Multiple Topics

Posted on August 28, 2025August 28, 2025 by Danny Jiménez⁩

Read 8 min

I want to share some important lessons I have learned about timelines, weekly work plans, the role of superintendents, teamwork, data, and the value of consultants. These concepts might sound simple at first, but I have seen time and again how they determine whether a project thrives or struggles.

One of the biggest realizations I had was about timelines. For a long time, I saw projects using multiple timelines for milestones, look-aheads, and pull plans. At first it seemed harmless, but what I noticed was that those separate timelines created silos. Information was scattered, alignment was lost, and teams grew frustrated. I eventually understood that if you have multiple timelines, you do not really have a timeline. Everything must be tied into one master plan that people can see and follow. That is where clarity, coordination, and accountability truly happen.

This connects to my concerns about weekly work plans. Many companies are adopting standard templates that look professional but do not actually help the field. A good weekly work plan is clear, visual, and simple. It shows handoffs, highlights flow, and makes it easy to see where trades might collide or stack on top of each other. When I build weekly work plans, I make sure they are color coded, organized by trade, and designed around time and location. That way, they are useful tools rather than paperwork that satisfies a template.

I have also learned an important distinction between foremen and superintendents. Foremen lead crews, know the technical details of the work, and manage production directly. Superintendents, on the other hand, are planners, process leaders, and team builders. Their role is to create alignment, run systems, facilitate meetings, and ensure that every trade can succeed. A superintendent does not need to know every technical detail of the craft, but they must know how to guide a process so the entire team can win.

And that brings me to the heart of what makes projects succeed. Projects succeed as teams. I have seen what happens when superintendents keep information to themselves or when project managers and superintendents do not align. The project begins to fracture, communication breaks down, and mistakes multiply. When everyone operates as one team with shared goals and full transparency, the opposite happens. Flow improves, accountability increases, and trust grows.

Another lesson that became clear to me is about data. Data is only useful when it drives action. Too often, we produce mountains of reports, schedules, and charts that look impressive but do not change how the work is done. I have found that the real value of data comes when it guides decisions, removes bottlenecks, and helps the team adjust in real time. A chart on the wall means nothing if it does not change how people work the next day.

Finally, I believe strongly in the power of seeking outside help. Hiring a consultant, coach, or trainer can transform a company. I have seen how businesses that invest in outside guidance often move into a higher tier. They learn faster, avoid pitfalls, and build stronger systems. I do not see hiring a consultant as a weakness but as a sign of strength and vision. If I want to grow, I do not try to do it all on my own. I seek people who can guide me and accelerate the journey.

When I put all these lessons together, the picture is clear. Success in construction comes from integrated timelines, practical weekly work plans, superintendents who lead processes rather than just details, teamwork that unites everyone, data that drives real action, and the courage to seek outside expertise. These are the foundations of building excellence, and I have seen them change projects and careers.

Key Takeaway

Success happens when I unify timelines, create weekly work plans that truly serve the field, empower superintendents to lead through the process, and build as one team. Real improvement comes when I act on data and embrace outside guidance.

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

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When You Get Behind

Posted on August 28, 2025August 28, 2025 by Danny Jiménez⁩

Read 7 min

When You Start Getting Behind

Welcome everyone to this blog. In this one I want to share some thoughts on what we usually do when we feel like we are getting behind, and more importantly, what we should be doing instead.

I love writing these blogs because unlike YouTube or LinkedIn content where everything is polished and filtered, here I get to just talk with you one on one. I can share lessons, mistakes, updates, and ideas in a more direct way. That makes these blogs feel special to me.

Exciting Updates

Before I get into the main topic, let me give you a quick update. Kate and I are making great progress on the Takt Steering and Control book. We are already two sections and about sixty pages in, and we are building out visuals to make it clear and useful.

This book will build on the first planner system book and connect to the Last Planner approach with the Lean Builder team. I am excited because these systems together form a powerful end-to-end approach to managing projects.

Unfortunately, I have seen some disappointing and even misleading posts online about takt steering and control. Many of the claims are not only confusing but also inaccurate. That is why this book is so important. It will clarify what takt steering is, what takt control is, and how they actually work together in the field.

Reader Question: How to Facilitate a Meeting

One of you wrote in with a question about policing meetings. Often meetings derail with tangents, repeated debates, or time slipping away. The comment suggested a “two mention” rule to keep topics from dominating.

My perspective is that instead of policing, we should facilitate. I see the superintendent as a conductor keeping professional musicians in rhythm. We can set clear meeting standards, post them visibly, and use simple tools like sidebars or quick reminders when topics get too long.

I like starting meetings with a positive tone, doing a lightning round of topics, ranking them, and then moving through in order. That way the most important items are addressed first and everyone feels heard. Shorter meetings with built-in buffers also help keep focus.

What Happens When We Get Behind

Now, let us get into the main topic. What do we typically do when we start to feel behind? We rush. We panic. We ask for more labor. We push overtime. We stockpile materials. We add stress to ourselves and others. And often, in that rush, we let safety, quality, and cleanliness slip.

This is natural human behavior but it is not effective. When we panic, we create more chaos instead of solving the real problem.

What We Should Do Instead

The right response when getting behind is to slow down. Calm down. Get a present.

Instead of pushing harder, we should plan better. Revisit the pull plan. Strengthen look ahead planning. Spend time in pre-construction meetings. Rally the team with a clear focus. Double down on safety, cleanliness, and morale. Manage the supply chain with intention.

By slowing down, we actually speed up. The Navy SEALs say it best: slow is smooth and smooth is fast. That principle applies to construction projects and even to personal relationships. When stress rises, the best thing we can do is step back, breathe, and lead with clarity.

Key Takeaway

When I feel behind, my instinct is to panic and push harder, but that only makes things worse. The real solution is to slow down, get present, and plan better. Slow is smooth and smooth is fast, and that is how both teams and projects succeed.

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Last Planner without First Planner Results in Disrespect

Posted on August 28, 2025August 28, 2025 by Danny Jiménez⁩

Read 6 min

Last Planner Without First Planner

I have been reflecting on something that comes up again and again in the industry. Many builders and even some lean advocates talk about the last planner system as if it stands alone. But the truth is, without the first planner system, the last planner system cannot succeed.

Why the First Planner System Matters

The last planner system is powerful. It creates a structure of meetings and huddles, brings trade partners together, and establishes commitments through look ahead planning, weekly planning, and daily huddles. It also encourages respect for people and collaboration. But none of this can work in isolation.

Planning requires resources, information, materials, tools, and logistics to be coordinated in advance. Without the first planner system preparing the production system during preconstruction, we are essentially throwing the responsibility over the wall and asking last planners to succeed without support. That is not lean. That is not respect for people.

A Misunderstood Concept in Lean

I recently received some criticism from people in the lean community who argued that early planning is unnecessary, that predictive planning and preconstruction should be minimized in favor of short-term adjustments. I could not disagree more strongly. Suggesting that we can simply plan everything in the short term disrespects those who do the work.

When superintendents and trade partners show up ready to build, they need more than meetings and promises. They need logistics, supply chains, and production systems designed ahead of time. Without that foundation, even the best last planner system collapses under the weight of missing resources and unclear processes.

Why Both Systems Must Work Together

The first planner system provides the predictive structure and logistical foundation. The last planner system ensures commitments, collaboration, and accountability in the field. One without the other is incomplete.

That is why I wrote and published the First Planner System book. It lays out every necessary component of a lean production system, shows how to design it in preconstruction, and explains how it supports the flow of work in the field. With both systems working together, we not only achieve efficiency, but we also show true respect for our builders.

Key Takeaway

The last planner system cannot stand alone. Without the first planner system to prepare logistics, resources, and production flow, we place an unfair burden on people in the field. True lean means combining both systems so projects are planned well and executed with respect.

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How to Get Leaders to Plan

Posted on August 28, 2025August 28, 2025 by Danny Jiménez⁩

Read 7 min

Getting Superintendents and PMs to Plan in Preconstruction

I recently received a powerful question from a construction leader: How do we get superintendents and project managers to actually plan in preconstruction? It’s a fair concern, because the truth is many builders avoid detailed planning until the last possible moment. But when we fail to plan early, projects start with chaos instead of clarity.

Why Planning is Non-Negotiable

I’ll say this plainly. Being a superintendent or a project manager is not about walking the jobsite pointing fingers. It is about being the planner of the project. A superintendent is, in essence, a first planner. Their responsibility is to build the project on paper before building it in the field.

When leaders avoid this, they are essentially saying, “I’ll just waste hundreds of thousands of dollars because I didn’t feel like planning.” That might sound harsh, but it is true. Planning is not optional. It is project management 101.

What Effective Preconstruction Planning Looks Like

The foundation is already laid out in The First Planner System. I recommend requiring superintendents and PMs to complete planning deliverables before the job begins. This includes takt plan, zone maps, logistics plan, accountability chart, risk and opportunity register, trailer layout, and procurement log.

These documents should be ready before the first fresh eyes meeting. In reality, the first meeting may not go well. Documents will be missing, and excuses will surface. That is normal. The key is to schedule a second review shortly after, give clear expectations, and hold the team accountable to finishing the work.

Accountability Without Negativity

Accountability does not mean anger, frustration, or threats. Too often, leaders swing from one extreme to another, either pushing with emotion or pulling back into softness that avoids confrontation. The middle ground is best.

With kindness and clarity, you can say: This is how we do it. These plans will be created. If you do not, I will have to step in, find someone else, or make changes. That is not cruelty. It is leadership. Teams will eventually appreciate the standard because it protects them from mediocrity and sets them up for success.

Human Nature and Cultural Standards

It is human nature to conserve energy, avoid discomfort, and resist planning. That does not mean people do not want accountability. They actually crave it. By setting and holding a clear standard, you build a culture that says: This is how we operate. This is serious. This is who we are as builders.

And over time, superintendents and PMs will not only accept the requirement to plan, but they will embrace it as the hallmark of professionalism.

Raising the Bar in Construction

The bottom line is simple. If you are a superintendent or a project manager, your job is to plan. Just as a doctor must know medicine and a hairdresser must know how to cut hair, a builder must know how to plan a project. Anything less is unacceptable.

When we raise the standard, we stop wasting resources, stop tolerating mediocrity, and create projects that start with alignment instead of confusion. That is what true leadership looks like in construction.

Key Takeaway

Superintendents and project managers are first and foremost planners. Preconstruction planning is the foundation of project success, and when leaders set clear expectations with accountability and kindness, planning becomes a cultural norm that drives excellence.

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Setting up Project Controls

Posted on August 28, 2025August 28, 2025 by Danny Jiménez⁩

Read 8 min

Building Stronger Projects with the Right KPIs

I recently received a fantastic question from a listener, and I wanted to dedicate this blog to answering it. The question was about establishing KPIs while standing up a project controls department for a large GC. This is such an important topic because the way we measure and track performance directly shapes behavior on our projects.

The Power of Project Controls

When a company takes the step of creating a project controls department, it signals maturity and readiness to scale. It sets standards, provides guardrails, and ensures consistency across projects. Without this type of structure, teams often end up doing things their own way, which makes it impossible to track progress consistently.

I have always believed in this principle. You find or create your operating system, you train people on it, and then you hold them accountable through regular reviews and measurements. If you only write it down but do not train, no one will follow it. If you train but never review in the field, people will nod their heads and then go back to doing whatever they want. But if you train, measure, and hold people accountable, the system becomes real, even if it takes months to fully embed.

Choosing KPIs that Drive Behavior

Not all KPIs are created equal. Some can unintentionally drive the wrong behaviors. For example, if you only measure financials like net profit or overhead, teams may cut investments that are critical for long-term success. Or if you rely too heavily on earned value management, you risk increasing work in process beyond capacity, which can collapse productivity.

That is why I always recommend designing KPIs that track leading indicators, not just lagging ones. Lagging indicators tell you what already happened. Leading indicators tell you what behaviors are shaping the outcome right now, while you still have time to adjust.

Examples of Strong Leading KPIs

When it comes to quality, I like to see metrics around preconstruction meetings, percentage of first-in-place inspections, and whether crews are installing according to the visuals provided. These drive proactive behaviors rather than reactive fixes.

For scheduling, using takt planning opens the door to powerful KPIs such as remaining buffer ratio, handoff reliability, and average roadblock removal time. These measures tell you whether the system is functioning properly long before a schedule slips.

For financials, I like to see a strong projection sheet with anticipated gross profit, contingency tracking, risks and opportunities, and dollars attached to both. A risk and opportunity register is an incredibly valuable tool for this.

Procurement can also be measured through the percentage of projects with an active log, the percentage of trades bought out on time, and the health of long-lead procurement items.

And one of the most powerful KPIs of all is team health. A monthly score based on field walks, observations, and feedback can be more predictive of project success than almost anything else.

Bringing It All Together

At the end of the day, KPIs should not exist for the sake of data collection. They should exist to shape behaviors, identify problems early, and give teams the tools they need to succeed. The listener who asked this question is already on a great path, and I believe their efforts will create real consistency and efficiency as their company grows.

I encourage everyone to step back and ask, what are we measuring, and does it truly drive the right outcomes? That reflection alone can make a massive difference.

Key Takeaway

The value of KPIs is not in the data itself but in the behavior they shape. When you focus on leading indicators that drive proactive action rather than lagging metrics that only confirm the past, you create a system that sets your projects up for success every single time.

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Working Together, Feat. Professor Thais Alves

Posted on August 28, 2025August 28, 2025 by Danny Jiménez⁩

Read 7 min

How I Schedule Civil Work with Takt Planning

As I head out to Kelowna, British Columbia for a Foreman Boot Camp with High Street Ventures, I am reminded how powerful it is when trade partners align under one production system. High Street invests in training their partners in takt, last planner, and other lean principles so that every project flows with consistency and quality. Watching crews run their own simulations, build their own plans, and truly own their zones is inspiring. It shows me once again that when teams take takt seriously, the results are phenomenal.

The Power of Takt in Civil Work

When it comes to scheduling civil projects, takt is one of the most effective methods I have ever used. I like to think of it in terms of trains on train tracks. Your zones or stationing become the tracks, and your crews are the trains moving in sequence. Civil work often runs linearly, so this visualization makes it easier to see flow and spot conflicts.

I always start with a time by location format. On the left-hand side, I organize by phases, areas, and then stationing, which represent specific runs of pipe, storm drains, or other installations. From there, I capture complexity by noting depth, number of structures, soil conditions, and other details. This information drives the production rates and ultimately determines the duration for each segment.

Building a Flowing Civil Schedule

Once I have the durations, I begin mapping out the flow. Water lines, sewer lines, and storm drains all get plugged in, and I pay close attention to elevation and sequencing. Which one must come first? Where do they overlap? Where are the risks? From there, I insert buffers, analyze weather impacts, and review whether additional crews are needed to keep the project on track.

The goal is always the same: a smooth, flowing production plan with reliable durations, clear buffers, and visuals that show exactly how crews move through the project. All of this is finalized in a fresh eyes meeting with the project team, where we confirm flow, risk coverage, and alignment across all trades.

Why This Matters

Civil work is often underestimated when it comes to takt, but in my experience it is one of the areas where takt shines brightest. The linear nature of utility runs makes it easier to apply flow, and the benefits are immediate. Crews know where they should be, how long they will be there, and how their work connects with others. It reduces conflict, eliminates waste, and builds confidence in the schedule.

For anyone who has ever struggled with unpredictable civil schedules, I encourage you to try takt. I even have a Miro board and videos that go deeper into this, which I would be happy to share. Scheduling civil projects is not just about moving dirt and laying pipe. It is about creating flow, protecting crews, and building with confidence.

Key Takeaway

Civil work schedules flow best when structured in a time by location format with takt. By using stationing, production rates, buffers, and crew sequencing, I can create a predictable schedule that reduces risk and keeps the project moving with confidence.

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Human Connection, Feat. Josh Young and Jennifer Lacy

Posted on August 28, 2025August 28, 2025 by Danny Jiménez⁩

Read 7 min

Building People Before Projects

An Inspirational Story from Roanoke, Virginia

In this blog, I want to share something deeply meaningful that I experienced on the Carilion Crystal Spring Tower project in Roanoke, Virginia. I had the privilege of walking the site with Josh Young, a senior superintendent at Robins & Morton, and witnessing firsthand how he leads with compassion and connection. Construction is often thought of as numbers, scope, budgets, and deadlines, but what I saw here reminded me of something much greater. This project is not just about building half a million square feet of advanced medical space. It is about building people, building culture, and building trust that extends far beyond the walls of the facility.

Connection That Inspires Change

From day one, Josh stood out because of his genuine care for people. In our industry, compassion can sometimes get lost under pressure, but he has held onto it as his guiding principle. During my visit, I saw posters created by workers after a mental health awareness event. The messages were heartfelt: “You are not alone” and “Keep going.” These weren’t just decorations. They were reminders that this team values humanity above everything else. Josh also shared a powerful personal story about an employee he hired who came with a difficult past. Many would have walked away from giving him a chance, but Josh believed in offering a hand up, not a handout. When that employee relapsed and faced a low point in his life, Josh could have moved on. Instead, he called, met him, listened, and supported him through entering inpatient treatment. That decision changed everything. Months later, the man returned, sober and stronger, and is now thriving in a leadership role managing others. He even gave Josh his 30-day sobriety chip mounted on a piece of granite from the project, a symbol of hope, resilience, and gratitude. For Josh, that moment mattered more than building half a million square feet of hospital space. One life change was worth it all.

Lessons for All of Us

Walking the site, I noticed something that struck me deeply. The right people were doing the right things at all the right levels. It wasn’t just the superintendent or the executives leading culture. It was the workers, the foremen, the field engineers, and the entire project team. Everyone had been invited to step up, to connect, and to make a difference. This is what happens when culture is placed above process. Tools and systems are important, but they only last when people believe in them. When workers feel cared for, they bring their best to the job. That is what I saw here, and it made me realize again that great builders focus on building people first.

Key Takeaway

I learned that true leadership in construction is not about scope, budgets, or schedules. It is about people, culture, and connection. When we build people first, the projects will follow with even greater success.

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Unreasonable Hospitality, Feat. Josh Young and Jennifer Lacy

Posted on August 28, 2025August 28, 2025 by Danny Jiménez⁩

Read 7 min

Heading to Kelowna and Thinking About Civil Work

As I head to Kelowna, British Columbia for a Foreman Boot Camp, I cannot help but reflect on the power of structured planning. High Street Ventures has created a production system that brings trade partners together through mandatory training in takt, last planner, and preplanning. By requiring everyone to align under one system, they create consistency, culture, and predictable results across their projects. Watching this kind of commitment reminds me why I am so passionate about scheduling civil work the right way.

Seeing Construction as Flow

When I schedule projects, I often compare them to trains running on tracks or cars driving on a freeway. The project site represents the track or the roadway, and the crews are the trains and cars that move through in sequence. This analogy works whether I am planning a data center, an electrical room, or a civil utility project. It simplifies how we visualize progress and flow, allowing everyone on the team to see where they are and where they are headed.

The Framework for Scheduling Civil Projects

Civil work thrives when I use a time by location format. On the left side of my schedule, I break things down by phases, areas, and stations. Each station represents a segment of work and includes details such as depth of pipe, number of structures, soil conditions, and overall complexity. By documenting these elements, I can determine accurate production rates and realistic durations for every portion of the work. Once I have durations, I link them into a sequence that allows crews to flow like a train moving from one station to the next. This sequencing shows exactly how different utilities interact and where overlaps might occur. For example, I can immediately see whether storm drain or sewer installation must go first based on elevation and flow requirements. This prevents surprises and helps everyone understand the bigger picture.

Protecting the Plan with Buffers

Planning is only effective if I also protect it. That means building in buffers for risk, weather delays, crew availability, and unexpected site conditions. These buffers prevent the project from derailing when issues arise, and they keep morale high because teams do not feel crushed by unrealistic expectations. A strong plan gives people confidence that the work is achievable.

Using Visuals and Reviews to Strengthen the Schedule

Alongside the takt plan, I prepare zone maps, logistics plans, and visuals that show exactly how the site will flow. I also make sure to run a fresh eyes meeting where the project team reviews the plan critically. Their feedback ensures that the schedule is realistic, coordinated, and trusted by everyone. By the time the schedule is in place, it is not just my plan, it is our plan.

Why Civil Work and Takt Fit Perfectly

Civil projects may look messy at first glance, but they are actually some of the best candidates for takt planning. The work is naturally linear, which makes the time by location approach very powerful. When I align production rates with stations, protect with buffers, and keep everything visual, the project flows with predictability. I see stress drop across the crews, and trust grow between partners because everyone finally sees the same path forward.

Key Takeaway

Civil projects succeed when I treat them as flow systems with crews moving like trains on tracks. Time by location scheduling with production rates and well-placed buffers creates clarity, reduces stress, and builds trust across the team.

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Everyone Wants to be Seen, Feat. Jennifer Lacy

Posted on August 28, 2025August 28, 2025 by Danny Jiménez⁩

Read 7 min

Hearing the Voices of the People on Our Project Sites

In this blog I want to share an experience that reminded me just how important it is to create space for people to feel heard on our project sites. I recently had the opportunity to visit one of our teams in Roanoke, Virginia, and it struck me how much the culture of connection and listening shapes the way a job unfolds. This project is not structured as an IPD contract, yet it is running with the same collaboration, transparency, and lean principles you would expect from the very best. The difference is not just the tools or processes. The difference is the way people feel valued and respected every single day.

I watched a project director lead with both excellence and humanity. He checked all the boxes with the lean methods, but more importantly, he made people feel recognized, celebrated, and safe. That is not just good leadership. It is the foundation of a culture where voices can be heard. When people feel they matter, they engage differently. They care about outcomes because they know they are seen and respected.

This is something that resonates deeply with me on a personal level. Through my own journey of discovering purpose, I realized I want to ensure that every person not only has a voice but also that their voice is truly heard. It is easy to say we care about people, but the real test is in the everyday interactions. Do we stop and listen? Do we ask questions that invite more than a yes or no? Do we create environments where people feel safe enough to share honestly? These are the questions that guide me, both at work and in my personal life.

I often think about my own family when reflecting on this. As a mother, I know how important it is to stop projecting my own opinions onto my daughters and instead listen to what they are truly saying. The same applies on a construction site. If I am only telling people what to do or assuming I know what they need, I am not really hearing them. By taking the time to ask and then to listen with intention, I give people a chance to feel acknowledged. When they leave an interaction feeling seen, they carry that positivity into everything else they do.

On the project site we visited, I saw this come to life during a craftworker luncheon. It was not a superficial event. It was a gathering where people felt safe to speak openly, where leaders celebrated their teams, and where connection was at the center. You could feel the trust in the room. That kind of culture does not happen overnight. It is built intentionally over time through consistent actions and genuine care.

For me, the lesson is clear. People want to matter. They want their work to be recognized. They want their experiences to be acknowledged. When we provide that, they not only perform better, but they also bring their whole selves to the job. In an industry where safety, quality, and productivity are always top of mind, making sure voices are heard is not optional. It is essential.

Key Takeaway

People show up each day wanting to matter. When we create safe environments that allow their voices to be heard, we build stronger relationships, healthier project teams, and ultimately better outcomes.

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How to Schedule Civil Projects in Takt

Posted on August 28, 2025August 28, 2025 by Danny Jiménez⁩

Read 6 min

Scheduling Civil Work with Takt

I recently had the chance to travel to Kelowna, British Columbia, for a Foreman Boot Camp with High Street Ventures. This was a powerful experience because they are making takt planning and lean systems a requirement for trade partners on their projects. That means anyone working on their sites must go through training to understand pre-planning, takt, last planner, and lean core concepts. It is inspiring to see an organization commit to this level of consistency and quality.

The boot camp itself was hands-on and immersive. For three days, participants practiced planning with their own trades, developing real details, and applying zone control. They did their own pull planning and packaging, which made the learning stick. By the end, it was clear that this type of training builds unity and a common language across all partners involved.

Why Civil Projects Fit Takt Planning

When it comes to scheduling civil projects, takt is a natural fit. I like to picture it like a train running on tracks. The tracks are the zones or stations, and the train is the crew or the flow of trades moving forward. Another way to see it is like cars on a freeway, each trade moving through the project in sequence. Both images help us understand the importance of steady, continuous flow.

For civil work, the starting point is a time by location format. On the left side of your plan, you can organize by phases, areas, and stations. Each station can represent a run of pipe or a segment of the site. Then, I make sure to define the complexity at each station, whether it is depth of pipe, soil conditions, number of structures, or shoring requirements. These details help determine the production rate and ultimately set the durations.

Building the Plan

Once durations are identified, I connect the crews in succession and add the right buffers. Water lines, storm drains, and sewers each flow at different elevations and in specific sequences, so it becomes a networked production plan. From there, I analyze risks, weather impacts, and additional crew needs. The result is an accurate overall project duration with built-in resilience.

This plan is not complete without visuals like zone maps and logistics plans. I always take the finished version into a fresh eyes meeting so the team can test and refine it together. The process builds trust and gives everyone clarity about flow, sequencing, and constraints.

Scheduling civil work with takt is not only effective, it is essential for predictability. When you understand the flow, build accurate durations, and respect buffers, the project runs smoothly and safely.

Key Takeaway

Civil projects thrive when planned with takt. By focusing on flow, aligning crews by location, and building in buffers, you create a clear and reliable plan that everyone can follow with confidence.

If you want to learn more we have:

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Key Takeaway

When You Start Getting Behind

Exciting Updates

Reader Question: How to Facilitate a Meeting

What Happens When We Get Behind

What We Should Do Instead

Key Takeaway

Last Planner Without First Planner

Why the First Planner System Matters

A Misunderstood Concept in Lean

Why Both Systems Must Work Together

Key Takeaway

Getting Superintendents and PMs to Plan in Preconstruction

Why Planning is Non-Negotiable

What Effective Preconstruction Planning Looks Like

Accountability Without Negativity

Human Nature and Cultural Standards

Raising the Bar in Construction

Key Takeaway

Building Stronger Projects with the Right KPIs

The Power of Project Controls

Choosing KPIs that Drive Behavior

Examples of Strong Leading KPIs

Bringing It All Together

Key Takeaway

How I Schedule Civil Work with Takt Planning

The Power of Takt in Civil Work

Building a Flowing Civil Schedule

Why This Matters

Key Takeaway

Building People Before Projects

An Inspirational Story from Roanoke, Virginia

Connection That Inspires Change

Lessons for All of Us

Key Takeaway

Heading to Kelowna and Thinking About Civil Work

Seeing Construction as Flow

The Framework for Scheduling Civil Projects

Protecting the Plan with Buffers

Using Visuals and Reviews to Strengthen the Schedule

Why Civil Work and Takt Fit Perfectly

Key Takeaway

Hearing the Voices of the People on Our Project Sites

Key Takeaway

Scheduling Civil Work with Takt

Why Civil Projects Fit Takt Planning

Building the Plan

Key Takeaway

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Superintendent / PM Boot Camp

Takt Production System® Virtual Training

Onsite Takt Simulation

Foreman & Field Engineer Training

Testimonials

Testimonials

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

VALUE AND RESULTS

PLANNING AND SCHEDULING TOPICS

APPLICATION & TEAM ADOPTION

VIRTUAL FORMAT & ACCESSIBILITY

faq