Month: February 2026

The Podcast Effect

Posted on by Danny Jiménez⁩
Read 23 min

The Podcast Effect: Implement, Learn, Teach, Repeat

Here’s something personal to me that I want to share. The podcast has two effects on my life. Number one: it’s education. The learn-teach-learn cycle makes me know the material better and keeps me constantly implementing. Number two: it creates a sense of urgency that’s both helpful and, at times, unhealthy. And I want to talk about both because they reveal something important about how Lean actually works versus how people talk about it.

And here’s the bottom line: critics don’t count. People implementing, learning, teaching, and sharing that’s real Lean.

The Pain of People Who Talk But Don’t Implement

Now, this is a little bit snarky and I don’t mean it to be because I really want to be a different person and a better person. But I wrote down a note called Show Me. And it was snarky because there’s lots of influencers. It’s so funny. There’s lots of people leading super groups or trying to lead super groups that have never legitimately been a super and run a job and are giving, being in superintendent panels or giving superintendent presentations or delivering superintendent training and they’ve never done that.

And so, when they’re talking about different things, I do appreciate anybody’s willingness to share until they start to tear down somebody else. And I think that, first of all, trying to tear down somebody else isn’t a good way to go about things. And tearing down the industry, tearing down somebody else is definitely not appropriate if you don’t know what you’re talking about.

Another example is there’s lots of people weighing in on Lean and actually criticizing Lean. And all they’ve ever done is read books and been in a university class or as a professor. And so, the question is, and you can answer it for yourself, who would you rather trust? Somebody who’s been in the field for thirty years, actually doing the thing and implementing the things, or the person who read books and pontificated?

And that happens with social media influencers as well. So, I like to say, show me. And every time you dig into these folks, you go to their house and it’s nasty. You go to their car, it’s nasty. Their organization’s nasty. Their habits are just completely un-Lean. You find out they’ve never actually had field experience. They’ve never actually done it. And they’re literally just in it for fame or for finances.

Here’s the problem. These people criticize the builders who are actually implementing. They tear down the superintendents who are doing pull planning for the first time. They mock the foremen who are trying Takt and learning as they go. And they do it from the cheap seats. They’ve never run a job. They’ve never led a crew. They’ve never implemented a system. But they’ll write a critical post, record a snarky video, or give a lecture tearing down the people in the arena.

And my response is always the same: show me.

The Learn-Teach-Learn Cycle (Why the Podcast Works)

Let me talk about the education part, then I’ll talk about the sense of urgency. So, for me, in the industry, I’ve gone and tried to learn as much as I can and I’m constantly doing trainings or taking and implementing trainings. Then I implement it in the field, and when I was in operations, I would do it as a field leader. Now I do it with clients, or our entire team does it with clients.

And then I will feel passionate about a topic, talk about it on the podcast. And then once I talk about it on the podcast, something happens to my brain. I have it on recall and I know it better now. It’s like the teach-learn cycle.

And just so you all know, I do a lot of research for these topics. My delivery isn’t the best, so I’m not saying I’m good at podcasting, but the research behind the topic and the principles is intense. And when I’m going to a YouTube shoot, there’s a lot of preparation. I have to search, not I have to, I get to search what people are looking for on YouTube, go and look for associated topics, do the research, make sure the title is correct, then outline it, then deploy it. And it’s a whole process.

But it’s great for me because it’s like I’ve never stopped learning. And the learn-teach-learn is really, really beneficial.

Here’s why this matters. When you implement something, you learn it at one level. When you teach it, you learn it at a deeper level. You have to understand it well enough to explain it. You have to anticipate questions. You have to clarify what’s confusing. And that forces you to know the material better than if you just read about it or talked about it.

This is the podcast effect for me. I implement Lean in the field. I learn from the experience. I teach it on the podcast. And then I know it better. And I implement it again. And the cycle repeats. That’s real Lean. Not reading books and criticizing. Implementing, learning, teaching, repeating.

Show Me: The Response to Critics

So, my point there is that there’s a lot of people in it for fame and money. And my response would be, show me. Oh, you’re telling me CPM works? Show me. Oh, you can’t. You’re telling me Lean doesn’t work? Show me, even though there’s like hundreds of companies doing it with great success. Show me where you’ve done it and couldn’t do it. Oh, you haven’t done it? Okay. Show me, show me, show me.

And the problem is they’re not implementing. And so, I’m a bit critical about that. And so, when people like them criticize people like you who are doing your best to implement, did your pull plan work out great? Maybe not. Did your trade partner weekly tactical meeting work out great? Maybe not. But guess what you’re doing? You’re implementing. You are teaching. You are sharing. You are going and doing the hard things.

So, I will always contend that real Lean is people implementing, learning, teaching, and implementing. It’s not the critics. The critics don’t count.

Here’s what this means practically. If someone criticizes your pull plan, ask them: “Show me your pull plan.” If someone says Takt doesn’t work, ask them: “Show me where you implemented it and it failed.” If someone mocks your Lean journey, ask them: “Show me your Lean organization.” And if they can’t show you, their criticism doesn’t count. Because they’re in the cheap seats. They’re not in the arena.

The people who count are the people implementing. The superintendent trying pull planning for the first time. The foreman learning Takt on a live project. The PM struggling through lookahead planning. Those are the people doing real Lean. Not the critics. Not the influencers. Not the professors who’ve never run a job.

The Sense of Urgency (Helpful and Unhealthy)

Now, the second thing for the podcast effect to me is the sense of urgency it gives me. I’ll get three episodes behind, seven episodes behind, but I’m never off schedule as a whole. If you count up the days from today all the way back to when I started the podcast, any working days, and you count how many working days there are versus how many podcasts there are, you’ll see I haven’t missed.

And that has caused a sense of urgency for me that’s been a little bit unhealthy at times where I’m like, “Kate, I got to do a podcast.” And she’s like, “Do you?” And she’s nice about it. She’s like, “Do you? Or is that just a thought?” And in all actuality, a lot of times it’s just a thought. Like it’s just me having maybe a false sense of urgency. It’s just me pushing myself. It’s just me thinking something’s urgent when it’s not.

Now, it has helped me to keep on schedule and trying to take care of the audience. But the question here is, is there anything that you feel you have urgency with that actually isn’t urgent that is currently negatively impacting your life?

Here’s what I mean. The podcast creates urgency for me. And that urgency helps me stay consistent. But sometimes the urgency is false. It’s just a thought. It’s not real. And if I’m not careful, I let that false urgency drives me in unhealthy ways. I stress about recording when I don’t need to. I prioritize the podcast over things that actually matter more. And I create pressure that doesn’t need to exist.

So, the question for you is: what are you treating as urgent that isn’t? What are you stressing about that’s just a thought? What pressure are you creating that doesn’t need to exist? And can you let it go?

The Two Questions This Podcast Raises

So, the question for the first topic is: whatever you learn, are you trying your best to implement? If you are, you are acting and behaving Lean.

And the second one is: is there anything that you feel you have urgency with that actually isn’t urgent that is currently negatively impacting your life?

I want anything in your life that’s like this podcast to be something that helps you implement and learn and not something that needlessly drives you. And so that’s just something that I want to share. It’s none of my business either way how you do it, but I do care about you and I wanted to share it. So, this is just a little personal note.

Here are the two questions:

  • Are you implementing what you learn? If yes, you’re doing real Lean. If no, you’re just consuming content.
  • Are you creating false urgency that’s negatively impacting your life? If yes, let it go. If no, keep the healthy urgency that drives consistency.

Those are the two effects of the podcast for me. One is healthy: implement, learn, teach, repeat. One can be unhealthy: false urgency that drives unnecessary stress. And I want you to have the first without the second. 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 Builders

Here’s what I want you to do this week. First, ask yourself: am I implementing what I’m learning, or am I just consuming content? If you read a book on Lean, did you implement it? If you watched a video on Takt, did you try it? If you listened to a podcast on pull planning, did you run a session? Real Lean is implementing, learning, teaching, repeating. Not just reading and talking.

Second, ask yourself: am I creating false urgency? Am I stressing about things that aren’t actually urgent? Am I driving myself with thoughts instead of reality? And if you are, let it go. Keep the healthy urgency that drives consistency. Let go of the false urgency that drives unnecessary stress. As we say at Elevate, critics don’t count. The people implementing, learning, teaching, and sharing are doing real Lean. Show me, don’t just talk about it.

On we go.

Frequently Asked Questions

What is the podcast effect?

The podcast effect has two parts. One: the learn-teach-learn cycle. You implement, you teach what you learned, and then you know it better. Two: the sense of urgency it creates, which can be healthy (consistency) or unhealthy (false stress). Real Lean is implementing, learning, teaching, repeating.

Why do you say “show me” to critics?

Because critics don’t count. If someone criticizes your Lean implementation, ask them: “Show me yours.” If they haven’t implemented it themselves, their criticism is from the cheap seats. The people in the arena, implementing and learning, are doing real Lean. Not the people talking from the sidelines.

How do I know if I’m implementing or just consuming content?

Ask yourself: Did I try what I learned? If you read a book, did you implement it? If you watched a video, did you test it? If you listened to a podcast, did you apply it? Real Lean is implementing, not just consuming.

What’s the difference between healthy urgency and false urgency?

Healthy urgency drives consistency. It keeps you on track. False urgency is just a thought. It’s stress that doesn’t need to exist. It’s treating something as urgent when it’s not. Healthy urgency helps. False urgency harms. Know the difference.

Why don’t you trust people who’ve never implemented Lean but criticize it?

Because they’re not in the arena. They’ve never run a job, led a crew, or implemented a system. They’ve read books and pontificated. But real Lean is implementing, learning, teaching, repeating. Not reading and criticizing. Show me, don’t just talk about it.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go

The 7 Steps to Kaizen

Posted on by Danny Jiménez⁩
Read 20 min

Kaizen: The Water and Fertilizer That Makes Lean Grow

Here’s something beautiful about Kaizen that most people miss: it’s not big three-day events. It’s not elaborate systems. Kaizen is the water and fertilizer that makes the soil able to take the seeds. The seeds are Lean. The ground is the company and the people. And Kaizen is what makes everything grow. It’s a love of the customer, pride in your work, and acknowledgment and honoring of your people.

And if you understand that, you’ll understand why small, continuous improvements beat big events every single time.

The Pain of Trying to Do Everything at Once

Let me tell you a quick story here. For instance, we have a boot camp trailer, and in it we have all of our supplies and things. And at the end of the boot camp, it takes so long to pack everything up and put everything away that we rely a lot on the audience to help us. And they do a great job, but in that environment that I have placed them, it’s very hard to get it right.

So, in the past, we just piled things. They were super messy. Then we got bins, but things were in the wrong bins. And then we got labeling, but people weren’t used to it. And then this last time, I went through and improved everything so much that I think we can pack up the simulations and the boot camp trailer so well and so Lean that it’s just done in like thirty minutes.

And if I tried to create that whole system all at once, I would just get so overwhelmed, I’d just give up. It’s one thing at a time.

So, if you saw us at boot camps three years ago, you’d be like, “These guys are a mess.” If we roll up now, you’d be like, “Dang, these guys are Lean.” If we roll up in two years from now, it’s going to look like we’re from a different planet. Because literally everything will have a spot, everything will have a place, everything will be labeled, everything will be Leaned out so well. But you have to start somewhere. So, I think small improvements are better.

Here’s the problem most people face. They see the gap between where they are and where they want to be, and it’s overwhelming. So they either try to fix everything at once and burn out, or they give up and do nothing. Kaizen fixes this. It says: improve one thing today. Then improve one thing tomorrow. And keep going. In three years, you’ll look like a different company.

What Kaizen Actually Means

You’ve heard me talk about the things that I learned in Japan, where a really prominent executive, Mr. Yabe, who was in charge of the Seven-Minute Miracle, drew seeds which represented Lean or TPS, the Toyota Production System. And then he drew the ground and said the ground is the company and the people. And he said Kaizen is the water and the fertilizer. It’s what makes the soil able to take the seeds. And the seeds aren’t bad, and the ground’s not bad, it just needs to have water.

And he said Kaizen, to him, it’s not the exact definition, but it’s a love of the customer, pride in your work, and third, acknowledgment and honoring of your people.

And I thought that was beautiful. Kaizen, if you take the translation of the word, it literally is to make better. And if, out of the research that I’ve done, if you take the word to make better, it’s not big Kaizen events, it’s not three-day events. Kaizen can be Paul Akers’ little two-second Lean improvements, they can be a little bit bigger, they could be more structured, and they should be to optimize the whole, not just sub-optimize in the wrong spot, if possible. But the bottom line is you’re always making things better.

And what are we making things better for? We’re making things better for the customer, we’re making things better for the quality of the product, and we’re making things better for our people. Isn’t that beautiful?

Here’s what this means practically. Kaizen isn’t a program. It’s not an event you schedule once a quarter. It’s the daily habit of making things better. It’s Paul Akers filming his two-second improvements every morning. It’s the foreman adjusting the tool cart layout so the crew doesn’t waste motion. It’s the superintendent reorganizing the gang box so materials are easier to find. It’s small. It’s continuous. And it compounds.

The Seven Steps of Kaizen

But there are seven steps that I wrote down from the book Toyota by Toyota that I really want to focus on.

Step One: Assess the Improvement Potential

When you’re going to improve something, and this can be small, in fact, I would recommend that it’s small, you have to look at the potential, the improvement potential. And there’s a couple of things there. Can it be improved? And the second one is, does it need to be improved?

Like, for instance, if you’re in a manufacturing facility and you’ve got this killer piece of equipment that produces six thousand parts per hour, but everything else on your line or in your production pod produces at one hundred parts per hour, you probably shouldn’t be improving that six-thousand-parts-per-hour machine because it’s already so efficient that in the overall scheme of things, it actually needs to sit idle most of the time.

And the other thing is, can you improve it? And there’s probably more categories there, but definitely look at the improvement potential. And there are some times where even if it looks like it can’t be improved and you need it to be improved, you’ve got to dig deeper and find a way.

Step Two: Analyze the Current Method

You can’t make an improvement unless you have standardization and stability. So, analyze the current method. Make sure you fully understand what is happening right now.

Here’s why this matters. If you don’t understand the current state, you’re just guessing. You don’t know what’s broken. You don’t know what’s working. You don’t know where the waste is. So, before you improve anything, study it. Observe it. Map it. Understand it. Then improve it.

Step Three: Generate Ideas

And I do this horribly. I just go right into the solution. “Hey, let’s do this.” But if I’m going to be a better leader, I need to go ahead, I get to go ahead and generate ideas and ask for ideas from the group and utilize the wisdom of the team.

This is respect for people. The people closest to the work know the work better than you do. Ask them for ideas. Don’t dictate the solution. Collaborate. Generate multiple options. Then pick the best one together.

Step Four: Make a Kaizen Plan

So, once you have the ideas, make a plan. This is what we’re going to do. This is the plan, do, check, act cycle, PDCA. Make a Kaizen plan and then implement that plan.

Step Five: Implement the Plan

This is where you actually do the improvement. You don’t just talk about it. You don’t just plan it. You execute it. You change the process. You test the new method. You make it real.

Step Six: Verify the Results

Once you’ve implemented that plan, verify the results. Don’t just leave it. See if it’s actually working.

Here’s the mistake most people make. They implement the improvement and move on. They don’t check if it worked. They don’t measure the result. They don’t verify the outcome. And then six months later, the improvement has drifted back to the old way because nobody verified it stuck.

Step Seven: Repeat

And if you follow that method, you can make lots and lots of improvements. You’re going to do the PDCA cycle: plan, do, check, adjust, or plan, do, check, act. And if you follow that method, you can make lots and lots of improvements.

This is the continuous part of continuous improvement. You don’t improve once and stop. You improve, verify, repeat. You do it again. And again. And again. And over time, the compound effect transforms the organization.

Leaders Must Model Kaizen (You Can’t Delegate It)

Now, one other thing. You can’t leave this to your organization. If you’re a leader, you have to do this. I’m constantly improving everything I do and taking videos all the time. In fact, with my organization, with my partners Kevin and Kate, I’m always improving. So I definitely have to be a part of it.

Here’s why this matters. If the leader doesn’t do Kaizen, the organization learns it’s optional. The team sees that improvement is something middle management does while leadership watches from the corner office. And the culture doesn’t shift. But when the leader does daily improvements, films them, shares them, and models the behavior, the organization follows. That’s how Kaizen becomes the water and fertilizer. The leader makes it real. 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 Builders

Here’s what I want you to do this week. Pick one small thing to improve. Not ten things. Not the whole system. One thing. Your tool cart. Your gang box. Your morning huddle board. Your trailer layout. One thing.

Then follow the seven steps. Assess the improvement potential. Analyze the current method. Generate ideas. Make a plan. Implement it. Verify the results. And repeat. Do it again tomorrow. And the next day. And the next day. In three years, you’ll look like a different company. As we say at Elevate, Kaizen is the water and fertilizer that makes Lean grow. Small improvements, done continuously, compound into transformation. Love the customer. Take pride in your work. Honor your people. And make things better every single day.

On we go.

Frequently Asked Questions

What does Kaizen actually mean?

Kaizen literally means to make better. It’s not big three-day events. It’s small, continuous improvements done every day. It’s a love of the customer, pride in your work, and acknowledgment and honoring of your people. It’s the water and fertilizer that makes Lean grow.

What are the seven steps of Kaizen?

One: Assess the improvement potential. Two: Analyze the current method. Three: Generate ideas. Four: Make a Kaizen plan. Five: Implement the plan. Six: Verify the results. Seven: Repeat. Follow these steps to make lots of improvements over time.

Why are small improvements better than big Kaizen events?

Because small improvements don’t overwhelm you. You can do one thing today, another tomorrow, and another the next day. Over three years, you’ll transform the organization. Big events burn people out and don’t stick. Small improvements compound.

How does Kaizen relate to respect for people?

Kaizen is making things better for the customer, for the quality of the product, and for your people. You ask the team for ideas because they’re closest to the work. You verify results to make sure the improvement actually helps. And you repeat to keep improving their environment every day.

Why must leaders do Kaizen themselves instead of delegating it?

Because if the leader doesn’t model it, the organization learns it’s optional. When the leader does daily improvements, films them, and shares them, the team follows. Leadership creates the culture. Delegation creates programs. Kaizen is culture, not a program.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go

Lean Instant Pudding

Posted on by Danny Jiménez⁩
Read 22 min

The Levels of Lean Implementation (It Takes Five to Ten Years, Not Instant Pudding)

Here’s something that’s going to disappoint people who want quick fixes: Lean implementation takes five to ten years. Not five to ten months. Not five to ten quarters. Five to ten years. And if you’re not willing to put in that time, you’re not implementing Lean. You’re pretending. You’re selling instant pudding to clients and giving Lean a bad name.

This is about the actual phases of Lean development and why most companies fail before they even start.

The Pain of Instant Pudding Thinking

W.Edwards Deming said that it’s going to take five to ten years to implement Lean in a company. I found that nowadays we can do it much faster. You know, like for instance, Pepper Construction with Coach Schmidt did it in two years. High Street Ventures did it in two years. It’s pretty fast. But in the book Toyota by Toyota, W. Edwards Deming says that all leaders, or not all leaders, but most leaders want instant pudding. Just add water and it’s done. Well, you can’t do that. You can’t do that. You have to put in the time.

And so, one of the things they said is when you’re introducing and trying to get people to participate, you’re talking about a minimum one to three years. And the first phase is introducing Lean and getting people to participate. And the timeline in here can kind of vary, but the participation phase where you’re getting people to participate can be one to three years.

Phase two, this is a transition where participants go to Lean implementers and developers. Meaning they’re actually helping to develop and implement the system and they’re part of the Lean system. And that can take one to two years.

And then phase three, that’s after that. That’s after two to five years, you have process maturation where the system evolves as a Lean culture grows and matures. And it is self-sustaining.

Here’s the problem. Most companies think they can skip the phases. They want instant pudding. They want to announce they’re Lean on Monday, do a kaizen event on Tuesday, and have a transformed culture by Friday. And when it doesn’t work, they blame Lean. They say, “We tried it. It didn’t stick.” But they didn’t try Lean. They tried instant pudding. And instant pudding isn’t Lean.

The Three Phases of Lean Implementation

Let me break down the three phases clearly so you understand what it actually takes.

Phase One: Introduction and Participation (One to Three Years)

This is where you introduce Lean and get people to participate. Not just comply. Participate. You’re training. You’re modeling. You’re doing gemba walks. You’re holding standards. You’re showing the team that Lean is real, not a flavor of the month. And this takes one to three years because people need to see that leadership is serious. They need to see that the standard won’t slip. They need to see that you’re willing to invest in training, send people to Japan, work shoulder to shoulder, and protect them when pressure comes.

Most companies fail in phase one because leadership delegates it to middle management, the standard slips, and people learn it’s optional. You can’t skip phase one. You can’t rush it. And you can’t fake it.

Phase Two: Implementation and Development (One to Two Years)

This is the transition where participants become implementers and developers. They’re not just following the system. They’re helping to build it, refine it, and improve it. They’re running kaizen events. They’re training others. They’re identifying waste and solving problems. They’re part of the Lean system, not just recipients of it.

This phase takes one to two years because transformation doesn’t happen overnight. People need time to develop the skills, the mindset, and the habits. And leadership needs to support them every step of the way. You can’t rush this phase either. And you can’t skip the development work.

Phase Three: Maturation and Self-Sustaining Culture (Two to Five Years and Beyond)

This is where the system evolves as the Lean culture grows and matures. The system becomes self-sustaining. People improve without being told. Standards hold without constant enforcement. The culture reinforces itself. And Lean becomes the way we work, not a program we run.

But you only get here after two to five years of sustained effort. And most companies never make it because they gave up in phase one or two when they didn’t see instant results.

The Two Non-Negotiables: Caring About People and Being Fanatical About Improvement

So, the only people that I’ve ever known to implement Lean well, they have to have two things. And I’ve checked all of our clients. If they don’t have these two things, it will fail.

Number one is they have a genuine desire to bless the lives of people. Number two, they are interested, highly interested, I would say, or addicted to improvement.

And that seems simple. And you’re like, “Yeah, we have that.” But do you? Do you? Like, this is not bragging, but here are a couple of things:

  • We shut down our company and force our people to take six weeks PTO every year
  • We shut down two weeks over the holidays even when we were super busy with client work
  • When it came time to send multiple people to Japan for training, we spent the money that Kate and I probably could have used to buy a bigger house instead, we sent people to training
  • When it comes down to protecting our people or following the crazy whims of a specific client, we take care of our people

Do you really care about people? Are you willing to put in the time? Are you willing to put in the training? Are you willing to work with them shoulder to shoulder?

And then when it comes to improvement, do you just say you want improvement? Do you want to look good? Or do you really care about improving things? Are you doing improvements yourself? Are you, as the CEO, as the leader, as the department head, doing the improvements yourself? Are you utilizing the systems yourself? Are you avoiding email yourself? Are you doing the right things yourself?

The companies that take Lean and run with it care about people and are fanatical about improvement. And they understand that nothing happens fast.

Why Instant Pudding Thinking Destroys Lean

Like if anybody actually thinks about it, how long do you think it took that company to start the company? How long do you think it took them to implement a leadership team? How long do you think it took them to stabilize their marketing and their branding? How long do you think it took them to get through their first couple jobs? You’re talking about five, ten, fifteen, twenty years. And then all of a sudden Lean, a new operating and business system, is supposed to just come in like instant pudding. It’s ridiculous.

When people want to implement Lean as instant pudding, it means they actually aren’t focused currently on improving people and improving things. It means that it’s just something that they can do for show or it’s on the next proposal.

And I do want to say, shame on you, general contractors that are pretending and lying about being Lean and telling clients that you’re Lean and you’re not. That’s so disgusting. In fact, it’s not just dishonest, but you’re taking the industry backwards because now you’re selling something that isn’t real and you’re giving Lean a bad name. Shame on you.

If I go up into Michigan and you say the word Lean, you’ll almost get attacked. It’s like you walking into a bar saying, “God save the king.” You’re going to get attacked. It’s like that scene from The Patriot when Mel Gibson walks into a tavern and does that. People are going to start throwing tomatoes at you. If you say Lean in Michigan to somebody, they’re going to think you’re dumb. Why? Because these car companies tried to steal concepts from Japan and Toyota and implement them for the purpose of improving costs and more productivity without the promise of respect for people.

Respect for People First, Everything Else Second

And I got to be careful because I don’t want to be too critical. There’s a new CEO for a new Lean organization that went on and did a video. And if you listen to him talk, he said that they were going to try and scale Lean for the purpose of cutting costs and being more productive. And if you actually go dig into that organization, they’re one of the most un-Lean organizations in the world. It’s just classical management trying to capitalize on Lean thought. Shame on them.

Lean is about respect for people first. Other things can come in. You can make money later, but it’s respect for people. And it’s a commitment to improvement first.

So, I didn’t mean for this to be a lecture, but it’s definitely a point that has to be made. And it takes time. We’ve got to stop having classical management people in classical management wolves in Lean sheep’s clothing. And we have got to stop thinking that you can get instant pudding. 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. If you’re thinking about implementing Lean or if you’re in the middle of it, ask yourself these two questions: Do I genuinely care about blessing the lives of people? And am I fanatical about improvement?

If the answer is yes, commit to the five to ten years. Don’t look for instant pudding. Invest in phase one: get people to participate. Then invest in phase two: help them become implementers and developers. Then invest in phase three: let the culture mature and become self-sustaining. Don’t skip phases. Don’t rush. Don’t delegate it to middle management and hope it works.

And if you’re selling Lean to clients when you’re not actually Lean, stop. You’re taking the industry backwards. You’re giving Lean a bad name. And you’re lying. Do the work. Put in the time. Respect people first. Improve fanatically. And understand that nothing worth doing happens fast. As we say at Elevate, Lean takes five to ten years, not instant pudding. Commit to the journey. Protect your people. Improve every day. And let the culture mature.

On we go.

Frequently Asked Questions

How long does it actually take to implement Lean?

Five to ten years for full maturation. Some companies can do it faster Pepper Construction and High Street Ventures did it in two years but you’re still looking at a minimum of one to three years just to get people to participate, another one to two years to develop implementers, and two to five years for the culture to mature and become self-sustaining.

What are the three phases of Lean implementation?

Phase one: Introduction and participation (one to three years). Phase two: Implementation and development (one to two years). Phase three: Maturation and self-sustaining culture (two to five years and beyond). You can’t skip phases or rush the timeline.

What are the two non-negotiables for successful Lean implementation?

One: A genuine desire to bless the lives of people. Two: Being fanatical about improvement. If you don’t have both, Lean will fail. You can’t fake caring about people. And you can’t fake being addicted to improvement.

Why do most companies fail at Lean implementation?

Because they want instant pudding. They delegate it to middle management. They don’t invest in training. They don’t protect people. They don’t model improvement. And they give up when they don’t see instant results. Lean takes time. Most companies aren’t willing to put in the work.

What’s wrong with implementing Lean to cut costs and increase productivity?

Because that’s classical management disguised as Lean. Lean is respect for people first. Other benefits come later. If you implement Lean to cut costs without respecting people, you’re not doing Lean. You’re exploiting people and giving Lean a bad name. Michigan hates Lean because car companies did exactly this.

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

10X

Posted on by Danny Jiménez⁩
Read 21 min

10 Times Greater: We’ve Barely Scratched the Surface of Lean

Here’s something that might sound like bragging, but I promise you it’s not. It’s meant to be connecting and hopeful. Whatever you think Lean implementation looks like, it’s probably ten times greater than what you’re picturing right now. And I’m not saying this to discourage you. I’m saying this because you’re just as good, if not better than me. And if we can go further, you can too.

Don’t settle for good when great is possible. We’ve barely scratched the surface of what Lean can do in construction.

The Pain of Settling for Good Enough

Clients, people that we’re working with, companies that use our work, companies that are already Lean, they’re clean, safe, and organized. They have a stable environment. They have a happy team. They have visual workplaces. They’re doing some great things and that’s great.

But what we were doing at the Bioscience Research Laboratory with pre-construction scheduling, Takt planning, pre-fabrication, advanced training, morning worker huddles, visual systems, designing for the end user, enabling logistics it’s three times what I’m seeing anybody else do right now. It’s not bragging. I’m just telling you we can’t settle and have good be the enemy of great. We can’t do that.

And the reason I’m saying this is we’ve got to keep going. For instance, I tease LCI a lot, but LCI has done a great job of getting people to come showcase the awesome things that they’re doing. So, I love what they’re doing. But it kind of always stays at one point zero. It’s always at beginner level, which annoys me a bit. I’m not that way. I think we can go farther.

Here’s what I mean. Companies think they’ve implemented Lean because they have five S in the trailer. They have visual boards in the conference room. They do daily huddles. And those are great. Those are foundational. But that’s one point zero. That’s beginner level. And if we stop there, we’re settling for good when great is ten times further down the road.

We Didn’t Say Good Enough in World War II

For instance, I was thinking about it. If people are like, “Yeah, Jason is good enough,” we didn’t say it was good enough in World War II. We didn’t say it was good enough when we were producing Liberty ships. We didn’t say it was good enough when we were sending convoys to Europe. We didn’t say it was good enough when we dispatched Patton after the Battle of Kasserine Pass. We didn’t say it was good enough when it came to doing all these excellent things.

It was only when the lawyers and the diplomats got involved that we stopped. It’s time to stop being mediocre. We’re better than this. We can take it to the next level.

Here’s the truth. When the stakes are high, we don’t settle. When we’re building Liberty ships, we don’t stop at one ship a day and say, “That’s good enough.” We figure out how to build one ship every day, then one every twelve hours, then faster. When we’re sending convoys to Europe, we don’t stop at safe delivery. We figure out how to deliver faster, with less loss, with more efficiency. When Patton is dispatched after Kasserine Pass, he doesn’t accept the status quo. He transforms the entire operation.

Construction has high stakes too. We’re building hospitals, data centers, schools, homes. Lives depend on it. Families depend on it. And yet we settle for good enough. We implement Lean at one point zero and stop. That’s not acceptable. We’re better than this.

What Ten Times Greater Actually Looks Like

If I was doing a project today, we would have advanced dojos. We would have example areas. We would have three-D models in the middle of the conference room, just like you see in World War II movies where it’s three-D printed and we’re moving pieces around. We would have advanced boards and projectors that projected down the wall. We would have queuing areas for logistics, packaging, and getting rid of waste right there. We would have ID tracking for materials. We would have sensors that sense where crews are. We would have drone deployment to help us have visuals every day in our huddles. We would have three-sixty cameras. We’d have the whole thing, all of it.

Then times ten, whatever you think I’m talking about when it comes to Lean implementation, I’m talking times ten. So, if you think, “Oh my gosh, we’ve implemented what Jason’s talking about, we’re done,” we haven’t even begun to scratch the surface of Lean.

Here’s what I mean practically:

  • Until every truck is three-S’d like Paul Akers’ shop, we’re not done
  • Until every Connex box and gang box is three-S’d like Paul Akers would want us to have it, we’re not done
  • Until we have visual systems that look like an advanced manufacturing facility, we’re not done
  • Until we have tools that reduce the motion and friction on human bodies, we’re not done
  • Until we have queuing areas and advanced logistics systems, we’re not done

We’ve got so far to go. The reason we don’t go there is because it takes training and working through humans to do it. And so, I’m telling you, I’m not trying to demotivate anybody and I’m not trying to have people give up and say, “I can’t do it.” I’m telling you, get started now. In the next twenty years, you’ll get there. Do training. Go to Super PM Bootcamp. Go to Japan with Paul Akers. Read books. Implement. Grind. There’s no reason to not live a remarkable life.

The Mass Production Challenge: Humans and Data Centers

You know, I had an idea for you. We get contacted a lot, like I’m sure everybody does, for massive data centers. And whenever I talk to these folks and we help them with scheduling and stuff, the problem is they either need electricity, water, or people. Electricity, water, or people. And it depends on which one’s at the lowest availability, which one’s the biggest constraint. But these massive data centers that we’re building, this is what I’m talking about when it comes to building a desert training center.

If, and I’m just going to say this right now to Google, to Facebook, to ChatGPT, to SpaceX, to Microsoft, all of them: You put me in, put me in coach. I’ll mass produce. I’ll mass produce a thousand. I’ll mass produce a thousand humans, construction professionals, a year for your programs. They’ll be completely trained in the system. They’ll know everything in and out. It will all be muscle memory. We will mass produce humans. We’ll start a desert training camp with wonderful accommodations. Give me the funding. We’ll get out there on the property. We’ll have really nice pods for housing. We’ll supplement with hotels in the meantime, or like something like an extended stay. And then we’ll just start mass producing humans. And I’ll take them through field engineering, project engineering, project management, and superintendent courses. And they will know how to do everything, muscle memory.

Come on, people. We can’t mass produce at the scale we’re mass producing in the United States with these data centers without mass producing humans as well. So we’ve got to get going. Let’s go. Let’s go.

Here’s why this matters. The industry is building faster than we’re training people. Data centers are going up at record pace. And the constraint isn’t electricity. It isn’t water. It’s people. Trained people. People who know how to plan, schedule, coordinate, and lead. And if we don’t mass produce training at the same scale, we’re mass-producing buildings, we’re going to bottleneck the entire industry.

The Second Half Will Be Better Than the First

I’ll admit freely, and I’m not proud of it, that as I started to get, I’ve lost twenty pounds and feeling really good, feeling really good with my health. I’m trying to get to two hundred five. At my heaviest, I was at two forty-eight. And I was starting to feel like a decline and like loss of some mental cognition and some things like that. And I was like, “I’m forty-four. I guess I’ll spend the next forty years dying.”

And I was kind of just not feeling at my top. And going to Paul Akers’ facility in Japan, I feel like the second part of my life, I’m going to be so much better than I was in the first. I’m not giving up. I’m going to do even better on this second half. And I hope you feel that way too.

In five years, people think I’m crazy. People think I’m crazy, man. I am so freaking excited about all this. So, I just wanted to share that with you. I cannot express how excited I am.

Here’s the message. Don’t settle. Don’t look at where you are and say, “This is good enough.” Look at where you could be and say, “I’m going to get there.” The second half of your career can be better than the first. The next twenty years of your company can be greater than the last twenty. The next project can be ten times more Lean than the last. But only if you keep going. Only if you refuse to settle. 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 Builders

Here’s what I want you to do this week. Look at your project or your company and ask yourself: Am I at one point zero, or am I pushing toward ten times greater? Do I have clean trailers, or do I have three-S’d gang boxes, queuing areas, drone visuals, advanced dojos, and logistics systems that rival manufacturing?

If you’re at one point zero, that’s great. You’ve started. Now keep going. Read books. Go to training. Visit Paul Akers in Japan. Implement. Grind. Don’t settle for good when great is possible. Don’t stop at beginner level when advanced is ten times further down the road.

As we say at Elevate, whatever you think Lean looks like, multiply it by ten. That’s where we’re going. And you’re coming with us.

On we go.

Frequently Asked Questions

What does ten times greater actually mean?

It means whatever you think Lean implementation looks like five S, visual boards, daily huddle multiply it by ten. Advanced dojos, three-D printed models, drone visuals, sensor tracking, queuing areas, three-S’d gang boxes, logistics systems that rival manufacturing. That’s ten times greater.

How do I know if I’m at one point zero or pushing toward ten times greater?

If you have clean trailers and visual boards but nothing else, you’re at one point zero. If you have advanced training, queuing areas, three-S’d equipment, drone deployment, sensor tracking, and logistics systems, you’re pushing toward ten times greater.

Why does it take twenty years to get there?

Because it takes training and working through humans. You can’t skip the grind. You read books, go to training, visit advanced facilities, implement, learn, iterate, and improve year after year. That’s how you get to ten times greater.

What’s the biggest constraint for mass-producing data centers?

People. Trained people. The industry is building faster than it’s training field engineers, project managers, and superintendents. We need to mass-produce training at the same scale we’re mass-producing buildings or we’ll bottleneck the entire industry.

How do I avoid settling for good enough?

Refuse to stop at beginner level. When you implement five S, push for three-S’d gang boxes. When you have visual boards, push for advanced dojos. When you have daily huddles, push for drone visuals and sensor tracking. Keep going. Don’t settle.

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 Leader Drives Lean

Posted on by Danny Jiménez⁩
Read 18 min

Lean Has to Start With the Leader (You Can’t Delegate It)

Here’s a destructive business concept we need to debunk: the idea that a CEO or chairman should delegate Lean to other people on the leadership team and be hands-off. That’s a four-hour work week concept. And it’s garbage. If you’re the leader of a company, you can’t delegate Lean. It’s not a side project. It’s not something you hand to a VP or a Lean director or a consultant. The leader has to drive it. Period.

And if you don’t, Lean becomes flavor of the month. Decision by committee. Chaos. And nothing gets done.

The Pain of Delegated Lean Efforts

I’m reading a book called The Lean Turnaround and I just finished reading Everybody Matters and they’re both Lean books. And one of the things about The Lean Turnaround is the author says: Lean has to be your main operating system. It can’t be a side job. Number two, the CEO, the leader, the top, top, top, top human has to be the person who leads the Lean effort and is showing the example. And three, we have to transform the people.

And it just hit me. There’s this destructive business concept and I don’t know where it comes from, but we really need to debunk it. It’s this concept that a CEO or a chairman should delegate to other people on the leadership team and kind of be hands-off. I think that’s probably a four-hour work week concept. And I’m just like, I’m not that good, but I’m just like Keith Cunningham, the guy who wrote The Road Less Stupid. That’s so dumb.

I mean, you can learn some things from The Four-Hour Work Week book, but that is no way to lead an organization. We cannot delegate Lean to vice presidents. We cannot delegate Lean to a Lean director. We cannot delegate Lean to directors. We cannot delegate Lean to somebody else. We can’t even say, “Here, the consultant will do it.” The leader has to do it.

Here’s what happens when Lean gets delegated. The VP tries to drive it. The directors create initiatives. The Lean coordinator schedules kaizen events. And nothing sticks. Because the CEO isn’t modeling it. The top leader isn’t showing the example. And the organization learns that Lean is optional. It’s a program. It’s something middle management does while leadership watches from the corner office.

That’s not Lean. That’s theater.

Why Authority Matters (Influence Alone Won’t Cut It)

And I know this for a fact. When I was an area superintendent, I did as best I could. But when I was a project superintendent, when I was the head person, I did anything that I needed to do and that project was Lean. And when I was a general superintendent and a field director and a project director, and I was only a project director for two jobs, but I was in charge and I had authority and we were Lean.

Somebody who says you have to have influence and no authority has never tried to implement anything ever. They don’t know what they’re talking about. You have to have a gallon of influence and a teaspoon of authority. You have to have that authority. You have to be in charge.

I’ve never, even the companies that say that garbage about influence, they’re just chaos and everything is decision by committee. It’s garbage. And in our company right now, I do Lean improvements every day. I send videos every day. I do what I’m asking people to do. I Lean out the office. I Lean out my car. I Lean out the house. I Lean out my backpack. I am driving the effort. I am putting the effort behind it. And if it wasn’t that way, it would be sheer chaos.

It’d be like going to a United Nations gathering, which I’m not making fun of the UN, I’m just saying nothing gets done. In the United Nations, Russia can just veto something and it’s garbage. Everybody’s wasting their time. They’re just drafting resolutions to get nothing done. It’s absolutely garbage. So the leader has to do it.

Here’s why authority matters. When the top leader drives Lean, the organization knows it’s non-negotiable. When the top leader models improvements, the team knows it’s real. When the top leader holds the standard, middle management can’t let it slip. Authority creates the boundary. Influence creates the buy-in. But you need both. And if the top leader delegates Lean, they’re delegating the authority. And without authority, Lean becomes optional.

What Driving Lean Actually Looks Like

And I’m telling you, do we think that Warren Buffett would delegate something to somebody else if it was important? Do we think these top leaders would delegate? Do you think Gary Vee would delegate something like that? It’s not a business concept. It’s not a true concept. Saying I’m in charge and I’m going to delegate that to other people is not a thing.

That’s why Paul Akers will require you to have one hundred improvement videos, the entire leadership team on board, and the senior leader has to be driving the effort themselves or else you can’t come tour his facility. That’s how it is. Why? Because Lean will not work if that’s the case. It’s not a flavor of the month. It’s not something you can delegate.

Here’s what driving Lean looks like in practice:

  • The CEO does daily improvements and records videos to share with the team
  • The top leader shows up to kaizen events and participates, not just observes
  • Leadership Leans out their own workspace office, car, backpack and models the behavior
  • The senior team asks questions on gemba walks and holds the standard without delegating it

Paul Akers doesn’t delegate Lean. He lives it. He models it. He films his two-second improvements every day. And his organization follows because the leader is showing the way. That’s what driving Lean looks like. Not delegating. Leading.

You Can’t Delegate Safety, Culture, or Lean

If you’re the leader of a company, you can’t delegate safety. You can’t delegate culture. You can’t delegate Lean. It’s never going to work.

Here’s why. Safety, culture, and Lean are foundational. They’re not programs you hand off to middle management. They’re the operating system. And if the leader doesn’t drive the operating system, the organization learns that it’s optional. Safety becomes compliance. Culture becomes HR slogans. Lean becomes flavor of the month. And none of it sticks.

But when the leader drives it, everything changes. When the CEO shows up to safety stand-downs, safety becomes real. When the CEO models the culture, the team follows. When the CEO does daily Lean improvements, the organization knows it’s the way we work. Not a side project. Not a consultant initiative. The way we work.

That’s the difference. Delegation creates programs. Leadership creates transformation. And Lean is transformation. It’s not a program you hand off. It’s a system you lead. 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 CEOs and Top Leaders

Here’s what I want you to do this week. If you’re the top leader in your organization and you’ve delegated Lean to someone else, stop. Take it back. Start doing daily improvements yourself. Film them. Share them. Model the behavior. Show up to kaizen events. Hold the standard. Lead from the front.

And if you’re not willing to do that, don’t implement Lean. Because it won’t work. It’ll become flavor of the month. Your team will go through the motions. And nothing will change. But if you’re willing to drive it, if you’re willing to lead it, if you’re willing to model it every single day, Lean will transform your organization. Not because of a consultant. Not because of a VP. Because the leader showed the way. As we say at Elevate, Lean starts with the leader. Not the Lean director. Not the VP. The CEO. The top leader. The person who sets the standard and holds the line. That’s who drives Lean. And if it’s not you, it’s not going to work.

On we go.

Frequently Asked Questions

Why can’t Lean be delegated to a VP or Lean director?

Because Lean is the operating system, not a side project. When the top leader delegates it, the organization learns it’s optional. The standard slips. Middle management can’t hold the line without the CEO modeling it. Delegation creates programs. Leadership creates transformation.

What does it mean for the CEO to drive Lean?

It means the CEO does daily improvements, records videos, participates in kaizen events, shows up to gemba walks, models the behavior, and holds the standard. They don’t hand it off and watch from the corner office. They lead from the front.

Can a company implement Lean if the CEO isn’t on board?

No. Without the top leader driving it, Lean becomes flavor of the month. Middle management tries to hold the standard, but without the CEO modeling it, the organization learns it’s optional. You need authority and influence. The CEO has both.

Why does Paul Akers require one hundred improvement videos before touring his facility?

Because he knows Lean doesn’t work if the leadership team isn’t driving it. If the CEO hasn’t done one hundred improvements, they’re not leading Lean. They’re delegating it. And delegated Lean doesn’t stick.

What if the CEO doesn’t have time to do daily improvements?

Then they don’t have time to implement Lean. Lean isn’t a side project you hand to middle management. It’s the operating system. And if the top leader doesn’t have time to model it, the organization won’t have time to follow it. Leadership creates the culture. Delegation creates programs.

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

A Reply to Nat M. Zorach

Posted on by Danny Jiménez⁩
Read 21 min

Why Thoughtless Book Reviews Hurt Your Industry More Than Authors (And What Your Criticism Actually Reveals About You)

Here’s what I need to get out of my head today and this is more therapy for me than teaching, so if you’re not interested in why thoughtless online criticism destroys information sharing in our industry, skip to something else. But if you’ve ever poured your heart into creating content to help people only to have someone casually trash it without thinking, stay with me. Because what I’m about to respond to isn’t really about one bad review. It’s about a pattern of thoughtless behavior destroying our industry’s ability to share information and help each other improve.

I’m loving all of you humans out there. Did you know we’re almost to 60,000 subscribers on YouTube? That’s so freaking cool. But today I’ve got to respond to something that represents everything wrong with how we treat people who create content trying to help our industry. This was a review for The 10 Myths of CPM 2.0 out of five stars from someone named Nat M. Zorach. And you’re probably thinking “why mention this person’s name publicly?” I’m mentioning it because this person thought it was okay to give a two-star rating without any thought behind it. He’s totally at liberty to do that because that’s how Amazon works. But I want to paint a picture about what this kind of thoughtless criticism actually does.

This isn’t about defending my book the book stands on its own and hundreds of positive reviews prove it helps people. This is about cheap-seat criticism where people can trash others’ work without looking them in the face, without understanding the effort involved, without offering anything better themselves, and without realizing they’re hurting their own industry’s ability to improve. LinkedIn is safer you can block somebody. YouTube is the same you can mute them. Amazon is the best way to get written information out to people. But unfortunately, we have unthinking, ill-behaving people doing these things to hurt folks or just to be sloppy. This is sloppy classical management nonsense.

The Review’s Claims and Why Each Reveals Carelessness

Here’s the full review: “So I teach CPM and I have feelings about it. Overall this is a good read, but by the author’s own admission disappointingly late in the book, he’s not actually providing much by way of solutions, just critiques. The critiques are good which is why this gets three out of five stars [although he clicked two]. This is a self-published and apparently self-edited book that appears to have zero citations and few if any actual resolutions to the problems identified. There’s a major structural failure in that the author assumes that someone using CPM uses some sort of pure CPM. No one uses pure CPM. It is always hybridized with other methodologies because of its shortcomings. Also bummed that the voice reading is AI. What a world.”

Let me address these claims so you can see what careless criticism looks like.

Claim 1: “Not Providing Much by Way of Solutions, Just Critiques”

This is categorically untrue and reveals the reviewer didn’t do five seconds of research. We’ve written Takt Planning and Takt Time, Takt Steering and Control, and Elevating Pre-Construction Planning. Those are all the solutions. In addition to a full library of books, we have complete YouTube video series, Miro boards documenting systems, a free Takt Production System course online, and consulting services. There is no solution better documented than what we’ve provided. There’s never been anyone in construction with more comprehensive solutions better documented visually than what we offer much of it for free.

When this person says “he’s not providing solutions, just critiques”—that’s lazy criticism from someone who didn’t bother looking before claiming solutions don’t exist. The CPM critique book identifies the problems. The other books, videos, courses, and consulting provide the solutions. That’s intentional structure, not missing solutions.

Claim 2: “Self-Published and Apparently Self-Edited”

First: what’s wrong with self-published? We’re getting information out as a gift and the book is priced just to cover printing costs Amazon’s minimum. We’re not trying to make money; we’re trying to help the industry improve.

Second: “apparently self-edited” is interesting given the edit cost us $15,000 and we’ll see none of that back. I worked with multiple professional editors. It took many months and this book was condensed so beautifully it’s an art form. This is apparently hitting a nerve because this person teaches CPM and his job security is wrapped into defending it.

Claim 3: “Zero Citations”

Let me debunk the citations argument. When universities cite research papers, they’re often citing garbage. I’ve never read a construction research paper worth citing as superior to field reality. Even lean research papers studying Toyota are so confusing I have to get clarifications from the actual practitioners. Citations have nothing to do with whether content is valuable. Practical solutions from field implementation matter more than academic citations.

Claim 4: “Assumes Pure CPM”

This critique reveals the reviewer missed the point entirely. He says “no one uses pure CPM, it’s always hybridized because of its shortcomings.” When you modify CPM to avoid problems, you’re admitting the core system is broken. That’s exactly my argument. And when he admits “it’s always hybridized because of its shortcomings” he’s literally proving my point that CPM has fundamental problems.

Also: that’s not how owners, third-party consultants, arbitration experts, or lawyers use CPM. They take you exactly to the letter of the methodology in disputes. Claiming “nobody uses pure CPM” ignores contractual reality where pure CPM absolutely gets enforced when projects go wrong.

Claim 5: “AI Voice Reading”

Let me explain reality: Recording myself would cost $15,000 minimum, take six months to submit to Audible, three more months to publish, and wouldn’t stay current with updates. The book is read in a beautiful AI voice I love listening to better than I could record, and it’s constantly updated. This person would rather create bottlenecks preventing people from accessing information on their commute. Doesn’t care about accessibility. Would rather I waste time and money on something that can’t be updated.

What This Review Actually Reveals

I think this review is the epitome of what’s wrong with our culture: thoughtless arrogance that doesn’t appreciate people creating content to help. This person teaches CPM, so he’s financially incentivized to defend it. His significance is wrapped up in CPM being valid. When someone comprehensively critiques CPM and offers better alternatives, the defensive reaction is to trash the critique without engaging arguments.

I would love for this person to start publishing and see what it’s like to give something to the world at minimal cost, then have this response from somebody sloppy and selfish. I’ve never given a bad rating on anybody’s work ever. It doesn’t help. It’s not kind. And if you are going to rate somebody, do it with logical thinking, not defensive protection of your professional identity.

Two Types of Critics Worth Understanding

  • Thoughtful critics who engage: Read completely, understand arguments, identify specific weaknesses with reasoning, offer better alternatives, acknowledge what works while critiquing what doesn’t. These critics are valuable because they improve understanding.
  • Thoughtless critics defending identity: Have professional incentives to defend what’s being critiqued, skim content looking for attacks, ignore comprehensive solutions documented elsewhere, rate poorly to hurt information spread. These critics are noise defending significance.

This review falls clearly into the second category. Someone threatened by CPM critique, responding defensively without engaging arguments, making factually wrong claims that five seconds of research would disprove.

Why Cheap-Seat Criticism Hurts Your Industry

Here’s what people don’t understand: you’re not hurting the author as much as your industry’s ability to share information. When someone spends $15,000 on editing, prices books at minimum cost, creates comprehensive free resources, and offers solutions documented better than anyone and you trash that work thoughtlessly you’re discouraging others from creating content.

Why would anyone invest time and money helping the industry if the response is careless criticism from people defending outdated systems? The answer is: they won’t. And the industry stays stuck with expensive academic books nobody reads, outdated systems nobody improves, and scarcity of practical guidance. Your thoughtless two-star review doesn’t just hurt one book’s rating. It hurts the entire ecosystem of knowledge sharing in construction.

A Challenge for Content Consumers

If you consume books, videos, courses, or content people create to help the industry: appreciate the effort even when you disagree. Recognize self-published affordable content is a gift. Understand comprehensive solutions across multiple formats show commitment. Acknowledge AI narration enables accessibility rather than complaining it’s not traditionally recorded.

And if you’re going to criticize, do it thoughtfully: engage with actual arguments, research whether solutions exist before claiming they don’t, acknowledge strengths while identifying weaknesses, rate based on content quality not identity protection. Good faith criticism improves content. Bad faith criticism reveals insecurity defending outdated systems.

Resources for Implementation

The solutions this reviewer claimed don’t exist are documented comprehensively: Takt Planning and Takt Time book, Takt Steering and Control book, Elevating Pre-Construction Planning book, free Takt Production System course online, complete YouTube video series, Miro board documentation, and consulting services. All created at significant cost, offered at minimal or no price, trying to help the industry. Judge for yourself.

Building Industries That Appreciate Helpful Content

This connects to everything we teach at Elevate Construction about respect for people. When someone invests $15,000 in editing, prices books at printing cost, creates free resources, and documents solutions better than anyone and you trash that work to defend your professional identity you’re revealing classical management thinking where protecting significance matters more than helping the industry improve.

The reviewer is right about one thing: what a world. What a world where people creating helpful content get punished by cheap-seat critics contributing nothing better themselves. But here’s what gives me hope: 60,000 YouTube subscribers who appreciate the content. Hundreds of positive book reviews from people the content helped. Companies implementing successfully. The thoughtless critics are noise. The grateful learners are signal. Focus on signal. Keep creating content helping people. Ignore noise defending outdated systems.

Like I said, this is therapy more than teaching. We’ve got to move away from thoughtless criticism that hurts people creating content to help. But if that’s how you want to interact with the universe, by all means continue. If you ever want to debate substantively, I’m ready. And if you want to provide solutions yourself instead of criticizing everyone else’s, why don’t you publish something? Until then, the solutions are documented for anyone who actually wants to learn instead of defend their professional identity.

On we go.

Frequently Asked Questions

Why respond to one negative review publicly?

Because it represents a pattern hurting information sharing across the industry. Addressing specific claims shows what careless criticism looks like and why it damages knowledge ecosystems more than individual authors.

Don’t negative reviews help improve content?

Thoughtful criticism helps. This review made factually wrong claims about missing solutions, ignored comprehensive documentation, and rated poorly to defend professional identity teaching CPM, not to improve the book.

What’s wrong with requiring academic citations?

Nothing when they add value. But construction research papers are often disconnected from field reality. Practical solutions from implementation matter more than citations to other academic papers.

Why use AI narration instead of recording yourself?

AI costs a fraction, enables constant updates, makes content accessible faster, and sounds better. Bottlenecking accessibility to satisfy traditional preferences hurts people more than helps.

How should people provide helpful criticism?

Engage with actual arguments, research comprehensively before claiming things don’t exist, acknowledge strengths while identifying weaknesses, rate based on content quality not identity protection, offer better alternatives if claiming current ones are insufficient.

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

Need Data when Opinions Gridlock

Posted on by Danny Jiménez⁩
Read 22 min

Data When Opinions Hold

Here’s a problem that kills projects: the team is gridlocked. The superintendent wants to add labor to recover from a delay. The PM wants to work overtime. The foreman wants to shorten durations and tell the crew to figure it out. And the Lean consultant is suggesting intelligent alternatives like rezoning, changing sequence, or isolating the problem. But nobody has data. So, the senior-most person says, “If all we have are opinions, let’s go with mine.” And the project crashes because the wrong decision won.

This is about what to do when opinions hold and data is missing.

The Pain of Crashing Activities the Old Way

I was prompted to do this podcast because of a situation. One of the most limiting factors that we have at LeanTakt, which is not a problem, we’re not upset, I’m not being negative, but is working through untrained people a lot of times that don’t know production systems, they don’t know Lean thinking, they’ve not been taught project management 101 principles. And a lot of times our folks, it’s never technical, it’s never, “Oh, let me solve this technical problem.” It’s always working through somebody’s prompting in their brains, which is fine, super love it, we build people before we build things.

And there’s times, one of the biggest problems that we have is that your construction projects get delayed. That’s just how life is. Construction projects sustain impacts and delays. No matter how much you’re trying to prevent it, they will still happen. And the worst thing that a person can do is to throw more untrained, non-onboarded labor last minute, work overtime, rush, push, and panic, add materials, and you know, stock too many materials, and start adding excess crews. It’s just a toxic environment. Or throw money at the problem. Those are all the typical CPM crashing activities answers, and none of them work.

Here’s what happens. The project falls behind. The superintendent panics. The PM says, “We need to make up time.” And the knee-jerk reaction is to add labor, work weekends, shorten durations, and push harder. Nobody maps out the options. Nobody simulates the scenarios. Nobody looks at the data. They just react with the old CPM playbook that has never worked. And the project spirals deeper because adding untrained labor, working overtime without planning, and rushing the crew creates more chaos, not less.

The Intelligent Alternatives Nobody Considers

There are some really smart ways to make up for delays: utilizing a buffer, changing the sequence as long as you have prerequisite work and it works and you have the materials, or isolating the problem, or rezoning after the problem. Or there’s twelve, to my knowledge, documented ways to accelerate and fix these problems. And we have posters that are available for free. They’re actually, I don’t know if everybody knows this, but there’s a toolbox tab on the Elevate Construction website now where you can go get any of these tools for free and just download them. You don’t even have to mess with me. They’re just right there in the Canva files.

So, this is all ready to go. And there’s a proper way to recover from delays, and there’s a proper way not to. And there are some times where our folks will be working with a project team, and the project manager or the superintendent will want to go do one of those old-timey crashing the activities type things. “Well, let’s just add a last-minute crew. Let’s just start working overtime. Let’s just shorten the duration and tell them to figure it out. Let’s just add eighteen people.”

Okay, okay, hold on, hold on. And when we offer suggestions, it’s turned down. And we do gate meetings in the process, and we do builder reviews, and we have what’s called a wolf meeting. When things go bad on a project, we do the Pulp Fiction. You’re sending in the wolf, right? So we send some of our top builders to help them before it becomes a problem. It’s not reactionary, it’s preventative.

And this team that I was working with had suggested the project team do some really intelligent things to recover from this impact and this delay. And they were like, “No.”

And so, it was opinions, opinions, opinions.

The Famous Quote: Data Versus Opinions

And I finally got to the point where I was like, “Hey, the only way you can do this is to simulate what all of the different what-if scenarios look like.” And I told the person that famous quote: “If we have data, let’s go with data. If all we have are opinions, let’s go with mine.”

That’s the way the famous quote goes. And so, a superintendent is going to pull that, or the PM is going to pull that trump card. They’re going to say, “If we have data, let’s go with data. But if all we have are opinions, let’s go with mine.”

Here’s the problem with that quote. It sounds reasonable. It sounds like leadership. But it’s a power play disguised as decision-making. And when the senior-most person pulls rank and overrides intelligent alternatives with their opinion, the project suffers. Not because they’re bad people. But because opinions without data are just guesses. And guesses don’t recover schedules.

The only way we are able to get past some of these sticky situations is to say, “Okay, well, if you add labor, this is what it’s going to look like. And this is how it’s going to extend the schedule or the production plan. It could be a schedule. But if you actually rezone it, this is what it looks like. If you change the sequence, this is what it looks like. If you isolate the delay and handle it with a change order and a separate paid crew, this is what it looks like.”

And so, we just need to get to a point where we have data.

Why Opinions Without Data Fail

And my point is, if you don’t have data and it’s just opinions, the senior-most person is just going to say, “Let’s just go with my opinion.” And so it’s time in those situations to just pivot to, “Let’s map it out on paper. Let’s get some data. Let’s go ahead and simulate some what-if scenarios and let’s map it out so we can see it visually and put it on the table.” That’s what we have to do when we’re gridlocked in a team.

Here’s why opinions fail. Opinions are based on past experience. And past experience might not apply to the current situation. The superintendent’s experience with adding labor on a previous project might have worked because the conditions were different. The crew was already onboarded. The zone was ready. The sequence aligned. But on this project, adding labor might create coordination chaos, extend durations, and burn out the existing crew.

Without data, you can’t know. You’re just guessing based on what worked before. And when multiple people are guessing based on different experiences, the loudest voice wins. Or the senior voice wins. And the project pays the price.

How to Get Data When Opinions Are Holding

Here’s the solution. When the team is gridlocked and opinions are flying, stop talking and start mapping. Take the Takt plan. Simulate the scenarios. Map out what happens if you add labor. Map out what happens if you rezone. Map out what happens if you change the sequence. Map out what happens if you isolate the delay and handle it separately. Put all the options on paper. Show the team the visual. Let them see the consequences of each decision before they commit.

This is what we do in wolf meetings. We don’t argue. We don’t debate. We don’t let opinions hold. We map scenarios. We show data. And we let the data drive the decision.

Here’s what that looks like practically:

  • Option one: Add untrained labor. Result: coordination chaos, extended durations, crew burnout. Visual: show the train stacking, the zones extending, the timeline slipping further.
  • Option two: Rezone after the problem. Result: smaller zones, maintained rhythm, buffers preserved. Visual: show the train flowing, the buffers intact, the timeline recovering.
  • Option three: Change the sequence. Result: prerequisite work ready, trades flow in new order, delay isolated. Visual: show the adjusted sequence, the handoffs realigning, the timeline stabilizing.
  • Option four: Isolate the delay and handle it separately with a change order crew. Result: train continues flowing, delay handled independently, schedule protected. Visual: show the main train moving, the separate crew handling the delay, the timeline unaffected.

Now the team isn’t arguing opinions. They’re looking at data. And the senior person can’t pull rank because the data is right there. The best option is visible. The consequences are clear. And the decision becomes obvious.

Connecting This to Respect for People

This is a respect-for-people issue. When you override intelligent alternatives with your opinion just because you’re senior, you disrespect the people who offered those alternatives. You disrespect the data. You disrespect the process. And you disrespect the crew who will suffer the consequences of the wrong decision.

Respect for people means you listen to alternatives. You simulate scenarios. You look at the data. And you make decisions based on what the data shows, not on who has the loudest voice or the highest title. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

And here’s the truth: the senior person’s opinion might be right. But you don’t know until you test it against the alternatives. Data reveals the truth. Opinions hide it. And when the project is on the line, you owe it to the team to get the data before you decide.

A Challenge for Project Teams

Here’s what I want you to do this week. The next time your team is gridlocked and opinions are holding, stop. Don’t let the senior person pull rank. Don’t let the loudest voice win. Map the scenarios. Simulate the options. Put them on paper. Show the team the visual. Let the data drive the decision.

And if you’re the senior person, resist the urge to say, “If all we have are opinions, let’s go with mine.” Instead, say this: “Let’s map out the options. Let’s simulate the scenarios. Let’s look at the data and make the best decision for the project.” That’s leadership. That’s respect. That’s how you protect the team from the consequences of uninformed decisions. As we say at Elevate, data beats opinions every time. When the team is gridlocked, map the scenarios, show the visual, and let the data decide.

On we go.

Frequently Asked Questions

What does “if we have data, let’s go with data, but if all we have are opinions, let’s go with mine” mean?

It’s a famous quote that sounds reasonable but often becomes a power play. The senior person pulls rank and overrides alternatives with their opinion when data is missing. The solution is to get data by mapping scenarios so decisions are based on evidence, not hierarchy.

What are the intelligent alternatives to adding labor when projects fall behind?

Utilize buffers, change the sequence (if prerequisite work is ready), rezone after the problem, isolate the delay and handle it separately with a change order crew. There are twelve documented ways to recover from delays without crashing activities the old CPM way.

How do you simulate what-if scenarios when the team is gridlocked?

Take the Takt plan and map out each option visually. Show what happens if you add labor, rezone, change sequence, or isolate the delay. Put the scenarios on paper so the team can see the consequences before committing. Let the data drive the decision.

Why does adding untrained labor last minute usually fail?

Because it creates coordination chaos, extends durations, and burns out the existing crew. Untrained labor needs onboarding. They slow down the experienced crew. They don’t know the plan. And they create variation instead of reducing it. Data shows this. Opinions ignore it.

Where can I find the recovery tools and posters mentioned?

On the Elevate Construction website under the toolbox tab. The tools are free to download in Canva files. You don’t have to contact anyone. Just download them and use them to map scenarios and recover from delays intelligently.

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

How Takt Complies with Lean Core 3

Posted on by Danny Jiménez⁩
Read 25 min

How Takt Complies With Lean Core 3: One Piece Process and Progress Flow

Here’s something most construction leaders don’t realize: the Takt Production System isn’t just compatible with Lean principles. It’s the construction method that actually enables Lean Core 3 One Piece Process and Progress Flow to function in the field. And if you understand how Takt supports this core principle, you’ll see why CPM scheduling and large batch planning can never deliver true flow.

This is about how Takt and Lean Core 3 support each other in a virtuous feedback loop.

What Lean Core 3 Actually Means

Lean Core 1 is Respect for People, Nature, and Resources. Lean Core 2 is Stability and Standardization. Lean Core 3 is One Piece Process and Progress Flow. And I want to cover some topics of how the Takt Production System ties into Lean Core 3 and have a conversation here that accentuates how they support each other in a virtuous cycle, a virtuous feedback loop.

One Piece Flow means you work on one piece at a time instead of batching multiple pieces together. In manufacturing, that means one product moves through the line instead of building inventory in batches. In construction, that means one zone flows through the train of trades instead of scattering work across the entire floor.

Progress Flow means work moves predictably without interruption. The train of trades flows zone to zone at the same speed, the same distance apart, finishing as they go. No stacking. No waiting. No rework. Just rhythm.

Takt enables both. And here’s how.

Picking the Piece: The Right Batch Size

One of the concepts of One-Piece Flow or Progress Flow is picking the piece, having the right batch size. Well, Takt does this beautifully because it uses the Takt Calculator to help the builder select the right zone size based on work density. It literally is exactly the method in construction to pick the piece.

Here’s why this matters. In manufacturing, the piece is obvious. It’s the product. But in construction, the product is stationary and the workers move. So, the piece is the zone. And if you pick the wrong zone size, you destroy flow before you even start.

Too large, and you’re back to large batch planning. Trades stack. Buffers disappear. Flow breaks down. Too small, and you’re moving zones so fast the crew can’t complete their work package. Coordination collapses. Variation increases. The sweet spot is picking the zone size that balances work density, Takt time, and crew capacity. And that’s exactly what the Takt Calculator does.

It analyzes multiple zoning scenarios, shows you the impact of each option on duration and trade time, and helps you pick the right batch size for flow. That’s picking the piece. That’s Lean Core 3 applied to construction.

Don’t Take One Piece Flow Too Far

Because the second concept I want to talk about is don’t take One Piece Flow too far. What that means is this: like let’s say for instance, and this is a real example, there’s a project in northern Canada where they can only get shipments to the project site and workers twice a year. So, if we were like, “Do the deliveries multiple times a day, One Piece Flow,” you wouldn’t build that. It would take you seventy-five years to build the project.

You’ve got to grab two large shipment batches batches of people and batches of materials to get through your most limiting factor, which is your access to the job site. So, your piece that you’re going to select is a large batch. So, you can’t take One Piece Flow too far when it doesn’t apply. One Piece Flow will hurt you when it is your most limiting factor.

This is the constraint thinking that Lean requires. One Piece Flow is a principle, not a commandment. You apply it where it creates value. You don’t apply it blindly where it destroys value. In northern Canada, the constraint is site access. So, you batch shipments to overcome the constraint. But once materials are on site, you flow them zone to zone in small batches. You apply One Piece Flow where it works and adjust where it doesn’t.

Takt supports this because it separates constraints from roadblocks. Constraints are systemic limits you optimize around. Site access is a constraint. You batch materials to overcome it. Roadblocks are temporary blockers you remove. Missing layout is a roadblock. You clear it ahead of the train. Takt helps you see the difference so you apply the right principle to the right problem.

Little’s Law: Smaller Batch Size, Faster Duration

Now let’s talk about Little’s Law, where the law basically states, translated into construction, that the smaller the batch size, the faster you go. This is all calculated because of the work that Dr. Marco Binninger and Dr. Iris Tommelein did with the Takt formula and that Kevin Rice put into the calculator, where literally we’re able to use that calculator and the Takt time formula to figure out what our batch sizes should be.

Little’s Law is math. It’s not opinion. It’s not preference. It’s a production law that governs every system where work flows through zones. And it says this: reduce the batch size, and the overall duration shortens even though the trade time stays the same. That’s the magic of Takt.

When you zone a forty-thousand-square-foot floor into ten zones instead of five, each zone is smaller. The trade spends the same amount of time installing their scope because the total square footage didn’t change. But the overall phase duration pulls in because the train moves through smaller zones faster. And you gain buffers at the end because the throughput time decreased.

This is why large batch pull planning fails. You pull plan the entire floor, and Little’s Law works against you. The batch is too large. The duration extends. Buffers disappear. And flow breaks down. Takt fixes this by picking the right batch size using the calculator, then flowing the train through those zones in rhythm.

Kingman’s Formula: Analyzing In-Zone Cycle Time

The other thing is Kingman’s Formula is a really interesting concept in manufacturing, and it deals with variability and queues. But in a very stretched and almost distorted way, it also leads to the concept in construction of in-zone cycle times being able to analyze how much time is spent on the activity, how much time is spent on low crew productivity, and how much time does the crew spend on variation and how much variation is in the queuing time either for the customer or to start the work itself.

So loosely translated, Takt allows you to have Takt wagons, which allows you to analyze your in-zone cycle time and focus on identifying and reducing variation inside your cycle time.

Here’s what this means practically. Every activity has a cycle time. Cycle time is the total time the crew spends in the zone. And that time breaks down into three parts: the actual activity time (installing the work), production loss (crew onboarding, coordination, setup), and variation (waiting, rework, interruptions).

Kingman’s Formula says you need buffers to absorb variation. And Takt planning builds those buffers by packaging work realistically. When you analyze cycle time, you see where variation comes from. And when you see it, you can reduce it. That’s continuous improvement. That’s PDCA. That’s Lean Core 3 in action.

Plan, Build, Finish: One Zone at a Time

The other thing is when you’re doing One Piece Flow, one process, one progress flow, you work in plan, build, finish, plan, build, finish, plan, build, finish. Well, because you’re working in zones, the system itself allows the crew to plan their work in the zone, do the work in the zone, and then finish and reflect before they move on, which limits WIP. It doesn’t allow work in progress to exceed the capacity of resources because you’re planning within zones.

This is the rhythm that creates flow. Plan the zone. Build the zone. Finish the zone. Move to the next zone. Repeat. No partial completions. No scattering across multiple areas. No leaving work unfinished to chase fires. Just clean handoffs zone to zone.

And because Takt defines the zone boundaries and the Takt time, the crew knows when they’re done. The zone is complete when the work package is installed, inspected, cleaned, and ready for handoff. That’s finishing as you go. That’s One-Piece Flow applied to construction.

Pull Systems and Just-In-Time Material Delivery

And the other thing that it does is when you’re using pull systems with One Piece Flow, where you’re working in a zone with a work package at a time, you can feed that system with materials and labor and other resources and information. And you can actually work in One Piece Flow using pull systems, which also means you can finish as you go because you have your Takt time and your zone boundaries.

So, this is a really neat concept. And if we get the sequences right in the Takt Production System and we track our supply chain and resources to these zones with their work packages in One Piece Flow, we can literally bring materials out just in time. And we can focus with enough quality to where we bring in the Jidoka system, where we literally can stop the line if we see problems and fix them before moving on with quality at the source. It’s absolutely fantastic.

Here’s why this works. Takt creates predictability. You know which zone the train will be in on which day. So, you can stage materials just in time for that zone. You’re not flooding the floor with materials for the entire phase. You’re delivering the right materials to the right zone at the right time. That’s pull. That’s just-in-time. That’s Lean Core 3.

And because the crew is finishing as they go, quality problems surface immediately. If something is wrong, you see it in the zone before you move on. You can pull the Andon. You can stop the line. You can fix the problem before it ripples through the project. That’s Jidoka. That’s quality at the source. That’s respect for people because you’re not asking the crew to redo work three weeks later.

Bottlenecks and the Theory of Constraints

The other thing that it allows you to do is the Takt Production System allows you to see your bottlenecks and it allows you to apply the theory of constraints. So, the Takt Production System amazingly allows you to work in One Piece, one process, one progress flow, and then PDCA plan, do, check, adjust plan, do, check, act, and get better every cycle.

Takt makes bottlenecks visible. The train shows you which trade is slowing down the rhythm. The zones show you where work density is uneven. The Takt time shows you where crew capacity is limiting. And once you see the bottleneck, you can apply the theory of constraints. You don’t push harder. You optimize the bottleneck. You add capacity. You prefabricate. You adjust packaging. You relieve the constraint.

And then you do it again. Because once you relieve one bottleneck, another appears. That’s the nature of production systems. But Takt helps you see it, measure it, and improve it cycle after cycle. That’s PDCA. That’s continuous improvement. That’s Lean Core 3. 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 Builders

Here’s what I want you to do this week. Look at your project through the lens of Lean Core 3. Are you picking the right batch size, or are you pull planning large areas? Are you flowing zone to zone, or are you scattering work across the floor? Are you finishing as you go, or are you leaving partial completions everywhere? Are you delivering materials just in time, or are you flooding the site with inventory?

If you’re not applying One Piece Flow, you’re not enabling Lean. And Takt is the construction method that makes it possible. Use the Takt Calculator to pick the right zone size. Flow the train zone to zone in rhythm. Plan, build, finish before you move on. Deliver materials just in time. Stop the line when quality problems appear. And apply PDCA to get better every cycle. As we say at Elevate, Takt is Lean applied to construction. Lean Core 3 is flow. And Takt is how you create it.

On we go.

Frequently Asked Questions

What does One Piece Flow mean in construction?

One Piece Flow means you work on one zone at a time instead of batching work across multiple areas. The train of trades flows zone to zone, finishing as they go, instead of scattering across the entire floor. The zone is the piece.

How does Takt help you pick the right batch size?

The Takt Calculator analyzes multiple zoning scenarios and shows you the impact on duration, trade time, and flow potential. It helps you pick the zone size that balances work density, Takt time, and crew capacity. That’s picking the piece based on data, not gut feel.

What is Little’s Law and why does it matter?

Little’s Law says smaller batch sizes shorten overall duration even though trade time stays the same. In construction, that means smaller zones pull in the phase duration and gain buffers. Takt applies Little’s Law by zoning intentionally instead of pull planning large batches.

How does Takt enable just-in-time material delivery?

Takt creates predictability. You know which zone the train will be in on which day. So, you can stage materials just in time for that zone instead of flooding the floor with inventory. That’s pull. That’s just-in-time. That’s Lean Core 3.

What is Jidoka and how does Takt support it?

Jidoka means you can stop the line when quality problems appear and fix them before moving on. Takt supports this by having crews finish as they go zone to zone. Quality problems surface immediately in the zone, so you can correct them at the source instead of discovering them weeks later.

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

Same Thing Helping More People, Not Higher

Posted on by Danny Jiménez⁩
Read 22 min

Helping More, Not Helping Higher: The Proper Role of Leadership

Here’s a concept that might ruffle some feathers: leaders who rise higher shouldn’t do less work. They should help more people. The reward for climbing to the top isn’t escaping the work. It’s gaining the authority and position to serve, train, and elevate more people than you could before. And if you think leadership means delegating everything, taking the corner office, and working a four-hour work week while everyone else grinds, you’re not leading. You’re abandoning ship.

This is about what leadership actually means when you strip away the reward-based mindset that the industry sold us.

The Pain of Leaders Who Escape the Work

There’s a prevailing concept I think that’s how you say it, prevailing anyway, whatever, a concept that leaders as they go higher have kind of a reward-based mindset or perspective where their goal is to get farther away from the work and spend less time doing it. This is kind of a Four-Hour Work Week kind of book, kind of a mindset.

And I remember being in one of Tony Robbins’ Business Mastery courses where Keith Cunningham said, well, basically, well, earmuffs for anybody who has kids in the car, but Keith Cunningham said whoever wrote The Four-Hour Work Week was a complete dumbass because you can’t work four hours in a week and lead a business properly. It’s just not how life works.

Basically, the four-hour work week concept is where you want to exploit people and make money and then f off somewhere and drink mai tais in the sand. Now there’s nothing wrong with drinking mai tais on the beach. But not at the expense of other people. Anybody knows that if you’re going to lead a business, you’ve got to lead it.

And leaders will do a good job and then get to the point where they’re like, and even I do it, where they’re like, “I want to be less involved. I want to do less. I want to distance myself.” And that’s just not life. That’s not how life works. That’s not what a proper leader does. And that sounds super judgy, but this whole escape from the work and do less and be available less and turn it over to other people when it’s your business or you’re the leader or you have the vision or you have the drive, it’s just classical business management. It’s not appropriate.

The Distinction: You’re Not Doing Less, You’re Helping More

And I want to make the distinction that when you get in higher leadership roles, you’re not doing less and moving away from the work. You are in the work supporting. So, you’re doing the same things as you were before from a hierarchy standpoint, but you’re spending more time helping.

So don’t look at your role as you’re higher and you get to do less and delegate more and you have this big corner office and lots of rewards and perks and you’re going to take the favorite parking spot. It’s really that it’s your job to serve and help and improve more people’s lives. So you’re really doing the same thing at the same level, helping more people with more authority of course. But you don’t look at it as higher and farther away. That’s classical business management.

Here’s the truth: when you rise in leadership, your scope expands. You’re not escaping the trenches. You’re expanding your ability to serve more people in the trenches. The superintendent becomes a general superintendent and now serves multiple projects instead of one. The foreman becomes a superintendent and now trains multiple foremen instead of leading one crew. The project executive oversees multiple divisions and now develops multiple project teams instead of running one project.

At every level, the work changes. But the service doesn’t. You’re still in it. You’re still supporting. You’re still training. You’re just doing it for more people.

What Happens When Leaders Escape: The Consequences

What happens when you go into the higher and farther away reward center leadership? Your standards start to drift. The vision gets lost. Your mid-level leaders who count on you for leadership, drive, and vision are lost and failing to a certain extent because they were there to patch up and fill in the gaps for your leadership, not to replace you. They can’t replace you. It’s not their business.

And progress stalls. Division of the company gets lost. And people lose their way. And as you get more disconnected, everything slows down. And then less people are trained, less people are helped. It’s almost like, “Oh, I made it. Now I’m going to f off.”

Here’s what I’ve seen happen on projects when leadership escapes. The owner or the executive shows up less. The mid-level leaders superintendents, project managers, foremen start making decisions without guidance. They patch the gaps. They try to hold the vision. But they can’t replace the leader because it’s not their vision. They don’t have the authority. They don’t have the access to resources. They were there to execute the vision, not create it.

And slowly, the standards drift. The culture weakens. The training stops. The mentorship disappears. And the team starts operating in survival mode instead of growth mode. People stop asking questions because leadership isn’t around to answer them. People stop innovating because leadership isn’t there to support them. And the business plateaus or declines because the leader climbed to the top and then wandered off.

The Mountain Analogy: Send the Rope Back Down

Here’s an analogy. Let’s say that you’ve climbed this massive mountain. And there’s two ways to look at it. Let’s do both ways. Let’s say you’re the husband in a traditional marriage, which is super great, super fun with all that. And you’ve climbed this mountain, but the whole time your wife was taking care of kids and helping you and supporting you while you were in college and keeping everything down. And then you literally get successful and you’re like, “Effing, I’m out.” And she’s like, “Wait, what? What happened?”

I remember I saw this little video that was like the husband is climbing up this mountain and the wife is the belayer, the person down at the bottom holding the rope. And then when the husband gets to the top, he then pulls the wife up so that she can experience her dreams. Once you get to the top, you send the rope down. You don’t wander off and f off and then go marry a twenty-four-year-old. Okay? So that’s not a lecture, that’s just data. Or that’s my opinion rather, it’s not data.

The other thing with business is like you climb this business, you build this business, you get to the top, you’ve made it this far. And then you get to the top and you’re like, “Effing, I’m out. I’m going to go work a four-hour work week and everybody can figure it out.” You’re not sending the rope back down.

Why not work with your employees? Why not create an ESOP? Why not continue the training? Why not go work shoulder-to-shoulder? Why not help people with kaizen events? Why not help drive the progress? Why not help do training? Why not, like Ryan Schmidt does at Pepper Construction, Coach Schmidt keep doing orientations? Why not? Ryan Schmidt goes out and does barbecues for crews with Lauren Atwell. Lauren Atwell and Ryan Schmidt are some of my favorite human beings. They are such good mentors and examples to me.

When you reach the top, you don’t f off and work a four-hour work week. You help more people and you send the rope back down.

What Sending the Rope Down Looks Like

Here’s what this looks like practically. Ryan Schmidt is a senior leader at Pepper Construction. He still does new hire orientations. He still shows up to job sites. He still does barbecues for crews. He’s not in the corner office delegating everything. He’s on the ground helping more people because his position gives him the authority to do it at scale.

Lauren Atwell does the same. She’s in leadership, but she’s not distant. She’s present. She’s training. She’s mentoring. She’s working shoulder-to-shoulder with the people who need her most. That’s what helping more looks like. That’s what sending the rope down looks like.

And I’ve seen the opposite. I’ve seen leaders who climbed to the top and then disappeared. They stopped showing up to job sites. They stopped doing training. They stopped mentoring. They delegated everything and called it leadership. And their companies suffered. Standards drifted. Culture weakened. People left. Progress stalled. Because the leader wasn’t leading. They were managing from a distance and calling it success.

Connecting This to Respect for People

This is a respect-for-people issue. When you escape the work, you disrespect the people who helped you get to the top. You disrespect the team that’s still grinding while you’re in the corner office. You disrespect the craft by treating it as something to escape from instead of something to serve.

Respect for people means you keep helping as you rise. You don’t do less. You help more. You train more. You mentor more. You work shoulder-to-shoulder more. You elevate more people because your position gives you the authority and access to do it. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

And here’s the truth: the people at the top of great companies are the busiest people in the company. Not because they’re micromanaging. But because they’re serving more people, training more teams, and driving more progress than anyone else. That’s what leadership is. That’s what it means to send the rope down.

A Challenge for Leaders

Here’s what I want you to do this week. If you’re in a leadership role, ask yourself: Am I escaping the work or am I helping more people? Am I delegating to distance myself, or am I delegating to free up time to serve at a higher level? Am I less available than I was before, or am I more available to more people?

If you’re escaping, stop. Get back in the work. Not to micromanage. But to serve. Go do orientations. Go do job walks. Go train foremen. Go work shoulder-to-shoulder with the crew. Go help more people because you’re in a position to do it. That’s the reward for climbing the mountain. Not escaping. Helping more.

And if you’re climbing the mountain right now, remember this: when you get to the top, send the rope back down. Don’t wander off. Don’t escape. Help more people. Train more teams. Serve more crews. That’s what great leaders do. That’s what leadership actually means. As we say at Elevate, leadership is service at scale. The higher you climb, the more people you help. Don’t escape the work. Help more people.

On we go.

Frequently Asked Questions

What does it mean to help more, not help higher?

It means as you rise in leadership, you don’t do less work or escape the trenches. You expand your ability to serve more people. You’re still in the work, still training, still mentoring. You’re just doing it for more people because your position gives you the authority and access.

Isn’t delegation part of good leadership?

Yes, but delegation isn’t escape. You delegate to free up time to serve at a higher level, not to distance yourself from the work. Great leaders delegate tasks so they can train more people, work shoulder-to-shoulder more often, and drive progress at scale.

What happens when leaders escape the work?

Standards drift. Vision gets lost. Mid-level leaders struggle because they were there to execute, not replace you. Progress stalls. Training stops. Culture weakens. And the business plateaus or declines because leadership isn’t present to guide, serve, and elevate the team.

How do I balance leadership responsibilities with being present on the ground?

You don’t balance by doing less. You balance by serving more people at the level you’re at. Senior leaders do orientations, job walks, kaizen events, and training at scale. You’re not in the weeds managing tasks. You’re on the ground helping more people.

What does sending the rope back down look like practically?

It means you keep training, mentoring, and serving as you rise. You do orientations like Ryan Schmidt. You work shoulder-to-shoulder with crews like Lauren Atwell. You stay present, accessible, and invested in elevating the people who are still climbing.

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

Standards Must not Slip

Posted on by Danny Jiménez⁩
Read 24 min

Standards Must Not Slip

Here’s one of the biggest failures in construction: companies implement Lean, create standards, see progress, and then let the standards slip. Not all at once. Not intentionally. But slowly. A meeting gets skipped. A checklist gets ignored. A foreman does it their own way. And before long, the system is gone. The standards vanished. And the team is back to chaos.

This is the line. Standards must not slip. Not because we’re being rigid. Not because we don’t trust people. But because stability and standardization are the foundation of every other benefit Lean provides. And you cannot have stability if standards slip.

The Pain of Letting Standards Slip

Let me describe what happens on most projects. The team implements Lean. They create leader standard work. They build visual management systems. They run daily huddles. They establish quality checks. And it works. The project stabilizes. Flow improves. The team gains confidence. And then someone says, “Hey, we’re doing well in our Lean journey. I think we’re good now. I think we got it now. I think we need to let them do that. I think it’s fine if that slips a little bit. Oh, I don’t think we need that meeting.”

It’s like we’re picking and choosing what parts of the system we want to implement. It would be like, “Oh yeah, make me a human, but you know what? I don’t need the right arm. You know what? We don’t really need both kidneys. Lungs? No, we have a circulatory system. That’s fine.”

As soon as you start reducing in that way, there’s reducing where you say, “Hey, that person, that human over there doesn’t need to be carrying that backpack.” But as soon as you’re like, “I don’t need that right arm,” that’s where we start lopping things off and we’re in big trouble. We cannot let standards slip.

Three months later, the project is slipping again. The meetings aren’t happening. The visual boards aren’t updated. The quality checks are skipped. And leadership wonders what happened. What happened is they let the standard slip. They thought they could maintain the benefits without maintaining the discipline. And Lean doesn’t work that way.

The Misconception: People Do It Their Own Way

One of the biggest points of stability and standardization in Lean systems is to not let standards slip. We must have standards. We must have non-negotiables. And we must have leader standard work and standard work at the Gemba. See, this is a big misconception in construction.

People think, “Oh, I’m going to go hire a super, they do it their own way. Hey, I’m going to hire a worker, they do it their own way. I’m going to hire a foreman, they do it their own way.”

No, they don’t. I cannot yell that loud enough. An employee follows the standards of the company, period.

If the company doesn’t have standards, shame on them. We must not let standards slip. We need to be warm-hearted, strict, but fair. The only thing we can’t do is let standards slip.

Here’s the truth that makes people uncomfortable: autonomy doesn’t mean doing whatever you want. Autonomy means solving problems creatively within a structured system. The foreman has autonomy to figure out how to make ready for the zone. But they don’t have autonomy to skip make ready. The superintendent has autonomy to adjust the plan when delays happen. But they don’t have autonomy to abandon Takt planning and go back to chaos. The worker has autonomy to improve their process. But they don’t have autonomy to ignore safety standards.

Standards define the boundaries. Autonomy operates within them. And if you let standards slip, you don’t have autonomy. You have chaos.

Why Standards Must Not Slip: The Foundation of Everything

The only thing we can’t do is let standards slip. I hear all the time, “Hey, we’re doing well in our Lean journey. I think we’re good now. I think we got it now. I think we need to let them do that. I think that’s fine if that slips a little bit. Oh, I don’t think we need that meeting.”

Here’s why this kills Lean. Every benefit that Lean provides flow, stability, predictability, respect for people depends on standardization. You cannot have flow if the train of trades doesn’t follow the Takt rhythm. You cannot have stability if foremen skip the make-ready process. You cannot have predictability if the weekly work plan isn’t followed. You cannot have respect for people if the safety standard slips and someone gets hurt.

Standards create the foundation. When the foundation cracks, everything built on top of it collapses. And the crack starts small. One skipped meeting. One ignored checklist. One foreman who says, “I don’t need to do it that way.” And leadership lets it slide because they don’t want to seem controlling or because the project is going well or because they’re tired of enforcing it.

But Lean doesn’t care about your intentions. It cares about the discipline. And when the discipline slips, the system fails.

My Line: I Will Never Let the Standard Slip

One of the things that I’ve struggled with is that as a supposed leader, there’s one thing Jason will not do: let the standard slip. If the decision, and this is where I have a fault, if it comes down to Jason might not know how to get this thing done properly in a way that everyone’s happy with or let the standard slip, I’m going to choose messing up, not letting the standard slip every time.

There’s only one thing with me that’s not going to happen: let the standard slip. That’s the one thing that’s not going to happen. It will not happen with me. We will follow the standards.

Now, I’m working on making sure that it’s all people-centered, that we’re doing the right thing, that we’re jamming out, that we’ve got lots of love and psychological safety. But I will never let the standard slip.

Here’s why I draw this line so hard. I’ve seen what happens when standards slip. I’ve seen projects that had flow lose it because someone decided the afternoon foreman huddle wasn’t necessary anymore. I’ve seen safety cultures collapse because one foreman ignored the rule and leadership didn’t correct it. I’ve seen Takt plans fail because trades stopped finishing as they go and leadership said, “It’s fine, we’ll catch up later.”

And I’ve learned that if I let the standard slip once, it’s gone. Because once you allow the exception, the exception becomes the new standard. And the team learns that the standard wasn’t really a standard. It was a suggestion. And suggestions don’t create stability.

How to Maintain Standards Without Being a Jerk

If we’re going to implement Lean or if somebody has implemented Lean and wants to maintain it, if we’re going to have any semblance of success whatsoever, we have to make sure that once the standards are set, they don’t slip.

Now, work shoulder-to-shoulder, be kind, provide training, dig deep, one hundred percent all of those things, one hundred percent. But we’re not going to let the standard slip.

Here’s how you do this without being a jerk. You be warm-hearted, strict, and fair. Warm-hearted means you care about people. You coach them. You train them. You explain why the standard matters. You work alongside them to help them succeed. Strict means the standard is non-negotiable. It’s not optional. It’s not flexible based on mood or workload or whether someone feels like it today. Fair means the standard applies to everyone equally. No favorites. No exceptions. No double standards.

Some of the ways that we can make sure that standards don’t slip:

  • Create leader standard work and follow it
  • Create standard work for the Gemba and follow it
  • Make sure that we have gates, phase gates to check the process
  • Make sure that we’re testing the abilities of our people
  • Make sure that we are verifying before we’re moving forward
  • Make sure that the culture is clearly communicated
  • Make sure that small little acts of treasonous behavior are not allowed to happen
  • Make sure that whatever the standard is, somebody doesn’t let it slip just for the sake of free speech

Free speech is a thing. But when it comes to dissension with standards, it’s not a thing. You can disagree. You can question. You can propose improvements. But you cannot ignore the standard while it’s in effect. If the standard needs to change, we change it formally. We don’t let individuals decide to stop following it.

Different Methods, Same Non-Negotiable

The bottom line is we cannot let standards slip if we want any semblance of standardization and stability. And we cannot have any of the other benefits of Lean unless we have stability and standardization like I’ve already talked about. So, we have to make sure that this is a focus, and we’ve got to find a way.

I do it the Jason way. You’ve got to find your way. Like I’ll send somebody home on a job site. Other people will just do job walks with the foreman to keep the job site safe, clean, and organized. Other people do it with kindness. But I don’t care how they do it, but the standards have to be maintained. We can’t let them slip.

Here’s what this means practically. Different leaders enforce standards differently. Some are direct. Some are collaborative. Some are gentle. Some are firm. And that’s fine. Your personality doesn’t have to match mine. Your approach doesn’t have to match mine. But the non-negotiable is the same: the standard must be followed.

If the standard is that the afternoon foreman huddle happens every day, it happens every day. You can run it warmly or firmly. You can make it collaborative or directive. But it happens. If the standard is that zones are finished before the crew moves on, zones are finished before the crew moves on. You can coach kindly or correct directly. But the standard is followed. If the standard is that the job site is clean and organized, the job site is clean and organized. You can enforce it through job walks or through immediate correction. But the standard is maintained. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

Connecting This to Respect for People

This is a respect-for-people issue. When you let standards slip, you disrespect the people who follow them. You tell the foreman who shows up to the afternoon huddle every day that their discipline doesn’t matter because the foreman who skips it faces no consequence. You tell the crew who finishes their zone cleanly that their effort is optional because the crew who leaves mess behind isn’t corrected. You tell the workers who follow safety rules that their protection is negotiable because the workers who violate standards aren’t held accountable.

That’s not respect. That’s chaos disguised as flexibility. And it destroys trust, morale, and culture faster than almost anything else. Respect for people means holding the standard so everyone operates in a stable, predictable system where discipline is honored and followed equally.

A Challenge for Leaders

Here’s what I want you to do this week. Walk your project and look for where standards are slipping. Is the daily huddle happening consistently? Are the visual boards updated? Are the make-ready checks being done? Are zones being finished before crews move on? Are safety standards being followed?

If you find a place where the standard is slipping, correct it immediately. Don’t let it go. Don’t say, “It’s fine this time.” Don’t make excuses. Coach the person. Explain why it matters. Work alongside them to help them succeed. But do not let the standard slip.

And if you’re the one tempted to let it slide because you’re tired or because things are going well or because you don’t want to seem controlling, remember this: the standard is the foundation. Once it cracks, everything collapses. Protect the standard. Be warm-hearted, strict, and fair. And never let it slip. As we say at Elevate, stability requires discipline. Discipline requires standards. And standards require leaders who won’t let them slip.

On we go.

Frequently Asked Questions

What does it mean to be warm-hearted, strict, and fair?

Warm-hearted means you care about people, coach them, and help them succeed. Strict means the standard is non-negotiable and must be followed. Fair means the standard applies to everyone equally with no favorites or exceptions.

How do I enforce standards without being controlling or rigid?

Explain why the standard matters. Train people to follow it. Work alongside them to help them succeed. But hold the line. The standard is the boundary within which autonomy operates. Enforcing it isn’t controlling. It’s protecting stability.

What if someone disagrees with the standard?

They can question it. They can propose improvements. But they cannot ignore it while it’s in effect. If the standard needs to change, we change it formally through the proper process. Individuals don’t get to decide to stop following it.

Why can’t I let the standard slip just once if the project is going well?

Because once you allow the exception, the exception becomes the new standard. The team learns the standard was optional. And the discipline that created the success disappears. Standards don’t create success only when enforced occasionally. They create success when followed consistently.

What happens if I let standards slip?

The foundation cracks. Stability disappears. Flow breaks down. The team stops trusting the system. And all the benefits Lean provided predictability, rhythm, respect for people collapse. You cannot have Lean without standardization. And you cannot have standardization if standards slip.

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