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

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. 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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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. 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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5. [3]
5

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. 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. Collaborative Programming
↓↓
Make – Ready Plan
↓↓
Construction Planning
↓↓
Construction Management
↓↓
Measurement, learning and Continual Improvement
(Fig. Ref. 1)

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. 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. 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. PROBLEM FACING CONSTRUCTION INDUSTRY
• PLANNING ERROR
• TECHNOLOGY UNAWARENESS
• WASTAGE
• PROJECT DELAY
• Quality
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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. 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
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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. 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. (Fig. Ref. 1)

18. (Fig. Ref. 1)

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. WORK DONE
• Apply Last Planner System ( LPS ) at Site.
20

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 )

22. 22

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
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
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
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. 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. LEAN CONSTRUCTION
+ LAST PLANNER
SYSTEM
REDUCE WASTE
TRANSPACENCY
AVOIDE DISPUTES
OPTIMUM USE
OF RESOURCES
BETTER
MONITRING
TIME SAVE
(Fig. Ref. 2)

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.
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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. Project Objectives
Information Planning Work Should
Execute Plan DidResource
Normally a
Big Gap
(Fig. Ref. 1)

32. Project Objectives
Information Planning Work Should
Last Planner
Process
Will
People
Engagement &
Continuous
Improvement
Can
Production DidResource
(Fig. Ref. 1)

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. 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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35. THANK You
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