First Planner System®️ – 14 – Onboarding & Orientation

Posted on August 13, 2025August 13, 2025 by Danny Jiménez⁩

Read 5 min

Orientation and Onboarding: Setting the Tone for Jobsite Culture

In this blog, I’m continuing the reading of Elevating Preconstruction Planning, covering the First Planner System, specifically, orientation and onboarding.

Will Rogers once said, “You never get a second chance to make a first impression.” The science backs him up, within just seven seconds, our brains are already forming conclusions about a person or place. On a jobsite, that means impressions start forming long before a worker even clocks in.

If the arrival experience is disorganized, unwelcoming, or frustrating, you’ve already set a negative tone that will take significant effort to reverse. I believe we have a responsibility to make every worker’s first moments on site positive, respectful, and engaging.

Why Orientation Matters

Orientation is your opportunity to welcome, acclimate, and connect a new worker to your culture, leaders, and values. It’s more than showing a safety video, it’s about ensuring people feel appreciated and know exactly where they fit into the big picture.

That means:

Clear wayfinding and parking
Clean, accessible restrooms
A warm greeting from a human being, not a cold process
An overview of policies and site layout
A guided tour of break areas, safety zones, and huddle spaces
A personal thank-you for joining the team

When done well, orientation sets the tone for collaboration, trust, and pride in the work ahead.

The Power of Onboarding

Onboarding is where you teach each individual how to succeed in their role. It’s ongoing, not just a one-day event. By providing daily huddles, clear logistics, tool training, and feedback systems, you ensure everyone no matter when they join gets the knowledge and confidence to thrive.

Late-arriving trades deserve the same attention as early ones. This is how you maintain engagement, consistency, and flow throughout the entire project.

Support is Respect

We respect construction workers, full stop. That’s why we use the Integrated Production Control System: to give foremen and crews the tools, training, and structure they need. Every foreman should have access to Takt training, advanced lean principles, and Last Planner System education on a regular cycle.

Clear standards and expectations aren’t just operational necessities, they’re acts of respect.

Key Takeaway

First impressions shape jobsite culture. A thoughtful, human-centered orientation combined with consistent, role-specific onboarding builds trust, engagement, and operational excellence from day one. Get this right, and your people will not only follow the system, they’ll believe in it.

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

First Planner System®️ – 15 – Clean, Safe, & Organized Project

Posted on August 13, 2025August 13, 2025 by Danny Jiménez⁩

Read 6 min

Clean, Safe, and Organized: Building the Foundation of a Remarkable Project:

In this blog, I’m diving into one of my favorite culture components: clean, safe, and organized.

We just wrapped up orientation and onboarding in the previous blog, and now it’s time to talk about how to create a work environment where your entire team, foremen, trades, and leadership, can thrive.

When your project is clean, safe, and organized, you’re not just ticking boxes for compliance. You’re creating the operational stability that allows every other system to work. This is the foundation. Without it, chaos creeps in, production slows, and your ability to spot problems disappears.

Why Cleanliness Comes First

I put “clean” first because without cleanliness, you can’t truly evaluate safety. A cluttered site hides hazards and makes it harder to enforce safe practices. Safety will always be the priority, but cleanliness is the lens that makes safety visible.

We enforce these standards daily through 6S (Sort, Set in Order, Shine, Standardize, Self-Discipline, Safety) and address waste through the 9 Wastes framework. The goal is simple: zero tolerance for violations, with systems that are visual, repeatable, and easy for everyone to sustain.

The 6S Breakdown

Sort – Remove everything that’s not needed for the day’s work. Just-in-time deliveries prevent clutter and wasted motion.
Set in Order – Organize tools and materials so no one wastes time hunting for them.
Shine – Keep the entire site clean so issues can be spotted immediately.
Standardize – Make cleanliness and organization a daily habit through clear visuals and procedures.
Self-Discipline – Build habits so workers sustain the systems without constant oversight.
Safety – Create a site-wide safety culture with accountability, training, and visible standards.

Safety as a Mindset

Safety isn’t a checklist, it’s a mindset shaped by values, beliefs, and behaviors. That means:

Zero tolerance for unsafe behavior.
Clear consequences for violations.
Visual reminders and regular training.
Compassion for those struggling, without compromising safety.

As leaders, we can’t delegate safety. It’s a fundamental responsibility. Within three weeks of enforcing high standards, your site will start upholding them naturally but you have to hold the line.

The 9 Wastes and Lean Flow

By keeping your site clean, safe, and organized, you eliminate the 9 Wastes: overproduction, excess inventory, transportation, motion, defects, overprocessing, waiting, underutilized talent, and misalignment.

Removing these wastes not only improves safety, it speeds up production and boosts morale.

Reflection Questions

Score your project from 1–100%:

Is your project clean?
Is your project safe?
Is it organized?
Do you have a functioning 6S system?
Does your workforce know and apply the 9 Wastes?
Are there zero tolerance systems for safety and cleanliness?

If your score is below 80%, what actions will you take to elevate your team and leadership?

Key Takeaway

Clean, safe, and organized isn’t “extra”, it’s the non-negotiable baseline for every successful project. Get this right, and you create the stability, clarity, and morale that make all other systems work.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

First Planner System®️ – 16 – Training

Posted on August 13, 2025August 13, 2025 by Danny Jiménez⁩

Read 4 min

Training: The Fifth Part of the System

In this blog, I’m wrapping up our discussion on building the right culture for foremen and crews and now, it’s time to talk about training.

We’ve already covered winning over the workforce, keeping the project clean, safe, and organized, and setting up effective orientation and onboarding. At this point, you’ve established a solid on-site culture your foremen and workers can thrive in.

Now, for the fifth part of the system training I recommend you prioritize it for your supers and foremen. While I highly recommend training with Elevate Construction (yes, we do it at a sacrifice because our mission is to teach a better way of building), there are other excellent ways to skill up your team:

Take the Takt Production System Virtual Training.
Read the book for your role, whether superintendent, foreman, or surveyor.
Attend your role-specific boot camp.

You can find our books on Amazon and see event details at elevateconstructionevents.com.

Why Training Matters

Without training on these systems as a team, you risk falling back into old habits. The key is to help people:

Know what is expected, 2) stay motivated to do it, and 3) have the path cleared for them. Training handles the first two.

Reflection Questions

Has your team been trained on the Takt Production System?
Have your supers and foremen read The Art of the Builder books for their roles?
Have they attended their role-specific boot camp?

Take the average score across your answers. If it’s below 80%, identify the exact actions needed to elevate your team and leadership.

On we go!

Key Takeaway

Training isn’t an optional add-on, it’s the glue that holds your project culture and systems together. Without it, even the best processes can crumble under old habits. Equip your team, and you’ll keep progress flowing.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Answers to Questions about Takt—again…

Posted on August 12, 2025August 12, 2025 by Danny Jiménez⁩

Read 5 min

Mastering TAKT Time in Construction: Answers to Industry Questions

In this blog, I’m diving deep into questions I recently received from an experienced industry consultant about TAKT and TAKT time. His inquiries touched on both the technical side of scheduling and the human side of leadership and the answers are relevant for anyone serious about improving construction efficiency.

One of the first points raised was about determining the TAKT period. While many examples show a five day TAKT, the real number comes from a collaborative pull planning process with trade partners. This process combines:

Best guesses from trades
Past experience
Production rates
Historical company data

Once you have this information for one zone, you stagger it across other zones to spot bottlenecks. The goal is not to overlap trades unnecessarily, but to break work into properly sized zones so multiple trades can work efficiently without interference.

Another question was about when to overlap trades. In manufacturing, overlapping may make sense. In construction, zoning is often a better approach shrinking zones instead of stacking crews in the same space.

The consultant also asked about applying Little’s Law and manufacturing style takt calculations to construction. While the customer demand based takt time is valid in manufacturing, construction requires adapting the concept to real world constraints, crew sizes, and sequencing realities.

Three effective approaches to setting TAKT time:

Pull Plan First: With trades, select zones, plan for one zone, stagger, find bottlenecks, optimize, and then lock in the TAKT time with a calculator.
Leveling Approach: Lay out zones and trades, then risk-assess and add buffers to determine throughput time.
Macro to Norm: Start with high-level 5-day TAKT planning, then refine through pull planning to find your true rhythm.

The preferred method? Get the trades involved early, plan collaboratively, identify the rhythm, level the plan, and include buffers. It sounds complex but becomes straightforward when done step-by-step.

If you want to truly master the process, join our TAKT Production System course by the end, you’ll have the tools and confidence to implement it effectively in the field.

Key Takeaway

Determining the right TAKT time in construction isn’t guesswork it’s a collaborative process grounded in trade partner input, historical data, and careful zoning. Done right, it creates a smooth, predictable rhythm that keeps projects flowing without unnecessary overlaps or bottlenecks.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Don’t Give Hammers to Serial Killers

Posted on August 12, 2025August 12, 2025 by Danny Jiménez⁩

Read 5 min

Don’t Give a Hammer to a Serial Killer

Sometimes in construction and in life we have to think hard about who we give tools and information to. That might sound obvious, but in practice, it can make or break a project.

A listener recently wrote to me with a powerful story. He started at the very bottom of the trades, working without training, guidance, or even fair treatment. Despite the tough start, he worked his way into construction management, driven by his work ethic and love of learning. Eventually, he found my books and blog, and for the first time, realized his struggle wasn’t unique it was a symptom of a larger industry problem: lack of proper training and systems.

His passion for learning led him to dive deep into Takt planning. But he faced resistance from his company, which was locked into the old waterfall CPM scheduling. He wanted to bring them along, but he knew just like giving a hammer to a serial killer you can’t hand powerful tools to people who will misuse them.

This is where the metaphor hits home. On a job site, you wouldn’t give a hammer to someone dangerous. In scheduling, you wouldn’t hand over your production targets to an abusive owner who could weaponize them against your team.

It’s not dishonest to hold back the tactical details when necessary. I believe in showing both the macro plan (the contractual promise) and the norm (the production target) but only when it’s safe to do so. If someone will use the information to hurt people or derail the work, you protect your team by controlling what you share.

At the end of the day, human beings act to preserve themselves. We can’t always count on them to do the right thing, but we can design systems and circumstances that encourage the best behavior. That’s leadership. That’s strategy. And that’s why you don’t give a hammer to a serial killer.

Key Takeaway

Protect your team by being intentional about who gets access to powerful tools and information. In construction and in life, setting the right boundaries isn’t dishonesty it’s smart leadership.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

First Planner System®️ – 17 – How The Systems Work Together

Posted on August 12, 2025August 12, 2025 by Danny Jiménez⁩

Read 6 min

Elevating Pre-construction Planning, Connecting the Dots Before Trade Partner Prep

In this blog, I’m continuing my reading from Elevating Preconstruction Planning, moving us right up to the trade partner preparation process.

We’ve already covered the five core component categories: team, plan, resources, culture, and training. All of these exist for one purpose, to give foremen and crews exactly what they need so they can install their work package, in their zone, on time. But what actually pulls all of these pieces into one seamless plan for the crew?

The answer lies in three systems: Takt Planning, Takt Steering & Control, and the Last Planner System.

These systems bring rhythm, flow, and collaboration to the forefront. In the book, there’s a visual showing “team, plan, supply chain, culture, training” all feeding directly into the construction foreman. The point is simple: instead of optimising departments in silos, we should focus on optimising the whole making sure every part of the organization is serving the people doing the work. In construction, that means the crews are the flow unit.

The First Planner System provides the framework for running a lean project as a production system. It aligns your team, plan, supply chain, culture, and training to enable a continuous flow of work.

The Takt Production System sets the rhythm creating workflow, trade flow, and logistical flow without overburdening resources. It becomes your master schedule, simulating and executing the best scenario for your project.

Takt Steering & Control then takes that plan into the field, steering around constraints and removing roadblocks. Every project will face delays and impacts, the key isn’t to hope they vanish, but to have a proven system to handle them.

Finally, the Last Planner System provides the space for foremen and trades to collaborate, commit to the plan, and make work ready by removing roadblocks in advance. Each piece of this framework ensures foremen have what they need, materials, layout, information, stability, respect, training, labor, tools, and equipment to execute with excellence.

We’ve now covered every key component except one: quality expectations. That’s the next step and it leads directly into the trade partner preparation process, which I’ll cover in the next blog.

Key Takeaway

Great pre-construction planning doesn’t just align schedules, it aligns every department, resource, and system to serve the crews doing the work. By integrating Takt Planning, Takt Steering & Control, and the Last Planner System, you create a rhythm that keeps projects flowing smoothly, even when challenges arise.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

First Planner System®️ – 18 – The Trade Partner Preparation Process

Posted on August 12, 2025August 12, 2025 by Danny Jiménez⁩

Read 6 min

The Trade Partner Preparation Process, “Who Eats the Cake?”

In this blog, we’re diving right into the Trade Partner Preparation Process, the stage where we help our trade partners get ready to build well.

In the analogy we’ve been using, we’ve already defined what the cake is and how we make the cake. Now we’re in the part about who eats the cake. Of course, we can’t force anyone to enjoy it, but we can make it beneficial, profitable, and remarkable for them.

The Trade Partner Preparation Process is how we implement and convert trades to the IPCS (Integrated Production Control System) and the First Planner System. It’s a six-part process to prepare contractors to plan, build right the first time, and finish as they go, with safety and quality at the forefront.

The Six Key Steps in the Trade Partner Preparation Process

Buyout Meeting
- Attendees: Trade representative + GC Project Manager
- Purpose: Verify contractor scope and ensure the contract obligates them to deliver exactly what’s required.
Pre-Mobilization Meeting
- Attendees: Trade PM + GC PM
- Purpose: Explain deliverables needed before the pre-con meeting and set expectations for success.
Pre-Construction (Preparatory) Meeting
- Attendees: Trade PM, superintendent, foreman, on-site team
- Purpose: Orient the trade to project requirements, create checklists/visuals for installation, and align on quality expectations.
First In Place Inspection
- Attendees: GC superintendent, field engineer, trade superintendent, foreman
- Purpose: Inspect the first portion of installed work to ensure it meets expectations and sets the right standard.
Follow-Up Inspection
- Attendees: GC superintendent, field engineer, trade superintendent, foreman
- Purpose: Maintain quality throughout installation by checking requirements at regular intervals.
Final Inspection
- Attendees: GC superintendent, field engineer, trade superintendent, foreman
- Purpose: Finish and verify the contractor’s scope before demobilization.

Tools That Support the Process

Meeting agendas: Trigger communication and track progress.
Meeting minutes: Capture decisions and build installation checklists.
Quality checklists/visuals: Give crews clear field-ready expectations.
Inspections: Verify installation quality at each stage.

The Purpose Behind It All

One Process Flow: Keep everyone aligned from start to finish.
Alignment & Communication: Ensure expectations are clearly understood.
Execution with Intention: Deliver work according to plan, on time, and with quality.

Why This Matters

When you run this process well, trades are ready to go, quality is built in from day one, and safety is a constant focus. Without it, you’ll end up with defective work, rework, delays, and endless firefighting.

Self-Assessment Questions:

Do you have a remarkable buyout process?
Do you communicate expectations to trades before mobilization?
Is your pre-construction meeting effective and actionable?
Are you distilling requirements into a checklist or visual for field crews?
Do you inspect the first work installed to set the right standard?
Are you running follow-up and final inspections to maintain quality?

If your score on these is below 80%, identify the actions needed to elevate your team and leadership.

Key Takeaway

The Trade Partner Preparation Process isn’t just a checklist, it’s a proven framework for getting the right trades on board, setting clear expectations, and ensuring that safety, quality, and flow are locked in before work begins. When you get this right, you don’t just “eat the cake” you make sure everyone enjoys it.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

First Planner System®️ – 19 – Weekly Meetings

Posted on August 12, 2025August 12, 2025 by Danny Jiménez⁩

Read 6 min

The Meetings That Power the Trade Partner Preparation Process

In this blog, I’m going to talk about the meetings that go along with the Trade Partner Preparation Process.

We’re in the TP3 component, weekly meetings. These meetings are part of the First Planner System and continue the process of preparing trades for their work.

The Two Core First Planner Meetings

Team Weekly Tactical
- Who Attends: Superintendents, Project Engineers, Field Engineers, Project Managers
- Purpose: The team comes together to review workload, ensure coverage, and balance responsibilities. With a united and balanced team, project needs are tackled effectively.
- Tools Used:
  - Team boards with meeting cadence, owner’s conditions of satisfaction, accountability chart, site coverage schedule, PTO calendar, focus/hot items, and KPIs.
  - These visual tools help the team confirm coverage, manage PTO, and maintain functionality.
Strategic Planning & Procurement
- Who Attends: Superintendents, Project Engineers, Project Managers
- Purpose: Long-term planning, master schedule updates, and making work ready per the look-ahead schedule. Procurement is intentionally managed to align with the production plan.
- Discussion Points:
  - How production is tracking
  - End buffers and milestone status
  - Risks and upcoming challenges
  - Procurement alignment to plan
  - Leadership support actions
- Keys to Success:
  - Coordinate PTO and coverage
  - Validate the master schedule
  - Track procurement against required dates
  - Ensure trades are ready on time, the right way

The Daily Huddle, The “Cap” on the System

The Team Daily Huddle is also a First Planner meeting, but it happens at the end of the Last Planner sequence. It focuses on removing roadblocks daily, using a Scrum framework to:

Prioritize tasks
Resolve constraints
Deliver materials and information
Solve design conflicts
Secure permissions

Attendees: Supers, PEs, FEs, PMs. The goal is alignment, task organization, and unblocking field progress.

How It All Connects

First Planner Meetings:
- Team Weekly Tactical
- Strategic Planning & Procurement
- Team Daily Huddle
Last Planner Meetings:
- Trade Partner Weekly Tactical
- Foreman Daily Huddle
- Worker Daily Huddle
- Crew Preparation Huddle

The First Planner System sandwiches the Last Planner System, ensuring the office supports the field at every stage. Without a strong First Planner process, the Last Planner process cannot function effectively.

Why These Meetings Matter

When these weekly and daily meetings are run well, they increase productive time in the field by proactively removing obstacles and aligning resources. If you skip them, trades will face delays and roadblocks at every turn.

Scoring Yourself:
Rate from 1–100% on these:

Do you have a Team Weekly Tactical for balance and coverage?
Do you have a Strategic Planning & Procurement meeting with an accurate master schedule and aligned procurement?
Do you have a Daily Huddle that consistently clears the path for the field?

If you score below 80%, identify the actions needed to elevate your team’s performance.

Key Takeaway

A strong First Planner meeting structure ensures that the right people, plans, resources, and environment are in place for trade partners to succeed. These meetings aren’t overhead, they’re the engine that drives productivity, flow, and on-time delivery in construction.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

First Planner System®️ – 20 – Implement These As A System

Posted on August 12, 2025August 12, 2025 by Danny Jiménez⁩

Read 5 min

From “Who Eats the Cake” to “How We Make the Cake”

This is going to be a short blog, serving as a transition from the trade partner preparation process “who eats the cake” to “how we make the cake.”

Now your foremen have the preparation, support, and systems they need through the buyout meeting, pre-mode meeting, pre-con meeting, first in place inspection, follow-up inspection, final inspection, and the right meetings.

The rest of the IPCS (Integrated Production Control System) will be described in our next book, Takt Steering and Control. It will detail takt steering, last planner implementation, holding trades accountable in a positive way, ensuring quality, continuous improvement, tracking KPIs, and more.

At this point, I hope you understand the system I encourage you to implement. It works every time and everywhere we’ve done it, increasing profit, decreasing project durations, and improving the experience for people. That’s not an exaggeration.

Here’s the challenge:

Average all final component scores.
If you score above 80%, you’ll see the rewards.
If you’re below 80%, you’ll know exactly where to focus.

Lean works best as a complete system, not as isolated pieces. Implement it as holistically as possible.

So far, we’ve covered:

Why projects fail
The components of the first planner system
How they synchronize together
The trade partner preparation process

Now, we’re shifting to how to actually plan the project in pre-construction and how to make the cake. The next blog will walk you step-by-step through creating this plan and the overall timeline. By the time you’re done, you’ll know exactly what to do so your superintendent isn’t stuck behind closed doors with a set of plans, disconnected from the process. You’ll have the framework you need to get the system built the right way.

The next topic will dive into designing and implementing your production system starting with project proposals as the first component.

If you want deeper guidance, you can find our three main system books on Amazon:

Takt Planning
Elevating Pre-construction Planning
Takt Steering and Control

These resources will guide you through using all the systems together to elevate your construction experience.

Key Takeaway

A well-implemented production system is not a collection of isolated tools, it’s a synchronized, holistic framework. When executed properly, it works every time, driving profits, shortening schedules, and improving the construction experience for everyone.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

First Planner System®️ – 21 – The Proposal & Interview

Posted on August 12, 2025August 12, 2025 by Danny Jiménez⁩

Read 6 min

The “How” of Pre-construction From Vision to Winning Proposals

In this blog, I’m continuing the reading of Elevating Preconstruction Planning and getting right into the design and pre-construction portion.

This is part three. This is how to plan the project. It’s the recipe and the ingredients for “making the cake”: preheating the oven, gathering and measuring ingredients, mixing them properly, baking the cake, cooling, assembling, and decorating it. In construction terms, it’s all done in pre-construction: designing and implementing your production system.

This includes:

Project proposal
Building the design team
Enabling design
Builder planning
Starting strong

Defining Success Before You Begin

I plan a project so it can finish well measured by safety, culture, rave reviews from owners and designers, a high-functioning and happy team, quality builds, successful trade partners, hitting or exceeding profit targets, and helping people meet their career goals.

When we understand the goals, we simply reverse-engineer the process to find the standards and actions we should use. That means starting right-to-left beginning with the end in mind.

The Proposal & Interview Process

Whether you’re responding to an RFQ or RFP, the steps are clear:

Go/No-Go Decision: Work with leadership to decide if you want the project.
Notify & Kick Off: Share RFP/RFQ documents, set meetings, and appoint the OPER (One Person Ultimately Responsible).
Create the Vision: A single message or theme, like the “hero’s journey,” where the client is the hero, you’re the guide, and success is the destination.
Assignments & Breakouts: Every team member knows their role and deliverables.
Collaborative Development: Use a synchronized platform to build the proposal together.

Builder’s Role in Proposals

As a builder, you will:

Align with the OPER
Develop macro-level attack plans, zone maps, logistics plans, and 3D visuals
Ensure VDC requests are sent early (modeling is not instant)
Showcase your ability to solve three major client problems clearly

The 10 Key Assignments in Proposal Prep

Identify Conditions of Satisfaction: Understand exactly what the client wants.
Research the Project: Dig into drawings, constraints, and opportunities.
Work Density Analysis: Identify phases and zones for the project.
Sketch Macro Phases: Visualize sequencing, buffers, and logic ties.
Create a Macro-Level Takt Plan: Build a high-level schedule.
Make Zone Maps: Show how the work will flow.
Logistics Plan: Plan access, material flow, and production.
Create Model Views: Use visuals to tell the story.
Review the Plan: Ensure risks are addressed and acceleration options exist.
Showcase 3 Major Solutions: Make it easy for the client to see why you’re the best choice.

Why This Matters

By properly preparing your proposal and interview content, you take the first step in the First Planner System, positioning yourself to win the project and keep momentum into planning and execution.

The next blog will focus on building the design team and setting parameters.

Key Takeaway

Winning work in construction isn’t just about price, it’s about vision, preparation, and showing the client exactly how you’ll solve their biggest problems. Start with the end in mind, plan right-to-left, and use every proposal and interview as your opportunity to demonstrate mastery of the build.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Orientation and Onboarding: Setting the Tone for Jobsite Culture

Why Orientation Matters

The Power of Onboarding

Support is Respect

Key Takeaway

Clean, Safe, and Organized: Building the Foundation of a Remarkable Project:

In this blog, I’m diving into one of my favorite culture components: clean, safe, and organized.

Why Cleanliness Comes First

The 6S Breakdown

Safety as a Mindset

The 9 Wastes and Lean Flow

Reflection Questions

Key Takeaway

Training: The Fifth Part of the System

Why Training Matters

Reflection Questions

Key Takeaway

Elevating Pre-construction Planning, Connecting the Dots Before Trade Partner Prep

Key Takeaway

The Trade Partner Preparation Process, “Who Eats the Cake?”

The Six Key Steps in the Trade Partner Preparation Process

Tools That Support the Process

The Purpose Behind It All

Why This Matters

Key Takeaway

The Meetings That Power the Trade Partner Preparation Process

The Two Core First Planner Meetings

The Daily Huddle, The “Cap” on the System

How It All Connects

Why These Meetings Matter

Key Takeaway

From “Who Eats the Cake” to “How We Make the Cake”

Key Takeaway

The “How” of Pre-construction From Vision to Winning Proposals

Defining Success Before You Begin

The Proposal & Interview Process

Builder’s Role in Proposals

The 10 Key Assignments in Proposal Prep

Why This Matters

Key Takeaway

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