11_HCCIndiaLastPlanner

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The Last Planner An experience 07 10th November 06 Page 1

Last Planner Implementation An experience

By Zakir Hussain Hindustan Construction Company, India


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This presentation contains certain forward looking statements concerning future business prospects and profitability of HCC, which are subject to a

number of risks and uncertainties and actual results could materially differ from those in such forward looking statements, important developments

that could affect the company's operations include a downtrend in the infrastructure sector, significant changes in political and economic environment

in India, tax laws, labor relations, litigation etc. The company does not undertake to make any announcement in case any of these forward looking

statements become materially incorrect in future or update any forward looking statements made from time to time by or on behalf of the company.

DISCLAIMER


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Beginning in 1926

The Borghat Railway Tunnel

built in Mumbai Pune

sector is Indias first railwa

tunnel build by an Indian

contractor

Corporate Vision

To be the Industry leader and a market-driven engineering construction company

renowned for excellence, quality, performance and reliability in all types of

construction


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Over 600 diversified projects since 1926.

Dams

Water Supply /Lift Irrigation Thermal Power Expressways / Roads

Bridges

Buildings Industrial & Housin

Marine works

Tunnels and

U/G Powerhouse

Barrages

Mass Transit Systems

Nuclear Power


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About HCC

One amongst Indias largest companies

Public Limited

Specializing in infrastructure construction

Our achievements ( including ongoing projects)

300 bridges

150 km of tunneling

22 dams, 18 barrages

15 hydel power plants

7 nuclear power stations

Nearly 600 km of Roads


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Possible Challenges

The voice of the customer, in terms of strategy and value, diminishes from earlyplanning through detailing.

Lack of management of, and commitment to, target scope and budget.

Execution, Planning and budget develop independently.

Execution, Planning functions are mutually exclusive and no interdependency onwork schedules.

No relational framework that guarantees a collaborative process.


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Water Supply Lift Irrigation Project

Contractor eager to develop and implement Lean Project Delivery principles.

Lean Production Management (Last Planner) experience driving Lean upstreaminto construction of a Pump house in the Project of supply chain.

Project Team open to change therefore it was

An awesome opportunity!


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Project Location


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Project Highlights

It is designed to lift water @10 Cumecs to a height of 400 m and also transportingover the distance of 135 Kms - Project of Global Scale.

Water is being carried over 135 Kms connecting existing en route tanks by 2.5 mdiameter steel Pipe line - Consumption of whopping 1,20,000 Tones of Structura

Steel.

State-of-the-art pumping equipment employing Metallic/ Concrete Volute TypePump for high head high flow application - Introduced First Time in India.

Head as high as 130 mtr. per stage having motor rating of 8500 KW - Single

Largest Motor ever used for Irrigation Scheme in India.

Most energy efficient pumping scheme having total installed motor rating of 52 MW -Result of innovative system engineering.


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Water supply Lift Irrigation Project


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Contract Details

24 months from commissioningOperation & Maintenance

12 months from zero dateCompletion of Civil & Pipeline work

18 months from zero dateProject completion schedule

SCHEDULE

Rs. 2.00 CroresContract Value for O&M (Part B)

Rs. 841.98 CroresContract Value for EPC Work (Part A)

Rs. 843.98 CroresTotal Contract Value for HCC

CONTRACT VALUE

8th January 2005Date of Contract Signing

(Commencement Date )

4th December 2004Date of Letter of Award


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Information Matrix

SITEMaterial Production Supplier Subcon

Information

VALUE

CHAIN

SUPPLY CHAIN

Design

&

E

ngg.

Pro

posal

Sch

edule

s


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Communication Matrix

Value Design Construction Operation

Client

Consultant

Contractor

Production

Horizontal Communication

VerticalC

omm

uni

cation

Lean Design

Lean Build


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Approach for Implementation

Nine step forward towards implementation:

Clarify the promises of the projects with the customer.

Team Building and Information sharing

Milestone plan Preparation & Consensus

Make work ready using the Pull scheduling / Look- Ahead Plan & work force

creation

Produce a Weekly Work Plan.

Conduct the first WWP meeting.

Track Plan reliability (PPC).

Track reasons for Plan Variance.

Establish practices for improvement.


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Implementing Lean practices in Construction

Good Practice in combination with a new view on process management

Organising Team based cooperation at site with common goals and targets

Information and decisions from customers and consultants in structured phase

Planning the process with emphasis on shortfalls and constraints

Coordination with the involvement of grass root staff for implementation

Resources optimization by logistics of materials and equipment

Follow up and measuring on process effectiveness

Scope for continual improvement


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Process Planning

Last Planner ( a person) identified for the Project

Collaboration, planning as on going practice and reliable promising

Last Planner prepared various assignments from Master schedules

Well defined qualitative assignments prepared with right sequence of workselection, right amount of work, and with practical possibilities e.g.

Volute fixing in pump houseProduction, transportation and concreting of Pump room floor


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The Last Planner An experience 07 10th

November 06 Page 17

Process Planning

Review by superiors before release to front line supervisors

Last Planner communicated the tasks/ assignments to front line crew

Each assignment is prepared with constraints analysis and pull techniquesis being prepared by the Responsible Individuals through Brainstorming

techniques across the team including subcontractors

Shift from the focus of control from workers to the flow of work that links

them together, and reliable promising process established

Project team continuing to chase the completion of task


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November 06 Page 18

Work ready by using Look ahead Plans

Created a work flow control by developing the Look ahead plans for 8weeks with a rate of achievement

Provided checks and balances to match the work flow and capacity

Mechanism created to find out backlog of ready work

Developed detailed planning of work based on role, responsibility, resourceand time.

Updated and revised higher level schedule


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November 06 Page 20

Look Ahead Schedule Plan

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November 06 Page 21

Constraints Analysi

Check for th

readiness folaying and

welding

welders 7,

weld lengths50 m,

fabricators,

equipments

Approvals

fromclients, test

of pipelines

Budget,

subcontract, approvals,

soil report

10th July

06 to 10thAug 06

Execution,

planning,budget

Laying of

pipelines of 2Km in a month

Check for th

approvals a

readiness fothe concrete

as schedule

Shuttering

plates

500sqmCement,

steel,

aggregate

,admixture,

labour 60

Approvals

for

shuttering,concreting

Budget,

Market

price,approvals,

12th June

06 to 10th

August 06PlanningProcurem

ent,

Resource

availability

a) Shutteringb) Raw

materials

c) Manpower

CommentsResourcesPre-

requisites

DirectivesSchedule

duration

Responsi

bility

Activity


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November 06 Page 23

Variance Analysis

Planning performance will not just improve by itself. Tracking, isolating and

eliminating sources of variation are the chief ways of improving project reliability

Reason for the incidence recorded rather than severity.

A why whyanalysis carried out and the variations is found with the control of the

project participants rather than an external control.

Analysis conducted for highest occurrence problem and an corrective and preventive

action carried out and SPL were created and displayed at the work spot on the

achievements and fallouts.


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November 06 Page 24

Machine/Equipment

Manpower

MethodsMaterials

Delay in

Concreting forexecution

Batching Plant

Transit Mixtures

Concrete Pumps

Operators

Skilled workmen

C.Aggregate

Cement

SandCold weather

Hot weather

Variance Analysis


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November 06 Page 25

Variance Analysis

Savings in time, as a result the

transit mixer is available as

soon as possible for batch

Mechanical supervisor should as far as

possible restrain the use of chipping tools

and insist transit mixers' operators on

using prevention techniques like proper

washing, etc

b) Assigning hand held chipping devices

or use

b) Chipping

Savings on POL that areextensively used in this non

productive activity

a) Fixing up of all the water tanks intransit mixers so that the drivers can

clean the drum on their return run

a) Loss of productivity(less qty carried)

Savings in time and resourcesSetting of concrete in

transit mixer resulting

in

3

2) Control the water in the transit mixers

using on board tanks

1) Control the revolutions as and when

required

Better quality of concrete at

the pour locations

Training the transit mixers driver to

become "OPERATORS" of the transit

mixers to

Making a choice of mix types (Central

mix, transit mix, combination)

Long haulage

distance resulting in

the loss of properties

of the concrete due tosetting

2

The system can also be used

to monitor the project activities.

Shift of focus from QC to

quality assurance.

Close monitoring of site activities and

recording the cycle time of the operations

by the site in-charge/supervisor. Relating

the cycle time for concrete ordering and

batch intervals.

Study the cycle plan of the processes at

the site and arrive at the probable

instance for the arriving at a delivery

schedule or order concrete only after the

last piece of machinery that is required

for concreting is in place

Early ordering of

concrete

1

AdvantagesAction planScope for improvementDescription of

Problems

Sno

.


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November 06 Page 26

Variance Analysis

Even distribution of transit

mixers around the pour locati

Long waits resulting from the

shortage for transit mixer,

avoided speeding up the

acitivies.

Collection of information on probable pour

sites at least 12 hours before the pour and

assiging the number of vehicles depending

on the pour size and location.

Centralised information distribution centre

cum vehicle pools and suitable locations

Shortage of transit

mixer

7

Constant follow up on the

vehicles condition can be use

to arrive at new maintenance

schedule customized for the

terrain and environment.

Vehicle pool should be established which

shares the responsibilities for various

batching plants' transit mixers. The pool in

charge should check the condition of tires

and also check the time serviced by each

vehicles tyres plying on a particular route.

Drivers should also be instructed on the

same.

Follow proper maintenance for checking

tires, inspection by visual checks and

replacing the dilapidated tires. Keeping of

extra sets at the plant where the transit

mixers are stationed. Customized

maintenance plans for the operating

conditions.

Machinery breakdown-

blasted tires

6

Economical use of concrete.

Wastage prevented without

compromising the quality of

concrete at the alternate pour

location.

Plant in charge should be updated

constantly about the various potential pour

sites (both for local use and for project use)

and the the concrete should be sent to

such sites. .

Use the concrete for alternate activities like

lagging and for local uses- proper

networking of information from sites were

the material is needed is required. The

concrete for local use should not be doneindependently but only after a main pour

which generates wasted concrete

Waste concrete in

transit mixer after the

completion of work

5

Quickens up the process of

setting up the machinery, eas

in handling for crew,

unnecessary wastage of

manpower avoided and early

placing of concrete with out

much delay.

Instruct the supervisor to use proper tools

at the proper locations and constantly

update his supervisor in the problems

arising from the machinery.

Developing improvised tools and

equipments to hold the machinery

Crude setting up of

concrete pipes on

improper seating

surfaces like stones

results in consumption

of time for readjusting

the pipe on seats.

4


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November 06 Page 27

Percent Plan Complete (PPC) ChartPPC Chart

0

10

20

30

40

50

60

70

80

90

100

12th

June

19th

June

26th

June

3rd July 10th July 17th July 24th July 31st July 7th Aug 14th Aug 21st Aug 28th Aug 4th Sept 11th Sept 18th Sept 25th Sept

Date

%o

fPPC

% PPC --- 4months moving avg


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November 06 Page 28

Productivity Vs PPC Cha

Productivity Vs PPC

1.32

1.05

0.76

0.63

0

0.2

0.4

0.6

0.8

1

1.2

1.4

X< 45% 45%


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November 06 Page 29

Experiences

Short term turn around time

Fewer defects at delivery

Greater customer satisfaction

Fewer working accidents

Better cooperation and motivation amongst the team

Better results like improvement in productivities

Schedule Performance Index improved by 18 %

Cost Performance Index improved by 4.5 %


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November 06 Page 31

Questions & Comments?


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THANK YOU


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November 06 Page 33

Comparision and Conclusion

Last PlannerCurrent Practice

Reporting loss of confidence, or

failure to keep a promise;

people are the opportunity

People doing what they are toldSource of Improvement

Promising - Saying no when

necessary.

Telling - always saying yes.Execution results from -

Connected conversations.An expert who knows.Planning requires

Predictable work flow. A ready

team

Short durations and high resource

utilization

Objective

Unknown & uncertain - shapedby our actions.

Can be predicted by detailed planning.The Future

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