If there’s a “secret sauce” behind reliable and predictable project delivery in Lean Construction, it’s the Last Planner System® (LPS). I’ve seen LPS transform projects from chaos to consistency, and teams from stressed to empowered. For the uninitiated, this might sound like yet another management fad. But for us at Skiles Group, LPS is fundamental—a way to put decision-making in the hands of those closest to the action.
What Is the Last Planner System®?
At its core, the Last Planner System is a collaborative process that brings all project stakeholders, especially those on the front lines, into the planning and scheduling process. Instead of relying on top-down mandates and rigid, months-long schedules, LPS focuses on what can actually be accomplished week by week, based on real-world conditions.
There are several key components:
- Master Scheduling: Aligns major project milestones and deadlines.
- Phase Planning: Breaks milestones into defined segments, mapping the relationships between tasks.
- Lookahead Planning: Focuses on the next 3–6 weeks, identifying what must happen and surfacing constraints early.
- Weekly Work Planning: Turns all this input into weekly commitments by those actually performing the work.
- Percent Plan Complete (PPC): Measures how many tasks are finished as promised, driving accountability and continuous improvement.
Why the Last Planner System Works—And Why It Matters
The real genius of LPS isn’t just the structure—it’s the philosophy. The people doing the work are the experts, so they should own the plan. This approach improves accuracy, reliability, and morale. I’ve seen superintendents and craft professionals light up when their perspectives are valued. Mistakes, missed handoffs, and blame games all decrease when the people swinging the hammers have a say.
LPS also fuels transparency—everyone can see what’s happening, what’s ahead, and where support is needed. When things don’t go according to plan (and let’s be honest, they rarely do), LPS gives us a systematic way to adjust quickly and avoid cascading failures.
LPS in Action: A Real Project Example
On a large hospital project, we introduced LPS to a team experiencing weekly firefighting. People felt overwhelmed, and missed activities kept bumping downstream tasks. Through weekly meetings and visual planning boards, we built a look-ahead schedule. Trade partners began reporting constraints earlier. Over three months, our PPC rate improved from 55% to over 80%—a clear sign that our plan was becoming reality, not wishful thinking.
Keys to Effective Last Planner System Implementation
- Start With Training: Invest time upfront so everyone understands the LPS principles and what’s expected of them.
- Promote Honest Dialogue: Encourage open conversations about roadblocks and mistakes. Remember: learning comes from candor, not blame.
- Measure and Improve: Track PPC transparently, and review missed commitments together. Every miss is a learning opportunity.
- Foster Leadership at Every Level: Supervisors and trade partners must own the planning process, not just “follow orders.”
The Cultural and Business Impact
Beyond improved schedules, I’ve found that LPS drives a spirit of collaboration and respect. Team members support each other, help solve problems across siloes, and celebrate wins together. Clients notice the difference too—fewer surprises, quicker responses, and more predictable outcomes.
Financially, LPS reduces costly changes and rework, helping keep jobs on budget and on time. The culture shift is just as impactful; people enjoy coming to work, trust builds, and innovation accelerates.
Overcoming Challenges and Sustaining Success
As with any change initiative, success with the Last Planner System requires commitment and patience. Resistance is normal, especially if people are used to command-and-control management. I’ve learned that celebrating early wins (even small ones) and providing steady coaching helps everyone buy in.
Ongoing improvement is essential, too. We regularly examine our LPS performance, gather feedback from the field, and tweak our process—never satisfied with “good enough.”
The Last Planner System is more than a tool; it’s a philosophy rooted in respect, collaboration, and practical results. By empowering the field, we deliver better projects, more consistent outcomes, and a culture where people thrive. If you want to build teams and projects that stand the test of time, LPS is a great place to start.
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Related Information
The Last Planner® System with CPM or Takt?
Keyan Zandy, Skiles Group
Keyan is a longtime Lean enthusiast and advocate with a curiosity for how Lean processes and tools can improve teambuilding and teamwork in construction. As Skiles Group’s CEO, Keyan is responsible for driving corporate growth and guiding the company’s strategic direction while maintaining a dual focus on client service and nurturing a progressive company culture. With an emphasis on technological advancement, continuous improvement, and innovation in construction, Keyan shepherds the firm’s commitment to improving project delivery processes via Lean Construction and Lean project planning initiatives. He is the co-author of The Lean Builder: A Builder’s Guide to Applying Lean Tools in the Field, which simplifies and clearly articulates the benefits of seven primary Lean concepts, and delivers them in a highly-relatable, immediately-applicable, and field-friendly manner. Keyan also serves as Chairman for Smart Safety, an award-winning crisis management communication and emergency response tool.
