Ardmac Last Planner System Workbook

Last PlannerÂŽ System Workbook

Chapter 1 Table of Contents Chapter 2 Welcome from the Leadership Team Chapter 3 History of the LPS in Ardmac Chapter 4 Introduction to the Last PlannerÂŽ System Chapter 5 Milestone Planning Chapter 1 Table of Contents

Chapter 6 Pull Planning Chapter 7 Look Ahead Planning and Constraints Management Chapter 8 Weekly Work Plan Chapter 9 Daily Huddle Chapter 10 Continuous Improvement Chapter 11 Appendix

Since 2015 the Last Planner ÂŽSystem (LPS) has proven a valuable process in the successful delivery of our projects. Predictable workflow and reduced variability has enabled significant benefit and improvement across all key performance indicators on our projects

Chapter 2 Message from the Ardmac Leadership Team

Our vision is to be the contractor of choice for our clients and the workplace of choice for great people. Utilisation of the LPS brings our clients and our staff together in a collaborative environment to deliver against shared goals in a proactive and achievable manner with an enhanced team ethos and customer experience.

In the same vein of collaboration, this workbook has been the result of collective request, discussion and engagement across project teams in all business units within our organisation and aims to aid the successful implementation of the process on our projects.

I hope you, your team and our customers can experience the benefits of this workbook and that Ardmac can continue to grow our culture of lean thinking and practices in the years to come.

Alan Coakley Chief Operations Officer

History: Ardmac started using the Last Planner System in response to a client request in 2015. We applied the System to manage a €1.5m pharma project in Cork and it was here, after extensive improvements were witnessed, that Ardmac committed to the deployment of the Last Planner System for all projects

Chapter 3 History of the Last Planner® System in Ardmac Benefits from First Last Planner System Project ü Improved Safety ü Reduced Defects to < 2 per €50k of project value ü Improved Delivery of schedule milestones ü Improved Collaboration ü Improved Margin

Chapter 4 Introduction to the Last PlannerÂŽ System

What is the Last PlannerÂŽ System? q The Last Planner System is a system for planning and production control designed to deliver q Highly reliable work flow q Rapid learning

Milestone Schedule

Should do Pull Plan

q There are 6 processes in the Last Planner System, with all phases linked to each other

Key principles of the Last Planner System is planning in greater detail as you get closer to doing the work.

Can do

Look-ahead Plan & Constraints Management

Weekly Work Plan Improving

q The key processes are: q Milestone Schedule q Pull Planning q Look Ahead Planning and Constraints Management q Weekly Work Plan q Daily Huddle q Continuous Improvement

Will do

Feedback & Learning Daily Huddle

Doing & Done

Who is Involved with the Different Phases Roles within the Last Planner System q Collaboration by all stakeholders is critical to the success of the Last Planner System q This involves each role being at the right meeting at the right time q The Table here describes typical roles involved throughout the Last Planner. Within the allocation of contract roles and responsibilities, determine who complete roles within the Last Planner System.

Typical LPS and Schedule Alignment Weekly Cycle Mon

Tue

Wed

Thurs

Fri

Daily Huddle (Morning, 15 Min) A: LP PE, Trades, Client

Daily Huddle (Morning, 15 Min) A: LP PE, Trades, Client

Daily Huddle (Morning, 15 Min) A: LP PE, Trades, Client

Daily Huddle (Morning, 15 Min) A: LP PE, Trades, Client

Daily Huddle (Morning, 15 Min) A: LP PE, Trades, Client

Make Ready Planning Walk (Morning) A: PE, Trades, Client

Send WWP (Noon, E-mail) Owner; Trades, Client

Constraints Meeting (Afternoon, 1 hr) A: PM/PE, LP PE, Trade Manager

WWP/PP Alignment A: LP PE, Scheduler

Pull plans Update (1 hr) A: Scheduler, LP PE Coordination meeting (Afternoon, 1 HR) A:PM, LP PE, Trades, Client

PP Indicators & 6WLA Publish Owner: Scheduler

When to Set Up the Process?

Develop and Manage the weekly schedule of meetings consistently throughout the entire project, from purchase order to project handover at the start of the project.

Example of a weekly schedule is presented here.

Chapter 5 Milestone Planning

Milestone Planning Purpose

Benefits of Milestone Planning 端 Confirms Customer required end date can be met

q To confirm Client end date can be met. q To identify key milestones in the delivery of

端 Early involvement of trade partners 端 Identifies key milestones required to deliver the project 端 Minimum detail input reduces planning waste

the project Roles and Responsibilities When Initiated q Typically at Tender Stage

Who is Involved

Role and Responsibilities

Scheduler

Create the milestone plan

Trades

Inputs on constructability, sequence and lead times

Chapter 6 Pull Planning

Pull Planning Purpose q To confirm the phase End milestone can be met q To identify the key handoffs between trades q To start an initial understanding of the key trade requirements

Roles and Responsibilities Who is Involved

Role and Responsibility

PM / Site Manager

Facilitates the Make ready process and drives continuous improvement Provides Milestone Planning

When Initiated

Scheduler

Ensures Alignment of Milestone and Pull Plan

q Initially prior to commencement of phase then updated weekly Duration q Varies depending on project size

Constructive Challenge to the Pull Plan Feeds progress back to Milestone plan

Trade Supervisors

Develops and manages the pull plan, coordinates intensively with counterparts

Agenda for Pull Planning Meeting Agenda for a Pull Planning Meeting 1. Identify the scope for planning (milestone to be achieved) 2. Work backwards from the milestone 3. Build a plan based on ideal conditions (No float) 4. Discuss and optimise sequencing 5. Discuss and make explicit the trade handoffs 6. Assign float based on risk (As a team) 7. Confirm the milestone can or cannot be met 8. Identify any known constraints or long lead items

Chapter 7 Look Ahead Planning and Constraints Management

Lookahead Planning and Constraints Identification Purpose q Break the pull plan into further detailed task/activities. q Early Identification and removal of constraints and actions required to make the tasks ready to ensure reliable work flow

Benefits of Lookahead and Constraints Management Ăź A more detailed plan with sequencing and micro activities identified. Ăź Planned activities are made ready and Last Planners can commit to their completion in the weekly work planning process. Ăź Constraints are identified early and removed by the team in time to meet the pull plan dates.

When Initiated: Weekly Duration: q Depends on project size. Typical duration 1 hour co ordination meeting.

Roles and Responsibilities Who is Involved

Role and Responsibility

PM / Site Manager

Enable the process & coach the process and manage the constraint log

Trade Supervisors

Identify constraints and commit to removal

Pre Requisite: q Pull Plan in Place for milestone

Management of Constraints CONSTRAINT LOG COMPANY NAME: PLANNER: PROJECT

Collaborative Partner

Lilly EI 43 T2 Project

Item #

Floor/Area

Update:

Sector

Room #

Constraint Description

Responsible Organization

Date Identified

Date Need Resolved

20-Aug-18

Date Promised

Date Resolved

Remarks

The purpose of the constraint log is to record issues identified and track to closure. The output can include a suite of metrics that indicate the effectiveness of the make ready process

Chapter 8 Weekly Work Plan

Weekly Work Plan Purpose

Benefits of WWP Co Ordination Meeting

q To identify the plan for next week, including assignment of crews to tasks

端 One meeting to coordinate all parties

When Initiated Weekly Duration q Depending on project size. Typically 1 hour co ordination meeting

端 Firm commitments made to the plan by the team 端 Shared understanding across the team 端 More reliable workflow handoffs Role and Responsibilities Who is Involved

Role and Responsibility

Prerequisite

PM / Site Manager

Facilitate process and coach team

q Only processes and operations free of constraints can be entered into the weekly work plan from the Look Ahead Plan

Trade Supervisors

Develops and manages weekly work plan for the coming week

Quality Task Assignment Example – How to Do Correctly Specific Location of Task Clear description of Task Weekly target with unit Crew size per day

Example – How to Do Incorrectly

Missing Owner Practical sequence of tasks

Missing Location

Missing Target

Consolidation of the Weekly Work Plan Mechanical WEEKLY WORK PLAN CONTRACTOR PROGRAM PROJECT

2-Sep-20 #N/A

Tool Install P1272

SELECT TOOL MILESTONE WORKING TOWARDS.

TOOL ID

NEXT MILESTONE DATE

ASSIGNMENT DESCRIPTION

al Electric CTOR CONTRA M PROGRA PROJECT

2-Sep-20 #N/A

TOOL SELECT TOOL ID Tool ID

Tool Inst P1272

NE MILESTO

ING WORK CRIPTION

8-1 XCL20 8-1 XCL20 8-1 XCL20 8-1 XCL20 8-1 XCL20 8-1 XCL20 8-1 XCL20 8-1 XCL20 8-1 XCL20 8-1 XCL20 8-1 L20 XC 8-1 XCL20 8-1 XCL20 8-1 XCL20 8-1 XCL20 8-1 L20 XC

er Seq

uence

1 Pre -SL QA/QC Tests Dead Cables ating Termin ding and Bon Earting g Labellin g Liddin all e Inst MDA Tub install cable Belden Duct Install s/duct nical line me cha itting s Transm ch line Test me rd Kick Gua Flanges Docking

RK PLA

-

JEG

04/09/2020

T&B

Noonans

11AM

XCL208-1

Pre-SL1

Conor

11AM

04/09/

s Noonan Conor

Thu

Fri

Sat

Sun

03-Sep

04-Sep

05-Sep

06-Sep

Conor Conor

X

Aaron/Conor

X

Aaron

X

Terminating Cables Earting and Bonding

X

06-S 05-Sep ep Belden cable install 04-S

Aaron

X

02-Sep

01-Sep

Install Duct

John Carbery

X

Transmitting mechanical lines/duct X Test mech lines

John Carbery

X

John Carbery

X

03-Sep

XCL208-1 XCL208-1

X

XCL208-1 X

S FOR REASON

Aaron

Kick Guard

Ardmac

Docking Flanges

Ardmac

X X

Conor Conor Conor Aaron/ Aaron

X

X X

X

X

Aaron Aaron Aaron Aaron y Carber John y Carber John y Carber John c Ardma

X X

X

X

X

X

X

X

X

X

X

X

X

X

Tool ID

SELECT TOOL MI LES Criteria for

XCL208 -1

X XCL 208

-1

X XCL X 208

X

X XCL

X

-1 X 208-1 XXCL 208-1X XXCL208 X -1 X 208 XCL -1 X 208 XCL -1 XCL208 -1 XCL208 -1 XCL208 -1 XCL208 -1 XCL208 -1 XCL208 -1 XCL208 -1 XCL208 -1

X

X

X

TOOL ID X

E VARIANC Aaron

Sun Lidding Sat Fri MDA Tube Install ep

Thu

Wed

XCL208-1 Tue XCL208-1

X

Aaron Categoy

Labelling

XCL208-1

REASONS FOR VARIANCE

X X

CONTRA CTOR PROGRA M PROJECT

TONE WO RKING

TOWARD ASSIGNM release S. ENT DESC of assig RIPTION nments Right Size Defined - Sou nd - Prop - Able to er Sequen Learn SL1 Con ce X structio n Finish T&B X Pre -SL 1 QA/QC Dead Tests Termin ating Cab les Earting and Bon ding Labellin g

Lidding MDA Tub e Install Belden cable install Install Duct Transm itting me cha nical line s/duct Test me ch line s Kick Gua rd Docking Flanges

RESPONS IBLE PARTY

WEEKL Y WO

NEXT MI LES

JEG Noonan s Conor

2-Sep-20 #N/A

CONTRACTOR PROGRAM PROJECT

ASSIGNMENT DESCRIPTION

COMMENTS

Tool ID

XCL208-1

SL1 Construction Finish

JEG

04/09/2020

T & B

Noonans

11AM

Conor

11AM

XCL208-1 XCL208-1

Pre-SL1

XCL208-1

QA/QC

Conor

XCL208-1

Dead Tests

Conor

XCL208-1

Terminating Cables

XCL208-1

Earting and Bonding

XCL208-1 XCL208-1

Labelling Lidding

XCL208-1

MDA Tube Install

01-Sep

02-Sep

03-Sep

04-Sep

05-Sep

06-Sep

X X

X X X X X

X X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

Transmitting mechanical lines/duct

John Carbery

Test mech lines

John Carbery

Aaron

X

Ardmac

EXSC Hot tap

John Carbery

EXSC rework scope

Jack / Graham

XCL209-1

JEG

X

28/10/2020 Field walk 10AM F24 S/F LNN lateral

X

XCL209-1 EDT109-1

Prefac Finish

EDT109-1

Routing cables Fab & SF

JEG

28/08/2020

Aaron

EDT109-1

Tool Hook up

EDT109-1

Belden Cable Install

Aaron

EDT109-1

OHV Protection

Ardmac

Impact 8am- 15.40hrs

Ardmac

Rolling 20min slots

EDT109-1

Wall Work

EDT109-1

Install HP/NG/EV Subfab

John Carbery

EDT109-1

Install PCWS Fab/Subfab

John Carbery

EDT109-1

Testing Mechanical lines

John Carbery

NG Tie in

John Carbery

EDT109-1

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X X

X

X

X

X

X

X

X

X

X

X

X

Aaron

X X

08.30AM

X X

EDT109-1 WDP112-3

Prefac Finish

JEG

WDP112-3

Install brackets

Aaron

WDP112-3

Install containment

WDP112-3

Install OFA ,SWS, AW, UN2,

03/11/2020

Aaron John Carbery

WDP112-3 ICE133-1

JEG

22/09/2020

XIM107-2

Prefac Finish

Suir

18/09/2020

XIM107-2

INSTALLING FAB CONTAINMENT

SL2 Construction Start

P Barden

ICE133-1

XIM107-2 XIM107-2

HPN2 install

B Ewing

X

X

White Carrier install

B Ewing

X

X

XIM107-2

Exhausts

B Ewing

X

X

X

X

X

X

X

X

X

X

X

XIM107-2

BA install

B Ewing

X

X

X

X

X

XIM107-2

LcHE

B Ewing

X

X

XIM107-2

Maintenance Panels

B Ewing

XIM107-2

X

X

X

X X X

X

X X X

X

REASON S FOR

VARIANC

E

Categoy

consolidate

X

X X

Sun 06-Sep

X

subcontractor WWP into

Categoy

X

X

Ardmac

Pedestal install Finish

XCL209-1

REASONS FOR VARIANCE

As Main Contractor, Sat 05-Sep

X

XCL208-1 XCL209-1

X X

X X

Fri 04-Sep

one WWP for the Co

X X X

Aaron

XCL208-1

Kick Guard

31-Aug

Aaron

John Carbery

Docking Flanges

Sun

Aaron

Install Duct

XCL208-1

Sat

Aaron

Belden cable install

XCL208-1

Fri

Aaron/Conor

XCL208-1 XCL208-1

XCL208-1

Thu

X

X

X

Wed

Thu 03-Sep X

X

X

X

Wed 02-Sep

X

X

Tue

01-Sep

X

X

Mon

Tue

31-Aug

Aaron

NEXT MILESTONE DATE RESPONSIBLE PARTY

Criteria for release of assignments Defined - Sound - Proper Sequence Right Size - Able to Learn

Mon

2020

11AM 11AM

Tool Install P1272

SELECT TOOL MILESTONE WORKING TOWARDS.

N

COMMEN TS

04/09/

WEEKLY WORK PLAN

TOOL ID

RK PLA

TONE DA TE

Aaron Aaron John Car bery John Car bery John Car bery Ardmac Ardmac

Consolidated Plan

c Ardma

Tool Insta ll P1272

Conor Conor Aaron/C onor Aaron Aaron

X X

Archite ctur al

Categoy

X 2-Sep-20 X#N/A

QA/QC

31-Aug XCL208-1

2020

11AM 11AM

JEG

Wed 02-Sep

Dead Tests

XCL208-1

IBLE RESPONS PARTY

Tue 01-Sep

XCL208-1

XCL208-1

Mon

Mon 31-Aug

XCL208-1

XCL208-1

DATE LESTONE NEXT MI

all

RESPONSIBLE PARTY

SL1 Construction Finish

XCL208-1

XCL208-1

N

TS COMMEN

RDS. TOWA

nd - Prop ENT DES ned - Sou ents Defi to Learn assignm - Able ase of for rele Right Size Criteria n Finish structio SL1 Con T&B ASSIGNM

Y WO WEEKL

Criteria for release of assignments Defined - Sound - Proper Sequence Right Size - Able to Learn

COMMENTS

Tool ID

XCL208-1

Ordination Meeting

Weekly Work Plan Development Develop a Weekly Work Plan q Select Tasks from Look Ahead Plan that are unconstrained q Input into the Weekly Work Plan q Test that each line item meets the Quality Task

2.

Assignment

Finalize next weekâ&#x20AC;&#x2122;s WWP (50 min.)

Weekly Work Plan Co Ordination Meeting Agenda 1.

Review last weeks performance

2.

Finalise next weeks consolidated WWP

3.

Plus / Delta

Chapter 9 Daily Huddle

Daily Huddle Purpose

Benefits of a Daily Huddle

q To review, daily, the last 24 hours and next 24 hours performance and identify any changes within the week

端 One meeting to coordinate all parties 端 Shared understanding across the team 端 Systematic Problem Solving

When Initiated: Daily Duration: 15 minutes Prerequisite: q Clear weekly work plan created q Tasks do not have constraints before they

端 Category of Variance are Recorded Roles and Responsibilities Who is Involved

Role and Responsibility

PM / Site Manager

Facilitate process and coach team

Trade Supervisors

Provides update on daily status and reason for variance

Daily Huddle Meeting Agenda 1. Review of yesterdays performance (green = meet target, red = did not meet todayâ&#x20AC;&#x2122;s target) 2. For any reds, assign a Category of Variance description (see overleaf) 3. Include clear comment to explain reason for variance 4. Agree any changes to the weeks schedule 5. Agree any changes to the Pull Plan

Daily Output

Category of Variance

CATEGORIES OF VARIANCE

What are Categories of Variance

1

Scope of Work Change

8

Qualified Staff Availability

Here is a list of the 14 potential reasons for

2

Client-Driven Changes/Delays

9

Materials/supplies availability

daily plan not being executed per plan

3

3rd Party Support Delays

10

Equipment

4

Arch/Eng/Design/RFI

11

Weather

5

Schedule/Coordination

12

Site Conditions

6

Prerequisite Work - Others

13

Incorrect Time Estimate

each category of variance to assist in

7

Prerequisite Work - Self

14

Off Project Demands

understanding later in the process

Include a comment explaining the reason for

Category of Variance Comments Assignment Description

Category

Comments

Schedule/Coordination

Painting to occur after overhead pipework install. Paint could be damaged again by subsequent works.

Primary Containment Tie Ins to east corridor

Prerequisite Work - Others

Scaffold should have been removed post client walk down

Install Second Fix HVAC / AHU

Prerequisite Work - Others

Adjustments required to step over boxes

Incorrect Time Estimate

Completed Supports early by 1 day

Assignment Description Installation of Drum Lifter – Snagging

Category Schedule/Coordination

Comments Week 45

Installation of Drum Lifter – Snagging

Schedule/Coordination

Installation of NYBERG Hoist – Snagging

Schedule/Coordination

Week 45

Touch-up painting Under Services

Schedule/Coordination

Rescheduled

Framing window walls at lower buffer.

Schedule/Coordination

Touch-up painting Under Services

Install 12 Supports

Example – How to Do Correctly

Example – How to Do Incorrectly

Chapter 10 Continuous Improvement

Continuous Improvement (CI) Purpose

The CI Funnel

Identify areas of improvement to systematically improve:

Performance

ü schedule adherence ü Improve quality ü Improve budget actual to plan

Reasons for Gaps

Preventative Actions

Prerequisite: 1. Percent Planned Complete (PPC) is calculated 2. Categories of Variance identified 3. Quality Comments from Category of Variance

The CI Funnel q Review PPC and Categories of Variance. q Identify root cause using Lean tools q Develop and implement preventative actions q Repeat

Continuous Improvement Metrics PPC Percent Planned Complete (PPC) PPC is a measure of: a)

The adherence to schedule of for the previous week against planned dates

b)

Quality of the planning phase, including weekly work planning, look ahead plan, constraints management and the pull plan

Benchmark PPC is considered to be 85%

How to Calculate PPC No of Tasks Completed x 100 = PPC No of Tasks Scheduled

Causes and Actions Process 1.

On a weekly basis, learn from the performance of the WWP and make adjustments to the Pull Plan and Look Ahead Plan when required

2.

Using the PPC trends and Categories of Variance trends, complete a root cause analysis to identify the root cause and contributing causes.

3.

From here, identify the actions that will prevent the problem from reoccurring

4.

Implement the actions

5.

Monitor the changes, did the actions implemented prevent the re occurrence of the problem.

6.

Continuously complete steps 1 to 5

Appendix 1 Pull Planning Process as Main and Sub Contractor Appendix 2 Constraints Log Template Appendix

Appendix 3 Weekly Work Plan Template

Pull Planning Process

Constraints Log Template Comments regards to who the issue lies with, what is the constraint.

Peter Doherty picked up on the issue at week 42.1 (Monday)

RFI number if applicable, ref. email to responsible person requesting information.

Action that is needed to complete/close the Constraint.

Brief description & Task No.

47.2 Is the date in the schedule to be fitted. Needs to be resolved before this.

46.1 Work Week promised will be confirmed when Owner agrees to a date.

Weekly Work Plan Template

Continuous improvement is better than delayed perfection -Mark Twain