26th Annual Conference of the International Group for Lean Construction - Chennai, India - 2018

https://doi.org/10.24928/2018/0448

Make Ready Planning Using Flow Walks: A New Approach to Collaboratively Identifying Project Constraints

Paul J. Ebbs1 & Christine L. and Pasquire2

1Research Fellow, Centre for Lean Projects, NTU - Nottingham Trent University, UK, +353 85 804 9623, [email protected]
2Professor of Lean Project Management, Centre for Lean Projects, NTU - Nottingham Trent University, [email protected]

Abstract

Many authors identify flow and pull as key lean production principles. In lean construction (LC)these principles are embodied within the “Last Planner® System” (LPS) to create more reliable workflow which is the heart of Lean Project Delivery. LPS has continued to evolve and develop over the last 25 years with pull planning – identifying what tasks SHOULD be done - the last major elementadded. However, “pull planning” is often misunderstood as the entirety of LPS and frequently referred to as “Last Planner”. The remaining levels of the Last Planner “System” – CAN; WILL; DID and LEARN - are not being used as originally intended by LPS developers Ballard and Howell. The struggle often begins with Make Ready Planning (CAN). This paper is the first output of a two-year research project focused on implementing the CAN; WILL; DID; LEARN levels of LPS within organisation (X). It outlines how the 8 Flows of Lean Project Delivery andthe“Flow Walk” are being used as a structured approach to collaboratively identify constraints and incorporate them into the risk registers and Make Ready Planning. This approach was effective to identify constraints and also create a shared understanding of project scope within project teams.

Keywords

Last Planner System,Make Ready, Flow Walks, Constraints, Risk Management

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Reference

Ebbs, P. J. & and Pasquire, C. L. 2018. Make Ready Planning Using Flow Walks: A New Approach to Collaboratively Identifying Project Constraints, 26th Annual Conference of the International Group for Lean Construction , 734-743. doi.org/10.24928/2018/0448

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