Month: February 2026

Last Planner in Construction | Pull Planning Mistakes to Avoid (Stop Doing It Wrong)

Posted on by Danny Jiménez⁩
Read 23 min

Pull Planning Mistakes to Avoid: Stop Doing It Wrong

Here’s a hard thing to say and I don’t mean to be offensive. You’re an A+ builder, but from a system perspective and an educational perspective, people are teaching pull planning wrong. I just want you to know there is a right way. And the way most of the industry does it creates large batch waste, loses vertical alignment to milestones, and disrespects the trades by exporting schedules they don’t see, use, or understand.

Let me show you what’s wrong and how to fix it.

The Pain of Pull Planning the Wrong Way

Here’s what the industry typically does wrong with pull planning. They will say that you should go from a CPM schedule and inside the CPM schedule, you should pick intermediate milestones. That’s the first thing that’s wrong. You take that milestone and then you pull plan to it. And Lean professionals will actually say go backwards, which is the hardest way to do it. You can go forward or backwards as long as you go in the opposite direction to check.

They’ll do the pull plan, but they’ll do it just for one area, which means that it will be a large batch and you’ll waste weeks and months this way. And then they will say, take this pull plan and loop it back into the CPM. In that way, it gets lost and your CPM becomes a level four verging on a level five and now it’s unmanageable.

Then what will happen is because it’s lost in here, the scheduling team will typically say your lookahead and your weekly work plan, go ahead and create those from scratch and then use those. You’re going to love this. And have those educate the CPM so that the CPM can then export your new weekly work plan that’s given to the trades.

Here’s what’s wrong with this entire process. First, the milestones are wrong because CPM doesn’t have diagonal trade flow, buffers, or a path of critical flow. Second, you wasted weeks or months by pull planning one large area instead of zoning properly. Third, you’ve created an unmanageable level four or level five CPM that nobody can maintain. And fourth, you’re exporting schedules that the trades don’t see, use, or understand. That’s disrespectful. And it doesn’t work.

Why CPM Milestones Don’t Work for Pull Planning

Okay, let me talk about this. I think you’re going to love the argument here. First of all, because a CPM schedule doesn’t have diagonal trade flow and it’s not planned with buffers and it doesn’t have a path of critical flow, your milestones will not be correct.

Here’s why this matters. CPM milestones are set based on tasks and dependencies. But they don’t account for trade flow. They don’t account for buffers. They don’t account for the reality that the project moves at the pace of the slowest trade through the hardest zone. So, when you pull plan to a CPM milestone, you’re pulling to the wrong target. The milestone might say “structural complete by June 1st.” But if you actually flow the trades zone by zone with proper buffers, you’ll finish earlier. Or if you don’t have proper flow, you’ll finish later. Either way, the CPM milestone is wrong.

Takt milestones, on the other hand, are set based on diagonal trade flow, buffers, and the path of critical flow. They account for zone size, trade rhythm, and the reality of how work actually flows through the building. So, when you pull plan to a Takt milestone, you’re pulling to the right target. And you gain vertical alignment.

Why Pull Planning Large Batch Areas Wastes Time

Second, if you pull plan just one large area, you’ve wasted weeks or months and that’s called large batch. That’s a mathematical scientific certainty.

Here’s the math. If you pull plan the entire floor as one area, you’re treating it as a large batch. Little’s Law says smaller batches shorten duration even though trade time stays the same. So, when you pull plan one large floor, you’re locking in a longer duration. But if you zone the floor by work density and pull plan zone by zone, you pull in the overall duration and gain buffers. Same trade time. Shorter project duration. That’s the power of right-sizing the batch.

Pull planning one large area also creates trade stacking, eliminates buffers, and breaks flow. You can’t maintain rhythm across an entire floor. You can’t coordinate handoffs cleanly. You can’t finish as you go. Large batch pull planning looks productive in the meeting, but it wastes weeks or months on the actual project.

Why Recreating Look-Aheads and Weekly Work Plans Is a Waste

Doing the lookahead and weekly work plan from scratch and looping them into an unmanageable level four, level five CPM is not even the way CPM was designed to be. This is going to get you in trouble and you’re going to hobble the workforce. Then exporting a schedule that people do not see, use, or understand or implement is a waste of time and we’re disrespecting the trades.

Here’s what happens. The team does the pull plan. It gets lost in the CPM. So, the scheduling team says, “Create the lookahead and weekly work plan from scratch.” The trades do that. Then the scheduling team loops it back into the CPM. The CPM updates. And then the CPM exports a new weekly work plan to the trades. But the trades didn’t create that export. They don’t understand it. They don’t use it. And it doesn’t match the pull plan they actually created.

That’s a waste of time. That’s disrespectful. And it hobbles the workforce because they’re working from a schedule they didn’t create and don’t understand.

The Right Way to Do Pull Planning

This is not the way to pull plan. I am going to be very, very specific about how to do this the right way. First of all, when you do pull planning the right way, and I’m not trying to be arrogant, I learned this from other people, so I’m not special, the concept is special.

When you do your pull planning the right way, your macro-level Takt plan will have diagonal trade flow. That means it will be planned where you have trade flow and buffers and we have a calculator for it actually. So, you know your milestones are correct.

Then when you pull this milestone down, you have vertical alignment. And when you take this sequence and pull plan it, you use the right zone size. And then what happens is you will be able to create an optimized phase that has buffers at the end. And this will incline without hurting the trades’ durations.

And I want to show you something. Now you have a vertically aligned milestone, buffers, and you still have that diagonal trade flow.

Here’s the process step by step:

Step One: Set the Takt Milestone

Start with a macro-level Takt plan that has diagonal trade flow and buffers. Use the Takt Calculator to determine the right zone size, Takt time, and milestone. This milestone is correct because it’s based on flow, not just tasks.

Step Two: Zone the Area by Work Density

What you do here is when you do your pull plan, you first talk to the trades and you say, “Hey, in this area, how do we want to break up the zones?” And there’s a calculator which we’ll link you to in the description below that helps you to know how many you should have. Then you program the size of them by work density.

Step Three: Pull Plan One Zone

And then what you do is you pull plan a single zone. So let me go ahead and just do this in a simple format. Let’s say this is your pull plan. I’ll just do four stickies. And then what you do is you say, “Hey, since I have one, two, three, four, five zones,” then I’m just going to do this with a single line. You start comparing that single pull plan sequence together to make sure you have diagonal trade flow and then you also compare it to your milestone and your buffers.

Step Four: Replicate the Sequence Zone to Zone

So let me just make sure I’m covering that well. You should never see an individual pull plan. You should see it unless you’re just doing one small area. You should see that pull plan going from zone to zone to zone so you have trade flow. You should be able to gain buffers at the end because you’re optimizing and you should be vertically aligned to your milestone. And so that is the key.

The Benefits of Pull Planning the Right Way

And here’s the thing in the Takt Production System. You have a correct milestone when you do your pull planning. You will gain time. You will not large batch. So that means you are doing it by zone. You will maintain trade flow. And you will make sure that you have buffers. This is the right way to do a pull plan.

Here are the benefits:

  • Correct milestones based on diagonal trade flow and buffers, not just CPM tasks
  • Gain time by zoning properly instead of large batch planning
  • Maintain trade flow zone to zone to zone
  • Create buffers at the end of the phase without hurting trade durations
  • Vertical alignment from milestone to pull plan to lookahead to weekly work plan

This is the right way. And it works. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

The Do’s and Don’ts of Pull Planning

So let me just highlight this. If you’re like, “Jason, you talked about a lot of stuff.” Here are the do’s and don’ts:

Don’t:

  • Don’t use CPM milestones—they’re wrong because they don’t account for trade flow or buffers
  • Don’t pull plan large batch areas—you’ll waste weeks or months
  • Don’t recreate the lookahead and weekly work plan from scratch—it’s a waste and disrespects the trades

Do:

  • Do use Takt milestones—they’re correct because they’re based on diagonal trade flow and buffers
  • Do pull plan zone by zone using the right zone size
  • Do compare your pull plan sequences zone to zone to zone to maintain trade flow
  • Do gain buffers at the end of the phase

This is very clearly articulated in the book Takt Planning and The 10 Improvements to the Last Planner System, and it will be shown in the book Pull Planning for Builders.

A Challenge for Builders

There is a wrong way and there is a right way. If you’re like, “I don’t get it quite yet,” watch the video that I’m going to link in the description below. You’ll get it right away. But you need a system that matches your A+ score because if you take an A+ person with a C-minus system, you’re going to get a C-minus grade. We need A+ plus A+ and that will give you the results.

Here’s what I want you to do this week. Stop pull planning from CPM milestones. Stop pull planning large batch areas. Stop recreating lookaheads from scratch. Instead, start with a Takt milestone. Zone the area by work density. Pull plan one zone. Replicate the sequence zone to zone. Compare it to your milestone and buffers. And gain time without hurting the trades. As we say at Elevate, there’s a wrong way and a right way to pull plan. Use Takt milestones. Zone by zone. Gain buffers. That’s how you do it right.

On we go.

Frequently Asked Questions

Why are CPM milestones wrong for pull planning?

Because CPM doesn’t have diagonal trade flow, buffers, or a path of critical flow. CPM milestones are based on tasks and dependencies, not on how work actually flows through zones. So, when you pull plan to a CPM milestone, you’re pulling to the wrong target.

Why does pull planning large batch areas waste time?

Because Little’s Law says smaller batches shorten duration even though trade time stays the same. Pull planning one large floor locks in a longer duration. Zoning by work density and pull planning zone by zone pulls in the overall duration and gains buffers.

What’s wrong with recreating lookaheads and weekly work plans from scratch?

It’s a waste of time and disrespects the trades. The pull plan should flow directly into the lookahead and weekly work plan. Recreating them from scratch and looping them through CPM creates an unmanageable schedule that the trades don’t understand or use.

How do you pull plan the right way?

Start with a Takt milestone based on diagonal trade flow and buffers. Zone the area by work density. Pull plan one zone. Replicate the sequence zone to zone. Compare it to your milestone and buffers. Gain time without hurting the trades.

What should a correct pull plan look like?

You should see the pull plan sequence going zone to zone to zone with diagonal trade flow. You should see buffers at the end of the phase. You should see vertical alignment from the Takt milestone down to the pull plan. You should never see just one isolated pull plan for a large area.

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 Planner in Construction | Stop Using the Wrong Visuals (Visual Management Fix)

Posted on by Danny Jiménez⁩
Read 23 min

Stop Using the Wrong Visuals: Visual Management Fix for Last Planner

Here’s something that’s going to challenge most Last Planner implementations: the visuals you’re using are wrong. And I’m going to say this with all the respect I have for my contemporaries and consultants in the industry. What we’re doing as a one-point-zero was great. But it’s time for Last Planner to move into two-point-zero, three-point-zero, four-point-zero. And the biggest problem is the visuals in the conference room. Because you can’t manage what you can’t measure. And you can’t measure what you can’t see. And people will talk about what they see.

So, if you want to have better conversations, you’ve got to have better visuals.

The Pain of the Typical Conference Room Setup

Typically, in a conference room, what we will see is that on the walls, somebody will have their CPM schedule up here on the left. They might have a list of submittals or a procurement log. I’ll just call that supply, which isn’t bad. Then they’ll have a parking lot, which I actually don’t mind, so I’ll just put PL for parking lot. Then they have a list up here, which is just constraints. And what will typically happen next is they’ll have a big old area which will be the weekly work plan with stickies on the front of the wall. Maybe you have two screens. And then you’ll see over here to the right you’ll have your big pull planning board.

This is what will happen. Now let me talk about this and let me introduce this a couple different ways.

Here’s what’s wrong with this setup. First, you can’t use CPM as a visual production plan. Second, lumping everything into “constraints” creates confusion and overwhelms the trades. Third, the weekly work plan on the wall with stickies is detrimental for most projects. And fourth, the pull plan on the wall locks information in one location where people can’t see it. Let me explain why each of these is a problem.

Why CPM on the Wall Doesn’t Work

Number one, we should not be using CPM. I don’t want to see that on the wall. That is not a visual production plan. You need to be using Takt if you want to be effective. You don’t have to. You can do whatever you want.

Here’s why CPM doesn’t work as a visual. CPM shows tasks and dependencies. But it doesn’t show flow. It doesn’t show zones. It doesn’t show the train of trades moving through the building. And people talk about what they see. So if you put CPM on the wall, the team talks about tasks and dependencies instead of flow and handoffs. That’s the wrong conversation.

Takt planning shows the train of trades flowing zone to zone. It shows handoffs. It shows rhythm. It shows where the crew is today and where they’ll be tomorrow. And when people see that, they talk about flow. That’s the right conversation.

Why Lumping Constraints and Roadblocks Together Overwhelms the Team

Constraints is myopic. It will loop too many items into one list and you will not know how to deal with it. Let me explain this for constraints and roadblocks. Everybody thinks a constraint is a roadblock. So, everybody tries to remove it and they don’t understand that it’s a system design component. And so, we don’t have the language unless you check out our work. We don’t have the language to know how to deal with it. It overwhelms the trades and you don’t get your problem solved.

We’ve got to split this up to where it’s constraints and roadblocks.

Here’s what happens when you lump them together. The team creates a list of fifty items. Half are systemic issues that first planners need to optimize. Half are temporary blockers that last planners need to remove. But they’re all called “constraints.” So nobody knows who owns what. Nobody knows what needs optimization versus removal. And the list overwhelms everyone. The meeting becomes a status update instead of problem-solving.

When you separate constraints from roadblocks, clarity emerges. Constraints go to first planners for system design. Roadblocks go to last planners for removal. And the team knows exactly what to focus on.

Why the Weekly Work Plan on the Wall Is Detrimental

The weekly work plan on the wall is nice for advertising, marketing, and showing off. I’m not making fun, but this is one of the most detrimental things when it comes to Last Planner visuals. And let me tell you why. These boards are designed for small projects, very, very small projects where you’re very, very near the work. Like if you’re doing a little six-thousand-square-foot or less renovation, you could probably get away with the weekly work plans on the wall.

Here’s the thing: the stickies are falling off. It only has thirty rows, and so you don’t have enough space. And then it’s locked in the office. And most projects nowadays are mega projects. We have multiple functional areas. These are very large. You cannot fit the weekly work plan on there. You cannot rely on stickies. It takes too much time to do stickies and now you’ve locked it in the office and you’ve hobbled the field.

You should not have the weekly work plan on the wall. The weekly work plan should be digital.

Here’s why this matters. Mega projects have hundreds of activities per week across multiple functional areas. You can’t fit that on a board with thirty rows. And even if you could, the stickies fall off. The handwriting is illegible. And the board is locked in the trailer. The foremen in the field can’t see it. So, they don’t use it. And the weekly work plan becomes decoration instead of a working tool.

Digital weekly work plans solve this. They scale. They’re accessible from the field. They update in real time. And they integrate with lookahead planning and pull planning. That’s how the weekly work plan should work.

Why the Pull Plan on the Wall Locks Information

The other thing is the pull plan on the wall. It doesn’t bother me if you do a physical pull plan and you take it and you transcribe it and make it digital. But if you leave the pull plan right here on the wall and say that’s where it’s going to stay or put the pull plans in the field, you’re going to have the same problem. Illegible stickies that are falling down in an incorrect sequence batched that’s locked in one location where the people can’t see it and it doesn’t end up where it’s supposed to be.

A pull plan is supposed to become a located weekly work plan. You will focus on what you see here. So if you have these on the wall, your team is focused on sequence. They’re focused on the weekly work plan. And they’re focused only on unknowable constraints which are not separated out. So, you have confusion and you’re not handling what you need to handle.

Here’s the solution. Do the physical pull planning session. Transcribe it to digital. And distribute it as a located weekly work plan. That way, the sequence is locked in. The plan is accessible. And it ends up where it’s supposed to be: in the hands of the foremen who need to execute it.

What the Conference Room Should Actually Look Like

Now let me bring this home. What do I want people in the office to mainly focus on? I want them to focus on identify, discuss, and solve roadblocks. Your constraints should already be a part of the system design if you’ve done it right. And if you want to IDS roadblocks, then you’re going to have to redesign your conference room to where it looks like this.

This has been proven out. And I’ll tell you what, it’s so frustrating because as much as we say we’re Lean practitioners, Lean people will just stay fixed and stubborn and stagnant and they’re married to this old setup and they won’t adjust.

Here’s what you’ve got to have:

  • Team board on the left: This is where you organize the project delivery team for balance. This is step number one in your meeting system create balance with the project delivery team.
  • Visual maps in the middle: 3D axonometric expanded views that show the building. Trades mark red magnets on these maps to show roadblocks. That’s the agenda for your meetings. You’re not talking about “I’m on level three zone four and I’ve got five people.” You’re talking about handoffs, interfaces, problems, change points. This is step number two identify, discuss, and solve roadblocks.
  • Two screens in the front: Your lookahead plan, your production plan, your weekly work plan, and your day plan are digital and displayed here. Your pull plans are digital and displayed here.
  • Whiteboard on the right: Open space where you can do brainstorming.
  • Advanced: Scrum board on the right: If the foreman can’t solve a roadblock, it gets transferred to the scrum board for the project delivery team to solve.

This is the way to do it. And if you want to be really effective, that’s the setup.

The Key Things to Stop Doing

We have got to stop doing these key things to be very specific:

  • Get rid of the CPM filter use Takt instead
  • Separate constraints and roadblocks don’t lump them together
  • Your weekly work plan does not belong on physical stickies on the wall make it digital
  • I do not believe in any way, shape, or form that a physical sticky pull plan is the best way to do it because you have bad handwriting, the stickies are falling apart or falling off, it’s not easy to track zone by zone it’s better to do it on a digital board
  • Get rid of old maps that talk about Lean in the wrong way get updated posters, guides, and agendas

What I need you to have is your team balance boards, your visual maps where you mark red magnets with roadblocks, your digital boards where you keep your lookaheads, weekly work plans, and your pull plan, and then your open space where you can do brainstorming. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

A Challenge for Last Planner Teams

Here’s what I want you to do this week. Walk into your conference room. Look at the walls. Are you using CPM as a visual? Get rid of it and use Takt. Are you lumping constraints and roadblocks together? Separate them. Is your weekly work plan on physical stickies on the wall? Make it digital. Is your pull plan locked on the wall? Transcribe it to digital and distribute it.

And then redesign the room. Team board on the left. Visual maps in the middle. Digital screens in the front. Whiteboard on the right. That’s Last Planner two-point-zero. That’s how you focus on what matters: identify, discuss, and solve roadblocks. As we say at Elevate, you can’t manage what you can’t measure. And you can’t measure what you can’t see. Use the right visuals. Focus on roadblocks. Flow the project.

On we go.

Frequently Asked Questions

Why can’t I use CPM as a visual production plan?

Because CPM shows tasks and dependencies, not flow. People talk about what they see. If you put CPM on the wall, the team talks about tasks instead of flow. Use Takt planning to show the train of trades flowing zone to zone. That creates the right conversation.

Why should I separate constraints and roadblocks instead of lumping them together?

Because constraints are system design components that first planners optimize. Roadblocks are temporary blockers that last planners remove. When you lump them together, nobody knows who owns what or what needs optimization versus removal. Separate them for clarity.

Why is the weekly work plan on the wall detrimental?

Because stickies fall off, you run out of space, handwriting is illegible, and the board is locked in the trailer. Mega projects can’t fit on a board with thirty rows. Make the weekly work plan digital so it scales, updates in real time, and is accessible from the field.

What should the conference room focus on?

Identify, discuss, and solve roadblocks. Constraints should already be part of the system design. Use visual maps with red magnets to mark roadblocks. That’s the agenda. Focus on handoffs, interfaces, problems, and change points. That’s where the team creates value.

Where can I get the templates for team boards and visual maps?

In the description of the video or blog post. We give them away for free. You don’t have to buy them from us. If you want to know why, read The 10 Improvements to the Last Planner System. And if you want daily coaching, reach out for the WhatsApp chat.

 

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go

The 14 Things – Site Utilization

Posted on by Danny Jiménez⁩
Read 22 min

Site Utilization: Logistics Planning Done Right

Here’s one of the fourteen key things you should check to make sure a project site is going well: site utilization. How are you going to utilize the site? And let me just go ahead and start out with a hard truth. If the project site is clean, they have control. If it’s not clean, they don’t have control. Cleanliness is the first thing. Nothing else can happen unless we get the site perfectly, beautifully, and operationally stable when it comes to cleanliness.

And after that, the site must be designed, not discovered.

The Pain of Discovering Instead of Designing

Let me just go ahead and start out with a little bit of a story. You’ve already heard me talk about the general superintendent out here in Phoenix on the City North project that ran logistics so beautifully. I mean, everything was set up. He had a company-owned water truck. He had pump trucks at the ready, a beautiful laydown yard, really nice trailer complex, a purchasing agent. I mean, everything was just detailed to the nth degree. It was so great. That was my first indication that logistics were hugely important.

Fast forward a number of years, I was at a stadium renovation in Illinois and a really great general superintendent, who I think is now vice president of field operations, walked us through how they were running the site there. And everything was just absolutely beautiful. It was clean, it was safe, it was organized. But it was designed.

It was literally like when I was going through the walk for how he was talking about logistics and how workers would access the restrooms and that there were key pick points and times throughout the day where they could access it and how he created a little queuing area for the staging because there was some variation in how often they could bring it in and how he designed the production rates for getting things in and out, meaning how I would say transportation rates probably is a better term, how they could get things in and out and how he was going to sequence things underneath where the rakers were, where they were doing a structural upgrade so that it was completely safe.

I was like, “Oh my gosh, I wonder if this is what it would be like to talk to Frank Crowe when building the Hoover Dam. This is design.” I almost halfway expected him to have an old plan table with a compass and protractor and sketching things out like an old-timey architect on the table and hand calculating things. He just sounded so professional. It was designed. It wasn’t just planned.

That’s where I came up with the nineteen logistical rules. I just wrote down everything that he said and it’s been an anchor ever since.

Here’s what designed looks like versus discovered. Designed means you plan where the trailers go before you place them. You plan where the laydown areas go before you stage materials. You plan the crane zones before you lift. You plan the queuing areas before deliveries arrive. Discovered means you’re reacting. You place the trailer, then realize it won’t work. You stage materials, then realize the crane can’t reach. You schedule deliveries, then realize there’s nowhere to queue them. That’s chaos. And chaos wastes time, money, and team capacity.

The Six Critical Elements of Site Utilization

My point with this is that when we’re checking a project site, in addition to safety, we have to make sure that we’re really tracking how the site is utilized from a logistical standpoint. Here are some things that a general super, senior super, project superintendent, or project management professionals would check when going to the project site.

Element One: Cleanliness (This Is Number One)

Number one, and this is number one, and if you don’t believe me that it’s number one, check out Paul Akers or check out some of my previous topics when it comes to cleanliness. Cleanliness is the first thing. Nothing else can happen unless we get the site perfectly, beautifully, and operationally stable when it comes to cleanliness.

Let me just say this. This is a hard truth, but I don’t mean it to be a hard truth or to land hard. This is a litmus test. If the project site is clean, they have control. If it’s not clean, they don’t have control.

The good thing about cleanliness is that it is the hardest thing to maintain. If the project site is clean, you know the project site has influence and has operational control of the project site. If they don’t, you know they have no control, that basically the project is just happening to them.

When you’re out there on the site, check that:

  • Pathways are clear, lit, and protected
  • Scrap and packaging is getting removed daily (hopefully we’re not bringing it in in the first place)
  • There are visual standards, visible standards
  • Materials are stacked and stored on dunnage, beautiful on a grid, on a level laydown (not a bunch of leaning towers on the mud)
  • Floors are being protected and maintained in finished areas
  • People are cleaning as they go
  • There’s a system to get trash out of the building (dumpsters, trash cans, standards)

You’re going to check for that first. If that’s not there, that’s the first thing you fix, because nothing else is going to work.

Element Two: Site Designed, Not Discovered

The second one is beautiful to me. Is the site designed, not discovered? What I mean by that is, it’s like, “Oh, let’s park the trailer over here. Oh, crap, that won’t work. We have a retention basin. Let’s move the trailer. Oh, let’s go ahead and put the trade partner Connexes over here. Oh, no, that won’t work. We actually needed that for the crane.” They’re discovering things as they’re going. That is not the way to do it because you’re going to waste so much time and money, and it’s going to be a nightmare, not to mention the team’s capacity. That is going to end in disaster.

So, when you’re out on the project site, you’re wanting to know:

  • There’s a logistical queuing area
  • There’s a place for material inspections from the project delivery team
  • There’s a working logistical system, visual system for scheduling deliveries, and knowing where they go with the crane, the hoist operator, and the forklift operators
  • Each of your operators are keeping their areas clean, safe, and organized
  • The logistics plan is being utilized and posted on the wall, and digital for that matter, and it’s always current
  • Everybody knows where to stage, where to store, where not to
  • Laydown areas are remarkable and protected so that things aren’t getting damaged
  • Access points, gates, and routes match the current phase and are set up to get people, equipment, and resources to the place of work

Is it designed, not just discovered?

Element Three: Material Flow Value Stream

The other thing is the material flow, where we receive, stage when necessary, and then move to the point of install, install and remove waste. This value stream is designed. So:

  • Are deliveries arriving without chaos?
  • Are carts, pallets, pre-kitted assemblies, bins, and carts ready to go, knowing how they’re going to get through the hoist, the elevators, and the doors, and marked to know what zone they’re going to?
  • Are crews in a flow and scheduled so they’re not waiting on materials?
  • Are we double-handling things? Are we touching it three to four times?

We need to make sure that all of these systems are working.

Element Four: Vertical and Horizontal Transportation

The other thing is vertical transportation. From a site utilization standpoint, especially on vertical projects, or horizontal, you’ve got to do an analysis with the crane and with the hoist to make sure that there’s enough capacity to feed the structure and the exterior and the floors, and that you know how to do that on a schedule.

Like for instance, it’s not first come, first serve on the crane schedule when you’re doing structure. You’ve probably got to prioritize concrete or steel, and then it’s first come, first serve after that.

On horizontal projects as well, if I drive from Arizona to California, I see hundreds of miles of work open, needlessly wasted, just complete garbage. They’re wasting time going back and forth. They’re wasting time with diesel. They’re wasting time with transportation. They’re wasting time coming back and having to fix final grade. They’re coming back and having to waste time with their erosion protection, with their fencing, with their K-rail.

I bet the amount of K-rail or Jersey barrier that we have between Arizona and California, just from the things that I’ve seen, just what it costs to put that up needlessly, could probably fund a couple hundred-million-dollar projects itself.

We’ve got to get in the habit, for whatever is reasonable down to your most limiting constraint, of working in smaller segments on those horizontal projects to where we’re not opening up hundreds of miles of work and wasting millions of dollars in needless costs. We have to make sure that vertical and horizontal transportation and batching capacity are all analyzed.

Element Five: Pathways Are Sacred

We have to also understand that when we’re talking about site utilization, pathways are sacred, not only for the access of materials, but for access of human beings. If we can get people to the work and materials to the place of work, we can build it.

Element Six: Laydown and Staging Governed Like Real Estate

Number six: laydown and staging are governed like real estate. I’m talking leveled with base, with power, with water, tents where you need it, where it comes in and it’s queued, and field engineers have laid out a grid and everything is beautifully organized. And so, it’s one hundred percent the way the standard must be.

And so, these are some of the things that you’ll check when it comes to site utilization. But if it’s not going well, you’ve got to look at it and start there, especially with cleanliness, because nothing else can be successful if that’s not there. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

A Challenge for Superintendents

Here’s what I want you to do this week. Walk your project site and check these six elements. Is the site clean? If not, fix it first. Is the site designed or are you discovering problems as you go? Is the material flow value stream working? Is vertical and horizontal transportation analyzed and scheduled? Are pathways clear and protected? Are laydown and staging areas governed like real estate?

If any of these are missing, you don’t have control. The project is happening to you. Design the site. Don’t discover it. Start with cleanliness. Build from there. As we say at Elevate, if the site is clean, they have control. If not, they don’t. Site utilization starts with cleanliness and ends with design. Check it. Fix it. Flow it.

On we go.

Frequently Asked Questions

Why is cleanliness the first thing to check for site utilization?

Because it’s a litmus test. If the site is clean, they have control. If not, the project is happening to them. Cleanliness is the hardest thing to maintain. If they can keep it clean, they have operational control and influence over the project. If not, nothing else will work.

What does “designed, not discovered” mean?

It means you plan where trailers, laydown areas, crane zones, and queuing areas go before you place them. Discovered means you’re reacting placing the trailer, then realizing it won’t work. Designed means you analyze, plan, and execute. Discovered means you waste time, money, and capacity.

Why is vertical and horizontal transportation critical?

Because you need enough capacity to feed the structure, exterior, and floors on schedule. On vertical projects, you analyze crane and hoist capacity. On horizontal projects, you don’t open hundreds of miles of work needlessly. You work in smaller segments to avoid wasting time, diesel, transportation, and rework.

What does “pathways are sacred” mean?

It means pathways for people and materials must be clear, lit, and protected at all times. If you can get people to the work and materials to the place of work, you can build it. If pathways are blocked, flow stops.

How should laydown and staging areas be governed?

Like real estate. Leveled with base, with power, with water, tents where needed, queued, and laid out on a grid by field engineers. Everything beautifully organized. One hundred percent the standard. Not piles of materials on the mud.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go

The 14 Things – Self-perform

Posted on by Danny Jiménez⁩
Read 24 min

Self-Performed Work: The 14-Point Checklist for Success

Here’s one of the fourteen key things you should check to make sure a project site is going well: self-performed work. And let me just cut to the chase. The best way to look at self-performed work with a crew is that you have a scope of work and that scope of work is broken out into zones inside of a phase. And each of those are planned in one piece process or progress flow. And every piece that that crew is going to build must have specific things in place or you don’t have a plan.

And if you don’t have a plan, self-performed work will fail.

The Pain of Self-Performed Work Without a Plan

First of all, who am I to talk about self-perform? Well, let me tell you, I have spent most of my career actually with self-performed companies with framing and drywall and specifically with concrete, mostly with concrete, and have actually been in a crew, led a crew, concrete crew, and not as fancy as you might think, like on a massive commercial project. And then was a field engineer and then assistant superintendent, superintendent who came up through the ranks supervising self-perform.

And so let me just go ahead and tell a quick story and then get right into the meat of this. There was a company that we consulted with just a few years ago and self-perform was their bread and butter. And we focused on enabling the field, the craft. We started foreman training and foreman development for specific key scopes like surveying and how to use instruments and how to manage quality control and how to do production analyses and how to track their units to make sure that they were monitoring the finances and each of their self-perform codes properly.

Everything was done to the nth degree. We created a visual manual, we created standard role cards for every position, standard practices from a logistical standpoint, and then installation drawings and pre-installation meetings. You can go to that company today and you will see that all of their projects operate the same. All of their projects have safety plans. All of their projects have their job hazard analyses signed that morning. All projects are using the quality checklist every morning. All projects are using their survey sheets. All projects have their visual plan. All projects know the schedule. Every foreman is working in unison and they are making good money.

Here’s what made that possible: they had a plan. And the plan covered six critical areas that most self-performed crews miss.

The Six Requirements for Self-Performed Success

Requirement One: Installation Drawings and Work Packages

Every piece that that crew is going to build must have a lift drawing or installation drawings that are accurate. You must have the materials to install that, inspected, ready to go, with a kit of your perishable or consumable parts. Meaning you might need to have a list of all of your large and small materials and the tools that you need. And that crew is able to install with those materials and those tools and that equipment that day.

If you do not have lift drawings or detailed shop drawings or specific submittals, or I would say at a minimum, an installation work package with visuals for every zone for that scope of work, clear, easy to read, easy to install for the crew, then you do not have a plan.

Requirement Two: Layout and Surveying

You also must make sure that your layout is correct so you can do it right then and there. If you do not have a plan for how you are going to tackle the site from a layout standpoint, meaning know where you’re supposed to install, then you do not have a plan.

Requirement Three: Cadence and Flow

You also need to make sure that your crew is executing work on a cadence, on a Takt and pull rhythm. And that you are going from area to area in a plan, build, finish cycle.

If you do not know what your phases, scopes, and zones are and how your crews will move through an area, then you do not have a plan.

Requirement Four: Organization and Training

And if you have the people with the right organization structure, the right leadership, and the right training, you will have every opportunity to be successful.

If you do not have an organization chart that shows how your crews are going to be organized with proper leadership and how all of the people on those crews will be trained, then you do not have a plan.

Requirement Five: Logistics and Material Flow

And if you have not identified logistically how you’re going to feed the crews, then you do not have a plan.

The idea here that I got from Todd Zavelle is that every crew should be able to have everything they need to install in a work package in a zone for that day. Everything that they need. Plan, build, finish.

Requirement Six: Safety Planning

If you do not have the safety planning and preparation and the major job hazard analyses for their scopes of work, you do not have a plan. And I’m not trying to be insulting. I’m trying to help everybody.

Now, there’s much more to it, but we have to make sure that that self-performed plan is in place and visual and correct and ready.

The Critical Elements: Zone Size, Takt Time, and Bottlenecks

The other thing we have to do is make sure that we understand how the crews are going to flow from area to area. So that means you have to identify proper zone sizes. You have to identify your Takt time. And you have to analyze how long each activity time takes inside of that area, inside the Takt time. So, you plan it with a little bit of a buffer in there.

And in order for that to work, you have to right-size your batches. So that means if you’re working in zones, you have to right-size the zones by work density. And if you’re doing concrete placements, you don’t just go in a manner where you’re just taking the structural engineer’s word for how you do the construction joints and placement breaks. You have got to design those to where the work is leveled so the crew can have even flow through the building. That’s one of the biggest mistakes. Absolutely horrible.

The third thing that you need to make sure is that you’re looking at your most limiting factor. And this is what I would do with self-performed crews over and over, is just always look at their most limiting factor. What is the thing that’s holding them up the most? Is it that this crew doesn’t have a foreman? Is it that that crane is too small, doesn’t have the capacity? Is it that there’s not enough laydown area over there? Is it that this forming system is taking too long? Like what is the thing that’s taking them the longest? And then work bottleneck by bottleneck by bottleneck so that you can benefit people and keep creating flow. It’s absolutely remarkable.

Here are the key elements:

  • Right-size zones by work density, not by structural engineer’s placement breaks
  • Identify Takt time and analyze activity times inside each zone
  • Identify the most limiting factor and work bottleneck by bottleneck
  • Design placement breaks to level the work for even flow

These aren’t optional. If you don’t do these, your self-performed crews will be out of rhythm and the project will drift.

Sequencing, Quality, and Finish-as-You-Go

The other thing you need to do is make sure self-perform is sequenced to protect everyone else. It is the pace center on the job, but you’ve got to get other trades, like notably MEP, in and around you in an effective manner to where you can be successful. But you have to pace the job to where you support other trades. And the most important thing: finish as you go.

Number five: quality has got to be a huge, huge, huge thing. I just talked about finishing as you go. Let’s take concrete as an example. When you’re finishing work, don’t leave it for the patching crew or the finishers later on to scrape cement or actual piles of concrete off the deck. Don’t wait to patch the columns and the walls. Don’t wait to clean up your mess. Don’t wait to demobilize. Don’t wait for any of these things.

When you’re done, get done. Finish. If you’re a good carpenter crew, labor crew, and finishing crew, you will just go ahead and strip the forms and chip and patch, and not one hundred percent, but for the most part, all of your large items right then and there before you move on. That’s what you’re going to do if you want to be effective. And make sure that quality is planned in the pre-construction meeting and that every crew has visuals and that you’re inspecting and finalizing things before moving on.

That’s the most important thing that you can make sure that foremen are doing out there in the field.

Foreman Leadership and the Mafia Problem

Number six: make sure that foreman leadership is aligned with the overall project site leadership and that it’s functioning like an operating system. Does the self-perform have foremen that are attending planning meetings? Are they doing daily huddles, pre-task planning, and end-of-day status updates? Are they coordinating with other trade partners? Are there lead persons to be with the crews underneath that foreman? Do we have the right cadence?

And then the other thing I’m going to say: your self-perform, especially if you’re a general contractor, you can’t have your self-perform be like a mafia.

Another story that I probably should have started with. One time I worked for a general contractor where their self-perform was treated like a profit center to the point where they were willing to do dishonest things. It was like they were a mafia and they would boss around the project delivery team and act like a mafia. But I’m so stubborn that I would never let them do that to me. And I took it all the way to the end where I’m like, “You’re either going to get these people off of me or you are going to have to fire me.”

Self-perform has got to fall in line with the job site rules and be an actual partner in an ethical way. They can’t act like a mafia. It’s not going to work. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

A Challenge for Superintendents

So, self-perform, it’s a huge thing. Your self-performed crews can get the job done if they have everything: the people, the equipment, the materials and resources, the small tools, the access, the logistics, the laydown, the permissions, the information. If you want to run great self-perform, make sure that your self-performed crews are led properly and that they have all of those things before they need it. And this is what you should check. One of the fourteen things you should check when you’re on the site.

Here’s what I want you to do this week. Walk your self-performed crews. Do they have installation drawings? Do they have materials kitted and ready? Do they have layout correct? Do they have a cadence and flow zone to zone? Do they have the right organization and training? Do they have logistics figured out? Do they have safety planning in place?

If the answer to any of these is no, they don’t have a plan. Fix it. Give them the tools they need to succeed. And make sure they’re finishing as they go, working bottleneck by bottleneck, and sequenced to protect everyone else. As we say at Elevate, self-performed crews can get the job done if they have everything they need before they need it. Check the plan. Enable the crew. Finish as you go.

On we go.

Frequently Asked Questions

What does “if you don’t have these, you don’t have a plan” mean for self-performed work?

It means you must have installation drawings, materials kitted, layout correct, cadence and flow planned, organization structure defined, logistics figured out, and safety planning in place. If any of these are missing, you don’t have a plan. You’re just winging it.

Why do you need to right-size zones by work density instead of using structural placement breaks?

Because structural placement breaks are designed for engineering, not for crew flow. If you use them blindly, you create uneven zones. Some zones have dense work. Some zones are light. And the crew is out of rhythm. Right-size zones by work density to level the work and maintain flow.

What does “finish as you go” mean for self-performed concrete crews?

It means don’t leave it for the patching crew later. Strip forms, chip, patch, and clean up the large items right then and there before moving on. Don’t wait to demobilize. When you’re done, get done. Finish.

Why can’t self-performed crews act like a mafia?

Because they have to fall in line with job site rules and be an actual partner in an ethical way. Self-perform can’t boss around the project delivery team, act dishonestly, or treat themselves as a separate profit center. They’re part of the job site team, not above it.

What’s the most limiting factor you should look for with self-performed crews?

Look at what’s holding them up the most. No foreman? Crane too small? Not enough laydown area? Forming system too slow? Identify the bottleneck and work it. Then identify the next bottleneck and work that. Keep creating flow bottleneck by bottleneck.

 

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

Kindness Comes through the Environment, not Words

Posted on by Danny Jiménez⁩
Read 17 min

How to Truly Be Kind on a Project Site

Here’s something that’s going to challenge the way most people think about kindness: being kind on a project site doesn’t mean being nice. It doesn’t mean letting workers do whatever they want. It doesn’t mean avoiding hard conversations or lowering standards. True kindness is creating a clean, safe, stable environment where trades can succeed. And that requires discipline, not wimpiness.

This hit me like a ton of bricks while writing a chapter on stability. And I need to share it with you.

The Pain of Confusing Kindness With Weakness

People will say, “Oh, I don’t want to implement zero tolerance for safety, Jason, because I want to be kind. Jason, I don’t want to shut down crews if they’re not clean because I want to be kind. I don’t want to do morning worker huddles because workers don’t want to do it and I want to be kind. I don’t want to force my trades to be in pull plans and pre-construction meetings because I want to be kind. I don’t want to be too strict about cleanliness because I want to be kind. I don’t want to tell them to do this because I want to be kind.”

And this has been something I’ve been fighting for a long time. I believe that weak field leadership is a bigger problem than actually command and control. Meaning being so wimpy about field leadership that people just do whatever they want in the name of being kind.

Here’s what happens. The superintendent doesn’t want to seem mean. So, they don’t enforce safety standards. They don’t require cleanliness. They don’t hold trades accountable for being ready. They don’t run proper huddles. They don’t enforce the plan. And they think they’re being kind. But they’re not. They’re creating chaos. They’re putting workers in unsafe conditions. They’re allowing messes that slow everyone down. They’re letting coordination failures waste people’s time.

And that’s not kindness. That’s cruelty disguised as niceness.

The Patton Versus Fredendall Example

And that’s why I used to, for boot camps, ask people to watch the movie Patton, the 1970s movie Patton, where he comes into camp and takes over from General, I think, Fredendall, who was a disgrace in my opinion, and who was hiding away in a bunker while over fifteen hundred Americans died. Totally undisciplined. Totally not into training. Totally not what needed to happen.

And then Patton comes on the scene. And it was at Kasserine Pass where we got our butts kicked because we weren’t prepared. And Patton comes in and says, “In about fifteen minutes I’m going to turn these men into razors. They’ll lose their fear of the Germans because they’ll be more afraid of me.” And he instills discipline. Salutes. Standard dress. Proper durations for breakfast. Discipline. Training the whole night. And then we started to beat the Nazis.

And Patton was reportedly the American or the Allied general that the Nazis feared the most. And that’s because we’ve got to switch from the Fredendall mentality to the Patton mentality. We’ve got to put our shoulders back and actually lead.

Here’s the lesson. Fredendall was nice. He didn’t enforce discipline. He didn’t train his troops. He didn’t hold standards. And fifteen hundred Americans died. Patton was strict. He enforced discipline. He trained his troops. He held standards. And his soldiers won battles and came home alive.

Which one was kind? The one who was nice and got people killed? Or the one who was strict and saved people’s lives?

True kindness isn’t letting people do whatever they want. True kindness is creating the conditions where people can succeed, survive, and thrive. And that requires discipline.

What True Kindness Actually Looks Like

And this is what hit me. You’re not kind by not doing zero tolerance. You’re not being kind by leaving messes. You’re not being kind by not orienting people. You’re not being kind by running a sloppy job site. In fact, you’re being mean and disrespectful.

And you’re basically lowering the status of the workers and saying that they’re not as good as you are. And it is the most cruel behavior.

If you or I want to be kind, if we want to be respectful, we will do the things that it takes to have a clean job site, to have a stable job site, to have a visual job site, to have work and materials that are pre-kitted, to have installation work packages that are ready, to have sequences that work, to have people all wearing their PPE, to have safety remarkable, to have communication systems that prepare the work of the worker and the work package in the zone.

If we really want to be kind, we will do those things because kindness is shown more by the environment than it is by your mealy-mouth, my mealy-mouth behavior and wimpiness.

Here’s what true kindness looks like on a project site:

  • Zero tolerance for safety violations because protecting workers from injury or death is kind
  • Enforcing cleanliness standards because a clean site is safer, more efficient, and more respectful
  • Running morning worker huddles because preparing workers for the day ahead is kind
  • Requiring pull planning and pre-construction meetings because coordinating work prevents chaos and wasted time
  • Pre-kitting materials and work packages because making work ready is kind
  • Creating stable sequences because predictability protects workers from burnout
  • Enforcing PPE requirements because protecting people’s health is kind
  • Building visual systems because clarity prevents confusion and rework

These aren’t mean. These are kind. Because they create the environment where workers can succeed, stay safe, and go home to their families every night.

Kindness Is the Environment, Not Your Words

And so, it just hit me. If we really, really care about this, we really want to be kind, then that is going to be shown by our delivery of the environment, not by our words.

Here’s the truth. Words are cheap. Anyone can say, “I care about you. I respect you. I want you to be safe.” But if the job site is a mess, if the work isn’t ready, if the sequences don’t flow, if the safety culture is weak, those words are meaningless.

Kindness is the environment. Kindness is the clean gang box. Kindness is the pre-kitted materials. Kindness is the stable sequence. Kindness is the morning huddle that prepares the crew. Kindness is the zero-tolerance policy that protects the worker. Kindness is the discipline that creates predictability and flow.

And weakness? Weakness is the messy job site. Weakness is the unprepared work package. Weakness is the chaotic coordination. Weakness is the supervisor who doesn’t enforce standards because they don’t want to seem mean. That’s not kindness. That’s cruelty. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

A Challenge for Field Leaders

Here’s what I want you to do this week. Stop confusing kindness with weakness. Stop thinking that being nice means lowering standards. Stop avoiding hard conversations in the name of being kind. True kindness is creating a clean, safe, stable environment where trades can succeed.

Enforce safety standards. Require cleanliness. Hold trades accountable for being ready. Run proper huddles. Enforce the plan. Pre-kit materials. Create stable sequences. Build visual systems. And do it with discipline, not wimpiness. Because that’s what kindness actually looks like.

Put your shoulders back. Lead like Patton, not Fredendall. And create the environment where your workers can succeed, stay safe, and thrive. That’s true kindness. As we say at Elevate, kindness is shown by the environment, not by your words. Create a clean, safe, stable job site. That’s how you truly respect people.

On we go.

Frequently Asked Questions

What does it mean to be truly kind on a project site?

True kindness is creating a clean, safe, stable environment where trades can succeed. It’s not letting workers do whatever they want. It’s enforcing safety standards, requiring cleanliness, pre-kitting materials, creating stable sequences, and building visual systems. Kindness is the environment, not your words.

Why is weak field leadership a bigger problem than command and control?

Because weak field leadership allows chaos, unsafe conditions, coordination failures, and wasted time all in the name of being nice. Command and control can be harsh, but weak leadership is cruel. It leaves workers in unsafe, unstable conditions and calls it kindness. That’s not kindness. That’s cruelty.

How is the Patton versus Fredendall example relevant to construction?

Fredendall was nice. He didn’t enforce discipline, train troops, or hold standards. Fifteen hundred Americans died. Patton was strict. He enforced discipline, trained troops, and held standards. His soldiers won battles and came home alive. Which one was kind? The one who was nice and got people killed, or the one who was strict and saved lives?

What are examples of true kindness on a job site?

Zero tolerance for safety violations, enforcing cleanliness standards, running morning worker huddles, requiring pull planning, pre-kitting materials, creating stable sequences, enforcing PPE requirements, and building visual systems. These create the environment where workers can succeed, stay safe, and go home to their families.

Why is kindness the environment, not your words?

Because words are cheap. Anyone can say, “I care about you.” But if the job site is messy, work isn’t ready, sequences don’t flow, and safety is weak, those words are meaningless. Kindness is the clean gang box, the pre-kitted materials, the stable sequence, the morning huddle. That’s what protects and respects people.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go

No School Supers

Posted on by Danny Jiménez⁩
Read 21 min

No School Supers: The Most Destructive Force in Construction

Here’s a concept I hate but need to address: no school supers. Not old school supers. No school supers. The ones who say, “I don’t read books. I don’t go to trainings. I just go out and figure it out. I wing it.” And I want to be clear about something: you cannot know anything without education. You cannot go to the school of hard knocks out in the field and learn what you need to know. You cannot just go out there and figure it out.

And no school supers are some of the most destructive individuals in construction. Bar none.

The Pain of Winging It Without Education

I don’t mean this to be insulting. I hate the concept and love the people, and that is possible. Here’s the deal. We hear a lot about old school, the old school supers. We hear a lot about old dogs. We hear a lot about the old school. And I don’t have a problem with old school. I don’t have a problem with old people. I love old people.

In fact, this is a weird thing about me. Ever since I was little, I loved old people. And I’ll tell you a funny story. Lee, my daughter, I think she should be a comedian. She was really young when she said this, but she just out of nowhere one day was like, “I love old people. They smell nice.” I think she was talking about at church or something. Anyway, I’ve always gravitated towards learning from the older group in our society. I just love it. And I’m kind of protective about that.

So, when Adam Hoots creates the Old Dogs program, I love that. When we talk about the old school, I love that. I love it. But there’s this other group of people that aren’t the old school. They’re the no school. They’re the ones that are like, “I don’t read books. I don’t go to trainings. I just go out and figure it out. I wing it.”

I got banana peels hanging out of my truck. My voice inbox is full and can’t take messages. They got desktop icons all over their desktop. Their desks are messy. Their jobs are messy. Their lives are messy. That’s what I call no school supers.

Here’s what happens. The no school super shows up to the job site. They don’t have a plan. They don’t have a system. They don’t have training. They just wing it. And they think that because they’ve been in the field for twenty years, they know what they’re doing. But they don’t. They’ve just been repeating the same mistakes for twenty years. They learned push. They learned panic. They learned rushing. They learned disrespect for people. And they call it experience.

But experience without education is just repetition. And repetition without learning is just chaos.

You Cannot Learn True Principles by Winging It

And I just want to be clear about something. You cannot know anything without education. You cannot go to the school of hard knocks out in the field and know what you need to know. You cannot just go out there and figure it out. I have never in my life seen somebody go out in the field and just wing it and learn true principles.

I’ll give you an example. I tried to do that and I was trying to be a field engineer at Hensel Phelps. Almost got fired. You know what I learned? I believed stuff like, “Oh, I shouldn’t double-check that because it’s supposed to be different. I need to boss other people around.” I figured out toxic leadership. I was disrespectful. I was rushing, pushing, panicking all the time. And I was about to get fired.

And then I pick up Wes Crawford’s book, Construction Surveying and Layout. I’m like, “Oh damn, somebody’s already figured this out. This is what I’ll implement.” And then I start a career based on learning, reading, training. And I become the best of the best, which sounds arrogant, but we have the largest field library for construction in the history of the world.

There are two very different trajectories. Let me tell you what you’re going to learn if you go wing it. You’re going to learn from United States construction industry, which I love the US. You’re going to learn push. You’re going to learn panic. You’re going to learn rushing. You’re going to learn disrespect for people. You’re going to learn profits over people. You’re going to learn disorganization. You’re going to learn all kinds of negative stuff. You’re going to learn distraction. You’re going to learn not finishing things.

You’re not going to go out there and figure it out on your own without education. You’ve got to be learning from the lessons of history.

Here’s the truth. The field teaches you habits. But it doesn’t teach you principles. The field teaches you how to survive. But it doesn’t teach you how to thrive. The field teaches you how to react. But it doesn’t teach you how to plan. And if you don’t supplement field experience with education books, podcasts, trainings, mentors, consultants you’re just learning the broken habits of a broken industry.

Why No School Supers Are Destructive

So, no school supers are dangerous. No school supers are going to be anti-production. No school supers are going to be anti-safety. No school supers are going to not know how to run a quality program. No school supers are going to not know how to plan a project. No school supers are not going to understand Takt and production principles. No school supers are not going to know how to deal with people.

No school supers are some of the most destructive individuals in construction. Bar none. It is so horrifically destructive to our industry. And it’s got to be fixed.

Here’s why they’re destructive. They don’t know what they don’t know. They think winging it is a badge of honor. They pride themselves on not reading, not training, not learning. And they spread that culture to everyone around them. The young field engineers watch them and think, “I guess this is how it’s done.” The foremen follow their lead and think, “I guess we just wing it.” And the entire project suffers because the leader never invested in learning.

No school supers create chaos. They create rework. They create safety incidents. They create coordination failures. They create crew burnout. And they blame everyone else. They say, “The trades didn’t show up.” “The materials were late.” “The design was wrong.” But the real problem is they never learned how to plan, coordinate, or lead. They just winged it. And winging it doesn’t work.

Old School Supers Versus No School Supers

So old school supers, old dogs, do I love them? Yes. Because if you look at Adam Hoots and their group, they’re learning. They are yes-to-school supers or all-school supers. They are learning all the time. But no school supers are destructive.

Here’s the difference. Old school supers have field experience and they supplement it with education. They read books. They go to trainings. They listen to podcasts. They learn from mentors. They attend boot camps. They use consultants. They’re constantly improving. That’s old school in the best sense. They respect the craft. They respect the history. And they respect the need to keep learning.

No school supers have field experience and they stop there. They think experience is enough. They don’t read. They don’t train. They don’t learn. They wing it. And they call it being practical. But it’s not practical. It’s lazy. And it’s destructive.

Old school supers are builders who never stop learning. No school supers are just repeating mistakes.

The Non-Negotiable Truth: You Must Educate Yourself

Let me just say this one more time in this short podcast. You cannot go out in the field, get experience, and learn just from figuring it out, and become good at anything. I don’t care how long you’ve been out there. You have to read. You have to listen to podcasts. You have to learn from mentors. You have to go to trainings. You have to get help. You have to use consultants.

That’s just how it works. And so, if somebody’s like, “I figured this all out on my own,” no, you didn’t. And that’s nothing to be proud of.

So, the great old school supers are the ones that learn. The no school supers, most destructive influence in the industry. And it’s disgusting behavior. And they have no place in construction. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

Here’s the challenge. If you’re in the field and you’re not reading, not training, not learning, you’re a no school super. And you’re hurting your project, your team, and your career. Stop winging it. Start learning. Read books. Listen to podcasts. Go to trainings. Learn from mentors. Use consultants. Supplement your field experience with education. That’s how you become a great superintendent. Not by winging it. By learning continuously.

A Challenge for Superintendents

Here’s what I want you to do this week. If you’ve been winging it, stop. Pick up a book. Listen to a podcast. Go to a training. Learn from a mentor. Reach out to a consultant. Invest in your education. Because field experience without education is just repetition. And repetition without learning is just chaos.

And if you know a no school super, challenge them. Don’t let them wing it. Don’t let them spread the culture of not learning. Give them a book. Invite them to a training. Show them a better way. Because no school supers are destructive. And if we don’t fix this, the industry suffers. As we say at Elevate, you cannot figure it out on your own. Education is non-negotiable. Old school supers who learn are great. No school supers who wing it are destructive. Read. Train. Learn. Improve.

On we go.

Frequently Asked Questions

What’s the difference between old school supers and no school supers?

Old school supers have field experience and supplement it with education. They read, train, and learn continuously. No school supers have field experience and stop there. They wing it, don’t read, don’t train, and pride themselves on not learning. Old school supers are builders. No school supers are destructive.

Why can’t you just learn from field experience alone?

Because the field teaches you habits, not principles. It teaches you how to survive, not how to thrive. If you don’t supplement field experience with education books, podcasts, trainings, mentors you’re just learning the broken habits of a broken industry. Experience without education is just repetition. And repetition without learning is chaos.

What do no school supers learn by winging it?

They learn push, panic, rushing, disrespect for people, profits over people, disorganization, distraction, and not finishing things. They learn the toxic habits of the US construction industry. And they think it’s experience. But it’s just bad habits repeated for twenty years.

Why are no school supers destructive?

Because they don’t know what they don’t know. They wing it, create chaos, rework, safety incidents, coordination failures, and crew burnout. And they spread that culture to everyone around them. The young engineers watch them and think, “I guess we just wing it.” And the project suffers.

How do you become a great superintendent instead of a no school super?

Read books. Listen to podcasts. Go to trainings. Learn from mentors. Use consultants. Supplement your field experience with continuous education. That’s how you become great. Not by winging it. By learning continuously and applying what you learn.

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

Your Fastest Trades

Posted on by Danny Jiménez⁩
Read 18 min

Being Ahead in Only One Area (Doesn’t Actually Gain You Time)

Here’s a comment from a superintendent that sounds smart but is actually incorrect: “We’re ahead on level three, so it doesn’t matter that we’re behind on level one and two. We’ll make up that time.” And I get why someone would think that. It sounds logical. But when you actually map it out, you see that being ahead in one area doesn’t gain you anything. It just creates a gap.

And this is important because most people don’t realize this until it’s too late.

The Pain of Thinking Speed in One Area Makes Up for Delays in Another

There was a team I won’t tell you where they are and you won’t know who I’m talking about, and I like it that way because I want people to feel safe with the information they share. The onsite team was a little bit chaotic on this job, and the company systems were all there for them to succeed. And they weren’t doing very well. They were losing time consistently while other projects in the same company were ahead of time. They’re gaining months and months and months.

I mean, seriously, one job the other day was like three months ahead of what they were planning on simply because of stability and flow. And this project kept drifting. And so, we don’t believe in coming in and saving a team, but we do believe in coming in and helping and making sure the process and the system was helping them and being followed. You know, it does have to be followed.

So, we came in and found out that they weren’t holding to the meeting structure and they weren’t following their standard best practices and they weren’t implementing according to the Takt plan. And one of the comments that came from the superintendent was, “Well, because we’re ahead on level three, it doesn’t matter that we’re behind on level one and two, because we’ll make up that time.”

And that’s the topic that I want to cover today.

Here’s what happens. The team is behind on levels one and two. But they’re ahead on level three. So, they think, “Great, we made up time. We’re back on track.” But when you map it out, you realize that being ahead on level three doesn’t accelerate the overall schedule. It just creates a gap. Because everything in construction is dependent. Trades flow sequentially. And if you’re ahead in one zone but behind in others, you’re not faster. You’re just out of rhythm.

Why Being Ahead in One Area Doesn’t Gain You Anything

So that’s not a bad thing to think because it means that the person is thinking. And it’s not unnatural to think that. But it is incorrect. And like everything in these podcasts, we want to make sure that we’re providing accurate information.

If you actually map that out, you see that that doesn’t actually gain you anything. Because if you’re ahead in a couple of zones, because everything is dependent and in a flow according to an original plan, you end up with a gap. You don’t end up with an acceleration.

The person that we sent out there, who asked to go out there, who’s a Takt and field expert, actually mapped it out for the onsite team. And they were like, “Oh, oh my gosh. Okay. So those areas being ahead, they ended up being gaps because there’s too many dependent activities that prevent us from actually switching the overall sequence and gaining time. And really what we need to do is just pause and get back into flow.”

And the project team went through in detail. They did a complete as-built of where they were. They said, “This is what we’re going to have to do, or what we get to do to finish. Let’s just stabilize and get back into flow.” And they’re back on track. They’re back on track.

Here’s why this matters. When you’re ahead in one zone, you can’t just accelerate the entire project. Because the trades behind you aren’t ready. The materials aren’t staged. The inspections aren’t complete. The handoffs aren’t clean. So, you end up waiting. And that waiting is a gap. And the gap doesn’t save time. It just creates chaos.

The Rare Exception (And Why It Almost Never Happens)

But it is a falsehood. You can’t be like, “Oh, we’re ahead up here on this random floor. So that’s time that we get back.” That may be true. Like if you were like, “Okay, everything’s ready. Everything’s dependent. There are no constraints that prevent that from being a change in sequence.” And then you’re like, “Instead of floors one, two, three, four, we’re going to go one, three, two, four.” And it pans out. Maybe. I think you’ve got like a one in ten chance of that actually happening.

It will cause variation and you may not gain anything even if it did work. But nine times out of ten, and I do know this, that’s not just a random thought, nine times out of ten, it’s going to gain you nothing. And it’s just going to end up being a gap.

Here’s the exception. If everything is truly ready materials staged, inspections complete, trades onboarded, handoffs clean and you can change the sequence without causing variation, then maybe being ahead in one zone lets you switch the order and gain time. But that almost never happens. Why? Because construction is dependent. Trades flow sequentially. Materials arrive in order. Inspections happen in sequence. And if you try to jump ahead, you create coordination chaos, variation, and rework.

So yes, theoretically, you could gain time by being ahead in one zone. But in practice, it almost never works. And when you map it out, you see that the gap is more likely than the gain.

The Core Principle: Flow Matters More Than Speed

Here’s the concept. It doesn’t matter how fast your fastest trades and I’m going to add areas are going. It matters how your slowest trades and your hardest or slowest zones are going. We’ve got to get everything leveled and we’ve got to get everybody inside of a train going the same speed and the same distance apart and synchronize the trains of trades together.

And so, I just wanted to explain that concept. It’s not evil. It’s not bad. It’s not stupid to think it. But it is incorrect. Most of the time, these things are actually a sign of intelligence that the person is thinking this way. But when you actually map it out, it’s beyond human comprehension to actually see if it’s actually right. And you have to map it out. When you map it out, you see it. Nope. That’s not accurate.

Here’s the truth. The project moves at the pace of the slowest trade. The hardest zone sets the rhythm. And if you’re ahead in one zone but behind in others, you’re not accelerating. You’re just out of sync. The solution isn’t to celebrate being ahead in one area. The solution is to pause, stabilize, and get back into flow. Level the work. Synchronize the trains. And move together at the same speed, the same distance apart.

That’s how you gain time. Not by sprinting ahead in one zone. But by flowing together in rhythm. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

A Challenge for Superintendents

Here’s what I want you to do this week. If you’re ahead in one zone but behind in others, don’t celebrate the zone that’s ahead. Map it out. Look at the dependencies. Look at the constraints. Look at what’s preventing you from switching the sequence. And nine times out of ten, you’ll see that being ahead in one zone doesn’t gain you anything. It just creates a gap.

And when you see that, pause. Stabilize. Get back into flow. Level the work across all zones. Synchronize the trains of trades. And move together at the same speed, the same distance apart. That’s how you gain time. Not by sprinting in one area. But by flowing together in rhythm.

As we say at Elevate, it doesn’t matter how fast your fastest zones are going. It matters how fast your slowest zones are going. Flow matters more than speed. Level the work and synchronize the trains.

On we go.

Frequently Asked Questions

Why doesn’t being ahead in one area make up for being behind in others?

Because construction is dependent. Trades flow sequentially. Materials arrive in order. Inspections happen in sequence. If you’re ahead in one zone but behind in others, you can’t accelerate the overall schedule. You just create a gap because the trades behind you aren’t ready.

What happens when you’re ahead in one zone but behind in others?

You end up waiting. The trades behind you aren’t ready. The materials aren’t staged. The inspections aren’t complete. The handoffs aren’t clean. So, the zone that’s ahead sits idle. That’s a gap, not an acceleration. And gaps don’t save time.

Is there ever a situation where being ahead in one zone gains you time?

Theoretically, yes. If everything is truly ready materials staged, inspections complete, trades onboarded, handoffs clean and you can change the sequence without causing variation, then maybe. But that happens one in ten times. Nine times out of ten, it just creates a gap.

What should you do if you’re ahead in one zone but behind in others?

Pause. Stabilize. Get back into flow. Don’t celebrate the zone that’s ahead. Map out the dependencies and constraints. Level the work across all zones. Synchronize the trains of trades. And move together at the same speed, the same distance apart.

Why does flow matter more than speed in one area?

Because the project moves at the pace of the slowest trade. The hardest zone sets the rhythm. If you’re ahead in one zone but behind in others, you’re not accelerating the project. You’re just out of sync. Flow creates predictability. Speed in one area creates chaos.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go

Showcase Series

Posted on by Danny Jiménez⁩
Read 25 min

How to Implement Lean Step-by-Step: The Real Answer

Here’s a question I got from a podcast listener that I want to answer publicly because I think a lot of you are asking the same thing. “Have you thought of adding a few books to your series about how folks like me can implement these things on our jobs, like a step-by-step process, chapters of real-life examples to begin this path?”

And here’s my answer: yes. But the real answer is bigger than a book. The real answer is we need to videotape it on a real project with a real team. And I’m looking for takers. If you’re serious, let’s go.

The Pain of Waiting for Step-by-Step Implementation Guides

Here’s what this wonderful individual sent me. “I’ve been spending a lot of time thinking about your books and overall messaging. I find them outstanding to say the least. Some hit me hard and forced me to see that there are better ways of doing things. Some I already align with, but your clarity helps me to refine my thoughts and processes. I was visiting with a friend and this topic came up. He had no idea what Lean is. So, our conversation was really cool. As I explained what I’m doing and with your added insights, where I’m trying to go, he then asked, ‘How can I do this?’ This made me think about your series again. My question is, have you thought of adding a few books to your series about how folks like he and I, and I’m sure others, can implement these things on our jobs, like a step-by-step process, chapters of real-life examples to begin this path.”

Okay. So, I’m going to cover this right now and hopefully make some connections out there that will be beneficial.

Here’s my answer to that. Well, first of all, I’m doing a new book series called Elevating Construction the Lean Way, and it will be separated into six books. And this is the pattern that I’ve changed and researched and adopted from other experts around the industry. So, it’s not something I came up with. It’s something I collected rather.

Here are the six books in the series:

  • Lean Core 1: Respect for People, Nature, and Resources
  • Lean Core 2: Stability and Standardization
  • Lean Core 3: Working in One Piece Process or Progress Flow
  • Lean Core 4: Flowing Together on Takt Time With Pull
  • Lean Core 5: Total Participation and Visual Systems
  • Lean Core 6: Quality and Continuous Improvement

And one of the things probably that people might freak out about is that I didn’t put the answer as customer need. Now you do want to have the voice of the customer, but sometimes the voice of the customer, what the customer is asking for, is evil. So, I’m going to go ahead and just leave that open-ended right there. But that is the best definition of Lean in my estimation.

And another good one that I picked up in Japan, I don’t know if I’ll get this right, I don’t have this memorized yet, but Lean is a commitment to learning and improving for the benefit of people and humanity.

And so how can somebody do this? Just start learning and implementing as fast as they can. But let’s get into this even deeper.

The Dream: Videotape Everything on a Real Lean Project

Have I thought about a series? So yes. Now here’s my dream. And everybody knows that Lean Build, our first project, got put on pause because the capital stack, meaning how much cash the developer would have to put on top of their current investment, would have exceeded what the company was able to provide because of lending restrictions here in the United States.

That’s almost figured out. I think I’ll have to joint venture with another existing contractor for the first project or first couple. But our goal was, is to, is to intentionally, and this isn’t arrogant. This isn’t like, “Oh, we build projects better than everybody else.” That’s not what I’m saying.

What I’m saying is the purpose of building the jobs will be to build the jobs and make money. But for me, the first purpose, and for Kevin and Kate, our first purpose will be to build it the Lean way and make sure that we’re recording it and using it for training.

So step-by-step, I’ve already, I would have a camera out there every day. And I know it sounds stupid, but it would be like: This is how you do primary control. This is how you check your benchmarks. This is how you set up your fence. This is why the fence has to be level on the top with really good screen. This is why you need all the posts cut at the top. This is how you do your concrete washout pad. This is how you set up the trailers. This is how you set up your signage. This is how you do everything step-by-step.

And it would be a complete series that somebody could just watch. Now I’m probably misguidedly waiting on that to happen to make that video series.

Here’s why this matters. Books are great. Podcasts are great. YouTube videos are great. But nothing beats seeing it done on a real project. Seeing the primary control set up. Seeing the fence installed. Seeing the trailers organized. Seeing the gang boxes three-S’d. Seeing the morning huddle run. Seeing the pull plan executed. Seeing the Takt plan flow. That’s what people need. And that’s what we’re going to create.

The Opportunity: Partner With Me and Let’s Videotape It

If there was somebody here in Phoenix that wanted to partner with me and be like, “Hey, we’ve got a high-performing team. They want to be Lean.” I would donate my time to help them build that project in exchange for them listening to me and letting me videotape it.

The other thing that I was thinking about, like if there’s a crew, I thought about this today. If there’s a crew that was like, “Hey, Jason, we want to go and implement Lean.” And I could go spend a week with them and we could go do it. We’d go get their trucks all dialed in, get their gang boxes all dialed in, get their processes, create standard work, start using crew boards, begin the plan, build, finish cycle, do some reading with the foreman book. And we videotaped that stuff and then they’ve got it. I would do that with somebody.

So, I’m not trying to be crazy here. I want you to feel, I don’t want to be controlling and toxic and feel like I’m being a nice guy. The problem isn’t me. The problem is a lack of an opportunity. We even started a cleaning company, a trade partner here in Phoenix. We got our first clients coming up here pretty quick. We’re going to start detailing out the vans and the work. We actually have a lot of that done and use that as a Paul Akers-style showcase for how to implement Lean at a trade partner level.

So, we’re doing everything we can. The problem is if you’re going to own a construction company, banks want you to go from ten thousand a month to twenty to thirty to forty, fifty. And then after fifteen years, you become a big contractor. To do what we need to do, we need to make the jump faster. So that’s where that joint venture comes in.

Here’s the offer. If you’re in Phoenix or if you’re willing to fly me out for a week, and you’ve got a high-performing team that’s serious about Lean, let’s do it. I’ll donate my time. I’ll help you get your trucks dialed in, your gang boxes three-S’d, your standard work created, your crew boards running, your plan-build-finish cycle started. And we’ll videotape everything. And then you’ve got it. And the industry’s got it. And we’re all better for it.

The One Requirement: You Have to Be All In

So with whether it’s waiting for our companies to get on board or get up to speed, or if it’s, there’s a team here in Phoenix that wants to jam out or a crew that I could fly to for a week or something. And we videotape it and they actually take me. See, I don’t want to be, I’m not like that. I’m not like, “Just listen to me.” I’m not like, “Just do what I say.” But I don’t want people to waste my time.

Dissension and going in different directions doesn’t make for Lean. That’s why only the leader of a company can implement Lean. You can’t, if the leader of the company is not in it, nothing’s going to happen because you have to have people going in the same direction.

I remember there were people at a former company that I used to work for. They were like, “You don’t need any authority to get stuff done.” I’ve never heard more BS in my entire life. Anybody who says that either is just copping out or giving up or doesn’t know what they’re talking about or has never tried that before. You need a little bit of authority in the United States to get people going in the same direction.

Somebody’s willing to do that. And they’re like, “I’m not going to waste Jason’s time. Let’s go. I’m all in.” I’ll create step-by-step all the stuff.

Here’s the requirement. You have to be all in. You can’t half-butt this. You have to whole-butt this. I need a team that’s serious. That’s put their shoulders back and said, “Jason’s coming. We’re going to go. We’re up to the challenge.” If you’re willing to do that, I’m willing to partner with you and create the step-by-step series the industry needs. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

What We’re Already Working On

The other thing is specifically for crews, I’m going to record how to run the meeting system after our next boot camp and publish that. So I’m trying my best. So, if there’s any takers out there, let me know. I’m serious about it. All I need is a team that’s serious. It’s like, “Hey, I’m going to put my shoulders back. We’re going to go. Jason’s coming. We’re going to go. We’re up to the challenge, right? We’re not going to half-butt this. We’re going to whole-butt this.”

So that’s where we’re going. I’m looking for opportunities. I tell you this, unless there’s something I’m missing. If the universe helps us with our trade partner company, GC company, and we’re able to do this, watch out because we’ll have videos on everything. There won’t be any questions.

And it’s not because I’ll know anything just myself. It’s because we’re collectors. We take the wisdom of the group and learn from people and pull it all together. So there ain’t anything I can’t answer because there’s not any question or favor I won’t ask for.

Here’s what we’re working on right now. We’re starting a cleaning company, a trade partner in Phoenix. We’re going to showcase how to implement Lean at a trade partner level. We’re recording the meeting system after the next boot camp. We’re writing the six-book Elevating Construction the Lean Way series. And we’re looking for the right project to videotape everything step-by-step so the industry has a complete implementation guide.

A Challenge for Builders

Here’s what I want you to do this week. If you’re serious about implementing Lean and you want help, reach out. If you’ve got a high-performing team in Phoenix or if you’re willing to fly me out for a week, let’s talk. If you’re willing to let me videotape everything and share it with the industry, I’ll donate my time. I’ll help you get dialed in. And we’ll create the step-by-step series together.

But you have to be all in. You can’t waste my time. You can’t half-butt it. You have to put your shoulders back and say, “Let’s go.” If you’re willing to do that, I’m ready. Let’s create the implementation guide the industry needs. As we say at Elevate, Lean is a commitment to learning and improving for the benefit of people and humanity. Start learning. Start implementing. And if you want help, let’s go.

On we go.

Frequently Asked Questions

Are you writing a step-by-step implementation guide for Lean?

Yes. The six-book Elevating Construction the Lean Way series covers Lean Core 1 through 6. But the real implementation guide will be videotaped on a real project with a real team. That’s the step-by-step series the industry needs.

What are the six Lean cores in the new book series?

Lean Core 1: Respect for People, Nature, and Resources. Lean Core 2: Stability and Standardization. Lean Core 3: One Piece Process or Progress Flow. Lean Core 4: Flowing Together on Takt Time With Pull. Lean Core 5: Total Participation and Visual Systems. Lean Core 6: Quality and Continuous Improvement.

How can someone implement Lean step-by-step right now?

Start learning and implementing as fast as you can. Read the books. Watch the videos. Attend boot camp. And if you want hands-on help, reach out. If you’re serious, I’ll partner with you and videotape everything so the industry has a complete guide.

What’s the requirement to partner with you on creating the implementation videos?

You have to be all in. High-performing team. Leader committed. Willing to let me videotape everything. No half-butting it. Put your shoulders back and say, “Let’s go.” If you’re willing to do that, I’m ready.

Why do you need authority to implement Lean?

Because you need people going in the same direction. Dissension and chaos don’t create Lean. The leader of the company has to drive it. You need a little bit of authority to get people aligned. Anyone who says you don’t need authority has never tried to implement anything.

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

High, Medium, & Low Performers

Posted on by Danny Jiménez⁩
Read 24 min

High, Medium, and Low Performers: Why They Don’t Get Along

Here’s something that makes people uncomfortable but needs to be said: high performers will never get along with medium and low performers. Not because they’re mean. Not because they’re judgmental. But because they’re heading in different directions. And when people are heading in different directions, every interaction feels like friction instead of flow.

And I don’t like that this is true. But it is. And if you understand why, you can stop forcing situations that will never work.

The Pain of Pairing High Performers With Low Performers

Here’s what I know. There’s recently one of the top performing humans in our organization, like top, top, top. And not on purpose, but she got paired with somebody who is a bit of a mediocre performer, doesn’t like to work a lot of actual duration hours. We don’t really measure things by how many hours you work. We measure performance, but performance is kind of middle of the road. Hours are kind of small and reduced. There’s not a lot of performance there.

Anyway, like every three days, which is expected, so this isn’t a criticism, every three days the high performer is almost in tears, frustrated with the medium performer. And it’s not mean. I can see it on her face that it’s literally just that a high performer, whether it’s significance or certainty or simple pride in work or habitual or whatever it is, there’s a motivation there to do a good job. And the mediocre and low performers are affecting that.

So there’s a human need that the high performer has that the mediocre low performer is hurting. And the situation is never going to work. They’re never going to get along in that direction.

And I’m not saying that’s right. I’m not saying that we should advocate that. I’m just saying that’s literally how it’s going to be.

Here’s what happens. The high performer wants to execute at a high level. They care about the outcome. They take pride in the work. They’re driven by significance, by certainty, by doing things right. And when they’re paired with someone who doesn’t share that drive, it’s not just frustrating. It hurts. Because the low performer is blocking their ability to achieve what matters to them.

And the low performer isn’t necessarily a bad person. They might just have different priorities. They might want a different pace. They might be in a different season of life. But when you pair them with a high performer on the same task, you’re setting both of them up for failure.

The Rule of Flow: Segregation (Not as Punishment, but as Clarity)

So, you are probably more qualified than I am to figure out what to do about it. I mean, one of the rules of flow is segregation. I don’t like segregation from a, “Hey, we’re going to put mediocre performers in one group and high performers in another,” but I do know that you might have to split up those two types of people because they’re heading in different directions.

Meaning like, let’s say that you have a partner and a partner, any argument they have is worthwhile if they’re heading in the same direction. Any argument they have is a complete waste of time if they’re heading in separate directions. A high performer, mid performer, unless the mid performer wants to get better and just needs shoulder-to-shoulder training, they’re not heading in the same direction.

So all I’m trying to say is I don’t have answers to all three of the concepts here, but I do have an answer for the one: if you see a high-performing person not liking to be around a mid-performer or low-performing person, it’s pretty natural and it ties back to the four basic human needs.

Here’s the principle. Flow requires alignment. When two people are heading in the same direction, friction creates progress. They push each other. They challenge each other. They sharpen each other. But when two people are heading in different directions, friction creates frustration. Every interaction is a collision. Every conversation is a drain.

And the solution isn’t to force them together and hope they align. The solution is to separate them. Not as punishment. But as clarity. Let the high performers work together. Let the medium performers find their pace. And if someone wants to move from medium to high, give them shoulder-to-shoulder training and let them earn their way into the high-performing group.

Why Low Performers Attack High Performers

Okay, so let me talk about that, but the other thing is you are going to get a lot of anger and blame from mid-level performers and low performers against other people, especially the high performers and hatred because they don’t like how they feel around them. Like this is going to clear up a couple things and I hope it doesn’t come off wrong.

I have on my LinkedIn profile, I work with high-performing people who care about people. That’s me. And if somebody in the industry, and I don’t like this, so don’t think I like this, but if somebody in the industry is like, “I can’t, I can’t implement Lean, I’m not doing it, I just can’t do it,” there’s probably only a certain amount of time before that person just completely blocks me, stops listening to the podcast, stops listening to any of my content, and then after that starts criticizing me. It happens all the time and it’s because I make them feel bad. I make them feel like they’re not good enough. And I don’t like that.

Just so you know, I’m not proud of it. And I’ll tell you the same thing. When I’m around people that are doing something that I can’t do, I don’t like how I feel. It’s just a natural thing. And I’ve just been blessed with good circumstances. I’m not better than anybody in any way, shape, or form. I just have been blessed with golden spoon circumstances, honestly.

And there’s a lot of, you’ll see that with anybody who doesn’t like Elevate, doesn’t like me. I’ll give you an example. There are people that will be like, “Oh my gosh, I love this, oh my gosh, I’m listening to a podcast, I love Jason, blah, blah, blah.” Then we get together and they’re like, “Oh, I’m not doing well, I can’t do this,” or they don’t even try.

I remember one person came to an event and didn’t even try. Just hands in his pocket, just trying to BS all day long and not help, and then wanted something for nothing, and didn’t fit in with us. And we weren’t mad or mean, but it was like, “Hey, you know, we’re going to need more here.” And then that person got back to real life and tried to do some things that he was excited about and couldn’t do it. And then got to the point where it’s like, “Well, I’m sad.” And then got to a point where, “Okay, I’m going to give up.” And then got into a day job again. And then got to a point where it was like, “Oh, well, I actually, I’m great and everybody else is wrong.” Then got to a point where he started attacking me. And then got to a point where it was like, “Now this person defines their being by how small they could make me.”

And I never intended to make them feel small. So, I don’t know that it’s super useful to try and tear me down. So, then I distanced myself because I don’t hang around toxic people. And it all came about because that person, and this is the harshest way I can put it, so just bear with me and give me a little grace here, because that person couldn’t do it. And because that person was a sellout. And the only thing they could do to protect their own ego was to basically blame everybody else, their world, and their circumstances, and go back to the lazy toxic ways of doing things in the industry, and criticize those of us who are actually moving forward and trying to help.

And it happens all the time.

Here’s why this happens. Low performers feel inadequate around high performers. And instead of using that feeling as motivation to improve, they use it as justification to tear down. They can’t do what the high performer does. And that makes them feel small. So they protect their ego by attacking the high performer. They criticize. They mock. They blame. They say, “You’re not realistic. You don’t understand the real world. You’re too extreme.”

And it’s not about the high performer. It’s about the low performer protecting themselves from the pain of not measuring up.

The Lean Analogy: Not Everyone Is Ready for Space

So, you know, I was thinking the other day about Lean. Lean ain’t an easy deal. And this is a bad analogy because I respect both classes of people in here. It’s like if NASA was like, “Hey, let’s grab a bunch of farmers and let’s fly to space.” Well, they haven’t been trained for it. They’re not physically in shape for it. They’re not ready. It’s not fair to do that.

And so, we’re taking human beings in the industry that were taught to do lazy things, taught to do wrong things, taught to fit in with the status quo, and they were like, “Hey, let’s fly to space with Lean.” It’s just not going to work.

And most of the time there’s a group of people that I’m inspiring. But there’s also another group of people that I’m pissing off because they don’t like how they feel when I talk. And they don’t have the golden spoon circumstances that I had. So, I don’t exactly know what to do about it.

If somebody was like, “Jason, water down your message,” I’m never going to dumb down what I’m saying because I just feel like that would be inauthentic and disrespectful. But it does have consequences. So, I am always open to hearing what you have to say about that.

Here’s the truth. Not everyone is ready for Lean. Not because they’re bad people. But because they haven’t been trained for it. They haven’t developed the habits. They haven’t built the discipline. They haven’t experienced the systems. And if you try to force them into Lean before they’re ready, you’re setting them up to fail. And they’ll blame Lean. They’ll blame you. And they’ll go back to the old way and attack anyone who’s still trying.

And I don’t like that. But it’s reality. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

A Challenge for Leaders

Here’s what I want you to do this week. Look at your team. Are you pairing high performers with low performers and expecting it to work? If yes, stop. Separate them. Not as punishment. But as clarity. Let the high performers work together. Let them push each other. Let them execute at the level they’re capable of.

And if someone wants to move from medium to high, give them shoulder-to-shoulder training. Work with them. Invest in them. But don’t force the high performer to carry the low performer. It’s not fair to either of them.

And if you’re a high performer and you’re feeling frustrated working with someone who’s not heading in the same direction, know that it’s not you. It’s not them. It’s just that you’re heading in different directions. And that’s okay. Find your tribe. Work with people who share your drive. And let go of the guilt. As we say at Elevate, high performers and low performers don’t get along because they’re heading in different directions. Separate them. Train those who want to improve. And let the high performers fly.

On we go.

Frequently Asked Questions

Why don’t high performers get along with low performers?

Because they’re heading in different directions. The high performer is driven by significance, pride in work, and doing things right. The low performer doesn’t share that drive. Every interaction feels like friction instead of flow. It’s not mean. It’s just misalignment.

Is it wrong to separate high performers from low performers?

No. Segregation isn’t punishment. It’s clarity. Flow requires alignment. When people are heading in different directions, friction creates frustration. When they’re heading in the same direction, friction creates progress. Separate them so both can thrive.

Why do low performers attack high performers?

Because they feel inadequate around them. And instead of using that feeling as motivation to improve, they protect their ego by tearing down. They can’t do what the high performer does, so they criticize, mock, and blame to avoid feeling small.

What if a medium performer wants to become a high performer?

Give them shoulder-to-shoulder training. Work with them. Invest in them. But make them earn their way into the high-performing group. Don’t force the high performer to carry them. Train them until they can keep up, then let them join.

Why isn’t everyone ready for Lean?

Because they haven’t been trained for it. They were taught lazy habits, wrong methods, and status quo thinking. Lean requires discipline, systems, and a growth mindset. If you force people into Lean before they’re ready, they’ll fail and blame Lean instead of their own lack of preparation.

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

Stepping on Toes

Posted on by Danny Jiménez⁩
Read 21 min

Stepping on Toes: Why Two People Doing the Same Thing Creates Conflict

Here’s a secret that’s helped me out for a long time, and I didn’t realize how often it would show up until years after I first heard it. If two people in an organization are doing the same things, they will step on each other’s toes. There will be conflict and you will not be able to build the team. And if you want something to actually get done, one single person has got to be responsible for it.

This sounds simple. But it’s not. And it shows up everywhere.

The Pain of Overlapping Roles

I will tell you a story. Early on, I went to Fiji for Tony Robbins’ Life Wealth Mastery. There was an individual there, a consultant actually, that was really doing a good job. I really appreciated him and everything on the team. He was talking to me about business consulting, that he does consulting for big businesses. He was actually helping a millionaire lady there who had her own business to go to the next level.

I was like, “This is really cool.” He was like, “Maybe I could do some consulting for you.” His consulting was like fifteen thousand dollars a month just for some phone calls. I was like, “That’s probably a little bit out of our price range,” so I didn’t do it at the time. But the initial, “Hey, are we a good fit for each other” call, he let out, which I think probably he intended to do, a kind of a tip or a trick or a secret. He said, “If two people in an organization are doing the same things, they will step on each other’s toes. There will be conflict and you will not be able to build the team.”

I realized, “Okay, yeah, well, that sounds kind of common sense, right? Nobody likes their toes to be stepped on.” So, I didn’t think much of it.

Then over the years, I’ve had different conflicts with Kate, with Kevin, with different people. I’ll be honest with you, it is not their fault. It is not their fault. I’ve gotten sensitive a couple of times and every single time, and I want to make sure that I’m not exaggerating this or that you don’t think I’m exaggerating this, I want you to know every single time I’ve stepped back. And I just, I want you to know I’m not like mature and I didn’t decide to step back. It’s like I’m walking down the street, something’s going on and I’m like, “Oh my gosh.”

And I just have this realization. The universe in my brain tells me, “You’re doing the same things.” And I’ll be like, “Oh my gosh, oh my gosh, this isn’t like some big dramatic thing that I need to freak out over. This is just the same thing that it’s always been. We’re doing the same things.”

Here’s what happens. You and your business partner are both trying to lead the same initiative. You and your PM are both trying to coordinate the same trade. You and your spouse are both trying to handle the same household task. And instead of collaborating, you’re colliding. One person does it one way. The other person does it another way. And instead of complementing each other, you’re stepping on each other’s toes. And resentment builds.

The Solution: Clear Lines of Responsibility

And if we can start to do it as a team, knowing what we’re responsible for and making sure that we are honoring that and that there are clear lines of, I would say, work assignments, because obviously in a business, you know, more than one person is responsible. Like we’re all responsible. So, I can’t just push somebody else out. That’s not what it means to be a partner. I’m going to share, but when it comes to work tasks, how can I make sure we’re not stepping on each other’s toes?

And that principle seems really simple. And probably right now you’re like, “Jason, you just wasted my time on a podcast. I trusted you, Jason, to get on this podcast and to listen to you. And then you waste my time with this stupid inane topic.”

I’m telling you, if you and your PM are doing the same thing, you’re going to step on each other’s toes and get pissed off at each other, maybe even hate each other. If you and your business partner are doing the same things, then you’re going to get pissed off at each other. It’s not going to go well. If you and your wife or your husband or your partner or whatever, and I’m not being insulting when I say that, I’m inclusive of anything you’ve got going on, are doing the same things, you’re going to get pissed off at each other. It’s just a fact.

And so if you want to avoid that, you make sure, “Yeah, okay, we’re all responsible. We’re both responsible for these kids,” for instance, right? “But we are doing different things. I’m in charge of dinner. You’re in charge of taking them to school.”

But if you start doing something that your wife wants done perfectly and beautifully, you ain’t going to be getting along. I’m just going to be telling you that right now, because then it’s not going to be good enough and you’re going to be stepping on each other’s toes.

Here’s the practical application:

  • Crew-to-PM: The crew executes the work. The PM coordinates the trades and manages logistics. If the PM starts telling the crew how to install, they’re stepping on the foreman’s toes.
  • Super-to-super: One super runs project A. Another super runs project B. If both supers start coordinating the same subcontractor across both projects, they’re stepping on each other’s toes.
  • Department lead to department lead: One leads pre-construction. Another leads operations. If pre-construction starts making field decisions without operations, they’re stepping on each other’s toes.
  • Business partners: One handles client relationships. Another handles operations. If both start leading the same client meeting, they’re stepping on each other’s toes.
  • Leadership team: One leads sales. Another leads delivery. If sales start promising schedules without delivery’s input, they’re stepping on each other’s toes.

Make sure you’re not doing the same things because it’s going to end up in tragedy.

The Second Principle: If Two People Are Responsible, It Won’t Happen

The other thing that I wanted to say, I was listening to a book, a really cool Lean book, Lean Made Simple by Ryan Tierney. And he said that one of the biggest concepts for him is if two people, two or more people are responsible for something, it will not happen. If you want something to happen, one single person has got to be responsible for it.

So that ties into the topic. Not only is it going to get rid of a lot of the contention there, not only is it going to be better from a teaming organization, not only can somebody get some significance, but it also makes sure that the darn thing actually gets done.

Here’s what this means. You can have multiple people contributing. You can have a team working together. But one person needs to be responsible. One person owns it. One person makes the final call. One person is accountable for the outcome. And if you try to split that responsibility between two people, it won’t happen.

Why? Because when two people are responsible, nobody’s responsible. When something goes wrong, each person thinks the other handled it. When a decision needs to be made, each person waits for the other to decide. When coordination is needed, each person assumes the other coordinated. And the task falls through the cracks.

This shows up everywhere. Two PMs are responsible for the same trade coordination. Neither owns it. The trade shows up unprepared. Two supers are responsible for the same lookahead planning meeting. Neither owns it. The meeting doesn’t happen. Two leaders are responsible for the same client relationship. Neither owns it. The client feels neglected.

One person. One responsibility. That’s how things get done.

How This Applies to Teams and Families

So, cruise, PM-to-super, super-to-super, job-to-job, department lead to department lead, business partner, leadership team, make sure you’re not doing the same things because it’s going to end up in tragedy.

And this applies to families too. If you and your spouse are both trying to handle dinner, you’re stepping on each other’s toes. If you’re both trying to manage the kids’ schedules, you’re stepping on each other’s toes. If you’re both trying to coordinate household tasks without clear ownership, you’re stepping on each other’s toes.

The solution? Divide and conquer. You handle dinner. I’ll handle school drop-off. You manage the kids’ activities. I’ll manage the household maintenance. We’re both responsible for the family. But we’re doing different things. And that prevents conflict.

This isn’t about control. It’s about clarity. When roles are clear, people can execute without collision. When roles overlap, people collide even when they’re trying to help. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

A Challenge for Teams and Leaders

Here’s what I want you to do this week. Look at your team. Are two people doing the same thing? Are you and your PM both coordinating the same trade? Are you and your business partner both leading the same initiative? Are you and your spouse both handling the same task?

If yes, stop. Divide the responsibility. Make it clear who owns what. And honor those boundaries. Don’t step on each other’s toes. And if something isn’t getting done, ask: are two people responsible for it? If yes, assign it to one person. Give them ownership. Give them authority. And let them execute.

This sounds simple. But it’s powerful. Clear roles prevent conflict. One person per responsibility ensures things get done. And teams that honor boundaries build trust instead of resentment. As we say at Elevate, if two people are doing the same things, they will step on each other’s toes. Clear roles. One responsibility. No overlap. That’s how teams work.

On we go.

Frequently Asked Questions

Why does conflict happen when two people do the same thing?

Because they’re stepping on each other’s toes. One person does it one way. The other does it another way. Instead of collaborating, they’re colliding. And resentment builds. Clear roles prevent this by defining who owns what.

How do I create clear lines of responsibility?

Divide the work. You handle this. I’ll handle that. We’re both responsible for the outcome, but we’re doing different things. Honor those boundaries. Don’t step into someone else’s area unless invited. That’s how teams avoid conflict.

What if two people need to work on the same thing?

One person owns it. The other contributes. But only one person is responsible for the final outcome. That person makes the calls, coordinates the work, and owns the result. Multiple contributors are fine. Multiple owners create chaos.

Why won’t things get done if two people are responsible?

Because when two people are responsible, nobody’s responsible. Each person assumes the other handled it. Decisions don’t get made. Coordination doesn’t happen. Tasks fall through the cracks. One person must own it for it to happen.

How does this apply to families?

Same principle. You handle dinner. I’ll handle school drop-off. You manage the kids’ activities. I’ll manage household maintenance. We’re both responsible for the family, but we’re doing different things. Clear roles prevent conflict at home just like at work.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go

    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

    • Introduction to Takt Production System® principles
    • CPM vs TAKT comparison
    • Macro planning, zoning, and density analysis
    • Quantities and production rates
    • Hands-on application to participants’ projects with LeanTakt PM experts

    day2

    Norm Planning & Flow Optimization

    • Review and refinement of Day 1 work
    • Pull planning and sequence optimization
    • Work packaging for balanced flow
    • Project integration session with LeanTakt PM coaching

    day3

    Advanced Tools & Comparisons

    • Macro work packaging and example walkthrough
    • Calculator Norm for production optimization
    • Stacking comparison to avoid trade conflicts
    • Hands-on application to participants’ own schedules

    day4

    Buffers, Controls & Finalization

    • Review of Day 3 implementation
    • Buffer management strategies and placement
    • Takt control principles and steering methods
    • Project plan finalization with expert guidance

    day5

    Control Systems & Presentations

    • Takt steering, control systems, and real project examples
    • Participant project presentations with LeanTakt PM feedback
    • Wrap-up, feedback, and action planning for post-training implementation

    faq

    UNDERSTANDING THE TRAINING

    What is the Virtual Takt Production System® Training by LeanTakt?
    It’s an expert-led online program designed to teach construction professionals how to implement Takt Planning to create flow, eliminate chaos, and align teams across the project lifecycle.
    Who should take the LeanTakt virtual training?
    This training is ideal for Superintendents, Project Managers, Engineers, Schedulers, Trade Partners, and Lean Champions looking to improve planning and execution.
    What topics are covered in the online Takt Production System® course?
    The course covers macro and micro Takt planning, zone creation, buffers, weekly updates, flow management, trade coordination, and integration with CPM tools.
    What makes LeanTakt’s virtual training different from other Lean construction courses?
    Unlike theory-based courses, this training is hands-on, practical, field-tested, and includes live coaching tailored to your actual projects.
    Do I get a certificate after completing the online training?
    Yes. Upon successful completion, participants receive a LeanTakt Certificate of Completion, which validates your knowledge and readiness to implement Takt.

    VALUE AND RESULTS

    What are the benefits of Takt Production System® training for my team?
    It helps teams eliminate bottlenecks, improve planning reliability, align trades, and reduce the chaos typically seen in traditional construction schedules.
    How much time and money can I save with Takt Planning?
    Many projects using Takt see 15–30% reductions in time and cost due to better coordination, fewer delays, and increased team accountability.
    What’s the ROI of virtual Takt training for construction teams?
    The ROI comes from faster project delivery, reduced rework, improved communication, and better resource utilization — often 10x the investment.
    Will this training reduce project delays or rework?
    Yes. By visualizing flow and aligning trades, Takt Planning reduces miscommunication and late handoffs — major causes of delay and rework.
    How soon can I expect to see results on my projects?
    Most teams report seeing improvement in coordination and productivity within the first 2–4 weeks of implementation.

    PLANNING AND SCHEDULING TOPICS

    What is Takt Planning and how is it used in construction?
    Takt Planning is a Lean scheduling method that creates flow by aligning work with time and space, using rhythm-based planning to coordinate teams and reduce waste.
    What’s the difference between macro and micro Takt plans?
    Macro Takt plans focus on the overall project flow and phase durations, while micro Takt plans break down detailed weekly tasks by zone and crew.
    Will I learn how to build a complete Takt plan from scratch?
    Yes. The training teaches you how to build both macro and micro Takt plans tailored to your project, including workflows, buffers, and sequencing.
    How do I update and maintain a Takt schedule each week?
    You’ll learn how to conduct weekly updates using lookaheads, trade feedback, zone progress, and digital tools to maintain schedule reliability.
    Can I integrate Takt Planning with CPM or Primavera P6?
    Yes. The training includes guidance on aligning Takt plans with CPM logic, showing how both systems can work together effectively.
    Will I have access to the instructors during the training?
    Yes. You’ll have opportunities to ask questions, share challenges, and get real-time feedback from LeanTakt coaches.
    Can I ask questions specific to my current project?
    Absolutely. In fact, we encourage it — the training is designed to help you apply Takt to your active jobs.
    Is support available after the training ends?
    Yes. You can access follow-up support, coaching, and community forums to help reinforce implementation.
    Can your tools be customized to my project or team?
    Yes. We offer customizable templates and implementation options to fit different project types, teams, and tech stacks.
    When is the best time in a project lifecycle to take this training?
    Ideally before or during preconstruction, but teams have seen success implementing it mid-project as well.

    APPLICATION & TEAM ADOPTION

    What changes does my team need to adopt Takt Planning?
    Teams must shift from reactive scheduling to proactive, flow-based planning with clear commitments, reliable handoffs, and a visual management mindset.
    Do I need any prior Lean or scheduling experience?
    No prior Lean experience is required. The course is structured to take you from foundational principles to advanced application.
    How long does it take for teams to adapt to Takt Planning?
    Most teams adapt within 2–6 weeks, depending on project size and how fully the system is adopted across roles.
    Can this training work for smaller companies or projects?
    Absolutely. Takt is scalable and especially powerful for small teams seeking better structure and predictability.
    What role do trade partners play in using Takt successfully?
    Trade partners are key collaborators. They help shape realistic flow, manage buffers, and provide feedback during weekly updates.

    VIRTUAL FORMAT & ACCESSIBILITY

    Can I access the virtual training from anywhere?
    Yes. The training is fully accessible online, making it ideal for distributed teams across regions or countries.
    Is this training available internationally?
    Yes. LeanTakt trains teams around the world and supports global implementations.
    Can I watch recordings if I miss a session?
    Yes. All sessions are recorded and made available for later viewing through your training portal.
    Do you offer group access or company licenses?
    Yes. Teams can enroll together at discounted rates, and we offer licenses for enterprise rollouts.
    What technology or setup do I need to join the virtual training?
    A reliable internet connection, webcam, Miro, Spreadsheets, and access to Zoom.

    faq

    GENERAL FAQS

    What is the Superintendent / PM Boot Camp?
    It’s a hands-on leadership training for Superintendents and Project Managers in the construction industry focused on Lean systems, planning, and communication.
    Who is this Boot Camp for?
    Construction professionals including Superintendents, Project Managers, Field Engineers, and Foremen looking to improve planning, leadership, and project flow.
    What makes this construction boot camp different?
    Real-world project simulations, expert coaching, Lean principles, team-based learning, and post-camp support — all built for field leaders.
    Is this just a seminar or classroom training?
    No. It’s a hands-on, immersive experience. You’ll plan, simulate, collaborate, and get feedback — not sit through lectures.
    What is the focus of the training?
    Leadership, project planning, communication, Lean systems, and integrating office-field coordination.

    CURRICULUM & OUTCOMES

    What topics are covered in the Boot Camp?
    Takt planning, day planning, logistics, pre-construction, team health, communication systems, and more.
    What is Takt Planning and why is it taught?
    Takt is a Lean planning method that creates flow and removes chaos. It helps teams deliver projects on time with less stress.
    Will I learn how to lead field teams more effectively?
    Yes. This boot camp focuses on real leadership challenges and gives you systems and strategies to lead high-performing teams.
    Do you cover daily huddles and meeting systems?
    Yes. You’ll learn how to run day huddles, team meetings, worker huddles, and Lean coordination processes.
    What kind of real-world challenges do we simulate?
    You’ll work through real project schedules, logistical constraints, leadership decisions, and field-office communication breakdowns.

    LOGISTICS & FORMAT

    Is the training in-person or virtual?
    It’s 100% in-person to maximize learning, feedback, and team-based interaction.
    How long is the Boot Camp?
    It runs for 5 full days.
    Where is the Boot Camp held?
    Locations vary — typically hosted in a professional training center or project setting. Contact us for the next available city/date.
    Do you offer follow-up coaching after the Boot Camp?
    Yes. Post-camp support is included so you can apply what you’ve learned on your projects.
    Can I ask questions about my actual project?
    Absolutely. That’s encouraged — bring your current challenges.

    PRICING & VALUE

    How much does the Boot Camp cost?
    $5,000 per person.
    Are there any group discounts?
    Yes — get 10% off when 4 or more people from the same company attend.
    What’s the ROI for sending my team?
    Better planning = fewer delays, smoother coordination, and higher team morale — all of which boost productivity and reduce costs.
    Will I see results immediately?
    Most participants apply what they’ve learned as soon as they return to the jobsite — especially with follow-up support.
    Can this replace other leadership training?
    In many cases, yes. This Boot Camp is tailored to construction professionals, unlike generic leadership seminars.

    SEO-BASED / HIGH-INTENT SEARCH QUESTIONS

    What is the best leadership training for construction Superintendents?
    Our Boot Camp offers real-world, field-focused leadership training tailored for construction leaders.
    What’s included in a Superintendent Boot Camp?
    Takt planning, day planning, logistics, pre-construction systems, huddles, simulations, and more.
    Where can I find Lean construction training near me?
    Check our upcoming in-person sessions or request a private boot camp in your city.
    How can I improve field and office communication on a project?
    This Boot Camp teaches you tools and systems to connect field and office workflows seamlessly.
    Is there a training to help reduce chaos on construction sites?
    Yes — this program is built specifically to turn project chaos into flow through structured leadership.

    agenda

    Day 1

    Agenda

    • Intro to Camp
    • Set Expectations
    • Morning Routine
    • Plan Day
    • Explain "Why"
    • Teams Intros + Yells + Expectation
    • Focus, Physiology, Words + Yells
    • Blocks to Leadership
    • 50 Million
    • Biggest Thing
    • Choose Your Word
    • Marketing Exercise
    • Interview for the Project
    • PO Homework and Close the Day

    Outcomes

    • Understand how to get into a proper state to lead
    • Understand how to dig deep to find the confidence to lead
    • Team work and collaboration
    • Understand marketing
    • Understand how to interview for and win a project

    Day 2

    Agenda

    • Morning Routine
    • Day Planner
    • Plus & Delta
    • Macro Takt planning
    • Setup jobs + Signs + Logistics
    • Explain the IPCS™
    • Detailed logistics training
    • Team balance & health training

    Outcomes

    • Learn the IPCS™ understand how to integrate the entire project from start to finish with First Planners™ and Last Planners® through the Takt Production System®
    • Learn how to review a project
    • Learn advanced logistics
    • Learn team balance and health

    Day 3

    Agenda

    • Morning Routine
    • Day Planner
    • Plus & Delta
    • Review How Big Things Get Done
    • Review IPCSTM
    • Fix (Schedule, zone, logistics, trailer, org & procurement)
    • Fresh Eyes Meeting
    • Pre-Con Overview
    • TAKT SIMULATION
    • Recap and Review

    Outcomes

    • Understand why and how to plan
    • Understand the benefits of using a Takt production plan
    • Learn the steps to proper pre-con that sets the project up for success
    • Learn how to review a project in a Fresh Eyes Meeting
    • Learn flow from Takt planning

    Day 4

    Agenda

    • Morning Routine
    • Day Planner
    • Plus & Delta
    • Opposing Squares
    • Pull Plan
    • Takt Remaining
    • Norm Update
    • Re Zoning
    • Risks & Pre-Con Align
    • Meeting System
    • Problems
    • Recap

    Outcomes

    • Understand the Norm level Takt plan for weekly/daily planning
    • Benefits and outcomes of rezoning strategies
    • Using meetings to feed information through the system and to the Foremen

    Day 5

    Agenda

    • Morning Routine
    • Day Planner
    • Plus & Delta
    • Huddle I.D.S
    • Day Plan
    • Worker Huddle
    • Norm Update
    • Team Huddle
    • Lean Systems Recap
    • Feedback Exercise
    • Final & Close

    Outcomes

    • Know what information is needed and how to get it to the Workers
    • Better understand how to give feedback and why it’s crucial for everyone
    • How to problem solve as a team
    • Understand how all systems tie together
    • Know how the information gets all the way to the worker
    • Have perfect clarity on the individual’s personal organization planner