Last Planner® System (LP®S) reduces uncertainty and brings stability. However, when we put LP S in a problem solving framework we realize that the core of LP®S is based on two problem solving techniques: (1) Root Cause Analysis and (2) GROW model (Goal-Reality-Obstacle/Option-Way forward).
During the LP®S use- We set milestones for an activity - We set goal (G)We do the reality (R) check during the brainstorming sessions and look ahead planning We look for obstacles (O) i.e. constraints analysis and find options (O) to deal with the constraintsWe go ahead and execute the plan that’s our way forward (W)Next we ask "why" five times which is a popular root cause analysis technique LP®S planning protocol can be explained using these two problem solving techniques and they encompass George Pólya's method in "How to solve it?” Pólya suggests the following steps when solving a mathematical problem:
1. First, understand the problem. 2. After understanding, make a plan. 3. …
I will begin with discussing the history of lean thinking and then discuss the most compelling and promising tools enabling lean thinking. The very concept of lean construction originates from Taichi Ohno's innovative management philosophy - Toyota Production System (TPS). Precisely, the same Toyota Production System is known as "Lean" in western world. Ohno states in his book - Toyota Production System- Beyond Large Scale Production - the two most important building blocks of TPS are Just-In-Time (JIT) and Total Quality Management (TQM). JIT in a layman's words is an approach with the objective of producing the right part in the right place at the right time. And TQM is a management philosophy that seeks to integrate all organizational functions (marketing, finance, design, engineering, and production, customer service, etc.) to focus on meeting customer needs and other organizational objectives. Last Planner® System (LP®S) of production control is a tool based on JIT p…
Recently I came across this article by Dennis Sowards "BIM and LPS improve project management". Dennis explained LPS-Last Planner System and Building Information Modeling (BIM) fairly well.
However, in my opinion there is no point in asking the question "Should we choose BIM over Lean or Lean over BIM?" As Dennis explains in the article that before asking this question "you need to consider what each process offers before choosing one over the other", I would say: lean is a management philosophy and BIM is a technology for effective management of project information. In other words lean is a way of management and BIM is a tool for management.
Lean construction is based on a simple principle "reduce waste and increase value." To reduce waste (of time, material, labor etc.) a number of initiatives have been taken, for example Last Planner System (LPS) of production control, Value Stream Mapping (VSM), Target Value Design (TVD) etc.