How do you build a 14-story tower and parking garage from ground-breaking
to tenant move-in in 364 days?

LEAN

Anslow Bryant utilizes Lean Construction principles and in particular the “Last Planner” methodology in our on-site schedule management. We feel that this brings added value by cutting out wasted material, wasted time, time delays, and cluttered job sites.

Lean Construction was originally formulated by the auto industry to stream-line their production process. Its success quickly grew to encompass most other manufacturing industries. It has just been in recent years that the construction industry has begun to take notice of the advantages Lean Construction can bring to the construction site. Lean Construction principles look to maximize work flow, minimize labor and material waste due to re-work from out of sequence operations and to maximize off-site fabrication to minimize on-site storage.

A key element to Lean Construction is the “Last Planner” methodology. Each week the project management staff meets with all the on-site trade foremen (Last Planners) and review the upcoming schedule. The overall project schedule is originally generated showing major phases of work which are then broken down further to show milestone dates required for meeting the overall schedule. From here, the milestone dates are broken down further to show work sequences to reach these milestone dates.

Each week the overall and milestone schedules are reviewed by the project team and Last Planners and a 6-week look-ahead schedule and list of activities is generated. This keeps the Last Planners focused on where they are headed and gives them time to plan their work far in advance to make sure they will have the manpower and materials available for the upcoming work. This 6-week look-ahead schedule is then utilized to generate a work sequence for the next two weeks and then a very detailed work sequence among the trades for the next week. A key element to the Last Planner method is that the team keeps score of everyone’s success and failures in meeting the previous week’s task. Usually, team members begin with about a 40% success rate, which means they are realizing a 60% failure rate, which translates into wasted time, effort, and money.

However, with the continued application of this method the team quickly begins to build their success rates because they learn to use the 6-week and 2-week schedules to better plan their own work. Keeping score also motivates individuals to improve, as no one wants to have the low success rate for the week. This method can typically bring the individuals’ and thus the Team’s success rate up to 80-90%.