

Excavate

Form

Bar Chart

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From Phase Plans to Lookahead/Make-Ready Plans

Actual


Layout Excavate FormStakes

Siteplan Bench-marks

Layout Practices, Drawings

Surveyor & Equipment

Layout Complete

OK

Equipment & Operator

Noise rules, Spoil location

Hole ready

OK

Labor & Material

Drawings

YesYes

Directives

Resources

Pre

requ

isite

s


From Phase Plans to Lookahead/Make-Ready Plans


Overhead rough-in for sheet metal ductworkOverhead coordination

Install inserts in the slab above

Layout

Install hangers

Install sheet metal

Install accessories

Pressure testing

Insulation

How: Never on project

schedule (ok, maybe some)

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Purpose of the Lookahead / Make Ready Planning Process

• Shape work flow sequence and rate• Match work flow and capacity• Maintain a backlog of ready work• Develop detailed plans for how work is to be

done• Safety, environmental, quality issues




98

Lookahead Planning Example

Track PPC & Variance

2 WeeklyWork Plan

Boards

Constraint Log

Lookahead

5-6 LookaheadPlan Boards

98

Courtesy of: Turner Construction

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99

• P6• Microsoft

Project• TouchPlan

• LeanKit• vPlanner• Others

Electronic

Lookahead Planning Options



100

Date Promised

DateResolved

Constraint Log Example

ConstraintDescription

ResponsiblePerson & CO

DateIdentified

DateNeeded

Date Promised

Date Resolved

100

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Examples

10-story, 245,000-square-foot research building; 2-year; $136 million building (500 jobs initially and another 360 permanent jobs at build out.)

Pepper Construction use at Monmouth College Renovations/Additions



102

Discussion Question

How will looking ahead to remove constraints help your projects?

Discuss amongst selves in small groups

Table discussion 10 min with 5 min report out

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103

Learning Outline

Lean Construction


Milestone Planning

Phase Pull Planning

Look Ahead Planning


Learning/Improving

103

1.

2.

3.

4.

5.

6.

7.



104


MILESTONE Planning

PHASE PULL Planning

LOOKAHEADPlanning

WEEKLY WORKPlanning

LEARNING/IMPROVING

Set Milestones

Specify Handoffs

Make Work Ready

Make Promises

PPC/Variance


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105

• Informed by the Look Ahead Plan

• Detail work by trade at the Daily Level

• Detail of the current week

• Detail of the next week

• Informs the Daily Huddle

• Take to the field

• MUST HAVE MILESTONES105




106

Performance

PERFORMERCUSTOMER

Credit: Dr. Fernando Flores

Preparation

Acceptance

Negotiation

Conditions of

Satisfaction,Time

Request or Offer

Acceptance(2 mutual promises)

Declaration ofSatisfaction

Report of Completion

Making and Keeping Commitments

106

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Required Work Attributes To Make Weekly Commitments

Definition

Soundness

Sequence

Size

Learning




• Definition: Are assignments specific enough that the right type and amount of materials can be collected, work can be coordinated with other trades, and it is possible to tell at the end of the week if the assignment was completed?

• Soundness: Are all assignments sound, that is: Are all materials on hand? Is design complete? Is prerequisite work complete? Note: During the plan week, the foreman will have additional tasks to perform in order to make assignments ready to be executed, e.g., coordination with trades working in the same area, movement of materials to the point of installation, etc. However, the intent is to do whatever can be done to get the work ready before the week in which it is to be done.

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• Sequence: Are assignments selected from those that are sound in the constructability order needed by the production unit itself and in the order needed by customer processes? Are additional, lower priority assignments identified as workable backlog, i.e., additional quality tasks available in case assignments fail or productivity exceeds expectations?

• Size: Are assignments sized to the productive capability of each crew or subcrew, while still being achievable within the plan period? Does the assignment produce work for the next production unit in the size and format required?

• Learning: Are assignments that are not completed within the week tracked and reasons identified?



110

Weekly Work Plan Informs the Daily Huddle


110

Courtesy of : PCL Courtesy of : Turner/DPR JV

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111

Commitment Description

What & Where?

Who?

When will it be done?

Crew Size?

Weekly Work Planning Example



112

Learning Outline

Lean Construction


Milestone Planning

Phase Pull Planning

Look Ahead Planning


Learning/Improving

112

1.

2.

3.

4.

5.

6.

7.

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113

Learning & Improving

MILESTONE Planning

PHASE PULL Planning

LOOKAHEADPlanning

WEEKLY WORKPlanning

LEARNING/IMPROVING

Set Milestones

Specify Handoffs

Make Work Ready

Make Promises

PPC/Variance




114

1. What did I complete?

2. What will I complete?

3. What needs to bere-planned?

4. How can we prevent this from happening again?

Daily Huddle

Courtesy of KHS&S

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115

Percent Plan Complete

PPC = Total Weekly Promised Assignments

Completed Weekly Assignments

Figure 2.15



116

Percent Plan Complete

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117

Reasons for Variance



118

Learning Outline

Lean Construction


Milestone Planning

Phase Pull Planning

Look Ahead Planning


Learning/Improving

118

1.

2.

3.

4.

5.

6.

7.

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119


Unaware

Awareness

Understanding

Mastery

Competency

119


Introduction to Lean Project Delivery: Classroom, eLearning & WebinarIntroduction to Last Planner® System: Classroom & eLearningLean in the Design Phase: Classroom & eLearningIntroduction to Lean in Design-Build: ClassroomThe Business Case for Learn: Classroom

Target Value Delivery: Classroom & eLearning (release 2019)Lean in the Design Phase: Classroom & eLearningMindset of an Effective Big Room: Classroom & eLearning (release May 2019)Last Planner® System in Design: Classroom & eLearning (release 2019)Conducting Gemba Walks: Classroom



120

More on Learning

Events:• Local Community of Practice• Congress (October)• Design Forum (May)

Start learning now:www.LeanConstruction.org

Books:

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121

Plus/Delta

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Report UseThis report has been prepared solely for the use of client. This material should not be reproduced, circulated, or quoted outside of the client organization without the author’s written permission.

DisclaimerThe information contained on this report has been collected from a variety of sources and by a variety of organizations and individuals, all considered reliable. All information is offered on a "best intentions" basis.

The authors make no representation or offer no warranty with respect to the adequacy of the information for any particular purpose. In no event shall the authors of this report, or the authors of information provided herein, be liable for special, direct, indirect or consequential damages, losses, costs, charges, demands, or claims for lost profits or expenses of any nature or kind.

Client EndorsementThis report represents the opinion of the author(s). It carries no official endorsement by the client.

Completeness of InformationThis material was used during an oral presentation; it is not a complete record of the discussion

Report UseThis report has been prepared solely for the use of client. This material should not be reproduced, circulated, or quoted outside of the client organization without the author’s written permission.

DisclaimerThe information contained on this report has been collected from a variety of sources and by a variety of organizations and individuals, all considered reliable. All information is offered on a "best intentions" basis.

The authors make no representation or offer no warranty with respect to the adequacy of the information for any particular purpose. In no event shall the authors of this report, or the authors of information provided herein, be liable for special, direct, indirect or consequential damages, losses, costs, charges, demands, or claims for lost profits or expenses of any nature or kind.

Client EndorsementThis report represents the opinion of the author(s). It carries no official endorsement by the client.

Completeness of InformationThis material was used during an oral presentation; it is not a complete record of the discussion

7/11/2019

introduction to last planner system -...

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