Delays are a reality in construction. Whether stemming from issues related to design, workmanship, changes in scope, differing site conditions, force majeure, or any other number of challenges, they can set off a ripple effect that is often exacerbated – rather than mitigated – by poor implementation of scheduling practices. Not only can this impact timing, sequencing, and the team’s ability to deliver the project on time, but it may also introduce new financial risks and can be a common root cause of costly claims and disputes.

HKA’s CRUX construction data, which identifies the primary causes of claims and disputes, underscores the widespread impact of project delays. Analysis of 812 delayed projects across various sectors shows an average extension of time (EOT) claim of 66% of the planned project duration, with an average cost claim of 28.2% of the project’s capital expenditure. Buildings, transportation infrastructure, and power and utility projects experienced some of the highest EOT claims at 70.3%, 69.8%, and 64.9%, respectively. Projects using the design-bid-build delivery method tend to have higher EOT claims, which suggests that integrating flexible and collaborative planning approaches could help mitigate scheduling risks.^[1]https://www.hka.com/crux/

One way these risks can be addressed proactively and effectively is by integrating Lean principles with traditional scheduling methods. When properly integrated with traditional scheduling methods, Lean practices can have the potential to enable project leaders to address and minimize risks and enhance project coordination.

Lean methodologies in construction

Lean principles emerged from the industrial manufacturing world, where the Toyota Production System (TPS) in Japan set a new global standard for efficiency. TPS was developed in the mid-1900s to eliminate waste and deliver high quality, lower costs, faster production times, and a distinct competitive advantage for the automaker.^[2]https://www.lean.org/lexicon-terms/toyota-production-system/ Widely celebrated and researched, this new way of working gave rise to Lean thinking and its adoption across many industries, including engineering, architecture, construction, healthcare, education, and more.

As defined by the Lean Construction Institute:

Lean construction is a production management-based approach to project delivery that…focuses on creating value for the customer while identifying and eliminating waste throughout the entire design and construction process. This involves fostering a culture of continuous improvement and collaboration among all project participants to maximize efficiency, minimize waste, and deliver exceptional project outcomes.^[3]https://leanconstruction.org/lean-topics/lean-construction/

Lean practices have been used in construction for decades. Some of the most common Lean methodologies in the industry are as follows:

• Integrated project delivery (IPD) – brings owners, architects, and builders together as integrated partners
• Value stream mapping – a visual exercise to identify process or workflow inefficiencies, enabling the team to focus on tasks that bring the most value to the project
• Just-in-time delivery (also known as adjusted time delivery) – helps ensure sites only receive materials when they are needed, minimizing on-site storage and potential waste

However, construction professionals overall have been slower to adopt Lean methodologies than other industries due to complex and fragmented workflows spread across various stakeholders. As building costs, the demand for speed, and risks from all corners continue to mount, now is the time to explore and implement Lean approaches with traditional planning tools, especially as they relate to a critical function of a construction project – scheduling.

Enhancing construction scheduling with Lean practices

Traditional scheduling methods, such as the critical path method (CPM), remain widely used and essential for project planning, contract compliance, and delay analysis. Integrating Lean scheduling techniques with traditional scheduling methods has the potential to enhance flexibility, improve communication, and increase efficiency.

When project schedules are not communicated effectively among stakeholders, risks can sometimes balloon quickly, leading to the inefficient use of resources, rework, cost overruns, and misaligned stakeholder expectations. Lean methodologies emphasize value creation, reduction of wasted time and resources, and continuous improvement. When combined with traditional scheduling methods, they can empower construction teams to manage schedules that are adaptable, collaborative, and consequently more reliable. Instead of amplifying setbacks, a well-rounded approach to scheduling, which includes both traditional and Lean methodologies, has the potential to be a valuable tool for stakeholders to plan and problem-solve efficiently to minimize disruption.

If implemented early, Lean scheduling techniques have been shown to contribute to improved project timelines when used alongside effective traditional scheduling practices. According to research from the Lean Construction Institute and Dodge Data & Analytics, 41% of projects with a high degree of Lean intensity were delivered sooner than the original schedule. Even with a low degree of Lean intensity, this holds true for 23% of projects.^[4]https://www.agc.org/sites/default/files/reports/Lean%20Construction%20One%20Pager%2012-2021.pdf

Several Lean scheduling techniques can complement traditional scheduling methods to improve project outcomes. Among the most impactful Lean methodologies are the Last Planner System®, pull planning, and visual management. These methods can be used for identifying and addressing risks early and enhancing efficiency throughout all stages of construction, ultimately supporting successful project delivery.

Last Planner System®

The Last Planner System is a Lean tool that brings all parties together to collaborate on the schedule, down to the last subcontractor working on the last phase of the project. The last planner from each party — in other words, the person with decision-making power who is closest to the work being performed on-site — provides input on schedule activity durations, sequencing, and dependencies based on their specialized areas of expertise. Last planners are typically foremen, superintendents, project managers, or engineers. Their input is synthesized into a master schedule and subsequent phase schedules. Rather than replacing traditional scheduling, this method can enhance the accuracy and reliability of the schedule.

As opposed to a traditional top-down approach to scheduling, this bottom-up method can aid in identifying the most efficient and realistic path forward, including not-so-obvious areas where the schedule can be expedited or where there may be unforeseen risks. It can also encourage accountability through early and ongoing communication with all levels of the project team that have a hand in the project’s success.

Pull planning

Pull planning is a key scheduling tool within the Last Planner System. Unlike traditional scheduling, which typically starts from the beginning of a project and works its way to the end, pull planning is a Lean scheduling method that begins with the end in mind and “pulls” backward to determine, with collaborative input, the necessary steps to get there on time and on budget. When combined with traditional scheduling, pull planning can provide a more dynamic and responsive scheduling framework.

Stated succinctly by the Lean Construction Institute, “Pull planning is a method in which personnel, materials, information, equipment, and the like only arrive at the time and place in which they are needed to maintain the flow of the production process.”^[5]https://leanconstruction.org/lean-topics/last-planner-system/

A best practice for optimizing and maintaining the workflow and minimizing the risks associated with overproduction and waste is to implement weekly work planning and daily huddles while pulling insight from what is actually happening on the job site rather than pushing work based on a fixed schedule.

Visual management

Visualization is key for implementing the Last Planner System and pull planning effectively. The success of these scheduling methods relies on regular visibility and communication, emphasizing the importance of visual management that goes beyond capturing linear sequences of activity. During the planning phase, scheduling can be mapped out and reworked using means as simple as a whiteboard and sticky notes, so long as the people representing each facet of construction can provide input and have the opportunity to explore ways to streamline the schedule with other stakeholders. This can also be managed using online tools, which are particularly valuable to help keep the lines of communication open among all parties once execution is underway.

Kanban boards are another useful tool that can help construction teams visualize workflow. These boards divide tasks among different columns, such as work to be done, in progress, and completed. This provides a view that enables project stakeholders to anticipate and identify potential issues and proactively address corrective actions. Kanban boards can be used to document and share risks as the project progresses or to evaluate possible solutions, supporting the team in making informed decisions about the collective path forward.

A balanced approach to construction scheduling

Lean construction scheduling does not have to be overly complicated, but it can enhance project delivery when implemented properly and integrated with traditional scheduling. Leveraging proven Lean principles can help improve schedule reliability, encourage stakeholder alignment, enhance resilience against unexpected risks, and minimize delay claims or disputes. With many multifaceted challenges to contend with in the world of construction, a balanced approach that leverages the strengths of both Lean construction scheduling and traditional scheduling could help improve project outcomes if applied correctly and should be considered when establishing a project control methodology.

About the author

Alay Shah has over seven years of industry experience in claims management, dispute resolution, project management, construction engineering, and project controls in the construction industry. Alay has worked on a wide range of construction projects in the buildings, data centers, transportation infrastructure, industrial and manufacturing, and power and utilities sectors throughout the United States. His expertise includes delay analyses, entitlement analyses, damages evaluations, loss of productivity analyses, claims analyses, and contractor standard of care evaluations. Alay has extensive experience with project management and scheduling technologies, including Primavera P6, Procore, PM Web, Acumen Fuse, Steelray, and OpenSpace. He is also well-versed in alternative project delivery methods, including design-build, integrated project delivery (IPD), and public-private partnerships (P3), which focus on optimizing efficiency and collaboration in construction projects.

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