The River of Waste, Feat. Hal Macomber

Read 6 min

Learning from the River of Waste

Recently, I had the privilege of sitting down with my mentor, Hal Makeover. Every time I talk with Hal, I walk away with insights that shift how I see construction, leadership, and even life itself. This time, I brought him three questions that had been on my mind: understanding the river of waste, applying design-to-work package principles, and rethinking drywall in multifamily projects.

Understanding the River of Waste

The first topic we explored was the river of waste. I had always thought this concept was tied to resources, but Hal clarified that it is really about inventory and work in progress. He explained that inventory acts like water in a river. The water hides the rocks beneath the surface, which represent problems, constraints, and waste. When the water level is high, everything looks smooth. But as you lower the water, by limiting work in progress, the rocks become visible. Only then can you deal with the real issues instead of covering them up.

Muri, Mura, and Muda

Hal also reminded me of the three Japanese lean terms that guide improvement: Muri, which means overburden, Mura, which means variation, and Muda, which means waste. In lean thinking, you do not begin by eliminating waste. Instead, you first address overburden, then reduce variation, and only then tackle waste. This sequence ensures that the system is not simply patched but truly optimized.

As I reflected on our conversation, I realized that our own implementation of Takt planning had naturally followed this sequence. We had been focusing first on removing overburden by dealing with constraints that affected crews and equipment. Then we had moved toward reducing unevenness, and only later did we address waste. Hearing Hal confirm the importance of this order was a breakthrough moment for me.

Asking Better Questions

Another point Hal made stood out powerfully. He reminded me that sometimes we spend time improving processes we should not even be doing in the first place. That hit home. In construction, it is common to add fixes, technology, or “better methods” without first questioning if the task itself belongs at all. His perspective challenged me to step back, ask the right questions, and focus on removing what does not need to be there in the first place.

The Value of Mentorship

Conversations like this remind me that real growth comes from slowing down, asking better questions, and having the humility to learn from those who have walked the path before. Mentors like Hal provide clarity that helps me see not just how to work smarter, but how to think differently about the work itself.

Key Takeaway

Limiting work in progress exposes hidden problems, but true improvement starts with removing overburden, then reducing variation, and only then eliminating waste. The order matters if we want lasting results.

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

A Caution to Lean Influencers

Read 5 min

 A Caution to Lean Influencers

When I think about flow in construction, I am not thinking about abstract diagrams or academic definitions. I am thinking about the people on our jobsites who show up every day and make the work happen. Recently, I came across a post that defined flow in a way that felt completely detached from the realities of construction. It focused on zones and processes, but left out the most important element, the people.

I could not just scroll past it. Too many of these definitions and models sound good on paper but create dangerous practices in the field. When you treat zones as the flow unit and focus only on keeping work fronts busy, you end up overloading people. That leads to batching, congestion, stress, and eventually burnout. We know what happens next. Safety incidents rise, productivity spirals down, and the people we should be protecting are pushed beyond their limits.

As a career superintendent, I have lived these challenges. I know what it feels like to run a job that is overburdened with materials, overcrowded with trades, and strained by impossible schedules. That is not lean, it is harmful. Lean should never be about squeezing more work out of people. It must be about respecting people, balancing flow, and protecting workers first.

If we truly want flow in construction, we must see it through the movement of trades and people, not just empty zones on a chart. The train of trades is the real flow unit. Projects only move forward as quickly as trades can move safely and steadily through the building. Anything else creates false efficiency at the expense of those doing the work.

This is why I caution lean influencers to take greater responsibility. If you are going to speak into construction, dig deeper. Do not drop shallow definitions or leave workers to pay the price for oversimplified theories. Lean is about people. Always.

Key Takeaway

True flow in construction is not about keeping every zone busy. It is about protecting people, balancing resources, and letting trades move safely through the project. Lean must put people first if it is to truly work.

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

Conditions of Respect

Read 5 min

Conditions for Respecting People

When I talk about respect for people, I am not just talking about being nice or polite. For me, true respect is about creating the right conditions where people can thrive. It is about making sure people feel valued, trusted, and supported. When we build that type of environment, our teams do better work, our projects flow smoother, and people actually enjoy showing up each day.

I have learned that there are five rights that make up the foundation of respecting people. They are the right of understanding, the right of involvement, the right of input, the right of success, and the right of humanity. Every one of these rights matters, and when even one is missing, people feel the difference.

The right of understanding means people deserve to know the “why” behind what they are being asked to do. The right of involvement means they should be part of shaping changes that affect them. The right of input means their voices are heard in decisions that matter. The right of success means we set them up with the time, resources, and tools to actually win. And the right of humanity means we treat them with basic dignity, safety, and care.

On a construction site, I see these rights play out in practical ways. A clean bathroom, a safe place to work, a clear plan, and opportunities to collaborate are all signs of respect. On the other hand, poor conditions, a lack of communication, or excluding people from decisions send a very different message. I know from experience that when leaders take these rights seriously, morale improves and so do project outcomes.

Respect is not something extra. It is the starting point of everything we do. Without it, lean systems and production planning will fall flat. With it, people feel empowered, and that energy mirrors back into the culture of the team.

Key Takeaway
Respect for people starts with five basic rights. When we give people understanding, involvement, input, success, and humanity, they will thrive and bring their best to the project.

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

Humans Are Mirrors

Read 9 min

Humans Are Mirrors

I want to share a concept that I absolutely love and have not written about before: the idea that human beings are mirrors. People reflect back how they are treated, both on construction projects and in life. When we approach others from a sincere win-win perspective, we create respect, trust, and collaboration. When we lead with disrespect or defensiveness, we get the same negativity reflected right back.

Gratitude and Shared Resources

Before I dive deeper, I want to pause to thank everyone who has been sending feedback. I continue to receive messages like: “I have been absorbing a lot of your content, amazing and enlightening. I am transitioning to the PM side and I want to apply your knowledge to my new role.”

That kind of encouragement means the world to me. It is also why we keep giving away so many free tools, templates, guides, signs, images, and more. Sharing these resources has grown into a full-time effort, and we even had to create template response emails to keep up. I only ask that if you use these resources, please keep our logos on them. That way, people can always find their way back to the original source for updates. We are happy to share freely to help companies and teams, but we are not interested in creating people who repurpose materials for profit.

On top of that, we have been developing more ways to support teams. For example, we recently posted simulation videos on the LeanTakt YouTube channel. These walk you through step by step how to run a project simulation. If you purchase a 3D printed kit from TaktEding, you can use our videos, Canva files, and Miro boards to run the exercise in-house. The goal is to empower teams so they do not have to depend on consultants. We want this work to be sustainable and repeatable for everyone.

The Root of Jobsite Behavior

Now let me get into the heart of this blog. At a recent boot camp, we were discussing behaviors, contracts, and how workers and trade partners are treated. One point I always emphasize is that graffiti in bathrooms, poor conditions, or workers urinating in bottles are not random events. They are a direct reflection of how people feel about their environment.

If workers feel disrespected, they reflect that back. Whether the disrespect is real or perceived almost does not matter. What matters is the experience people are having on the ground.

Too often, we approach construction like a fight. Contracts are loaded with penalties and adversarial clauses. Jobsite conditions are harsh. The mindset is defensive and tribal, as if we are in a constant struggle for resources. But in reality, people are simply mirroring the energy they receive.

The Mirror and the Rope

Kevin Rice uses a helpful analogy with a rope. If you pull on a rope, the other person naturally pulls back with equal or greater force. But if you present the rope as something to climb together, it becomes a shared tool to rise.

I like that analogy, but I prefer the mirror. Human beings reflect what they experience. If you treat people with respect, provide safe and clean jobsites, hold huddles, host barbecues, and welcome workers properly, they will reflect that energy back.

Of course, a small percentage of people may not, and they can choose to work elsewhere. But if you start with disrespect such as poor bathrooms, no parking, no smoking areas, and lack of eating spaces, you will get frustration, graffiti, and resistance mirrored back.

Contracts and Respect

The same principle applies to contracts. Harsh language, excessive penalties, and combative terms invite conflict in return. Yet there are better ways. Integrated Project Delivery contracts, design-build agreements, and even custom language created by forward-thinking companies have shown that collaboration can be built into the foundation of projects.

Do we still need contracts, provisions, and consequences? Absolutely. But the way we frame them can either breed hostility or invite cooperation.

The Bottom Line

At the end of the day, the truth is simple. Human beings are mirrors. When we lead with respect, the majority of people will reflect that back. When we lead with fear or disrespect, we should not be surprised when we see it mirrored right in front of us.

Key Takeaway:
When you approach workers, partners, or teams with respect and fairness, they reflect that back. When you lead with conflict and disrespect, that too will come back to you.

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

Unfamiliar Job Site Problems, A Question from a Professional

Read 9 min

Unfamiliar Job Site Problems

I want to share some thoughts today on a situation that many construction professionals face at one point or another. The reality is that unfamiliar job site problems are inevitable, and knowing how to respond makes all the difference. In this blog, I will talk about clarifying your role, using downtime wisely, motivating teams after a delay, and recovering a production plan or schedule.

Gratitude and Connections

First, I hope you are safe and doing well out there on your projects. Today happens to be my birthday, and I turned 43. While driving back through Kelowna, I was reflecting on the kind well wishes I received from friends, colleagues, and listeners. That type of encouragement is a reminder that this work is making a difference, which means the world to me.

One message especially stood out. It said: “Hey Jason, you’ve been busy since I met you years ago in a pre-con meeting. I listen to the podcast frequently and enjoy it very much. We’re trying to spread the good word here at Mortensen. Keep up the good work.”

Notes like that fuel my energy. They remind me that the content being shared is reaching teams and helping them tackle real challenges.

A Superintendent’s Challenge

The inspiration for this blog came from an email I recently received from a superintendent facing a very tough situation. The city was delaying the building permit because of an unpaid invoice by ownership. The city dragged its feet, ownership resisted paying, and the superintendent was stuck in the middle trying to balance relationships with the city, trade partners, and ownership. He was doing everything he could to keep the project alive without raising red flags, but it was exhausting.

These kinds of delays happen more often than we like to admit. Bureaucracies can stall projects, and owners sometimes withhold payment to gain leverage. It is unfair, but it is reality. When superintendents step into that middle ground, it shows dedication, but it also puts an unhealthy burden on them. Some decisions should remain at the ownership or executive level.

Clarifying Your Role

The first question was about clarifying roles. As a superintendent, your main responsibility is to plan, see the future, and protect your trade partners with a strong production plan. Do not let ownership’s issues cloud that. The best thing you can do is document everything. Show in detail how unpaid invoices and permit delays affect cost, schedule, and trade partners. Place that information in front of decision-makers every week so they cannot ignore reality.

Using Downtime Effectively

The second question was about downtime. When work slows down, it is tempting to feel stuck, but downtime can be the most productive period. It is the time to sharpen the plan. Read How Big Things Get Done and The Lean Builder. Dive deeper into the Last Planner System. Identify bottlenecks, refine zones, and explore prefabrication. Build a detailed 120-day look-ahead plan and make it as visual as possible. Use the time to prepare the team for a strong restart.

Motivating the Team After Delays

The third question was about momentum. Nothing kills energy like sitting idle. That is why you should not fill time with busy work. Instead, acknowledge the delay, protect your trade partners’ resources, and wait until the permit releases. When the time comes, restart with energy. Host constructability reviews, provide clean drawings, and roll out clear plans. That clarity and preparation will rebuild motivation and momentum.

Trimming the Schedule

The fourth question was about schedule recovery. The truth is that sometimes lost time cannot be fully regained, but you can get close. Optimize bottlenecks, zone work properly, use prefabrication, add resources where it makes sense, and plan around actual work packages. These steps are far more effective than just pushing harder. With the right systems, the project can recover most of the lost ground.

The Bottom Line

Your role as a superintendent is to plan, prepare, and communicate reality. You cannot control ownership’s decisions or city bureaucracy, but you can protect your team, keep trade partners engaged, and provide leadership with the clarity they need to make the right calls. That is what makes you effective in tough situations.

Key Takeaway:
Your greatest value as a superintendent is protecting trade partners with a clear plan, especially during delays. Use downtime to sharpen your systems, communicate impacts honestly, and lead your team back with energy and clarity.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

 

On we go

The Metrics you Need to Know Early on in the Project

Read 7 min

The Metrics You Need to Know Early On in a Project

Today I want to share the critical metrics every project leader must know at the very beginning of a project. These numbers and details provide a frame of reference, help you understand the type of program you are building, and set the foundation for effective planning.

A Personal Note

I am writing this on my birthday while traveling through Kelowna. I am missing some meetings, which I do not love, but I am also encouraged by the messages I have received from so many of you on LinkedIn. Your kind words and support mean so much to me, and they fuel me to keep creating and sharing content like this.

Why Metrics Matter Early

Too often in project reviews I have sat across the table from people who simply do not know the basics of their project. They cannot clearly state the square footage per zone, the number of floors, or the level of complexity. When those answers are missing, planning quickly falls apart. That is why, together with Kevin Rice, our Chief Visionary Officer, and Kate, we developed a simple checklist. These are the metrics every project leader should know before any real planning begins.

The Checklist of Key Metrics

  1. Total Area
    This may sound obvious, but it is often overlooked. Many teams only look at cost, but area drives cost per square foot, efficiency, and scope comparisons.

  2. Area by Zone
    Zoning is the heartbeat of production planning. Zones that are too large cause work to drag, while smaller optimized zones accelerate flow and make projects more manageable.

  3. Phases and Functional Areas
    Define your phases. Are you building foundations, structure, exterior, and interiors in one flow, or are there multiple functional areas? A basement, utility plant, or ancillary building changes everything. Each of these requires its own leadership structure with a dedicated project manager, superintendent, and support team.

  4. Number of Floors
    Floors dictate cascading sequences, zoning strategies, and crew flow. Alongside that, identify the building type. A commercial office, residential tower, hospital, or technical facility each has unique production rates and risks.

  5. Quantities
    Know your concrete volumes, steel or wood requirements, and unit counts. For projects with repeatable spaces, such as apartments or hotel rooms, units drive crew planning and production rates.

  6. Complexity
    Complexity changes everything. A new hospital is vastly different from renovating an airport terminal, even if the square footage appears similar. Complexity drives supervision needs, sequencing strategies, and risk management.

  7. Constraints
    Always identify the hardest zone, the slowest trade, and the most limiting factor. If you do not know your constraints, you are planning blind. Constraints often determine whether a project succeeds or fails.

Building Capability Through Metrics

At Leantakt, we have made this checklist a part of every project manager’s toolkit. These numbers are not just about smoother projects. They are about giving leaders confidence, clarity, and capability. When you know your project at this level, you are no longer reacting. You are leading with foresight and purpose.

Key Takeaway

If you want to plan effectively, you need to start with the basics. Know your project’s size, zones, phases, floors, type, quantities, complexity, and constraints. When you understand these metrics, you aren’t just planning buildings, you’re building 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

What Is A Construction Phase Plan?

Read 7 min

What Is a Construction Phase Plan?

When we think of construction planning, most people picture one giant plan, one logistics plan, one org chart, one schedule, one everything. But in reality, the true core of a construction project is not the whole, it’s the phase.

A construction project is really just a collection of phases pieced together. If a takt or a takt wagon is the base unit for production calculations, then the phase is the base unit for all our planning.

This blog will break down why phases matter so much, how builders visualize them, and what you need in place to create a strong construction phase plan.

Construction Phases and Takt Wagons:

Imagine your project split into zones, and each zone made up of takt wagons (1, 2, 3, 4). When you draw this out, it creates a parallelogram.

  • A longer parallelogram means the project is moving slower.
  • A more vertical parallelogram means it’s moving faster.

This visualization is how we evaluate construction flow. The takt wagon gives us our production calculation base unit, while the phase gives us our planning base unit.

Sequence & Flow:

To know if you have the right phase plan, you first need the right sequence. This comes from your pull plan, the trades are sequenced and packaged there. Then, that sequence is compared zone by zone to check for flow.

A simple formula can help verify flow:

Takt Wagons + Takt Zones – 1 × Takt Time = Duration

At the end of every phase, don’t forget to check your buffers. Buffers protect against risk, and a good risk analysis should tell you how many buffer days you need.

Building the Base Framework:

Once your phase is defined, it becomes your framework. That framework leads into key activities:

  • 3 months ahead → Perform your pull plan.
  • 3 weeks ahead → Hold a preparatory (pre-con) meeting with trades.
  • Supply chain alignment → Ensure materials are ready and buffered.
  • During the phase → Look ahead 6 weeks and plan weekly work.

This cycle ensures every phase runs smoothly and predictably.

Projects = Phases

A project is nothing more than a combination of phases:

  • Mobilization.
  • Foundations.
  • Superstructure.
  • Interiors.
  • Exteriors.
  • Commissioning.

Each phase must be treated with the same rigor – team, plan, resources, environment, culture, and expectations just like the project itself.

Key Elements of a Strong Phase Plan:

A great phase plan includes:

  • Team → Org chart, with the right superintendents or leads for that phase.
  • Planning → Production plan, buffers, lookaheads, weekly work planning.
  • Resources → Materials, equipment, and logistics ready to go.
  • Environment → Proper site setup, safety, and open workspaces.
  • Culture & Information → Clear communication, visuals, risk analysis, and trade alignment.

When all these are phase-specific not just project-wide your plan is solid.

Final Thoughts:

A good phase plan ensures everyone can:

  • See as a group.
  • Know as a group.
  • Act as a group.

with total participation.

Key Takeaway:

A construction project is only as strong as its phases. By treating each phase as a complete unit with its own team, plan, resources, and buffers, you create clarity, flow, and reliability that drive the entire project’s success.

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

Don’t Know Every Trade? How Smart Supers Still Win The Jobsite

Read 8 min

Don’t Know Every Trade? How Smart Supers Still Win on the Job Site

This blog comes from a great question I received recently:

“Jason, I’m a new superintendent. I don’t know all of the scopes. How can I still win over the trades, collaborate with them, respect them, and succeed on the job site?”

It’s a legitimate concern. Even if you have a construction management degree, or you’ve spent your whole life in construction, there will still be trades you don’t fully understand. That’s normal and it doesn’t mean you can’t lead effectively. In this blog, I’ll share the exact process you can use to connect with trade partners and succeed on any project.

The Truth: Every Superintendent Feels This

Here’s something nobody says out loud: every single superintendent feels nervous about certain trades. We don’t know the ins and outs of all scopes, and that can shake our confidence.

Take me for example, I’ll admit it: electricity is still a mystery to me. Volts, ohms, three-phase systems… it feels like magic. But concrete? That’s my jam. I grew up around it, worked as a field engineer, and I know it inside out.

The point is: you don’t need to know every detail of every scope. In fact, trying to “control” a trade you don’t fully understand is the wrong approach. Instead, there’s a better pattern you can follow.

Step One: Build the Team

Your team isn’t just your project delivery team. It also includes your trade partners. Yes, they may work for different companies, but they’re still part of your team.

Connect with them. Respect them. Ask questions like:

  • “What can I do to support you?”
  • “How do you want to approach this?”
  • “What’s the sequence you need here?”

Here’s the secret: even the toughest, gruffest foremen want to be the expert. They want to help. They want to share their knowledge. If you already acted like you knew it all, you’d actually take away their chance to contribute.

So lean in. Ask good questions. Merge their wisdom with the rhythm of the job site. That’s how you lead.

Construction Is Like an Orchestra:

Think of construction as a large orchestra. The superintendent is the conductor, and the trades are the musicians.

Now, does a conductor need to know how to play every instrument? Of course not. But they do need to know how to read the music and keep the rhythm.

It’s the same for a superintendent. You don’t need to be the expert in plumbing, electrical, steel, or finishes, you just need to bring all the experts together and keep the project moving in harmony.

The Role of the Superintendent:

Here’s another critical point: the superintendent is not the senior-most foreman. The foreman is the senior-most worker.

If a superintendent tries to act like the lead foreman, they’ll micromanage, interfere, and step into areas they don’t belong. That slows everything down.

Instead, your job is to:

  • Keep the rhythm of the job site.
  • Shape the environment for productivity.
  • Feed the crews with the information and resources they need.
  • Maintain a clean, safe, and organized site.

Sometimes, knowing less about a trade helps you lead better because it forces you to focus on the big picture instead of micromanaging.

The Winning Pattern:

So, what do you do if you don’t know every trade?

  • Good. You’re not supposed to.
  • Focus on rhythm, flow, and environment.
  • Support your trade partners by asking great questions.
  • Provide them with everything they need.
  • Build strong relationships.

If you do that, you’ll earn respect, collaboration, and trust and that’s how you truly win as a superintendent.

Key Takeaway:

You don’t need to be an expert in every trade to succeed as a superintendent, your real strength comes from coordinating teams, fostering collaboration, and ensuring the right environment for crews to perform at their best.

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

Tools vs. People

Read 7 min

People vs Tools? You’re Asking the Wrong Question

Let’s talk about a debate that keeps popping up in construction circles, tools vs people. You’ve probably heard it said, “We focus too much on the tools we need to focus on the people.”

And to be honest, that’s not wrong.

Many lean practitioners warn against relying solely on tools like spreadsheets, processes, and systems at the expense of investing in people, culture, and behavior change. They’re trying to protect us from the trap of implementing systems without soul prioritizing procedures over people.

The Tools Should Serve the People

In my own experience at a large construction company, we saw excellent results when we combined lean tools with a strong focus on people:
✅ Production increased
✅ On-time completions rose from 66% to 88% and climbing
✅ Training programs were thriving

But the moment leadership decided to keep the tools and ditch the people centric side no more teaching, mentoring, or development the entire system started to crumble. Tools without people is a hollow, unsustainable approach.

The Real Enemy Isn’t the Tool It’s Disrespect

Let me be clear, the problem isn’t tools. It’s how tools are used and more importantly, how people are treated while using them.

This isn’t about people versus tools.

It’s about people using tools in an educated, collaborative, and respectful environment against the cult of systematic disrespect for people.

Even Toyota, the poster child for lean, teaches that among the three enemies of productivity waste, unevenness, and overburden you should always eliminate overburden first.

In construction, overburden is rampant. We overload superintendents. We bury trades under impossible schedules. We use CPM as a shield to deflect blame and crash timelines instead of solving root problems.

That’s not a tool issue. That’s a behavior issue.

What the “Cult of Disrespect” Looks Like

Let’s call it what it is, the cult of disrespect in construction.

It’s when decision makers sit in their offices and never set foot on a jobsite but still demand unpaid overtime.

It’s GCs that protect their own profits while trade partners bleed.

It’s schedulers who only know how to crash timelines and blame foremen when the plan fails.

It’s designers who issue last minute changes without accountability.

It’s owners’ reps yelling at contractors like entitled toddlers who didn’t get their ice cream.

This toxic culture has its own commandments:

  • Overburden people.
  • Blame the younger generation.
  • Avoid personal accountability.
  • Build contracts that pass the buck.
  • Assume people are lazy or stupid.

This is the real enemy not the tools, but the mindset that people are disposable.

A Hammer Doesn’t Hurt People People Hurt People

A hammer is neutral. It can build or destroy depending on who wields it and how they use it. Tools don’t create toxic cultures people do.

The hard truth? It’s easier to attack tools than to challenge institutions, systems, and behaviors.

And that’s why I’m fine being the “Wicked Witch of the West” in construction. If that means standing up against the cult of disrespect, then sign me up.

who was branded as evil for refusing to comply with a corrupt system, I’ll keep speaking out because people matter.

So, sure, we can keep having the “people vs. tools” debate. But let’s not lose sight of the real fight.

The real fight is People vs Disrespect.

Key Takeaway

Tools are not the enemy. The real challenge in construction is combating the systematic disrespect for people. Sustainable success comes from empowering people to use tools in an environment that values collaboration, respect, and continuous learning.

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

Why I Focus on People First

Read 8 min

Why I Focus on People First in Construction

There’s a natural pull in construction toward satisfying the client, pushing production, and chasing profits. But if you truly want to fix what’s broken in this industry, the solution starts with focusing on the resource side of the equation and by that, I mean people.

Lately, I’ve been appalled at what I call the good fight being lost, putting people second to profits and production. We’re prioritizing trade flow over actual workflow and it’s hurting us. Worse, I’ve seen so called lean experts talking about “value receiving units” in ways that show a deep lack of responsibility.

Let’s break this down.

The Real Flow, People, Not Just Zones

Some argue we should prioritize “value receiving time” and focus on optimizing the work. But here’s the truth: if you optimize only for the zone or the value received without caring for the workers who install that value you enter a downward productivity spiral.

You can’t build sustainable flow by ignoring the trades. If you overburden your people or sacrifice their wellbeing for the sake of “efficiency,” you’ll not only hurt your outcomes you’ll hurt people. Period.

The right way? Focus on merging resource efficiency and work efficiency. Respect the trades and the work. Optimize the entire system, not just what the client sees.

A Dr. Seuss Analogy That Fits Too Well

Remember The Lorax? The Onceler destroyed a thriving forest to build his business empire, ignoring every warning along the way. He prioritized production and profits over sustainability and it all came crashing down.

In our industry, the “Truffula trees” are our tradespeople. If we push them past the breaking point for speed or revenue, we’ll end up in a barren wasteland too burnt out workers, bankrupt trades, unsafe jobsites, and ultimately failed projects.

If the Onceler had focused on sustainability first, he could’ve built both a thriving forest and a sustainable business.

The Real Cost of Prioritizing Efficiency First

Let’s play this out.

If you prioritize people first, worst-case scenario, your project runs a little slower than target.
If you prioritize efficiency first, worst-case scenario, you overburden your trades, burn out your foremen, increase mental health risks, damage relationships, delay schedules, and lose money. Everyone suffers.

It’s not even a close call.

What “People First” Looks Like on the Job

If you want to build faster, stop obsessing over zones and charts. Instead, focus on:

  • Training trades and field leadership better

  • Preparing trade work packages with care

  • Designing for flow, not just cost

  • Equipping teams with the right tools

  • Adjusting takt time based on real needs

  • Collaborating through Last Planner and pull planning

  • Removing constraints instead of ignoring them

This is what real lean construction looks like. It’s built on respect for people, not exploitation of them.

A Word to Lean Professionals

Some lean advocates claim they’re prioritizing value-adding time because they’re focused on the end goal. But we’ve always known the goal, take care of the client, deliver efficiently, and support people.

The question isn’t the goal it’s how we get there.

And if your approach doesn’t involve caring deeply for the trades that build your projects, you’re not doing lean. You’re just doing production dressed up with buzzwords.

Final Thoughts

If you ever hear someone say, “We need to prioritize the flow unit (zone) over the resource,” be very careful.

We don’t build projects by optimizing zones. We build projects by supporting and empowering people.

I’ve proven this works time and time again from superintendent to field director to project director. And now, through our construction company, we’re showing that it’s not just possible it’s the future.

Key Takeaway

In construction, people must come before profits. Prioritizing production and efficiency at the expense of workers leads to burnout, inefficiency, and long term failure. Sustainable success happens when we respect and support trades, protect the workforce, and then build lean systems around that foundation. The best way to build faster and better is to focus on the people doing the work because when they thrive, projects thrive.

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 5

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