Hustle Culture

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Why Hustle Culture is Hurting Us (and What to Do Instead)

In this blog, I want to have an honest conversation about hustle culture, what it is, why it’s harmful, and how we can replace it with something healthier and smarter.

The inspiration came after I saw a post criticizing hustle culture, which made me reflect on my own career. Early on, I was the definition of “hustle” working 90+ hours a week, convinced that hard work was the only way to prove my worth and earn respect.

I also come from a background where order, discipline, and relentless work were valued. But I’ve also learned the importance of protecting people, our workers, foremen, job site teams, and ourselves. And that’s where hustle culture falls apart.

What Hustle Culture Really Is

Hustle culture glorifies constant work, long hours, and relentless ambition, often at the expense of rest, health, relationships, and personal well-being.
It’s the belief that your value is tied to your productivity, and success only comes from outworking everyone else.

The symptoms are easy to spot:

  • Long work hours worn as a badge of honor (“sleep when you’re dead”) 
  • Being overbooked equals being important 
  • Work becomes your identity 
  • Health and relationships take a back seat 
  • Strategy, rest, and collaboration are replaced by endless “grinding” 

Why It’s a Problem

  • Burnout, anxiety, and depression become inevitable. 
  • It devalues creativity, rest, and balance. 
  • It creates toxic work environments and unrealistic expectations. 
  • It equates value with output rather than who you are. 

This mentality shows up in tech startups, influencer culture, and certain entrepreneur communities. But it’s also alive and well in construction, and it’s hurting our people.

The Alternative: Flow Productivity

Instead of hustle culture, we should focus on:

  • Sustainable work rhythms 
  • Quality over quantity 
  • Healthy boundaries 
  • Purpose-driven work 
  • Collaboration over competition 

As Helen Lewis writes in The Genius Myth, genius is rarely a solo act,  real success comes from teams. That aligns perfectly with Lean and Toyota’s approach: respect for people, continuous improvement, and win-win solutions.

The Song That Made It Click

At a boot camp, someone suggested a song called Working. While catchy, its lyrics celebrated many harmful hustle culture ideals: hurting yourself physically, neglecting family, and defining worth solely by grinding harder than anyone else.

That’s not toughness, it’s self-destruction. I deleted the song, and I don’t miss it.

The Lean Way Forward

Yes, we should work hard at work, but also play hard at home, rest fully on vacation, and be present in each part of our lives. As Derek Kirkland said, life is like a multi-layered chessboard: wherever you are, play that board.

Lean thinking helps us win at work, win for our families, win for our health, and win for the example we set. Hustle culture doesn’t do that, it’s a tool used by others to get more out of us at our own expense. Let’s choose something better.

Key Takeaway
Hustle culture is not a badge of honor, it’s a trap. True success comes from working smart, protecting your health and relationships, and building environments where people can thrive long-term.

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

Trades Won’t Do It – BS

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“The Trades Won’t Do It”  Why That’s BS

Welcome to blog number 1395. We’re 105 blogs away from 1500,  a milestone I’ve had my eye on for a long time. If I keep going for the next 15 years, I could hit 5,000. That’s kind of fun to think about, especially knowing my grandkids could one day read these posts and know exactly what I believed about leadership and construction.

Today’s topic: The trades won’t do it.
That’s BS.

Why “The Trades Won’t Do It” is a Cop-Out

Here’s what I hear all the time:

  • “We were going to pull a plan, but the trades won’t do it.”
  • “I wanted to run morning worker huddles and afternoon foreman huddles, but the trades won’t do it.”
  • “We planned to use weekly work plans, but the trades won’t do it.”

Every time I hear this, my response is the same: BS.
You are the general contractor. People do what’s in the contract. If it’s part of the agreement, or not crossed out in redlines, it’s a requirement.

But beyond the contract, trades are good humans. They will partner with you if it makes sense. In fact, most trades are open to doing things differently if it clearly benefits the project. The problem isn’t that they won’t, it’s that we haven’t asked the right way, with clarity and confidence.

Thinking Beyond the Obvious

If you’re not asking trades to think outside the box at least once or twice on a project, chances are your sequence could be better.
The most intuitive way to build (north to south, bottom to top, 1-2-3-4) is often not the most efficient.
Production thinking may suggest something counterintuitive, like building Deck 1, then Deck 3, back to Deck 2, then Deck 4.

The point is: don’t accept “they won’t do it” as truth. Ask, explain, collaborate, and show the value.

A Real Conversation That Proves the Point

A lead carpenter recently told a superintendent to “stop asking field guys what they need” just tell them what to do. He claimed the crew even made fun of being asked those questions.

Here’s my take:

  1. It’s about clarity, not being an authoritarian. Crews operate best with clear direction. Repeatedly asking for input without making decisions can feel like indecisiveness.
  2. It’s cultural conditioning. Many trades have worked under top-down systems their whole careers. Collaboration feels foreign until trust is built and that can take 6–18 weeks of consistency.
  3. Your questions are leadership gold. “Do you have what you need?” is a sign of care. But trust and psychological safety must be in place for trades to answer honestly.
  4. Blend clarity with compassion. Give direction confidently, then invite collaboration on the “how.”

The Bottom Line

I’ve never met a trade partner who refused to collaborate when the GC led with clarity, respect, and consistency. If you believe “they won’t do it,” check whether the real issue is unclear direction, lack of follow-through, or a culture still stuck in old habits.

You are the leader. It’s your job to create the environment, keep the rhythm, and drive the right behaviors.

Key Takeaway
“The trades won’t do it” isn’t reality, it’s an excuse. Trades will do what makes sense, adds value, and is led with clarity and purpose. Your role as a builder is to remove uncertainty, set the tone, and build both the project and the people.

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

Situation Rooms

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Why Every Jobsite Needs a Situation Room

In this blog, I want to talk about something I believe will change how we manage complex projects: Situation Rooms.

I’m not just talking about your standard conference room. I’m talking about a dedicated, fully equipped command center where leaders can monitor, manage, and respond to project events in real time.

Why a Situation Room Matters

The idea came to me while thinking about how historic projects were run. The superintendent for the Empire State Building and leaders like Frank Crow on the Boulder Dam didn’t just walk the site all day,  they had central command points where they could receive updates, make decisions, and direct action.

On a modern jobsite, that could mean having:

  • Six large monitors with the macro-level takt plan, KPIs, live site visuals, 3D models, and instant communication tools.
  • A stand-up meeting area for quick problem-solving.
  • Direct access to radios, phones, and intercom systems.
  • Real-time dashboards and visuals so everyone sees the same information.

The point isn’t command and control. It’s to reduce communication lag, centralize key information, and help leaders remove bottlenecks faster.

What It Looks Like in Practice

In construction, a Situation Room is like a project war room:

  • Data Feeds & Dashboards – Live updates on schedules, production rates, and safety metrics.
  • Visual Management Boards – Whiteboards or digital screens for current issues and decisions.
  • Cross-Functional Access – Stakeholders from field supervision, engineering, and project management can all connect here.
  • Clear Protocols – Defined roles, escalation paths, and decision logs so action happens without delay.

I once worked with a progressive general superintendent on a data center build who got excited about creating one. The idea was to have this room serve as the hub for both day-to-day coordination and long-term strategic planning,  a place where nothing falls through the cracks.

Why It’s Critical for the Future

With the shortage of experienced people and the increasing complexity of projects, we need to rethink how we coordinate work. A well-designed Situation Room could even support aspects of remote project management, while still keeping leaders connected to the field.

I’m issuing this as a challenge:

  • Design it. Build it. Use it.
  • Make it a space where problems get solved quickly and information flows seamlessly.
  • Use it to keep the rhythm of the project without making leaders the bottleneck.

I believe this could be a game-changer for project delivery.

Key Takeaway
A Situation Room isn’t about controlling the field, it’s about empowering the field. By centralizing information, streamlining communication, and giving leaders a real-time view of the project, you create a system where decisions are faster, problems are solved sooner, and teams stay aligned.

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

Substantial, Final, & Financial Completion

Read 6 min

Understanding Substantial, Final, and Financial Completion

In this blog, I want to cover three milestones that often get misunderstood: substantial completion, final completion, and financial completion and why knowing the difference can save your project from costly mistakes.

Before we get there, a quick update:
Our first LeanTakt project, a fully planned, $96 million build was cancelled due to economic pressures, financing challenges, and tariff-driven price escalations. While I’m disappointed, I’m grateful we found out early. Our team, including outstanding trade partners, delivered an A+ planning effort, and we’re ready for the next opportunity.

That means we now have capacity for new partnerships, joint ventures, and major projects. We’re looking for relationships where we can bring our proven team, lean systems, and client-focused approach to deliver remarkable results.

Why This Topic Matters

I recently saw confusion on LinkedIn about completion milestones. Many project teams think an extension of time is the whole win, but if you don’t also secure payment for that extended time (financial completion), you can still lose money.

Substantial Completion

The milestone where the project is sufficiently complete so the owner can occupy or use the building for its intended purpose.

Typical requirements:

  • Life safety systems operational (fire alarm, sprinklers, stairs, elevators)
  • All major MEP systems functional (domestic water, sanitary, HVAC)
  • Access paths safe
  • Temporary or permanent certificate of occupancy (TCO/CO) issued
  • Units clean and ready for move-in
  • Owner and architect agreement that the building is usable

Minor punch list items can remain, but the building is essentially move-in ready.

Final Completion

Achieved when all contractual work is done, including punch list items, documentation, and turnover requirements.

Typical requirements:

  • Punch list fully complete
  • Final cleaning and touch-ups done
  • All inspections and testing finalized
  • Closeout documentation submitted (as-builts, O&M manuals)
  • Warranties addressed and owner training completed
  • Spare parts and maintenance tools delivered
  • Keys and security systems handed over
  • Final sign-off from owner/architect

Financial Completion

Marks the end of billable general conditions and general requirements, the point where the owner stops paying for project overhead.

If your project runs past this date without compensation, every extra day comes out of your budget. That’s why it’s not enough to get an extension of time, you must also negotiate an extension of paid support for site operations.

The Real Danger

Too many teams think, “We got the schedule extension, so we’re good.” But without a financial extension, you’re still burning money every day past the original completion date. That’s why understanding all three milestones, and planning for them is critical for project profitability.

Key Takeaway
Time extensions without financial extensions can still sink your budget. Substantial completion gets the building usable, final completion closes the project, but financial completion protects your bottom line. Know all three, track them closely, and negotiate accordingly.

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

Takt & Lean Principles, Feat. Hal Macomber

Read 6 min

Building Projects That Flow, Lessons from Hal Macomber on Takt Construction

In this blog, I sat down with one of our most insightful guests, Hal Macomber, to explore the mindset, preparation, and execution strategies that make Takt Construction not just possible, but powerful. Hal has been a mentor to our team, and this conversation dove deep into the realities of delivering flow-based construction in the real world.

We started by talking about the difference between planning and execution. As Hal explained, success in Takt Construction doesn’t come from getting the plan perfect on day one, because in reality, you’ll never have all the answers at the start. Designs evolve, supply sources shift, and teams change. The real power comes from execution at the work face, with the people holding the tools, installing materials, and directly supporting those crews.

Hal compared it to sailing from Boston to Maine, you can plot a course, but the seas, winds, and weather will constantly change. The key is steering and course correcting while keeping your destination in sight. That’s where steering and control in Takt becomes essential.

We discussed the foundation of Takt Construction: it’s built on nearly 100 years of production theory from 12 key industry “luminaries” leaders like W. Edwards Deming, Sir John Kingman, and Eliyahu Goldratt, whose work on variation, capacity, and throughput forms the backbone of sound production systems. Unlike CPM, Takt actually aligns with these proven principles.

One big takeaway from Hal: constraints are your friend if you choose them early and as a system.
That means:

  • Selecting big-ticket systems (building frame, HVAC, vertical transportation, etc.) before design begins.

  • Using set-based design to evaluate multiple options before committing.

  • Bringing trade partners on board early ideally a year in advance  and ensuring they’re trained and practiced in Takt before stepping foot on your site.

We also touched on material lead times. Instead of accepting “that’s just how long it takes,” you can design packages and choose suppliers to fit your production rhythm. In one Boston project, Hal’s team ordered the steel package before schematic design because waiting would have made their 28-month deadline impossible.

The core message? Takt Construction isn’t just a scheduling technique. It’s a project-wide production system that requires intentional design decisions, early trade involvement, and relentless focus on execution in the field.

Key Takeaway

Perfect plans don’t build projects, adaptive execution does. In Takt Construction, early constraint selection, set-based design, and trade partner preparation create the structure. Steering and control at the work face make it succeed.

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 Write A Business Plan For A Construction Company

Read 7 min

How to Write a Business Plan for a Construction Company: The Essentials You Can’t Skip

I’ve covered how to write a business plan for a construction company before, but since then I’ve received more questions, helped more companies, and learned even more from the field. So, in this blog, I want to cut through the noise and share the absolute essentials you must have in place to make your business plan truly work.

I’ve worked with large companies, my going rate for big engagements starts at $500,000 per year for one-on-one consulting. I’ve taken on plenty of those projects, but these days, I only take one per year. Beyond that, through LeanTakt and other initiatives, I’ve worked with organizations of all sizes. For smaller companies, I often volunteer my help for free. So, trust me when I say these are the keys you need to get right.

  1. Visionary & Integrator:

When people think “business plan,” they often imagine a thick binder filled with market research, charts, and fancy reports. Those have their place, but the first thing I look for is this: Who’s your visionary and who’s your integrator?

The visionary sets the direction; the integrator makes it happen. These roles must be clearly defined and tested for compatibility. Without them, even the most polished plan will fall apart.

  1. The Clarity Document:

Your clarity document might just be the most important part of your plan. It outlines:

  • Your mission, purpose, and core values.
  • Where you want to be in 100, 10, 5, 3, and 1 year(s).
  • Your specific market segments.
  • Your marketing plan.

Gino Wickman calls this your VTO (Vision/Traction Organizer). A well-crafted clarity document wins half the battle before you even start.

  1. Right People in the Right Seats:

Jim Collins says the number one metric in your organization is having the right people in key seats. Your organizational chart should reflect what the business needs, not just what positions you already have filled.

Until over 90% of your key seats are filled by the right people, you have work to do.

  1. Define Your Approach:

Are you cheap and standardized? Or custom and expensive? Be clear about your red zone, the work you excel at, get paid well for, and enjoy.

From there, outline your standard way of delivering, both in marketing and operations.

  1. Shore Up Problems Before Scaling:

Every industry has common problems, yours included. Your plan should identify these issues, show how they’re being addressed, and include a strategy for training and enforcing solutions company-wide.

A well-trained and scalable operating system is the foundation for growth.

  1. Final Advice:

Whether you’re starting or scaling a construction company, you need:

  • The right people in the right seats.
  • A clear visionary and integrator.
  • Expert help when needed.

The best companies hire consultants, get marketing support, and invest in their next step. The ones that fail often keep struggling in ignorance.

And don’t forget, cash flow is king. Have cash flow insurance, build your credit, and work with strong financial partners who’ll stick with you long term.

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®️ – 22 – Building the Design Team & Setting Targets

Read 6 min

Build the Design Team and Set the Right Parameters

In construction, the excitement of being awarded a project can quickly be overshadowed by the challenge of organizing the team and ensuring everyone moves in the same direction. One of the most critical steps at this stage is building your design and pre-construction team and setting clear parameters from the very beginning.

Without clear targets and alignment, even the most talented team can head in the wrong direction. The goal is to target the right production plan, set a realistic total project duration, and align the design with financial expectations. Failing to do so can result in designs that exceed the budget or timelines that are unrealistic, ultimately leading to frustration and costly changes later on.

Step 1: Build the Team

Start by getting the right people in the right roles, communicating well, and working toward shared goals. Use a framework to organize your approach:

  • Board One: Organization clusters and communication map out the executive team, core team, scrum teams, and communication channels.
  • Board Two: Conditions of satisfaction identify risks, define what success looks like, and review past project successes.
  • Board Three: Meeting cycle draft, refine, and finalize a meeting schedule that works for the whole team.

These tools help create an integrated, well-communicating team with a clear meeting structure. Reference resources like Integrated Project Delivery to structure big rooms, form collaborative teams, and establish effective workflows.

Step 2: Set the Right Parameters

Your owner likely has a set budget and schedule expectations. The key is to design to these constraints using Target Value Design (TVD) principles:

  • Gather a collaborative team early.
  • Set a target budget and/or timeline.
  • Design to cost, iterating frequently to stay aligned.
  • Apply lean processes and value engineering along the way.

Part of setting parameters is understanding General Conditions (GC) and General Requirements (GR) early:

  • General Conditions: Overall operational costs like staffing and insurance.
  • General Requirements: Contractual and logistical tasks like temporary facilities, site security, permits, safety, and cleanup.

Underestimating these costs can lead to late-stage budget shocks, forcing “slash and burn” value engineering that frustrates both owners and designers. Instead, develop a macro-level Takt plan from the outset, map logistics, and keep assumptions transparent.

Step 3: Avoid Late Surprises

Accurate early planning prevents budget blowouts and schedule slips. A well-structured kickoff meeting acts as a “pre-flight check” for your project: ensuring everyone is organized, communicating well, and aligned on goals before work begins. This reduces conflict, minimizes waste, and keeps the design intact without last-minute cuts.

Key Takeaway:

A successful construction project begins with building the right design team and achieving early alignment on goals, budgets, and schedules. Establishing clear communication and locking in cost and timeline parameters from the start protects design integrity, reduces waste, and builds trust keeping the project on track to deliver on time and within budget.

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®️ – 23 – Last Planner®️ & Scrum in Design

Read 7 min

Elevating Pre-Construction Planning: Last Planner System & Scrum in the Design Phase

In the design phase of pre-construction planning, structure and collaboration are critical to keeping projects on track. One way to do this effectively is by leveraging the Last Planner System and Scrum to guide your team toward success.

Last Planner in the Design Phase

When applying the Last Planner System, begin with a milestone pull (or phase pull).

  1. Identify milestones: Start with your final milestone, then work backward to determine necessary intermediate milestones.
  2. Validate milestones: Use the group’s expertise, historical timelines, and reference data to ensure they’re realistic.
  3. Visualize the plan: Create a clear, visual sequence of work that the team can review and refine.

In design, complexity, team capability, and workload capacity will affect milestone timing. The key is to create phase specific pull plans rather than trying to plan the entire design phase at once. This allows for accurate forward and backward passes to determine dependencies and durations.

Once your pull plan is set, move into:

  • Six-week look ahead planning: Prepare tasks in advance, coordinate needs, and remove roadblocks.
  • Weekly work plans: Identify exactly what will be accomplished each week, adjusting as needed.
  • Daily huddles: Track progress, check percent plan complete (aim for 80%+), identify issues, and make corrections.

Software like Vplanner can make design-phase planning more visual and effective. Integrate these meetings into your cadence cluster work sessions, all-hands planning meetings, and buffer days to keep momentum strong.

Scrum in the Design Phase

Scrum brings flexibility and visual tracking to the design process. Start with a milestone pull and, if desired, a phase specific pull plan. Move your activities into a Scrum board with four columns:

  1. Backlog: All tasks (with effort points using Fibonacci numbers).
  2. Sprint Backlog: Tasks chosen for the current sprint (often one week).
  3. In Progress: Work actively being done.
  4. Completed: Finished tasks.

Run the process like this:

  • Sprint Planning: Decide what will be accomplished in the sprint.
  • Daily Huddles: Move tasks from left to right, help team members when needed.
  • Sprint Review & Retrospective: Assess progress, improve the process.

A burn down chart helps visualize whether the team is on track by plotting total effort remaining against time.

Best Practices for Enabling the Design Team

  1. Use a decision matrix: Make decisions based on clear evaluation criteria and keep a documented history.
  2. Help the team flow: Avoid overloading them with distractions and excess communication.
  3. Work in one-piece flow: Avoid batching; finish tasks completely before moving on.
  4. Create a “Done, Done, Freaking Done” culture: No partial work; ensure accountability.
  5. Control Work in Progress (WIP): Keep workloads balanced.
  6. Recover delays quickly: Collaborate to find solutions without overburdening the team.

Early Deliverables to Track

  • Early procurement: Track long-lead items early.
  • Existing utilities: Identify and plan for relocations now.
  • Geotech report: Understand soil conditions and site prep needs.
  • Engage VDC: Involve Virtual Design and Construction early for model coordination.

By setting up the right systems, milestones, and rhythms, your design team will have clarity, focus, and momentum creating a strong foundation for the rest of the project.

Key Takeaway:

A successful design phase in pre-construction hinges on structured collaboration. By combining the Last Planner System and Scrum, setting clear milestones, maintaining visual workflows, and supporting the design team with smart decision-making and flow, you create the conditions for on-time, high-quality project delivery.

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®️ – 24 – Supporting the Design Team

Read 6 min

How to Enable the Design Team in Pre-Construction

Supporting the design team is one of the most important responsibilities during pre-construction. While there’s often traditional tension between designers and contractors, effective collaboration leaves no room for drama. Instead, it’s about providing resources, expertise, and proactive input to help the design team succeed and, in turn, to set the entire project up for success.

Here are nine ways to enable the design team:

  1. Real Time Schedule Updates

Use takt planning methods to quickly simulate and adjust the macro-level plan when design changes occur. This allows immediate feedback so the team can see the schedule implications of design decisions without delay.

  1. Real Time Budget Updates

Instead of the slow “design react” cycle, provide current cost feedback in real time. Skilled estimators can closely predict cost impacts, especially when schedule and production plans are factored in.

  1. High-Value Constructability Reviews

Go beyond generic “finish this detail” notes. Instead, dig deep into how the building will be put together evaluate material choices, installation methods, sequencing, and logistical considerations. Builders must be involved to make this review meaningful.

  1. Early Trade Partner Involvement

Bring in specialty contractors early mechanical, plumbing, electrical, exterior systems, elevators, and more. Their expertise helps shape better system selections, routing, pathways, and installation strategies.

  1. VDC (Virtual Design & Construction) Support

Integrate VDC early for design decision-making, “what-if” modeling, and clash detection. The goal is to merge the design model with trade coordination as early as possible.

  1. Permitting Assistance

Help with the permitting process by developing a permit matrix that accounts for phased submissions, variances, city requirements, and related issues like SWIP, dust control, and historical preservation.

  1. Value Engineering That Adds Value

True value engineering means finding ways to improve quality and efficiency while reducing cost not cutting scope. Explore material alternatives, assembly methods, and creative solutions that enhance the project.

  1. Use of A3 Problem Solving

An A3 concisely presents a problem, its root causes, possible solutions, and an action plan all on one page. Facilitating A3s helps the design team make informed, timely decisions.

  1. Risk Identification

Actively identify potential risks and work with the design team to mitigate or eliminate them during pre-construction. This proactive approach helps avoid downstream delays and cost overruns.

By taking these steps, contractors can dramatically improve design flow, strengthen relationships, and contribute to a better final product. The way you treat the design team is not only a reflection of your professionalism it’s a direct factor in project success.

Key Takeaway:

Great projects begin with strong design-phase collaboration where contractors empower the design team through timely feedback, expert input, and proactive problem solving. This supportive partnership removes roadblocks, enhances decision making, and helps protect budget, schedule, and quality setting the stage for project success from the very start.

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®️ – 25 – Plan w/ the Builders

Read 6 min

Builder Collaboration: Does the Plan Belong to the Builders?

Once the design team has been supported and aligned to the budget, it’s time to transition into a serious, builder-led planning process. The only way to create a truly effective plan is to involve the people who will actually build the project the ones with real-world construction experience.

This process can be grouped into three stages:

  1. Gather the Builders

    Bring the project’s superintendent and project manager into the pre-construction phase as early as possible. If they are unavailable due to other projects, have the project director, project executive, or operations manager involve them at critical points.

    Avoid creating a plan in a silo and simply handing it off. The best approach is to have the PM and superintendent fully engaged in pre-construction planning. The PM should handle client interface, design coordination, budget management, and trade partner involvement. The superintendent should focus on strategy, scheduling, logistics, constructability reviews, mobilization, and the first 90-day plan.

  2. Make the Plan

    Start by understanding all contract requirements, Division 1 specs, and the prime agreement. Gather every available resource drawings, procurement logs, schedules, logistics plans, and team charts. Conduct a detailed review to identify constraints, bottlenecks, and critical milestones.

    Create a macro-level attack plan, noting zone breakdowns, phasing, weather impacts, permitting timelines, procurement durations, and coordination triggers. Build in milestones such as “dry-in,” “air-on,” MEP completion, and commissioning. This is your opportunity to identify risks and make strategic adjustments before work begins.

  3. Tear the Plan Apart

    Hold a “fresh eyes” meeting with experienced builders and relevant trade partners. Review the entire plan with the sole purpose of finding weaknesses, risks, and opportunities for improvement. This is not a ceremonial review it’s a rigorous stress test to catch problems on paper before they appear in the field. Once the review is complete, make the necessary changes and set the project baseline for the owner. Remember, the baseline should not restrict flexibility in your production plan it’s simply a contractual reference point.

    Key Takeaway:

    A successful construction plan is built by the people who will execute it and then it’s tested until it breaks. By gathering the right builders early, making a detailed and realistic plan, and rigorously challenging it through a fresh eyes review, you dramatically increase the chances of finishing on time, on budget, and exactly as the owner expects.

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

    faq

    General Training Overview

    What construction leadership training programs does LeanTakt offer?
    LeanTakt offers Superintendent/PM Boot Camps, Virtual Takt Production System® Training, Onsite Takt Simulations, and Foreman & Field Engineer Training. Each program is tailored to different leadership levels in construction.
    Who should attend LeanTakt’s training programs?
    Superintendents, Project Managers, Foremen, Field Engineers, and trade partners who want to improve planning, communication, and execution on projects.
    How do these training programs improve project performance?
    They provide proven Lean and Takt systems that reduce chaos, improve reliability, strengthen collaboration, and accelerate project delivery.
    What makes LeanTakt’s training different from other construction courses?
    Our programs are hands-on, field-tested, and focused on practical application—not just classroom theory.
    Do I need prior Lean or takt planning experience to attend?
    No. Our programs cover foundational principles before moving into advanced applications.
    How quickly can I apply what I learn on real projects?
    Most participants begin applying new skills immediately, often the same week they complete the program.
    Are these trainings designed for both office and field leaders?
    Yes. We equip both project managers and superintendents with tools that connect field and office operations.
    What industries benefit most from LeanTakt training?
    Commercial, multifamily, residential, industrial, and infrastructure projects all benefit from flow-based planning.
    Do participants receive certificates after completing training?
    Yes. Every participant receives a LeanTakt Certificate of Completion.
    Is LeanTakt training recognized in the construction industry?
    Yes. Our programs are widely respected among leading GCs, subcontractors, and construction professionals.

    Superintendent / PM Boot Camp

    What is the Superintendent & Project Manager Boot Camp?
    It’s a 5-day immersive training for superintendents and PMs to master Lean leadership, takt planning, and project flow.
    How long does the Superintendent/PM Boot Camp last?
    Five full days of hands-on training.
    What topics are covered in the Boot Camp curriculum?
    Lean leadership, Takt Planning, logistics, daily planning, field-office communication, and team health.
    How does the Boot Camp improve leadership and scheduling skills?
    Yes. You’ll learn how to run day huddles, team meetings, worker huddles, and Lean coordination processes.
    Who is the Boot Camp best suited for?
    Construction leaders responsible for delivering projects, including Superintendents, PMs, and Field Leaders.
    What real-world challenges are simulated during the Boot Camp?
    Schedule breakdowns, trade conflicts, logistics issues, and communication gaps.
    Will I learn Takt Planning at the Boot Camp?
    Yes. Takt Planning is a core focus of the Boot Camp.
    How does this Boot Camp compare to traditional PM certification?
    It’s practical and execution-based rather than exam-based. You learn by doing, not just studying theory.
    Can my entire project team attend the Boot Camp together?
    Yes. Teams attending together often see the greatest results.
    What kind of real-world challenges do we simulate?
    Improved project flow, fewer delays, better team communication, and stronger leadership confidence.

    Takt Production System® Virtual Training

    What is the Virtual Takt Production System® Training?
    It’s an expert-led online program that teaches Lean construction teams how to implement takt planning.
    How does virtual takt training work?
    Delivered online via live sessions, interactive discussions, and digital tools.
    What are the benefits of online takt planning training?
    Convenience, global accessibility, real-time learning, and immediate application.
    Can I access the virtual training from anywhere?
    Yes. It’s fully web-based and accessible worldwide.
    Can I access the virtual training from anywhere?
    Yes. It’s fully web-based and accessible worldwide.
    What skills will I gain from the Virtual TPS® Training?
    Macro and micro Takt planning, weekly updates, flow management, and CPM integration.
    How long does the virtual training program take?
    The program is typically completed in multiple live sessions across several days.
    Can I watch recordings if I miss a session?
    Yes. Recordings are available to all participants.
    Do you offer group access or company licenses for the virtual training?
    Yes. Teams and companies can enroll together at discounted rates.
    How does the Virtual TPS® Training integrate with CPM tools?
    We show how to align Takt with CPM schedules like Primavera P6 or MS Project.

    Onsite Takt Simulation

    What is a Takt Simulation in construction training?
    It’s a live, interactive workshop that demonstrates takt planning on-site.
    How does the Takt Simulation workshop work?
    Teams participate in hands-on exercises to learn the flow and rhythm of a Takt-based project.
    Can I choose between a 1-day or 2-day Takt Simulation?
    Yes. We offer flexible formats to fit your team’s schedule and needs.
    Who should participate in the Takt Simulation workshop?
    Superintendents, PMs, site supervisors, contractors, and engineers.
    How does a Takt Simulation improve project planning?
    It shows teams how to structure zones, manage flow, and coordinate trades in real time.
    What will my team learn from the onsite simulation?
    How to build and maintain takt plans, manage buffers, and align trade partners.
    Is the simulation tailored to my specific project type?
    Yes. Scenarios can be customized to match your project.
    How do Takt Simulations improve trade partner coordination?
    They strengthen collaboration by making handoffs visible and predictable.
    What results can I expect from an onsite Takt Simulation?
    Improved schedule reliability, better trade collaboration, and reduced rework.
    How many people can join a Takt Simulation session?
    Group sizes are flexible, but typically 15–30 participants per session.

    Foreman & Field Engineer Training

    What is Foreman & Field Engineer Training?
    It’s an on-demand, practical program that equips foremen and engineers with leadership and planning skills.
    How does this training prepare emerging leaders?
    By teaching communication, crew management, and execution strategies.
    Is the training on-demand or scheduled?
    On-demand, tailored to your team’s timing and needs.
    What skills do foremen and engineers gain from this training?
    Planning, safety leadership, coordination, and communication.
    How does the training improve communication between field and office?
    It builds shared systems that align superintendents, engineers, and managers.
    Can the training be customized for my team’s needs?
    Yes. Programs are tailored for your project or company.
    What makes this program different from generic leadership courses?
    It’s construction-specific, field-tested, and focused on real project application.
    How do foremen and field engineers apply this training immediately?
    They can use new systems for planning, coordination, and daily crew management right away.
    Is the training suitable for small construction companies?
    Yes. Small and large teams alike benefit from building flow-based leadership skills.

    Testimonials

    Testimonials

    "The bootcamp I was apart of was amazing. Its was great while it was happening but also had a very profound long-term motivation that is still pushing me to do more, be more. It sounds a little strange to say that a construction bootcamp changed my life, but it has. It has opened my eyes to many possibilities on how a project can be successfully run. It’s also provided some very positive ideas on how people can and should be treated in construction.

    I am a hungry person by nature, so it doesn’t take a lot to get to participate. I loved the way it was not just about participating, it was also about doing it with conviction, passion, humility and if it wasn’t portrayed that way you had to do it again."

    "It's great to be a part of a company that has similar values to my own, especially regarding how we treat our trade partners. The idea of "you gotta make them feel worse to make them do better" has been preached at me for years. I struggled with this as you will not find a single psychology textbook stating these beliefs. In fact it is quite the opposite, and causing conflict is a recipe for disaster. I'm still honestly in shock I have found a company that has based its values on scientific facts based on human nature. That along with the Takt scheduling system makes everything even better. I am happy to be a part of a change that has been long overdue in our industry!"

    "Wicked team building, so valuable for the forehumans of the sub trades to know the how and why. Great tools and resources. Even though I am involved and use the tools every day, I feel like everything is fresh and at the forefront to use"

    "Jason and his team did an incredible job passing on the overall theory of what they do. After 3 days of running through the course I cannot see any holes in their concept. It works. it's proven to work and I am on board!"

    "Loved the pull planning, Takt planning, and logistic model planning. Well thought out and professional"

    "The Super/PM Boot Camp was an excellent experience that furthered my understanding of Lean Practices. The collaboration, group involvement, passion about real project site experiences, and POSITIVE ENERGY. There are no dull moments when you head into this training. Jason and Mr. Montero were always on point and available to help in the break outs sessions. Easily approachable to talk too during breaks and YES, it was fun. I recommend this training for any PM or Superintendent that wants to further their career."

    agenda

    Day 1

    Foundations & Macro Planning

    day2

    Norm Planning & Flow Optimization

    day3

    Advanced Tools & Comparisons

    day4

    Buffers, Controls & Finalization

    day5

    Control Systems & Presentations

    faq

    UNDERSTANDING THE TRAINING

    What is the Virtual Takt Production System® Training by LeanTakt?
    It’s an expert-led online program designed to teach construction professionals how to implement Takt Planning to create flow, eliminate chaos, and align teams across the project lifecycle.
    Who should take the LeanTakt virtual training?
    This training is ideal for Superintendents, Project Managers, Engineers, Schedulers, Trade Partners, and Lean Champions looking to improve planning and execution.
    What topics are covered in the online Takt Production System® course?
    The course covers macro and micro Takt planning, zone creation, buffers, weekly updates, flow management, trade coordination, and integration with CPM tools.
    What makes LeanTakt’s virtual training different from other Lean construction courses?
    Unlike theory-based courses, this training is hands-on, practical, field-tested, and includes live coaching tailored to your actual projects.
    Do I get a certificate after completing the online training?
    Yes. Upon successful completion, participants receive a LeanTakt Certificate of Completion, which validates your knowledge and readiness to implement Takt.

    VALUE AND RESULTS

    What are the benefits of Takt Production System® training for my team?
    It helps teams eliminate bottlenecks, improve planning reliability, align trades, and reduce the chaos typically seen in traditional construction schedules.
    How much time and money can I save with Takt Planning?
    Many projects using Takt see 15–30% reductions in time and cost due to better coordination, fewer delays, and increased team accountability.
    What’s the ROI of virtual Takt training for construction teams?
    The ROI comes from faster project delivery, reduced rework, improved communication, and better resource utilization — often 10x the investment.
    Will this training reduce project delays or rework?
    Yes. By visualizing flow and aligning trades, Takt Planning reduces miscommunication and late handoffs — major causes of delay and rework.
    How soon can I expect to see results on my projects?
    Most teams report seeing improvement in coordination and productivity within the first 2–4 weeks of implementation.

    PLANNING AND SCHEDULING TOPICS

    What is Takt Planning and how is it used in construction?
    Takt Planning is a Lean scheduling method that creates flow by aligning work with time and space, using rhythm-based planning to coordinate teams and reduce waste.
    What’s the difference between macro and micro Takt plans?
    Macro Takt plans focus on the overall project flow and phase durations, while micro Takt plans break down detailed weekly tasks by zone and crew.
    Will I learn how to build a complete Takt plan from scratch?
    Yes. The training teaches you how to build both macro and micro Takt plans tailored to your project, including workflows, buffers, and sequencing.
    How do I update and maintain a Takt schedule each week?
    You’ll learn how to conduct weekly updates using lookaheads, trade feedback, zone progress, and digital tools to maintain schedule reliability.
    Can I integrate Takt Planning with CPM or Primavera P6?
    Yes. The training includes guidance on aligning Takt plans with CPM logic, showing how both systems can work together effectively.
    Will I have access to the instructors during the training?
    Yes. You’ll have opportunities to ask questions, share challenges, and get real-time feedback from LeanTakt coaches.
    Can I ask questions specific to my current project?
    Absolutely. In fact, we encourage it — the training is designed to help you apply Takt to your active jobs.
    Is support available after the training ends?
    Yes. You can access follow-up support, coaching, and community forums to help reinforce implementation.
    Can your tools be customized to my project or team?
    Yes. We offer customizable templates and implementation options to fit different project types, teams, and tech stacks.
    When is the best time in a project lifecycle to take this training?
    Ideally before or during preconstruction, but teams have seen success implementing it mid-project as well.

    APPLICATION & TEAM ADOPTION

    What changes does my team need to adopt Takt Planning?
    Teams must shift from reactive scheduling to proactive, flow-based planning with clear commitments, reliable handoffs, and a visual management mindset.
    Do I need any prior Lean or scheduling experience?
    No prior Lean experience is required. The course is structured to take you from foundational principles to advanced application.
    How long does it take for teams to adapt to Takt Planning?
    Most teams adapt within 2–6 weeks, depending on project size and how fully the system is adopted across roles.
    Can this training work for smaller companies or projects?
    Absolutely. Takt is scalable and especially powerful for small teams seeking better structure and predictability.
    What role do trade partners play in using Takt successfully?
    Trade partners are key collaborators. They help shape realistic flow, manage buffers, and provide feedback during weekly updates.

    VIRTUAL FORMAT & ACCESSIBILITY

    Can I access the virtual training from anywhere?
    Yes. The training is fully accessible online, making it ideal for distributed teams across regions or countries.
    Is this training available internationally?
    Yes. LeanTakt trains teams around the world and supports global implementations.
    Can I watch recordings if I miss a session?
    Yes. All sessions are recorded and made available for later viewing through your training portal.
    Do you offer group access or company licenses?
    Yes. Teams can enroll together at discounted rates, and we offer licenses for enterprise rollouts.
    What technology or setup do I need to join the virtual training?
    A reliable internet connection, webcam, Miro, Spreadsheets, and access to Zoom.

    faq

    GENERAL FAQS

    What is the Superintendent / PM Boot Camp?
    It’s a hands-on leadership training for Superintendents and Project Managers in the construction industry focused on Lean systems, planning, and communication.
    Who is this Boot Camp for?
    Construction professionals including Superintendents, Project Managers, Field Engineers, and Foremen looking to improve planning, leadership, and project flow.
    What makes this construction boot camp different?
    Real-world project simulations, expert coaching, Lean principles, team-based learning, and post-camp support — all built for field leaders.
    Is this just a seminar or classroom training?
    No. It’s a hands-on, immersive experience. You’ll plan, simulate, collaborate, and get feedback — not sit through lectures.
    What is the focus of the training?
    Leadership, project planning, communication, Lean systems, and integrating office-field coordination.

    CURRICULUM & OUTCOMES

    What topics are covered in the Boot Camp?
    Takt planning, day planning, logistics, pre-construction, team health, communication systems, and more.
    What is Takt Planning and why is it taught?
    Takt is a Lean planning method that creates flow and removes chaos. It helps teams deliver projects on time with less stress.
    Will I learn how to lead field teams more effectively?
    Yes. This boot camp focuses on real leadership challenges and gives you systems and strategies to lead high-performing teams.
    Do you cover daily huddles and meeting systems?
    Yes. You’ll learn how to run day huddles, team meetings, worker huddles, and Lean coordination processes.
    What kind of real-world challenges do we simulate?
    You’ll work through real project schedules, logistical constraints, leadership decisions, and field-office communication breakdowns.

    LOGISTICS & FORMAT

    Is the training in-person or virtual?
    It’s 100% in-person to maximize learning, feedback, and team-based interaction.
    How long is the Boot Camp?
    It runs for 5 full days.
    Where is the Boot Camp held?
    Locations vary — typically hosted in a professional training center or project setting. Contact us for the next available city/date.
    Do you offer follow-up coaching after the Boot Camp?
    Yes. Post-camp support is included so you can apply what you’ve learned on your projects.
    Can I ask questions about my actual project?
    Absolutely. That’s encouraged — bring your current challenges.

    PRICING & VALUE

    How much does the Boot Camp cost?
    $5,000 per person.
    Are there any group discounts?
    Yes — get 10% off when 4 or more people from the same company attend.
    What’s the ROI for sending my team?
    Better planning = fewer delays, smoother coordination, and higher team morale — all of which boost productivity and reduce costs.
    Will I see results immediately?
    Most participants apply what they’ve learned as soon as they return to the jobsite — especially with follow-up support.
    Can this replace other leadership training?
    In many cases, yes. This Boot Camp is tailored to construction professionals, unlike generic leadership seminars.

    SEO-BASED / HIGH-INTENT SEARCH QUESTIONS

    What is the best leadership training for construction Superintendents?
    Our Boot Camp offers real-world, field-focused leadership training tailored for construction leaders.
    What’s included in a Superintendent Boot Camp?
    Takt planning, day planning, logistics, pre-construction systems, huddles, simulations, and more.
    Where can I find Lean construction training near me?
    Check our upcoming in-person sessions or request a private boot camp in your city.
    How can I improve field and office communication on a project?
    This Boot Camp teaches you tools and systems to connect field and office workflows seamlessly.
    Is there a training to help reduce chaos on construction sites?
    Yes — this program is built specifically to turn project chaos into flow through structured leadership.

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    Day 4

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    Day 5

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