Using Takt to drive The Last Planner® System

[@damnbuilder1978]

Thanks for taking the time to share this awesome information.

[@SpencerEastonChannel]

Thank you Isaac, when a team is so hyper successful that the whole company gives them all raises, pays to have folks fly out to come see it and present this to the LCI as a case study for lean applied well in the field it is worth sharing and taking the time to show what they were doing.

[@omibonilla7085]

Very well done video ! 👍🏼

[@nkyibe1299]

Thank you so very much! This video was very helpful to understand Tact Planning and daily construction management.

[@eugeneorlik9534]

Thank you for a great book overview and fundamentals of Lean.

[@joserenevillanuevaolmedo3622]

Niiiiiiiiiiiiice, really great

[@Aboard_and_Abroad]

this is an awesome video

[@Abreu1981]

This is amazing... From Australia :) would you have a video that can show this pre start meetings and see the trade partners interacting with each other and actually writing on the board and see how this is actually done on a daily basis? thank you

[@SpencerEastonChannel]

there are two videos I have of this project on the same boards: kzbin.info/www/bejne/f36Xio2Prr98ptU kzbin.info/www/bejne/qHnUhWuJftV9l7s its not exactly what you asked for but it should help you see more of what this team was doing.

[@kennettsinclair3106]

Love your content Spencer. In this case, is the Takt plan then used to substitute the Phase Plan from where tasks are pulled into the Lookahead and Weekly Work Plans?

[@SpencerEastonChannel]

Yes, they were using this for the lookahead plan too after about half of the project, they would do weekly work planning and set the expected weekly milestone from the takt plan and then the trades would fill in the changes to the standard flow in the spaces (room 456 the fire sprinkler needs to go first and then the duct work). Once they got into a flow they stopped doing so many meetings because it self regulated. Also the meetings changed from 95% of the time talking about when things would happen and 5% on how to make them happen, to after the takt took hold on the project to 95% of the time in the meetings they would talk how to make things happen and 5% on when because everyone knew when things needed to happen.

[@robertszczepaniak8553]

Where is the place for flexible adjustments of the kanban cards (which is one of the features of the LPS)? Here it looks like carved in stone…

[@SpencerEastonChannel]

It’s made with wet estate markers because the stickie notes kept falling off outside, so part of lean and continuous improvement they switched to a whiteboard with wet erase markers. Each trade had a different color marker, and since the proof is in the outcome not the initial standard they kept this way. Not enough people improve things, I believe this team was utilizing employee talent and genius. Thank you for your question, hopefully this answers your question.

[@oscarwild7763]

I miss commercial/industrial/civil....you can implement these means and methods and its works. Custom home building, impossible, its by far the hardest area in the industry.

[@SpencerEastonChannel]

done it with 3 custom home builders across three different states, if you are building anything, producing anything, constructing anything.... it works. Its all based on production principles.

[@arbhittani]

only if music was low

[@SpencerEastonChannel]

that is good feedback, I am trying to learn to be a video production guru at the same time, appreciate the feedback in helping me hone my craft.