Implementing Last Planner® System: Timing and Training Make All the Difference
I’ve seen firsthand the significant gap in understanding and implementing the Last Planner System (LPS). This gap prevents LPS from reaching its full potential to revolutionize construction planning.
All too often, my services as a Lean Construction consultant are only requested after a project has already begun—by then, it’s usually too late to reap the full benefits LPS offers. These tools should be embedded into commercial construction teams from the outset, used consistently from day one.
Delays and Inefficiencies: A Common Theme
In many projects, delays due to permits, RFIs, or indecision from stakeholders are routine. It’s in these situations I often hear that training on systems like LPS is “premature.” But this view reveals a lack of understanding of what’s truly needed for effective implementation. Proper LPS training isn’t just about introducing a system; it’s about equipping teams to manage challenges and delays before they ever arise.
The Problem with Current LPS Training Approaches
In my experience, the training provided to superintendents and project managers is often surface-level, more “exposure” than education. Typically, they receive a brief introduction through a video or PowerPoint that barely scratches the surface of LPS. Such sessions don’t prepare teams for the real-world challenges they’ll face when using LPS on active projects.
Superintendents and project managers frequently come into projects with minimal training, forced to learn LPS on the fly. Without hands-on experience or a solid grasp of the system’s principles, they end up guessing—and this lack of training breeds resistance from trade partners who don’t fully understand or buy into the process.
The Value of Real LPS Training
When implemented correctly, LPS transforms planning sessions into efficient, effective collaborations that foster problem-solving and teamwork, qualities hard to replicate with traditional planning methods. Having taught over 15,000 students across multiple continents—from tactical medicine to commercial construction—I can confidently say that effective LPS training requires four to six dedicated sessions. A quick two-hour video or PowerPoint presentation won’t instill the depth of understanding needed for success.
The Critical Role of a Standard Operating Procedure (SOP)
An often-overlooked component of successful LPS implementation is a Standard Operating Procedure (SOP). In my 31 years in the military, SOPs were the backbone of every operation, and they should play the same role in construction projects. An SOP provides teams with a consistent, reliable guide for using LPS effectively. They’re an essential part of training and should be a staple in every LPS rollout.
We developed a template SOP that works well. Here’s a link to a free download.
Ideal Timing for LPS Training
Timing matters. Ideally, LPS training should begin well before a project is fully underway. Even if the project is already experiencing delays due to issues like permits or RFIs, starting LPS training can still make a meaningful difference. Once the general contractor’s leadership team is on-site, training should commence as soon as there are at least three staff members ready.
Starting early gives team members time to absorb the information, ask questions, and practice in a low-pressure setting, preparing them to implement LPS when the project is in full swing.
Structuring Effective LPS Training Sessions
Effective LPS training should be spread over multiple sessions, ideally spaced a few days to a week apart for better retention. Marathons, or condensed training sessions, are counterproductive; cognitive processing, retention, and the demands of daily work all suffer.
A typical LPS bootcamp schedule looks like this…
Session 1: Introductions, a basic project overview, and a one-hour crash course on LPS and its benefits.
Session 2: In-depth introduction to the SOP, including its elements and tailoring it to the specific project.
Session 3: A demonstration of a phase plan from start to finish, with project leaders acting as trade partners to simulate the process.
Session 4: A realistic rehearsal where the superintendent or facilitator simulates challenges with team members acting as trade partners.
Session 5: The first real phase or pull plan with trade partners, observed and supported with detailed feedback.
Session 6: The first Weekly Work Plan (WWP) with trade partners, observed and supported with detailed feedback.
Session 7: Check in on a Daily Huddle and provide feedback.
Additional sessions can reinforce training, particularly if there are delays between training and execution. Some superintendents may need extra practice to feel confident with phase/pull planning.
The Benefits of Early LPS Training
Early LPS training gives teams time to understand, practice, and gain confidence with the system before going live. Starting training after project delays makes it harder for teams to fully engage with LPS principles, as they’re already focused on catching up and managing the problems at hand.
Teams that go through comprehensive LPS training report a better understanding of the project and an improved ability to identify potential issues and proactively develop solutions. They approach projects with a new mindset, one that enhances planning and execution through collaboration.
The Last Planner System has the potential to reshape how commercial construction projects are planned and executed—but only if it’s introduced and implemented correctly. Effective training, a well-crafted SOP, and early integration are all essential. Whether the process is digital or analog, there must be practical application before full execution. With time and the right tools, construction teams can master LPS and become more efficient, cohesive, and capable of tackling the inevitable challenges of a project.
Reach out if you want to talk more about my approach. Bill@icpartners.co
