What Can a Lean Certification Do for My Construction Company?

Posted on December 11, 2025 by 20North

Read 13 min

The Short Answer: Lean certification equips construction professionals with systematic methods to eliminate waste, improve workflow, and boost project efficiency. Through structured training in lean principles and tools, certified teams reduce delays, minimize rework, and increase customer satisfaction while creating a culture of continuous improvement that transforms how construction projects are managed and delivered.

Construction projects face constant pressure to deliver quality results faster and more efficiently than ever before. Delays, rework, and communication breakdowns between trades can turn profitable projects into financial disasters. Lean certification offers construction companies a proven framework to address these challenges by teaching teams how to identify waste, optimize processes, and maintain consistent quality standards. This systematic approach to project management has helped construction firms reduce project timelines while improving both team morale and client relationships.

Understanding Lean in Construction

Lean methodology originated in manufacturing but has transformed construction management over the past two decades. At its core, lean focuses on maximizing value for customers while minimizing waste in every aspect of the construction process. This philosophy shifts the focus from individual productivity to overall project flow, helping teams work smarter rather than harder.

The construction industry presents unique challenges that lean principles address directly. Unlike manufacturing, construction projects involve multiple trades working in sequence, weather dependencies, and site-specific variables that change with each project. Lean methodology adapts to these realities by providing flexible frameworks that improve coordination, reduce waiting times, and eliminate unnecessary movement of materials and workers.

Construction companies implementing lean principles typically focus on eight types of waste:

Defects: Rework due to errors or quality issues
Overproduction: Building more than needed or before it’s needed
Waiting: Idle time between trade activities
Non-utilized talent: Underusing team members’ skills and knowledge
Transportation: Unnecessary movement of materials
Inventory: Excess materials sitting on site
Motion: Unnecessary movement of workers
Extra processing: Doing more work than the customer values

What Is Lean Certification?

Lean certification validates an individual’s knowledge and ability to apply lean tools and concepts in real-world situations. These certification programs provide structured learning paths that combine theoretical knowledge with practical application, helping professionals develop skills they can immediately use on construction projects.

The certification process typically involves completing training courses, passing examinations, and demonstrating practical application of lean concepts through project work. Different certification levels reflect varying depths of expertise and responsibility within lean implementation efforts.

Most lean certification programs in construction cover fundamental areas including:

Value stream mapping for construction processes
5S workplace organization techniques
Pull planning and Last Planner System implementation
Root cause analysis for construction defects
Visual management systems for job sites
Standardized work procedures for repetitive tasks
Continuous improvement methodologies

Professional certification bodies like Elevate Construction and various training providers offer construction-specific programs that address industry needs. These programs often incorporate case studies from actual construction projects, making the learning directly applicable to participants’ daily work.

Benefits of Lean Certification for Construction Companies

Improved Operational Efficiency

Certified lean practitioners identify and eliminate inefficiencies that plague construction projects. By applying lean tools systematically, teams reduce cycle times, minimize material handling, and optimize work sequences. Projects flow more smoothly when team members understand how their work impacts overall project success.

Enhanced Team Dynamics and Communication

Lean certification programs emphasize collaborative planning and communication techniques. Certified professionals learn to facilitate pull planning sessions, conduct effective daily huddles, and create visual management systems that keep everyone informed. These skills break down silos between trades and create more cohesive project teams.

The structured problem-solving approach taught in certification courses helps teams address issues objectively without blame. This improves morale and encourages workers to identify problems early rather than hiding them until they become critical.

Increased Customer Satisfaction

Lean-certified teams deliver projects that better meet client expectations. By focusing on value from the customer’s perspective, teams eliminate activities that don’t contribute to project goals. Regular check-ins and visual progress tracking keep clients informed and engaged throughout the construction process.

The predictability that comes from lean implementation builds client confidence. When projects consistently meet milestones and quality standards, clients become repeat customers and provide valuable referrals.

Financial Impact on the Bottom Line

Investment in lean certification delivers measurable financial returns through:

Reduced rework costs: Better quality control prevents expensive corrections
Lower material costs: Improved planning reduces over-ordering and waste
Decreased labor costs: Efficient workflows minimize overtime and idle time
Fewer delays: Better coordination prevents costly schedule extensions
Reduced insurance claims: Safer, more organized sites have fewer incidents

Construction companies typically see return on their lean training investment within the first certified project through these combined savings.

Implementing Lean Culture in Construction

Starting Your Lean Journey

Successful lean implementation begins with leadership commitment. Company executives must understand lean principles and actively support the transformation process. This includes allocating resources for training, allowing time for improvement activities, and celebrating early wins.

Begin with pilot projects that demonstrate lean’s value:

Select a manageable project with engaged team members
Provide white or yellow belt training to all participants
Apply basic lean tools like Takt Production System
Document improvements and share results company-wide
Expand to additional projects based on lessons learned

Choosing the Right Certification Program

Select certification courses that align with your company’s needs and project types. Look for programs that offer:

Construction-specific content: Generic lean training misses industry nuances
Flexible delivery options: Online learning combined with hands-on practice
Experienced instructors: Trainers with actual construction experience
Ongoing support: Access to resources after certification
Practical focus: Emphasis on real application over theory

Research training providers carefully. The best programs include case studies from similar projects and provide tools you can immediately implement.

Sustaining Continuous Improvement

Lean certification marks the beginning, not the end, of improvement efforts. Successful companies create structures to sustain momentum:

Regular Improvement Events: Schedule quarterly improvement workshops where teams apply lean tools to specific challenges. These focused sessions generate quick wins while reinforcing lean thinking.

Mentorship Programs: Pair newly certified individuals with experienced practitioners. This accelerates skill development and helps embed lean culture throughout the organization.

Performance Metrics: Track key indicators that reflect lean implementation success:

Percent Plan Complete (PPC)
First-time quality rates
Safety incident frequency
Schedule variance
Cost predictability

Recognition Systems: Acknowledge teams and individuals who successfully apply lean concepts. Share success stories in company meetings and newsletters to maintain enthusiasm for continuous improvement.

Common Challenges and How to Overcome Them

Construction companies often face resistance when introducing lean certification programs. Address these challenges proactively:

“We don’t have time for training”

Start with short, focused sessions that deliver immediate value. Online programs allow flexible scheduling around project demands.

“Construction is different from manufacturing”

Choose construction-specific certification programs that use relevant examples and address industry realities.

“Our projects are too unique for standardization”

Lean principles adapt to project variability while improving common processes like planning, quality control, and communication.

“Experienced workers resist change”

Involve senior team members early and recognize their expertise. Show how lean tools make their jobs easier, not harder.

Transform Your Construction Operations with Elevate Construction

Ready to reverse productivity decline and make construction enjoyable again? Elevate Construction specializes in lean training courses designed specifically for construction professionals. Our certification programs address the real challenges faced by superintendents, project managers, and field teams, using proven lean tools that deliver measurable results.

We don’t offer generic corporate training. Our construction-focused approach combines lean methodology with practical field applications, helping your teams eliminate waste, improve coordination, and deliver projects on time and within budget.

Take your construction operations to new heights. Contact Elevate Construction today to learn how our lean certification programs can transform your project outcomes, boost team morale, and strengthen your bottom line. Let’s build excellence together.

How Much Time and Money Can I Save Using Takt vs Traditional Methods

Posted on December 11, 2025December 11, 2025 by Danny Jiménez⁩

Read 9 min

A Practical Guide for Contractors, Consultants, Trade Partners, Cleaning Companies, and Training Providers Construction today is facing a crisis of predictability: late projects, shrinking margins, reactive firefighting, and teams stretched to their limits. Whether you are a general contractor, a trade partner, a consulting firm, a training provider, or even a construction cleaning company, the question is the same: How much time and money can we actually save by using Takt instead of traditional scheduling methods? The short answer: more than you think and faster than you expect. Below is real world data from contractors across the United States who shifted from traditional CPM based scheduling to Takt Planning. These results are not theory they’re measurable, repeatable outcomes from organizations that changed how they plan, sequence, and flow their work. Profitability Gains: Contractors Are Doubling (and Tripling) Gross Profit One client transitioned fully into Takt Planning with the support of Lean and production based consulting. Their results after implementing consistent flow, quality stabilization, and clear worker paths were dramatic. Before Takt:

4%–10% gross profit
Frequent delays
Unstable workflow and throughput

After Takt:

8% gross profit and climbing
All projects on track or ahead
Reduced rework and variability
Much smoother flow of trades

This shift wasn’t luck. It’s what happens when teams move from managing chaos to designing flow. A Month Faster: Real Schedule Compression with Higher Reliability Another contractor who previously delivered most projects late began using Takt with coached support. The results were immediate. Schedule Outcomes:

Late projects → now finishing on time or up to one month early

Productivity Outcomes:

380 sq ft/day → 680+ sq ft/day

This is nearly 80% more output, achieved simply by creating predictable zones, stabilized workflows, and eliminating trade overlap conflicts. Even partial Takt adoption created 1%–5% margin gains across several projects. Large General Contractors Are Seeing Consistent Half Percent Gross Profit Gains For large builders, system change is slow and complex but even then, Takt delivered noticeable benefits.

5%+ gross profit increases across entire portfolios
Reduced overtime and rework
Efficient labor utilization
Predictable handoffs for trade partners
Higher superintendent satisfaction and retention

A half percent improvement on a $500M–$1B portfolio represents millions in recovered profit. Field Reliability and Hit Rates Skyrocket A Florida contractor recently reported one of the clearest signs of stability: Schedule Hit Rate:

60% → 88% and rising

When Takt hit rates reach 85% or more, everything improves:

Fewer delays
Predictable labor loading
Better lookahead planning
Stronger trade partner relationships
Higher safety performance
Increased profitability

They are already seeing a 0.25% margin gain just from becoming more reliable. How Much Time and Money Can You Save? Based on aggregated industry data, here’s what organizations typically unlock when shifting from traditional scheduling to Takt: Time Savings:

5%–20% schedule compression
Up to 30+ days faster on interior or repetitive scopes
Significant reductions in waiting, rework, and trade stacking

Money Savings:

1%–5% gross profit increases for trade partners
25%–0.5%+ margin gains for general contractors
20%–50% improvements in labor production rates
Lower overhead due to shorter total duration

Stability Improvements:

PPC/hit rates rise from 50–60% to 80–90%
Teams experience less stress and fewer emergencies
Foremen become proactive, not reactive
Cleaning companies and support teams can plan with precision

And Takt supports every part of the construction ecosystem:

Consultants improve planning and alignment
Cleaning companies schedule labor accurately
Training providers deliver higher value education
Support teams gain clarity on needs
Trade partners dramatically improve throughput

Why Takt Outperforms Traditional Methods Traditional scheduling relies on CPM logic that is:

Too complex
Too static
Too late to react
Not flow based
Unstable and overloaded

Takt transforms the schedule into a flow engine, not a spreadsheet. With Takt, teams work in:

Stable zones
Predictable durations
Smooth, reliable handoffs
Clear daily priorities
Visual workflows anyone can understand

When people know where to be, what to do, and how long it should take, productivity stabilizes and profits rise Conclusion: Takt Isn’t Just a Scheduling Tool It’s a Business Strategy If you’re wondering, “How much time and money can I save using Takt?” the truth is simple: Most companies who adopt Takt fully see improvements they didn’t believe were possible. It shows up in:

Faster project delivery
Higher profitability
Better safety and quality
More satisfied teams
Stronger trade relationships
Lower overhead
Fewer surprises and emergencies

Takt works for everyone from contractors to cleaners, trainers, consultants, and support teams. If you’re ready to transform how your projects run, the data is clear:

Takt saves time.
Takt saves money.
Takt stabilizes teams.
Takt wins.

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’s Broken in the U.S. Construction Industry (And How to Fix It)

Posted on December 11, 2025December 11, 2025 by Danny Jiménez⁩

Read 10 min

What’s Broken in the U.S. Construction Industry and How We Fix It

In this blog, I want to walk you through something I’ve been studying, researching, and observing for more than 14 years: the deeply rooted behaviors that continue to harm the U.S. construction industry. These aren’t surface level complaints. They are patterns that damage people, destroy flow, weaken teams, and keep our industry decades behind where it could be.

Right now, I’m writing a book called Elevating Construction the Lean Way, and this topic is at the heart of it. Until that book is ready, I want to share the clearest list I’ve ever created of the 25 destructive habits we must remove fast if we want our industry to evolve.

These come from my own journey of studying Lean, going to Japan with Paul Akers, visiting dozens of companies, and coaching teams across the world. I’ve seen what works and, more painfully, what doesn’t. These 25 things are hurting us, and we must walk away from them with urgency.

25 Behaviors We Must Leave Behind

Grading and Labeling People

Our school system is built on labeling, ranking, and demotivating people. We drag that mindset into construction and treat craftworkers as “less than” because they didn’t take the academic path. It destroys potential. We must stop grading people and start developing them.

“Go Figure It Out” Culture

Old timers claim they “figured it out” alone. No, we didn’t. We had mentors, guidance, and support. Sending people out to fail on purpose is toxic and accelerates burnout. We must coach shoulder to shoulder.

Seeing People as Expendable

Frederick Taylor taught the world to treat humans like replaceable machinery. That mindset still poisons construction today. Systems like CPM amplify the harm by overloading crews and increasing WIP. People are not resources they are the system.

Toxic Competition

Competition is fine; toxic competition is not. Construction behaves like warring factions instead of a team trying to win a championship. Cooperation wins not litigation and sabotage.

Pushing Work Instead of Driving Flow

Most of our problems come from pushing. Pushing schedules, pushing people, pushing crews to keep going when the conditions aren’t ready. We must replace push with pull and flow.

The Lone Wolf Mentality

“No one tells the super what to do!”
That cowboy mindset creates chaos. Leaders must align with the operating system not operate outside of it.

Wanting to Be Right Instead of Finding What’s Right

Big egos sink megaprojects. We need humility, not stubbornness.

Hiding Innovation Behind Paywalls

Stop inflating the cost of tech and processes so investors can profit. Construction needs access to tools not gatekeeping.

Racism, Sexism, and Excluding Diversity

Diverse teams perform better. Exclusion destroys culture, safety, and innovation. Enough said.

Political Campaigning and Buzzwords Instead of Solving Problems

Ideology doesn’t build flow. Collaboration does.

Believing Money and Tech Will Fix Culture

Money doesn’t solve waste. Technology doesn’t fix people. Lean behavior does.

The Belief That People “Deserve to Suffer”

Hardship is not a leadership strategy. Making the work easier is.

Defaulting to Arguments

Arguing is not problem solving. Curiosity is.

Seeking Fame Over Service

Firefighter arsonist superintendents, flashy influencers, ego driven leaders none of it elevates the industry. Service does.

Rebellion for the Sake of Rebellion

We’re not in a revolution. We are in construction. Rejecting good systems “just because” is destructive.

Being Proud of Ignorance

Not reading, not learning, not improving it’s nothing to brag about. We must build a culture of education.

Bullying

Zero tolerance. Ever.

Continued Racism and Sexism on Sites

Graffiti, harassment, comments there’s no defense for any of it.

Hating Neighboring Countries

The U.S. construction industry depends heavily on Mexico and Canada. We must stop degrading the people who help us survive.

Using Punishment as a Management Strategy

Respect not punishment drives performance.

Celebrating Suffering Instead of Smart Work

Bleeding hands, bad knees, and destroyed backs aren’t badges of honor. They’re signs of broken systems.

Greed

Hoarding money instead of investing in people is one of the biggest obstacles to progress.

Leading Through Fear, Anger, and Hate

Workers need connection and respect not intimidation.

Underpaying People

People shouldn’t have to quit to earn market value. Companies must initiate fair raises.

Rewarding High Performing Jerks

“A-holes never die,” the Glamis flag said but we don’t have to promote them. High trust always beats high performance with low trust.

Why This Matters

These 25 patterns are not small issues. Together, they create the suffering, chaos, turnover, burnout, litigation, and unpredictability we see every day on job sites across America. Walking away from them fully, intentionally, and aggressively is the only way we transform our industry. You will always hear me talk about where we need to go. But unless we identify what we must leave behind, we will never make it there.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

How We Take Care Of Ourselves At Home

Posted on December 10, 2025December 10, 2025 by Danny Jiménez⁩

Read 8 min

How We Take Care Of Ourselves At Home

Welcome, everyone . Today I had the chance to sit down with my good friend Mark Story, and we explored a topic that every construction professional wrestles with at some point: how do we take care of ourselves at home while still showing up with excellence at work? Mark has decades of experience, and I always appreciate the wisdom he brings to these conversations. This blog is all about that balance and what it truly means to build not just projects, but a life.

I opened by asking Mark a simple question: What does it mean for a professional to “make a home”? His answer and the depth behind it set the tone for the entire discussion. He shared how motivations evolve as our careers advance. In the early stages, we chase titles, money, opportunities. We need those things to build a family and a future. But as the years move on, priorities shift. Kids arrive, grow, and eventually start families of their own. Suddenly, time at home becomes more meaningful than overtime at work. That shift is natural, but many of us struggle to adapt to it.

Mark works with a number of professionals who are all in different life stages, and yet they share the same challenge: navigating demanding projects while still being present for the people who matter most. He coaches them on delegation, focus, and planning not just for the project, but for their families. On one project alone, several team members have welcomed new babies, and Mark continues to emphasize that those moments cannot be missed. A hard project may last 18 months, but a child’s first steps happen once.

One idea Mark shared that really resonated with me is planning personal time with the same rigor that we plan project work. He and his wife Julie sit down regularly to map out vacations, family trips, and important milestones long before the year unfolds. He uses a color coded calendar to stay intentional: one glance tells him where he’s going, when he’s home, and whether he’s overloading himself. Once something is on the calendar, it becomes a commitment not a wish.

I’ve gone through my own wake up calls on this topic. Years ago, Kate told me, “You always say it’s a busy time you’ll always say it.” She was right. I hit that moment again when running the business and flying constantly. She even told me, bluntly, “You don’t know how to plan.” That stung, but she was right about that too. I knew how to plan projects, but I wasn’t planning first things first. Once I started scheduling family time, trips, and home weeks in advance, everything began to shift. And just like Mark said, things at work still got done it all worked out.

Mark drew a connection that I loved: if we don’t own our calendar, the calendar will own us. This is true on projects and in our personal lives. When we don’t control our time, we eventually burn out, our families feel the strain, and the quality of our work drops. But when we plan ahead whether it’s a yearly vacation, a week working from home, or simply blocking out evenings we protect our health and relationships. And healthier people lead better teams.

He also talked about something many of us forget: moments of rest heal us. For him, it’s hunting trips, time in nature, or traveling with family. For others, it might be hiking, reading, fishing, or simply being home for bedtime. Whatever it is, it has to be protected, not squeezed in as an afterthought.

By the end of our conversation, one principle stood above the rest: Treat your personal life with the same discipline, clarity, and intention that you bring to your job. Plan it, protect it, and prioritize it. Your work will improve because you improve.

This was one of my favorite discussions with Mark, and I’m grateful for his insight and honesty. I hope this blog inspires you to reflect on how you plan your time and how you care for the people waiting for you at home.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Borrowed Knowledge vs. Learned Knowledge: Why Experience Matters

Posted on December 10, 2025December 10, 2025 by Danny Jiménez⁩

Read 9 min

Borrowed Knowledge vs. Learned Knowledge: Why Experience Truly Matters

In this blog, I want to dive into one of the most important lessons I’ve been reflecting on since returning from Japan: the difference between borrowed knowledge and learned knowledge. Both matter, both have power, and both can completely change the way we approach our projects, our companies, and our own development as builders and leaders.

My Lean Journey and the Roots of Borrowed Knowledge

It’s been about fourteen years since I started my lean journey with Paul Akers’ book 2 Second Lean. That book changed my perspective, and over time I’ve watched its principles circle back to their deeper roots in Japanese culture and post–World War II global learning. When I went to Japan, I saw firsthand how deeply the concept of borrowed knowledge is embedded in their society. Every insight, every practice, every improvement was credited back to someone who taught it first. There was no ego, no prideful guarding of ideas. It was simply: we learned this from them.

Coming home, I kept talking about Japan, and in one training session someone joked, “Well, we’re not Japanese.” Thankfully, Kevin Rice had the emotional maturity I sometimes lack and helped bring the room back into focus. His message was simple: learning from another culture is not imitation, it’s wisdom. And that’s when it clicked. Borrowed knowledge isn’t weakness. It’s intelligence.

Why Borrowed Knowledge Is Hard for Western Culture

In North America, especially the United States, we tend to elevate learned knowledge but undervalue borrowed knowledge. We cling to pride, nationalism, and the belief that we already have the best way. But traveling the world quickly humbles you. You see beautiful cities, effective governments, advanced technology, and cultures that have mastered principles we’re still fumbling with.

The truth is simple: we are stronger when we learn from others. We are better when we stop acting like the center of the universe and start embracing global wisdom. Ignoring ideas just because they didn’t originate here is nothing but arrogance disguised as practicality.

Why This Matters in Construction

Construction is notorious for being closed off. Everything is proprietary. Companies guard their templates, spreadsheets, and systems like crown jewels. But let’s be honest nobody is winning jobs because of a secret spreadsheet. The real differentiator is people, culture, and collaboration.

Borrowed knowledge could change everything in our industry. Imagine if:Project teams regularly toured other projects to learn from successes and failures.Superintendents flew to visit jobs farther ahead to understand what’s coming.Companies formed true strategic partnerships to evaluate each other’s systems.Crews learned from other crews instead of isolating themselves. We replaced “competition and secrecy” with “sharing and raising the bar together.” we would elevate the industry overnight.

Two Ways People Learn

There are only two real ways to learn:

Wisdom: learning from others.

Sad experience: failing repeatedly until something breaks.

Borrowed knowledge is wisdom. It saves us from pain we don’t need to endure. It protects teams, schedules, budgets, and relationships. And it accelerates progress because we don’t waste time reinventing the wheel.

Breaking Toxic Construction Mindsets

We need to kill some deeply rooted ideas in our industry:

“I run my own job. I don’t need to walk someone else’s.”
“I don’t want anyone walking my job.”
“We can’t share that’s competition.”
“I’ve done this for 30 years. I don’t need new information.”
“I’m not making blogs or videos to help others.”

None of these beliefs serve us. None make construction better. All of them hold us back. We rise together, or we fall apart. A project is only as good as its slowest or weakest performer. If one crew struggles, the whole job struggles. If one company learns something valuable, we should want that knowledge shared, not hidden.

The Power of Borrowed Knowledge

Learned knowledge is vital. It carries personal weight and experience. But borrowed knowledge is the key to accelerating growth without unnecessary suffering. It connects us to global wisdom, keeps us from repeating avoidable mistakes, and pushes the entire industry toward excellence. I encourage you to explore the work of Paul Akers. He is the embodiment of borrowed knowledge done right.

And here’s the question I want to leave you with: How can your teams, your company, and our entire industry start leveraging borrowed knowledge more every day? If we embrace that mindset, what becomes possible is nothing short of remarkable.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

What “Mottainai” Really Means — Eliminating Waste the Japanese Way

Posted on December 9, 2025December 9, 2025 by Danny Jiménez⁩

Read 8 min

Mottainai: Eliminating Waste the Japanese Way

I love writing about mindset, and this blog is one of my favorites because the concept of mottainai, meaning “what a waste” or “it’s a shame to waste,” has genuinely changed the way I live and work. This isn’t something I learned in theory. It’s a lesson that came from real experience and a personal shift in how I view value, resources, and responsibility.

My Wake-Up Call With Waste

Years ago, when I was working for a general contractor as a director, we made massive improvements. We created field engineer bootcamps, superintendent and PM bootcamps, strengthened scheduling, improved survey operations, and elevated field systems across the board. It was meaningful work and we invested heavily in doing things right.

The CFO once told me he knew my salary was expensive, but he didn’t expect me to spend a million dollars on top of that. And he wasn’t wrong. If we needed supplies, I bought them. If we ran a bootcamp, I went all out. It grew the business but also created waste. A lot of waste.

At home, I had the exact same habit for more than a decade. I would rather replace something completely than maintain or preserve it. But now, for the first time in 10 to 15 years, I’m changing that mindset. I’m repainting instead of rebuilding, repairing instead of replacing, preserving instead of discarding. I’m packing straps so they last longer, fixing trailer floorboards, maintaining the boat upholstery rather than buying new. It sounds simple, but for me, it’s a major shift.

Living a lean life instead of simply talking about it has helped me embrace mottainai in a meaningful way.

What Japan Taught Me About Preservation

My trip to Japan transformed the way I think about waste. Japan is the cleanest and most considerate country I have ever visited. Everything feels intentional. Everything feels cared for. Old buildings are preserved with pride. Stone exteriors allow moss to grow in elegant patterns. Wooden structures are repaired and refinished, not demolished and replaced.

In the United States, we often tear things down because they are not pristine or new. Japan keeps things alive by maintaining them continuously. Clean sidewalks, restored bridges, refinished woodwork, and preserved architecture all reflect a cultural mindset of respect and care.

Even their daily habits show it. Smaller meals. Eating to 80 percent full. Finishing what is on their plate. And remarkably, almost no visible trash despite almost no public trash cans. Instead of managing large amounts of waste, they focus on not producing waste in the first place.

This is mottainai in action, and it is powerful.

Bringing Mottainai Into Construction

Construction is one of the most waste-heavy industries in the world. Materials come into the building, get cut and modified, and a significant percentage leaves as trash headed for landfills.

I remember finishing a project in Victorville, California. My dad built an entire barn, a massive one, using leftover siding and structural components that the project planned to throw away. Those materials were considered trash. He turned them into a fully functioning structure.

If we embraced mottainai on our projects, everything would change. We would prefab more. We would pre-kit more. We would pre-cut and preassemble more. We would reuse packaging materials instead of discarding them. We would recycle reinforcing instead of tossing it. We would create less food waste. And we would use materials responsibly, not carelessly.

Mottainai is not about being cheap. It is about being responsible with nature, resources, and human potential.

A Mindset Worth Teaching

Imagine sharing this mindset during daily worker huddles. Imagine crews viewing waste as something unacceptable, something to avoid, something that deserves attention rather than indifference. Imagine them treating every material, every resource, and every hour of labor as valuable.

That is the power of mottainai. It shifts our thinking from replacement to preservation, from consumption to stewardship, from quick fixes to long-term responsibility.

I am sharing this blog because this concept has the power to transform individuals, teams, and entire project cultures. I invite you to learn more about mottainai and consider how it can shape the way you lead, build, and live.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Respect Your Partners And Suppliers

Posted on December 9, 2025December 9, 2025 by Danny Jiménez⁩

Read 6 min

Respect Your Partners and Suppliers: A Lesson from Toyota

Welcome, everyone. I’m glad you’re here, and I hope you’re doing well and staying safe out there. Today I want to share a short but meaningful message about something that permanently shifted the way I look at construction partnerships: respecting our partners and suppliers at the same level we expect them to respect us.

What I Learned from Toyota

When I began studying the Toyota Production System, I knew they supported their suppliers in becoming lean. What I didn’t understand until I went to Japan myself was the depth of that commitment. At the Toyota museum and in conversations with former leaders, I learned that general managers spend most of their time not inside Toyota plants, but with the vendors who supply sub-assemblies.

The Toyota production line rarely needs intervention because the system works. Where they invest their time is upstream, ensuring the companies feeding into their system are supported, coached, and operating at a high standard. When a company partners with Toyota, they agree to full transparency. Toyota teams have access to observe processes, monitor data, and help their partners improve.

It is one of the most respectful and mutually beneficial business relationships I’ve ever seen. Toyota gets reliable, defect-free parts delivered in right-sized quantities at the right time, and suppliers become stronger and more capable businesses.

What This Means for Construction

If we truly respect our partners and suppliers, we won’t treat them as outsiders or adversaries. We won’t only call when something goes wrong. We won’t squeeze them financially and wonder why quality suffers. Respect means investing in their success.

High Street Ventures in Canada is a powerful example of this mindset. They put every foreman, superintendent, project manager, and lead person from their trade partners through a full High Street–funded training boot camp. Books, manuals, food, and the entire event are covered. On the jobsite they support their partners with fair financial practices, ongoing education, and a culture built around shared success.

They don’t say, “Do better.”
They say, “Let us help you get there.”

That is partnership. That is leadership.

A Call to Lead Differently

Just like Toyota’s general managers, we shouldn’t spend all our energy focused internally. If we want excellence on our projects, we have to intentionally support the companies who help us deliver them. When our partners thrive, our projects thrive. When we elevate others, we elevate the entire industry.

Thank you for reading.

If you want to learn more we have:

Discover Jason’s Expertise:

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How To Mark Logistics & Zone Maps

Posted on December 9, 2025December 9, 2025 by Danny Jiménez⁩

Read 9 min

How to Mark Up Your Visual Maps for Better Planning and Flow

Welcome, everyone. I hope you’re doing well and staying safe out there. Today I want to share one of my absolute favorite topics: how to properly mark up your visual maps so your team can see the full picture of tomorrow’s work. When this is done right, it becomes one of the most powerful planning tools on a jobsite.

Before getting into the lesson, I want to revisit an important builder’s code principle that sets the foundation for everything we do in planning. We must iterate on paper. True iteration happens long before the field is touched. The smartest contractors in the world sketch ideas, erase low-cost mistakes, work out logistics visually, and model options before they pour an ounce of concrete or set a single panel. Field experimentation is costly; paper experimentation is a superpower.

I also received a message recently that reminded me why this work matters. A reader shared how Lean principles and servant leadership helped them survive one of the most difficult seasons of their career. They said one of my books felt like finally having an ally standing beside them. That means everything to me. We aren’t here to manage machines; we’re here to lead people.

Now let’s get into the heart of this blog.

Why Most Teams Misuse Visual Maps

When the Last Planner System is implemented correctly, teams usually have logistics maps and zone maps on the wall, daily foreman huddles the afternoon before work, and roadblocks visually identified before the meeting starts. All of that is good. But even with these systems in place, most teams still miss the most important step. They only mark the work area. That alone is not enough for problem solving, and it certainly does not reveal conflicts.

I saw a team recently that had excellent visuals and good meeting flow, yet they weren’t actually solving problems. They described where the work was happening, but they weren’t showing the full impact of the operation. Without the full picture, no one truly understands what tomorrow will look like, and conflicts hide inside that blind spot.

How to Properly Mark Up Your Maps

When a trade steps to the board, they shouldn’t simply highlight the task they’re performing. To make the visual truly meaningful, they must show the full operational footprint. Here are the four elements I teach every team.

First, mark the actual work area. This is the wall, room, pour, or zone where the installation or activity will occur.

Second, draw the access path your crew will use to reach that work. This includes worker travel, material flow, equipment routes, and any choke points. Access is where the majority of conflicts hide.

Third, identify the staging area. Every operation has materials, tools, and equipment that need a home. If staging isn’t drawn, it will end up placed wherever space is available — usually causing unnecessary congestion.

Fourth, show the space your workers will physically occupy during the work. People take up space. Crews assembling, rigging, unloading, or prepping for installation need far more room than the work area itself.

Once these four elements are drawn, the map becomes a real representation of tomorrow’s plan. It shows the truth, not just the intention.

Why This Matters on Real Projects

Urban sites, constrained lots, and mega-projects all hit the same wall eventually: logistics becomes the bottleneck. Once a team begins running Lean, optimizing flow, and increasing schedule reliability, the next constraint is almost always space management.

I recently reviewed a deep excavation and basement wall sequence on a project in downtown San Francisco. The only way to determine whether the plan was possible was to draw everything: work areas, access paths, staging zones, and crew space. As soon as the complete picture was on paper, it became clear that several planned operations could not physically occur at the same time. That discovery saved the team from chaos in the field.

This is why drawing all four components is essential. When you see the whole picture, you find the conflicts early, not after losing time, money, and energy.

Bringing It All Together

If your team is only drawing the work area, you are missing the entire value of visual mapping. When the work, the access, the staging, and the worker footprint all appear on the board, your foreman huddles transform from simple reporting sessions into powerful problem-solving conversations.

With complete visuals, you expose conflicts early, improve coordination, reduce chaos, and protect flow. Visual maps aren’t just colorful drawings; they’re truth-telling tools. And truth brings stability.

I hope this blog helps you elevate your planning conversations and brings more clarity to your daily coordination.

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The In-N-Out Burger Call

Posted on December 9, 2025December 9, 2025 by Danny Jiménez⁩

Read 8 min

The In-N-Out Burger Callout: A Lesson in Flow and Predictable Production

Welcome, everyone. I hope you’re doing well and staying safe out there. In this blog, I want to share a concept I call the In-N-Out Burger Callout, a simple but powerful lesson in how to keep work flowing on a construction project.

Before I dive in, I want to revisit part of the builder’s code that has shaped the way I work: Excellence mostly, perfection sometimes. Years ago, a master builder told me to focus on excellence, not perfection. Most work only needs to be moved forward artfully and intentionally. But when it comes to safety, perfection is the standard. We don’t get a redo when someone gets hurt. Safety is where perfection lives.

I also want to share a message I received recently. Someone wrote to tell me they listened to my content before interviewing for a new role and that the leadership training they attended transformed not only their mindset but how their team saw them. Stories like that mean everything to me. They remind me why I do this work.

Now, let’s talk about In-N-Out.

Anyone who knows me knows I’m a huge In-N-Out fan. I grew up in California, and the flavor, the simplicity, and the “old-school burger joint” atmosphere hooked me early. Even now, despite focusing more on my health, I still find myself at In-N-Out once or twice a week. It’s a love story at this point.

But it’s not just the food. In-N-Out is one of the most consistently lean businesses I’ve ever seen. Their systems are tight, predictable, and incredibly stable. And here’s where the construction lesson comes in.

When you drive through Culver’s, for example, the product is great—but the order is wrong nearly every time. At In-N-Out, in hundreds and hundreds of visits, I can barely recall an incorrect order. Why? Because they do something brilliantly simple:

When a large or complex order comes in, they call it out verbally and start cooking early before the order ever enters the formal system.

If I walk in with my whole family, that’s 20 patties with cheese and 6 without. Before the cashier even finishes entering the order, someone shouts “20 and 6!” and the grill crew immediately starts preparing those patties. By the time I reach the window, the work is already done. The variation of a massive order is handled before it disrupts the normal flow.

That is the essence of the In-N-Out Burger Callout.

On a construction project, flow often breaks down because we fail to anticipate variation. People say, “This won’t work in takt planning,” or “What about this complex space?” But just like In-N-Out, predictable systems allow for strategic flexibility.

I saw this firsthand on the Bioscience Research Laboratory project. The electrician—one of the best I’ve ever worked with—came to me early. He said, “Jay Money, we’re flowing perfectly, but on level four we have feeders under the upper deck. If I don’t get ahead of that now, it’ll slow everything down later. Can I negotiate early access and start running rigid conduit?”

That is the In-N-Out Burger Callout in construction. He saw the variation coming. He called it out before it became a problem. And the project stayed on schedule because of it.

The lesson is simple but transformative:

Great builders don’t wait until flow breaks to react. They look ahead, spot variation, and call for what they need early labor, materials, approvals, access, or support so the system keeps moving.

Workers, foremen, field engineers, superintendents, PMs, if you learn to do this consistently, you will become one of those proactive leaders who protect flow instead of fighting fires.

I hope you enjoyed this blog.

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Logistics Support Person

Posted on December 9, 2025December 9, 2025 by Danny Jiménez⁩

Read 10 min

The Role of a Logistics Support Person: Why Every Complex Project Needs One

Welcome everyone. Today I want to share something I’ve been seeing more and more on jobsites across the country: the growing need for a dedicated logistics support person. After touring large urban projects and studying how the best teams operate, it’s clear that logistics is no longer a side responsibility. It is a full-time leadership role that can transform the flow of work.

Before I get too far into the topic, I want to ground the discussion in a principle I rely on often: assume everything is wrong the first time. Not because people don’t care, but because human nature is imperfect. When we assume perfection, we overlook checks, processes, supportive systems, and structure. But when we assume something might be wrong, we design an environment where people can succeed. That is at the heart of a strong logistics system. It is not about doubting people. It is about caring enough to create systems that protect them.

Recently I received a message from someone who had attended our training. His team shared that he returned to the project as a completely different leader, clearer, more passionate, and more connected to his people. When asked what changed, he said he realized he needed to lead with the same love and enthusiasm he saw modeled during training. He understood that his team feeds off his energy. Messages like this remind me why roles like logistics support matter so much. Systems create safety and flow, but it is people who make them meaningful.

What I Learned About Logistics in Japan

When I visited Japan, I encountered a role known as the water spider, someone who moves between production pods delivering materials and information so production never stops. They glide left and right, fast and responsive, keeping the flow alive. This position is not a step down. It is a position of mastery. And as I’ve observed, construction desperately needs its own version of that.

Why Construction Needs a Logistics Support Person

On one project in downtown San Francisco, the staging area was so tight that only a single truck could squeeze in at a time. Roads were congested, space was nonexistent, and dozens of trades were operating simultaneously. The lead superintendent and I immediately realized we needed one person dedicated entirely to logistics. Not a runner. Not an assistant. A trained and empowered leader who owned the flow of the site.

Some people hesitate to take on this role because they think it is a step down from supervising crews. But as Mr. Amazawa in Japan taught me, if you want to be promoted, go to the problem areas. Logistics is one of the biggest problem areas in construction. Mastering it makes you invaluable.

The Core Responsibilities of a Logistics Support Person

A logistics support person oversees hoisting, materials, deliveries, access, site setup, and day-to-day movement. They understand how the crane is reeved, how fast it can pick, and how many operations can realistically be handled in a given hour. They pay attention to the hoist schedule, the forklift routes, and the human traffic moving through entrances and stair towers. None of this can be guessed. It requires analysis, observation, and coordination.

Deliveries also fall under their responsibility. This means knowing what is coming, when it is arriving, what inspection is required, and exactly where it will be placed so it does not need to be moved multiple times. A logistics support person keeps the delivery map updated, distributes information to hoist and equipment operators, and ensures all movement aligns with the crane and hoist capacities.

They also take ownership of the logistics infrastructure. This includes access points, loading platforms, temporary walkways, traffic routing, perimeter fencing, safety stations, lighting, signage, and queuing areas outside the site. If craft labor supports these tasks, the logistics person manages their standard work and ensures nothing falls through the cracks.

Prefabrication and pre-kitting are a huge part of their work as well. On projects with space, this might mean establishing a pre-kitting yard with power, lighting, water, tents, cutting tables, and waste stations. When space is tight, it means coordinating with trade partners so that kitting happens off-site. The goal is the same. Materials should arrive to their installation area ready to use without unnecessary movement or clutter in the building.

Why This Role Matters So Much

The true purpose of a logistics support person is to create flow. When logistics are predictable, work becomes easier, safer, and more stable. Superintendents do not waste their time chasing deliveries or fixing traffic jams. Trades are not tripping over each other. The site becomes calmer and more productive. And most importantly, people feel supported by a system designed for their success.

This is not a helper position. It is a leadership role that touches every corner of the project. In my opinion, mastering logistics is a powerful career accelerator. Anyone who understands flow, capacity, movement, and stability becomes essential to any team.

I will be turning this concept into a standard work document and scorecard soon because I want this role to become standard practice across the industry. It is one of the most transformative positions we can add to a project team.

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Understanding Lean in Construction

What Is Lean Certification?

Benefits of Lean Certification for Construction Companies

Improved Operational Efficiency

Enhanced Team Dynamics and Communication

Increased Customer Satisfaction

Financial Impact on the Bottom Line

Implementing Lean Culture in Construction

Starting Your Lean Journey

Choosing the Right Certification Program

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Common Challenges and How to Overcome Them

Transform Your Construction Operations with Elevate Construction

Mottainai: Eliminating Waste the Japanese Way

My Wake-Up Call With Waste

What Japan Taught Me About Preservation

Bringing Mottainai Into Construction

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