Construction software

Site planning and crew scheduling: who is on which site tomorrow?

Site planning in Lean starts from the project. Each site stage becomes a work order, which you assign to a crew, a person or a subcontractor. The crew sees its work on the phone, and what it records comes back to the project: hours, materials and photos.

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One plan, several views

The same work orders, seen the way you need them at that moment.

GanttPer crew, per person, per client, per type of work or per project manager. You move a work order by dragging it.

Weekly boardThe week per crew or per person, as a board of calendars. Here too, you move work by dragging it.

CapacityPer crew and per day: how many hours are available against how many are planned.

MapWhere the day's sites are, with a colour per crew.

To be scheduledWork orders without a date wait separately until you schedule them.

Order of the stepsThe steps of a project are linked: first the materials, then production, then installation.

The digital work order on site

The foreman opens today's work on the phone: client, address, assignment and the map. He taps start, pause and stop. Loading and driving are recorded separately, as driver or passenger.

He picks the materials used from the catalogue, with the quantity. Photos go straight onto the work order. When closing, he sees a summary of hours per person and materials, and leaves a note for the client.

Closing is only possible once nobody in the crew is still active on the work order, so no hours are left open. The work order runs in the browser of the phone or tablet, with no separate app.

More about timesheets and work orders ›

Hours and materials, back on the project

What the crew records appears on the work order straight away. In the office, you see per work order the hours per person, start and finish times, travel hours and mileage. You can check and correct them before they go further.

Per work order, materials are shown against what was budgeted and planned. For those who prefer not to use a phone, there is a time-recording kiosk, for example in the warehouse or the site cabin.

If you make elements in your own workshop, the shop floor records start, stop and finished pieces per production order on a tablet. Materials are then booked out according to the bill of materials.

Subcontractors in the same plan

For each work order, you choose a subcontractor from the partners eligible for that type of work. They see their work orders in their own portal, in a calendar and a schedule, with the documents and information they need for the assignment.

More about subcontractors ›

Crane, aerial platform and transport

The resources a site needs, such as a crane, an aerial platform or the number of fitters, are recorded with the address or the step. Whoever opens the file knows in advance what is needed. Crane hours and transport are items on the project, with cost and sales price, so they count in job costing.

How you want to schedule machines and vehicles themselves, we look at together when we start.

Is the crew heading to a site that is ready?

A plan says who goes where. IRP says whether it can happen. For each step, the office sees which information is still missing: an approved drawing, a confirmed delivery, access to the site. What is not ready shows up before the crew leaves.

How IRP works ›

Frequently asked questions about site planning

Can I plan per crew and per person?

Yes. The Gantt and the weekly board show the plan per crew or per person. You move work by dragging it.

Can I see whether a crew is overbooked?

Per crew and per day, you see the available hours against the planned hours.

Do my people need an app?

No. The work order runs in the browser of the phone or tablet. Anyone without a phone records their time on a kiosk.

Can the client sign the work order?

A signature on the work order is planned but not yet available. Today, the crew closes with a summary and a note for the client.

Read on

Site management and job costing ›Planning in Lean ERP ›Service scheduling for installers ›

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Bring one bottleneck. See how Lean handles it.

We start from a situation in your work. You see what works in the software today, and we discuss how it fits your process.

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