Last Planner System


Implementation Plan


TARGET PARTICIPANTS:  Superintendents & Assistants, PMs, PEs, Trade Contractor Foremen, Superintendents and PMs, Designers, Consultants, Inspectors and Owner Reps.


Introducing Pull Planning in design and construction on a project requires the following components to give participants basic command of the skills to continue the process and achieve successful results. Our typical introduction and implementation of Last Planner® on a project would include the following:


1. An initial 4-5 hour session to introduce the project team and all subs to Pull Planning and Last Planner® process and its underlying Lean construction principles (this includes a GC-staff-only initial hour in the first session

a. Create a collaborative environment to support Pull Planning

b. Understanding of milestone Pull Planning for the project

i. (Optional) Create a Milestone Schedule for the Project or the initial 6 months of the Project

c. Review and discuss opportunities for phase planning

i. Create the initial Phase Pull Plan for the next six weeks

i. Train participants in the formation of the weekly work plan.

d. Introduce PM/PE/Supers to facilitating and managing the phase, lookahead, and weekly work plan generation (this already begins building internal capacity).


2. A 3-hour working and coaching session where we develop the next six-week lookahead  pull schedule and Weekly Work Plan. In addition to posting the first six weeks’ worth of activities on the pull plan wall, we will:

a. Train participants in their roles for working collaboratively through the lookahead process, for making work ready and for execution in a productive and effective manner.


3. A 3-hour working and coaching session where we develop the next six-week lookahead  pull schedule and flesh out the Weekly Work Plan to a full six weeks. In addition, we will:

a. Train participants in the improvement cycle of:

1. calculating PPC and tracking Variance categories

2. reviewing weekly work plan results

3. identifying rootcauses for misses (5 Why)

4. identifying countermeasures

5. developing a plan for enacting countermeasures

6. assigning responsibilities for plan implementation.

b. Coach PM/PE/Super to facilitate and document the Pull Planning and Weekly Work Planning Meetings.


4. Four, 2hour followup weekly coaching sessions (spaced increasingly apart to wean the team) to implement the LookAhead and Weekly Work Planning Meetings during which we:

a. Coach the PM/PE/Super on facilitating the meetings

b. Coach all participants on any shortcomings observed in the process

c. Refine participants understanding of the process and Lean Principles behind it.


5. We also highly recommend at least two additional coaching sessions to audit the team’s adherence, realign the team if needed, train and coach on difficult or different meeting and project challenges, and get into additional phase pulls to ensure the process flow is maintained moving forward.


Because we travel to the project, when less than three formal hours are used on a day, we recommend using the additional hour after the Last Planner® coaching to develop capacity within your team for other processes such as Root Cause Analysis (deep dives into why work did not get accomplished) and inter-phase planning (to bridge the gap between phases and to identify constraints and opportunities).


Pull planning is also useful to introduce to design, preconstruction, scheduling, estimating and office staff as it represents a form of Lean visual management which helps increase collaboration, improve performance, and begins the process of continuous improvement.  Pull Planning and Last Planner® are a great means to introduce the entire organization to Lean construction and management principles.