APPLICATION OF LAST PLANNER SYSTEM TO IMPROVE

LABOUR PRODUCTIVITY AT CONSTRUCTION SITE

NAME – ANSHI V ERMA 1504
GUIDE – Dr. SHAILESH ANGALEKAR
CO- GUIDE – Prof. MANISH KHANDARE
 CONTENTS
1. INTRODUCTION
2. AIM
3. OBJECTIVES
4. LITERATURE SURVEY
5. TOOL / PRINCIPLE OF LEAN CONSTRUCTION
6. BARRIERS IN LEAN CONSTRUCTION
7. BENEFITS OF LEAN CONSTRUCTION IN LABOUR PRODUCTIVITY
8. CASE STUDY OF LEAN CONSTRUCTION AND CALCULATION
9. RESULT AND CONCLUSION
10. REFERENCES

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 INTRODUCTION

Lean: The core idea is to maximize customer value while minimizing waste.
Simply lean means creating more value for customers within limited resources.

Lean construction: Is a way to design production system to minimize waste of

materials, time and efforts in order to generate the maximum possible amount of value.

Last planner system: Is the collaborative, commitment based system that integrates pull
planning , make ready plan, look-ahead plan with constraint analysis, weekly work planning
based upon reliable promises, analysis of Percentage of plan completed and reasons for variance.
 AIM –
• To study about Application of Lean Construction tool ( L.P.S ) to improve labor productivity .

OBJECTIVE –
• By identify Importance of Lean Construction.

• By identify Tools of Lean Construction.

• By finding Barriers in implementing Lean Construction .

• By studying Case Study of Lean Construction.

• By identify Benefits of Lean Construction .

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[3]

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 LAST PLANNER SYSTEM

Master Schedule SET MILDSTONE AND KEY DATES

Should do Phase Schedule SPECIFY HANDOFFS BETWEEN TRADES

Can do Look - Ahead plan

MAKE READY AND INITIATE REPLAN
AS REQUIRED

Weekly work Plan Will do

Improving

Feedback and Learning

Progress Tracking Doing & Done

MEASURE PROGRESS AND REMEDY ISSUES

(Fig. Ref. 1)
WHY SHOULD CONSTRUCTION PEOPLE CHOOSE TO USE L.P.S?

A non-technical person can also use L.P.S at site and users such as owners, client or
construction company can use L.P.S to achieve better performance in design and
construction through increased schedule predictability.

. To deliver projects more safely, fast as well as at

reduced cost.

. To build more predictable production program.

. To reduce burden on project management team.

. To help improve the overall production process.

 Collaborative Programming
↓↓
Make – Ready Plan
↓↓
Construction Planning
↓↓
Construction Management
↓↓
Measurement, learning and Continual Improvement

(Fig. Ref. 1)
 Step1. Collaborative Programming:

. The goal of this process is that all the main participants and specialist contractors are engaged right
from the start in developing and signing up to the master scheduling and the scheduling for each phase.

. Prepare each team member for action together from starting of project.

. Sorts out sequencing as well as issues or difficulty to make smooth work flow.

. Identifies unclear design details.

Step 2. Make – Ready

. Task or things are ready for construction when require.

. Less waste due to certainty of time, material and equipment.

 Step 3. Production Evaluation & Planning:

Each last planner leader proposes a construction program for his team In P.E.P meeting and they
identifies if any inter-dependencies between their proposals like resources, equipment and reduce
the burden of over-committing by distributing each task to the team member.

Beneficial to monitoring current activity at site.

Step 4. Construction Management

. Collaboratively monitoring production to keep activities on track.

. Helps to adjust plans in the light of new information according to P.P.C

. Construction is a social process , coordination ,conferences on telephone between the contractors so

that manage/arrange the equipment/resources so that tomorrow’s work will be start on the time in-
spite of last minute adjustment and this is the responsibility of project manager for the set-up and
brief meeting or conversation and it takes not more than 15 minutes.
Step 5. Measurement, Learning & Continual improvement

. Learning together is all about improving project, planning and production process.

. At the end of the task executed at site by measurement we can get to know the reason for variance
and they try to reduce in next activity and this is called continual improvement.

. Last planner measure of predictability of work delivery – percentage of promises

completed on time and at the end of PPC meeting, team member encourages to do next
week activity for more satisfaction.
 PROBLEM FACING CONSTRUCTION INDUSTRY

• PLANNING ERROR

• TECHNOLOGY UNAWARENESS

• WASTAGE

• PROJECT DELAY

• Quality

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 LITERATURE SURVEY
Sr. No Title and Publication Author Description

1 Applying lean construction to Aditi • Introduction of lean in

Concrete construction project Javkhedkar construction
UNIVERSITY OF HOUSTON • Industry.
William Fitzgibbon college of Tech • Last planner system.
December 2006 • Employee training

2 Application of lean construction Engineers • Principles or lean construction.

Australia • Eliminating Waste
2012 • Building Information Modeling
• Pull Planning
• Continuous Improvement.

3 Implementing lean construction Greg Howell • Comparing current practice with

Understanding and action and Glenn lean.
Elsevier, 2013 Ballard • Lean Production.
ghowelll@mmicron.net

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Sr. No Title and Publication Author Description

4 Site implementation and assessment O. Salem • Introduction of lean techniques.

of lean , construction techniques J. Solomon • Last planner system.
lean Construction Journal 2005 • Case study of lean production system
www.leanconstructionjournal.org , Honda U.K
ISSN : 1555 – 1369

5 Benefits of Building Information Mehmet F. • Introduction of BIM.

Modeling Hergunsel • Tools of BIM.
May 2011 • 3 D Visualization
• Case study

6 A3 Reports : Tools for Process Durward K. • A3 Problem Solving Report

Improvement Sobek • Example of A3 Report
2009 Cindy
Jimmerson

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 Tools / Principle of lean construction

1. Just – In – Time ( JIT)

2. Last Planner System ( LPS )

3. A3 Process Design

4 .Value Stream Mapping

5. 5s ( shine , sustain , standardize , sort , straighten )

6. Continues Improvement

7. Building Information Modeling (BIM)

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 Mr. Gregg Howell (Right) & Dr. Glenn Ballard (Left) (Fig. Ref. 1)

Last Planner System

On the basis of research, Glenn Ballard and Greg Howell invented the last planner system to improve
construction productivity in 1980s. It is “The Collaborative, commitment based planning system that integrates
should-can-will-did planning (Pull Planning, Make-Ready plan, Look-ahead plan)with constraint analysis,
weekly work planning based upon reliable promises and learning based upon analysis of PPC (Plan Percentage
Completed) and reasons for variance.”
(Fig. Ref. 1)
(Fig. Ref. 1)
 WORK SCHEDULE : WEEKLY

WEEK BEGINNING COMPANY DEPARTMENT

EMPLOYEE NAME WORK MON TUES WED THUR FRI SAT SUN HOURS
ASSIGNED 3/4/17 4/4/17 5/4/17 6/4/17 7/4/17 8/4/17 9/4/17

(Fig. Ref. 1)
 WORK DONE
• Apply Last Planner System ( LPS ) at Site.

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Site Name – Suvarana Rekha
Location – Prabhat Road
Type of Building – Commercial (7 Floor)
Project Duration – Feb 2012 to Dec 2016
Contractors / Consultancy – Project Management Consultancy.
Execution Consultancy.
Plumbing / Electrical / Water Proofing Consultancy.
Design ( Architecture / RCC / P.T Drawing )

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22
 Productivity of labour after applying L.P.S
Calculation

A. Labour productivity = Output / Labour cost

A. Labour productivity = Output / Work-hour

A. Labour productivity = Labour cost / Output

OR = Work hours / Output

A. Performance factor = Estimated unit rate / Actual unit rate

(Data. Ref. 3)

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1. For plastering work
Per day work done by the labour = 10 m2 (quantity of material)
(8 hour)
Area covered = 100 ft2
No. of person = 1 skilled labour + 1 unskilled labour + 1 helper
Cost for 1 day = 500 + 350 + 300
= 1150
a. Labour productivity = 100 / 1150 = 0.086 ft2/Rs.
After applying L.P.S = 110 /1150 = 0.095 ft2 / Rs.
a. Labour productivity = 100/ 8 = 12.5 work/hr
After applying L.P.S = 110/8 = 13.75 work/hr

a. Labour productivity = 1150 / 100 = 11.5 Rs/ ft2

After applying L.P.S = 1150/ 110 = 10.45 Rs/ft2

a. Performance factor = 10.45/ 11.5 = 0.9

After applying L.P.S = 11.5/11.5 = 1

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2. Brick work in foundation and Plinth level with cement mortar

Quantity = 1.25 m3 / day

Work done by mason
Payment for 1 day to mason = 1150 /-

After applying L.P.S work done = 50 m3

Quantity = 1.4 m3/day

a. Labour productivity = 45/1150 = 0.04 m3/Rs.

After L.P.S = 50/1150 = 0.043

a. Labour productivity 45/8 = 5.6 m3/hr

After L.P.S = 50/8 = 6.25 m3/hr

a. Labour productivity = 1150/45 = 25.6

After L.P.S = 1150/ 50 = 23

a. Performance factor = 20.5/25.6 = 0.9

After L.P.S 25.6 / 25.6 = 1

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For For
plasteri Brick
ng work
work
About Before After
About Before After L.P.S L.P.S
L.P.S L.P.S
By Labour 0.04 0.043
By Labour 0.086 0.095 equati product m3/Rs. m3/Rs
equatio productivity ft2/Rs. ft2/Rs on A. ivity
n A. By Labour 5.62 6.25
By Labour 12.5 13.75 equati product m3/hr. m3/hr
equatio productivity ft2/hr. ft2/hr on B. ivity
n B. By Labour 25.6 23
By Labour 11.5 10.45 equati product Rs./m3 Rs./m3
equatio productivity Rs./ft2 Rs./ft on C. ivity
n C. 2
By Perform 0.9 1
By Performanc 0.9 1 equati ance
equatio e factor on D. factor
n D. 26
 Chart Title

14

12

10

0
Labour Productivity for Performance Factor Labour Productivity for Performance Factor
Plastering Work Brick Work

before LPS After LPS

 TRANSPACENCY

REDUCE WASTE
BETTER
MONITRING
LEAN CONSTRUCTION
+ LAST PLANNER
SYSTEM

AVOIDE DISPUTES TIME SAVE

OPTIMUM USE
OF RESOURCES
(Fig. Ref. 2)
 Barriers in Lean Construction
• Managerial – Lack of management

• Technical – Lack of new technology

• Financial – insufficient finance

• Educational – Lack of knowledge

• Human Attitude – People do not want to accept new technology

• Theory of Toyota Production system do not fit to all firms.

• Medium and short construction sectors are not interested to perform L.P.S at their site.

• Last planner system do not feasible to apply each activity of construction site.

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 Traditional Construction Management
Customer is not involving in planning stage
This is Push Techniques focus to increase productivity of
each activity even if this may be causes of rework,
reduce customer satisfaction.
It does not consider adjustment because of the isolated
environment and only Project Manager Work as a boss,
so there are no suggestion or ideas come from the
participants.
Traditional construction management does not pay
attention to continuous improvement.
Construction management decision rights centered to
one person that is call project manager.
. It does not consider transparency in between the
customers, managers and labors.
Lean Construction Management
Customer, Client, Owner, Contractor, Project Manager everyone
involve from starting.
This is Pull Techniques, main focus is on the proper flow of
activities with reduce error or rework and consideration of
customer’s requirement and satisfaction.
This system’s capacity absorb the variation, because of feedback
loop, learning and continual improvement and rapid system
response.
And this approach tries to make continuous improvements.
And in Lean construction, decision power making is distributed
in all those who are involved.
It tries to increase transparency between the customers,
managers and labors.
(Fig. Ref. 2)
 Project Objectives

Information Planning Work Should

Normally a
Big Gap

Resource Execute Plan Did

(Fig. Ref. 1)
 Project Objectives

Information Planning Work Should

People
Last Planner Engagement &
Can Will
Process Continuous
Improvement

Resource Production Did

(Fig. Ref. 1)
Result

By applying lean construction tool (L.P.S) at site, the labour productivity observed by 10 to 20% as
compared to previous. Exp. For plastering it improves 12.5 ft2/hr to 13.75 ft2/hr and performance factor
0.9 to 1. Same as for brick work and other construction work. So it is practically beneficial for the
optimizing resources.

Limitations
1. Participants: Large construction companies are ready to implement after giving training or small workshop, but the
small and medium companies are not much interested to use it.

1. No – one – size – fit – to – all: All firms are not fit in the guidelines or the way of Toyota production system, so all
firms operate their works differently that’s why all firms do not accept easily.

1. Takes time: it is not gives result in short term basis, implementation and then result takes time, overall it requires
time, efforts, engagement of employees to make planning and get together within a week or month.

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References

1. Mossman Alan, 2013 paper “Last Planner 5+1 crucial and collaborative conversations for predictable design and
construction delivery.”

2. Amit Shankar Murje, 2014, why Iean construction techniques is better than the traditional project management
approach.

3. Thomas & Maloney has been published in ASCE journal paper “Modelling Construction Labor Productivity”

4. Howell, Gregory A. (1999). "What is Lean Construction" (pdf). Proceedings IGLC-7. Lean Construction Institute. pp.
1–10. Retrieved 31 March 2013.

5. Ballard, Glenn (2000). Last Planner™ System of Production Control (pdf) (Ph.D.). UK: University of Birmingham.
Retrieved 29 March 2013.

6. 2006 Aditi Javknedkar, Lean Construction in concrete construction project.

7. 2005 Mr. O.Salem and J. Salomom, implemented and assessed lean at construction site of Honda U.K
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THANK You

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