What is the Last Planner system?

The Last Planner System (LPS) is a project management method developed specifically for the construction industry. It was created by Glenn Ballard and Greg Howell in the 1980s and is based on the principles of lean construction. Don't worry: we'll go into the individual terms and establish a connection with construction site practice.

In its traditional form, LPS is based on regular, collaborative meetings where everyone involved - from site managers to subcontractors - come together to create and monitor realistic work schedules. Physical planning boards and logs are used to visualize tasks and responsibilities and document progress.

In the digital version of the Last Planner system, this planning and coordination is done using specialized software tools that make it possible to respond to changes in real time and improve communication across different teams. Digital construction software such as specter automation not only offers greater flexibility and accuracy, but also enables better traceability and analysis of project progress. This allows the LPS to be used even more effectively and resource-efficiently in complex construction projects.

In this article, we show exactly how LPS works, what it has to do with LEAN management and what advantages it offers for the construction industry.

Grundprinzipien von Lean Management

Here we first provide an overview of the basics, as the Last Planner System (LPS) is closely linked to the principles of lean management and represents a specific application of lean thinking in the construction industry. To better understand this, it is helpful to understand the basic principles of lean management and how LPS implements them on construction sites.

Lean management is a philosophy and methodology that was originally developed in the automotive industry, particularly at Toyota. The aim is to minimize waste (muda) and maximize value creation by making processes more efficient. The central principles of lean management are brief and to the point:

1. Define value from the customer's perspective: Activities should focus on what the customer considers valuable.

2. Analyze value stream: Identify and analyze all steps that contribute to value creation to eliminate unnecessary processes.

3. Create flow: Ensure that work flows smoothly and continuously.

4. Pull principle: Work should be based on actual demand rather than assumptions.

5. Continuous improvement (Kaizen): Constant optimization of processes and procedures.

Wie LPS die LEAN Prinzipien auf die Baustelle bringt

The Last Planner System translates these lean principles directly into construction practice:

Define value from the customer's perspective: In LPS, the focus is on meeting deadlines and reliably delivering work results, which is of the highest value from the customer's perspective (client, end user). Planning is geared towards maximizing this value by focusing on timely completion and quality.

Analyze the value stream: Through detailed planning (phase planning, look-ahead planning) and regular review of work progress, LPS identifies potential waste, such as waiting times, overproduction or unnecessary movements on site. By identifying these, they can be minimized in a targeted manner.

Create flow: LPS places great emphasis on creating a continuous flow of work. Weekly and daily planning meetings ensure that there are no bottlenecks and that work is seamlessly integrated. Lean's focus on flow and continuity is directly implemented here.

Pull principle: In contrast to traditional top-down planning approaches, LPS is based on a "pull" principle in which the performers (e.g. craftsmen, subcontractors) themselves determine when and how they can work, based on the actual situation and requirements on site. This corresponds to the lean principle that production and processes are controlled by actual demand (here: actual construction progress and availability of resources).

Continuous improvement (Kaizen): LPS promotes continuous improvement through regular debriefings in which the reasons for unfulfilled commitments are analyzed. This helps to optimize future planning and gradually improve the entire construction process.

Main components of the Last Planner system:

1. master planning and phase planning

First, a rough overall schedule (master plan) is drawn up that covers the major milestones and phases of the construction project. This plan serves as a framework and orientation for long-term planning. In phase planning, this master plan is subdivided into detailed phases, each of which comprises specific construction stages or trades.

2. look-ahead planning

Look-ahead planning is a preview of the next 6-8 weeks in which the individual work steps are planned in more detail. Here, the necessary resources, materials and manpower are defined in more detail. Any obstacles are identified so that proactive measures can be taken.

3. weekly work planning

In weekly planning meetings, often referred to as "Last Planner Meetings", all parties involved come together to discuss and plan the tasks for the coming week. This is not only about defining tasks, but also about obtaining commitments: each person responsible undertakes to complete certain tasks by a specified date.

4. Obligations and commitment

A key principle of the Last Planner system is the binding nature of the commitments. Unlike traditional top-down planning approaches, here the executors themselves take responsibility for scheduling. This bottom-up planning promotes more realistic and practical scheduling.

5. daily coordination

In addition to the weekly meetings, there are often daily meetings where the current status of the work is reviewed. This helps to react immediately to problems and ensure that the day's work proceeds as planned.

6. Continuous improvement and follow-up

The Last Planner system also includes a strong element of continuous improvement. After each completed week, it is analyzed whether the planned tasks have been completed as planned and why any deviations have occurred. These findings flow directly into the planning for the following weeks.

7. Transparency and visibility

An important practical application of the LPS is transparency. Visualization tools such as large wall boards or digital systems are often used on construction sites, where progress and planning are visible to all. This promotes communication and ensures that everyone involved is informed about the project status at all times.

8. deviation management

Another practical element is the management of deviations. It is rare for everything to go exactly according to plan. If deviations occur, whether due to bad weather, delivery delays or unexpected technical problems, these are discussed immediately at the LPS meetings and corrective measures are taken.

What do I need to bear in mind with the Last Planner system?

The successful implementation of the Last Planner System (LPS) on a construction site requires special attention in various areas in order to take full advantage of this method. Here are some key points to look out for:

Early and comprehensive involvement of all stakeholders

• Why important: The LPS thrives on the active involvement of all relevant parties - site managers, subcontractors, tradespeople, suppliers, etc. - in the project. - in the project. This collaboration from the outset ensures that all needs and challenges are taken into account.

• Practical tip: Invite all key stakeholders to the planning meetings and encourage open communication. Everyone should feel obliged to contribute to the overall planning.

Realistic and binding commitments

• Why it's important: The system is based on commitments from stakeholders about what they can deliver and when. Unrealistic promises lead to delays and loss of trust.

• Practical tip: Make sure that commitments are based on realistic estimates of resources and capabilities. Ask those involved to only promise what they can actually deliver.

Continuous monitoring and adjustment

• Why important? Construction projects are dynamic and unforeseen changes often occur. Regular monitoring and adjustment of plans is crucial to stay on schedule.

• Practical tip: Hold daily briefings and weekly planning meetings to monitor progress and make adjustments at short notice if necessary.

Open and transparent communication

• Why important: Misunderstandings and a lack of information can lead to delays and quality problems. Transparency creates trust and reduces uncertainty.

• Practical tip: Use visualization tools, such as planning boards or digital systems, to make the current status and upcoming tasks visible to everyone involved. Promote a culture of open communication in which problems can be addressed immediately.

Avoidance of waste (Muda)

• Why important: Waste can occur in the form of unnecessary waiting times, overproduction or transportation and leads to inefficiencies. The LPS aims to identify and minimize this waste.

• Practical tip: Analyze workflows regularly and identify potential waste. Work on optimizing processes to maximize added value.

Recognize bottlenecks and risks at an early stage

• Why it's important: Identifying bottlenecks and risks at an early stage allows you to proactively find solutions before they become serious problems.

• Practical tip: Use look-ahead planning to plan the next few weeks in detail and identify potential bottlenecks. Develop contingency plans for potential risks.

Commitment to continuous improvement (Kaizen)

• Why it's important: Continuous improvement is a central part of the lean principle. Even small improvements can have a big impact over the life of a project.

• Practical tip: Implement a continuous improvement system where feedback is collected regularly and opportunities for improvement are discussed. Encourage everyone involved to actively make suggestions for optimizing processes.

Training and support for those involved

• Why important: The effective application of LPS requires a certain level of training and understanding of the method by all those involved.

• Practical tip: Ensure that everyone involved in the LPS has the necessary knowledge and skills. Organize training and workshops to promote understanding and acceptance of the system.

Sense of responsibility and ownership

• Why it's important: The personal responsibility and awareness of each participant for their own tasks are crucial to the success of the LPS.

• Practical tip: Encourage a strong sense of ownership by defining clear responsibilities and tracking progress individually.

Documentation and tracking

• Why important: Accurate documentation of planning, decisions and deviations helps to track progress and learn from mistakes.

• Practical tip: Keep a written record of all relevant information, commitments and deviations. Use this documentation for debriefings and to improve future planning.se documentation for debriefings and to improve future planning.

Advantages of the Last Planner system:

• Increased planning accuracy: The feasibility of the plans is improved by involving the people carrying out the work.

• Better collaboration: Joint planning strengthens team spirit and improves communication.

• Cost and time savings: Resources are conserved thanks to more efficient processes and reduced waste.

• Higher quality: The constant review and adjustment of plans leads to better work results.

The LPS promotes a culture of continuous improvement and creates a more transparent and efficient construction environment.

Auf den Punkt gebracht: Das Last Planner System

LEAN is a method for making processes more efficient without waste.

The Last Planner System (LPS) is part of Lean and helps to plan construction sites better. With LPS, everyone works together, plans realistically and reacts quickly to changes.

This makes the construction site faster, cheaper and ensures fewer problems.