We’re long-time Lean Construction advocates at Skiles Group with a mandate to implement Lean practices on every project we do, regardless of size. We’ve recently started implementing the Lean practice of Takt Planning on some of our more complex projects.
This video and blog will introduce readers to Takt; how we’ve integrated Takt with our Lean systems, pull planning, and weekly wipe-down boards; and what benefits we’ve found by adding Takt to our Lean journey.
For those of you who’d like to see some of the visual Takt and Lean tools in practice on our jobsite, I invite you to watch this overview video:
First, what is Takt planning?
Takt planning is a construction scheduling method borrowed from the world of manufacturing. The idea is to balance work across the board by aligning tasks with consistent productivity rates, also known as “Takt time.” This approach ensures each construction phase is in sync, reducing downtime and wasted resources.
Why is Takt planning so critical in construction? The idea is that with Takt planning, you could take chaos out of the equation. We’ve all been on projects where things are frantic, people are running around, and you’re always playing catch up. Takt planning helps us align everyone from the trade partners to the suppliers so that we’re all on the same page. As a result, we can deliver a better, faster project with fewer hiccups.
At Skiles Group, Lean practices are in our blood, so integrating Takt planning into our existing system posed an interesting challenge. Our Lean systems were working well, so we looked at adding Takt planning more as a missing puzzle piece.
Did we get it perfect right out of the gate? No. But that’s not the point. Lean is all about continuous improvement, so Takt planning gave us a unique opportunity to level up.
Second, how did pull planning adjust with Takt?
Pull planning is one of the cornerstones of Lean practices at Skiles Group. We start by inviting trade partners to meet—prepared and ready, having studied the blueprints and the scope of their duration of work ahead of time. They fill out cards that pull activities in reverse order, from the final coat of paint backward to the start of grading the dirt. We break the plans down into manageable milestones versus documenting the entire project at once. Trade partners put up their cards in a sequence, working backward from the end goal to the starting point.
Adding Takt planning to this tried-and-true method requires some fine-tuning. We found that the leveling system is where the real innovation comes in. We identify activities that can be done simultaneously. For example, overhead MEP systems can be bundled together into a “work package.” Based on these work packages, we determine the Takt time, which could be three, four, or five days. We then sit down with the trades involved in each packet and align on the days and resources needed.
This has added a whole new layer of depth to our planning, especially when it comes to precision around handoffs between trades. That’s an area where we see ample room for improvement, always.
How did our Lean weekly wipe-down boards change?
Our Lean approach includes weekly wipe-down meetings where we meet for about an hour to review the project. First, we score our completion task for that past week and calculate the percentage of the plan complete (PPC). Then, we look ahead to the next three weeks and plan our activities, constraints, safety topics, deliveries, and inspections.
This isn’t just a general huddle. It’s a focused session where our Last Planners give us a granular look at the next week’s activities. In adapting our weekly wipe-down meetings for Takt, we focused primarily on the board structure.
Originally, these boards were designed around CPM planning methods, as outlined in The Lean Builder book, but Takt planning has a different structure, so we needed to modify the boards to match. We rearranged boards to orient vertically with one week at the top, the second in the middle, and the third at the bottom. Think of each board as a Takt wagon, capturing all the constraints, details, and manpower for each week’s activities. Then, just like with our traditional meetings, we could score those specifics.
This way, our board system aligns seamlessly with the Takt planning, making our meetings more efficient and focused.
What’s the real benefit of Takt planning?
First, the new leveling adoption to pull planning was an eye-opener. This offered a unique way to structure our schedules, helping us to understand which activities could be paired and which couldn’t. The ability to align manpower with square footage in a project has contributed to our knowledge.
Previously we’d have to rework the wipe-down boards every week. With Takt planning, if we stick to the plan, those cards don’t change so that’s been a massive time saver. The clincher: multiple trades can update their boards simultaneously.
Lastly, Takt planning isn’t a one-size-fits-all. It’s flexible enough to tackle a wide range of projects.
What’s the takeaway?
In terms of lessons learned, there are several:
- We grasp how critical handoffs are between activities, something we underestimated in our initial foray into Takt planning. There are instances where tasks spilling over into other zones created a bit of chaos and required adaptation. Now, we’re able to zero in on these handoffs.
- The work packets have been a game changer. Takt planning offers flexibility to adapt within the Takt time, but we realized we needed to get more specific. Some activities within the work packet need individual attention, especially when we’re trying to align every cog in the machine.
The real value of Takt goes back to our core at Skiles Group: continuous improvement. It’s about the journey, not the finish line. It’s about pushing the boundaries of every Lean method we adopt to build. It’s about our relentless pursuit of doing things better.
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Related Blogs
Takt Time – Phase Planning & Pull Planning in a Takt-Ed System
The Flow from Takt Production System TPS® to Last Planner System LPS®
Lucas Wilke
Lucas Wilke serves as a superintendent for Skiles Group. He brings nearly 20 years of construction experience across a variety of facility types, focusing primarily on healthcare construction. He has an unwavering commitment to quality and attention to detail. He prioritizes Lean practices to streamline operations effectively. He understands the importance of collaboration and places a high priority on building strong relationships with owners, trade partners, and suppliers. By working closely with these stakeholders, he ensures that all project goals, including schedule adherence, highest quality standards, and budget compliance, are met.
