Last Planner System Example: A Step-by-Step Guide

Many people understand the principles of the Last Planner System, but seeing it in practice makes the methodology much easier to understand.

In this example, a construction team is preparing the interior works of an office building where several subcontractors must work efficiently without delays or conflicts.

The Project

The structural frame has been completed, and work is beginning on the third floor. The following trades will work in the same area:

• Electrical contractor
• HVAC contractor
• Plumbing contractor
• Drywall installer
• Painter

The objective is simple: complete the floor on schedule while keeping every crew productive.

Step 1 – Pull Planning

The team starts with a Pull Planning session. Instead of planning from today's date forward, everyone begins with the desired milestone:

The third floor must be ready for painting by Friday.

Working backwards, the team identifies the activities that must happen first.

• Drywall completed
• Inspections passed
• Electrical rough-in finished
• Plumbing rough-in completed
• HVAC duct installation completed

Step 2 – Lookahead Planning

Next, the team reviews the upcoming weeks to identify anything that could prevent future work from starting.

Typical constraints include:

• Missing drawings
• Delayed material deliveries
• Unavailable work areas
• Inspections not booked
• Equipment shortages

During the meeting, the HVAC contractor reports that ventilation units have not yet been delivered. Rather than discovering the problem next Monday, the issue is identified two weeks before installation should begin.

Lookahead Planning removes obstacles before they stop production.

Step 3 – Constraint Removal

Every identified constraint receives an owner. Instead of waiting for someone else to solve the problem, responsibility is assigned immediately.

• Procurement orders missing ventilation units.
• The design manager resolves drawing revisions.
• The site manager books required inspections.
• The logistics team delivers additional scaffolding.

Step 4 – Weekly Work Planning

At the weekly planning meeting, subcontractors commit only to work that can realistically be completed during the coming week.

The commitments include:

• Install HVAC ductwork in Rooms 301–305.
• Complete electrical rough-in in Corridor A.
• Finish plumbing in Bathrooms 1–4.
• Complete inspection on Thursday.

These are commitments made by the crews—not instructions issued by management.

Step 5 – Measure PPC

At the end of the week, the team reviews the completed commitments using Percent Plan Complete (PPC).

Example:

• Planned tasks: 15
• Completed tasks: 13
• PPC: 87%

Two activities were delayed because insulation materials arrived late. Instead of blaming individuals, the team records the reason and looks for ways to prevent similar issues in future weeks.

Step 6 – Continuous Improvement

Every missed commitment becomes an opportunity to improve the planning process. Common reasons include:

• Late material deliveries
• Missing information
• Labour shortages
• Design changes
• Unexpected site conditions

Over time, recurring problems become visible and the team can improve both planning and execution.

The Last Planner System focuses on learning rather than blaming.

Why the Last Planner System Works

Traditional scheduling often asks:

What should happen next?

The Last Planner System asks:

What can actually be completed next week?

This shift creates more reliable commitments, better collaboration and smoother production flow.

Summary

The Last Planner System is a collaborative planning process that improves construction productivity by making work more predictable.

Through Pull Planning, Lookahead Planning, Constraint Removal, Weekly Work Planning and PPC measurement, project teams can reduce delays, improve communication and continuously increase planning reliability.