Using Takt to drive The Last Planner® System

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  • čas přidán 2. 08. 2024
  • Here are two giants that I have had the opportunity and privilege to work with over the past 3 years in development of their system on this and other complex hospital projects. Not only will you see how the system works and how to implement this on your project but hear stories on how it can improve more than just schedule on your site. For more information please reach out and we can help further.

Komentáře • 13

  • @damnbuilder1978
    @damnbuilder1978 Před rokem +1

    Thanks for taking the time to share this awesome information.

    • @SpencerEastonChannel
      @SpencerEastonChannel  Před rokem

      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.

  • @nkyibe1299
    @nkyibe1299 Před 6 měsíci

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

  • @omibonilla7085
    @omibonilla7085 Před rokem +1

    Very well done video ! 👍🏼

  • @eugeneorlik9534
    @eugeneorlik9534 Před rokem

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

  • @Aboard_and_Abroad
    @Aboard_and_Abroad Před 5 měsíci

    this is an awesome video

  • @joserenevillanuevaolmedo3622

    Niiiiiiiiiiiiice, really great

  • @kennettsinclair3106
    @kennettsinclair3106 Před 2 lety +1

    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
      @SpencerEastonChannel  Před 2 lety

      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
    @robertszczepaniak8553 Před 2 lety

    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
      @SpencerEastonChannel  Před 2 lety +2

      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.

  • @arbhittani
    @arbhittani Před 2 měsíci +1

    only if music was low

    • @SpencerEastonChannel
      @SpencerEastonChannel  Před 2 měsíci

      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.