How To Give Recognition At Work

Read 9 min

Sometimes we think that giving recognition at work is too much of a silly subject, and we’re scared of it. But is there a way that we can do it comfortably? Is it appropriate at work? I get asked all the time, “How can I give recognition at work?” You, my friend, have come to the right place. 

The Importance of Recognition

First and foremost, it’s crucial to understand that everyone wants recognition. Every single person. Even the toughest-looking person with a seemingly intimidating exterior desires recognition, love, and kindness. Human beings naturally crave recognition. Studies have shown that you can motivate someone at least ten times as effectively through recognition and positive reinforcement as through punishment and consequences.

The Purpose of Giving Recognition at Work

One of the best lessons from the book “How to Win Friends and Influence People” is that we can be hearty in our approbation and lavish in our praise. I’m not talking about insincere praise or flattery, but honest and sincere recognition. We need to make this a culture. If you really want to amplify the motivation of your team, it’s a game changer.

Every year since 2007, I’ve read “How to Win Friends and Influence People” to understand how people want to be talked to, the right way to approach others, and what’s important to the people I work with. It has been a game changer. Whether you read “How to Win Friends and Influence People,” “The Go-Giver,” “The Leader Without a Title,” or follow Simon Sinek, aim to have a positive impact on others.

The Truth About Constructive Criticism

There is no such thing as constructive criticism. It only tears people down. What we should have are praise, compliments, and feedback for improvement. For example, if someone is working towards a goal and makes a step forward, you can give them a compliment. If it’s before they took that step, it’s feedback for improvement. The difference is the timing—before or after their growth.

How to Give Sincere Recognition at Work

Sincerity is key when giving compliments. What we don’t typically do is notice the positive actions of others. If we’re always boxed in, typing emails, thinking about our own projects, and siloed away from everyone, we’re not noticing. To get good at providing recognition, you must start noticing and being interested in others.

Advanced leaders build people, and those people get things done. When you focus on people, it’s easy to notice when they’re doing a great job. Praise, recognition, and feedback for improvement will become natural. Make your recognition sincere, notice the actions, and practice giving it.

Practical Tips for Giving Recognition

  • Label the Behavior: Instead of saying, “You are awesome,” which attaches it to their identity, say, “Your work is awesome.” This detaches it from them personally and attaches it appropriately to their behavior.
  • Provide Details: When giving a compliment, explain why you’re giving it. For example, “When you did this, it really impressed the client and exceeded expectations.” This makes the recognition feel sincere and real.
  • Make Eye Contact: You don’t have to be overly intimate, but looking at someone and delivering recognition sincerely is effective.
  • Include Recognition in Meetings: Put recognition and positive shoutouts on the agenda for your meetings. Normalize giving praise as a regular part of your work culture.

How to Practice Giving Recognition

If you’re going to give someone feedback or recognition, practice it. For example, say, “I really like the way you handled that project.” Be detailed and explain why you noticed it and what others are saying about it. This shows sincerity and makes the person feel valued.

People don’t start doing great work because they’re lazy. If no one appreciates their extra efforts, why would they continue? Recognition is huge for motivation.

Making Recognition a Habit

In our company, Elevated Lean Takt, we’ve made recognition a routine. We do shoutouts every day, give awards every Monday, and always praise people in meetings. It’s become a natural part of our culture because we started it, made it a habit, and normalized it.

The Impact of Recognition

This isn’t just a good idea; it’s a game changer. Recognizing each other can mend hard feelings, heal relationships, and create a sense of belonging in a team. It’s amazing to see a dysfunctional team transform when they start giving and receiving recognition.

Learn More About Giving Recognition

In the description below, I’ll share some examples of things you can do to create this kind of culture. You can implement these ideas tomorrow. I’d love to hear in the comments how it’s going for you. I hope you find success with it. On we go!

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here) 
-Listen to the Elevate Construction podcast: (Click here) 
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.

On we go!

How To Prevent Cost Overruns In Construction Projects

Read 12 min

Do you want to know how to actually cut costs in construction? If so, what is the main strategy? Well, that’s what we’re going to cover right now. 

How to Prevent Cost Overruns in Construction Projects

Let me give you a secret. And this is going to make this whole video worthwhile. The secret to life, to marriage, to running a business, to delivering a construction project, and to cutting costs is to add value. In any scenario, even in your employment, instead of always being in the mode of subtraction in our lives, what we don’t want to do, we should be in the mode also, or most of the time, in the mode of what am I going to do? How am I going to add value? Am I adding value enough to where my employer would never consider letting me go, right? Am I adding enough value in my marriage to where there is no worry about the strength of that marriage? Am I adding enough value in my business to where I have raving fan clients? And am I adding enough value so this project doesn’t go wrong? That is the key.

Common Mistakes in Cost Management

I see so many project managers just going through and cutting, cutting, cutting costs. Do we need that? No. Do we need that? We don’t need that consultant. Oh, we can slash that budget. Let’s do better here. Oh, let’s cut that out of the budget. Cut, cut, cut, cut, cut. I have seen people that will literally just try and manage their project from the standpoint of how many costs they can cut out of this, and they never look at engaging and adding value and preventing massive problems. And then they get into a scenario where they’ve now predicted the failure of their project, and now they’re going to have massive overruns on the back end. You can’t do that. You have to buy and pay for the things that you need to make sure the project goes right. You cannot manage through subtraction.

Managing Through Value and Subtraction

Now, can you do both? Yes, you can add value, ensuring you have everything you need to make sure that project goes well and that you pay for it and buy it and that your budgets are properly identified. And then you can say, are there any costs here that I don’t need, and you can cut from there. But you can’t manage through subtraction; you have to manage through value. And you can actually do it through value and subtraction.

The Key to Successful Construction Projects

So here’s what I mean. If you want your project to go well, you will not just reduce budgets and negotiate. You’ll actually plan the darn project. So that’s step number one: the predictor of success for construction projects isn’t did I slash enough budgets and did I reduce my expenses? It was, did we plan it well enough? So you see what I’m getting at here, right? It costs money to plan. It costs money to be in pre-construction. It costs money to get the right people there doing the right things. It costs money to get this thing started off right. And if you start it off with a mentality of subtraction, you’re going to reduce or diminish or remove these altogether. But these were the things from the beginning that were going to really determine the success of your project. So you have to plan the project. That means the right people, that means the right systems, that means the right integration, that means the amount of time that you need. Historically, projects will be 65% over on their duration and on their budget if they don’t plan their project right. So if you want to reduce real costs, not just job cost report-like little budget line item costs, if you want to reduce real costs, then plan the project right and spend the money on the front end. I hate it when we take the money from the front end and just add it to a contingency bucket. So we can spend 5, 6, 10 times the amount of money but just in a more acceptable bucket. It’s easier to pay for things out of contingency than early on in the budget upfront. No, no, get the right people, get the right training, get the right resources, spend the right amount of time and plan the darn project.

Steps to Prevent Cost Overruns

  1. Plan the Project: Get the right people, systems, and resources in place. Proper planning prevents projects from going over budget and over time.
  2. Add Value: Plan value-added activities and pay for them. Don’t just focus on cutting costs but ensure everything needed for success is in place.
  3. Take Your Time: Do not shortchange your pre-construction efforts. Time spent in planning will save days or weeks in the field.
  4. Build the Budget According to Your Plan: Don’t create an estimate and then plan. Plan first, then build the budget based on that plan. This ensures the budget aligns with how the project will be executed.
  5. Test the Plan: Identify risks and anchor to relevant data. Use historical data to ensure budget accuracy. Cover identified risks with time and money to prevent overruns.

Managing Risks

If you have risks, there are only three things you can do:

  • Fix the problem so it doesn’t become a cost overrun.
  • Absorb it out of contingency and fee.
  • Cover your risk with time and money and have a backup plan to counteract those risks and overruns.

Important Analogy

Would you like to go under the knife of a surgeon who doesn’t do very much pre-planning, creates a budget without looking at the MRI, or hasn’t planned the surgery? No, you’d want a thorough pre-plan with risks identified and covered. The same applies to construction projects.

Conclusion

Preventing overruns requires planning, knowing risks, anchoring to relevant data, covering those risks, and building an appropriate budget. Manage through value, not just subtraction, and ensure your project starts right to avoid cost overruns.

Further Learning

Please read the book, How Big Things Get Done, to understand the importance of planning as it relates to reducing costs. I’ll provide a link to our pre-construction planning Miro board so you can see an outline of the crucial elements for creating a great plan and budget to prevent overruns.

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here) 
-Listen to the Elevate Construction podcast: (Click here) 
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.

On we go!

What Happens At A Pre-Construction Meeting?

Read 5 min

A pre-construction meeting is essential to ensure that construction work is done correctly the first time. Here’s a structured outline of the process: 

Purpose

  1. Alignment and Education: The meeting is to align the team and educate them on the project details.
  2. Quality Installation: The goal is to install work right the first time by following a structured process.

Key Steps

  1. Gather Documentation
    • Updated set of plans and specifications, highlighted by the trade partner or superintendent.
    • Approved submittals to ensure timely material delivery.
    • Safety manual and quality manual of the trade partner.
    • Emergency contacts and training certificates.
  1. Prepare Thoroughly
    • Allocate a day and a half to prepare for the meeting.
    • Read and highlight plans and specs, and review all pertinent information.
  1. Review Key Documents in the Meeting
    • Highlighted plans and specs.
    • Approved submittals and installation instructions.
  1. Address Key Requirements
    • Discuss the owner’s specific requirements and frustrations with past projects.
    • Include these insights in the meeting’s outcomes.
  1. Discuss Detailed Plans
    • Review the master schedule and detailed sequence of work.
    • Discuss zone maps, logistics drawings, and installation models.
    • Address the sequence of installation to avoid potential issues.
  1. Identify, Discuss, and Solve Issues (IDS)
    • List potential issues that could arise during construction.
    • Discuss and solve these issues during the meeting.
    • Document solutions on a visual quality checklist or feature of work board.
  1. Create a Quality Feature of Work Board
    • 11 by 17 paper outlining the installation process, goals, steps, and visual cues for success.
    • Include common pitfalls and solutions.
  1. Implement and Inspect
    • Use the documented solutions and quality checklists in the field.
    • Inspect the work against these checklists during zone control walks.
    • Ensure foremen and crew are committed to delivering the work as per expectations.

Benefits

  • Clarity and Commitment: Ensures clear expectations and commitment from the team.
  • Standard Process: Uses a structured approach to avoid guesswork.
  • Quality Assurance: Provides a visual and documented process to maintain quality in the field.

Conclusion

By following this process, you can ensure a quality product and a smooth construction process. The pre-construction meeting sets the foundation for success, making it crucial to prepare thoroughly, document meticulously, and follow up consistently.

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here) 
-Listen to the Elevate Construction podcast: (Click here) 
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.

On we go!

How To Train An Employee With No Experience

Read 8 min

Are you frustrated by not being able to hire the people you want in the industry? Are you ready to build and train your own team? This blog post is for you. Let’s talk about some key steps to train someone from scratch. I’ll share a story and a method that will help you train an inexperienced employee successfully. 

How I Trained an Employee Without Experience

I remember a remarkable individual who joined our project site with no construction experience and limited English. Despite these challenges, his hard work, good work ethic, and eagerness to grow were evident. We met on a material hoist he was operating, and with the English he knew, we communicated and formed a relationship.

This individual was smart and determined. I encouraged him to take night classes to improve his English, which he did for about four or five months. Once his English improved, I asked him to read “Construction Surveying and Layout” by Wesley Crawford, and he diligently completed it.

We then moved on to practical training: survey techniques, learning to use the total station and level, and taking a course on AutoCAD through LinkedIn Learning. He mastered these skills and moved on to Revit, again using LinkedIn Learning.

About eight months after we started, another project began nearby, and he got an opportunity to work independently. He used the robotic total station, managed layout techniques, handled frontline quality and safety management, and created lift drawings in Revit.

How Long It Took to Train Our New Employee

From start to finish, it took about nine to twelve months to train him to proficiency. He became the lead field engineer and is now the Director of Surveying and Layout for a company in Tucson, Arizona. This story highlights a pattern that I want to share with you today.

Key Steps to Train Someone with No Experience

  1. Importance of Being a Hard Worker: Hard work is crucial. Even with all the knowledge, nothing changes without effort. The individual in my example was a hard worker, which was step one.
  2. Importance of Having Aligned Core Values: Ensure the person aligns with your company’s core values. They should consistently match at least three out of five core values. If they align, they can go the distance.
  3. Importance of Having a Growth Mindset: A growth mindset is essential. The person must be willing to learn and grow. If they’re fixed in their thinking, training won’t be effective. A hard worker with a growth mindset and aligned core values is gold.
  4. Creating a Scorecard for Employee Training: Once you have the right person, create a scorecard for the position. The scorecard should outline the role, required technical and interpersonal skills, and expected outcomes. This clarity gives them a target and helps map out a successful path.
  5. Providing Resources for Employee Training: Provide the necessary resources: time, training, tools, and a place to work. This includes books, LinkedIn courses, equipment, and opportunities to practice. Although it costs money, the return on investment is significant.
  6. Providing Mentors for New Employees: Every trainee needs a mentor or coach. Regular check-ins and guidance are crucial. Don’t leave them to figure things out alone; mentorship is key to their development.
  7. Giving Opportunities to New Employees: Offer real opportunities to practice what they’ve learned. Don’t hold them back due to inexperience or age. Believe in their potential and give them the chance to prove themselves.

Estimated Duration of Training a New Employee

With a clear path, proper resources, mentorship, and opportunities, you can train an employee to proficiency in about eight months. This applies to construction and other support positions.

Learn More About Employee Training

Below, I’ve provided a complete list of steps and some recommendations. Take this list and start implementing it with your new employees. Think about what it could mean for your business if you mapped out a training path and provided what your employees need.

I hope you’ve enjoyed this blog post. On we go!

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here) 
-Listen to the Elevate Construction podcast: (Click here) 
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.

On we go!

What Is The First Step In Risk Management?

Read 8 min

What is the first step in risk management? Why does every construction project often overlook the risk management component? Why isn’t this a tool or a focus in every team meeting? We’re going to discuss this in this blog post because I get asked all the time: How can we finish projects on time? How can we have lower costs and fewer overruns? It all comes down to not only preventing but managing your risks, so stay with us. 

The Impact of Risks in Construction

Risks in construction are like black swans, unexpected and impactful. They are the big problems, the boulders in the road, the situations that make you sick to your stomach when they happen. They can severely affect your career, keep you up at night, hurt your family, and strain your finances. These risks, if not monitored and managed, can prevent you from getting promotions and impact your ability to meet financial obligations. Risks are detrimental, and it’s crucial to emphasize the importance of having a risk management system or method.

Importance of Identifying Risks & Problems

To have an effective risk management system, you need to know how to identify your risks. Every person, marriage, company, church, and country has problems. Statistically, all 7.5 billion people on earth have problems. The only problem is thinking we don’t have problems and not fixing them. If you have risks or problems on your project, it’s essential to let everyone know. As a superintendent or project manager, you shouldn’t carry that burden alone. Creating a culture where problems are not seen as a problem but as something to be dealt with together as a team is key.

How to Identify Risks in Construction

  1. Create a Culture of Openness: Encourage your team to believe that problems are not a problem.
  2. Bring Problems to the Surface: Discuss problems in any forum available.
  3. Anchor Problems to Real Data: Use data to understand the impact of the risks.
  4. Regular Discussion: Take time every week to discuss and solve the problems.
  5. Take Action: Actively deal with the identified risks.

To understand the concept, you’ll want to identify your risks during the fresh eyes meeting and pre-construction phase. These risks should be documented in a risk and opportunity register, detailing the days and dollars at risk. This helps you get a clear picture of what you’re dealing with and allows you to measure it.

How to Discuss & Solve Risks in Construction Meetings

In every level 10 meeting or team weekly meeting, identify all issues or risks at the start. Then, move into the IDS (Identify, Discuss, Solve) phase. Discuss these risks, know what actions to take, and assign someone to each risk. This ensures the risks are managed and remain a focus for the team.

How to Deal with Risks in Construction

There are three ways to deal with risks:

  1. Absorb It: Accept the risk as a business decision and take it out of your fee.
  2. Cover It: Add schedule or financial contingency to cover the risk.
  3. Remove It: Use proper planning, strategy, and tactics to eliminate the risk.

There’s no place for wishful thinking in risk management. Instead, adopt the 10th man rule from “World War Z.” This rule suggests that if everyone agrees things will be okay, the 10th person must play devil’s advocate and plan for the worst-case scenario.

Important Reminders About Risk Management

To drive results on your project, know your risks, write them down, assign them, and start fixing them on a weekly basis. Whether you absorb, cover, or fix the risks, it’s crucial to take action. No wishful thinking allowed. If you want to build a remarkable project, dig in, find the problems, and start addressing them. Pair your optimists with those who dig deep and create real strategies, as wishful thinking never was and never will be a strategy.

For further reading, check out the linked blog post in the description below. Remember, finding and managing risks is essential for a successful construction project. On we go!

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here) 
-Listen to the Elevate Construction podcast: (Click here) 
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.

On we go!

How to Instantly Build Rapport

Read 8 min

How to Instantly Build Rapport: A Guide

In this blog, we’re going to share how to connect and build rapport instead of tanking human interactions. Do you want to know what rapport is, an approach to building it, and some other cool tools? If so, get ready for some real connection—you’ve come to the right place. 

What Is Rapport?

Rapport is a positive and harmonious relationship characterized by trust, understanding, and respect. It’s where communication flows easily, and both parties feel comfortable and connected with each other. This is exactly what we want in any interaction.

Let’s be honest: a rough exterior or gruff persona is just a shell masking who someone really is. It’s fake and rooted in ego. True connection happens when individuals show their true selves and feel safe around each other. That’s when collaboration, trust, and intelligent conversation begins to flourish.

How I Learned the Collaborative Problem-Solving Method

I learned a great method from the book “Changeable” by J. Stuart Ablon. When I first encountered these concepts, I was skeptical and even frustrated. But I’ve since found that this collaborative problem-solving method works every time for building rapport. Here’s how it goes:

  1. Connect with Empathy: Empathy means listening to and believing in someone’s experience. It doesn’t mean you have to walk in their shoes, but you should genuinely care about their perspective. Brené Brown is a great resource on empathy. Stephen Covey also emphasized that listening is like oxygen—without it, nothing else can happen.
  2. Define the Problem: Especially in difficult situations, defining the problem helps. If someone is angry or upset, start by connecting with empathy, then define the problem. Say something like, “If I’m hearing you right, the problem seems to be A, B, C, and D.” This shows you’re listening and understanding, which can diffuse tension.
  3. Collaboratively Solve the Problem: Find a win-win solution. For example, if you’re discussing school with your child, instead of enforcing a hard rule, ask how you can meet their needs within the required parameters. If you encounter a “no,” don’t get discouraged. As Chris Voss says in “Never Split the Difference,” a no is just a step toward a genuine yes.

Benefits of Following the Collaborative Problem-Solving Method

By following these steps, the person you’re interacting with will feel heard and understood, and you can collaboratively find a solution that meets both your needs and the situation’s requirements. This method works well in various contexts, including with workers, foremen, team members, clients, and customers.

Other Ways to Instantly Build Rapport

Here are some additional techniques to build rapport in real-time situations:

  • Mirroring: Match their tone, expressions, and body language. People like those who are like them.
  • Genuine Compliments: Offer sincere praise and appreciation to build trust and rapport.
  • Finding Common Ground: Show that you understand their situation and relate to them.
  • Smile and Make Eye Contact: Trustworthy body language and connection are crucial.
  • Validate Their Concerns: Acknowledge their experience without necessarily agreeing with their perspective.

Final Note About Building Rapport

Rapport comes from true and real connection, which requires effort. Avoid getting triggered and escalating conflicts unless necessary. Don’t dismiss the other person’s concerns; even if they’re just thoughts, they’re real to them. Addressing these concerns helps them feel comfortable, calm down, and engage in productive dialogue.

This approach also works in positive situations. Connect with empathy, be present, and seek win-win solutions by being a go-giver. This pattern works wherever you try it.

Learn More with these Resources:

I highly recommend the following books to deepen your understanding and skills in building rapport:

  1. The Power of Now by Eckhart Tolle
  2. A New Earth by Eckhart Tolle
  3. Changeable by J. Stuart Ablon

These resources offer valuable insights into managing your ego, creating real connections, and partnering effectively with others. I hope this blog helps you build better relationships in any context.

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here) 
-Listen to the Elevate Construction podcast: (Click here) 
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.

On we go!

What is Value Engineering in Construction?

Read 8 min

Welcome to our blog on value engineering in construction! Today, we’ll dive deep into what value engineering truly is, what it isn’t, and how it can be effectively controlled to achieve the desired outcome. If you’re interested in understanding what value engineering should be, what it definitely cannot become, and how to steer it towards the right outcome, you’ve come to the right place. 

What is Value Engineering in Construction?

Let’s start by defining value engineering. In construction, value engineering is a systematic, organized approach aimed at optimizing the value of a project by balancing cost, function, and quality. This involves analyzing project functions, identifying value-add cost-effective alternatives, and implementing innovative solutions designed to help the project meet its budget targets while maintaining essential features. The purpose of value engineering is to involve all stakeholders and disciplines in problem-solving to design a project that lowers the overall total cost but still maintains good quality and supports the project’s life cycle.

Value engineering’s true intent is to eliminate waste and any design elements outside the project’s parameters or performance criteria, ultimately making the project valuable or profitable for the owner. However, it is not meant to be a tool for general contractors to simply cut out crucial design elements to meet budget constraints.

The Key Points of Value Engineering

The essence of value engineering is to optimize value by balancing cost, function, and quality, improving the efficiency and effectiveness of the building throughout its life cycle. This ensures the best possible design. However, there’s a common problem: many people have a negative impression of value engineering, and often, they have good reason.

How General Contractors Usually Make Proposals for Projects

Here’s a typical scenario: when general contractors propose on a project, they create a CPM schedule, which is a target or predictive schedule based on what the owner wants. However, this schedule often lacks good logic, trade flow, and realistic production simulation, leading to an undercut project timeline.

For example, in the proposal phase, the owner might be promised a 20-month project timeline. During concept design, the timeline still appears to be 20 months, and this continues into schematic design and design development. However, halfway through, the contractor realizes the project will actually take 24 months. This realization comes too late, leading to significant cost increases and project delays.

Effects of Choosing the Lowest Bid Contractor

Often, the winning contractor is the lowest bidder, which incentivizes them to spend the least amount of time and resources on the project. This approach rarely results in the lowest overall project cost. As the project progresses, additional features and systems are added, and the initial 20-month estimate turns out to be unrealistic.

What Happens When Value Engineering is Done Wrong

When it becomes clear that the project will actually take 24 months, costs skyrocket. For example, extending the project by four months can add significant costs in general conditions, general requirements, insurance, and delayed occupancy, potentially turning a $3 million problem into a $6 million one. This mismanagement leads to one of two outcomes: making the owner and designers unhappy by cutting crucial design elements or overburdening workers, resulting in a project that finishes even later than planned.

Better Way to Do Value Engineering in Construction

To avoid these pitfalls, a better approach to value engineering is to use a tech production system early in the design phases. This ensures an accurate understanding of the project’s timeline and costs from the beginning, allowing for a design that stays within budget and meets quality and function requirements. True value engineering should always be about balancing value, cost, quality, and function from the start, not cutting off essential features later on.

 

We hope you found this blog on value engineering informative. Stay tuned for more insights and practical tips in our upcoming posts!

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here) 
-Listen to the Elevate Construction podcast: (Click here) 
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.

On we go!

Safety First: A Core Principle in Construction

Read 8 min

INTRODUCTION
In this blog, we’re going to discuss why safety is always our top priority in the construction industry. It’s not just a value but a fundamental part of our operations. I’ll share a touching story, a common observation in the industry, and practical steps to make safety a core aspect of your career. 

I once heard a speaker, Jeff Espenship, who shared an impactful story about safety. Jeff was a fantastic speaker, and his story left a lasting impression on me. He used to fly show planes for air shows while holding a day job. One time, he asked his brother and a companion to fly a plane to an air show, but the plane crashed, and no one survived. This included his brother, and the loss devastated Jeff and his family.

Jeff explained that in some old prop planes, hydraulic lock can occur, where fluid inside the cavity prevents the pistons from fully moving, stopping the propeller. To avoid this, a certain number of manual rotations of the propeller are required to ensure everything is fine. Jeff recalled a time when he and his brother were in a rush to take off before a storm hit. He decided to skip the propeller checks, thinking they didn’t have time. They made it safely, but this shortcut set a dangerous example for his brother, who later skipped the checks, leading to the fatal crash.

This story underscores a critical lesson: safety must always come first. Jeff’s actions, driven by urgency, indirectly led to his brother’s death by setting a precedent that it was okay to skip essential safety steps.

Reflecting on this, I remember starting in construction where “safety is number one” was a common phrase. At DPR Construction, I learned that safety isn’t just a priority, which can change, but a core value. Later, I encountered a powerful idea: safety isn’t just a priority or a value; it’s always. This mindset is crucial because how we approach safety reflects in every aspect of our work.

Another personal story illustrates this further. My first boss, who was like a mentor to me, tragically lost his son in a construction accident. His father, while operating a blade, accidentally ran over his son, killing him instantly. This event shook me to my core and reinforced the importance of setting a good example and maintaining a strong safety culture.

One more story involves a superintendent on a multi-family project. Despite agreeing to follow safety protocols, I later found him working unsafely on a roof without fall protection. His actions signaled to his team that safety wasn’t a priority, leading to ongoing safety issues on the job.

These stories highlight a crucial point: the example set by leaders directly influences the safety culture on-site. Human nature prioritizes social acceptance, so workers often follow the lead of their supervisors. This is why it’s vital for those in leadership positions to model safe behaviors consistently.

To establish a culture of safety in construction, consider these steps:

  1. Learn It: Educate yourself on safety protocols, even if it means going through extensive training like OSHA 30. Understanding safety rules and guidelines is the first step.
  2. Implement It: Ensure safety measures are in place on-site. This includes guardrails, lifelines, safety nets, and overall job site organization to keep everyone safe.
  3. Hold the Line: Enforce safety standards strictly. If someone is unsafe, address it immediately. Send them for additional training or resources if necessary. Do not tolerate unsafe behaviors.

As leaders, it’s our responsibility to ensure everyone goes home safely. This means prioritizing, valuing, and always considering safety in every aspect of our work. Remember, safety isn’t just a set of rules; it’s a mindset that requires constant vigilance and commitment.

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here) 
-Listen to the Elevate Construction podcast: (Click here) 
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.

On we go!

The Construction Industry’s Hidden Problem

Read 9 min

In this blog, I’m going to talk to you all about unhealthy competition and why it’s so destructive for our industry. So, would you like to know what happens when we have unhealthy or toxic competition, the negative impact it has, and what we should do to fix this right now? If you do, stay with us on this blog because that’s what we’re going to discuss. 

A Little Analogy to Understand the Issue

Let’s anchor back with a bit of an analogy in our minds. When we think about competition, most people think capitalism, competition, and advancement that will help the industry. But let me explain it like this: imagine a competition in a college designed to produce the best overall project or solution. What if those entities started hiding information from each other, hurting other parties, bad-mouthing, and damaging reputations? What if they siloed information and didn’t use the collective genius of the group or did whatever the host wanted instead of innovating, and then never shared the results so others could utilize and scale the solution?

Imagine such a scenario. You’ve seen it before in sports where a healthy competition turns toxic—defacing property, hurting mascots, or even beating people up—leading to the cancellation of the game. That’s what the construction industry is like. We’re in a situation where we are hurting each other through negative competition, not sharing, and not leveraging the wisdom of the team. When someone finds something out, they don’t let it scale to the rest of the industry, causing stagnation and harm.

Major Causes of Unhealthy Competition in Construction

Here are the reasons people compete like they do in the construction industry:

  1. Market Share: Companies believe it’s a zero-sum game with limited resources.
  2. Profit Maximization: Hiding and siloing information is seen as a way to maximize profit, even at the expense of others.
  3. Competitive Advantage: Innovation is hoarded to maintain a perceived advantage.
  4. Customer Loyalty: Companies aim for monopolies through brand recognition, often withholding products, knowledge, and innovation.
  5. Resource Scarcity: Uneven resource distribution due to siloing.
  6. Strategic Positioning: Companies position themselves strategically under economic pressure.
  7. Investor Expectations: The focus is on rapid growth and consumption to satisfy investor demands, leading to a system that protects itself.

What Healthy Competition Looks Like

Healthy competition is beneficial when it encourages improvement in customer service, delivery, approach, and relationship-building. It’s detrimental when innovation is withheld, harming workers, foremen, tradespeople, and the industry as a whole. We should emulate models like Toyota, where sharing and openness are encouraged to foster industry-wide improvement.

The Key to Eliminating Unhealthy & Toxic Competition

Unhealthy, toxic competition might seem beneficial to individual companies, but it hurts the industry. Here’s the secret: we don’t win as construction companies unless we win together. We need to start sharing, networking, and helping each other. Here’s how:

  1. Invest Together: Form joint ventures and partnerships to leverage shared resources and wisdom.
  2. Learn Together: Make information free and accessible. Share systems, tools, templates, and knowledge to raise the industry standard.
  3. Share & Train Together: Elevate each other by sharing best practices and training collaboratively.

 

Negative Effects of Toxic Competition in Construction

  1. Quality Degradation: Shortcuts are taken, leading to diminished quality.
  2. Unethical Practices: This includes false advertising, price fixing, intellectual property theft, and unfair labor practices.
  3. Short-term Cost Cutting: Training, systems, and processes suffer, harming overall quality and productivity.
  4. Employee Exploitation: Workers face low wages, poor conditions, and excessive demands.
  5. Customer Mistrust: Layers of bureaucracy increase, wasting time and reducing productivity.
  6. Innovation Stagnation: Price wars reduce investment in R&D, hindering overall progress.
  7. Economic Instability: Toxic competition leads to lower profitability, layoffs, and bankruptcies.
  8. Environmental Damage and Legal Backlash: Harmful practices lead to tighter regulations and less productivity.

How We Can Invest, Learn, Share, and Train Together to Eliminate Toxic Competition

To foster a healthier industry, we should:

  1. Invest Together: Form joint ventures and partnerships, focusing on industry-positive trends and technologies.
  2. Learn Together: Make information free and accessible, sharing solutions and innovations openly.
  3. Share Together: Spread best practices, tools, and templates to raise the industry standard.
  4. Train Together: Collaboratively train and elevate each other, ensuring fair competition based on service and relationships.

The construction industry’s hidden problem is that we’re all siloed and not sharing, keeping the industry in the dark ages. We need to fix this together if we are ever to match the productivity gains seen in manufacturing.

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here) 
-Listen to the Elevate Construction podcast: (Click here) 
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.

On we go!

8 Types Of Waste In Lean Construction

Read 6 min

Introduction

In Lean construction, identifying and eliminating waste is crucial for achieving operational excellence. Here, we’ll explore the eight types of waste, how they impact construction projects, and provide actionable tips for reducing or eliminating them. 

The Eight Types of Waste

  1. Overproduction: Creating more of a product than needed. This leads to excess inventory and can result in defects, damage, or the need to move unnecessary materials.
  2. Excess Inventory: Holding more materials than necessary. This can cause damage, require additional storage, and lead to further waste such as motion and transportation.
  3. Motion: Excessive movement of people or equipment due to overproduction and excess inventory, increasing the risk of injuries and inefficiencies.
  4. Transportation: Unnecessary transport of materials or products. Overproduction leads to moving items to and from storage, increasing the likelihood of defects.
  5. Defects: Flaws in products or materials caused by overproduction and mishandling, requiring rework or repair, which consumes additional resources.
  6. Overprocessing: Performing more work than required to meet customer needs, often as a result of fixing defects. This leads to wasted effort and resources.
  7. Waiting: Delays caused by overprocessing and defects. This can involve workers waiting for materials or tasks to be completed, leading to project slowdowns.
  8. Underutilized Talent: Failing to leverage the skills and knowledge of the team. Utilizing the team’s collective genius can prevent other wastes from occurring.

Impact on Construction Projects

Understanding and addressing these wastes are essential for streamlining operations and enhancing productivity. Each type of waste adds unnecessary time, cost, and effort to a project, hampering its success.

Tips for Reducing or Eliminating Waste

  1. Three S System (Sort, Straighten, Sweep/Shine):
    • Sort: Remove unnecessary items from the workspace.
    • Straighten: Organize essential items for easy access.
    • Sweep/Shine: Clean and maintain the workspace to identify waste quickly.
  2. Five S System:
    • Sort
    • Straighten
    • Sweep/Shine
    • Standardize: Establish consistent practices.
    • Sustain: Maintain and review standards regularly.
  3. Engage the Team:
    • Educate everyone about the eight types of waste.
    • Encourage team members to identify and report waste.
    • Use visual tools, like laminated cards, to keep waste types top of mind.

Creating a Culture of Continuous Improvement

Adopting Lean principles and regularly practicing the Three S or Five S system fosters a culture of continuous improvement. Teams become more efficient, project flow improves, and operational excellence becomes achievable.

Conclusion

By recognizing and eliminating the eight types of waste in Lean construction, you can significantly improve project outcomes. Implementing structured systems like the Three S and Five S methods, and engaging your team, will pave the way for a more efficient and successful construction process.

Helpful Resources

For further guidance, download the formatted Canva graphic provided, which outlines the Five S system and the eight types of waste. Distribute these resources to your team to reinforce Lean practices and support your journey towards continuous improvement.

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here) 
-Listen to the Elevate Construction podcast: (Click here) 
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.

On we go!