More Great Topics

Read 6 min

Stop Undervaluing Work & Respect the Small Projects

In this blog, we’re diving into two critical concepts for lean construction companies, stop working prices down and smaller does not mean easier.

Recently, while pricing a large data center and then a smaller one, I noticed a common misconception: smaller projects are often assumed to be easier. In reality, that couldn’t be further from the truth. Large projects have repeatable phases, more buffers, and the ability to recover from mistakes. Smaller projects often come with smaller teams, fewer resources, and more context switching. The pace is faster, the risks are concentrated, and the pressure is higher. Having worked on projects ranging from $200,000 to $2 billion, I can confirm: smaller does not mean easier. Respect every project, no matter its size, and don’t underestimate the teams handling them.

The second concept is stop working prices down. Negotiating a fair price is one thing; manipulating or pressuring someone to reduce their value is another and it’s detrimental to long term relationships.

I recently worked with a client where our services saved them millions of dollars, yet they asked if we could reduce our $90,000 price. Even though their budget could accommodate it, I refused to undervalue the work. Once the scope is clear and the value is understood, the price is the price. Pushing further is slimy, dishonest, and ultimately harms the service provider and the industry. Proper negotiation is about win-win outcomes, not cutting someone’s value.

The principle applies across every type of service or vendor. Whether it’s a legal specialist, an insurance provider, or a trade partner, pay them what they’re worth if the data and scope justify it. Remember, most project managers and executives have no real skin in the game they’re insulated from the consequences of undervaluing others. But for the people doing the work, this has real impact. Treating your team and partners with respect is not only ethical it’s smart business.

Key Takeaway

Smaller projects are not necessarily easier they often require more effort, tighter coordination, and faster decision making than larger ones. Additionally, true lean leadership means respecting the value of service providers, clarify scope and negotiate fairly, but avoid manipulative tactics to force prices down. Pay people what they’re worth to build trust, sustain partnerships, and elevate the entire construction experience.

By internalizing these principles, construction leaders can elevate their projects, respect their teams, and create better outcomes for everyone involved.

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

Lean Principles from the Rules of Flow, Feat. Dr. Efrat Goldratt-Ashlag

Read 6 min

Creating Flow and Win Win in Construction Insights from Dr. Efrat Goldratt-Aschlag

In this blog, we had the privilege of speaking with Dr. Efrat Goldratt-Aschlag, co-author of Goldratt’s Rules of Flow and daughter of Dr. Eliyahu Goldratt, the creator of the Theory of Constraints. With her background in organizational psychology, she brings powerful insights on how construction can eliminate inefficiencies, reduce burnout, and create win-win results for both workers and organizations.

The Mission

Dr. Goldratt’s mission is simple yet profound: create environments where both the organization and the individual succeed. Too often, leaders believe that if the company thrives, employees must sacrifice or vice versa. But the truth is the opposite: long-term success requires that both are aligned.

Why Multitasking is Killing Construction

One of the most eye-opening discussions centered on multitasking. In construction, it’s common to keep multiple work fronts open to “show progress.” But this actually creates the opposite result:

  • Longer durations: Tasks take 2–3x longer when switching between work fronts.
  • Burnout and fatigue: Constant context switching drains focus and energy.
  • Errors and rework: Rushing between fronts lowers quality.

Instead, crews must limit open work fronts and focus on completing zones before opening new ones. Flow, not frenzy, drives speed.

The Power of Full Kit

Another key concept is full kit ensuring crews have everything they need before starting work. That means not just materials, but also tools, equipment, permissions, layouts, and clear plans. When full kits are missing, crews get stuck, work fronts multiply, and projects stall. With discipline, full kits prevent rework, delays, and wasted motion.

Gates: Controlling Handoffs

To support flow, Dr. Goldratt recommends implementing gates at critical handoffs. At each gate, an expert verifies that the receiving crew has a full kit before work begins. This prevents unfinished work from being pushed downstream and keeps projects moving smoothly.

Real World Proof

These principles aren’t theory they’ve been applied globally with remarkable results. A U.S. high-rise turned its schedule around by limiting work fronts and focusing on flow. In Japan, after a devastating disaster, the Department of Infrastructure rebuilt a dam in 2–3 months instead of 2–3 years by applying the Theory of Constraints.

Training and Growth

Dr. Goldratt also emphasized that training must build expertise. People are motivated to grow, and when organizations invest in deepening skills, they reduce bottlenecks, empower teams, and improve flow. Personal growth aligns with organizational growth another example of win-win.

Key Takeaway

Construction doesn’t need more rushing, pushing, or panic. Real speed and reliability come from limiting multitasking, providing full kits, enforcing gates, and investing in expertise. When people and organizations grow together, both win and projects thrive.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go

Leadership & Personal Development, Feat. Leandris Weeden, CM-Lean, LCI-CPC

Read 8 min

Leadership, Growth, and Authentic Influence in Construction

Leadership in construction is more than holding a title. It is about influence, authenticity, and the ability to connect with people on a personal level. In my conversation with Leandris Weeden, a lean practitioner with years of experience in healthcare construction, we explored leadership, personal development, and the power of failing forward.

Leandris began by describing his introduction to lean construction back in 2014. At that time, he was working at Cincinnati Children’s Hospital and exposed to practices like pull planning, daily huddles, and weekly work plans. At first, he did not know where these tools came from, but later he realized they were rooted in Toyota’s lean practices and the Last Planner System. This curiosity sparked his deeper dive into lean construction, setting him on a path of continuous learning.

When I asked him what message he wanted to share with the industry, his response was clear: do not be afraid to fail. Failure, he said, is the first attempt in learning. In construction and in life, we often fear mistakes, yet those mistakes are what allow us to grow. If we can fail iteratively and learn from each step, then we can build momentum and confidence.

We then discussed leadership. Leandris uses John Maxwell’s definition of leadership: influence, nothing more, nothing less. The challenge lies in how influence is earned. Too often, people rely on artificial authority tied to titles or positions. Authentic leadership, however, comes from who you are and how you build trust. People will only follow you because they want to, not because they are forced to.

He emphasized that authentic leadership begins with getting to know people. Beyond the job site, you need to connect with workers as individuals, learn their stories, and build trust. He shared a powerful example from a project in Miami, where he worked with a Cuban crew. By learning how to make Cuban coffee and serving it daily, he built bonds with the team. That simple act of cultural connection created trust, respect, and buy-in far beyond what authority alone could achieve.

Trust, he reminded us, is the foundation of any high-performing team. Without it, there can be no healthy conflict, accountability, or results. Building trust requires personal effort, humility, and the willingness to serve others.

We also talked about personal development. According to Leandris, who you are matters more than what you do. Leaders are remembered not for their tasks but for their character. He stressed the importance of intentionally growing through habits like daily reading. His personal practice is reading at least 30 minutes every morning, which helps him become a better version of himself each day.

This kind of consistent investment in personal growth separates strong leaders from average ones. Instead of spending hours scrolling on social media, he invests time in developing character, which benefits his career, his family, and his community.

He described the importance of having a gain mindset rather than a gap mindset. A gap mindset compares you to an ideal or image you may never reach, which is discouraging. A gain mindset compares you only to your past self, focusing on progress and growth over time. This is how leaders evolve from success to significance, moving beyond personal achievement to positively impacting others.

As our conversation wrapped up, I asked about his vision for the future. He explained that he sees life as a journey rather than a series of destinations. His goal is to continue evolving, giving back to young professionals, and using his unique abilities to help others grow. Whether through operations, consulting, or mentoring, his mission is to create positive influence in the industry and in people’s lives.

He left us with a memorable challenge. In life and in construction, you must decide if you want to be part of the mediocre many or the fantastic few. Becoming part of the fantastic few requires intentional growth, authentic leadership, and the courage to fail forward.

Key Takeaway

Authentic leadership is rooted in who you are, not what title you hold. Growth comes from intentional habits, building trust, and having the courage to fail forward.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

 

On we go

Tools Don’t Cost Money!

Read 7 min

Tools Do Not Cost You Money, They Make You Money

We often fall into the trap of thinking tools are an expense, when in reality they are one of the strongest investments we can make. A drill, a computer, a piece of software, or even training for your team does not cost money. It makes money. Tools unlock productivity, reduce mistakes, speed up delivery, and keep people safe.

Think about it. If a carpenter spends $150 on a drill, that drill allows them to deliver tens or hundreds of thousands of dollars’ worth of work. It is not a cost, it is a multiplier. The same is true for consulting, software, preplanning efforts, or scheduling support. Too often, leaders in construction hesitate to spend a few thousand dollars upfront and then lose millions of dollars downstream because of preventable delays, poor planning, or missed opportunities.

I shared a story recently that illustrates this perfectly. A company invested in Elevate consulting services. Over two years, they spent a few hundred thousand dollars with us. As a result, their gross profit increased by millions. The return on investment was massive. Consulting did not cost them money. It made them money.

The same principle applies to how we view project budgets. Once a budget is set, especially with a lump sum or guaranteed maximum price contract, there is no way to grow that budget. At best, you can protect it. The water is already in the bucket. Managing the budget means plugging leaks, but it will not add more water. You cannot plug holes with water. You plug holes with planning, resources, and proper execution. That is where tools, training, and preparation come in.

For example, implementing Takt planning, using visual systems, and equipping your teams with the right technology ensures projects finish on time and within budget. These efforts prevent crashes, avoid costly change orders, protect contingency, and build client trust. Even more importantly, they protect careers and families by reducing stress, long hours, and burnout.

This is why I say tools, consulting, and training are not costs. They are revenue generators. If you run a taxi company, the car is not a cost. It is the source of your income. If you run an airline, the airplane is not a cost. It is your business engine. In construction, the same is true. Equipment, planning, and training make you money.

Too many companies hesitate over small investments. Should we buy a second monitor for our project managers? Should we invest in consulting? Should we bring superintendents into preconstruction earlier? Should we purchase the right scheduling software? The hesitation often costs far more than the investment itself. Passing up these opportunities is like refusing to spend $40,000 when it could generate $3 million in return. No reasonable person would turn down that kind of investment, but construction companies do it every day.

I want to leave you with this challenge. Rethink how you see tools, training, and consulting. They are not money leaving your account. They are multipliers that allow you to plug leaks, prevent problems, and unlock profit. The companies who thrive are not the ones who pinch pennies. They are the ones who invest strategically in the things that will give them leverage. Tools do not cost you money. They make you money.

Key Takeaway

Tools, training, and consulting are not expenses. They are powerful investments that prevent losses, create flow, and multiply profits.

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

Diggers & Dirt

Read 8 min

Diggers and Dirt: The Secret to Effective Leadership

There is a big difference between leaders who skim the surface and those who dig deep. In construction, the ability to dig, to probe, and to uncover what is really going on in a project is what separates successful organizations from those that flounder.

I was speaking recently with a potential client about organizational structure. We discussed how project managers and superintendents typically manage three projects, sometimes five at most, and report up to project executives or project directors. Those executives in turn report to directors of operations or integrators who support the COO. The problem arises when these leaders are spread too thin. Once they take on too much, they become ineffective.

But there is another trap even more damaging: putting optimists in key leadership positions. I once worked with a general superintendent who, when reviewing a troubled project with unsuitable soil and repeated flooding, brushed everything off with hopeful statements like, “It should be fine this time.” Despite evidence to the contrary, he refused to dig into the data. That mindset ended his career in that role.

This is why I say that in these senior positions, you must have diggers. Diggers are people who refuse to settle for surface-level answers. They ask tough questions. They verify claims. They demand to see the data. When someone says the budget is fine, a digger asks to see the projections. When someone says the schedule is on track, a digger wants to see the plan, the sequencing, and the risks.

Leaders who are only optimists tend to passively encourage without solving problems. But leaders who dig model accountability. They show project managers and superintendents what it means to hold teams responsible for performance. Without that, organizations drift into mediocrity.

The digger is only half the equation, though. The other half is dirt. Dirt represents the actual information: the schedule, the zone maps, the logistics plans, the risk and opportunity registers, the procurement logs, and the financial projections. Dirt is the raw material that diggers need to find the truth. Without dirt, even the best leader cannot dig.

I once used the analogy of our family dog. She has the instinct to bury her bone, but if she does not have real dirt, she injures herself trying to bury it in a blanket. Leaders are the same way. You can have someone who naturally digs, but without data and visual systems, their efforts go nowhere and even cause harm.

When organizations lack detailed schedules, proper financial forecasts, procurement logs, and risk registers, they deprive their leaders of dirt. Without that dirt, leaders cannot dig, and the organization is left blind. The result is a cycle of surprises, roadblocks, and firefighting that destroys flow.

On the other hand, when leaders have both diggers and dirt, remarkable things happen. A digger with accurate data sees problems early. They bring the team together to solve issues before they become crises. They model accountability and teach their direct reports to lead with rigor instead of wishful thinking.

This is why I emphasize that project executives, directors, and integrators must be diggers, and their organizations must provide dirt. Together, diggers and dirt create clarity, consistency, and confidence in execution. Without both, projects struggle and organizations stall.

If you are building your leadership team, look for diggers. Look for those who ask questions until they uncover the truth, who are not satisfied with surface answers, and who can model accountability with respect. Then equip them with dirt: the schedules, the plans, the metrics, and the systems that give them something to dig into.

With diggers and dirt working together, projects flow, teams align, and organizations thrive.

Key Takeaway
Successful construction organizations require both diggers and dirt. Leaders must dig relentlessly for the truth, and organizations must provide the schedules, projections, and data that allow them to uncover it.

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

Attack, attack, and attack some more-personally

Read 10 min

Attack, Attack, and Attack Some More

One of the biggest mistakes I see in our industry and in life is waiting for perfection before starting. We think once we know everything, once we have the perfect plan, then we’ll take action. But here’s the truth: nothing worthwhile gets perfected before it is started. Progress happens when you attack, attack, and attack some more.

I have lived this principle many times. When I first learned lean with my project team, we did not know everything about daily huddles or weekly work plans. We just started. We created the space, implemented huddles, and built culture. Was it perfect? Absolutely not. But the act of starting and iterating made all the difference.

Each project after that, we layered on more: better visuals, more robust systems, full use of tact and last planner, worker huddles, engineering processes, and preconstruction structuring. Every project became stronger because we were willing to begin before we had mastery.

That same principle shaped the integrated production control system. The first version was just an outline in a notebook. Then we tested it in boot camps, where it evolved into games, Miro boards, Canva graphics, a training manual, and eventually the full-blown system we have today. If we had waited until it was perfect, it would never have been born. By version 7, it was useful. By version 15, it was remarkable. Today, it is the backbone of our super PM bootcamps.

The same story applies to our tact control boards. The first twelve iterations were rough. They sucked. But each draft improved. Today, the boards are polished tools with magnets, formatting, and structure that project teams rave about. And we are still improving them every time we use them.

This willingness to draft, fail, and improve is not weakness. It is the essence of progress. Paul Akers showed this brilliantly when he reimagined the airline boarding pass. His first versions were clunky, but after many iterations and asking for feedback again and again, he created a version that could change the travel experience for millions.

In our work with prefabrication, we have seen this firsthand. A team drafts a plan, tests it, and then adjusts it. The initial version is not the final answer. It is the starting point that allows improvement.

Here’s the lesson: nothing will ever be right the first time. You will not master pull planning on your first attempt. You will not create the perfect logistics plan in version one. You will not design the perfect huddle space or meeting format without first trying it and realizing what does not work.

Iteration is the path to excellence. The first draft might be ugly. The second draft will be less ugly. By the fifth or seventh, you are close. By the fifteenth, you are leading the industry. But none of that happens without the courage to start and to suck at it in the beginning.

Kate’s journey with graphics is a perfect example. Her first hundred attempts were rough. But now, through practice and persistence, she creates industry-leading visuals that elevate our books, websites, and training materials. The quality you see today is built on the back of hundreds of drafts that nobody sees anymore.

The same goes for our websites, our books, and our guides. The first versions were terrible. But they existed. And because they existed, we had something to improve. Today, those resources are world class.

If you are holding back from implementing lean, tact, pull planning, or any system because you think you need more training or more confidence, stop. The only way to gain confidence is to act. The only way to learn is to start. The only way to succeed is to attack, attack, and attack some more.

When safety and compliance are at stake, yes, be deliberate and precise. But when it comes to creative systems, collaboration, and continuous improvement, perfection is the enemy of progress.

Do not wait. Do not hide behind excuses. Do not let fear of failure stop you from beginning. The first draft will not be the last draft. The important thing is that there is a draft. Because once you have something to review, something to test, and something to iterate on, you are on the path to excellence.

So whether it is your first pull plan, your first huddle, your first logistics board, your first sign, or your first schedule, do it. Fail. Learn. Do it again. By the time you reach version seven, you will be amazed at how far you have come. And by version fifteen, you will have something remarkable that sets you apart from everyone else.

Attack, attack, and attack some more. That is how you build mastery, transform teams, and elevate your work.

Key Takeaway
Excellence does not come from waiting until you are ready. It comes from starting before you are ready, being willing to fail, and improving relentlessly. The courage to attack, attack, and attack some more creates the path to mastery.

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

More Field Engineering Steps – Field Engineering Series

Read 8 min

The work of a builder or field engineer becomes clearer as the steps progress. Once the basics are in place, the focus shifts to maintaining tools, mastering software, and building the control systems that will guide construction.

Step 17 is all about creating and following a testing and calibration schedule. Just as projects need permitting and schedules to stay on track, equipment needs regular calibration. Field engineers should schedule testing and servicing for tribrachs, automatic levels, and total stations. Keeping equipment accurate prevents costly mistakes and builds habits that shape a career.

Step 18 focuses on getting the computer and applications ready. Too many companies make the mistake of giving new builders only an iPad. A computer is non-negotiable for real construction work. Builders need AutoCAD, Revit, Google SketchUp, Excel, and the rest of the office suite. They also need tools like WhatsApp for communication, Canva for visuals, and project management platforms. Miro can be added later for collaboration. The key is having a reliable computer set up with the right programs from day one.

Step 19 is learning AutoCAD. This can be done through professional training, LinkedIn Learning, or YouTube channels such as Lean Survey with Brandon Montero. Field engineers use AutoCAD to finalize primary and secondary control plans, overlay traverses, and input survey data. Teams that master AutoCAD early gain an edge in precision and confidence.

Step 20 is reading the rest of the field engineering methods manual. Earlier steps introduced the first eight chapters, but full competence requires reading the entire book. Understanding survey and control techniques in detail prepares engineers to handle real-world challenges in the field.

Step 21 shifts into reconciling the basis of bearings, the design benchmark, and the building coordinates. These elements explain how the site was surveyed and how the project was designed. Engineers should pull civil drawings, trace information, and understand how everything ties together. Step 22 then takes this into the field, where engineers survey the basis of bearings and design benchmarks, either by checking distances, tying into property lines, or creating a traverse.

Step 23 is designing primary control points. These are permanent points that surround the site and guide the entire project. Once installed, step 24 requires traversing the primary control to measure distances and angles with precision. This step produces a closure and assigns accurate coordinates to every primary control point. Step 25 adds level looping from the design benchmark to establish elevations for each point. With traversing and leveling complete, the engineer now has a reliable X, Y, and Z for the project.

Step 26 is creating a formal primary control plan. By overlaying traverses in AutoCAD, labeling the new coordinates, and printing a polished drawing, the engineer creates a reference that the entire team can trust.

Step 27 moves to secondary control, which is semi-permanent and tied to the building itself. These points align with grid lines and are offset to avoid disruption. Secondary control connects directly to the primary network and prepares the project for detailed layout.

Step 28 introduces working control. Unlike primary and secondary, working control is temporary and specific to building components such as walls, columns, or elevator pits. It is laid out, used during construction, and then discarded. This flexibility makes it possible to keep pace with the project’s progress.

Step 29 is the introduction of the chain. Builders at this stage move beyond flimsy tapes to certified steel calibrated chains with tensioners. These ensure precise parallel distance measurements on slabs and grids. Using the chain consistently raises accuracy, reduces rework, and reinforces the professional standard of field engineering.

By completing steps 17 through 29, field engineers position themselves to support projects with accuracy, discipline, and technical competence. The habits built here carry through every stage of a construction career.

Key Takeaway

Field engineers build consistency by mastering habits, tools, and controls. From calibration schedules to control networks, every step lays the foundation for accuracy and clarity in construction.

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

Last Field Engineering Steps – Field Engineering Series

Read 10 min

The final steps in the field engineering or builder’s role bring everything together. By this point, the foundation is strong, the drawings are ready, and the field is active. Now it becomes about quality, coordination, and building habits that ensure success as projects move forward.

Step 30 is where the port check process begins. With primary, secondary, and working control already in place, the project is likely in full motion. This is when quality checks come into play. Whether it is verifying masonry walls, checking a concrete placement, or performing general QC, this is where the builder shifts into a rhythm. The process should always follow a cycle of plan, build, and finish. Running around without focus leads to mistakes. Instead, the role of the field engineer is to plan each task, help the crew build it correctly, and then confirm the work is finished according to standards.

Step 31 builds on this by creating quality checklists. These checklists come directly from preconstruction meetings and ensure that nothing is overlooked. They keep teams aligned on expectations and provide accountability for installation standards.

Step 32 introduces features of work boards. Not every task falls into the typical categories of concrete or masonry. For unique scopes like installing an underground tank, visual feature of work boards make a big difference. These boards combine pictures from manufacturer instructions, bullet lists of steps, and clear visuals for the install teams. Whether it is a checklist or a feature of the work board, the point is the same: crews need clarity, and visual communication makes quality repeatable.

Step 33 emphasizes the importance of Revit. While ideally this tool is set up earlier in the process, now is the point where it becomes essential. Revit enables the creation of lift drawings, which are the foundation for field checks and planning. Installing the software, learning the basics, and setting it up properly is a non-negotiable skill for a builder. Training resources are available through platforms like LinkedIn Learning or internal company libraries.

Step 34 is where the first lift drawing comes to life. This drawing must meet lift drawing requirements and be thoroughly checked. Foremen and lead engineers should review it deeply. If it does not come back covered in red notes, the review is not detailed enough. These drawings become living documents that guide construction in the field, so creating them quickly and aligning them with the schedule is key.

Step 35 focuses on writing the first RFI. While project engineers or office engineers may handle this, field engineers benefit from owning the process. Writing RFIs connects directly to the work being installed and builds a deeper understanding of details, requirements, and potential gaps. This habit creates ownership and strengthens communication between the field and the design team.

Step 36 introduces the first trend chart. Tracking production in real time allows superintendents to see progress clearly. Whether it is cubic yards of concrete placed or the volume of excavation completed, data visualized in a chart gives insight into performance. This is a practice every builder should learn, as it strengthens accountability and supports proactive decision-making.

Step 37 shifts focus to vertical control. Once the project goes vertical, it is necessary to design methods for transferring grid lines and elevations from one level to the next. Options include chaining up from tower cranes, using vertical columns, or placing sleeves in decks for layout. This step requires planning, because mistakes at this stage can multiply across multiple floors. Lean survey resources and field engineering manuals provide excellent guidance on how to get this right.

Step 38 expands vertical control into transferring elevations. If elevations are not carried correctly from floor to floor, alignment problems can spread throughout the building. Careful planning and proper methods are critical to avoiding errors that can cost significant time and money.

Step 39 completes the sequence with grid leveling of structural decks. After placements, it is essential to check the floor flatness and document results. Without this step, teams risk needing expensive floor floating later in the project, which can run into hundreds of thousands of dollars. Getting it right the first time is the most cost-effective and efficient approach.

Together, these final steps complete the builder’s sequence. They provide a roadmap for quality, accountability, and consistency in the field. With port checks, checklists, lift drawings, RFIs, trend charts, and vertical controls in place, the builder’s role transitions from setting up systems to maintaining them as construction accelerates upward.

This closes out the field engineering series. These steps will be compiled into a guidebook tied to the field engineering methods manual so teams can use it as a reference. With this foundation, field engineers can approach their work with clarity, confidence, and consistency, helping their projects run smoother and their teams succeed.

Key Takeaway

The final steps of field engineering are about quality, clarity, and control. With proper planning and discipline, builders can ensure consistency as projects rise vertically and gain momentum.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

 

On we go

What Happens When a Trade Drives the Schedule?

Read 5 min

Don’t Let Trades Drive the Schedule

A question came in recently about how to handle trades who want to batch large areas on a project and, essentially, drive the schedule. This is an issue I’ve seen many times, and it’s worth addressing head-on.

Trade partners will often say: “Clear out a big space and let us go full speed. We’ll knock it out.” On the surface, it sounds efficient but in reality, it slows down the entire project.

Here’s why:

  • Large batch areas extend timelines. For example, one trade might take 10 days in a massive zone. If the work is split into two smaller zones, each taking 5 days, the overall phase shortens dramatically. Smaller zones mean faster project throughput.
  • Mismatched pacing disrupts flow. If most trades are running on a 5-day takt time, but one insists on a 10-day pace, the whole system suffers. Weeks and sometimes months are lost.
  • The orchestra analogy matters. Just like an orchestra needs a conductor, a project needs superintendents to set the rhythm. Every trade must move together, at the same pace, in balanced zones. If one trade tries to play solo at their own speed, the whole performance falls apart.

This is where the balance between flow efficiency and resource efficiency comes in. Lean thinking often emphasizes flow, but ignoring resources leads to burnout and chaos. On the other hand, focusing only on resource efficiency sub-optimizes the project. The key is combining both: pacing supply and demand so the entire system is optimized, not just one trade.

When a trade partner insists on doing whatever they want, it’s like a human body where only the lungs are healthy while the heart and liver are failing. The system dies, and the “winning” trade loses with it.

A superintendent’s job is to protect the whole ensuring every trade works together in sync. That’s the only way to deliver a profitable, healthy, optimized project.

Key Takeaway

Never let one trade dictate the schedule. Break work into smaller zones, pace all trades together, and balance flow with resource efficiency. The project only succeeds when the entire system is optimized.

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

We Are All Needed, Feat. Jason Sturgeon

Read 6 min

Building Better Leaders and a Healthier Construction Industry

In this blog, we sat down with Jason Sturgeon of Arcade Way finding to talk about his mission, the work he’s doing, and why leadership training in construction is about so much more than just building projects it’s about building people.

Jason has been in construction for nearly 30 years, working his way through roofing, siding, carpentry, and residential, commercial, and even owner’s rep roles. A decade ago, he founded Arcade Way finding, a company built on a simple but powerful idea, construction is a people business, and leadership should start with genuinely caring about crews.

The Heart of Leadership

Arcade Way finding’s programs, including Foreman Basic Training and PM Basic Training, focus on three pillars:

  1. Leadership: Teaching communication, conflict management, and how to build a real safety culture where crews look out for each other.
  2. Construction Management Principles: From daily reports and scheduling to RFIs and change orders, the fundamentals that field leaders need to navigate the role.
  3. Technology: Not about making foremen experts in every new tool, but teaching them a process to approach tech with curiosity and confidence.

At the center of all of this is one question, Are you leading from fear or from love? Jason points out that in construction, many leaders are afraid of being “found out” for what they don’t know. His approach normalizes asking questions, admitting gaps, and replacing fear-driven leadership with care driven leadership.

Beyond Work

Changing Lives

While better leadership creates smoother projects and more profitability, Jason cares most about the human results. Graduates of Arcade’s programs often share stories like:

  • Improved relationships with their crews and bosses.
  • Better connections with their kids and spouses.
  • One participant even credited the program with saving their marriage.

Addressing Industry Challenges

Jason is also leading the Build the Circle Initiative, which sponsors underrepresented groups in construction women, minorities, ESL speakers, LGBTQ workers into leadership roles. With the “silver tsunami” of retiring baby boomers, construction cannot afford to ignore untapped talent. Build the Circle ensures those voices have a path to leadership, with coaching and support for the long haul.

How You Can Support

Jason’s challenge to all of us is simple: when you see someone upset on the job, don’t just fight fire with fire. Slow down, listen, and ask: “Is this coming from fear or love?” That small shift can change relationships, projects, and lives.

And if you want to support Arcade’s mission, sponsoring a student for $2,500 can truly change someone’s career and life forever.

Key Takeaway

Construction is not just about building structures, it’s about building people. By leading with care instead of fear, investing in diverse leaders, and supporting programs like Build the Circle, we can create a healthier, more inclusive, and more sustainable industry 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

    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

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    Day 3

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    Day 4

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    Day 5

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