The Last Planner®️ System – Part 1

Read 10 min

I am going to dive into the Last Planner System, but I will probably do it in a couple of sittings. The reason is simple: I want to take the transcript and turn it into a detailed, visual Last Planner manual that explains the system the right way.

We just published a manual about Takt and CPM, and how they coexist, and that resource is already growing with revisions. My goal is to do the same for the Last Planner System because most of the industry references are still based on documents from 5, 10, 15, even 25 years ago. That is far too long without real updates. If Last Planner is a lean system, then like all lean systems, it should evolve and stay current.

So, let’s talk through the Last Planner System. At its core, it runs on three things: key meetings, key deliverables, and key behaviors. It is designed to respect people, enhance collaboration, and empower trade partners, the “last planners,” to make reliable commitments on a short cycle using a visual, collaborative environment.

The Core Cycle of the Last Planner System

You know you have the Last Planner System implemented when you see this structure in place:

  • A cadence of meetings that include master schedule review, pull planning, look ahead planning, weekly work planning, and daily huddles
  • Deliverables that flow including the master schedule, pull plans that identify collaborative sequences, six week look ahead plans, weekly work plans, and daily work plans
  • Continuous feedback where commitments are tracked through Percent Plan Complete, handoffs are monitored, and reasons for variance are analyzed to drive improvement

The master schedule defines milestones. From those milestones, teams pull plan. Pull planning creates a realistic sequence of work, confirming both what the project needs and what trades need to succeed. That pull plan then becomes the production plan.

From there, the team filters out a six week look ahead to surface roadblocks, followed by a weekly work plan where trade partners make promises to one another. Those commitments form handoffs that can be tracked. Done correctly, PPC should rise above the 15 to 40 percent typical of CPM driven projects and reach over 80 percent, even approaching 100 percent with Takt.

Each day, foremen meet for a daily huddle to create the day plan. If a promise is missed, a short root cause analysis identifies whether the reason was a temporary roadblock or a permanent constraint. Those insights drive improvement.

Why CPM Cannot Anchor Last Planner

One of the biggest issues today is pairing Last Planner with CPM. Based on thousands of schedules analyzed, CPM does not account for trade flow, zones, or buffers. Milestones are inaccurate, durations are unrealistic, and batch planning is the default.

Here is what happens when you base Last Planner on CPM:

  • Pull plans are built around massive areas instead of manageable zones
  • Six week look aheads fail to reflect actual trade flow
  • Weekly work plans are built from scratch by foremen, wasting time and breaking alignment with milestones
  • Reasons for variance are misunderstood because the underlying schedule is flawed

In practice, projects rarely act on their variance analysis because CPM does not measure real flow. The result is frustration, missed promises, and wasted meetings.

Why Takt and Last Planner Work Together

When paired with Takt, everything changes.

  • Milestones are correct because phases are designed for flow
  • Pull plans are accurate because they are done zone by zone
  • The production plan is reliable because it includes buffers
  • Look aheads are aligned vertically with milestones and horizontally with trade flow
  • Weekly work plans filter directly from the production plan, eliminating wasted time and improving commitment quality
  • PPC can reach 80 to 100 percent because promises are attainable and flow is maintained

Updates the Last Planner System Needs

From my perspective, here are the updates that must be made:

  1. PPC targets should be 100 percent, not 80 percent. With Takt based plans, hitting 100 percent is realistic, not sandbagging.
  2. Reasons for variance must be divided into constraints, which are permanent systemic issues, and roadblocks, which are temporary.
  3. Daily huddles should be held the day before, not in the morning when crews are already mobilized.
  4. Weekly work plans should be filtered from pull plans, not invented from scratch each week.
  5. Pull plans should always be taught as zone based, not by large phases.

Moving Forward

This is just the start. In future blogs, I will walk through specific documents like the Lean Builder, the Last Planner System Workbook, facilitator’s guides, and benchmark articles, updating each with corrections and practical improvements.

Some people have said that making these updates only confuses the industry. I disagree. What truly confuses people is leaving outdated, incomplete guidance in circulation for decades. We need Last Planner to evolve, to scale, and to actually reflect the reality of trade flow and reliable production.

This series of blogs will aim to un confuse and clarify, so that teams have the tools they need to run Last Planner the right way.

On we go.

Key Takeaway
The Last Planner System must evolve. When paired with Takt and updated practices, it becomes a reliable flow based planning system that achieves 100 percent commitments and drives real continuous improvement.

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 Calm in the Storm, Feat. Chris Giaimo

Read 9 min

I just got back from a two day lean operational excellence training with the Manhattan Construction team. Forty to fifty people, high energy, lots of learning. I am catching up and I am excited to be with Chris.

Chris has been my comfort blanket on the book. He comments on nearly every chapter and always adds a story that sharpens the point. Through our WhatsApp threads and chapter loops, I have come to respect his steady approach and his heart for people.

Chris started young in construction. His dad worked in the elevator trades and pulled him onto sites at sixteen and seventeen. Chris moved to Las Vegas, jumped into residential construction management, and fell in love with delivering homes to first time buyers. He loves the industry, the relationships, and the camaraderie.

Our theme is calm under pressure. When Chris came up as a young construction manager, old school supers told him he was not mean enough. He rejected the idea that you have to be a jerk to get results. His method is simple and hard at the same time. Be hyper organized. Be prepared. Communicate early and often. Send the schedule. Follow up a week before, a day before, and at 9 a.m. if the crew is not there. Build relationships and a reputation so crews fight to come to your job because it is ready, clean, safe, and respectful. He wants to be known as the superintendent who treats people well and runs a job they are proud to work on.

We talked about why a kind, considerate approach can annoy some people. Chris does not understand it either. He has had success without screaming and he can count on one hand the times he has raised his voice. These are the people who help us put food on our tables. We will see them again on another site or at the grocery store. The reputation we build follows us.

I added a lesson I learned the hard way. When you blow up, you break trust. A single outburst can cost you months of credibility. The deeper issue is often planning. Yelling is usually a symptom of poor preparation and weak communication. We get reactive because we did not think ahead.

We went deeper on respect for people. Reading Frederick Taylor’s The Principles of Scientific Management, with its contempt for workers, only hardened my conviction that people are not the problem. In three decades I have rarely seen a lazy crew as the norm. Most crews are overexerting inside broken systems. When leadership is toxic, people push back in predictable human ways. If we want calm under pressure, we must create rhythm, clarity, and clean conditions that make good work possible.

So how do we stay calm in the storm? Chris shared his practical routine. Arrive early before the noise. Walk the job while the phone is quiet. Stay a little late to reset the board and your head. Keep a running to do list. Push look aheads and confirm commitments in advance. Send schedules and reminders so the day does not surprise anyone. Family support matters too and he honors that.

I reframed it like this. Plan your way out of anger. Pre-kit the conflict before it arrives. Identify where tension will likely appear and address it upstream with information, crew size, sequencing, and clear handoffs. You do not have to lead by throwing hard hats when you have already removed the reasons to throw them.

We closed with scale. Chris loves the intimacy of our book group chat and wishes more builders could experience that kind of idea exchange and story sharing. He suggested more small, local one or two day events so people can study hard for a day and still get home to their families. I like it. Imagine a tight rhythm of sessions on personal organization, short and long term builder habits, planning, huddles, and superintendent tactics, all backed by a live chat community that continues the reps.

Chris’s final challenge was simple. Be grateful for the people around you. Be grateful for the families who support us. Be grateful for the crews who sweat so we can deliver. Treat them with respect. Be good. Do good. God bless.

Key Takeaway
Calm under pressure is not a personality trait. It is a system of early planning, clear communication, clean sites, and human respect that removes the need to yell. When we honor people and create rhythm, crews choose our jobs and pressure becomes fuel for disciplined execution.

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

Developing Young Supers, Feat. Steven Shannon

Read 10 min

Today I had the chance to sit down with Steven Shannon, and I want to share this experience with you in story form because it really hit home for me.

Steven is someone I deeply respect. He’s one of the people who stayed back after boot camp to help us pack up. That small act of service spoke volumes about his character. He works for Sky Blue Builders in Colorado and started in construction just seven years ago as a laborer pushing brooms. Now he’s a superintendent, and hearing his journey reminded me why mentorship, training, and community matter so much.

Kate joined me in this conversation, and her first question was simple. Did boot camp help. Steven lit up when he answered. He told us that before boot camp he believed construction was just inherently stressful. Jobs were always late, rework was normal, and that was simply “how it was.” But at boot camp he saw a different way. He saw systems that could make projects flow better and felt inspired to bring those ideas back.

What stood out to him most wasn’t just technical tools but the self care piece. He admitted that he used to overwork himself, take on things that weren’t his responsibility, and even rescue others instead of holding them accountable. Boot camp helped him realize it all starts with taking care of himself first. He built routines around box breathing, morning resets, and evening practices that allowed him to be present not only at work but also when he got home. His family noticed the difference, and he even started encouraging friends and loved ones to try similar practices. Hearing that made me pause. Leadership always starts within.

As the conversation went on, Steven shared how takt planning, meeting cadences, pull planning, and lean systems changed the way he works. He and Michael Chavez pulled their design team together for a live pull plan with sticky notes, and for the first time everyone shared a schedule they actually believed in. He reorganized his meeting cadence so internal meetings landed on Monday, OACs on Tuesday, and trade partner meetings midweek. Suddenly, information was flowing to foremen and field crews at the right time.

That was such a great moment for me because I know how difficult it is to stand up in a meeting system. It feels like pushing uphill at first, but once it clicks, trades begin to see the value. Steven proved that the effort is worth it.

We also talked about mentorship. Steven didn’t climb into leadership alone. People at his company coached him, stood with him through mistakes, and shared their experience. He told us it wasn’t an official program but rather something organic. I could hear the gratitude in his voice. His growth wasn’t handed to him, but he was never alone.

Then came the vulnerable part. Kate asked him about mistakes, and I shared a couple of my own big ones first to set the stage. I wanted him to feel safe telling his story. He described a tenant improvement job at the Denver Federal Center where he allowed fire suppression and fire alarm work to start without official approvals. The Fire Marshal made a surprise visit, saw the gaps, and shut the job down for nearly two months. That was painful, but Steven said it changed him. Now he never begins work without approvals, drawings, and clear precon alignment.

Listening to him reminded me of something I strongly believe: people are not lazy, and they don’t wake up wanting to screw up. In my thirty years in construction, I’ve never seen a lazy trade crew as the norm. If anything, people overwork, exhaust themselves, and push through broken systems. What we need isn’t punishment but rhythm. We need systems that give trades a sustainable pace and align their effort. Mistakes should be treated as learning opportunities, not career enders. Steven’s company understood that and gave him the space to grow.

As we wrapped up, I asked Steven if he had one big suggestion for how we could reach more people. Without hesitation he said we should travel more and bring training to companies directly. Not everyone can come to boot camp, and bringing sessions to them could open more doors.

Kate closed by asking Steven about his biggest day to day struggle. His answer was powerful. Getting bought in. He said too many people still question meetings and systems. They complain about “wasted time” instead of seeing the long term value. It’s hard for one person to carry that fight alone. He asked for resources that help teams get on board together, not just individuals.

That request stuck with me. If we want systems like takt, pull planning, and structured meetings to truly last, we need teamwide buy-in. Otherwise, the champion burns out.

This conversation with Steven reminded me that leadership is personal, mistakes are part of growth, and culture is built by total participation.

Key Takeaway
I learned that when people take care of themselves first, lean into mentorship, and implement simple rhythms like meeting cadences, they can transform their projects. But lasting change only comes when entire teams buy in, not just one champion carrying the load.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

 

On we go

Takt & CPM

Read 9 min

I’m in Texas about to do a quick two-day boot camp for the Manhattan team. I think we’ll have 30 to 40 people there, and I just had some of the best barbecue of my life. I love coming to Texas for that!

Let’s begin with the builder’s code. Great builders know there’s no such thing as a win-lose. All win-lose situations quickly become lose-lose. Success comes when the owner and stakeholders, the general contractor, and the trade partners all win together.

I also want to share some feedback I received: “After your class, I got hired onto Baker Construction as a superintendent on a multi-billion-dollar project for a nuclear plant. Your class gave me the confidence and missing pieces to chase that dream.” That’s inspiring, and I’m grateful to hear it.

Now let’s get into how takt and CPM connect.

How takt and CPM tie together

CPM should only serve as an as-built schedule, not as your production plan. Takt, on the other hand, is both your strategic and production plan. At the macro level, takt is your high-level strategy. At the norm level, takt becomes the detailed production plan, usually built from pull planning. From there, you can filter into your six-week look ahead, your weekly work plan, and your daily plan.

Once the takt plan is built, you can export into CPM to create a high-level as-built schedule. CPM should remain at level two or three details, never more. Takt is the plan you build from, work from, and trust. CPM is simply the record.

What comes first

Always the takt plan. Your macro takt plan sets the overall structure and informs the CPM work breakdown structure. Start with takt, then align CPM to follow as an export.

The deliverable cycle

When using takt and Last Planner, the flow looks like this:

  • Build the macro takt plan.
  • Pull plan milestones.
  • Develop the norm takt plan for each phase.
  • Filter into look aheads to remove roadblocks.
  • Filter into weekly work plans to confirm commitments and handoffs.
  • Filter into daily plans for execution.

Once updates come back from the field, refresh the takt production plan weekly, then export that to CPM as the as-built record.

The update cycle

The wrong way is to lead with CPM, build pull plans from CPM milestones, filter look aheads from CPM, and create trade weekly work plans separately. That creates chaos.

The right way is to let the macro takt plan lead. Pull plan milestones feed into the norm takt plan, which automatically drives look aheads, weekly work plans, and daily plans. Superintendents then update the production plan daily with zone control walks. At the end of the week, update takt and export to CPM.

Who sees what

Owners who only want CPM can view the CPM schedule and narrative. Owners who understand flow may also see the macro takt plan. Superintendents and trade partners should see the entire takt system from top to bottom. In the field, trades mainly interact with pull plans, look aheads, weekly plans, and daily plans.

How updates work

Each day, superintendents or field engineers perform zone control walks with foremen. They check progress, prepare ahead, and finish behind to capture real status. These updates roll back into the weekly work plan, which updates the takt plan. If there are delays, the team uses the takt problem-solving matrix to recover.

Delays and impacts

In the takt production system, delays are not handled with crashing, adding labor, working weekends, or pushing more materials into the site. Instead, you follow takt’s recovery methods and show impacts through the path of critical flow, not a critical path. If a time extension is required, takt provides a process for that.

Legal coverage

Exports from takt into CPM meet the 14-point DCMA checklist and QC guidelines. That means you can use the CPM schedule as your as-built legal record while keeping takt as your actual production system.

I hope this breakdown shows how takt and CPM can work together, one as the living system that drives production, the other as the official record.

Key Takeaway:
Takt must always lead as the production and strategic plan while CPM stays in the background as the as-built record. With takt in charge, projects gain rhythm, clarity, and reliability without falling into the traps of CPM-driven chaos.

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

Building Grit & Resilience, Feat. Stephanie Wood & Jordan Leytem

Read 7 min

I walked into this conversation with Jordan and Steph expecting a good discussion about resilience. What I got instead was a blueprint for how leaders in construction can change lives, starting with their own.

Steph set the stage. She and her husband built CoBuild eleven years ago in the Bay Area. She came from organizational leadership, he came from construction. Together, they made a promise: their company would not chew people up and spit them out like so many others in the industry. She had watched too many superintendents burn out and carry that pain home. So she dug into the research. Dan Siegel. Stephen Porges. The science of stress and attachment. What she found was simple but powerful. Each of us has a “window of tolerance.” Inside that window we think clearly, problem solve, and connect. Outside it, we spiral into fight or flight, or worse, collapse. Resilience is the ability to return to that window quickly. Grit is the ability to widen it.

Jordan brought it to life with raw honesty. He had been the young superintendent who snapped under pressure. Fire drills, deadlines, owners breathing down his neck, he would lose his cool and burn bridges. Looking back, he admits, “It wasn’t the problem. It was my reaction to the problems.” He told a story of berating a foreman who resisted weekend work. The foreman finally broke and said, “I just want Saturdays with my wife and kids.” Jordan still feels the sting of that moment. It wasn’t about the work. It was about a dysregulated leader pouring stress into someone else’s life.

That is when Steph explained the practices they have built at CoBuild. They begin meetings by naming emotions. No long stories, just two words. I feel anxious. I feel hopeful. I feel frustrated. Naming feelings changes brain chemistry. It pulls people back into their window. The first time a tough group of superintendents and foremen do it, outsiders are shocked. But the results are undeniable. Tension drops. Honesty grows.

Jordan tested it with one of his supers this week. The project was full of ambiguity and the super was clearly dysregulated. Instead of diving into the issues, Jordan asked, “How are you feeling?” The super named it. The room shifted. Together they calmly built a plan instead of reacting in chaos.

The impact goes beyond the jobsite. Jordan used to struggle with diabetes, high blood pressure, and a racing heart. Since applying these practices, his health markers have stabilized. Same workload, same stressors but a different nervous system response. This is what Steph calls true grit and resilience. Not suppressing feelings, but metabolizing them. Not pretending to be tough, but staying healthy enough to keep leading.

I left the conversation realizing something. For all the books and courses on scheduling, budgets, and contracts, the most powerful skill a superintendent can learn is how to regulate themselves and help others do the same. With that, they can build people up instead of tearing them down.

Key Takeaway
Resilience in construction is not about pushing harder. It is about staying inside your window of tolerance, naming your emotions, and leading people as people. When leaders master this, they build healthier projects and healthier lives.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

 

On we go

Takt Planning Book – Conclusion

Read 7 min

Why Our Industry Must Change

TAKT planning has been around for centuries in its component parts and has consistently proven to guide projects to success. From the Empire State Building to the Pentagon renovation, history shows us that when flow is respected, projects win.

And yet, according to recent statistics, only 49.5% of projects finish on or under budget, 8.5% finish on budget and on schedule, and a shocking 0.5% finish exactly as planned. Clearly, it’s time for a change.

The truth is, projects don’t fail because of trades, owners, or external circumstances. Projects fail because of systems or the lack of them. The construction industry will never progress until we adopt proven systems that bring order to chaos, respect to the trades, and flow to the work.

That’s why the TAKT Production System (TPS) matters.

 

Why TAKT Works

A TAKT plan is the ideal first planner system, designed to pair with the Last Planner System (LPS). It brings flow, predictability, and stability to projects by queuing up work for last planner and scrum systems.

Here’s why it works:

  • Crafted early in design when procurement, labor, and materials can align.
  • Visual, location based schedules showing time and space.
  • Built on rhythm and buffers that stabilize the pace of work.
  • Enforces the five laws of production (Little’s Law, Law of Bottlenecks, Variation, Kingman’s Formula, Lucy’s Law).
  • Creates stability, consistent crew sizes, and the ability to remove roadblocks before they cause delays.

With TAKT, teams achieve healthier project durations, clear communication, and a respectful work environment.

 

The 10 Commandments of TPS

  1. TAKT plans must be visual, clear, and easily understood.
  2. Schedules follow rhythm, continuity, and consistency.
  3. Work must be leveled and optimized with Little’s Law.
  4. TAKT zones must align with takt time and space.
  5. Flow is protected with one-process production.
  6. Work, crew, and trade flow must never be stacked.
  7. Focus on removing roadblocks and adjusting constraints.
  8. Quality comes first build it right, finish as you go.
  9. Buffers must be included to absorb risk.
  10. Overall durations must be reasonable and not harmful to workers.

Alongside these commandments are twelve guiding principles from beginning with zone density to making logistics part of the schedule, to ensuring buffers are visible and trade flow is always protected. These principles ensure TAKT isn’t just a schedule, but a production system.

When TAKT Fails

Like any system, TPS can fail when misapplied. Common mistakes include:

  • Using rigid 5-day takt beats without flexibility.
  • Forgetting buffers or creating the plan too late in pre-construction.
  • Excluding trades and builders from plan development.
  • Neglecting procurement alignment.
  • Failing to manage steering and control in the field.

That’s why resources like taktguide.com exist to help teams avoid misalignment and stay grounded in the standards.

Moving Forward

For TAKT to succeed long term, it must be implemented with the Integrated Production Control System (IPCS):

  • First Planner System
  • TAKT Production System (planning, steering, control)
  • Last Planner System

Together, these create a fully integrated lean approach that enables operational excellence.

The future is bright for builders willing to adopt change. With better software, simulations, trainings, and support, the tools are in place for TAKT to transform how we build.

Key Takeaway

Projects don’t go bad they start bad. TAKT planning ensures they start right, creating stability, flow, and respect for the trades. When applied with principles and integrated lean systems, it’s the most effective way to deliver projects on time, on budget, and with pride.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go

Takt Planning Book – Chapter 12

Read 7 min

Getting Projects Right from the Start

In construction, most projects don’t fail halfway through they fail at the beginning. A project’s success is largely determined by how well it’s planned before boots hit the ground. That’s where the first planner system and the last planner system come in.

What Are the First and Last Planner Systems?

  • First Planner System: The early collaborative planning effort where leaders define the overall project approach, timelines, and critical systems.
  • Last Planner System: The short-interval planning done by the people closest to the work, ensuring tasks are coordinated daily and weekly.

For a project to flow smoothly, the first planners must equip the last planners with the right tools and deliverables.

Essential Deliverables from First Planners

To set projects up for success, first planners should prepare:

  • TAKT Plan & Zone Maps: Establishing production flow and trade sequencing.
  • Procurement Log: Ensuring materials arrive when needed.
  • Logistics Plan: Outlining how materials will be delivered and moved onsite.
  • Trailer & Signage Design: Creating a functional and visual environment for collaboration.
  • Accountability Chart: Defining team roles and responsibilities.
  • Risk & Opportunity Register: Proactively identifying potential challenges and opportunities.

As authors Ben Feiberg and Dan Gardner note in How Big Things Get Done, projects don’t go wrong they start wrong. The first planner’s role is to prevent that from happening.

The Role of Last Planners

By the time work begins, last planners should have access to clear deliverables, including:

  • A macro level TAKT plan to guide overall sequencing.
  • A Norm TAKT plan developed with trade partners, used to build short term look ahead schedules.
  • A complete logistics plan and zone maps.
  • A roadblock tracker to proactively remove obstacles.
  • The procurement log and risk register to keep the team aligned and ready.

These tools allow crews to visualize the work, stay on schedule, and manage materials effectively.

Meetings That Drive Flow

Planning doesn’t succeed without the right meeting rhythm. A fully integrated production control system includes:

  1. Strategic Planning & Procurement Meetings: High level coordination with first planners.
  2. Trade Partner Weekly Tactical: Supers and foremen align on short term plans.
  3. Daily Foreman Huddles: Day plans created and coordinated.
  4. Morning Worker Huddles: Communicating the day’s plan to the crews.
  5. Crew Preparation Huddles: Teams prepare for their portion of the work.
  6. Team Daily Huddles: Removing roadblocks and supporting flow.

These aren’t “too many meetings” they are the backbone of flow in the field, connecting planning to execution.

Steering vs. Clearing Roadblocks

To keep the “train of trades” moving, the team must focus on two things:

  • TAKT Steering: Adjusting how the train moves (e.g., helping the slowest trade, adjusting zones, or sequencing differently).
  • Roadblock Removal: Clearing obstacles ahead of the train (e.g., missing information, delayed materials, unavailable labor).

When both systems work together, crews can focus on building rather than battling chaos.

Why This Matters

TAKT planning and the Last Planner System are most powerful when combined with other lean construction methods. That’s why the Integrated Production Control System was designed, to unite these principles into one system for true operational excellence.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go

Takt Steering & Control Book – Introduction

Read 8 min

Keeping Projects on Track

Takt is having its moment in the sun, and it couldn’t come at a better time. After the success of Takt Planning and The First Planner System, we’re now diving into the next critical piece, Takt Steering and Control. This is the field level method that helps teams maintain flow once the plan is created and ensures production doesn’t collapse under real-world pressure.

Why Another Book on Takt?

Planning alone isn’t enough. A beautiful Takt Plan on paper won’t get you to the finish line unless you have a system to steer trades through the project and control the environment where they work. That’s why Takt Steering and Control focuses on short-interval production in the field.

This book asks and answers four key questions:

  1. How is flow created after the Takt Plan is completed?
  2. How do I hold foremen and trades accountable?
  3. How can we maintain quality at the source?
  4. What KPIs actually help us improve daily?

Steering vs. Control

We’ve split the traditionally broad idea of “Takt Control” into two parts:

  • Takt Steering (First Planners): This is about directing the train of trades. Steering addresses constraints the permanent or semi permanent limits baked into the system (like zone design, sequence, or crew sizing). These need to be optimized early and then respected, without distracting foremen from what they can control. Steering belongs in first planner meetings.
  • Takt Control (Last Planners): This is about controlling the environment in the field so crews can flow. Control focuses on roadblocks temporary obstacles that must be removed before they derail the trades. Supers and last planners handle this in the field-level meetings.

To put it simply:
👉 If it’s about designing the tracks or managing the train itself, that’s Steering.
👉 If it’s about clearing the path ahead, that’s Control.

The Problem with CPM and Standalone Last Planner

Many projects today rely on CPM schedules paired with the Last Planner System (LPS). But here’s the hard truth: without Takt Planning as the foundation, LPS can’t deliver its full potential.

Why? Because CPM fails to:

  • Align work with capacity,
  • Predict realistic project durations,
  • Provide correct milestones,
  • Or support efficient look-ahead and weekly work planning.

The result is chaos: trades build their own disconnected plans, milestones become meaningless, PPC (Percent Plan Complete) tracks the wrong things, and crews lose trust in the system.

The Power of Integrated Systems

The solution is to pair First Planner (macro level Takt Planning) with Last Planner (short-interval Takt Steering & Control). Together, these systems:

  • Deliver accurate end dates and flow based milestones.
  • Align pull plans to real capacity.
  • Generate effective six-week look-aheads and weekly work plans.
  • Synchronize supply chains and handoffs.
  • Provide real KPIs like PPC, buffer ratios, and roadblock removal rates.

When these systems are combined, projects move like a train of trades on leveled tracks each zone flowing smoothly, with buffers in place, and a clear path ahead.

From Manufacturing to Construction

This approach borrows heavily from the Toyota Production System, where flow is sacred. Imagine trying to run a car factory with CPM logic it would collapse into chaos. Yet, that’s what construction often does today. With Takt, we can finally bring the same discipline of line manufacturing and pod layouts into the jobsite, adapted to construction’s unique needs.

The Road Ahead

Takt Steering and Control is the bridge between planning and execution. It shows how to keep projects moving once boots hit the ground, separating permanent constraints from temporary roadblocks, and assigning responsibilities clearly between first planners and last planners.

This is the introduction. Next, we’ll dive into constraints how to identify them, optimize them, and live with them while protecting the flow of the trades.

Key Takeaway

Takt Planning creates the flow, but Takt Steering and Control keeps it alive. By separating permanent constraints (steering) from temporary roadblocks (control), and assigning clear roles to first and last planners, projects finally gain the system they need to stay on track in the field.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go

Takt Steering & Control Book – Resource Constraints

Read 8 min

Understanding Resource Constraints in Construction

Eliahu Goldratt defined constraints as anything that limits a system from achieving higher performance versus its goal.

In construction, constraints are everywhere resources, labor, environment, risks, quality, space, cost, scope, schedule, or regulations. The key is not to treat them as “acts of God” but as challenges we can anticipate, manage, and neutralize. When one limiting factor is reduced, we move to the next, continuously improving the flow.

With Takt Steering, we push the fight upstream to smooth out challenges before they ripple downstream. The goal of Takt Planning is simple: prepare the phase and manage flow at the production level.

Think of your project like a train:

  • Engine: Phase planning and preparation that clears the path ahead.
  • Boxcars/Wagons: Work packages aligned by takt time and zone density.
  • Distance Between Wagons: Proper trade spacing to maintain flow.
  • Caboose: Finishing, inspection, and demobilization completed before moving on.

When everything is aligned, trades move at the same pace, zones flow in sequence, and projects achieve remarkable efficiency. But when something’s off, constraints appear.

Let’s look at the most common resource (train) constraints and how to address them:

  1. Lack of Phase Preparation

If trades show up without proper pre-construction meetings, pull planning, or look ahead planning, chaos follows scrambling for materials, wasted time, and inefficiency gaps.

  • First Planners: Design pull plans, schedule pre-con meetings, and prepare trades before they step into the first zone.
  • Last Planners: Stop firefighting, Reroute energy to trade preparation early and hold daily alignment sessions.
  1. Varying Speeds Among Trades

When one trade moves faster or slower, it creates bottlenecks. The slowest wagon sets the pace for everyone.

  • First Planners: Balance crew size, scope, and duration. Align takt times across trades.
  • Last Planners: If a mismatch occurs in the field, huddle quickly, adjust crews, or isolate the delay to recover flow.
  1. Improper Takt Time

Takt time sets the rhythm of work. Too much buffer wastes time; too little creates chaos.

  • First Planners: Ensure 5–20% buffer within each sequence. Confirm staging, mobilization, and cleanup fit into the takt window.
  • Last Planners: Adjust takt time if necessary, but confirm end dates and supply chain alignment before doing so.
  1. Incorrect Sequence

Work packages in the wrong order cause delays and rework.

  • First Planners: Validate sequences with historical data, involve trades in pull planning, and always run forward and backward passes.
  • Last Planners: If discovered mid project, coordinate fixes quickly, redo pull plans, and realign the recovery plan across zones.
  1. Missing Resources

Even if trades are ready, missing materials can stall progress. This usually stems from late procurement or lack of inventory buffers.

  • First Planners: Begin procurement early, monitor logs weekly, and align delivery dates with buffers.
  • Last Planners: Track procurement closely, escalate delays, and exhaust backup options to keep work flowing.
  1. Lack of Buffers

Buffers whether time, materials, or resources protect against risk. Without them, projects spiral into delays.

  • First Planners: Always plan with buffers, even if contracts resist it. Optimize to the norm to protect milestones.
  • Last Planners: Late fixes are difficult, but rezoning or gaining time extensions may help. Never accept zero buffer planning.

Final Thoughts

Each of these constraints is like a kink in the train. By anticipating, preparing, and aligning at both the planning and execution levels, we can keep projects flowing with remarkable consistency. Tack Steering provides the framework to shift problems upstream so crews in the field can focus on building, not firefighting.

Key Takeaway

Constraints aren’t roadblocks they’re signals. By anticipating resource constraints through proper takt planning, buffers, and alignment, construction teams can smooth flow, prevent chaos, and deliver projects with greater reliability.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go

Takt Steering & Control Book – Zone Constraints

Read 5 min

Building the Right Tracks for Construction Flow

Zone constraints also known as track constraints are all about the spaces your trades flow through on a project. Just like a train needs the right track to move efficiently, crews need properly designed zones to keep the project on pace. These constraints primarily involve the configuration of phases, area zones, and microzones, as well as the spatial challenges that impact flow.

Wrong Number of Zones

The number of zones on a project is critical. Too few zones, and you’ll create areas that are too large with insufficient buffers. Too many zones, and you’ll end up wasting time, space, and resources.

The solution? Use a TACT calculator to simulate different scenarios, consult with trade partners, and identify the right balance. With the correct number of zones, you’ll achieve smoother flow, proper buffers, and the right pace for your trades.

Not Planning for Physical Constraints

Every project has physical or logistical limitations that can disrupt flow if not addressed early. Common issues include:

  • Worker access points
  • Material access points
  • Hoist leave-outs
  • Loading zones
  • Stair towers
  • Temporary elevators
  • Exterior sections not ready for interiors
  • Laydown areas

If these are ignored, trades will face repeated disruptions and lose faith in the system. To prevent this, mark all constraints on zone maps, design your first and second passes, and clearly communicate comeback areas during preconstruction.

Misshaped or Complex Zones

Uneven or misshaped zones can create bottlenecks. If one zone takes significantly longer than the others, the entire flow will slow down.

Instead of designing zones by area, design them by work density. Monitor trade performance as they move through zones and rebalance when necessary. Proper leveling ensures that no single zone becomes the limiting factor for progress.

Why Zone Constraints Matter

Zone constraints represent the “tracks” of your construction train. Without well-prepared and leveled tracks, the train of trades will slow down or stop altogether. Just like building a real railroad requires clearing terrain, blasting through mountains, and laying level tracks, construction requires thoughtful planning of zones before crews arrive.

Key Takeaway

Zone constraints are often invisible but deeply impactful. By planning the right number of zones, accounting for physical constraints, and leveling zone complexity, project teams can create smooth “tracks” for their trades. Proper zone planning isn’t just a detail it’s the foundation for reliable flow and predictable project 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

    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.

    agenda

    Day 1

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    Outcomes

    Day 2

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    Day 3

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    Day 4

    Agenda

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    Day 5

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