Making Projects Legally Successful, Feat. Andy Wyman

Posted on August 20, 2025August 20, 2025 by Danny Jiménez⁩

Read 9 min

How Contractors Can Set Projects Up for Success Legal and Communication Insights with Andy Wyman

In this blog, we dive into a powerful and practical conversation with construction attorney Andy Wyman, who shares his legal insights and business experience to help contractors and owners alike set their projects up for success. Andy’s firm, Wyman Legal Solutions, works with both contractors and owners, giving him a uniquely balanced perspective. Below, we’ve captured key takeaways and real-world advice from our recent discussion.

Communication is Everything From Day One

Andy emphasized one critical truth, most owners, especially residential clients, have no idea how construction projects work. They don’t know the process, the risks, or even the basics of what to expect. That’s where contractors can stand out immediately by becoming the “tour guide” for the project. Just as a law firm explains each step of a legal matter to a new client, contractors should clearly outline what will happen next, when, and why.

“This is the perfect opportunity for contractors to build trust. Don’t assume the owner knows the process walk them through it.”

This builds confidence, reduces fear, and can set the tone for a collaborative relationship. Communication upfront is the foundation for successful outcomes and fewer disputes.

Miscommunication, Most Lawsuits

Andy shared a sobering truth, nearly every construction dispute stems from poor or unclear communication. Whether it’s commercial or residential, unmet or unspoken expectations are usually at the heart of the problem.

This is why regular communication, clear expectations, and aligned goals between the owner and contractor (like conditions of satisfaction and project charters) are non-negotiable. Even something as small as missing a deadline without calling to explain can start the erosion of trust.

“How you do anything is how you do everything. Missing small deadlines without notice is a red flag.”

Be Proactive, Not Reactive Legally and Operationally

Legal problems often arise after things go wrong, but the best contractors are thinking about legal protection before the project starts.

Have a well drafted contract that sets clear, fair expectations and supports project success not just legal defense.
Understand lien laws in your state. For example, in Florida, subs must send a Notice to Owner within 45 days to preserve lien rights. That notice isn’t aggressive it’s smart business.
Present yourself as a professional. Your contract should be clean, consistent, and free from typos. Avoid Frankenstein documents stitched together from old templates and internet downloads.

“A sloppy contract tells a client you’re not a professional. A clean, clear, fair agreement sets the tone for everything.”

Contracts Should Enable, Not Divide

This is a key mindset shift: contracts should make collaboration easier, not create friction. The best contracts:

Clarify expectations
Define fair consequences
Include dispute resolution mechanisms on the ground so decisions can be made swiftly, without escalating into lawsuits

If a problem arises, you don’t want to default to court. A contract that empowers a local decision maker or neutral third party (before litigation or arbitration) can keep projects moving forward.

“Write a great contract and stick it in a drawer that’s the goal. You hope you never have to look at it again.”

Invest in Your Business Not Just Your Tools

Andy’s final challenge to contractors was simple but powerful, Treat your construction business like a real business.

This means having a team of trusted advisors: a construction attorney, business coach, accountant, insurance broker, and more. Many contractors got into the business because they were great with their hands but building a business requires a different skill set.

“Don’t look at professional help as a cost look at it as an investment in your business success.”

Final Thoughts

Success in construction doesn’t just come from doing great work it comes from building great relationships, having clear and fair contracts, and proactively managing risk before it turns into a problem.

Andy Wyman offered a deep, experienced perspective that blends legal savvy with practical, boots on the ground business wisdom. If you’re a contractor who wants to grow, lead, and protect your business, his message is one worth taking seriously.

Key Takeaway

Great construction projects are built on more than just skill they’re built on professionalism and clear communication. Establish trust early, clarify expectations, use professional, well drafted contracts, and proactively address risks. From the way you show up to how you handle delays or disputes, every interaction sends a message about your credibility. Contractors who lead with integrity, consistency, and professionalism are the ones who build trust, avoid litigation, and win repeat business because the best legal protection is not needing it at all.

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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.

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Developing People, Feat. Donny Metcalf

Posted on August 20, 2025August 20, 2025 by Danny Jiménez⁩

Read 7 min

Unlocking the Creative Path with Thomas Arns

Thomas Arns, a remarkable thinker and leader who brought us insights on creativity, learning, and the power of approaching life as a path rather than a race. This conversation was rich with wisdom on how to balance structure and freedom, how to learn without limits, and how to lead ourselves and others with curiosity.

Thomas began by sharing how creativity has shaped his journey. For him, creativity isn’t a talent reserved for a few but a practice available to anyone willing to explore. He encouraged us to see creativity as a way of approaching challenges with openness instead of fear. In construction and in life, the problems are endless, but so are the creative solutions when we give ourselves permission to think differently.

One of the themes that struck me most was Thomas’s perspective on learning. He spoke about learning not as something we do to check a box, but as a lifelong process that builds depth over time. He reminded us that real growth happens when we move from simply consuming knowledge to actually applying it and then teaching it to others. That cycle of practice creates a culture where learning sticks and spreads.

Thomas also touched on the importance of curiosity. Rather than rushing through projects or trying to control every detail, he urged us to slow down and notice what is really happening. Curiosity is the fuel that allows us to see opportunities we might otherwise miss. It keeps us flexible, and flexibility is what keeps teams strong in the face of change.

Another insight he offered was about balance. In our industry, we tend to lean heavily on structure, process, and control. Thomas reminded us that too much rigidity suffocates creativity. The path forward is not to abandon structure but to use it as a foundation, a framework within which freedom and innovation can thrive.

Leadership, as Thomas described it, is less about directing others and more about walking the path alongside them. By modeling curiosity, creativity, and openness, leaders create permission for their teams to do the same. When people feel safe to experiment, to fail, and to learn, the environment shifts from one of fear to one of growth.

The final challenge Thomas left me with was to see life and work as a path rather than a destination. The path is where we grow, where we stumble, where we get back up, and where we discover new possibilities. It is not about arriving quickly but about walking well, step by step, with creativity and courage.

Thomas’s Top Insights

Creativity is a practice, not a talent reserved for a few
Learning sticks when we apply it and then teach it to others
Curiosity opens the door to growth and flexibility
Balance structure with freedom to allow innovation
Leadership is walking the path alongside your team
Fear limits creativity, safety fuels it
Life is not a race but a path where growth unfolds step by step

Key Takeaway:

Creativity is not a gift for the few, it is a practice for all of us. When we stay curious, balance structure with freedom, and approach life as a path to be walked instead of a finish line to cross, we unlock new possibilities for ourselves and for our teams.

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:

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People Focused Productivity, Feat. Oskar Smeds

Posted on August 20, 2025August 20, 2025 by Danny Jiménez⁩

Read 6 min

From Patterns to Mastery with Nicholas Van Den Heuvel

Nicholas Van Den Heuvel, a fascinating thinker who brought us a new way of looking at growth: through patterns, reps, and the courage to break the mold. This conversation was loaded with insights on learning, leadership, and how mastery is really built.

Nicholas talked about how patterns run our lives, whether we’re aware of them or not. From the way we show up on the jobsite to the way we react under pressure, our habits define us long before we realize it. He challenged us to step back and ask: Are the patterns I’m repeating leading me toward growth, or keeping me stuck where I am?

What stood out to me was Nicholas’s courage to push against the “way things have always been done.” In construction, it’s easy to settle into rhythms that feel safe but limit our potential. He reminded us that growth often comes from disruption, from choosing to try something new, to fail fast, and to learn even faster.

One of Nicholas’s strongest points was around repetition. Nobody becomes great overnight. It’s the daily reps, the consistent practice, that carve the path to mastery. Whether it’s planning better, running effective stand-ups, or simply listening with more intent, the reps matter. Small improvements stacked over time create transformation.

Nicholas also emphasized becoming a student of learning itself. It’s not just about the content we consume, but about the way we absorb, apply, and teach it to others. That “say one, do one, teach one” cycle is how knowledge becomes wisdom, and wisdom becomes culture.

What struck me most was Nicholas’s humility. Instead of preaching leadership as a position or a title, he framed it as a pattern of behavior. Leaders model the reps they expect from their teams. When they show consistency, curiosity, and courage, those same traits multiply throughout the group.

Finally, Nicholas reminded us that real growth is uncomfortable. Patterns are safe, but courage is where breakthroughs happen. If we’re willing to step into discomfort, we can unlock potential that’s been sitting dormant all along.

Nicholas’s Top Insights

Patterns run our lives, so be intentional about which ones you follow
Growth comes from breaking molds, not staying safe
Daily reps are the foundation of mastery
True learning happens in the cycle: say one, do one, teach one
Leadership is behavior, not position
Humility and consistency multiply throughout teams
Courage always precedes growth

Key Takeaway:

Mastery isn’t about big leaps, it’s about patterns and reps. When we choose courage over comfort, break the molds that hold us back, and commit to daily practice, we transform not just our own leadership but the culture of our entire teams.

If you want to learn more we have:

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The Right Order of the 8 Wastes, Feat. Adam Bean

Posted on August 20, 2025August 20, 2025 by Danny Jiménez⁩

Read 9 min

Unlocking Unused Potential with Adam “Beanie” Bean

I love Beanie’s perspective: instead of starting with overproduction as the “mother of all wastes,” he challenges us to flip the script and put unused or underutilized potential first. If our people aren’t fully engaged, if their creativity, skill, and insight aren’t being tapped, then the other seven wastes naturally follow.

Beanie shared stories of growing up in construction, learning hard lessons from his father, and later mastering principles of lean, scrum, and the theory of constraints. His emphasis? People over process. When we focus on autonomy, mastery, and purpose, we unleash the hidden potential of our teams, and projects transform.

From stand-ups to habits of daily learning, from “say one, do one, teach one” to the simple rule of “play the ball, not the player,” this conversation reinforced one truth: it’s not the giant breakthroughs that make us remarkable, but the small, consistent improvements practiced daily.

What really struck me is how often we overlook the talent already sitting in front of us. Instead of racing to hire outside help, how many times do we pause and ask if someone on the team could step up, contribute, and grow? That shift alone changes culture.

Beanie also emphasized the importance of building habits. Like going to the gym, leadership and lean thinking aren’t one-time efforts; they’re the result of daily reps. He reminded me that showing up consistently, even for 10 minutes a day, compounds into mastery.

Another golden nugget was his approach to conflict. He reframed it as a tool for growth rather than chaos. When teams “play the ball, not the player,” the energy shifts from personal attack to solving process problems. That kind of cultural change unlocks incredible momentum.

Finally, I left this conversation with a challenge to myself: to create more community. Tools, frameworks, and training are valuable, but real transformation happens when people connect, share, and hold each other accountable. That’s where potential is unleashed.

If there’s one thing I hope you take away, it’s this: unused potential is the real waste we must fight. When we invest in people, teach them to think differently, and trust them to lead improvements, everything else falls into place.

Key Takeaway:

The greatest waste in construction isn’t overproduction, it’s underutilized potential. When we flip the order and focus on people first, we unlock creativity, reduce waste at the root, and build better projects and better lives. Small reps, done daily, change everything.

Unlocking Unused Potential with Adam “Beanie” Bean

Key Takeaway:

The greatest waste in construction isn’t overproduction, it’s underutilised potential. When we flip the order and focus on people first, we unlock creativity, reduce waste at the root, and build better projects and better lives. Small reps, done daily, change everything.

Using the IPCS like a doctor

Posted on August 20, 2025August 20, 2025 by Danny Jiménez⁩

Read 5 min

The Integrated Production Control System as Doctors

Today I want to share something I have been thinking about a lot lately. The Integrated Production Control System, or IPCS, is not just another framework for managing projects. I see it as a kind of doctor for construction projects. Just like a doctor runs tests, analyzes the data, and prescribes preventative steps to stay healthy, the IPCS gives us a system to diagnose problems and keep our projects on track.

When I look at the IPCS, I see four main parts working together: First Planner, TAC Planner, TAC Production System, and Last Planner. Each of these has its own set of components, from building the right team, managing supply chains, and setting up culture, to steering and controlling with roadblock management, delays, and constraints. Put together, they create a full map of how a project can stay healthy.

What excites me most is that we now have books and scorecards for every one of these parts. On top of that, we have dashboards with checklists we can use on site. When I walk a project with this tool, it feels just like a doctor checking vital signs. Instead of guessing, I can see exactly where the weak spots are and prescribe preventative actions.

The key here is prevention. Too often, builders wait for problems to surface and then scramble to react. That is the equivalent of ignoring health until you end up in the emergency room. Master builders prevent. Subpar builders react. With IPCS, we can stay out ahead by running audits, strengthening our teams, and keeping our projects stable and healthy.

I even think back to when I was at my doctor’s office. She ran tests, gave me detailed results, and recommended small but powerful changes to keep me healthy. That is the model we need to apply on job sites. Not lagging indicators, not chaos, not fire-fighting. Prevention through data, clarity, and action.

If you want to build remarkable projects, start thinking of yourself as the doctor. Use IPCS to diagnose, prevent, and prescribe the right steps for your project. The difference between thriving and struggling is not in reaction but in prevention.

On we go.

Key Takeaway

Projects thrive when leaders use frameworks like the IPCS to diagnose and prevent issues before they appear. Prevention builds stability while reaction creates chaos.

If you want to learn more we have:

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Who Needs to Know, and Where Does It Go?

Posted on August 20, 2025August 20, 2025 by Danny Jiménez⁩

Read 6 min

Who Needs to Know and Where Does It Go

Welcome, everybody. I want to talk about something that I believe changes the way projects flow: asking the question, who needs to know and where does it go.

This habit started for me when I realized that just knowing information in my own head is not enough. On a construction project, clarity has to scale. If I read something on a drawing or hear something in a meeting, that information has to travel to the right people and the right places. Otherwise, it gets lost, and the project suffers.

One of the best habits that supports this is see one, do one, teach one. When I see something valuable, I try it. When it works, I teach it to others. That cycle helps me build momentum. But along with that, every time I learn or discover something important, I ask myself, who needs to know and where does it go.

Let me give you an example. Imagine finding a unique structural component in the foundation that is not typical for this type of building. It is not enough to say, okay, I know that now. The right approach is to share it with the team, the owner, and the developer, because it impacts preparation and timelines. And then it needs to be documented. It belongs in the schedule, in the procurement log, in the submittal list, and in the inspection register.

That mindset changes everything. Instead of information sitting in one person’s head, it flows into systems that the entire team can use. It becomes part of the plan.

In practice, this means using every available document and tool as a holding place for crucial information. Safety plans, production plans, job information brochures, logistics maps, zone maps, procurement logs, contracts, schedules, and registers. Each of these becomes a living record of what we know and how we will act.

This is what good planning looks like. Not just reacting but constantly asking the right questions and making sure important information is captured and shared.

So next time you come across something that matters, stop and ask yourself. Who needs to know? Where does it go? That simple habit can prevent chaos, increase clarity, and keep your projects on track.

On we go.

Key Takeaway

Information only adds value when it is shared with the right people and documented in the right places. Asking who needs to know and where it goes ensures clarity and alignment across the project.

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When You Mandate CPM, You Relieve the Contractor From Duty

Posted on August 20, 2025August 20, 2025 by Danny Jiménez⁩

Read 6 min

By Forcing CPM, You Relieve Contractors From Doing Their Job

I have seen this play out time and time again. When owners force CPM, the Critical Path Method, on a project, they think they are protecting themselves. The truth is, they are doing the exact opposite. They are relieving the contractor and project team from their actual job, which is to plan, lead, and manage production in the field.

Here is what happens.

When CPM is dictated, one scheduler creates the plan in isolation. That schedule becomes the baseline, and suddenly the entire project is tied to it. The problem is that nobody can read it, nobody can use it, and nobody in the field actually understands it. It is just a document sitting in a system somewhere. From that point on, the superintendent, the project manager, and the trades can shrug and say, we are just following the CPM schedule.

That is not leadership. That is compliance.

Instead of adjusting sequences, optimizing flow, or adding buffers where they are needed, the team gets trapped in the baseline. Collaboration goes away. Trade partners lose visibility. The project gets stuck with a rigid, siloed plan that does not reflect reality.

What makes it worse is when people try to bolt on other systems like Last Planner or Advanced Work Packaging while still anchoring them to CPM. It does not work. Flow, handoffs, and buffers do not survive inside a structure designed around rigid dependencies and siloed thinking. Those systems become watered down exercises instead of the powerful planning tools they were meant to be.

The bottom line is simple. CPM was never designed to be a production system. It disrespects people by isolating planning, it violates basic production principles, and it floods projects with unnecessary work in progress. By forcing it, owners unintentionally take away the team’s ability to lead.

There is a better way. Systems like Takt, true Last Planner, and collaborative planning methods allow teams to anticipate, adjust, and lead. They create flow, give visibility, and empower the people actually doing the work. That is where predictability comes from, not from a massive CPM database that nobody trusts.

If we want projects to succeed, we have to stop leaning on CPM as a safety net. It is not protecting anyone. It is holding us back.

On we go.

Key Takeaway

When CPM is forced on a project it strips away accountability and leadership. Real success comes from collaborative production based planning systems that empower teams in the field.

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Prevent vs. React

Posted on August 20, 2025August 20, 2025 by Danny Jiménez⁩

Read 7 min

Prevent vs React: Why Preparation Wins Every Time

Today I want to dive into a topic that has been on my mind a lot lately: prevention versus reaction. The title says it all, prevent vs react, and I want to share why preparation is the real power move in construction and in life.

The key shift is this: we do not start fast, we prepare fast. Too often, the rush to get moving ends up creating chaos, while those who slow down, set things up right, and anticipate challenges always end up ahead.

Life is good right now, but busy. At Lean Build, our systems built around the rules of flow have completely changed the game for us. We have set up gates for everything, and the quality of our work is higher than ever. We are gearing up for new projects, trade partner selections, and a strong year ahead. And with all of this, I keep seeing the same lesson repeated: preparation beats reaction every single time.

Let me explain.
When you walk onto a jobsite, your mind should be clear. You should not feel pulled in five different directions wondering if you are behind, scrambling to answer calls, or rushing to make up for lost time. That is chaos. The opposite of that is prevention, walking in knowing your day plan is set, your meetings are done, your prep work is finished, and now you can actually focus on what matters: safety, cleanliness, organization, and helping people.

Unfortunately, some organizations thrive on reaction. They wait until something breaks, until a fire starts, and then they run around trying to put it out. It is like an addiction. But here is the truth: the companies that prepare, really prepare, are the ones that win. They are stable, ahead of the game, and ready to adjust instead of panic.

The lesson here is simple. When someone says we need to get started fast, the answer is not to rush. The answer is to prepare fast. That means starting preconstruction earlier, starting procurement earlier, planning your 90-day startup earlier, and getting ahead on tendering. Everything moves smoother when the work is ready before it begins.

And let us be clear: there is never a reason to wait. You do not need a full set of drawings to start planning. You do not need every single detail nailed down before you create logistics, schedules, or zone maps. You can start with what you have, even if it is a sketch or just assumptions, and build from there. The point is: do not wait, prepare.

Because in the end, preparation gives you stability, clarity, and time. Reaction only gives you stress.

So remember this: do not start fast, prepare fast. That one mindset shift can change everything about how your projects and your life run.

On we go.

Key Takeaway

Preparation creates stability and clarity while reaction leads to stress and chaos. The fastest way to succeed is not to rush but to prepare early and thoroughly.

If you want to learn more we have:

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How to Communicate Effectively

Posted on August 20, 2025August 20, 2025 by Danny Jiménez⁩

Read 6 min

How to Communicate Clearly

Let’s talk about communication. It is one of those topics that seems basic on the surface but makes or breaks whether people understand you, trust you, or even follow your lead.

Recently I got a thoughtful message from a listener in Russia. They manufacture ceiling systems and have been trying to apply some of the principles of Takt planning to production. Because Amazon is no longer available there, they could not order my books, so they followed along through blogs and recordings instead. That really reminded me how powerful clear communication is. When language, distance, or technology gets in the way, we have to work harder to keep our message sharp.

That same lesson applies every day in meetings, presentations, and project reviews. At LeanTakt we have incredible engineers who bring so much energy to the table. But add Zoom to the mix, toss in a shaky internet connection, and layer on an accent someone might not be used to, and suddenly what was a ten out of ten can drop to a seven. Not because of capability, but because clarity gets lost.

So what do we do about it? Over time I have learned some simple practices that change everything:

Be clear. If you are making a point, focus on one message, one visual, or one outcome at a time.
Talk less. Most of us over explain. Shorten your message into sound bites. Treat it like a commercial where you only have a few seconds to grab attention.
Use visuals. A strong visual often communicates better than a long explanation. If you cannot explain something easily, you probably need a better visual.
Speak in sound bites. Make it easy for people to repeat and remember what you said. Instead of endless details, give them the destination, not the trip.
Go at their pace. Too much information at once overwhelms people. Introduce one concept at a time so they can follow with confidence.

These practices are not about dumbing things down. They are about respecting the listener’s ability to absorb and apply what you are sharing. Whether you are leading a project meeting, interviewing for work, or just trying to get your point across in a conversation, clarity wins every time.

The better we get at clear communication, the more influence we have, the more people understand us, and the smoother our projects and relationships become.

Key Takeaway

Clear communication comes down to focus, brevity, visuals, and pacing. When messages are simple and easy to follow, people engage, understand, and act with confidence.

If you want to learn more we have:

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A Critique of Advanced Work Packaging

Posted on August 20, 2025August 20, 2025 by Danny Jiménez⁩

Read 8 min

A Real Critique of Advanced Work Packaging

Let’s talk about Advanced Work Packaging (AWP). You’ve probably heard it praised in conferences, training, and maybe even in some of the thickest books you’ve tried to muscle through. If you’ve been there, you know exactly what I mean. Those books are dense, technical, and often more confusing than helpful. My hope here is simple: let’s strip away the fluff, look at what works, and also be honest about where AWP stumbles.

First, a quick backdrop. In construction, one of the biggest problems we face is the lack of “tool time.” Studies show that workers spend as much as 40 percent of their day just looking for the things they need like tools, materials, drawings, or even just access. That is staggering. AWP’s central promise is to solve that problem by creating Installation Work Packages (IWPs) that bundle all of that together. In theory, by the time a trade partner is ready to install, every detail from materials to drawings to clear access is already handled.

Sounds good, right? It is, in concept. But here is where the critique comes in.

AWP starts by breaking a project into Construction Work Areas. That approach works fine in oil and gas, but in commercial construction it usually results in big, unwieldy batches. That kind of large batching is the opposite of what lean systems teach us. It slows things down rather than smoothing them out.

Another concern is the role of work face planners. In AWP, these are highly trained experts who create plans for the foremen. On paper, it is about removing constraints. In practice, it cuts out the very people who should be central to planning, the foremen themselves. Plus, good luck finding enough qualified work face planners for most commercial projects. Most teams already struggle to fill the planning roles they need, let alone add new layers of overhead.

Now, let’s be fair. There are things AWP gets right.
The focus on a path of construction is smart.
Bundling engineering, procurement, construction, and installation into connected packages makes sense.
Using 3D models, vendor data, and detailed task lists is powerful.
And ensuring trades have everything they need, constraint free, is absolutely the right goal.

But here is the truth. Most of this is not new. In commercial construction, we have been doing it already through prefabrication, modular pods, room kitting, and coordinated BIM efforts. Every time we prefab an MEP rack or kit a room, we are essentially creating a mini IWP. The difference is, we have been doing it in a way that actually works for our industry and does not require massive new overhead roles.

So here is my conclusion. AWP is not evil, and it is not useless. It just does not translate cleanly from oil and gas to commercial construction. The principles of clear packages, connected systems, and constraint free planning are solid. But the execution needs to fit the context.

That is why I believe Takt planning is the hub we should be leaning on. Takt naturally ties in the best elements of CPM, Last Planner, AWP, and Scrum. It zones projects properly, avoids the large batch trap, and keeps foremen and field leaders at the center of planning. In other words, it brings the benefits of AWP without the baggage.

So before you jump headfirst into implementing AWP on your project, pause. Think. Ask yourself if you are solving the real problem or adding unnecessary layers. Because what we want is not more complexity. What we want is smoother projects, happier teams, and work that actually flows.

Key Takeaway

Advanced Work Packaging offers some useful principles, but its large batch approach and heavy overhead make it impractical for most commercial projects. Lean systems like Takt bring the same benefits in a simpler and more effective way.

If you want to learn more we have:

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On we go

Key Takeaway

Unlocking the Creative Path with Thomas Arns

Thomas’s Top Insights

Key Takeaway:

From Patterns to Mastery with Nicholas Van Den Heuvel

Nicholas’s Top Insights

Key Takeaway:

Unlocking Unused Potential with Adam “Beanie” Bean

Key Takeaway:

Unlocking Unused Potential with Adam “Beanie” Bean

Key Takeaway:

The Integrated Production Control System as Doctors

Key Takeaway

Who Needs to Know and Where Does It Go

Key Takeaway

By Forcing CPM, You Relieve Contractors From Doing Their Job

Key Takeaway

Prevent vs React: Why Preparation Wins Every Time

Key Takeaway

How to Communicate Clearly

Key Takeaway

Key Takeaway

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