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Last planner system

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Application of Last Planner System , which is a Lean Construction tools to improve Labor Productivity at construction site.

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Last planner system

  1. 1. 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
  2. 2. 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 2
  3. 3. 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. Lean: The core idea is to maximize customer value while minimizing waste. Simply lean means creating more value for customers within limited resources. 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. INTRODUCTION
  4. 4. 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 . 4
  5. 5. [3] 5
  6. 6. Phase Schedule Look - Ahead plan Master Schedule Weekly work Plan Feedback and Learning Progress Tracking SET MILDSTONE AND KEY DATES SPECIFY HANDOFFS BETWEEN TRADES MAKE READY AND INITIATE REPLAN AS REQUIRED MEASURE PROGRESS AND REMEDY ISSUES Should do Can do Will do Doing & Done Improving LAST PLANNER SYSTEM (Fig. Ref. 1)
  7. 7. 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.
  8. 8. Collaborative Programming ↓↓ Make – Ready Plan ↓↓ Construction Planning ↓↓ Construction Management ↓↓ Measurement, learning and Continual Improvement (Fig. Ref. 1)
  9. 9. 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.
  10. 10. 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.
  11. 11. 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.
  12. 12. PROBLEM FACING CONSTRUCTION INDUSTRY • PLANNING ERROR • TECHNOLOGY UNAWARENESS • WASTAGE • PROJECT DELAY • Quality 12
  13. 13. LITERATURE SURVEY Sr. No Title and Publication Author Description 1 Applying lean construction to Concrete construction project UNIVERSITY OF HOUSTON William Fitzgibbon college of Tech December 2006 Aditi Javkhedkar • Introduction of lean in construction • Industry. • Last planner system. • Employee training 2 Application of lean construction 2012 Engineers Australia • Principles or lean construction. • Eliminating Waste • Building Information Modeling • Pull Planning • Continuous Improvement. 3 Implementing lean construction Understanding and action Elsevier, 2013 ghowelll@mmicron.net Greg Howell and Glenn Ballard • Comparing current practice with lean. • Lean Production. 13
  14. 14. Sr. No Title and Publication Author Description 4 Site implementation and assessment of lean , construction techniques lean Construction Journal 2005 www.leanconstructionjournal.org ISSN : 1555 – 1369 O. Salem J. Solomon • Introduction of lean techniques. • Last planner system. • Case study of lean production system , Honda U.K 5 Benefits of Building Information Modeling May 2011 Mehmet F. Hergunsel • Introduction of BIM. • Tools of BIM. • 3 D Visualization • Case study 6 A3 Reports : Tools for Process Improvement 2009 Durward K. Sobek Cindy Jimmerson • A3 Problem Solving Report • Example of A3 Report 14
  15. 15. 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) 15
  16. 16. 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.”
  17. 17. (Fig. Ref. 1)
  18. 18. (Fig. Ref. 1)
  19. 19. EMPLOYEE NAME WORK ASSIGNED MON 3/4/17 TUES 4/4/17 WED 5/4/17 THUR 6/4/17 FRI 7/4/17 SAT 8/4/17 SUN 9/4/17 HOURS WEEK BEGINNING COMPANY DEPARTMENT WORK SCHEDULE : WEEKLY (Fig. Ref. 1)
  20. 20. WORK DONE • Apply Last Planner System ( LPS ) at Site. 20
  21. 21. 21 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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  23. 23. 23 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)
  24. 24. 24 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
  25. 25. 25 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
  26. 26. 26 For plasteri ng work About Before L.P.S After L.P.S By equatio n A. Labour productivity 0.086 ft2/Rs. 0.095 ft2/Rs By equatio n B. Labour productivity 12.5 ft2/hr. 13.75 ft2/hr By equatio n C. Labour productivity 11.5 Rs./ft2 10.45 Rs./ft 2 By equatio n D. Performanc e factor 0.9 1 For Brick work About Before L.P.S After L.P.S By equati on A. Labour product ivity 0.04 m3/Rs. 0.043 m3/Rs By equati on B. Labour product ivity 5.62 m3/hr. 6.25 m3/hr By equati on C. Labour product ivity 25.6 Rs./m3 23 Rs./m3 By equati on D. Perform ance factor 0.9 1
  27. 27. 0 2 4 6 8 10 12 14 Labour Productivity for Plastering Work Performance Factor Labour Productivity for Brick Work Performance Factor Chart Title before LPS After LPS
  28. 28. LEAN CONSTRUCTION + LAST PLANNER SYSTEM REDUCE WASTE TRANSPACENCY AVOIDE DISPUTES OPTIMUM USE OF RESOURCES BETTER MONITRING TIME SAVE (Fig. Ref. 2)
  29. 29. 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. 29
  30. 30. Traditional Construction Management Lean Construction Management Customer is not involving in planning stage Customer, Client, Owner, Contractor, Project Manager everyone involve from starting. This is Push Techniques focus to increase productivity of each activity even if this may be causes of rework, reduce customer satisfaction. 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. 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. This system’s capacity absorb the variation, because of feedback loop, learning and continual improvement and rapid system response. Traditional construction management does not pay attention to continuous improvement. And this approach tries to make continuous improvements. Construction management decision rights centered to one person that is call project manager. And in Lean construction, decision power making is distributed in all those who are involved. . It does not consider transparency in between the customers, managers and labors. It tries to increase transparency between the customers, managers and labors. (Fig. Ref. 2)
  31. 31. Project Objectives Information Planning Work Should Execute Plan DidResource Normally a Big Gap (Fig. Ref. 1)
  32. 32. Project Objectives Information Planning Work Should Last Planner Process Will People Engagement & Continuous Improvement Can Production DidResource (Fig. Ref. 1)
  33. 33. 33 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.
  34. 34. 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 34
  35. 35. THANK You 35

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