Month: March 2026

Field Engineering Commandments (The Field Engineering Non-Negotiables In Construction)

Posted on by Danny Jiménez⁩
Read 27 min

Field Engineering Commandments (The Non-Negotiables in Construction)

In this blog, I’m going to take you through the practices, and I’m just going to call them commandments, the things that you have to follow if you want to get your layout and control and your lift drawings and your building components right. Meaning, you want to build with quality. So let me tell you a story before I go back here to the board.

At Hensel Phelps, they have a rich history of field engineering, and they know how to do it right. Emeritus professor Wesley Crawford from Purdue University did a number of sabbaticals with Hensel Phelps, wrote Construction Surveying and Layout: A Field Engineering Methods Manual. And literally, Hensel Phelps to this day still does field engineer boot camps and has advanced training programs and follows these guidelines.

And I’m not blaming surveyors. I love surveyors. Although we do need everybody to step up in their understanding of field engineering, especially surveyors, because you can’t just go stake points and call it good. That’s not how it works.

The Pain of Not Following Field Engineering Commandments

What they started to do was try and talk a certain region of the company into just using surveyors. Hensel Phelps didn’t buy off on it. They’re smarter than that. But anytime those survey consultants came in, they were causing all kinds of problems. I mean, before it was caught, buildings that were laid out outside of the property line, elevations multiple inches off. I mean, big, big problems. And they’re like, “Hey, we can’t do this.”

So I worked at Hensel Phelps, and so this is a credit to them. They were like, “Hey, let’s push that influence out and get back to basics.” And I want you to know that this list of commandments, anywhere it’s tried, takes a group of performing field engineers or surveyors from making mistakes to being very good when it comes to quality because they’re double-checking their work and because they’re using the right practices.

And so I won’t say all mistakes are gone, but we all know that mistakes happen every now and then if we’re not doing the double-checks. But this literally will transform a business from failing when they’re doing their own layout, their own field engineering, or double-checking to massive success. So let me take you through these commandments. And they’re non-negotiable. Meaning, this isn’t Jason’s opinion. These are non-negotiable. If you don’t like me, at least love the information. If you follow these practices in your company, you will get this right.

Commandment One: Traverse Your Primary Control

Number one, traverse your primary control. If your building is in the middle of the site and your primary control is a set of points surrounding the building that’s permanent, that’s in concrete, that’s used to locate all structures, then you must traverse through these points. And I prefer the compass rule. You can use a least squares adjustment and you can take redundant shots, but compass rule is my preferred. And if you talk to surveyors, they’ll be like, “You’re crazy.” But you’ve got to understand that when you get down to the tolerances that we’re attempting to hit at the building, you have to do this. None of these are optional.

So you traverse the primary control with the total station using tribrachs, doing a distance shot, then a direct reverse, direct reverse, at a minimum distance shot point to point. Then mathematically you will close that traverse, and you want a good level of accuracy. You can find this in the book, in the Construction Surveying and Layout book, and you have different, basically, orders of accuracy. But I always wanted one in 50,000, meaning that it would take me 50,000 linear feet to be off a foot for that quality of survey work. I wanted above 50,000. I want it to close well. If you do that, you will have a good, solid base network of points for your primary.

Commandment Two: Tie to BOB (Basis of Bearings)

Commandment two, tie to BOB. I’m not talking about Monsters vs. Aliens, the kids’ movie. So BOB is basis of bearings. Meaning that hopefully two of the points are actual coordinate points, city monuments with city coordinates and a design benchmark on it, so that you’re tying your overall network to the actual basis of bearings from which the building was designed.

Commandment Three: Level Loop Your Primary Control

Number three, level loop your primary control. That means that in addition to your traverse, you will set up your automatic level and do a backsight, foresight. You’ll do automatic level, backsight, foresight, backsight, foresight, backsight, foresight, backsight, foresight, backsight, foresight, and close on that original point. And the benchmark that you got from the design benchmark is transferred through a closed level loop that meets the order of accuracy. All of those are adjusted, and the elevations are correct. I believe in version three, it’s page 716 that shows the formula to see if your level loop closed well enough. But you have to make sure you level loop your primary control to get your elevation.

Commandment Four: Go Through Two Benchmarks

Commandment number four, whenever you’re doing level loops, you need to make sure you go through two benchmarks, that you estimate on the rod to the nearest thousandth, and that you always close. If you don’t do this, you’ll be in trouble. If you do one benchmark and that benchmark is off, your whole level loop will be off. That’s why you check to two. If you do everything to the nearest hundredth, you will not close within the accuracy on page 716. And if you don’t close, you won’t know if any of your work is good.

Commandment Five: Use the Right Tool for Distance Measurements

Commandment number five. If you’re going to shoot distances, and let’s just say that it’s over 150 feet, you can make it 200 feet, you can make it 250. You could make any rule you want. Definitely past the limitations of your total station, you’re going to use GPS. But typically between 150 feet and 1,500 feet, if the total station can sight that far, I will use a total station for distance measurements. Anything over that, like 1,500 feet, I’m going to use GPS. Anything between 150 and 1,500, I’m going to use the total station. Anything up to 150 feet, I’m going to use a chain. And anything within 35 feet, preferably 30, I’m going to use a tape measure.

Now, some people are like, “Jason, I’m just going to lay out the whole building with GPS.” Well, you won’t be within tolerance. “I’m going to lay everything out with my total station.” You got 3/16 worth of air in there. You shouldn’t do that with everything. Your chain will measure accurate dimensions spot-on, especially if you make sure that it’s tensioned properly, no sag, and you adjust for temperature. And then your tape measure. There’s nothing better within 30 to 35 feet than a tape measure.

Here’s the breakdown for distance measurements:

  • Over 1,500 feet: GPS – Beyond total station limitations, use GPS for long distances
  • 150 to 1,500 feet: Total station – If the total station can sight that far, use it for distance measurements
  • Up to 150 feet: Chain – Chains measure accurate dimensions spot-on if tensioned properly, no sag, and adjusted for temperature
  • Within 30-35 feet: Tape measure – Nothing better than a tape measure for short distances

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

Commandment Six: Always Double-Check Your Work

The sixth commandment is always double-check your work. And that’s going to be with a different person, different technology, different approach, or a gut check.

Commandment Seven: Label Everything Permanently

Commandment number seven, label permanent. I want everything labeled. I want these on concrete monuments. I want them to have beautiful stamped brass monuments with stamped labels. I want LAF labeled beautifully. I want your secondary control, which is typically a baseline around your building, labeled beautifully. I want your grid lines labeled beautifully. I want everything labeled to the nth degree. Nobody should have to guess.

Commandment Eight: Setting a New Benchmark (Go Through Two Known Benchmarks)

Number eight, when you have a benchmark and I want to bring a benchmark into that location, somebody could say, “Hey, I just want to go ahead and set up and backsight and shoot the elevation.” No, no, no, no, no, no. What you’ll do then is you’ll then set up, backsight, foresight. And then you’ll set up, backsight, foresight, close the loop. Anytime you set a new benchmark, you have to go through two known benchmarks, and you have to close. And remember, you have to estimate to the nearest thousandth. This will make sure that that benchmark that you set is properly done.

Commandment Nine: Setting Baselines Properly

One other thing that I want to talk to you about is when setting baselines, there is a way to do it. When you set this baseline right here, you will set up, backsight, and shoot the end points. And then you will set up over here, backsight, and shoot the end points. Then you will shoot direct and reverse shots with direct distance shots and reverse distance shots and take the average. So baselines should be done from the end points, and then everything in the middle should be point to point, direct and reverse.

Commandment Ten: Use the End of the Tape Properly (Never Burn a Foot)

Now, this is a long list. We’re almost there. Stay with me. Number ten, use the end of the tape properly. The end of the tape on a tape measure is supposed to move. It moves out of its own way. So the thickness of that metal, that is the amount that it moves. So if you butt the tape up, it’s at perfectly zero. If you hook it, it’s at zero. It’s not ill-manufactured. It’s exactly what it should be.

Never, ever, ever, ever burn a foot. Even if you’re like, “Jason, you’re wrong.” Never burn a foot. It’s very easy to get zero holding perfectly with the end of a tape. Never burn a foot. You will start chipping down walls by one foot and having columns one foot in the wrong location. No professional carpenter or surveyor or field engineer or builder ever burns a foot.

Commandment Eleven: Radial Staking (Always Solve to a Known Point)

When you do radial staking, if you’re like, “Hey, I want to set up on this point, backsight, and go radial stake this point,” always solve to a known point to make sure that you’re oriented properly and set up properly.

Commandment Twelve: Use Prism Poles Sparingly

We’re going fast now. Number twelve, this is going to blow your mind. Use prism poles sparingly. And I would say when you use them properly, if you have a total station, it’s automatically going to have an inherent instrumental error of 3/16. By the time you shoot to a prism pole at the top of a prism pole to the bottom, typically there’s 3/16 to 3/8 of an inch of error because of how the level bubble works. Then you’re probably going to have at least 1/16 of marking error. By the time you add all this up, you could be up to three-quarters of an inch off.

Shoot to mini prisms. Shoot directly online. Avoid 4 ft prism poles. In fact, when I see surveyors out there with 4 ft prism poles doing everything, I’m like, they do not know what they’re doing because that will never be within tolerance.

Commandment Thirteen: Always Calibrate Your Equipment

Thirteen, always calibrate your equipment. Actually, 50% of the time you’ll get tribrachs wrong from the shop. And about 15 to 20% of the time, you’ll have something wrong with your automatic level. Very rarely with your total station, but always calibrate your equipment. We find chains, tribrachs, auto levels that are out of adjustment, and it’s going to cause you trouble.

Commandment Fourteen: Always Plumb from the Ground Floor

This is going to blow your mind. If you have a building, and I’ll tell you a story, and this happened in San Diego. We told the field engineering team and showed them how to plumb from the ground floor. We had those really high-powered green lasers, and it would shoot all the way up through the top, and we said every time you do a new deck and you need control, shoot from the bottom. Shoot from the bottom. If you got another deck, shoot from the bottom.

They started going from floor to floor, and the deck started to drift. By the time they caught it and called me in for help, 2 and a half inches. It was crazy. You always go, even if you’re on this upper deck, you plumb all the way back down to the first floor. That’s a crucial commandment.

Commandment Fifteen: Report Mistakes Immediately

And then the last one, if you find mistakes or errors, you report those immediately. Mistakes never get better with time. They only get worse with time. And so, if you find a mistake, you tell somebody right away, and you fix it right away.

A Challenge for Field Engineers

These commandments are crucial. If you implement these in a field engineering program, you’re set. If you don’t, you’re going to have massive problems everywhere and layout problems everywhere.

Here’s what I want you to do this week. Print out these commandments. Post them in your FE bullpen. Review them with your team. Follow them. They’re non-negotiable. They will transform your business from failing to massive success. That’s the power of these commandments. As we say at Elevate, field engineering commandments: traverse primary control, tie to BOB, level loop, double-check work, label everything, never burn a foot. Non-negotiables.

On we go.

Frequently Asked Questions

Why must you traverse your primary control?

Because you need a good, solid base network of points for your primary. Traverse with total station using tribrachs, distance shot, direct reverse, close the traverse. I always wanted one in 50,000 accuracy.

Why go through two benchmarks when level looping?

Because if you do one benchmark and that benchmark is off, your whole level loop will be off. That’s why you check to two. And estimate on the rod to the nearest thousandth. And always close.

Why never burn a foot on a tape measure?

Because you will start chipping down walls by one foot and having columns one foot in the wrong location. The end of the tape is supposed to move. It’s at zero when butted or hooked. No professional ever burns a foot.

Why use prism poles sparingly?

Because by the time you add instrumental error (3/16), prism pole error (3/16 to 3/8), and marking error (1/16), you could be three-quarters of an inch off. Shoot to mini prisms. Avoid 4 ft prism poles.

Why always plumb from the ground floor?

Because going floor to floor causes drift. In San Diego, they went floor to floor and drifted 2.5 inches by the time they caught it. Always plumb all the way back down to the first floor.

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

Takt Planning As Trains & Cars & Trucks

Posted on by Danny Jiménez⁩
Read 22 min

Trains and Freeways (Two Ways to Understand Takt Planning)

Hey everybody, welcome out to another blog. We’re going to be talking about trains and then freeways, and it’s a new insight with Takt that I think everybody would absolutely love. If you’re interested in that, please stay with us.

Welcome everybody, I hope you’re doing well and staying safe out there. I’m really excited to be with you again. We’re still driving home to Phoenix from Atlanta, Georgia from doing the Super PM boot camps. Let’s get into the topic today. I was doing this with a really neat company in Atlanta, and I had some insights.

Let me give you two insights about Takt planning that will help you understand it better.

Insight One: The Takt Governor (Standard Space Unit and Standard Time Unit)

Sometimes people, when they adjust their zones and their Takt time, sometimes on the calculator, the overall duration of the phase will increase as you get smaller zone sizes, and then once it sets back down to like a two-day Takt time or one-day Takt time, it will go back down again, so it ranges. I had this insight from Kevin, and it hit me that there’s two things in Takt which act like a governor.

You know what I’m talking about? A governor on a bicycle or a motorcycle or something like that is something that limits your speed, it limits your accelerator, and the governor on my ATVs that my dad had, it would prevent me from going full throttle, or you’ll see them on golf carts, you’ll see them on side-by-sides. It basically limits the amount that you’re able to accelerate. It’s a governor.

And I realized that in Takt, the governor for the speed of the train of trades is set by your standard space unit and your standard time unit. Let me say that again: standard space unit is the smallest divisible area within your zones, but it’s really in the phase. You can’t divide any less than that. It’s your standard space unit, and it also becomes like a flat or a room or a unit in multifamily, or like an office in a medical office building. That’s your standard space here. It can’t be any less than that.

And your standard time unit is your minimum time unit inside the Takt system, and in the United States, we use a day typically for commercial construction because everything—daily huddles, cycles, crew starts—everything is organized into a day. In civil work, I often go down to 10-minute Takt times. In shipbuilding, they’re in 10-20-minute Takt times. In really advanced Takt practitioners, they’ll be doing it hour by hour, but for the most part in commercial construction, we use a day, and that means the smallest divisible time unit for what our system culture and region will allow currently is a day.

Now, one of these days, I hope that that changes, but the bottom line is your standard space unit and your standard time unit are both like speed governors, like just like on the go-karts or the golf carts that limit how fast you’re able to accelerate. You can’t really go any faster than that. You can keep going faster if your zone sizes could be cut down in lower segments in the standard space unit and if your Takt time was less than a day, meaning if it was into the hours.

Here’s how I’ll explain it. Let’s say that you have seven wagons that all take five days, and then you split that into two zones, you’re on a four-day Takt time, three zones and you’re on a three-day Takt time, and then four zones on a two-day Takt time, then five zones on a two-day Takt time, but then when you go to six, seven, eight, and nine zones, it increases, and that’s because the Takt time divisions would go from five, four, three, two to 1.8, 1.6, 1.4, 1.2, then back to one. Then it would reset down to actually a faster speed, so it’s actually because of rounding to a day.

Like, typically, a commercial construction project is not going to have a 1.80 day Takt time. It’s going to round up to two, so that’s why those scenarios might get a little bit longer, and that’s where you get your trade time gained, actually. That was a really neat insight. Your train of trades will never go faster than your standard space unit and your standard time unit will allow. They’re like governors. That was an interesting revelation.

Insight Two: Trains Versus Freeways (Single-Train Versus Multi-Train Takt Planning)

The other revelation was that there’s, and this is something people trip up on all the time, is like, “Yeah, I love Takt. I love being on a rhythm, but it’s very hard to take different tasks and activities and package them all into even flowing wagons,” which I agree with. And they’re like, “Yeah, this just doesn’t seem practical.” But there’s single-train Takt planning and multi-train Takt planning.

And if I had been thinking all of these years, I could have called it train and tracks Takt planning and car and freeway Takt planning. And this is the analogy. If you really look into almost every single thing that we talk about in Takt is analogous, at least for when you’re doing wagon-based, ties perfectly into a train analogy. It works almost exactly like a rail line.

Even I used to be like, “Well, how did the materials get into the wagons?” Well, the train actually goes from the station to the depot, station, depot, station, depot. That’s when you go to your lay down, back to your zone, lay down, back to your zone, lay down, back to your zone. That’s where they pick up the material. So I actually got my brain wrapped around it. The analogy is almost exactly like a rail line. And you can understand Takt planning by understanding trains. And you literally package them into a boxcar or wagon on a train.

But there are some Takt planning practitioners and influencers that will say that’s the only way to do it. And that’s just absolutely false. 90%, at least in the United States, of Takt plans, and actually, I’ve seen this in Japan, which is a bit of name dropping for me. In fact, I was talking to Niklas Modig, and he’s like, “You don’t need any more validation than to know that they do it that way in Japan.” But most of Takt plans are task based.

And there’s some flexibility there. You’ll only have one phase per set of zones, but you can have multiple trains flowing through there. But if I had been thinking all of these years, I would have used the car and freeway analogy. And I’m driving home. So, it really hit me. We’re driving on a freeway. The freeway is planned. It’s leveled out. It’s cleared. They’re trying their best to keep it clear from roadblocks.

But I’m going a different speed than the big rigs. And it would be insane to have us all go the same speed. Because if you pace me at the pace of the big rigs going 55, 65 miles an hour, some of them are going faster, then it would take me a lot longer to get home. And I want to get home and see my family. We all go at different speeds, but we coordinate so we don’t hit each other.

So, there’s passing, there’s intersections, there’s sometimes where we’re dependent. There’s courtesy. You know, if I’m going to get around a truck and they want to tell me it’s safe to pull in front of them, they flash their lights. I click my blinkers. There are ways to do this, but we’re all on one road, but we’re different individual vehicles going different speeds or i.e. Takt time. And it works because we’re coordinated with a system of rules.

A train takes that all out of the equation. A train just says, “Hey, whether you’re big or small, get on the wagons. And we’re all going the same speed, the same distance apart.” And both scenarios have their place, quite frankly.

The Two Analogies for Takt Planning

Here’s how the two analogies work:

  • Train and tracks Takt planning (single-train, wagon-based, time-based) – The German way of doing Takt planning is wagon-based, strictly in the analogy of trains and train tracks. You package tasks into wagons. All wagons go the same speed. Same distance apart. It’s rigid. It’s disciplined. It works like a rail line.
  • Car and freeway Takt planning (multi-train, task-based, resource-based) – The flexible way is like cars and trucks on a freeway. The freeway is planned, leveled, cleared. The speed limits are set to the baseline bottlenecks—you design the roadways to accommodate the slowest vehicles, which are the trucks. But you allow the cars to go faster up within a certain range. You have a pace-setting train of trades in the phase, and then you let other trades have their own Takt time and go faster within reason, within a certain limit, just like a freeway.

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

Why Multi-Train Works (The Freeway Explanation)

The Germans often are like, “Well, if you do multi-train Takt planning, how can you do the calculator?” And it’s like you do the calculator based on your pace-setting train of trades in a phase. And that becomes the overall parameters and the scope of the phase. And then everything else fits around it. So it’s just like a freeway. The roads are designed for trucks to go 55 to 75 miles per hour. And that is the baseline speed. And the width and everything is based around the largest, slowest vehicles. And then the faster vehicles are allowed to go faster within a certain range.

Same thing with the car truck road Takt planning or multi-train Takt planning or task-based Takt planning or resource-based Takt planning is that you have a pace-setting train of trades in the phase and then you let other trades have their own Takt time and go faster within reason, within a certain limit, just like a freeway. And it works very, very, very well.

Takt planning isn’t about fitting everything into a Takt. Takt means rhythm. It’s an older word for rhythm in German. And it means can trades work from zone to zone to zone to zone in a flow in a highly coordinated system. And you can do that outside of the original train train track analogy.

A Challenge for Takt Planners

Here’s what I want you to do this week. Understand the two governors: standard space unit and standard time unit. Your train of trades will never go faster than those will allow. And understand the two analogies: train and tracks for single-train wagon-based Takt planning, and car and freeway for multi-train task-based Takt planning. Both have their place. Both work. Choose the right one for your project. As we say at Elevate, Takt governors are standard space unit and standard time unit that limit train speed. Single-train is like trains. Multi-train is like cars on freeways. That’s how Takt planning works.

On we go.

Frequently Asked Questions

What are the Takt governors?

Standard space unit (smallest divisible area in the phase) and standard time unit (minimum time unit, typically a day in commercial construction). Your train of trades will never go faster than these governors allow. They’re like speed limiters.

Why does duration increase when you add more zones sometimes?

Because Takt time divisions go from 5, 4, 3, 2 to 1.8, 1.6, 1.4, 1.2 days. But you can’t have a 1.8-day Takt time, so you round up to 2. That’s why duration increases until you reset to 1-day Takt time.

What’s the difference between train and freeway Takt planning?

Train (single-train, wagon-based): All trades go same speed, same distance apart. Freeway (multi-train, task-based): Pace-setting train sets baseline, other trades go faster within limits. Like trucks and cars on a freeway.

Which Takt planning method is more common?

Multi-train (freeway) task-based Takt planning is 90% of Takt plans in the United States and Japan. Single-train (train) wagon-based is the German way and is more rigid and disciplined.

How do you calculate multi-train Takt planning?

Do the calculator based on your pace-setting train of trades in the phase. That becomes the overall parameters. Everything else fits around it. Just like freeways are designed for trucks, then cars go faster.

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

Cleaning the Backyard

Posted on by Danny Jiménez⁩
Read 24 min

Cleaning the Backyard (How Organization Became a Career Booster)

Welcome everybody out to this blog. In this blog, I’m going to do something a little bit different today. I’m going to try and get to a hundred blog that not only would people like out there in the industry, but would be applicable to my family. Let’s say I died and they’re like, “I want to hear dad’s voice. Have him tell some stories.” I’m going to tell some stories.

And this one’s about cleaning the backyard. If you’re interested in that, please stay with us.

I hope you’re doing well and staying safe out there. And I hope everyone is about to enjoy the weekend. I was literally thinking the other day, I don’t have any historical records or anything from my ancestors or grandparents, other than the family history files. And it would be super neat to leave something that’s not only cool for the industry, but for the family. I don’t know if they would ever want to hear from me, but it’d be kind of fun. Like, let’s say when I’m gone to check out those blog, we’ll put it into a series. It’ll be called the family series, I think.

Let me kick it off by saying that throughout my career, one of the biggest, most important things that I focused on that I was taught was cleanliness, cleanliness and organization and perfect cleanliness and organization, not just mediocre, not just a little bit. And I’ll give you a little bit of history here.

The Roots of My Obsession with Cleanliness

Recently I went to Japan with Paul Akers and that whole country, there’s not a piece of trash anywhere. And there’s not a trash can anywhere because there was a foreign terrorist, I believe, that put a bomb in one of the trash cans. And so, the government was like, they’re a little bit like that in Japan. They’re like, “Okay, no more trash cans.” So now people carry little baggies with their trash and they take it to their end destination. And they have very little trash.

It costs them a hundred dollars per person per year to incinerate their trash and remove the pollution. I went to the incineration plants. And it was organized, beautiful. Not very many folks had to work there. It was safe. They can rebuild them every 15 years. I mean, it’s just a remarkable situation. And the Japanese people produce such little trash that they’re able to do it for a hundred dollars per person per year. It’s super-efficient, super amazing.

So even with no trash cans around, because the Japanese people are so disciplined and clean and because they don’t produce a lot of trash, they don’t have trash anywhere. They’re super clean. So, like cleanliness and 3S and 5S, you know, sort, set in order, sweep, shine, standardize and sustain. Like this is at the core of stability and standardization. I’m really big on that.

And I look back, there was a project manager. He was the project manager at the time. Now he’s a big time executive. Blake Christensen said on the cancer center, when I was an area superintendent, he was like, “Jason is clean, but it’s not clean enough.” And then watching the 1970s Patton movie made me just absolutely fanatical about cleanliness.

When I went to Germany, to visit Dr. Marco Binninger and Dr. Janus Louie, and then did a hop over to visit with Niklas Modig in Sweden, who I just talked to the other day, when I landed in Bavaria, Southern Germans don’t really like to be called Germany, they like to be called Bavaria because it’s a very specific part of Germany, and it’s beautifully clean. As soon as I got there, I was like, “Yeah, these are my ancestors.”

The reason I know that I’m mostly German is through family history. All of my known ancestors immigrated from Germany. And I felt that. If you remember Prussia, they were the very strict, pointy hat with the spear on the helmet, perfectly clean, crazy Germans. The Prussians were exact and everything. And I was like, “Yeah, these are my ancestors, but I’m a loud American.” And I love that about myself.

When I went to Japan, they were beautiful, clean, meticulous, and very kind. They were overly caring. So they were my kind of people. I keep teasing people. I think I’m really Japanese. But anyway, I just realized the other day, all of this actually had its roots in my childhood.

The Backyard Story (Age 13 and a Half)

And I did get a little bit obsessive compulsive. I used to, at one point when I was a teenager, vacuum my floor in one direction so that the carpet all looked the same. And I didn’t like footprints in the carpet. And I would make my bed to the point that I would pin the corners of the sheets to where they folded properly. And it was always clean, smelled nice. Everything was washed and beautiful.

But let me tell you this. 13, 13 and a half, having some scuffles with my dad. He was doing his best, but kind of coming from the old school way of disciplining. When your kids are tired as teenagers and probably instead of connecting, he accused me of being on drugs and some other things. And I wasn’t. And I was just getting tired of it.

And it was summer break and I remember playing Nintendo. I think it was Nintendo 64. There was a Star Wars game and I kept trying. And I just remember just having had enough one day of my parents teasing me. And I was like, “You know what? Screw it.” So, I just put the video games away.

And my parents had two and a half acres out in the high desert in Apple Valley, California. And the sand would blow all over. And my dad had a tractor and camper shell and railroad ties and all kinds of things that he was saving. My mom is a throw it away, buy it again kind of gal. She’ll just toss it all. That’s kind of how I picked that habit up, which isn’t great. I used to get accused early on of throwing away anchor bolts that we needed.

But I got fed up with it and we had a little tractor that ran. So, I just, on my summer break, I kid you not, no exaggeration, I just started moving all this stuff out of the back and then grading it out, moving the sand out to the front. We had berms out in the front and then restacking it nicely on pallets. And I remember going through the entire yard and it went from kind of like a sloppy, and I’m not making fun of Californians, but if you ever go to the high desert, it’s like a whole bunch of open lots without sidewalks and it looks like they’ve got 10 used cars in every lot. It just looks really trashy. And that’s kind of how the yard looked.

But then after a while, it looked like a pristine, almost Lean-like yard. It was really nice. And I remember getting so much love and praise from my entire family that I immediately got addicted. In fact, when we do Super PM boot camps and people identify their biggest blocks as having to work hard or needing to be perfect, I’m like, “Yeah, all of us had to, at a certain point, earn our parents’ love. And we probably did it through hard work. And now we’ve got to break through that block to leadership.” So, I know what that’s all about.

Anyway, a whole two and a half acres. And it still looks like that today, actually beautifully organized. I did the whole thing and graded the yard. We did everything, got the tree bushes trimmed back, everything organized, all the sand that had piled up over the years out to the front berms, regraded the front berms, graded the roads. And when I was done, then I asked, illegally actually, for a job with Conco construction. They were a tilt-up company and that was my career. And I worked, I’ve worked ever since then because I got addicted to doing a good job and working hard and gaining people’s love and approbation by doing those things.

How Organization Became a Career Booster

And so, I realized that, yes, I talk about Lean, Lean did change my life, but I’ve always been a fanatic for cleanliness and organization for a couple of reasons:

  • For mental health: Cleanliness creates stability and standardization. When everything is clean and organized, your mind is clear. When everything is chaotic, your mind is chaotic.
  • To earn love and praise and affection and to work hard: That summer when I cleaned the backyard, I got so much love and praise from my entire family that I immediately got addicted. I learned that hard work and organization earn respect.
  • Because it became a career booster: At Conco, I would never stand around. If we were waiting for concrete trucks, I would go literally just empty everything out of the back of those trucks. I would take everything out. I would sweep everything. I would clean the shovels, the rakes, the come-alongs, everything. I would clean the bull floats, I would oil them. I would make it nice. And the truck was always nice and tidy. And it proved to be one of those things that would make everything better. I was always that way at Hensel Phelps.

I remember quitting Hensel Phelps the first time around for like three and a half, four years because I needed to get my life in order for my family standpoint. And the first job I picked up was actually installing the foundation for and wiring pivots for irrigation, for agriculture. They trusted me so much that I had a truck with a trencher with a little backhoe attachment to it. And I would go dig, set, place all of the foundations for these pivots. The Mennonites out there in Texas would come set up the actual pivots. And then it was my job to go through and wire it.

I remember that’s when I used to cut the wires so short and neat that it was hard to repair the panels. And that’s where I learned to leave some extra, like to loop some extra cabling in the panel so that if we ever had to repair anything, you had some extra cable from the component connections. I would wire these things. And I remember just stripping down the entire truck. It was a big diesel and I had a welder on it. I had all kinds of cool stuff on it to go do this work. And I 5S and Lean that thing out like you would not believe. Like it was phenomenal what I did. And it was so tricked out and organized.

One day when it was raining, when we couldn’t work, I just worked in the shop and did that all day and got it so dialed in that like that rig was like the envy of the company. It was really quite cool. My point is that kind of organization has been a mainstay for me and a career booster like nobody’s business. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

The Lesson from the Backyard

So, I just figured I would tell this story. Hopefully everybody appreciates it. And every now and then I’ll do other stories like that. The lesson from cleaning the backyard at 13 and a half is this: cleanliness and organization are not just habits. They’re mental health. They’re respect. They’re career boosters. They’re stability and standardization. They’re the core of everything good that happens in construction and in life. As we say at Elevate, cleaning the backyard at 13 taught cleanliness and organization. Earned love through hard work. That discipline became a career booster. That’s the story.

On we go.

Frequently Asked Questions

Why did you clean the backyard at age 13?

Because I was fed up with being accused of things I wasn’t doing. I put down the video games and spent my summer break moving, grading, and organizing two and a half acres. I got so much love and praise from my family that I got addicted.

How did cleanliness become a career booster?

At Conco and Hensel Phelps, I would clean and organize trucks and equipment when waiting. The truck was always nice and tidy. That organization made everything better and earned respect. It became a career booster like nobody’s business.

What did you learn about organization in Japan and Germany?

In Japan, there’s no trash anywhere even with no trash cans. It costs $100 per person per year to incinerate trash. In Bavaria, it’s beautifully clean. That’s when I realized my ancestors were Prussian Germans who were exact and perfectly clean.

Why do you still talk about 5S and cleanliness?

Because cleanliness and 5S (sort, set in order, sweep, shine, standardize, sustain) are at the core of stability and standardization. It’s mental health. It’s respect. It’s a career booster. It’s everything.

What’s the lesson from the backyard story?

Cleanliness and organization are not just habits. They’re mental health. They’re respect. They’re career boosters. They’re stability and standardization. They’re the core of everything good in construction and in life.

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

Project Status Report

Posted on by Danny Jiménez⁩
Read 21 min

Project Status Reports (Stop Pencil Whipping and Go to the Gemba)

In this blog, I want to talk about project status reports or monthly status reports, whatever you call them. I’ve seen a number of different companies use them. Let me say this: I’ve never actually seen them be used to any positive effect. I think that that’s a shame because I think there is a way to do that properly.

In a project status report, typically, you’ll see your financials, you’ll see quality indicators, you’ll see other KPIs, you’ll see schedule indicators, key performance indicators, and maybe a summary, maybe the biggest problems. What typically happens is that it’s an excuse not to go to the gemba and to the place of work, to the field.

Let me explain why project status reports fail and how to fix them.

The Pain of Project Status Reports That Keep Executives from the Gemba

Here’s what happens with project status reports. Executives get very busy and they are incentivized typically to focus more on business things, sales and marketing, which is super fine, and to be about their shaking hands and kissing babies day job. They’re not really incentivized to dig deep into some of these hard issues because digging deep means you have more to do, which brings you closer. And most classical business management leaders think that the better you are at being an executive, the farther you are away from your business working in a four-hour work week in Hawaii somewhere.

And that’s just absolutely untrue and just not the way things are built. So, when they’re reviewing the project status reports and the monthly status reports, they’re just doing a high-level check, maybe making a phone call, but it’s basically pencil whipping and it’s not actually helpful. And the project teams are providing information that not only doesn’t help the project teams, but it doesn’t help the leader and they don’t find anything and nobody is benefited.

And it’s just one big waste of time with project delivery teams who are already overloaded, overburdened and busy. And so, this is a negative thing that we’ve got to get rid of. I very much think this is a mistake because a lean company is a company where leadership is connected to the field and a non-lean company is where leadership is not connected to the field. If a project status report keeps enabling leadership to not have to go to the gemba, to the place of work, to the scene of the crime, to the actual place where something happens, to the front line, then it’s only worsening your behavior.

How to Fix Project Status Reports (Real KPIs and Real Financials)

Now, let me give you a story with this. I remember one time doing a project status report as a project director for a company and I was looking at it and I’m like, “Well, where are the real financial numbers? How do I know what buyout contingency I have? How do I know the percentage of remaining buyout? How do I know labor gains and gains on insurance and gains on rentals? And how do I know what our overall strategy is for this project? How do I know what gross profit targets I need to hit? How do I know?” Anyway, it was like, “How is any of this helpful?” And so, I invented my own.

This is a real story, by the way. It actually forced the company to do better financial projections. And candidly, just in case you think I’m smart, let me disabuse you of that. The situation was that I’m not as good at the button pushing project manager things as career project managers. So, they had to dumb it down for me. But my questions were good because I was trying to make sense of it. And then it forced the KPIs to be good.

Anyway, so we’re going through this. And finally, it’s like, “OK, this is a project status report that I as a project executive and as a team that we can use to actually figure out some good stuff.” We’ve got on our financials. Not only do we see buyout, not only do we see percentages, not only do we see contingency buckets, but we also see our profit strategy and some of the numbers that people typically don’t normally see.

And now instead of seeing how much overall project float I have, which in the CPM system is absolutely worthless, now I see my perfect handoff percentage, my roadblock removal average, and I see the remaining buffer ratio and lots of really cool things that make a lot of sense. And then on and on and on, you know, and just real quick with quality, like instead of just seeing rework, which is like, “OK, how bad did we suck?” Let’s see how we’re doing to get ahead of it.

What is the percentage of crews that are actually using a feature of work boards? What is the percentage of crews starting with an effective pre-construction meeting? These are the important things. And my belief is that if you get the project status report KPIs solid, that incentivizes the right behaviors, according to W. Edwards Deming, then we can actually make some progress.

Here’s what a good project status report should include:

  • Real financials, not just high-level numbers: Buyout contingency, percentage of remaining buyout, labor gains, gains on insurance, gains on rentals, overall strategy for the project, gross profit targets. Not just total budget and spent to date.
  • Real schedule KPIs, not worthless float: Perfect handoff percentage, roadblock removal average, remaining buffer ratio. Not just total float or percent complete which in CPM is absolutely worthless.
  • Leading indicators for quality, not just rework: Percentage of crews using work boards, percentage of crews starting with effective pre-construction meetings, percentage of crews with full kit before mobilization. Not just how bad did we suck with rework numbers.

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

Project Status Reports Should Be Reviewed On Site (Not Emailed In)

But I don’t think that those project status reports should be emailed in. I think they should be reviewed on the job site by leadership. Now, if you’re like, “Hey, it would take me three days a month to go visit all the projects or five days a month.” That’s a part of your job, homeslice. Like that’s it. That’s what the do is like. That’s what you’ve got to do.

You want to prevent. Stop spending time with the lawyers in the main office trying to fight court cases. Spend more time with your teams out in the field providing clarity, training and support. Like that’s really what it’s all about. And I think those project status reports should be reviewed on the job site and actually provide relevant information.

Now, one other thing that I would say is, you know, if the project team is like, “Well, we’re having trouble with this trade partner and blah, blah, blah.” And then the owner is like, “Well, you better get on it.” OK, thank you. Like I wasn’t already going to do that. That’s not correct.

If you have roadblocks, if you have constraints that need to be optimized, then you’ve got to have that tiered system to where you know what is at the foreman level and what is at the foreman and super level and what is at the super PM level and what needs to scale to executive level leadership. Because if I’ve heard a lot recently, “Oh, what if the trade is failing? What if they didn’t show up? What if they’re telling us to F off? What if they want to leave with the tagline?” My first question is: Did the president of your company call the president of that company? Because those are high level things that the project delivery team shouldn’t have to deal with on their own.

That’s just a fact. And if we dig in and we stay close to these projects, not only will we develop a relationship where we will be more apt to have those types of calls, but we will also have familiarity with the job and be able to offer real help instead of patting them on the back and then forking off like a seagull cropping on the job and then flying away.

The Power of Macro-Level Takt Plans for Status Updates

And one other thing I would say, I would never want to be a project director or a general superintendent again or a field director without macro status, up to date macro-level Takt plans constantly educating me where the project was. If we can get real visuals, real connection, we can do real work with these things.

So, project status reports are almost as ineffective as constructability reviews in the industry right now. We’ve got to beef them up because if we do it right with the right KPIs, it can be remarkable.

A Challenge for Executives

Here’s what I want you to do this week. If you’re reviewing project status reports, don’t email them in. Go to the gemba. Go to the job site. Review them on site. And fix the KPIs. Add real financials: buyout contingency, percentage of remaining buyout, labor gains, gross profit targets. Add real schedule KPIs: perfect handoff percentage, roadblock removal average, remaining buffer ratio. Add leading quality indicators: percentage of crews using work boards, percentage starting with effective pre-construction meetings.

And if you’re like, “It would take me three days a month to go visit all the projects.” That’s a part of your job. Stop spending time with lawyers in the main office fighting court cases. Spend more time with your teams in the field providing clarity, training, and support. That’s what you’ve got to do. As we say at Elevate, project status reports fail when they keep executives from the gemba. Review them on site with right KPIs: perfect handoff, roadblock removal, buffer ratio. That’s how you connect to the field and provide real help.

On we go.

Frequently Asked Questions

Why do project status reports fail?

Because they keep executives from the gemba. Executives pencil whip them with a high-level check and a phone call. Nobody is benefited. Project teams are overburdened creating reports that don’t help anyone. It’s a waste of time.

What should a good project status report include?

Real financials (buyout contingency, labor gains, gross profit targets), real schedule KPIs (perfect handoff percentage, roadblock removal average, remaining buffer ratio), and leading quality indicators (percentage of crews using work boards, percentage starting with effective pre-construction meetings).

Should project status reports be emailed in or reviewed on site?

Reviewed on site. Go to the gemba. Go to the job site. That’s a part of your job. Stop spending time with lawyers in the main office. Spend time with teams in the field providing clarity, training, and support.

What’s the difference between a lean company and a non-lean company?

A lean company is where leadership is connected to the field. A non-lean company is where leadership is not connected to the field. Project status reports should connect you to the field, not keep you away.

When should problems escalate to executive level leadership?

When the project delivery team can’t handle it on their own. If a trade is failing, didn’t show up, or wants to leave, did the president of your company call the president of that company? Those are high-level things that need executive support.

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

Reactors vs Preventors

Posted on by Danny Jiménez⁩
Read 21 min

Reactors Versus Preventers (Stop Rewarding Fixers)

I want to comment on our mindset. It’s a very interesting thing that we have to be really dedicated to, and it’s the difference between being a reactor versus a preventer, and you could also say a victim versus a victor.

Here’s the key, and actually this is not a bad analogy that I’m about to give you. I just watched Coach Carter. I love movies like that because Patton, the 1970s movie Patton, and then Coach Carter are examples of the kind of discipline and tenacity you have to have in order to run a project well.

And one of the things I noticed was that a lot of basketball teams will be lax with their pre-preparation, their practice, and then they’ll hope for the best that the players can just magically pull one through the knothole during a game and be able to outplay the other team just as a one-off. And that wish thinking is so destructive.

Let me explain the difference between reactors and preventers.

The Pain of Reactor Victim Mentality

Here’s what happens when you’re a reactor. You don’t prepare. You wait for problems. And when problems happen, you react. You play victim. You blame someone else. You document the delay. You write the cure notice. You file the claim. And you say, “It’s not my fault. It’s the owner’s fault. It’s the designer’s fault. It’s the trade’s fault.” And you never ask: Why didn’t we prevent this?

And there’s so many institutions and systems and universities and schools that teach people to be professional victims. Teach project managers instead of getting out ahead of procurement to be good at documenting and being the victim. Teach legal departments and risk departments, instead of learning how to build the job properly and prevent a court case and be about prevention, actually get good at fighting in arbitration and fighting in an actual court case. Instead of preventing the loss of money through good pre-construction planning and through beefing up your pre-planning systems, the business unit leaders will get good at finding ways to strategically write down their gross profit, write down projects, and somehow make up for profits from other parts of the business.

I could just keep going on and on. Or instead of teaching superintendents how to plan properly out ahead, teaching them to always play the victim and be in a CPM world where we’re always crying poor boy and playing the victim that we didn’t have enough time and we don’t have enough design, always blaming it on somebody else, always passing the buck, always shedding risk, always never being accountable. And I just want to make it very very clear that this is a mindset.

The Reactor Mindset (Victim Examples)

You’ve got to ask yourself if you are reacting to a submittal. Let me even give you a really good analogy. Let’s say your trade partners come out and you’re about to submit a cure notice. Even that is victim mentality. Why did we not get ahead of it? Why did we not have two trades on the line to do this work? Why did we not have a contract clause to where we own the materials in case we did have to supplement? Why did we not interview the trade partner? Why did we not visit their projects ahead of time? Why did we not interview the foreman? Why did we not pre-qualify better? Why are we not grading contractors and only allowing A players to repeat bid our projects?

Even that, something that’s like, “Oh yeah, that’s a normal legal action to take.” Well, it’s a victim behavior. Why did we not get ahead of it? Now if you’ve done everything you can possibly do or had the capacity to do or knew to do and you still have to do it, that’s one thing. But if that’s what you’ve been trained to do and that’s what most of your corporate trainings are about, they’re training you to be the victim instead of the victor.

And the main reason why CPM is still more popular and preferred over systems like Takt is because it fits better with the victim blame somebody else mentality. It’s easier to blame somebody else with CPM. It’s harder to blame it in Takt because Takt requires the right environment and the right rhythm and for the general contractor and trades to all do their job including owners and designers. It is a non-blame system. It is an “oh crap we see immediately” and it’s an accountability system that prevents it. So this is all because of the victim mentality.

The Preventer Mindset (Coach Carter Example)

In the movie Coach Carter with one of my favorite, if not my favorite actor Samuel L. Jackson, he has them run suicides and do push-ups and do disciplined practice, and I think it’s the Richmond Oilers is the team, and he’s like, “When we play, we’re always driving forward, we’re going to play the Richmond Oilers way, we’re not going to play somebody else’s ball, we’re going to play our ball.” And it all comes from preparation so that they’re never having to become a victim.

And that in scene where at the end Coach Carter says, “We’re not going to play their ball, we’re going to play our ball, and we’re going to go out there, and they’re going to be a part of our game because we’re going to be driving the entire time,” that only comes from preparation. And so I thought it was a really neat analogy. If you don’t prepare, the only thing you can do is be a victim.

Here’s what preventers do:

  • They prepare and plan ahead: They get out ahead of procurement, host pull plans effectively, track their risk and opportunity register every week and realize opportunities, and learn constantly instead of reacting to problems after they happen.
  • They create the right environment: They host the pre-construction meeting effectively, do great lookahead and weekly work planning, do daily planning in the afternoon foreman huddle, create work packages with their trades, and have a queued up and well-operating supply chain.
  • They drive forward and make others react to them: When game time comes, they play their ball. They don’t react to the other team. They make the other team react to them. That’s a preventer. That’s a victor.

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

The Value of Preventers Versus Reactors

And so the key is that, and I don’t mean to be negative, I’m just trying to paint a picture. A reactor project manager and superintendent is not worth one penny of their salary. A preventer superintendent PM is worth three times the normal going rate. And I’m not trying to get everybody in trouble. You’re probably not going to be able to go ask for a raise and get it right away. But I’m just saying from a value perspective, that’s what it is.

I don’t care to pay for, I care about the person that may be a victim to this, but I don’t care to pay for or to work with ever under any circumstances a reactor victim wannabe builder. All true builders are preventers. And if you ever have to fix a job, don’t brag about it. If you ever have to go recover a job, don’t brag about it. If you ever have to ask somebody to recover a job, you thank them kindly and say, “This never happened and we’re not doing this again.” We should stop rewarding fixers because we need to start rewarding preventers.

The Ernest Shackleton Story (Why We Praise the Wrong Things)

There’s a really neat story. I once heard a story about Ernest Shackleton. He was an explorer in the Antarctic and he had funding and publicized his event, but Norwegian whalers at different ports on his way told him to turn back. They said, “The ice is worse than it’s ever been. Turn back. You’re not going to make it.” And he ignored it.

And then in the Weddell Sea, his ship, which I believe is called the Endurance, buckled under the pressure of the ice. Like literally the sea turned to ice and he had to work with his men for two years. Think about that. Two years of freezing and struggle and isolation. Two years to keep them alive. Eventually he ordered them onto boats to go out I think to Elephant Island. And they had to stay there, I believe, for at least eight months while he went on lifeboats, like 14-foot lifeboats, and crossed all the way to connect with civilization north of the Antarctic. And they barely survived. They got frostbitten, they had panic, they passed out, and magically he saved all of his men because of his leadership in the crisis.

And so, you know, that’s when you get Hollywood movies and praise and famous stories and everybody’s like, “Oh, Ernest Shackleton, the hero.” But here’s the thing, why are we praising that? Why did he ever put his men in that situation? And then you consider other explorers like Roald Amundsen. He led an expedition, paused when needed, and reached the south pole without any injuries or shipwrecks. We’ve got to stop this nonsense in construction.

Here’s the lesson. We praise Shackleton the fixer. We praise the hero who saved his men from a crisis he created by ignoring the warnings. But we don’t praise Amundsen the preventer. We don’t praise the explorer who planned, prepared, paused when needed, and reached the south pole without any injuries or shipwrecks. That’s the problem. We reward the wrong people.

A Challenge for Builders

Here’s what I want you to do this week. Ask yourself: Am I a reactor or a preventer? Am I playing victim or victor? When problems happen, do I blame someone else? Or do I ask, “Why didn’t we prevent this?” Do I get ahead of procurement? Do I host pull plans effectively? Do I track my risk and opportunity register every week? Do I learn constantly? Do I prepare so I can drive forward instead of react?

Stop being a reactor. Stop playing victim. Stop blaming someone else. Stop waiting for problems and then documenting delays. Start being a preventer. Start planning ahead. Start preparing. Start driving forward. Start playing your ball, not someone else’s ball. As we say at Elevate, reactors play victim and fix problems after they happen. Preventers plan ahead and prevent problems before they start. Stop rewarding fixers. Reward preventers.

On we go.

Frequently Asked Questions

What’s the difference between a reactor and a preventer?

Reactors wait for problems, then react, play victim, and blame someone else. Preventers plan ahead, prepare, and prevent problems before they start. Reactors fix jobs. Preventers never need fixing.

Why is submitting a cure notice a victim behavior?

Because it means you didn’t prevent the problem. Why didn’t you have two trades on the line? Why didn’t you pre-qualify better? Why didn’t you interview the foreman? Cure notices are reactive, not preventive.

Why is CPM more popular than Takt?

Because CPM fits the victim mentality. It’s easier to blame someone else with CPM. Takt requires everyone to do their job. It’s a non-blame accountability system that prevents problems instead of documenting delays.

What do preventers do differently?

They get ahead of procurement. They host pull plans effectively. They track risk and opportunity registers weekly. They host great pre-construction meetings. They do lookahead and weekly work planning. They create work packages with trades. They prepare.

Why do we praise Ernest Shackleton instead of Roald Amundsen?

Because we reward fixers instead of preventers. Shackleton ignored warnings, put his men in crisis, then heroically saved them. Amundsen planned, prepared, paused when needed, reached the south pole without injuries. We praise the wrong people.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go

A Lecture to Civil Contractors

Posted on by Danny Jiménez⁩
Read 20 min

How to Run Civil Work on Roads (Stop the Large Batch Waste)

This is probably just a little bit of a rant podcast. You’ll probably hear a condescending tone from me because I’m super annoyed. I just drove from Atlanta, Georgia, all the way to Phoenix and I am horrified, absolutely horrified.

We’ve all heard about the bullet train, the train to nowhere in California that was supposed to be finished in 2020. Now it’s going to be somewhere around 2030. It was originally going to be around $33 billion. Now it’s going to be somewhere upwards of, no, it’s north of $100 billion, probably $130 billion. It’s absolutely out of control. In China, they can do it for a third of the time and a third of the costs.

And I am just out of this world appalled at civil roadwork in the United States. I mean, it’s literally like nobody’s ever been taught how to do this. I’m going to go ahead and do a little bit of a lecture for everybody out there in the civil world so that you know exactly how to build.

The Pain of Large Batch Civil Roadwork

Here’s what I saw. I’m going through, I think it’s Midland. The entire freaking city from side to side is under road construction. Literally, I probably without exaggeration, at least saw 150 miles worth of worthless traffic control, worthless K-rail, worthless open active construction sites not being worked on because of sheer ignorance, laziness, and incompetence.

You have to stop opening up so much roadway. You are wasting so much money on K-rail or what people call Jersey barrier and open earth with your stormwater pollution prevention plans and literally just burning diesel, driving from one end to the other, instead of finishing in segments.

And you’re going to say the exact thing to me, like concrete contractors say, “Oh, well, it’s because of concrete. We have to have large deck sizes. We have to have large batch sizes.” Are you telling me that the batch plant and the asphalt can’t be procured in any other batch size than the whole effing city? Come on.

The Lesson We Learned 100 Years Ago (And Forgot)

Like literally this is like a lesson that was learned like 100 years ago. My grandpa used to tell me stories about his grandpa going down into Los Angeles and recovering civil projects. And they would have miles of trench open for utilities and it would be blocking all these residences, houses, and they’d be complaining. And the soil was bad. It would be caving in and it would rain and they would have to repair it. It would shut down traffic. And it’s just a nightmare.

And my great-great-great, I think it’s three greats grandpa came in and was like, “We need to work in sections. We need to only open up what we need and stop opening up the whole damn section” and literally recovered the project. And they were able to shore it properly. They were able to deal with the soil. And so that’s like a lesson, like 101, you learn this 101 in scheduling and in production.

This is large batch at its worst. Do you know how much money you’re spending on mobilizing that much K-rail? Do you know how much money you’re spending renting it? Do you know how much money you’re spending mass grading and letting it get damaged and having to regrade it? Do you know how much money you are spending burning diesel from one end to the other, because you want these wide open spaces? Do you know how much money you’re spending on SWPPP? Do you know how much money you’re spending on traffic control? Do you know how much of a burden you’re being to the public?

This is out of control and there’s not anything even being done on the roadway. This is ridiculous. And I can’t believe that we’re doing this.

The Right Way: Work in Segments and Finish Before Moving Forward

You work in segments and if you have to build bridges or you have major infrastructure projects, then do those as isolated individual projects and then let the roadway literally intersect with it. There’s no specs, no grading specs, no design requirements that make you leave all of that dirt open for years. There’s nothing that will require you to do that. I would say 70 to 80 percent of what you’re charging the client is absolute waste with batching. It’s absolutely out of this world.

You need to open up, I would even go with you, even if you’re like, “I’m going to open up a mile or two.” Even if you’re like, “I’m going to go open up a mile or two.” I disagree with it. I think you should open up a lot less than that. I think max a quarter of a mile. Even if you said to me, “Jason, I’m going to open up a mile or two of roadway and work in segments.” Okay, you know, whatever. I understand you have a little bit of workable backlog and a buffer.

But you’re opening up tens of like 20, 30, 40, 50 freaking miles of freaking roadway to do improvements that you’re not even working on. Then you reduce the speed limit and then you affect all of the drivers and you are wasting all of that money. And then we’re worried about having a worker shortage and a resource shortage. I know where everybody’s resources are. Everybody’s resources are on a damn road somewhere trying to make repairs across 30 freaking miles. And all of the people are out there mobilizing K-rail and filling up freaking equipment that’s not being used across the 30, 40, 50 mile expanse. It’s absolutely ridiculous.

Here’s how to do it right:

  • Open up a segment – Max a quarter mile, or if you want a mile or two with workable backlog that’s better than 50 miles
  • Grade the thing and get it stabilized – Even if you left it for a couple of months, even if you’re waiting for the rainy season so that it could stabilize, I totally understand that
  • Pave right behind it – Finish all of your hardscape up, make sure your as-builts are done, intersects with bridges and your major infrastructure projects
  • Open that segment of roadway – Move the K-rail and the traffic control forward, don’t utilize so damn much of it that it’s all wasted

Literally what’s happening. The traffic control company wants to rent it all. The K-rail companies want to rent it all. And the superintendents want to be lazy and just have massive areas open. The equipment operators want wide open spaces and everybody just wants to soak the system dry. Meanwhile, the United States infrastructure and all of the people are suffering.

The Disrespect for People on the Road

Do you know how many segments of worthless, non-active traffic improvements I’ve been through with stupid signage? Like literally I’m driving right now between Tucson and Phoenix. There’s been like 30, 55 mile per hour signs near no improvements, no active construction, no absolute reason, no consistency. Everybody’s just blowing through it. What are you doing?

That literally reminds me the other day of a road improvement. They were doing paving. I don’t even know exactly what they were doing. I was appalled at the traffic control. Literally civil contractors are so lazy nowadays. I shouldn’t say lazy. The processes are so lazy and they’re so ill-educated about how to do this that literally they’ll go repave a road or they’ll cap it or they’ll do whatever improvements they’re doing to it. And they won’t even give you temporary guidelines for the lanes. It’s the most dangerous thing I’ve ever seen in my life.

And the traffic control is freaking everywhere, everywhere, literally hitting the mirrors on cars and scratching paint. There’s no respect for a person. There’s no respect for the motorists. There’s no respect for people in this economy trying to go from end to end. There’s no respect for truckers that have to deal with this every day. There’s no even thought. Traffic control not even thinking about the people on the road when most of the injuries, literally millions of deaths happen on the roadway. We’re not even paying attention literally because of bad processes, bad teaching, and nobody being brought up anymore these days. 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 Civil Contractors

Here’s what I want you to do this week. Stop opening up 50 miles of roadway. Work in segments. Max a quarter mile. Grade it. Stabilize it. Pave it. Finish it. Open it. Move the K-rail forward. Don’t waste money on renting K-rail for inactive sites. Don’t waste money on traffic control for 50 miles when you’re only working on 2 miles. Don’t burn diesel driving from one end to the other. Don’t leave open earth for years.

The civil industry has completely lost its mind. Airlines, the freeways, civil contractors, you have lost your mind. I can’t even believe I’m seeing what I’m seeing here. Large batch is the dumbest damn thing I’ve ever seen in my entire life. I’m so sick of this, America. I love you, wake up. You have no idea what you’re doing and you’re going to blame it on everybody else. No, it wasn’t. It’s a lack of good thinking. It’s a lack of education and everybody’s running around proud to not read a book and go to a training or to even get any kind of education and to learn how things are actually done. It’s embarrassing.

As we say at Elevate, civil roadwork wastes money on large batch: miles of K-rail, open earth, traffic control for inactive sites. Work in segments, finish before moving forward. That’s how you respect people and stop wasting money. Civil contractors, step it up. You’re absolutely an embarrassment to the United States. I can’t believe I had to go through this. I want to see us step it up.

On we go.

Frequently Asked Questions

Why is large batch civil roadwork a problem?

Because you’re opening up 50 miles of roadway when you’re only working on 2 miles. You waste money on K-rail rental, traffic control, diesel, SWPPP, regrading damaged earth, and equipment sitting idle across the expanse. It’s 70-80% waste.

How should civil contractors work on roads?

Work in segments. Open max a quarter mile. Grade it, stabilize it, pave it, finish it, open it. Move the K-rail forward. Don’t open 50 miles when you’re only working 2 miles.

Why don’t civil contractors work in smaller segments?

Because traffic control companies want to rent it all, K-rail companies want to rent it all, superintendents want massive areas open, and equipment operators want wide open spaces. Everybody wants to soak the system dry.

What about bridges and major infrastructure projects?

Do those as isolated individual projects and let the roadway intersect with them. There’s no spec that requires leaving all the dirt open for years. Finish segments before moving forward.

Why is this disrespectful to people?

Because you reduce speed limits for 50 miles of inactive construction. You create traffic control that hits mirrors and scratches paint. You don’t provide temporary lane guidelines after repaving. You don’t respect motorists, truckers, or people trying to get from end to end.

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

Project Setup For Field Engineers | Construction Start-Up Checklist (First 30 Days)

Posted on by Danny Jiménez⁩
Read 24 min

Project Setup For Field Engineers (Construction Start-Up Checklist: First 30 Days)

I’m going to talk to you about how a field engineer will approach a new project and literally get everything set up in the first 30 days. Now, I don’t mean the first 30 days of the construction project starting. I mean the first 30 days of the field engineers being there, which means that if you’re going to start in December and you want to have good primary and secondary working control system for December, then you should have those up in November. You should probably have field engineers on site in October. And so that first 30 days is what I’m talking about, which is typically about 2 months before the project starts at least.

If you have a mega project and a lot more lift drawings and you’re doing self-perform concrete, you might want them there even farther ahead. But we use field engineers for self-perform and non-self-performed projects. And it’s remarkable. Having them is not primarily about survey or lift drawings. Having field engineers is about building our future builders. And if we skip this step, we hurt the person and we lose the benefit of the survey, lift drawings, and frontline safety and quality management.

Let me walk you through the startup checklist.

The Pain of Field Engineers Who Don’t Set Up Properly

Here’s what happens when field engineers don’t set up properly in the first 30 days. They don’t have a startup schedule. So, they scramble. They don’t have site logistics mapped. So, the superintendent dumps a conex right on top of their control point. They don’t have utilities mapped. So, they hit a gas line or electrical line. Utility strike. Shutdown. Delay. Danger. They don’t have equipment ordered. So, they can’t do layout. The trades wait. They don’t have an FE bullpen. So, they work in isolation. No collaboration. No visual systems. And they don’t have a testing area. So, their equipment is wrong. Their tribrachs are off. Their levels are off. And the building is out of tolerance.

Field engineers who don’t set up properly hurt the project. They hurt themselves. And they hurt the craft. The first 30 days are critical. Get it right and everything flows. Get it wrong and everything breaks.

Step One: Create Your Startup Schedule

I’ve got a list here to save us time. I’m going to talk to you about each one of these one by one. What I’m talking about here is getting the project ready for the field engineering program. So, number one, your startup schedule. When you grab the macro-level Takt plan or the norm-level Takt plan or the construction schedule, you have that from the project delivery team and the superintendent. Then what you want to do is take these items and literally plan out when you want each of these things up and running so that your primary, secondary, and working control and your first lift drawings and your program are ready to go for your first trades.

Because remember, field engineers enable the foremen and the workers, the crews. Well, let me just say this. The industry is going back to field engineering, but it needs to go faster. And because for a while we didn’t have them because there was this misconception that you only need field engineers for self-perform. What happened is other techniques are popping up, like advanced work packaging, will say you need to have workface planners to plan the work for the foremen and the crews sitting in an office. No, no, no, no, no, no. We do not do that.

Field engineers with superintendent, especially assistant superintendents, do that with control, with lift drawings, helping them with information, providing an open area and working with them shoulder to shoulder. We do not delegate the preparation of work to workface planners in an office. It’s field engineers and assistant superintendents. But the first thing you do is get your startup schedule put together.

Step Two: Create Site Logistics Drawing

The second thing that I want you to do is put together a site logistics drawing. And what this is with the superintendent and the project team is a map showing where your office trailers, your conexes, your staging, your queuing areas, your morning worker huddles, your dojo, your tent power, your tent water, your hoist, your crane, your scrap-outs, your access ways, your craft bathrooms that are custom built. All of these things. This is going to show where everything is going to go.

And in case you’re like, “Jason, why would this be one of the first things that you do?” It’s because we have to design our primary, secondary, and working control around it. There’s no point in putting a point somewhere and then the superintendent just dumping a conex right on the top of it. It’s just not very practical. So eventually you are going to go out there and create a primary control network. Primary control is permanent. It surrounds the building and it enables all other layouts. Secondary control is typically a baseline, intersecting corners, intersecting baselines, intersecting inside baselines, or a box with offsets around your building, but it’s building-specific. And this is called secondary control. It allows you to basically build the building. It’s temporary and it’s building-specific.

Then working control is as if you put grid lines on the slab and then you laid out a column. Those are temporary lines for building components. So you got primary, secondary, and working control. So, you don’t want to put any of these points anywhere where the site logistics are. And that’s why site logistics is the second thing that I recommend you do during startup.

Step Three: Map Utilities (Five-Step Process)

Now the other thing here, utilities. This is crucial, and I need you to pay attention because this could make or break you when it comes to safety. What you need to do is go out and do your blue stake. Once you do your blue stake, you’re going to do a private utility locator. That means they’re going to go out there and, in addition to blue stake, find anything underground. Then you’re going to pothole. Then you are going to either with a surveyor or yourself with your field engineers as-built those intersections and know their depths. Then you’re going to create a drawing for any underground utilities so that you know with real points, real scale, where everything is on the site.

That way, when you go do your dig permits and a trade wants to go dig, you can do blue stake. And then you can also lay out anything else that may not be referenced to blue stake. You can literally be safe and hand dig or do vacuum trucks near the utilities and not have utility strikes. So this is important because additionally, not only do you want to be safe, but if you have different utilities or new utilities in there, you don’t want to put your points there as well. So those are crucial things that you have to do to set up your system. Now, later we’ll get into you actually doing your primary, secondary, working control, but for now, we’re just setting you up. That was number three.

Step Four: Order Equipment (To Spec)

Number four, you’re going to order your equipment. Now, this might seem self-explanatory, and you’re like, “J Money, why are you putting it in a video?” But I’ve got to make sure that you’re ordering the right stuff to spec:

  • Three-second total station or better – Don’t settle for less accurate equipment, you’re controlling the location of the building
  • Automatic level with eighth-of-an-inch error in 100 feet – Prefer 200 feet, and make sure you have really good optics on your automatic levels
  • Survey bags from Home Depot like it’s Black Friday – Get your consumables: lath, hubs, 60-penny nails, whiskers, everything you need
  • Computers powerful enough to run AutoCAD and Revit – Don’t skimp, field engineers need two screens and a nice open desk area with a place for drawings to the left

And so, what I want you to do is go get your survey equipment, get your bags, get your consumables, get your computers, get all decked out so that you have all of the equipment, anything that you need to go do your job. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

Step Five: Take Photos (Document Everything)

The other thing that I want you to do is take photos. You need to take photos, not only to document survey, but also to document the condition of the site. This is standard. It was always standard at Hensel Phelps. It should be standard on every job.

Step Six: Set Up FE Bullpen (Open Office Space)

Now, the FE bullpen. Where are you going to take this genius and all this awesomeness? You’re going to do it in an open office space in the trailer. So you’ll have different desks. I prefer that these desks are vertical to where you can stand or sit with drafting table chairs, but you’re going to have an open office space where you have visual schedules. And this is called the FE bullpen.

Now, this FE bullpen is crucial. And you might think to yourself, “Why do we get out in the open in some kind of ratty conditions?” No, no, no. Your whole job site team should be in an open office space. If they’re just getting too arrogant or too stuffy and they ask for their own offices, they’re in an ivory castle now. They’re disconnected. They’re losing trust, and it’s hurting the overall team. You do not want offices. It is a blessing that you’re out in the open. Set up your office so that you have visual communication systems and you have a place to house everything.

Step Seven: Create Equipment Testing Area

Once you have your office, the other thing is let’s say this is your office trailer. I want you to have a testing area. You’ve got to have a testing area so you can test your prism pole inside the office, but you’ve got to have a sidewalk where you can test your chain. You’ve got to have two poles somewhere where you can peg your levels and make sure that they’re good to go. You’ve got to have a different area so that you can test your lasers, your automatic levels, your total stations, your chains, your tapes, and your tribrachs. Tribrachs, half of the time, they come out wrong. You’ve got to have a testing and calibration area for your project site in order for you to make sure this stuff is correct.

Step Eight: Don’t Skimp on Computers and Software

The other thing is don’t skimp out on computers and apps. If somebody’s like, “Oh, you’re just a field engineer, you don’t get a second screen.” Well, you better be careful because these folks are controlling the location of your building and the location of your components. Most of the time, field engineers need a nice open desk area, a place for their drawings to the left, and two screens. And make sure you have a computer that’s powerful enough to run AutoCAD and Revit.

Step Nine: Read the Field Engineering Methods Manual

Now, the last thing that I’ll say is at this point, you need to make sure everybody on your field engineering team has read chapters 1 through 8 in version 3 of the Field Engineering Methods Manual and all of version 4, book one of the fourth update that we’re putting out in the next couple of months so that all of the field engineers have a baseline understanding of what a field engineer does. And if you have these key components, you are ready to go and you’re ready to jam.

A Challenge for Field Engineers

Here’s what I want you to do this week. If you’re starting a new project, work through this checklist. Create your startup schedule. Map site logistics. Map utilities with the five-step process. Order equipment to spec. Take photos. Set up your FE bullpen. Create your testing area. Get powerful computers. And read the Field Engineering Methods Manual. That’s your first 30 days. Get it right and everything flows. As we say at Elevate, field engineer project setup first 30 days: startup schedule, site logistics, utilities mapped, equipment ordered, FE bullpen, testing area. That’s the checklist.

On we go.

Frequently Asked Questions

When should field engineers arrive on a project?

About 2 months before construction starts. If you’re starting construction in December, have field engineers on site in October so you can have primary and secondary control ready in November.

Why do you need field engineers on non-self-perform projects?

Because having field engineers is about building future builders. You still need concrete layout, mason inspections, overhead and in-wall inspections, and future superintendents to train. The myth that you only need field engineers for self-perform is hurting us.

What’s the five-step process for mapping utilities?

Blue stake, private utility locator, pothole, as-built the intersections with depths, create a drawing with real points and real scale. That way you can hand dig or use vacuum trucks near utilities and avoid strikes.

Why do field engineers need an open office space instead of private offices?

Because private offices create disconnection and loss of trust. Open office space with visual communication systems creates collaboration. If people ask for private offices, they’re in an ivory castle now.

What equipment specs do field engineers need?

Three-second total station or better, automatic level with eighth-of-an-inch error in 100 feet (prefer 200 feet), two screens, computers powerful enough to run AutoCAD and Revit, and a testing area for calibration.

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

It Is Time – Sign up for Personal Organization Training

Posted on by Danny Jiménez⁩
Read 24 min

The Superintendent Who Had No Time for Anything

There is a superintendent who works 70 hours a week. He arrives at 5 AM and leaves at 7 PM. He skips lunch. He answers emails at midnight. He misses his kid’s soccer games. And when you ask him how he is doing, he says I am drowning. I have no time for anything. No time to train people. No time to mentor. No time to think. No time to plan. No time for family. And when you look at what he is actually doing all day, the answer becomes clear. He has no personal organization system. He keeps everything in his head. He reacts to whatever screams loudest. He says yes to everything. And he spends 70 hours a week being busy without ever being effective. Meanwhile, there is another superintendent on a different project who works 50 hours a week, goes home on time, has lunch with his team, mentors young engineers, and still delivers better results. The difference is not talent. The difference is personal organization. One superintendent manages tasks. The other lets tasks manage him.

Here is what happens when leaders have no personal organization system. A project manager starts his day checking email. An urgent message pulls him into a fire drill. He spends two hours solving a problem that could have been prevented with ten minutes of planning yesterday. By the time he surfaces, it is 10 AM and he has not touched the three critical tasks that actually matter. So he tells himself he will do them after lunch. But lunch turns into more firefighting. And by 5 PM he realizes he spent the entire day reacting to other people’s priorities instead of executing his own. So he stays late. He works through dinner. And he goes home exhausted having accomplished nothing that moves the project forward. This happens every single day. And he wonders why he never gets promoted, why his team is always behind, and why he feels like he is running in place.

The real pain is the waste. Waste of time. Waste of energy. Waste of potential. Leaders who have no personal organization system waste hours every day on tasks that do not matter. They attend meetings that could have been emails. They answer questions that should have been delegated. They redo work that was done incorrectly because they did not take time to explain it properly the first time. And they stay late to finish the work they should have done during the day if they had not been interrupted constantly. This is not a work problem. This is a system problem. And it affects everything. It affects their health because they never exercise. It affects their marriage because they never come home. It affects their kids because they miss every event. And it affects their career because leaders who are always busy but never effective do not get promoted.

The failure pattern is predictable. Someone becomes a superintendent or project manager without learning personal organization. They rely on memory instead of systems. They keep to-do lists in their head instead of on paper. They say yes to everything because they do not know how to prioritize. And they spend every day reacting to chaos instead of creating order. Eventually they burn out. Or they plateau. Or they get passed over for promotion because executives see someone who works hard but does not produce results. The system failed them by never teaching them that busyness is not productivity. That motion is not progress. And that working 70 hours a week without a system is less effective than working 50 hours with one.

I learned this lesson from a superintendent who carried a voice recorder. Every time he thought of something that needed to be done, he recorded it. Then at the end of the day, he transcribed those notes into a to-do list. He triaged them by priority. And he time-blocked them into his calendar for the next day. That system allowed him to go home on time every single night while delivering better results than superintendents who worked twice as many hours. Later I learned about Leader Standard Work from lean construction. The concept is simple. Your most important work gets scheduled first. Family time. Exercise. Strategic thinking. Mentoring. Planning. All of it goes on the calendar before the chaos. And then the chaos fills the gaps instead of consuming the entire day. When I implemented that system, my life changed. I went from working 65 hours a week and feeling overwhelmed to working 50 hours and going home with energy left for my family.

This matters because construction cannot afford to lose good people to burnout. And that is exactly what happens when leaders have no personal organization system. They work themselves into the ground. They sacrifice their health, their marriage, and their kids. And eventually they quit or plateau because they cannot sustain the pace. This affects projects because disorganized leaders create chaos. It affects teams because people cannot execute when their leader is constantly changing priorities. It affects retention because good people leave when they see their boss working 70 hours a week and realize that is the only path to advancement. And it affects families because workers go home to spouses and kids who never see them. Personal organization is not a productivity hack. It is the foundation of everything. And leaders who refuse to build that foundation are guaranteeing mediocrity.

Signs You Need a Personal Organization System

Watch for these patterns that signal you are operating without the system you need:

  • You work 60-plus hours a week but feel like you accomplish nothing that actually matters
  • You keep to-do lists in your head and forget critical tasks because there is no external system
  • You say yes to everything because you do not know how to evaluate what deserves your time
  • You spend entire days reacting to emails and interruptions instead of executing strategic work
  • You miss family events because you are always at work but cannot point to what you accomplished
  • You feel constantly overwhelmed and cannot remember the last time you had margin to think

These are not character flaws. These are system gaps. And system gaps get fixed with systems, not harder work.

How Personal Organization Actually Works

Personal organization starts with clarity. You cannot organize your time if you do not know what you are trying to accomplish. So the first step is answering three questions. What is my mission in life? What is my vision for what that looks like? And what are my values? Once you know those answers, you can identify what is most important right now. Not in five years. Not eventually. But in the next three to six months. What specific goals would move you toward your mission? Once you know what is most important right now, you can build a system that ensures those goals actually happen instead of getting buried under chaos.

The system has five components. First, a to-do list. Everything that needs to be done gets written down immediately. Voice notes work. Paper works. Apps work. But it has to leave your head and go somewhere external. Because your brain is terrible at remembering tasks. It is designed to think, not to store information. So capture everything. Then clarify what each task actually requires. Is it a two-minute task you can do now? Is it something to delegate? Is it something to schedule? Organize tasks into buckets. Some go on your calendar. Some go on meeting agendas. Some get sent as delegation. And then reflect constantly. Look at your to-do list multiple times per day. If you can remember what you need to do without looking at the list, you are not using it enough.

Second, Leader Standard Work. This is your weekly calendar that time-blocks the most important work first. Family time goes on the calendar first. Not last. Exercise goes on the calendar. Strategic planning time goes on the calendar. Mentoring time goes on the calendar. One-on-one meetings with your team go on the calendar. All of it gets scheduled before the chaos. Then meetings and firefighting fill the gaps. This ensures the important work actually happens instead of getting pushed aside by urgent-but-unimportant tasks. If something is not on your calendar, it will not happen. So put the important work on the calendar and protect that time like your career depends on it. Because it does. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

Third, morning routine. How you start the day determines whether you win or lose. Successful leaders do not check email first thing. They review their to-do list. They look at their Leader Standard Work. They identify the three most important tasks for the day. And they time-block those tasks into the first three hours of the morning before meetings and chaos consume the day. This creates momentum. When you accomplish important work early, the rest of the day flows. When you start with email and firefighting, you spend the entire day reacting and never get to the work that actually matters.

Fourth, elimination. Most leaders waste time on tasks that do not need to be done. Meetings that should be emails. Reports that nobody reads. Approvals that should be delegated. Questions that could be answered with better training. The key to personal organization is not doing faster. It is doing less better. So go on an elimination diet. Every task on your to-do list gets evaluated. Does this actually need to happen? Can someone else do it? Can it be automated? Can it be eliminated entirely? Ruthlessly cut tasks that do not serve your mission or your goals. Because every task you eliminate creates space for the work that actually matters.

Fifth, discipline. Systems only work if you use them. So commit to the system for 60 days. Use your to-do list every single day. Time-block your calendar every single week. Protect your Leader Standard Work. And review your personal clarity document monthly to ensure your daily work aligns with your long-term mission. This takes discipline. But discipline is a muscle. And the more you use it, the stronger it gets. After 60 days, the system becomes habit. And once it becomes habit, you stop fighting chaos and start creating order.

What Success Actually Looks Like

Leaders with personal organization systems operate differently. They are calm in chaos. They have margin to think. They mentor instead of micromanage. They go home on time. And they produce better results than leaders who work twice as many hours:

  • They work 45-55 hours per week and rarely stay late because their days are planned and protected
  • They have time to mentor, think strategically, and solve problems before they become emergencies
  • They say no to tasks that do not align with their mission without guilt or hesitation
  • They delegate effectively because they planned time to train people properly the first time
  • They go home with energy left for their families instead of collapsing exhausted every night

This is not luck. This is system. And any leader can build it if they commit to the process.

The Challenge

Stop telling yourself you are too busy to get organized. That is like saying you are too busy driving on square wheels to switch to round ones. The chaos you are drowning in is caused by lack of organization. And the only way out is to stop, build the system, and commit to using it. Take a personal organization course. Read Getting Things Done by David Allen. Work through the Personal Organization Mastery course. Or hire a coach. But do something. Because you cannot keep working 70 hours a week and wondering why nothing changes. The definition of insanity is doing the same thing and expecting different results. Your kids deserve better. Your spouse deserves better. Your health deserves better. And your career deserves better. So invest the time and money to build the system that will give you all of it back.

As David Allen said, “You can do anything, but not everything.” Stop trying to do everything. Start organizing the things that actually matter. Eliminate the rest. And watch what happens when you trade busyness for effectiveness. Your mission in life is not to work yourself into the ground. Your mission is to build things and people that last. And you cannot do that if you are constantly drowning in chaos. Build the system. Commit to the discipline. And take your life back. On we go.

Frequently Asked Questions

Why do I need a to-do list if I can remember what needs to be done?

Your brain is designed to think, not store information. Keeping tasks in your head wastes mental energy and causes you to forget critical work under stress.

What is Leader Standard Work and why does it matter?

Leader Standard Work is your weekly calendar where you time-block important tasks first before chaos fills your day, ensuring strategic work actually happens instead of getting buried.

How long does it take to build a personal organization system?

Commit to using the system daily for 60 days. After that, it becomes habit and you stop fighting the system and start using it automatically.

What should I do first thing in the morning?

Review your to-do list and Leader Standard Work, identify the three most important tasks for the day, and time-block them into your morning before meetings consume your schedule.

How do I know what tasks to eliminate?

Ask if the task serves your mission or goals. If it does not, delegate it, automate it, or eliminate it entirely to create space for work that actually matters.

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

Construction Surveying & Layout, Feat. Professor Crawford

Posted on by Danny Jiménez⁩
Read 25 min

The Field Engineer Who Could Not Work When the Battery Died

There is a field engineer who shows up to the jobsite with the latest GPS equipment. He sets up. He calibrates. He locates points faster than anyone with a total station ever could. And everyone is impressed. Until the GPS loses signal. The satellite connection drops. And suddenly this field engineer who was productive five minutes ago is useless. He cannot locate anything. He cannot set points. He cannot verify elevation. Because he never learned how to use a tape measure and a level. He only learned how to push buttons. So when the technology fails, he fails. And the crew loses an entire day of production because one person never bothered to learn the basics.

Here is what happens when teams rely entirely on technology without understanding fundamentals. A superintendent assigns layout work to a field engineer. The engineer sets up the robotic total station. He imports the points from the model. He starts locating column lines. Everything is perfect until the battery dies and nobody brought a spare. Or the Wi-Fi drops and the connection to the model is lost. Or the instrument gets bumped and loses calibration. And suddenly nobody can work. The concrete crew is waiting. The steel erectors are waiting. The MEP trades are waiting. And the entire schedule slips because one person with a dead battery cannot figure out how to pull a three-four-five triangle with a tape measure to square a corner. This happens on jobsites every single week. And it costs projects thousands of dollars in lost productivity.

The real pain is the false confidence. Field engineers think they know what they are doing because the technology makes them productive. But they do not actually understand the principles. They do not know how to check their work. They do not know how to verify accuracy. They do not know how to solve problems when the technology fails. So when something goes wrong, they are stuck. And the entire project pays the price because one person was trained to push buttons instead of trained to think. This is not the field engineer’s fault. This is a training failure. Companies prioritized speed over knowledge. They taught people how to use tools without teaching them why those tools work. And now they have teams full of button-pushers who cannot function when the buttons stop working.

The failure pattern is predictable. A company invests in expensive technology. They train people how to use it. And they skip the fundamentals because teaching basics takes time and technology seems faster. So field engineers learn how to operate GPS and robotic total stations and 3D scanning equipment. But they never learn how to run levels. They never learn how to pull tape. They never learn how to turn angles manually. And everything works great until the technology fails. Then the project stops. Because nobody knows how to do the work without the machines. The system failed them by teaching tools instead of principles. And the company pays for it every time a battery dies or a signal drops or an instrument needs calibration.

Professor Wes Crawford spent 40 years teaching construction surveying at Purdue University and working with Hensel Phelps to develop field engineers who actually understand what they are doing. He wrote Construction, Surveying, and Layout because he saw this exact problem. Field engineers who could push buttons but could not think. So he created a manual full of illustrations and step-by-step instructions that teach the basics. How to measure with a tape. How to run levels. How to pull three-four-five triangles. How to verify work. How to organize field books. How to think like a builder. And when companies use that book to train their people, mistakes drop dramatically. Not because the technology got better. But because the people got better. They understand the principles. They can check their work. They can solve problems. And they do not quit for the day when the GPS loses signal because they know how to pull a tape measure.

This matters because construction cannot afford to lose entire days of productivity because one person does not know how to measure without technology. The basics are not optional. They are foundational. And field engineers who never learn them are liabilities disguised as assets. This affects schedules because lost day’s compound. It affects quality because people who cannot check their work make mistakes that get built in. It affects safety because crews working from bad layout create dangerous conditions. And it affects retention because superintendents get tired of babysitting field engineers who cannot function independently. Learning the basics is not about going backwards. It is about building capability that works regardless of whether the technology is functioning.

Why Basics Matter More Than Buttons

Technology is a tool. And tools fail. Batteries die. Signals drop. Software crashes. Instruments get bumped. And when that happens, the people who only know how to push buttons are stuck. But the people who learned the basics keep working. They pull tape. They set up a level. They turn angles. They verify elevations. And they keep the project moving while everyone else is waiting for IT support or a spare battery or a technician to recalibrate the equipment. That is the difference between someone who understands construction surveying and someone who just knows how to operate equipment.

The principles do not change. A three-four-five triangle has been square for thousands of years. Level means level whether you are using a $50 hand level or a $15,000 robotic total station. Baseline offsets work the same way regardless of whether you are pulling tape or using GPS. And field engineers who understand these principles can adapt to any situation. They can verify the technology is working correctly. They can catch mistakes before they get built. And they can solve problems when equipment fails because they know how the math works and how the measurements work and how to check accuracy manually.

Professor Crawford taught students that you can tell people how to do something over and over, but the light bulb only turns on when they start thinking for themselves. When they understand why a process works instead of just memorizing the steps. And that is what separates field engineers who can only push buttons from field engineers who can actually build things. The ones who understand the principles do not need the technology to work. They use it because it is faster. But when it fails, they keep going. And that capability is worth more than any piece of equipment.

How to Build Field Engineers Who Actually Understand

Start by teaching the basics first. Before anyone touches a GPS or a robotic total station, they should know how to pull tape, run levels, and turn angles manually. They should understand how to pull three-four-five triangles to check square. They should know how to use baseline offsets. They should practice setting up instruments and checking benchmarks and verifying elevations. This takes time. It is slower than just showing someone which buttons to push. But it builds understanding. And understanding creates capability that lasts.

Next, teach them how to check their work. Field engineers who only know how to push buttons never learn to verify accuracy because the machine tells them they are right. But machines lie. Software has bugs. Equipment gets knocked out of calibration. And if you do not know how to check your work manually, you will build mistakes into the project. So teach field engineers to always verify. Pull tape to confirm dimensions. Run levels to check elevations. Turn angles to verify bearings. And never trust the technology without confirming it makes sense. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

Then teach them how to organize. Personal organization is the foundation of good field engineering. Keeping clean field books. Maintaining to-do lists. Tracking benchmarks and control points. Documenting measurements. And staying on top of details. Field engineers who are disorganized make mistakes even when the technology works perfectly. So before you teach them how to use equipment, teach them how to organize their work. Give them systems. Show them how to use field books properly. And hold them accountable to maintaining those systems.

Finally, teach them how to think. Field engineering is not just about taking measurements. It is about understanding how buildings go together. How to visualize components in three dimensions. How to sequence work. How to identify conflicts before they happen. And how to solve problems when things do not go as planned. This requires experience. So give field engineers real responsibility. Let them make decisions. Let them solve problems. And let them learn from mistakes in safe environments where failure teaches instead of destroys.

Signs Your Field Engineers Only Know How to Push Buttons

Watch for these patterns that signal your team relies too heavily on technology without understanding basics:

  • Work stops completely when equipment fails instead of shifting to manual methods
  • Field engineers cannot verify their own work without running the equipment again
  • Mistakes show up late in construction because nobody checked measurements manually
  • Young engineers do not know how to pull tape or run levels without assistance
  • The team treats technology failures as project-stopping events instead of minor delays
  • Nobody can explain why a measurement method works, only which buttons to push

These are not technology problems. These are training gaps. And they cost projects time and money every time something goes wrong.

What Companies Get Wrong About Field Engineering

Most companies think field engineering is about operating equipment. So they hire people, show them which buttons to push, and send them to the field. And for a while, everything seems fine. The work gets done. The technology makes them productive. But then something breaks. And the entire system collapses because nobody knows how to function without it. That is the cost of skipping fundamentals. You create dependencies instead of capabilities. And dependencies are liabilities.

The companies that build great field engineers do it differently. They invest in training that teaches principles before tools. They use books like Construction, Surveying, and Layout to build foundational knowledge. They send people to boot camps where they practice basics until they understand why methods work instead of just memorizing steps. And they create cultures where checking your work manually is expected, not optional. These companies do not lose days of productivity when batteries die. Because their people know how to keep working regardless of whether the technology is functioning.

Another mistake companies make is treating field engineers as temporary positions. They hire young people, train them just enough to be useful, and then promote them before they master the fundamentals. So superintendents never learn how to visualize buildings in three dimensions. Project managers never learn how to verify accuracy. And directors never learn how to organize complex work. These gaps compound over time. And companies wonder why their leaders struggle with details when they never learned the basics that teach you how to think like a builder.

The Legacy of Fundamentals

Professor Crawford’s vision for his book is simple. He wants it to still be relevant in 10, 20, 30 years. Not because the technology will be the same. But because the principles will be. Three-four-five triangles will still be square. Level will still mean level. And people will still need to verify accuracy manually when equipment fails. The basics do not change. Only the tools change. And people who understand the basics can adapt to any tool. But people who only know how to use current tools become obsolete the moment the technology changes.

The challenge Professor Crawford gives is this. Be your best. Stop wasting time on things you cannot control. Take responsibility for your own learning. Because nobody else can change your life except you. You can read books. You can take courses. You can practice basics. You can ask questions. And you can build capability that lasts. Or you can keep pushing buttons and hoping the technology never fails. The choice is yours. But the consequences affect everyone around you. Because the crew cannot work when you cannot measure. And the project cannot finish when the crew cannot work.

So here is the challenge. Pick up a copy of Construction, Surveying, and Layout. Learn the basics. Practice pulling tape. Practice running levels. Practice verifying measurements manually. And stop treating technology as a replacement for knowledge. Use it as a tool that makes you faster. But build the capability to work without it. Because the day the GPS fails, you will either keep the project moving or shut it down. And the difference is whether you learned how to push buttons or whether you learned how to think. As Professor Crawford said, “There’s only one person in life that can change your life, and that’s you.” Take control. Learn the fundamentals. And become the field engineer who can work regardless of whether the battery is charged. On we go.

Frequently Asked Questions

Why do field engineers need to learn basics if technology does the work faster?

Because technology fails, and when it does, field engineers who only know buttons cannot keep the project moving while those who know basics can work through any failure.

What happens when GPS or robotic equipment stops working on site?

Projects lose entire days of productivity if nobody knows how to measure with tape, run levels manually, or verify elevations without equipment.

How do you build field engineers who understand principles instead of just tools?

Teach basics first before introducing technology, require manual verification of all measurements, and create systems for personal organization and field books.

Why does personal organization matter for field engineers?

Disorganized field engineers make mistakes even with perfect technology because they lose track of benchmarks, control points, and documentation needed to verify accuracy.

What is the three-four-five triangle and why does it matter?

A right triangle with sides of 3, 4, and 5 units always creates a perfect 90-degree angle, making it reliable for checking square when technology fails.

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

Executive Level Leadership Development

Posted on by Danny Jiménez⁩
Read 23 min

The CEO Who Trained Everyone except the Leaders

There is a CEO who invests heavily in training. Field engineers get boot camps. Project managers get seminars. Superintendents get coaching. Foremen get workshops. But when someone proposes training for the executive leadership team, the answer is always no. Not because of cost. Not because of time. But because of fear. Fear that executives will get offended. Fear that they will resist. Fear that they will quit if pushed out of their comfort zones. So the CEO protects them. Keeps them comfortable. And watches the entire company suffer because the people at the top are dysfunctional, siloed, and blocking progress. The workers get developed. But the leaders who need it most get nothing. And the company pays the price every single day.

Here is what happens when executives stay in their comfort zones. Project directors operate in silos. They compete for resources instead of collaborating. They protect their turf instead of serving the mission. They avoid hard conversations because conflict feels uncomfortable. And they create cultures where politics matter more than performance. Meanwhile, the teams below them struggle. Superintendents cannot execute because executives are bottlenecks. Project managers waste energy navigating turf wars instead of managing projects. And workers suffer because dysfunctional leadership at the top cascades down through every level of the organization. The CEO sees the symptoms. Low morale. High turnover. Mediocre performance. But refuses to address the root cause because training executives feels too risky.

The real pain is the waste of potential. Most executive teams are full of talented people who care deeply about the company. But they have never been taught how to function as a team. They have never learned how to have healthy conflict. They have never practiced giving each other candid feedback. They have never been pushed past the blocks that prevent them from leading effectively. So they operate at half capacity. They make safe decisions instead of innovative ones. They stay quiet instead of speaking up. They play savior instead of empowering others. And the company never reaches its potential because the leadership team at the top is stuck in their comfort zones afraid to take the risks that create growth.

The failure pattern is predictable. A CEO invests in training for everyone except the executive team. The lower levels improve. They learn new skills. They adopt better systems. But nothing changes at the organizational level because the executives at the top are still dysfunctional. They still operate in silos. They still avoid hard conversations. They still play politics. And the improvements at lower levels get blocked by dysfunction at the top. The CEO wonders why the training is not producing results. The answer is simple. You trained the wrong people. Or more accurately, you trained everyone except the people who control whether the rest of the organization can execute. The system failed them by protecting executives from the very discomfort that creates growth.

I once worked with a client who needed executive leadership development. We had already done successful training for field engineers, project managers, and superintendents. The feedback was outstanding. But when I proposed training for the executive team, the proposal was denied. When I dug deeper, the answer was stunning. The CEO said I do not want to push them too hard. I am afraid they will quit. So the company was willing to invest in developing everyone except the leaders who controlled whether those investments would pay off. That is not protection. That is sabotage. Because protecting executives from discomfort guarantees they will never grow. And leaders who do not grow cannot lead organizations that do.

This matters because executive dysfunction destroys companies. When the leadership team at the top is dysfunctional, everything below them suffers. Teams operate in silos instead of collaborating. Resources get wasted on politics instead of performance. Decisions get delayed because executives avoid conflict. And high-performers leave because they are tired of working in environments where dysfunction is tolerated and excellence is punished. This affects projects because dysfunctional leadership creates chaos. It affects retention because good people do not stay in toxic cultures. It affects profitability because wasted energy costs money. And it affects families because workers go home exhausted from navigating politics instead of building things. Executive development is not optional. It is foundational. And companies that refuse to invest in it are guaranteeing mediocrity.

Why Comfort Zones Kill Leadership

Security is mostly a superstition. It does not exist in nature. Avoiding danger is no safer in the long run than outright exposure. Life is either a daring adventure or nothing. Helen Keller said that. And she was right. But most executives operate from a comfort zone. They feel safe and in control. And that feeling prevents them from growing. Because growth requires discomfort. Growth requires risk. Growth requires pushing past fear into learning and then into the growth zone where purpose gets found and dreams get lived. But executives who stay comfortable never get there. They make safe decisions. They avoid conflict. They protect their positions. And they lead organizations that reflect their own limitations.

The four zones are comfort, fear, learning, and growth. In the comfort zone, you feel safe and in control. In the fear zone, you lack self-confidence, find excuses, and get affected by others’ opinions. In the learning zone, you deal with challenges, acquire new skills, and extend your comfort zone. In the growth zone, you find purpose, live your dreams, set new goals, and conquer objectives. Most executives live in the comfort zone. They have stopped learning. They have stopped growing. And they have stopped pushing themselves past fear. So they lead from a place of safety instead of courage. And that limits everyone around them.

The blocks to leadership are real and predictable. Executives want to be liked so they avoid hard conversations. They are closed-minded so they reject new ideas. They play savior so they create dependency instead of capability. They fear risk so they make safe decisions. They are indecisive so progress stalls. They have low expectations of others so they accept mediocrity. They are controlling so they bottleneck execution. They have low self-worth so they need validation. They focus on problems instead of opportunities. They lack purpose so they drift. They fear embarrassment so they avoid vulnerability. They fear rejection so they do not speak up. They need to be perfect so they delay decisions. And they stay busy with low-value work instead of leading. These blocks are programmed into people through childhood, culture, and career. And they will not go away without intentional effort to overcome them.

What High-Functioning Executive Teams Actually Do

Patrick Lencioni teaches that the executive leadership team must be Team One. It must be the highest-functioning team in the organization. Because if Team One is dysfunctional, every team below it will be dysfunctional too. Team One must build trust, engage in healthy conflict, commit to decisions, hold each other accountable, and focus on results. But most executive teams skip trust and conflict and go straight to compliance. The CEO decides. The executives execute. And nobody holds anyone accountable because accountability requires safety. And safety requires trust. And trust requires vulnerability. And vulnerability requires pushing past the fear of being judged. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

High-functioning executive teams know their purpose, their vision, their values, and their goals. They have clarity on where the organization is headed. They communicate that clarity constantly. And they reinforce it through systems and accountability. But clarity without capability is useless. So high-functioning teams also develop the capability to execute. They push past blocks to leadership. They practice hard conversations. They give each other candid feedback. They challenge assumptions. And they hold each other accountable to standards instead of making excuses. This does not happen naturally. It happens through intentional development. Through training that pushes people past comfort into fear, through fear into learning, and through learning into growth.

Signs Your Executive Team Needs Development

Watch for these patterns that signal your executive leadership team is stuck in their comfort zones:

  • Executives operate in silos and compete for resources instead of collaborating toward shared goals
  • Hard conversations get avoided and conflict gets swept under the rug instead of resolved
  • Decisions get delayed because executives fear making the wrong choice or upsetting someone
  • Politics and turf wars dominate meetings while mission and results get ignored
  • High-performers leave because they are tired of dysfunction at the top preventing progress
  • The CEO has to resolve conflicts between executives instead of executives resolving them directly

These are not personality conflicts. These are development gaps. And the fix is not more time or better systems. The fix is pushing executives past their comfort zones into growth.

How to Develop Executive Teams That Actually Function

Start by creating clarity. The executive team must know the company’s purpose, vision, values, and goals. They must agree on where the organization is headed and how it will get there. This requires facilitated sessions where executives build shared understanding instead of protecting individual agendas. Clarity does not happen in PowerPoint presentations. It happens through conversation, debate, and alignment. Once clarity exists, communicate it constantly. And reinforce it through systems that hold people accountable to the vision instead of their own preferences.

Next, push executives past their blocks to leadership. This requires experiential training that forces them out of comfort zones. Sitting in conference rooms listening to lectures does not change behavior. Practicing hard conversations in front of peers does. Giving extemporaneous speeches does. Receiving candid feedback does. Failing at tasks and learning from failure does. The discomfort is the point. Because discomfort is what breaks old patterns and builds new ones. Executives who have practiced vulnerability in controlled environments can practice it in real ones. Executives who have navigated conflict in training can navigate it on teams. And executives who have been pushed past fear into learning carry that capability into their leadership.

Then build accountability systems. High-functioning teams hold each other accountable. They do not wait for the CEO to police behavior. They call each other out when someone is not showing up fully. They give feedback directly instead of complaining in hallways. And they prioritize results over relationships. This requires trust. And trust requires time and repetition. So create rhythms where executives practice accountability. Weekly check-ins where they report on commitments. Monthly reviews where they assess team health. Quarterly offsites where they reset vision and address dysfunction. These rhythms create muscle memory. And muscle memory creates culture.

Finally, invest in ongoing development. One training session does not fix years of dysfunction. Development is a journey, not an event. So commit to it. Send executives to programs like Rapport Leadership International or Tony Robbins events. Hire coaches who specialize in executive team development. Create peer groups where executives challenge each other. And make development a non-negotiable part of the role. Because executives who stop growing stop leading. And companies led by people who have stopped growing stop winning.

The Challenge

Walk into your next executive team meeting and ask one question. Are we a high-functioning team or are we stuck in our comfort zones. If the answer is stuck, do something about it. Invest in training. Hire facilitators. Push past the fear of offending people. Because protecting executives from discomfort is not kindness. It is sabotage. And companies that tolerate dysfunctional leadership at the top will never achieve their potential at any level. As Helen Keller said, “Life is either a daring adventure or nothing.” Stop settling for nothing. Build Team One. Push past comfort into growth. And watch what happens when the people at the top finally start leading like the organization depends on it. Because it does. On we go.

Frequently Asked Questions

Why do companies train lower-level employees but not executives?

Fear. Leaders worry that pushing executives will offend them and cause them to quit, so they protect comfort zones instead of developing capability.

What are the 16 blocks to leadership?

Wanting to be liked, closed-mindedness, playing savior, fearing risk, indecisiveness, low expectations, excessive criticism, controlling behavior, low self-worth, problem-focus, and lack of purpose, fear of embarrassment, fear of rejection, perfectionism, and busyness.

What does it mean for the executive team to be Team One?

The executive leadership team must be the highest-functioning team in the organization because dysfunction at the top cascades down through every level below.

How do you push executives past their comfort zones?

Through experiential training that creates discomfort practicing hard conversations, giving speeches, receiving candid feedback, and failing in controlled environments builds capability for real ones.

What happens when executives stay in comfort zones?

They make safe decisions instead of innovative ones, avoid conflict instead of resolving it, operate in silos instead of collaborating, and limit organizational growth through their own limitations.

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