The document discusses how a construction team improved operations and planning reliability on a large laboratory project using Lean principles. They analyzed root causes of unreliable plans which were over-committing and design changes. To address this, they held weekly pre-planning meetings and implemented a constraint log to track issues. Using tools like value stream maps and collecting employee feedback, the team was able to identify waste like wait times. Their use of "going and seeing" principles through direct observation helped improve production reliability and meet schedules.