Integrated Planning and the Last Planner

Adam Frandson, UC Berkeley PhD student, NTNU researcher working at Total

1

Overview

• Background

o Integrated Planning: structure and focus

o Last Planner system: structure and focus

• Last Planner complements to Integrated Planning

o Screening, shielding, metrics and learning

2

Integrated Planning

• Developed to improve and support Integrated Operations

• Focus is on prioritizing offshore activities through coordinating and collaborating with the different departments

3

Integrated Planning - structure

4

Operations and

maintenance

Drilling

Project team

Logistics

Geosciences

External

suppliers

Contracts and

Procurement

Integrated Planning – structure example

5

Strategic

Daily site execution

Operational Front- End Loading

20 week site execution Look ahead

8 week site execution Look ahead

Master

2 week site execution Look ahead

Last Planner system

6

Information

Project Objective

Planning the work SHOULD

CAN Last Planner Process

WILL

Resources Production

DID

Ballard 2000, PHD Dissertation

Last Planner system Structure

7

Master

schedule

Phase

schedule

Lookahead

(6-12

weeks)

Commitment

meeting

Daily check-

in

Should

Will

Can

Did

LP complement #1 - Screening

• The lookahead schedule is not simply a horizon of activities ‘n weeks’ out

• Assess the activities and only put them on the lookahead if they can completed on schedule with reasonable certainty

8

Traditional system

9 Ballard 2009, Last planner workbook

Should

Will

Can

Traditional system

10

Should

Can Will

Ballard 2009, Last planner workbook

Last Planner system

11 Ballard 2009, Last planner workbook

Should

Can

Will

LP complement #2 - Shielding

• Allow the Last Planner to only commit to tasks that they know can be completed

• If you can't say no, then you can't make a promise.

12

Who is the Last Planner?

13

Master

schedule

Phase

schedule

Lookahead

(6-12

weeks)

Commitment

meeting

Daily check-

in

Should

Will

Can

Did

Last Planner complement #3 - Metrics

1. Planned percent complete – A measure of plan attainment

2. Tasks anticipated – A measure of plan predictability

3. Tasks made ready – A measure for making tasks ready

14

Metrics - PPC

15

Area A Activities Complete Not Complete Reason

Install Scaffolding X

Painting X

Fire sprinkler pretest X

Fire spinkler Inspection X Material

Painting inspection X

Remove scaffolding X Space not available

Of the 6 tasks, 4 were completed. PPC = 66%

Metrics - Example

16

`

`

Tasks Made Ready - Example

17

Of the 4 activities on the 9/24 lookahead for week 3, 2 were made ready.

TMR3-2 = 2/4 = 50%

9/24

10/1

Tasks Anticipated- Example

18

Of the 3 activities on the 10/1 lookahead for week 2, 2 were anticipated.

TA3-2 = 2/3 = 66%

9/24

10/1

Complement #4 - Continuous Learning in the Last Planner

• Follow the metrics and identify root causes

• Use Toyota’s 5 Whys to get to the root cause of problems

19

Continuous Learning - Example

20

Source: Vernox labs, inc.

Continuous Learning - Example

21 Source: Vernox labs, inc.

Conclusion

• From observation Integrated Planning has a strong focus on what activities should be done.

• The Last Planner system has a strong focus on executing what should be done.

• The Last Planner system can complement Integrated Planning via screening, shielding, metrics, and learning.

• The Last Planner system is a system, it is not a tool or piece of software, but a system with principles and rules.

22

Acknowledgements

• Special thanks to Jeroen Schils, Rune Teigland, and Karl – Ernst Karlsen from Total

• A very special thanks to Bjørn Asbjørnslett from NTNU for the collaboration, advising, and getting me into Norway

• Research advisors Iris Tommelein, Glenn Ballard, and Phil Kaminsky from UC Berkeley

• Lone Ramstad and Even Holte from Marintek

23

Continuous Learning – Root cause Analysis

24

Should

Will

Can

Did

VS

Should

Can

Did

Will

Current State Future State

25

Traditional Planning – A push system

26

Information

Project Objective

Planning the work SHOULD

Resources Production

DID