GC-Trade Contract INSERT for LPS

GC-Trade Contract INSERT for LPS


PARTICIPATION IN THE LAST PLANNER SYSTEM® OF PROJECT PLANNING AND SCHEDULING

PARTICIPATION IN THE LAST PLANNER SYSTEM® OF PROJECT PLANNING AND SCHEDULING

PARTICIPATION IN THE LAST PLANNER SYSTEM® OF PROJECT PLANNING AND SCHEDULING

The General Contractor will be implementing theLast PlannerSystem® (LPS®) of production control for scheduling and planning delivery of the project.LPS®is a systematic method of soliciting and incorporating the input of project trade foremen(AKA “The Last Planners®”) to create a plan that is thoroughly vetted and a schedule that is reliable and updated by the Last Planners®on a daily and weekly basis.AllTrade Contractors and significant vendors are expected to fully participate in LPS® as facilitated by the Contractor. Contractual expectations of the trades and vendors include:

Full participation in all planning meetings by the appropriate level of representative of the Trade or Vendor as a member of the project team. This consists of:

Full participation in all planning meetings by the appropriate level of representative of the Trade or Vendor as a member of the project team. This consists of:

Full participation in all planning meetings by the appropriate level of representative of the Trade or Vendor as a member of the project team. This consists of:

  • •A Project Kickoff Planning Session (4-8 hours usually requiring Project Management level representatives who can make decisions regarding labor) where the team will:
  • 1. Validate the CPMschedule with a collaboratively developed Milestone planto validate the project execution strategy;
  • 2. Identifyappropriate milestones to breakthe project workinto phasesandthen collaboratively develop a “Phase Pull Plan”for the next project phase (approximately 2-4months of work);
  • 3. Create a 6-week look ahead schedule that has daily written activity tagsfor each task being performed, using the Phase Pull Plan as a reference.

  • •Daily Huddles (5-15 minutesdailywith trade foremen) where theteam will confirm:
  • 1. What work did you complete yesterday?
  • 2. Are you on track to complete today’s planned work?
  • 3. Do you need anything for the work planned for tomorrow?

  • •Weekly Work Plan Update Meeting (30-60 minutesweeklywith trade foremen, usually in place of or at the weekly foremen’s meeting) where the team will collaboratively confirm and plan:
  • 1. What work didyou accomplish last week? What is the team’s Percent of Promises Complete? What are the root cause reasons for any work not performed as planned?
  • 2. What work shouldbe planned over the next 6 weeks?
  • 3. What work canbe planned over the next 6 weeks, including what constraints will keep you from completing that desired work?
  • 4. Based upon 1-3 above, what work willyou accomplish in the coming two weeks.

  • •Regular Phase Planning Session (2-3 hours with trade foreman and project management level representatives as necessary) where the team will:
  • 1. Select the nextappropriate phase of work to plan and then collaboratively develop a “Phase Pull Plan” for the next project phase (approximately 2-4months of work).