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Month: September 2025

Full Kit like Cooking

Posted on by Jason Schroeder
Read 4 min

Full Kit Thinking

Today I want to share a concept that has shaped the way I look at planning and execution in construction: full kit thinking. Before I get into it, let me reflect on a few things that connect to this idea and why it matters so much.

When leaders look at drawings or schedules, the right questions should immediately come to mind: Is the information clear? How is it built? When and in what sequence? Who will do it? Have we ordered materials on time? Drawings and plans are not meant to just be read; they are meant to trigger action. That action is what drives progress, and without it, we are just shuffling paper.

This ties into my broader frustration with the way our industry often leans on tools like CPM. The critical path method has become this sacred cow, but in practice it distracts us from reality. Just because something is on the “critical path” does not mean it is correct, nor does it mean it deserves all our focus. Projects are chains, not isolated paths. Everything has to start and finish in sequence, or the whole system falls apart.

The same problem happens with baselines. I see owners demand baselines just for the sake of formality, and teams end up spending months creating something that does not actually drive production. At its worst, CPM becomes a formal way to panic instead of a tool to solve problems.

What I keep coming back to is the idea of building systems that actually work for people in the field. Incentives, software, reports, all of these can become distractions if they are not designed with flow and clarity in mind. Human nature is such that people will do anything to meet an incentive, even if it undermines the real goal. That is why principles like lean, tact planning, and full kit matter. They anchor us back to reality.

So let’s talk about the full kit.

Think about a cooking show. Everything is laid out before the chef begins: the onions already chopped and in a bowl, the right amount of oil in a cup, the oven preheated, the recipe visible, the utensils within reach. When it is time to cook, they are not asking, “Where is the parsley? Who has the measuring cup?” Everything is ready because the audience expects a smooth, flawless process. That is a full kit.

Now imagine applying that same principle on a jobsite. A foreman should have every tool, material, drawing, permit, and piece of information ready before starting work. You would not go live on a cooking show scrambling to find salt, because you would look unprofessional and lose credibility. Yet in construction, we too often allow crews to start without full kit, only to watch productivity collapse as they search for missing parts, answers, or approvals.

Full kit is about respecting the people who do the work. It is about giving them everything they need to succeed without delay or frustration. When we do this, crews move faster, quality improves, and stress goes down. It is simple, but it requires discipline.

If we can learn to prepare for work like a chef prepares for a show, we can transform the way projects are delivered. And that is why I believe full kit is one of the most important lean principles for our industry today.

Key Takeaway: Full kit means setting crews up like chefs on a cooking show, everything ready before starting. It is a simple discipline that drives flow, quality, and respect on the jobsite.

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

Posted in All

What are we doing with Field Boards?

Posted on by Jason Schroeder
Read 5 min

Rethinking Field Boards

Lately I have been reflecting on a question that comes up over and over again: What are we really doing with our field boards? These tools are supposed to help us communicate, plan, and execute better in construction, but when I look around the industry, I do not see us getting it right.

Before diving in, I want to share a story that reminded me of how universal these lessons are. Recently, someone sent me a reflection after reading The Art of the Builder. Though the book was written for field leaders, this person working in learning and development found powerful parallels for onboarding and training. He talked about simplifying information into manageable pieces, starting with the end in mind, using real-world scenarios, and always checking for understanding.

That feedback struck me because it highlights a core truth: whether in construction or in training, clarity and communication matter more than anything. Too much information is overwhelming. Vague instructions lead to wasted effort. Stories and context make learning stick. And unless we verify understanding, we are just talking to ourselves.

Which brings me back to field boards. Right now, I see four big problems.

First, the industry at large. Our visuals for the Last Planner System and takt planning are nowhere near where they need to be. Even with great thinkers and resources out there, most boards are clunky, inconsistent, or disconnected from the real flow of work. We are not asking the most important questions: What do people need to see, where do they need to see it, and how should that information flow?

Second, even at Elevate, we have work to do. Our takt steering and control boards are powerful, but they are too complex. They cover roadblock identification, planning, scaling to areas and crews, but the concepts are difficult to grasp quickly. If people cannot implement them easily, then we have missed the mark. It is like Apple’s design philosophy: true brilliance lies in simplicity. If I were doing my job perfectly, I would be working harder to simplify our boards until they were as intuitive as an iPhone.

Third, the misuse of “constraint boards.” This one really gets me going. Across the industry, people are lumping everything, true constraints and actual roadblocks, onto one board and calling them all constraints. That is wrong, and it is holding us back. Constraints are fixed realities of the building: hoist availability, leave-outs, staging areas, sequencing limits. Roadblocks are temporary barriers in the way of flow. Mixing the two muddies the water and prevents good planning. Eli Goldratt used “constraints” in The Goal because he was talking about stationary manufacturing lines. Construction is different, our zones and takt trains move. We must distinguish between constraints and roadblocks, or we will never plan accurately.

Fourth, the way boards trap information in trailers. Too often, I see look-aheads and weekly work plans printed on the wall in the office, sometimes with 30 or more line items for massive projects. Not only is that unmanageable, it is invisible to the crews who actually need the information. Planning is only valuable if it reaches the field. That is why these tools need to be digital, linked with QR codes, and accessible to everyone on site. The purpose of boards is to scale information to the people doing the work, not to decorate a trailer.

So what is the right way forward? A field board setup should create flow, not clutter. Picture this: a team board in the conference room for coordination, zone maps and logistics plans upfront with magnets and markers for daily roadblock tracking, and electronic look-aheads and weekly work plans displayed on screens and shared via QR codes. Add internal team scrum boards and whiteboards for sketching, and you have a system that actually supports crews rather than burying them in static paperwork.

I know this might sound like a critique-heavy rant, but my intent is to help us move forward. Boards are not about being trendy or selling templates, they are about enabling people to see what they need, when they need it, so they can do their best work.

Key Takeaway:
 Field boards should serve the field, not the trailer. That means simplifying visuals, separating roadblocks from constraints, and making information accessible through digital, connected systems that truly support flow.

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

Posted in All

Final Phase Cleaning in Phoenix, Feat. Matthew, Kevin, Emilio, & Kevin

Posted on by Jason Schroeder
Read 5 min

The Story Behind Final Phase

Over the past year, I have been reflecting on the journey that brought me to this point, and I am finally ready to share something I am deeply excited about. It is a new chapter in my career, but also a continuation of everything I have been learning and building for years. That new chapter is a company called Final Phase.

For a long time, people have asked me why I do what I do. The answer has always been simple: I love construction, and I love people. I love helping teams perform at their best, whether that means finishing strong on a project, implementing lean principles, or simply building systems that make life easier for those in the field. But there came a point where I realized that in order to take the next step, I needed a business that reflected those values in everything it did.

That is where Final Phase was born.

The name itself has meaning. Anyone who has worked in construction knows that the final stretch of a project can be the hardest. It is the phase where details matter most, where people are tired, where the pressure is highest, and where owners are watching closely. Too many projects stumble at the finish line, and that should not be the case. The final phase should be a time of excellence, precision, and pride. I wanted a company that could help teams not just survive that phase, but master it.

But the Final Phase is not just about finishing strong. It is about the broader idea of how we operate as an industry. I believe construction is at its best when we combine technical excellence with respect for people. That means running projects with flow, removing roadblocks for teams, and building systems that allow people to thrive. It also means choosing the right partners and operating with integrity. A business should not just exist to make money. It should exist to make a difference.

When I started shaping the Final Phase, I thought a lot about what makes a business truly ready. I realized that readiness is not just about having capital, contracts, or equipment. True readiness comes from clarity of vision and strength of partnership. I have been fortunate to work with amazing people along the way, people who have taught me that no one succeeds alone. Collaboration is the heart of construction, and it is the heart of business as well.

I also thought about quality. In construction, quality is not just an outcome; it is a mindset. It shows up in the details, in the way we plan, in the way we communicate, and in the way we lead. I want Final Phase to be known not just for the projects we touch, but for the quality of our relationships and the consistency of our systems.

Lean principles have been another anchor for me. Over and over, I have seen how lean transforms projects. It creates flow, reduces waste, and brings people together around a shared purpose. The final Phase is built on that foundation. Whether it is takt planning, visual management, or simply respecting the time and talent of every worker, lean will always be at the core of what we do.

This has not been a rushed decision. If anything, it has been the opposite. I waited until the time was right. I wanted to be sure I was not just chasing an idea, but launching something that could truly serve people. Over the past year, that clarity has grown, and the support from friends, family, and colleagues has been overwhelming.

As I step into this new chapter, I do so with gratitude and anticipation. Gratitude for everyone who has helped me along the way, and anticipation for what is ahead. The Final Phase is more than a business to me. It is a commitment, to excellence, to people, and to finishing well.

Key Takeaway:
 Final Phase is built on the belief that excellence comes from people, partnerships, and flow. By combining lean principles with a commitment to quality and respect, we can help teams finish strong and build better systems for the future.

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

Posted in All

The Wrong Questions, w/ Jake & Jason

Posted on by Jason Schroeder
Read 3 min

Asking the Right Questions in Leadership

I just returned from a cruise with my family, and as I’ve reflected on the trip, I realized how much it taught me about leadership. When you travel with kids, you quickly discover the importance of setting expectations, asking the right questions, and guiding rather than dictating. That trip reminded me of something I see on construction projects every day: leadership often comes down to the questions we ask.

On the cruise, my kids would sometimes get restless. If I asked, “Why are you acting like that?” The question immediately created tension and blame. But when I shifted to, “What do you need right now?” or “How can we make this fun?” It changed the tone completely. Suddenly, we were working together instead of against each other. That small shift reminded me of a truth I have seen time and again in construction: poor questions create resistance, but good questions open doors.

I see the same pattern with project teams. A leader who asks, “Why are you behind schedule?” puts people on the defensive. It shuts down collaboration. On the other hand, if the question is, “What’s blocking us, and how can we remove it?” the conversation becomes productive. Instead of fear, it creates problem-solving.

One of my colleagues, Jake, often says that leadership is not about having all the answers but about creating an environment where the right answers can surface. That starts with the questions we ask. Are we asking questions that build trust, or ones that erode it? Are we using questions to support and empower, or to judge and control?

Looking back at my own leadership journey, I can see times when I defaulted to the wrong kind of questions. They came from a place of frustration or fear. Those moments did not inspire my teams, they shut them down. Over time, I’ve learned that asking questions with curiosity and care changes the culture of a project. It sets a tone of respect and partnership.

This is something I want to carry forward not only in my work but also in my family life. On that cruise, I saw how quickly the wrong question could derail a moment, and how the right one could bring us back together. In construction, the stakes are higher, but the principle is the same. Questions are powerful tools. Used poorly, they create barriers. Used wisely, they unlock collaboration, flow, and trust.

Key Takeaway:
 Leadership is not about having the answers. It is about asking questions that build trust, remove barriers, and empower teams to find the right solutions together.

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

Posted in All

Surviving Cancer, Feat. John Coffman

Posted on by Jason Schroeder
Read 4 min

Living Strong with John Kaufman

In this blog, I want to share the incredible journey of my dear friend, John Kaufman. John has been living with a rare, incurable cancer for 25 years, far beyond the time his doctors expected. His life is not just about medical treatments or survival. It is about faith, resilience, and the daily decision to live fully in the face of uncertainty.

I remember when John told me that doctors had run out of treatment options. That moment could have been filled with despair, but John and his family made a conscious choice instead: they chose to live. They leaned into making memories, cherishing every day, and finding joy even in the hardest times. Later, when a non-FDA-approved chemotherapy became available, it slowed the progression of his cancer and gave him more time. But John is clear, medicine gave him months and years, while his mindset gave him life. He refuses to let cancer define him. Instead, he chooses to live as a husband, father, friend, and advocate.

Over the years, John has helped me see how people respond differently to a cancer diagnosis. Some give up almost immediately, retreating into despair. Others respond with anger, frustrated at the unfairness of it all. But John chose a different path, he decided to live with gratitude and purpose, no matter how much time he was given. That choice has shaped every single day of his life since, and it has inspired me in ways I can’t fully capture in words.

What stands out most about John is his commitment to community. Organizations like Livestrong gave him resources, but they also gave him connection. He now gives back by mentoring and supporting others who are newly diagnosed. I’ve watched how he encourages families and survivors, reminding them that even in the darkest hours, no one has to walk alone. Sometimes it’s a listening ear, sometimes it’s a piece of advice, and sometimes it’s simply showing up. Those small acts of care create hope where there was once only despair.

John has also taught me to value the small things. When you face mortality, the distractions fall away, and what really matters comes into focus. He often talks about how a sunrise, a bike ride, or a simple conversation becomes a treasure when you know time is fragile. Watching how he sees the world has changed the way I see my own life.

One of John’s most powerful insights is that survivorship begins the day of diagnosis. Too often we think of survivorship as being cancer-free, but John reminds us it’s really about how we live after hearing the words, “You have cancer.” It is about reclaiming your identity, living with intention, and refusing to let illness steal your hope or your joy.

At the heart of John’s story is choice. None of us can avoid pain, loss, or trials, but we can choose how we respond. John chooses faith, gratitude, and connection. He chooses to invest in others and to keep moving forward, even when the path is hard. That choice doesn’t erase the difficulty, but it transforms it into something meaningful.

John’s story has reminded me that his message isn’t just for those with cancer. It’s for all of us. We are all dying, whether slowly or suddenly, but the real question is how we will live in the meantime. Watching John’s journey has shown me that no matter the circumstances, we can choose to live strong, love deeply, and cherish every moment we’re given.

Key Takeaway:
 We are all dying, but we can choose how we live. By deciding to embrace life, focusing on community, and appreciating the small things, we can live strong each day, no matter the circumstances.

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

Posted in All

Training & Development, Feat. Mark Story

Posted on by Jason Schroeder
Read 5 min

Alignment and Leadership

I often find myself reflecting on how difficult it can be to keep everything aligned on a project. In construction, alignment is not a one-time event or a box you check at the beginning of a job. It is something you fight for every single day. Misalignment creeps in quietly, almost unnoticed at first, and before long it can cause frustration, delays, and even damage to the culture of a team.

My good friend Mark Story once shared something with me that really stuck. He said, “If you do not intentionally align people, processes, and priorities, the natural drift is always toward chaos.” That statement hit me hard because it perfectly describes what I have seen over the years. When we assume alignment will just happen on its own, it almost always unravels. People begin pulling in different directions, trade partners become confused about expectations, and leadership ends up spending more time putting out fires than leading.

When I look back at projects that went exceptionally well, the difference was always the level of intentional alignment. Alignment around vision, alignment around goals, alignment around roles, and alignment around schedules. Everyone knew why we were building, what success looked like, and how their specific role contributed to the bigger picture. And it was not just words on a poster or a mission statement buried in a project manual. It was active, living alignment that was revisited often.

I remember one particular project where we gathered the team every morning for a short huddle. The goal was not only to talk about tasks and safety but to remind ourselves of the larger vision for the project. We talked about the community we were building for, the families who would one day live there, or the workers who would benefit from safer conditions. Those small reminders kept everyone’s eyes on something greater than their own checklist. That is alignment in action.

Contrast that with projects where alignment was ignored. I have been on jobs where each foreman had their own version of the plan, each trade was focused on protecting their turf, and leadership was disconnected from the day-to-day challenges in the field. The schedule became a battleground, RFIs piled up, and meetings felt more like blame sessions than planning opportunities. Those jobs drained energy from everyone involved. The work still got done, but at what cost to morale and culture?

Leadership is where alignment starts. If leaders are not clear, the team will never be clear. It is not enough to just issue directives or hand out schedules. Leaders must create space for conversations, listen deeply, and ensure that everyone has both clarity and buy-in. Alignment is not top-down. It is something we build together. When people feel heard and respected, they naturally align more closely to the team’s vision.

Another truth I have learned is that alignment is fragile. It requires constant attention. A change order, a safety incident, or a rumor about the schedule can quickly cause confusion or anxiety. If leaders are not proactive, that small crack widens into real misalignment. This is why I believe leaders need to walk the job, talk to crews, and spend time in the field. You cannot manage alignment from behind a computer screen. You have to be present, engaged, and willing to reset the team when things drift.

Mark Story’s insight has shaped how I now approach projects. Instead of assuming alignment will last, I treat it as something that must be actively maintained. Like a carpenter checking measurements before cutting, I try to constantly verify whether our people, processes, and priorities are still in line. If they are not, I see it as my job to stop, reset, and realign before moving forward.

At the end of the day, alignment is not about perfection. It is about commitment. Teams will always face challenges, but if we are aligned in vision and purpose, those challenges become opportunities to grow stronger together. Without alignment, even the most talented team will struggle. With alignment, even difficult projects can become a source of pride and fulfillment.

Takeaway: Alignment does not happen by accident. Leaders must fight for it daily, because when people, processes, and priorities are aligned, success naturally follows.

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

Posted in All

Kanban, Feat. Hal Macomber

Posted on by Jason Schroeder
Read 3 min

Reflections on CPM, Scrum, and Kanban

I recently had the chance to reflect deeply on how we use CPM, Scrum, and Kanban in construction and what they really mean for building strong project systems.

When I first encountered CPM (Critical Path Method), it was clear why it had become such a standard in our industry. It provides confidence, especially for owners and clients who want predictability. For many federal projects, you cannot even start without a CPM schedule. On the surface, it feels safe and structured. But over time, I realized that CPM does not actually help us design or operate a true project-based production system. It ignores flow and does not align with production laws like Little’s Law. Worse, it often functions as a solitary exercise, with one person behind a computer producing a schedule that others are expected to follow, leaving collaboration behind.

By contrast, when I was introduced to Scrum, I was struck by how much it encouraged teamwork and engagement. It came out of the Agile movement in software, where collaboration and reducing stress were central goals. In construction, Scrum helped project teams work in shorter cycles with clear priorities. However, it quickly became obvious that Scrum does not naturally focus on flow. You can bring production thinking into it, but it is not built in. And in construction, flow is critical.

This is where Kanban really stood out to me. Kanban, which also grew from Agile, was designed to keep work flowing. It brings production principles to the forefront by visualizing tasks, limiting work in progress, and encouraging continuous improvement. When I first saw Kanban boards in use on construction projects, I realized how powerful they could be for connecting office work with field needs. Whether it was procurement, RFIs, or logistics, Kanban created visibility and alignment. Unlike CPM, it is not about throwing a schedule at people. Unlike Scrum, it does not leave flow as an afterthought. Kanban blends people and flow together.

What strikes me most now is that construction is inherently socio-technical. We cannot succeed by focusing only on the technical side. The people, their communication, and their engagement are what bring systems like Takt or Kanban to life. CPM can feel easier because it avoids that complexity, but it does not address the real problem. The harder but better path is to embrace systems that require full participation and create flow for both people and production.

Key Takeaway:
 CPM creates confidence but ignores production laws and collaboration. Scrum supports teamwork but overlooks flow. Kanban brings people and flow together, helping us build healthier and more resilient project systems.

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

Posted in All

Last Planner System Excel Template

Posted on by Jason Schroeder
Read 5 min

Last Planner System Excel Template: A Practical Guide

In this blog, I’m going to answer the question:

How can you access a really nice template that will take care of your Last Planner System needs?

In addition to walking you through the Excel template, I’ll also cover other ways to do this electronically. I’ll share two quick stories, then dive into the practical details.

My Experience with Last Planner

The first project where I experienced Last Planner was the Cancer Center in downtown Phoenix. We were challenged to read Paul Akers’ 2 Second Lean, and we learned about Last Planner through the Lean Construction Institute (LCI).

That’s where I was introduced to an Excel template. It was incredibly helpful allowing us to:

  • Do look-ahead planning.
  • Filter and manage Weekly Work Plans.
  • Aggregate activities.
  • Track reasons for variance.
  • Use a KPI tracker for percent plan complete, S-curves, and more.

I’ve seen many people succeed with this exact approach, especially with the Weekly Work Plan portion.

And let me say this: there’s no reason to hate Excel. If we erased all technology and reinvented a tool flexible enough for most construction needs, we’d end up with Excel. Don’t fall for the sales pitch that makes you afraid of it. Excel is fantastic.

A Story from a Previous Project

Now, let me share another story and I’ll admit, this one is a bit of a rant.

On a $340 million job, the team bought professional Lean boards from a well-known Last Planner advocate. The boards included constraints, parking lot, deliveries, and a Weekly Work Plan format. But here’s the issue: the Weekly Work Plan only had 9–12 rows!

That doesn’t scale. On 90% of projects, you can’t fit a real Weekly Work Plan into 9–15 rows. Projects of that size need at least three functional areas, each with their own meetings and boards.

The visual boards on your conference room wall should serve as team boards. Zone maps and logistics plans (with magnets or sketches) help identify problems and roadblocks. But your screens should house your master schedule, pull plans, look-aheads, Weekly Work Plans, and Day Plans.

If you make a Weekly Work Plan static on the wall, only the people in that room can see it. That defeats the whole purpose. Everyone on the jobsite needs access. That’s why Excel (or software connected to screens) is a much better approach.

Helpful Resource

On leantakt.com, you’ll find a link to the Takt template, which includes everything you need.

Let’s walk through how the template supports each Last Planner System deliverable:

  1. Macro-Level Takt Plan

Your master schedule or macro-level Takt Plan is best done in Excel until software fully catches up. Right now, Intakt is the best software for this, since it can even export automatically to CPM. But the Excel template still does the job extremely well today.

  1. Pull Planning

Pull Planning is about creating a collaborative sequence:

  • The forward pass takes care of the job.
  • The backward pass connects trades.

The Excel template makes this process simple and effective. Another great option is Miro for digital pull planning. (I’d avoid most other software tools, since they don’t allow you to right-size zones or compare pull plans effectively.)

  1. Look-Ahead Plan

The Excel template provides a time-by-location formatted Look-Ahead Plan. It includes:

  • Legends.
  • Flow visualization.
  • Clear sequencing.

You can also do this in Intakt directly, which I highly recommend for teams looking to streamline.

  1. Weekly Work Plans

The Takt template includes a robust Weekly Work Plan where:

  • Every activity has its own line and code.
  • Agendas are clearly documented.
  • Handoffs are marked.

This mirrors the automatic Weekly Work Plan feature in Intakt.

  1. Day Plans

Finally, the template also includes Day Plans. These provide:

  • Activity filters.
  • Agendas for morning worker huddles.
  • Visuals to support field crews.

For an even better setup, I recommend designing Day Plans in Canva, linking them to a QR code, and posting that QR in the field. That way, every worker can instantly access the plan.

Key Takeaway:

Takt planning is highly effective for small construction projects. Even if teams don’t use all 15 elements of the Takt Production System, applying just a handful of its principles like clear sequencing, crew alignment, and structured workflows can create smoother project execution, reduce chaos, and deliver more predictable 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

 

 

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