Nialli Inc.’s Post

Transcript

Welcome to a description of Nali Visual Planner. My name is Alan Boykin you I am a cofounder and I lead the design and user experience effort in Niali. This is visual planner. At first glance you can notice it's reminiscent of a sticky note wall. And the main reason for that it was born out of sitting and observing a construction trailer of teams practicing last planner system collaborative. Planning and working with sticky notes on a wall. In those environments the all the trades and sub trades have a particular color. We've replicated that notion. They work in certain areas to actually develop the flow in the sequence of their work to get the job done. What we're going to do today is go through the various aspects of visual planner and how it matches the needs of construction teams to be able to practice their craft, be experts in their craft. Not have an application get in the way of they're doing and help them get their work done. So let me talk a little bit about the interface and how it's designed to help teams. First of all, it's very understandable. I think everybody knows what a sticky note is. And you can see we've taken advantage of a touch display to enable people to actually have a relationship with their with their activity tags. And that's really important in digital. You can often lose that whole notion that that is mine, you're not handwriting the thing handwriting. The activity, so you need to have that touch, touch aspect of being able to interact with them. The interesting thing about digital, you can imagine having 15. Paper sticky notes and needing to move them because something didn't get done or there was a weather delay. In this case, you can move a whole group with a simple double touch, double touch gesture. So you start to get the advantage of of digital. The other aspect is we can easily move between areas and I would say a weekly meeting. You move between areas and then talk about each area. What work is going to get done on Monday, on Tuesday, everybody's you know. And interact, everybody sees their tags and their their tasks. We can move further out in the week and start to look at impacts of even the past week, which we have status and we'll talk a little bit about what statusing means. And well, let's talk about that now because they see a couple of tags haven't been status. And again, we use gestures where the trade says, yes, I got something done. And then the project manager or Superintendent, depending what the terms. You're using on your job site will confirm that and this starts to generate data that we'll look at when we talk about reporting. The other item is that it's very quick to say why didn't we get that work done and that gets recorded as data and you can start to develop and see trends in your job site, job site performance. So let's talk about how we status the activities in terms of whether they got done or not done in the past week. Come into the trailer and I mark it as done and I got this task done. The Superintendent or project manager confirms that it's done and it's closed and this will then actually show up in reports if an activity doesn't get completed. Basically we market the other way and we look at the reasons for variance and there's a few different reasons that are quite common. Maybe there's a material constrained issue or a labor constrained, or perhaps there is a. Weather in this case, we'll choose material constraint and these are consistent across the plans in an organization and can be set so that there's a consistent actual monitoring of the database of how teams are performing. Another benefit of digital sticky notes is you actually can create relationships between activities, which means I can commit to getting this task done, but only if this gets done beforehand and that's called a dependency. So when we look at a task. We actually see that there's a responsibility here to get this work done. And what is interesting is you can actually create alerts which you can't do with paper that says if this goes late, I get an alert that this can't get done because that dependency or logic tie was created. A unique aspect of NALI Visual planners that when it's combined with an interactive touch display, it allows for multiple people to work together and plan together. So in this case, I could be working with another trade partner and we'll be sorting out our task sequences while another group or team where it makes sense, work together on the sequence of their work because we're a cloud based solution. People actually can interact from their mobile mobile devices and add tags into the sequence and be be part of the conversation. Let's talk about the structure now of Niali Visual Planner and how it matches the last planner system of planning. What we're looking at here is starting to build a phase pole plan and we've imported milestones from a master schedule such as P6 or power project or other planning such scheduling softwares. We've also brought in some activities from those. Plans which we can then take advantage of that work that's been done and pull those now into our phase pull plan. We'll bring this activity in and at the moment it's really just a trade category. So what we do is that trade be the electrical we'll go in and say yes, that is now my tag and I'm committing to it and we let's see we can compare and say I think I can do that unless. Time now that I know more about the project and adjust the crew size and we now have an activity that can be pulled from the milestone, which was actually pulled down from the master. So now we're attaching the actual plan of building, which is this is the this is what we should do in the last planner system and starting to pull that process into our plan. Another aspect of Niali visual planner is the notions of production control, which is really what the last planner system is all about. There are a couple of elements that help teams in controlling their planning planning. One of the big ones is something called a constraint log, where we actually look at A tag and say I can't do this because there's a constraint. I'm I need this cleared. 24 I can do the activity. The second part that's important is the whole idea that I can start to look at reports about how my team is. Practicing and planning week over week. In this case, this is called the percent plan complete. I can choose a week of the plan, look at the reasons for variance and that's why that control was important to capture that very quickly and I can start to see trends in my different variances. You can see this team was planning and they really consistently had problems with their supply chain and they said we have to plan better and further out so we get our materials on site. We can see their actual trend line went down and well, it looks like that team is starting to have a problem again. Now this data actually is accessible to programs such as Power BI where we actually go into our report setting and export immediately. So you get a a view that allows you to filter on PBC by trades. You can compare between projects, how the the health of the planning on the projects. And, and it's part of that lean journey of getting, getting better. Why is the Western region always having such great PPC results? There must be things they're doing. Can we learn from that? Can we get better? So now we're going to move into taking that phase pole that we've created and we're going to get into cans. So we're now three to five weeks out and what we can do now is pull in some of our tasks from phase, pull into that period and choose an end date because we're doing a pull plan, choose done and it now populates those daily tags from this large sequential. Activity in the phase poll. So now we're looking at the weekly plan view, and you can see this long activity here that got pulled from phase pull is now planned out for several weeks. And we can start to look at how that actually fits with the flow and make movements if we needed to hit the particular milestone or work with the other trades to get the flow flow proper. Other interesting. Aspect is we have these master milestones that you saw in the face pool and we're now in the will. This is what we will do next week and we populate those milestones from the master milestone list. What's interesting here is it's really important to understand the difference between planned and actual. So if this milestone for some reason actually goes late, we now have an alert and a conversation needs to be had. With the scheduling department or some type of mitigation needs to be worked on in the plan to actually hit that milestone so it doesn't slip. I mentioned Power BI and now we are in the site office and we're starting to look then at the reporting that we get from the data. I showed how the status of tags creates data. You can hear you can see the percent plan complete data here. I can actually go in and start filtering by trade, which is useful for everybody to plan and get better across project across regions. And across time.