This part of INFRACONS GROUP is specialized in supplying of the construction materials,
INFRACONS SUPPLY uses a project execution system that uses the overall project plan as the general frame, but suggests that the day-to-day activities of the actual production should be managed by a more flexible approach accounting for the actual progress of the project.
The main philosophy is to ensure that all the prerequisites needed for performing a distinct task are in place, before it is assigned to a work group. This is the task of the “last planner” in the chain of plans of increasing detail in a project. Therefore, Last Planner has been used to mean both the system and the person responsible for the final arrangement of tasks.
– SHOULD: assignments that need to be done in the near future according to the overall project plan
– CAN: assignments that have all their prerequisites ready: e.g. previous project steps are completed, necessary materials are at hand, and work force is available
– WILL: the tasks that are commenced before the next planning round
– DID: the assignments that are completed
We use The Last Planner System includes rules and procedures, and a set of tools that facilitate the implementation of those procedures. The two main procedures are Production Unit Control and Work Flow Control. Production Unit Control coordinates the execution of work within production units (e.g. construction crews) and includes processes for directing workers through continuous learning and corrective actions. Work Flow Control coordinates the flow of design, supply, and installation to proactively arrange work to flow in the best achievable sequence and rate.
From the supply chain perspective, the most important feature of the Last Planner System is the way the work flow control utilises a look ahead process. The traditional use for a look ahead process is only to highlight what SHOULD be done in the near term. However, within the Last Planner System, the process serves several functions, e.g. work flow sequence shaping, decomposing master schedule activities into assignments and revising higher level schedules as needed, and maintaining a backlog of work ready to be performed.
The scope of Construction Materials supply shall include accurate quantity of materials and appropriate quality as specified in the technical specification. Similarly, the materials shall be supplied on time and also the transportation shall also to be made by the respective supplier up to venue
The proposed material delivery solution
We will present our proposal in two parts. First, we address the transparency needed for determining material constraints. And second, we demonstrate how the finite scheduling of project tasks can be used to help the client to work timely with no delays.
Visibility to material constraints
The first challenge of the material delivery process in relation to Last Planner type project management approaches is to provide the planner reliable information on material availability for project tasks. This means that the material needs of each task have to be known. The materials needed for a task can be thought of as a bill of materials (BOM) for a task.