Month: March 2026

How to Survive as a Trade Partner with a Bad General Contractor!

Posted on by Danny Jiménez⁩
Read 29 min

How Trade Partners Survive When General Contractors Don’t Know How to Win

Your mechanical crew is ready to flow through zones on a three-day rhythm. The schedule says go. But when you show up, the area isn’t clear. Structural isn’t done. The general contractor tells you to mobilize early anyway, throw extra crews at random areas that aren’t ready, and figure it out. You know this is wrong. You know trade stacking burns people out. You know working out of sequence creates rework and chaos. You know this decision will cost you money and hurt your crews. But the GC is demanding it. The owner is pressuring them. And you’re caught in the middle, wondering if you should just do what they say or if you have the right to push back.

Here’s the truth. When a general contractor tells you to abandon flow and work in chaos, you don’t have to comply. You contracted to do the right thing, not to blindly follow stupid instructions. Your job is to protect your flow, protect your crews, and hold the project accountable to production principles that work. Because if you don’t, nobody else will. The measure of project success is that everybody wins. If the GC had to burn out a trade partner to finish, the project failed. Period. And you’re allowed to say that out loud.

The Real Pain: Trade Partners Set Up to Fail

Walk any chaotic jobsite and you’ll see the pattern. Trade partners losing money. Crews burning out. Superintendents who don’t understand flow pushing trades into sequences that guarantee failure. You bid a project based on flowing through zones steadily with consistent crew sizes. Then you show up and the GC wants you in seven areas at once with half the crew. You negotiate clear dates for when areas will be ready. Then those dates slip, but the GC still demands you start. You plan for handoffs that protect your pace. Then upstream trades stack in your zones because nobody managed their flow. The worst part? The general contractor blames you when it fails. You’re the one who couldn’t perform. You’re the one who didn’t bring enough crews. You’re the one causing delays. Even though the system set you up to fail from the beginning.

The pain runs deeper than schedule chaos. A vice president of operations for a trade partner recently said something heartbreaking about the book Elevating Construction Superintendents. He said, “I love this, but I want you to tell me where there’s a superintendent that does this because we’re going to go bid on their projects.” There was a look on his face like he desperately wanted it to be true. He wanted somebody to actually be doing these things. That’s sad. It means trade partners have been burned so consistently by general contractors who don’t know how to create winning environments that they’ve stopped believing good superintendents exist. They’re searching for unicorns instead of expecting basic competence.

Trade partners protect themselves by padding bids, bringing minimum crews, and hiding information. Because past projects taught them that transparency gets weaponized. Flow gets sacrificed. And general contractors protect themselves by blaming trades instead of fixing the broken systems they created. How many times is the owner taken care of but trades are burned through? How many times are the GC and owner okay but trade partners are hemorrhaging money? That’s how this industry accidentally runs projects. Not because people are malicious, but because we keep using systems that hide accountability and punish the people doing the actual work.

The Failure Pattern: Following Bad Instructions Without Pushing Back

Here’s what trade partners keep doing wrong. The GC tells them to mobilize early into areas that aren’t ready. They comply. The GC tells them to stack crews in zones designed for flow. They comply. The GC tells them to abandon the sequence and work in chaos. They comply. Then they wonder why they’re losing money. The assumption is that you’re contractually obligated to follow every instruction from the general contractor, even when those instructions violate production principles. That if the owner of the project tells you to do something stupid, you have to do it because they’re in charge. You don’t. You contracted to execute work according to a scope and a schedule. When the GC asks you to abandon that plan and work in chaos, you’re allowed to have a conversation before you blindly comply.

But most trade partners don’t push back. They accept the chaos, absorb the cost, and hope to make it up on the next project. They let general contractors hide bad decisions in CPM schedules where accountability disappears in layers of complexity and random activity dates. They allow their flow to be sacrificed because they think they have no choice. When the GC says get out of flow, start trade stacking, and do unsafe things, trade partners just go do it. That’s not compliance. That’s enabling. And when you enable bad decisions without conversation, you’re not protecting the project. You’re protecting the GC’s ignorance at your own expense.

The System Failed You

Let’s be clear. When general contractors push trade partners into chaos, it’s not always because they’re malicious. Often it’s because they don’t know better. They learned scheduling with CPM. They learned management by pushing. They never learned how flow works or how to protect it. They’re defending concepts they learned to reach their tenured positions. If you question those concepts, they’d have to go learn more to stay relevant, and nobody wants to do that. They want to stay comfortable in their positions using the only methods they know, even when those methods destroy people. It’s not that they’ve thought deeply about CPM versus Takt. It’s that CPM is all they know, and admitting it’s broken feels like admitting they’ve been wrong their entire careers.

But here’s the harder truth. The system in the United States incentivizes hiding problems, not solving them. Owners want CPM schedules because their sins are hidden in the complexity. Late owner-furnished equipment? Hidden. Design changes that delay trades? Hidden. Slow decision-making that creates chaos? All hidden in random activity dates and invisible logic. General contractors want CPM for the same reason. When the project crashes, they can blame trade partners. The chaotic schedule makes it impossible to prove whose fault it was. Accountability disappears. And the people at the bottom—trade partners and their crews—absorb the financial damage while the people at the top walk away claiming it wasn’t their fault.

In Europe, owners carry more risk. They’re financially liable for project outcomes. So they use Takt planning because it shows problems clearly and forces accountability. When owners have skin in the game, they demand systems that work. In the United States, risk flows downstream to trade partners. So owners and general contractors prefer chaos because it protects them and exposes you. The more chaotic the schedule, the more hidden the data, the more financial loss they can shove onto you while making stupid decisions and blaming everyone else. Don’t let that happen. The system created this behavior. And until trade partners start protecting their flow and demanding visibility, nothing will change.

What Protection Looks Like

Picture this. A mechanical contractor gets the call from the GC. “We need you to mobilize early into zone five. It’s not quite ready, but we need to show progress.” The trade partner responds differently. “Our contract says we flow through zones sequentially with crews sized for steady pace. Zone five isn’t in our sequence yet. What’s preventing you from clearing zone two where we’re supposed to be next?” The GC explains that structural is delayed. The trade partner asks, “What’s your plan to protect our flow while you recover structural? We can adjust our sequence if you give us a clear path that doesn’t require stacking crews or working out of sequence.” That’s protection. The trade partner didn’t refuse to help. They refused to abandon flow without a conversation. They held the GC accountable to production principles. They protected their crews from chaos the GC was trying to push downstream.

The schedule is visual. The flow is documented. The trade partner can point to the plan and explain exactly why the GC’s request will hurt everyone. There’s no hiding. No complexity. Just clear accountability. That’s what controlling your flow looks like. It means having the conversation before you blindly comply with instructions that will cost you money and hurt your people. It means remembering that you contracted to do the right thing, not to enable bad decisions. When the owner or the GC tells you to do something that violates production principles, you need to have a conversation before you just go blindly do that. Because it’s not the right thing. And doing the right thing is what you contracted for.

Why Flow Protection Matters

Flow protects your profitability. When you maintain steady crew sizes moving through zones at a predictable pace, you make money. When you abandon flow and chase chaos, you lose money. Trade stacking burns crews. Random mobilization wastes time. Working out of sequence creates rework. Your profitability as a trade partner is mostly determined by the quality of the superintendent running the project. A good super protects your flow. A bad super pushes you into chaos. If you don’t protect your own flow, you’re dependent on luck. And luck runs out. The comment from that trade partner VP was devastating because it revealed the truth: they can’t find superintendents who even do the basics. That first blue book, Elevating Construction Superintendents, contains the most basic fundamental principles of a super. And trade partners can’t find people executing those basics consistently enough to feel safe bidding their projects.

Flow also protects your people. Your crews have families. When you let general contractors push you into overtime and weekends because they can’t manage the schedule, you’re sacrificing your people to protect the GC’s mistakes. That’s not leadership. That’s enabling bad behavior. Flow protects quality too. When crews flow steadily through work, they install properly. When they rush to recover from chaos, mistakes happen. Rework piles up. The final product suffers. You lose reputation even though the chaos wasn’t your fault. And flow creates accountability. When your flow is visible and documented, nobody can blame you for delays caused by upstream failures. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

The measure of project success is that everybody wins. If the GC had to burn out a trade partner to finish, the project failed. Period. We need to make this the standard. If you as a mechanical, electrical, or framing contractor get out of flow, you’ve got twenty other smaller contractors following right along with you. You’ve just set an example of walking off the edge of that cliff. We cannot do that. In the United States, nobody is incentivized to do the right thing. It actually benefits the owner if information is hidden. It benefits the general contractor if information is hidden. So do not let your flow be hidden. It needs to be up in everyone’s face and you need to hold it with data and clear dates explaining what needs to be done to make your work ready.

How to Control Your Flow

Document your flow before you start. Make your sequence clear. Define crew sizes. Specify what areas need to be ready for you to execute. Put it in writing. Make it visual. Don’t rely on verbal agreements that disappear when the project gets hard. Hold pre-start conversations. Before you mobilize into any zone, confirm readiness. Is the upstream work done? Are materials staged? Is the area clear? If the answer is no, have the conversation about delay before you start working in chaos. Push back on stupid instructions. When the GC tells you to mobilize early, ask why. When they tell you to stack crews, explain the impact. When they tell you to abandon sequence, request a conversation about recovery. You’re not refusing to help. You’re refusing to enable bad decisions without discussion.

Make your flow visible. Use Takt planning if possible. Show your sequence visually so everyone can see when it’s being violated. CPM schedules hide problems. Visual flow exposes them. Exposure creates accountability. Track impacts immediately. When the GC pushes you into chaos and it costs you money, document it. Time. Crews. Rework. All of it. Don’t wait until the project ends to calculate damage. Track it weekly so you can prove cause and effect. Build relationships with good superintendents. Find the GCs who protect flow. Bid their projects. Invest in partnerships with teams who understand production. Exit relationships with GCs who consistently burn you. Your reputation and profitability depend on working with people who know how to win.

Train your people. Learn Takt planning. Learn flow principles. Learn how to have conversations that protect production without being adversarial. The more you understand about scheduling and flow, the better you can hold GCs accountable. As long as you’re doing it for proper purpose and good intent—not to hurt the GC or the owner, but to help the project and everyone else—you will succeed. You will win and you’re doing a great job. These principles are true. Control the flow and flow within. Those six words are your survival strategy. Control the pace and sequence you need to succeed. And when you can’t control it, flow within the constraints while documenting the impacts.

The Challenge

Here’s your assignment. The next time a general contractor tells you to do something that violates your flow, stop. Don’t comply automatically. Have the conversation. Ask why they’re asking you to abandon the plan. Explain the impact on your crews and your profitability. Request a path forward that protects flow instead of sacrificing it. You contracted to do the right thing, not to blindly follow instructions that hurt everyone. Don’t let general contractors hide their failures in your chaos. Make your flow visible. Hold them accountable. And protect your people.

We won’t even begin our five, ten, fifteen, twenty-five, thirty-year journey in construction of getting better and increasing productivity until we start making schedules with flow. We won’t even start it. Make sure as a trade partner you hold onto your flow. And general contractors, make sure you hold that flow for your trade partners. Because if you’re a superintendent that burns out trades, you’re not a superintendent. You’re a user and a taker. For all the superintendents out there learning, doing your best, advancing, scratching and clawing forward, taking care of your craft, caring about your trade partners’ financial status, holding them accountable with respect—you are amazing. Keep going. We’re cheering you on.

Deming said, “A bad system will beat a good person every time.” Don’t let a bad system beat you because you were afraid to push back.

On we go.

FAQ

What if the GC retaliates when I push back on bad instructions?

Document everything. If pushing back on instructions that violate production principles costs you future work, that GC wasn’t a partner worth keeping. Build relationships with superintendents who value flow. Exit relationships with those who demand chaos. Your long-term profitability depends on working with people who know how to win.

How do I explain flow protection without sounding like I’m refusing to help?

Frame it as helping better. “I want to help, and the best way to do that is maintaining our flow. If we abandon sequence and stack crews, we’ll create problems that hurt everyone. What’s preventing you from clearing the area we’re scheduled for next?” You’re not refusing. You’re protecting the project outcome.

What if the contract says I have to follow GC instructions?

Contracts typically require you to execute work according to scope and schedule, not to blindly follow every instruction even when it violates the plan. Pushing back isn’t breach of contract—it’s protecting the contract. Have the conversation before you comply with instructions that will hurt you financially.

How do trade partners force visibility when GCs prefer CPM chaos?

Create your own visual schedule showing your flow. Share it in coordination meetings. When the GC asks you to deviate, point to your plan and explain the impact. You can’t force the GC to use Takt, but you can make your own flow visible and documented.

What if protecting flow means I lose the bid to someone who’ll just comply?

Race-to-the-bottom competitors who accept chaos will eventually go out of business or learn to price the risk. You can’t compete with trades who underestimate their costs. Price flow protection into your bid. Work with GCs who value capability over cheapest price. Build reputation for quality execution, not compliance with chaos.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

Leveraging Predictable Results From Our Trade Partners, Feat. Bryan Kaplan

Posted on by Danny Jiménez⁩
Read 21 min

How Trade Partners Survive When General Contractors Don’t Know How to Win

Your mechanical crew is ready to flow through zones on a three-day rhythm. The schedule says go. But when you show up, the area isn’t clear. Structural isn’t done. The general contractor tells you to mobilize early anyway, throw extra crews at random areas that aren’t ready, and figure it out.

You know this is wrong. You know trade stacking burns people out. You know working out of sequence creates rework and chaos. You know this decision will cost you money and hurt your crews. But the GC is demanding it. The owner is pressuring them. And you’re caught in the middle, wondering if you should just do what they say or if you have the right to push back.

Here’s the truth. When a general contractor tells you to abandon flow and work in chaos, you don’t have to comply. You contracted to do the right thing, not to blindly follow stupid instructions. Your job is to protect your flow, protect your crews, and hold the project accountable to production principles that work. Because if you don’t, nobody else will.

The Real Pain: Trade Partners Set Up to Fail

Walk any chaotic jobsite and you’ll see the pattern. Trade partners losing money. Crews burning out. Superintendents who don’t understand flow pushing trades into sequences that guarantee failure.

The pain shows up everywhere. You bid a project based on flowing through zones steadily with consistent crew sizes. Then you show up and the GC wants you in seven areas at once with half the crew. You negotiate clear dates for when areas will be ready. Then those dates slip, but the GC still demands you start. You plan for handoffs that protect your pace. Then upstream trades stack in your zones because nobody managed their flow.

The worst part? The general contractor blames you when it fails. You’re the one who couldn’t perform. You’re the one who didn’t bring enough crews. You’re the one causing delays. Even though the system set you up to fail from the beginning. Trade partners protect themselves by padding bids, bringing minimum crews, and hiding information. Because past projects taught them that transparency gets weaponized. Flow gets sacrificed. And general contractors protect themselves by blaming trades instead of fixing the broken systems they created.

The Failure Pattern: Following Bad Instructions Without Pushing Back

Here’s what trade partners keep doing wrong. The GC tells them to mobilize early into areas that aren’t ready. They comply. The GC tells them to stack crews in zones designed for flow. They comply. The GC tells them to abandon the sequence and work in chaos. They comply.

Then they wonder why they’re losing money. The assumption is that you’re contractually obligated to follow every instruction from the general contractor, even when those instructions violate production principles. That if the owner of the project tells you to do something stupid, you have to do it because they’re in charge.

You don’t. You contracted to execute work according to a scope and a schedule. When the GC asks you to abandon that plan and work in chaos, you’re allowed to have a conversation before you blindly comply. You’re allowed to explain why their instruction will hurt the project. You’re allowed to protect your flow. But most trade partners don’t push back. They accept the chaos, absorb the cost, and hope to make it up on the next project. They let general contractors hide bad decisions in CPM schedules where accountability disappears. They allow their flow to be sacrificed because they think they have no choice.

The System Failed You

Let’s be clear. When general contractors push trade partners into chaos, it’s not always because they’re malicious. Often it’s because they don’t know better. They learned scheduling with CPM. They learned management by pushing. They never learned how flow works or how to protect it.

But here’s the harder truth. The system in the United States incentivizes hiding problems, not solving them. Owners want CPM schedules because their sins are hidden in the complexity. Late owner-furnished equipment? Hidden. Design changes that delay trades? Hidden. Slow decision-making that creates chaos? All hidden in random activity dates and invisible logic.

General contractors want CPM for the same reason. When the project crashes, they can blame trade partners. The chaotic schedule makes it impossible to prove whose fault it was. Accountability disappears. And the people at the bottom—trade partners and their crews—absorb the financial damage.

In Europe, owners carry more risk. They’re financially liable for project outcomes. So they use Takt planning because it shows problems clearly and forces accountability. When owners have skin in the game, they demand systems that work. In the United States, risk flows downstream to trade partners. So owners and general contractors prefer chaos because it protects them and exposes you. The system created the behavior. And until trade partners start protecting their flow and demanding visibility, nothing will change.

What Protection Looks Like

Picture this. A mechanical contractor gets the call from the GC. “We need you to mobilize early into zone five. It’s not quite ready, but we need to show progress.” The trade partner responds differently. “Our contract says we flow through zones sequentially with crews sized for steady pace. Zone five isn’t in our sequence yet. What’s preventing you from clearing zone two where we’re supposed to be next?”

The GC explains that structural is delayed. The trade partner asks, “What’s your plan to protect our flow while you recover structural? We can adjust our sequence if you give us a clear path that doesn’t require stacking crews or working out of order.”

That’s protection. The trade partner didn’t refuse to help. They refused to abandon flow without a conversation. They held the GC accountable to production principles. They protected their crews from chaos the GC was trying to push downstream. The schedule is visual. The flow is documented. The trade partner can point to the plan and explain exactly why the GC’s request will hurt everyone. There’s no hiding. No complexity. Just clear accountability.That’s what controlling your flow looks like.

Why Flow Protection Matters

Flow protects your profitability. When you maintain steady crew sizes moving through zones at a predictable pace, you make money. When you abandon flow and chase chaos, you lose money. Trade stacking burns crews. Random mobilization wastes time. Working out of sequence creates rework.

Your profitability as a trade partner is mostly determined by the quality of the superintendent running the project. A good super protects your flow. A bad super pushes you into chaos. If you don’t protect your own flow, you’re dependent on luck.

Flow also protects your people. Your crews have families. When you let general contractors push you into overtime and weekends because they can’t manage the schedule, you’re sacrificing your people to protect the GC’s mistakes. That’s not leadership. That’s enabling bad behavior.

Flow protects quality. When crews flow steadily through work, they install properly. When they rush to recover from chaos, mistakes happen. Rework piles up. The final product suffers. You lose reputation even though the chaos wasn’t your fault.

And flow creates accountability. When your flow is visible and documented, nobody can blame you for delays caused by upstream failures. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

The measure of project success is that everybody wins. If the GC had to burn out a trade partner to finish, the project failed. Period.

How to Control Your Flow

Document your flow before you start. Make your sequence clear. Define crew sizes. Specify what areas need to be ready for you to execute. Put it in writing. Make it visual. Don’t rely on verbal agreements that disappear when the project gets hard.

Hold pre-start conversations. Before you mobilize into any zone, confirm readiness. Is the upstream work done? Are materials staged? Is the area clear? If the answer is no, have the conversation about delay before you start working in chaos.

Push back on stupid instructions. When the GC tells you to mobilize early, ask why. When they tell you to stack crews, explain the impact. When they tell you to abandon sequence, request a conversation about recovery. You’re not refusing to help. You’re refusing to enable bad decisions without discussion.

Make your flow visible. Use Takt planning if possible. Show your sequence visually so everyone can see when it’s being violated. CPM schedules hide problems. Visual flow exposes them. Exposure creates accountability.

Track impacts immediately. When the GC pushes you into chaos and it costs you money, document it. Time. Crews. Rework. All of it. Don’t wait until the project ends to calculate damage. Track it weekly so you can prove cause and effect.

Build relationships with good superintendents. Find the GCs who protect flow. Bid their projects. Invest in partnerships with teams who understand production. Exit relationships with GCs who consistently burn you. Your reputation and profitability depend on working with people who know how to win.

Train your people. Learn Takt planning. Learn flow principles. Learn how to have conversations that protect production without being adversarial. The more you understand about scheduling and flow, the better you can hold GCs accountable.

The Challenge

Here’s your assignment. The next time a general contractor tells you to do something that violates your flow, stop. Don’t comply automatically. Have the conversation.

Ask why they’re asking you to abandon the plan. Explain the impact on your crews and your profitability. Request a path forward that protects flow instead of sacrificing it. You contracted to do the right thing, not to blindly follow instructions that hurt everyone.

Control your flow and flow within. Those six words are your survival strategy. Control the pace and sequence you need to succeed. And when you can’t control it, flow within the constraints while documenting the impacts.

Don’t let general contractors hide their failures in your chaos. Make your flow visible. Hold them accountable. And protect your people.

Deming said, “A bad system will beat a good person every time.” Don’t let a bad system beat you because you were afraid to push back.

On we go.

FAQ

What if the GC retaliates when I push back on bad instructions?

Document everything. If pushing back on instructions that violate production principles costs you future work, that GC wasn’t a partner worth keeping. Build relationships with superintendents who value flow. Exit relationships with those who demand chaos. Your long-term profitability depends on working with people who know how to win.

How do I explain flow protection without sounding like I’m refusing to help?

Frame it as helping better. “I want to help, and the best way to do that is maintaining our flow. If we abandon sequence and stack crews, we’ll create problems that hurt everyone. What’s preventing you from clearing the area we’re scheduled for next?” You’re not refusing. You’re protecting the project outcome.

What if the contract says I have to follow GC instructions?

Contracts typically require you to execute work according to scope and schedule, not to blindly follow every instruction even when it violates the plan. Pushing back isn’t breach of contract—it’s protecting the contract. Have the conversation before you comply with instructions that will hurt you financially.

How do trade partners force visibility when GCs prefer CPM chaos?

Create your own visual schedule showing your flow. Share it in coordination meetings. When the GC asks you to deviate, point to your plan and explain the impact. You can’t force the GC to use Takt, but you can make your own flow visible and documented.

What if protecting flow means I lose the bid to someone who’ll just comply?

Race-to-the-bottom competitors who accept chaos will eventually go out of business or learn to price the risk. You can’t compete with trades who underestimate their costs. Price flow protection into your bid. Work with GCs who value capability over cheapest price. Build reputation for quality execution, not compliance with chaos.

 

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

You Don’t Have a Critical Path!

Posted on by Danny Jiménez⁩
Read 22 min

The Critical Path Myth: Why Well-Planned Projects Don’t Have One

Here’s what they told you. Every project has a critical path. Find it. Focus on it. Manage it. That’s how you control the schedule and finish on time. Here’s the truth. If your project has a critical path, you don’t know what you’re doing. You’ve planned with zero contingency, zero buffers, and zero margin for reality. You’ve assumed 100 percent efficiency on the longest sequence of activities, which means the first delay crashes the entire project. You’ve set your team up to fail before they drove the first stake.

The critical path is a myth. Not because the math is wrong, but because the concept itself represents catastrophically bad planning. Well-planned projects don’t have critical paths. They have flow, buffers, and contingencies built into every sequence so that when reality shows up, the project absorbs variation instead of collapsing. And yet the industry keeps teaching you to find the critical path, manage the critical path, and recover the critical path when it slips. They’re teaching you to focus on chaos instead of designing stability.

The Real Pain: Managing Chaos Instead of Creating Flow

Walk any jobsite running a CPM schedule and ask the superintendent what he’s focused on this week. He’ll tell you the critical path. Then watch what actually happens. He’s not managing one path. He’s managing everything at once because everything in a CPM schedule is urgent. Every activity is slammed to the left with zero float. Every delay creates a domino effect because there’s no buffer to absorb it. The superintendent can’t focus on the critical path because he’s drowning in 47 other sequences that are all screaming for attention simultaneously. The critical path tells him where to look, but the chaos prevents him from doing anything about it.

The pain shows up everywhere. Trades stack in zones because the sequence logic doesn’t reflect production reality. Materials arrive late because procurement wasn’t tied to flow. Crews sit idle because the upstream work isn’t ready, but the schedule says start anyway. The superintendent knows the critical path is slipping, but he can’t recover it because he’s managing a hundred other fires created by planning with zero margin. Projects crash land in the final weeks. Overtime stacks. Burnout spreads. Quality suffers. And when the dust settles and the lawsuits start, nobody can prove whose fault it was because the CPM schedule hid accountability in layers of complexity and random start dates.

The Failure Pattern: Planning for Perfection Instead of Reality

Here’s what teams keep doing wrong. They build a schedule with the longest sequence of activities showing zero float. That becomes the critical path. Then they declare victory because they’ve “identified what to focus on.”

But they’ve actually just planned for 100 percent efficiency on every activity in that path. No delays. No rework. No late submittals. No coordination issues. No trade partner shortages. Perfect execution from day one to substantial completion. Ask them the last time they hit 100 percent of their commitments. They can’t remember. Ask them if they’ve ever finished a project where nothing on the critical path was delayed. Silence. But they plan the next project the same way, assuming perfection, then act surprised when reality arrives.

They use the critical path as a focus tool. But you can’t focus on one path when everything else is chaos. CPM creates an environment where every sequence demands attention because nothing has buffers. The superintendent can’t ignore the non-critical work because it’s all on the verge of becoming critical. So the critical path becomes meaningless as a management tool. They confuse the critical path with production control. The critical path tells you which activities mathematically determine the end date if nothing changes. It doesn’t tell you how to create flow, how to level zones, how to protect handoffs, or how to manage variation. It’s a calculation, not a production system.

The System Failed Them

Let’s be clear. When teams plan projects with critical paths, it’s not because they’re incompetent. It’s because the system incentivizes bad planning and hides the consequences until it’s too late. Owners in the United States shed risk to contractors. Contractors shed risk to trade partners. Everyone’s incentivized to hide problems instead of solving them early. And CPM schedules enable that behavior because they make accountability invisible.

In Europe, owners carry more contractual risk for project outcomes. They’re financially liable for delays and failures. So they use Takt planning because it shows problems clearly and forces early accountability. When owners have skin in the game, they demand systems that work.

In the United States, the opposite happens. Owners want CPM schedules because their sins are hidden in the chaos. Late owner-furnished equipment? Hidden. Design changes that delay procurement? Hidden. Slow decision-making that stalls coordination? All hidden in the complexity of CPM logic and random activity dates. General contractors want CPM for the same reason. When the project crashes, they can point to the schedule and claim it was the trade partners’ fault. Or the owner’s fault. Or the weather. Or anything. CPM creates plausible deniability. Takt creates clear accountability. Guess which one gets chosen. The system trained teams to plan with critical paths because it protects the people at the top and exposes the people doing the work.

What Flow-Based Planning Looks Like

Picture this. A superintendent walks into preconstruction with the design team and the major trades. They don’t build a CPM schedule. They design flow. They divide the building into zones based on work content, not square footage. They sequence trades through those zones at a repeatable rhythm. They build buffers between trains, between phases, and at critical handoffs. The plan doesn’t have a critical path because every sequence has contingency built in. If mechanical rough-in takes an extra day in zone three, the buffer absorbs it. The next trade doesn’t stack. The rhythm continues. The superintendent can focus on removing roadblocks ahead of the work instead of managing a hundred simultaneous crises.

The schedule shows flow, not just dates. Trades move through zones like a train on tracks. The plan is visual. You can see which crews are where, what’s ready, and what needs attention. When something goes wrong, you can see exactly whose work was affected and what the recovery path looks like.

Accountability is clear. If the owner delays a submittal, it shows in the plan which zones are impacted and when. If a trade partner doesn’t show with the committed crew size, you can see the ripple effect immediately. There’s no hiding in complexity because the system is designed for transparency. That’s what planning without a critical path creates. Stability. Flow. The ability to focus on real problems instead of drowning in chaos created by bad planning.

Why the Critical Path Hurts People

Critical paths destroy families. When you plan with zero contingency, the first delay means overtime. The second delay means weekends. The third delay means the final month turns into a crash landing where everyone burns out to hit a date that was fiction from the start. Planning with a critical path is a moral failure. It tells your team that you don’t respect reality enough to build in margin for it. It tells them their evenings and weekends are expendable because you prioritized an aggressive promise over an honest plan.

Critical paths also hurt trade partners. CPM schedules hide accountability, which means general contractors and owners can blame delays on trades even when the root cause was poor planning or late owner decisions. Trade partners lose money, lose trust, and stop investing in relationships because the system is rigged against them. And critical paths destroy quality. When you’re crash landing to recover a critical path that slipped because you planned with zero buffer, crews rush. Mistakes happen. Rework piles up. The final product suffers because the plan demanded heroics instead of enabling steady execution.

Build Buffers, Not Critical Paths

Stop planning projects with zero float on the longest path. Build at least 3 percent buffers into every major sequence. Not hidden fat. Intentional contingency that protects pace and handoffs from the variation you know will happen.

Design flow first. Divide the building into zones based on work content. Sequence trades through those zones at a repeatable rhythm. Level the work so crews move steadily instead of stacking and starving. Flow creates predictability. Predictability protects people.

Get crew count commitments before you finalize the plan. Don’t assume trades will show up with the right crew sizes. Get commitments from mechanical, electrical, plumbing, framing, concrete, and steel. If they can’t commit, adjust the plan now instead of discovering the problem when they’re supposed to start.

Use Takt planning instead of CPM. Takt shows flow. CPM shows dates. Takt makes problems visible early. CPM hides them until they’re crises. Takt enables focus on troubled areas within a stable system. CPM creates chaos where everything demands attention simultaneously. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

Treat buffers as production protection, not schedule fat. Track buffer consumption weekly. If you’re eating buffers in the first phase, diagnose why and fix the system. Buffers exist to absorb variation so your team doesn’t burn out recovering from preventable problems. Hold fresh eyes meetings before you go to contract. Get experienced people who’ve built similar projects to review your plan. Let them find the sequences that need buffers, the logic that doesn’t make sense, and the assumptions that won’t survive reality. Fresh eyes catch the bad planning before it crashes the project.

The Challenge

Here’s your assignment. Open your schedule today. Find the critical path. Look at the float calculation. If it shows zero, you’ve planned for failure. Add buffers. Build contingency into that sequence and every other major sequence. Don’t plan for 100 percent efficiency. Plan for reality. Protect your team by giving them margin to execute without heroics.

Then ask yourself if you’re ready to move beyond CPM entirely. Because the critical path isn’t the problem. The system that requires it is. Flow-based planning eliminates the need for critical paths because it builds stability from the start instead of trying to focus within chaos. Deming said, “A bad system will beat a good person every time.” CPM is a bad system. Stop using it. Build flow instead.

On we go.

FAQ

Don’t all projects have a longest path that determines the end date?

Yes, mathematically. But calling it “critical” and planning it with zero float is the problem. Well-planned projects have buffers on the longest path and every other major sequence. The longest path exists, but it’s not critical because you built contingency into it. The difference between “longest path with buffers” and “critical path with zero float” is the difference between stability and chaos.

How much buffer should major sequences have?

Start with 3 percent minimum. More for complex or high-risk sequences. Track buffer consumption weekly. If you’re eating buffers early, that’s a diagnostic signal to fix the system, not permission to keep consuming them. Buffers protect pace and handoffs from variation. They’re production realism, not schedule fat.

What if the owner demands a CPM schedule in the contract?

Deliver what’s required contractually, but use Takt for production control. Run the project with flow-based planning and translate it into CPM format for reporting. Don’t let contractual requirements force you to manage with a bad system. Manage with what works, then document it in the format they demand.

Why do owners and GCs prefer CPM if Takt is better?

Because CPM hides accountability. In the US, owners shed risk to contractors and contractors shed risk to trades. CPM makes it impossible to prove whose delay caused what impact. Takt shows problems clearly and assigns accountability immediately. Dishonest players prefer complexity that hides their failures. Takt exposes them.

How do trade partners protect themselves from CPM schedules?

Add risk premium to your bid. If the project is planned with CPM, you’re more likely to face acceleration, hidden delays, and blame for problems you didn’t cause. Price that risk in. Better yet, request Takt planning and offer a lower price if the GC commits to flow-based scheduling that protects you.

 

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.

Don’t Do This with Scheduling!

Posted on by Danny Jiménez⁩
Read 26 min

The Scheduling Lies That Destroy Construction Projects

Your schedule is fiction. You know it. Your trade partners know it. The owner suspects it. And everyone’s pretending it’s real until the project crashes and the lawyers show up asking why nothing in your baseline matches what actually happened. Here’s the pattern. You build two schedules. One shows reality: the delays, the impacts, the missing commitments, the sequences you’re actually running. The other is theater cleaned up, optimistic, hiding problems to avoid difficult conversations. You update the fake one for the owner meetings and work from the real one in the field.

Until the project fails. Then you need to prove what happened, and your schedule shows nothing. No impacts. No logic ties showing cause and effect. No record of the delays you warned about verbally but never documented. Just a clean, useless piece of fiction that can’t defend you or tell the truth about what went wrong. The problem isn’t that you don’t know how to schedule. The problem is that the system rewards dishonesty, so you’ve learned to game the schedule instead of using it as production control.

The Real Pain: Schedules That Lie

Walk into any superintendent’s trailer and ask to see the real schedule. Not the one they show the owner. The real one. The one that shows what’s actually happening. You’ll get a sigh. Maybe a knowing look. Then they’ll pull up a version with no impacts logged, no delays documented, no honest representation of the chaos they’re managing daily. Because documenting reality means admitting problems, and admitting problems means difficult conversations they’ve been trained to avoid.

The pain shows up everywhere. Projects fall behind but the schedule shows on-time completion because nobody wants to update the bad news. Critical sequences get summarized into single activities so the complexity disappears. Commissioning gets entered as one 80-day duration task instead of detailed sequences because nobody understands it well enough to plan it properly. Float paths can’t calculate correctly because the logic isn’t built.

Superintendents delegate schedule updates to schedulers who’ve never walked the site, then wonder why the plan doesn’t match reality. Crews commit to sequences they can’t execute because nobody got crew count commitments before starting. Buffers and float get consumed in the first month because the team treated them as schedule fat instead of production protection. And when the project crashes, there’s no record. No documented impacts. No logic showing what caused what. Just a mess of activities that can’t prove anything or protect anyone.

The Failure Pattern: Treating Schedules as Theater Instead of Production Control

Here’s what teams keep doing wrong. They build schedules to satisfy contract requirements, not to control production. They treat scheduling as paperwork instead of the production system that drives flow. They falsify data. They show progress that didn’t happen to avoid looking behind. They delete logic ties that show delays to keep the path looking clean. They hide impacts because admitting problems feels like admitting failure.

They over-detail what’s easy and ignore what’s difficult. The concrete sequence gets 85 activities for a 10,000-square-foot area because they know concrete. Commissioning gets one activity because they don’t. Then they can’t show where the delays actually happened because the detail doesn’t exist. They start too late. Design development is 50 percent complete and there’s no schedule yet. They wait until construction documents are done, then wonder why they’re scrambling to catch up. By the time the schedule exists, half the decisions that determine success or failure have already been made without production logic.

They plan for 100 percent efficiency. Ask them the last time they hit 100 percent of their commitments and they can’t remember. But they build the next plan assuming perfect execution anyway. Then they act surprised when reality arrives. They broker out schedule updates. The superintendent delegates the most important production control tool to someone who doesn’t walk the site, then loses touch with what’s actually happening. The schedule becomes someone else’s responsibility, so it stops being a useful tool.

The System Failed Them

Let’s be clear. When teams lie with their schedules, it’s not because they’re dishonest people. It’s because the environment punished truth and rewarded theater. Maybe the owner penalized every delay disclosure, so the team learned to hide problems instead of solving them early. Maybe leadership celebrated heroic recoveries instead of honest planning, so documenting reality felt like admitting you weren’t a hero. Maybe the contract structure made every impact a battle, so teams stopped showing impacts to avoid litigation risk.

The system trained them to game the schedule. If honesty creates conflict and dishonesty buys time, people adapt. If showing reality means getting yelled at and hiding reality means temporary peace, teams choose peace. If the culture treats schedules as administrative documents instead of production systems, people treat them that way. Dishonest schedules are a system response. The culture created the behavior. And only the culture can fix it.

What Honest Scheduling Looks Like

Picture this. A superintendent opens the schedule in the weekly production meeting. Every impact from the past week is documented. The RFI delay that pushed drywall? Logged. The late submittal that affected mechanical rough-in? Shown with logic ties. The trade partner who didn’t show with the crew they committed to? Documented.

The schedule isn’t theater. It’s truth. It shows exactly what’s happening, what’s at risk, and what needs attention. The owner sees the same version the field sees because there’s only one schedule—the one that shows reality.

The commissioning sequence isn’t one activity. It’s detailed. Balancing shows separately from functional performance testing. Fire alarm testing is sequenced so it doesn’t overlap with duct detector work during balancing. Network and controls integration is visible. The team can see where commissioning actually happens and plan around it.

Critical sequences are detailed enough to show cause and effect. Float paths calculate correctly because the logic exists. Buffers are protected, not consumed in the first month, because the team treats them as production protection instead of schedule fat.

The superintendent updates the schedule every week. Not because it’s required, but because it’s the production control tool that shows whether the plan is working. Like a project manager checking finances, the superintendent checks production progress. The schedule stays current because it’s useful, not because it’s contractually mandatory.

That’s what honest scheduling creates. Clarity. Control. The ability to prove what happened and protect the team when things go wrong.

Why Honest Scheduling Matters

Honest schedules protect projects from litigation. When the delays hit and the owner wants answers, you can show exactly what happened. The logic ties prove cause and effect. The documented impacts show you warned them early. The schedule becomes your defense instead of your liability.

Honest schedules protect flow. When you document reality, you can see patterns. You notice that submittals are consistently late, so you build more buffer. You see that one trade never hits their crew commitments, so you plan differently. The schedule becomes a learning tool instead of fiction.

Honest schedules protect people. When the plan shows reality, leadership can make real decisions. They can add resources where they’re actually needed instead of guessing. They can protect buffers and float so the field doesn’t burn out recovering from preventable problems. They can tell the truth to the owner before the crisis instead of after.

And honest schedules protect families. When you plan with reality instead of optimism, the finish date is real. Teams don’t work surprise overtime in the final weeks because the schedule was fantasy. They finish on time because the plan was honest from the start.

Practices That Create Honest Schedules

Start early. Don’t wait until construction documents are done. Begin scheduling at 50 percent design development so production logic shapes the design instead of fighting it later. The earlier you build the schedule, the more influence you have over decisions that determine whether the project can flow.

Get crew count commitments before you start. Don’t build a plan assuming trades will show up with the right crew sizes. Get commitments from mechanical, electrical, plumbing, framing, concrete, and steel before you finalize the schedule. If they can’t commit to the crew sizes your plan requires, adjust the plan now instead of discovering the problem in week three.

Detail the difficult areas, not just the easy ones. If you don’t understand commissioning, learn it and detail it properly. Balancing, pre-functional checklists, functional performance testing, fire alarm integration, network controls—all of it needs to be sequenced. Over-detailing concrete while summarizing commissioning into one activity destroys your ability to manage the critical path.

Show every impact. Don’t hide delays to avoid difficult conversations. Document the RFI that pushed the schedule. Log the late submittal. Show the trade partner who didn’t deliver the crew they promised. The schedule is your record. If it’s not in there, it didn’t happen—and you can’t prove it later.

Build real logic ties. Don’t just link activities in sequence because the software requires it. Build logic that shows cause and effect. If mechanical can’t start because the structural slab isn’t done, show that dependency. If drywall can’t happen because electrical rough-in is delayed, show the tie. Logic makes the schedule a production system instead of a list.

Don’t plan for 100 percent efficiency. You’ve never hit 100 percent. Stop planning like you will this time. Build buffers. Protect float. Assume some percentage of activities will slip and plan accordingly. Realism creates achievable plans. Optimism creates burnout.

Update your own schedule as superintendent. Don’t delegate the most important production control tool to someone who doesn’t walk the site. Spend the time every week to update progress, document impacts, and understand what’s actually happening. The schedule is your production dashboard. You can’t lead without it.

Hold fresh eyes meetings before you go to contract. Get two, three, four hours with experienced people who’ve built similar projects. Let them review your schedule and find the gaps you missed. A second set of eyes catches the commissioning sequences you forgot, the logic ties that don’t make sense, the buffers that are too thin. Fresh eyes meetings are cheap insurance against expensive mistakes.

Signals That Your Scheduling Is Honest

You’ll know your scheduling is honest when the owner sees the same version the field uses. When impacts are documented the week they happen instead of hidden. When the commissioning sequence shows real detail instead of one summary activity. When logic ties prove cause and effect instead of just linking tasks in order.

You’ll know it’s working when the superintendent updates the schedule every week because it’s useful, not because it’s required. When the team uses the schedule to make production decisions instead of treating it as administrative paperwork. When delays happen and the schedule shows exactly what caused them and what the recovery path looks like.

Honest scheduling feels different. It creates clarity instead of confusion. It protects the team instead of exposing them. It becomes the production system that drives flow instead of the document you update to satisfy contracts.

Connect Honest Scheduling to Respect for People

Honest schedules protect dignity. When you document reality, you give your team the truth they need to plan their lives. They know when the project will actually finish, so they can protect their families. They see the impacts early, so they can prepare instead of reacting.

Dishonest schedules disrespect people. They hide problems until they become crises. They create surprise overtime because the plan was fiction. They steal evenings and weekends because leadership refused to admit the truth early enough to fix it. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

Planning is a moral responsibility. Poor planning steals time from families. Dishonest schedules are poor planning disguised as optimism. If you care about your team, you’ll tell them the truth in the schedule so they can win at work and at home.

The Challenge

Here’s your assignment. Open your schedule today and find one lie. One impact you didn’t document. One sequence you summarized to hide complexity. One logic tie you deleted because it showed a delay you didn’t want to admit.

Fix it. Document the impact. Detail the sequence. Rebuild the logic. Make the schedule tell the truth, even if the truth is uncomfortable.

Then do it again next week. One honest update at a time, you’ll build a schedule that actually controls production instead of just satisfying contracts. You’ll create a record that protects your team instead of exposing them. You’ll lead with truth instead of theater.

Deming said, “In God we trust. All others must bring data.” Your schedule is your data. Make it trustworthy.

On we go.

FAQ

What if being honest about delays makes the owner angry?

Short-term anger is better than long-term litigation. Document reality now and give the owner time to respond, or hide it and face worse consequences later when the project fails and you have no proof of what happened. Honest schedules protect you legally and give leadership real information to make real decisions. If the owner penalizes truth, that’s a contract and relationship problem, not a scheduling problem.

How detailed should commissioning sequences actually be?

Break commissioning into visible phases: balancing, pre-functional checklists, functional performance testing, fire alarm integration with duct detectors, network and controls, elevator coordination. Don’t lump it into one 80-day activity. If you can’t see the sequence, you can’t manage the dependencies or prove delays when they happen. Detail it like you would any other critical path work.

Should superintendents really update their own schedules every week?

Yes. The schedule is your production dashboard. Delegating it is like a project manager delegating financial tracking—you lose touch with reality. Spend the time. Update progress, document impacts, understand what’s happening. Superintendents who update their own schedules outperform those who don’t because they have real-time production control instead of delayed secondhand information.

What’s a fresh eyes meeting and why does it matter?

A fresh eyes meeting is a two-to-four hour review with experienced people who’ve built similar projects before you reach GMP and go to contract. They find gaps in your commissioning sequences, logic ties that don’t make sense, buffers that are too thin, and critical paths you missed. It’s cheap insurance against expensive mistakes. Get multiple perspectives before you commit to the plan.

How do you protect buffers and float without teams viewing them as schedule fat to consume?

Build buffers and float into the plan intentionally, then hold the line. Track buffer consumption weekly. If you’re eating buffers in the first month, diagnose why and fix the system instead of accepting it. Educate the team that buffers protect pace and handoffs, not laziness. Measure success by how much buffer remains at each milestone, not just whether you hit the date.

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.

Generating Energy!, Feat. Brandon Monter‪o‬

Posted on by Danny Jiménez⁩
Read 23 min

The Missing Ingredient: Why Construction Teams Fail With Perfect Plans

Here’s the deal. You’ve got the Takt plan. You’ve got the Last Planner system dialed in. Your zones are leveled, your buffers are in place, and your roadblock tracker is color-coded and beautiful. You’re ready to flow. But nothing happens.

Your foremen nod in the morning meeting, then drift through the day like they’re walking through mud. Trades show up tired before they start. The superintendent has the knowledge but can’t summon the drive to enforce the standard. You’ve built the machine, but nobody’s turning the key. The problem isn’t your system. The problem is energy. And without it, every framework you’ve learned becomes a shelf full of tools nobody picks up.

The Real Pain: Systems That Don’t Move

Walk any jobsite in America and you’ll see this pattern. Crews with the right training standing in zones they don’t attack. Foremen with clear work packages who spend the day reacting instead of leading. Superintendents with production plans they can’t drive forward because the team has no momentum.

The pain shows up everywhere. Sites that should be clean stay messy because nobody has the drive to maintain the standard. Meetings that should remove roadblocks turn into status updates because the team lacks the energy to solve problems. Work that should flow through zones stacks and stalls because people are going through motions without intensity.

You see it in the morning. Low energy body language. Dragging feet. Eyes down. Teams that used to show up ready now show up defeated. The system didn’t break. The people didn’t quit. They just ran out of fuel.

The Failure Pattern: Relying on Systems Without the Energy to Run Them

Here’s what teams keep doing wrong. They implement Takt planning and expect the rhythm to create itself. They train foremen on Last Planner and assume commitment planning will automatically happen. They install scrum boards and roadblock trackers and wonder why nothing changes.

The assumption is that good systems run themselves. That if you design the flow correctly, people will naturally step into their roles and execute. That knowledge alone creates movement.

It doesn’t. Skills without energy are just concepts collecting dust. You can teach someone the perfect production plan, but if they don’t have the drive to protect it, the plan dies in the first week. You can show a crew how to maintain a clean zone, but if they don’t have the mindset to care, the zone stays chaotic.

Teams keep treating energy like it’s optional. Like motivation is a nice-to-have instead of the engine that powers everything. They focus on the what and the how, but they skip the fuel. And then they wonder why the job feels heavy, why progress stalls, why people burn out even when the plan is solid.

The System Failed Them

Let’s be clear. When teams show up with low energy, it’s not because they’re lazy. It’s because the environment didn’t create the conditions for high energy to exist.

Maybe the plan was dishonest from the start, so crews learned that effort doesn’t matter because the schedule was fiction anyway. Maybe leadership pushed instead of prepared, so people stopped believing that readiness would ever happen. Maybe heroics got celebrated while steady execution got ignored, so the culture trained people to save energy for the next crisis instead of investing it in daily flow.

Low energy is a system response. If the job rewards chaos over stability, people adapt by conserving energy for firefighting. If the plan changes every week, teams stop committing because commitment burns fuel they can’t afford to waste. If clean and organized sites aren’t protected by leadership, crews stop caring because caring costs energy.

The system created the energy problem. And only the system can solve it.

What High Energy Looks Like in the Field

Picture this. A superintendent walks the site every morning with intentional body language. Shoulders square. Eyes up. A genuine smile that signals clarity and confidence. He connects with every foreman, every trade partner, every crew lead. Not fake positivity, but real presence. Energy that says, “We know what we’re doing today, and we’re going to win.”

The foreman arrives at the zone with the same intensity. He’s not dragging. He’s not reacting. He’s leading. The work package is clear. The materials are staged. The crew has everything they need to install without fighting for basics. The foreman’s energy tells the crew, “This is ready. Let’s flow.”

The site reflects that energy. The trailer is clean and brings people joy when they walk in. The gang boxes are organized. The lay down areas are intentional. The fence line is maintained. Every detail says, “We care about this place, and we care about the people working here.” That’s what energy creates. Movement. Momentum. Production. Teams that don’t just survive the day but attack it with clarity and purpose.

Why Energy Matters More Than You Think

Energy determines whether your Takt plan stays alive or dies in the second week. It determines whether your foremen protect commitments or let them slide. It determines whether your site stays clean or becomes another chaotic mess that disrespects the people working there.

Energy protects families. When teams have the drive to execute stable systems, they finish on time without burning out. When they don’t, the plan collapses, overtime stacks, and evenings disappear. Chaos at work becomes chaos at home. Low energy at the start of the week turns into stolen weekends by the end.

Energy also protects quality. High-energy crews don’t rush. They attack the work with focus and intention. They care about the standard because they have the fuel to maintain it. Low-energy teams cut corners not because they don’t know better, but because they’re conserving what little drive they have left.

And energy enables change. Implementing new systems takes effort. Shifting from CPM to Takt planning requires momentum. Training foremen on Last Planner demands consistent follow-through. If the team has no energy, those changes never stick. The system reverts to old patterns because nobody has the drive to protect the new ones.

How to Build Energy: Practices That Work

Energy doesn’t happen by accident. You create it through intentional practices, both personal and systemic. Start with yourself. High-energy leadership creates high-energy teams. If you show up dragging, the site drags. If you show up with clarity and purpose, the team feels it.

Body language matters. Walk into the trailer with shoulders back and a genuine smile. Make eye contact with your people. Shake hands. Ask real questions and listen to real answers. Your physical presence sets the tone for the entire site. Confident body language creates confidence. Energetic body language creates energy.

Frame your work differently. Stop viewing your task list as burdens hanging over your head and start seeing them as opportunities you get to attack. The difference between “I have to plan this zone” and “I get to design flow for this crew” is everything. One drains energy. The other generates it.

Create waypavers. These are small actions that pave the path toward the mindset you want. If you want to be more approachable, smile at strangers on site. If you want to be more connected, greet every person you pass. If you want to care more, clean one thing that isn’t your responsibility. These small steps build momentum and make high energy the default instead of the exception.

Protect environments that bring joy. Clean trailers. Organized lay down areas. Swept pavement near the hoist. These aren’t luxuries. They’re signals that the team cares, and caring generates energy. A chaotic site drains people. A well-maintained site fuels them.

Build meeting systems that remove roadblocks instead of just updating status. Energy dies in meetings that waste time. It grows in meetings that solve problems and protect flow. If your team leaves the huddle with clarity and next steps, they’ll show up tomorrow ready to execute.

Train your foremen on mindset, not just process. Teach them how to reframe challenges. Teach them how to project confidence even when they’re uncertain. Teach them how to create energy in their crews through intentional presence and clear communication. Skills matter, but energy moves the skills.

Signals That Your Team Has High Energy

You’ll know energy is working when the site changes. Crews show up ready instead of reactive. Foremen attack the day instead of waiting for instructions. The trailer feels different when you walk in because people are engaged, not just present.

Watch for these markers:

  • Teams maintain clean zones without being reminded
  • Foremen protect commitments because they care about the standard
  • Roadblocks get solved quickly because people have the drive to remove friction
  • Meetings stay focused and productive because energy creates urgency
  • The site looks intentional, not chaotic, because the team has the fuel to maintain it

High energy doesn’t mean chaos. It means controlled intensity. It means flow. It means people who believe the plan will work because they have the drive to make it work.

Connect Energy to Respect for People

Energy is how you protect dignity. When you show up with high energy, you signal to your team that their time matters, that their effort matters, that they deserve a stable environment where they can win at work and at home.

Low energy disrespects people. It tells them their work doesn’t matter enough for you to care. It creates environments where they’re fighting for basics instead of installing with flow. It steals their evenings and weekends because the system has no momentum to finish on time.

High energy is a production strategy. It enables the systems that protect flow. It drives the behaviors that maintain standards. It creates the conditions where respect for people becomes real instead of theoretical. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

We’re not just building buildings. We’re building people who build things. And that starts with the energy to show up every day with clarity, purpose, and the drive to execute.

The Challenge

Here’s your assignment. Pick one waypaver this week. One small action that paves the path toward the energy you want to create. Smile at every person you pass on site. Clean one area that isn’t your responsibility. Walk into the morning meeting with confident body language even if you don’t feel confident yet.

Energy follows action. Movement creates momentum. Small steps build the path toward the mindset that powers everything else. Don’t wait to feel motivated. Create the conditions that generate motivation, and let the energy follow.

The philosopher William James said, “Action seems to follow feeling, but really action and feeling go together; and by regulating the action, which is under the more direct control of the will, we can indirectly regulate the feeling, which is not.”

Start with the action. The energy will come.

On we go.

FAQ

What if I’m naturally low-energy? Can I still lead construction teams effectively?

Energy isn’t about personality. It’s about intentional practices. You don’t need charisma or extroversion. Start with small waypavers like confident body language and eye contact. Reframe tasks as opportunities instead of burdens. Build environments that bring you joy. Energy is a skill you develop through consistent action, not a personality trait you’re born with.

How do I maintain high energy when the project is behind schedule and everyone’s stressed?

Control what you can control. Remove roadblocks ahead of the work. Protect meeting systems that solve problems instead of just updating status. Be honest about buffers and capacity so the plan doesn’t demand heroics. High energy in difficult moments comes from clarity and stability, not fake positivity. Give your team a clear path forward and they’ll find the drive to execute.

What’s the difference between high energy and toxic hustle culture?

High energy protects people. Hustle culture burns them out. High energy means executing stable systems that let teams win at work and at home. Hustle culture means pushing without readiness and celebrating heroics. If your plan requires burnout to succeed, the plan is broken. Real energy flows from stable production, not chaos. Measure success by whether your team can repeat winning without sacrificing their families.

How do I get my foremen to bring more energy to their crews?

Train them on practices, not just theory. Teach them how body language creates confidence and how to reframe challenges. Give them clear work packages and reliable inputs so they have something worth protecting. Remove roadblocks ahead of their work. Celebrate steady execution, not heroic saves. When foremen see that high energy leads to stable flow, they’ll invest in it.

Can you implement Takt planning without high energy from the team?

No. Takt planning requires consistent execution. Without energy, the rhythm dies. Crews stop flowing through zones, foremen stop protecting commitments, and the plan becomes paperwork. You need energy to maintain Takt steering, remove roadblocks, protect buffers, and enforce standards. Skills matter, but energy moves the system. Build the energy first, then implement the plan, or do them together and let the plan create momentum.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

How To Start A Lean Project: Team Formation And Kickoff

Posted on by Danny Jiménez⁩
Read 18 min

How to Start a Lean Construction Project: Team Formation and Kickoff

There is a line I heard years ago that changed the way I think about everything: projects don’t go wrong, they start wrong. Bent Flyvbjerg and Dan Gardner wrote that in their book How Big Things Get Done, and I have not been able to shake it since. I’d add one more layer to it. When projects do go wrong, it is almost always rooted in the team. And if you don’t build that team correctly in pre-construction, no system, no schedule, and no amount of field heroics will save you downstream.

The Pain That Starts Before the First Shovel

You know the feeling. The project mobilizes with energy. The contract is signed. The schedule looks manageable. People are confident. And then slowly, almost invisibly, the cracks appear. Trade partners who were selected on price alone show up unprepared to collaborate. Nobody is quite sure who owns which decision. The owner’s expectations exist somewhere in someone’s head rather than on the wall where the whole team can see them. And the foreman closest to the actual work does not feel safe raising his hand and saying there is a problem. The result is a project that runs entirely on reaction instead of intention. People are working, but not necessarily the right work at the right time in the right sequence.

The Failure Pattern Is in the System, Not the People

The failure pattern on these projects is predictable. Trade partners were invited to bid, not to partner. Purpose was never made specific or shared with the whole team. Roles and communication channels were assumed rather than defined. Nobody created an environment where speaking hard truths was welcome, so problems went underground until they became expensive. These are not people failures. These are system failures. The moment you can see that, you can stop repeating them.

The System Failed Them

I want to be honest about something. When a project team underperforms, the instinct in our industry is to look at who was responsible. But that framing misses the point almost every time. The trades showed up to a system that did not give them what they needed to succeed. The foremen worked inside a communication structure that was never clearly defined. The owner’s expectations never made it to the people doing the daily work. The system failed them. They did not fail the system.

A Story From the Bioscience Lab

I was the project superintendent for a bioscience research laboratory with DPR Construction in Tucson. From day one, that project was built differently. DPR did not select the lowest bidder. They selected partners. Wilson Electric and Sun Mechanical came on board as collaborators. We built the plan together in pre-construction. We enforced Lean together. We were one team before we ever broke ground.

Nick Carrasco was the HVAC foreman for Wilson Electric and later became a senior project manager. He came to one of our Super PM Boot Camps years later, and when I referenced that project, he lit up. He said, “Yep, we did that. I was there.” That kind of validation does not come from a low-bid contract. It comes from starting right.

John Boore, the foreman on that job, is probably the best field leader I have ever worked with. He was blunt. He would tell me the hard truth, and he did it directly. We wanted that. We asked for it. We cleared every roadblock he surfaced. And because of that culture, even when 30 percent of the building was being reconfigured mid-construction by the researchers who were moving in, we still finished on time. That does not happen by accident. It happens because the team was built before the work started.

Why the Kickoff Is a Production Decision

Most project teams treat the kickoff as a formality. A room full of introductions, a slide deck, and a handshake. But the kickoff is one of the highest-leverage moments in the entire project. Every hour invested in getting it right saves days in the field. When a team leaves a kickoff without shared purpose, clear conditions of satisfaction, defined roles, and safe channels for honest communication, they mobilize into the fog. And fog in construction is expensive.

There is a concept worth understanding here. The ninth waste in Lean is not overproduction or defects or waiting. It is lack of alignment. Unhealthy conflict, miscommunication, and sub-optimization all flow from teams that are pulling in different directions. The kickoff is where you eliminate that ninth waste before it ever starts.

How to Start a Lean Project Right

The first move is to choose partners, not bidders. A true partner comes to pre-construction ready to plan together, commits to the production system before mobilizing, and stays invested in the success of the whole project. Price matters. But a right-fit trade partner at a fair price is almost always less expensive than a low bidder who was never aligned with how you build. Here are the signals that separate a genuine partner from a bidder in disguise:

  • They ask questions about the production system, not just the scope
  • They bring their foremen to planning sessions
  • They surface problems early rather than banking them into change orders
  • They stay engaged when the plan changes instead of retreating to the contract

The second move is to align on purpose before anything else gets designed. On the bioscience project, the team’s shared purpose was explicit: finish on time, on budget, with great quality and safety, and implement Lean to its fullest extent including Takt, Last Planner, the Kanban method. Everyone knew it. Everyone bought in. Purpose alignment is not a soft concept. It is a production strategy. Without it, teams optimize for their own scope and sub-optimize the whole.

The third move is to establish conditions of satisfaction in the kickoff and put them somewhere the entire team can see. The owner on the bioscience project said it plainly and repeatedly: keep it safe, don’t be on the news, keep it clean, and don’t mess with the waterproofing. I repeated those conditions in morning worker huddles two to three times a week. Every person on that site knew them. That level of clarity eliminates the guesswork that generates waste. Conditions of satisfaction are specific, measurable, and visible. They are the north star every decision gets measured against.

The fourth move is to create safety for speaking out. This is one of the most underrated disciplines in construction leadership. When people closest to the work do not feel safe raising problems, the problems do not disappear. They go underground and become schedule surprises, quality failures, and budget overruns. You build psychological safety by asking for honest input and then visibly responding to what you hear. When a foreman raises a roadblock in a huddle and the response is problem-solving and follow-through, the culture shifts. Over time, the team learns that honesty is welcome. That is when you start getting the real information you need to run the project well.

The fifth move is to define roles and communication channels before the project mobilizes. Who owns each decision? Who gets called when a trade hits a roadblock? How does the owner’s input reach the field? Without defined channels, information gets filtered, delayed, or lost entirely. Teams that define this in kickoff are teams that maintain alignment when the project gets complex.

The Human Side of Starting Right

Every Lean project that begins with the right team, the right purpose, and the right conditions is a statement about what construction can be. It is a statement that trade partners deserve to be selected as partners, not just bidders. That foremen deserve clear expectations. That the workers doing the daily work deserve flow, not chaos. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. When you start right, you protect the schedule. You also protect the people inside it. Flow is never an accident, and neither is a team that trusts each other.

A Challenge Before Your Next Kickoff

Before your next project mobilizes, ask yourself these questions honestly: Do we have the right partners? Have we aligned on shared purpose? Do our conditions of satisfaction live somewhere the whole team can see and repeat? Is there safety on this team to surface hard truths early? Are roles and communication channels defined clearly enough that no one has to guess?

W. Edwards Deming said it plainly: “A bad system will beat a good person every time.” The answer is not to find better people. The answer is to build a better system, starting at the very beginning. Projects don’t go wrong. They start wrong. That means they can also start right.

On we go.

Frequently Asked Questions

What does “choose partners, not bidders” actually mean in practice?

It means your trade selection criteria must include cultural fit, willingness to collaborate in pre-construction, and commitment to the production system, not just price. The right partner saves far more in field efficiency than a low bidder ever saves on paper.

Why do conditions of satisfaction matter so much in pre-construction?

Without them, the owner’s expectations live in someone’s head instead of on the wall where the whole team can see them. When conditions are specific, visible, and reinforced in huddles, every decision on the project gets measured against the same standard.

How do you build psychological safety on a construction project?

Ask for hard truths, then respond to them visibly with problem-solving. When a foreman raises a roadblock and sees action, not blame, the culture shifts. That loop repeated consistently is how trust gets built on a jobsite.

What should a Lean kickoff meeting actually accomplish?

It should produce shared purpose, documented conditions of satisfaction, defined roles, clear communication channels, and a team that leaves aligned rather than assuming. The kickoff is not a formality. It is the foundation.

Can these principles apply outside of IPD or Lean contracts?

Absolutely. Partner selection, purpose alignment, conditions of satisfaction, and psychological safety work on any project under any contract delivery method. They are people and systems principles, not contract provisions.

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

Anticipate Trade Arrival

Posted on by Danny Jiménez⁩
Read 18 min

Trades Arriving Should Be a Big Deal (The Countdown Clock to the Next Trade Partner)

I have a really cool topic. This won’t take very long, but this is a really, really, really cool concept, in my opinion, and it’s really a mindset. I’ve been talking a lot about lately about how I would queue workers and equipment and vehicles and materials and wouldn’t let anything into the project site unless it was 5S’d and super Lean, and I stand by that. I would 100% do that.

Kate’s Rant: You’re Trapped in a Lean Culture in Japan

In fact, Kate was, and this is kind of fun, it’s not meant to be critical, but I’m trying everything I can to at home be as Lean as possible and to do a good job with my life and family and everything else like that, but she was kind of ranting at me a little bit, which she deserves to do.

She was like, “We’re not Lean, we’re not Lean, we’re not Lean. You can’t be Lean unless you’re in a culture where everybody’s participating, and it’s just, we’re focused on trying to be really open and loving and accepting of children and have a really safe place, and that means that sometimes it’s not as disciplined as maybe a Lean culture would on a construction site, right?”

She said this morning, “When you’re in Japan, you are trapped in a Lean culture. You’re trapped in a Lean culture.” She’s like, “I’m not criticizing the Japanese, but you literally, you’re not like forced into slavery or obedience or anything else like that, but the culture is so strong, you’re trapped. You have to be Lean.”

And I agree with her, and that’s why sometimes it’s hard. I’m constantly trying to fix the house and get things clean and just like trying to be Lean, but we’re not there because it’s not total participation.

Queuing Workers Forces Lean Culture (But Not in a Mean Way)

So queuing workers, equipment, and resources does force the Lean culture and the total participation, but not in a mean way, and this blog that I’m doing right now, it ties into that.

It should be a big deal when a trade is about to arrive on site. That means for the first time, and that means it’s kind of like a countdown clock. It’s like, here’s the countdown clock for the next milestone. Here’s the countdown clock for the overall project, but here’s the countdown clock to the next arriving new trade partner.

Why It Should Be a Big Deal: Receive, Instruct, Orient, Align

Why? Because when we get there, somebody’s got to be on point to receive and help them with their vehicles. Somebody’s got to be there on point to receive and instruct them, and this could be your water spider, but at least welcoming them, but like to receive their first shipment with them of their materials and show them how to kit and inspect the materials.

And somebody’s got to receive basically the crew in orientation and show them where to go. It’s literally the alignment phase, and so your water spider is going to do it, but maybe as a team, if your superintendent’s not there that day, then an assistant superintendent would cover. Maybe the PM would cover one day.

The Countdown Clock: Appreciate, Create Remarkable Experience, Align, Orient

But it should be a countdown clock, and it’d be a big deal that their trade’s coming:

A, because we appreciate them and want them.

B, because we want to create a remarkable experience for them.

C, because we need to align and orient.

And D, because we need to make sure that nothing workers, behaviors, materials, tools, equipment come on site until we are oriented and aligned in the Lean way, then they get past the second gate.

Implementation: Make Anticipation a Big Deal

So I don’t know exactly how that looks in implementation, but it’s an amazing concept that I think we should implement. Let’s make sure that the anticipation of trades is a big deal, noticed, anticipated, and that we create a remarkable experience for them first time out of the gate.

Here’s why trades arriving should be a big deal:

  • Countdown clock to next arriving trade partner: like countdown to next milestone – Should be big deal when trade about to arrive on site. Means for first time, and means it’s kind of like countdown clock. Here’s countdown clock for next milestone. Here’s countdown clock for overall project, but here’s countdown clock to next arriving new trade partner. Should be countdown clock, and be big deal that their trade’s coming.
  • Receive workers, vehicles, materials: show how to kit and inspect materials – When get there, somebody’s got to be on point to receive and help them with their vehicles. Somebody’s got to be there on point to receive and instruct them, and this could be your water spider, but at least welcoming them, but like to receive their first shipment with them of their materials and show them how to kit and inspect the materials. Somebody’s got to receive basically crew in orientation and show them where to go.
  • Alignment phase: water spider, assistant superintendent, or PM can cover – It’s literally alignment phase, and so your water spider is going to do it, but maybe as team, if your superintendent’s not there that day, then assistant superintendent would cover. Maybe PM would cover one day. Should be countdown clock, and be big deal that their trade’s coming.
  • Appreciate them, create remarkable experience, align and orient before second gate – Big deal that their trade’s coming, A, because we appreciate them and want them, B, because we want to create remarkable experience for them, C, because we need to align and orient, and D, because we need to make sure that nothing workers, behaviors, materials, tools, equipment come on site until we are oriented and aligned in Lean way, then they get past second gate.
  • Queuing forces Lean culture and total participation (but not in mean way) – Queuing workers, equipment, and resources does force Lean culture and total participation, but not in mean way. Kate said: “You can’t be Lean unless you’re in culture where everybody’s participating. When you’re in Japan, you are trapped in Lean culture. Culture is so strong, you’re trapped. You have to be Lean.” That’s why sometimes it’s hard. Trying to be Lean, but we’re not there because it’s not total participation.

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

A Challenge for Superintendents

Here’s what I want you to do this week. Make it a big deal when a trade is about to arrive on site. Create countdown clock to next arriving new trade partner. Like countdown clock for next milestone, like countdown clock for overall project.

Have somebody on point to receive and help them with their vehicles. Somebody on point to receive and instruct them. This could be your water spider, but at least welcoming them. Receive their first shipment with them of their materials and show them how to kit and inspect the materials.

Receive crew in orientation and show them where to go. It’s literally alignment phase. Water spider going to do it, but maybe as team, if superintendent’s not there that day, then assistant superintendent would cover. Maybe PM would cover one day.

Make it big deal that their trade’s coming because: (A) we appreciate them and want them, (B) we want to create remarkable experience for them, (C) we need to align and orient, and (D) we need to make sure that nothing workers, behaviors, materials, tools, equipment come on site until we are oriented and aligned in Lean way, then they get past second gate.

Queue workers, equipment, and resources. This forces Lean culture and total participation, but not in mean way. Don’t let anything into project site unless it’s 5S’d and super Lean. Orientation and alignment before second gate.

Make sure anticipation of trades is big deal, noticed, anticipated, and that we create remarkable experience for them first time out of gate.

As we say at Elevate, trades arriving should be big deal: countdown clock, receive workers and materials, orientation, alignment. Create remarkable experience first time out gate.

On we go.

Frequently Asked Questions

Why should trades arriving be a big deal?

Should be countdown clock to next arriving new trade partner. Like countdown clock for next milestone, for overall project. Big deal because: (A) we appreciate them and want them, (B) we want to create remarkable experience for them, (C) we need to align and orient, and (D) we need to make sure nothing workers, behaviors, materials, tools, equipment come on site until oriented and aligned in Lean way, then get past second gate.

Who should receive trades when they arrive?

Somebody’s got to be on point to receive and help them with their vehicles. Somebody on point to receive and instruct them. This could be your water spider, but at least welcoming them. Receive their first shipment of materials and show them how to kit and inspect. Receive crew in orientation and show them where to go. Water spider going to do it, but if superintendent’s not there, assistant superintendent would cover. Maybe PM would cover one day.

What is the alignment phase?

It’s literally alignment phase. Receive workers, vehicles, materials. Show how to kit and inspect materials. Receive crew in orientation and show them where to go. Make sure nothing workers, behaviors, materials, tools, equipment come on site until oriented and aligned in Lean way, then get past second gate.

How does queuing force Lean culture?

Queuing workers, equipment, and resources does force Lean culture and total participation, but not in mean way. Can’t be Lean unless in culture where everybody’s participating. In Japan, trapped in Lean culture. Culture is so strong, you’re trapped. You have to be Lean. Queuing creates that total participation.

What should happen before trades get past the second gate?

Make sure that nothing workers, behaviors, materials, tools, equipment come on site until we are oriented and aligned in Lean way, then they get past second gate. Don’t let anything into project site unless it’s 5S’d and super Lean. Orientation and alignment first.

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

If Your’e Working Weekends, Something Is Broken

Posted on by Danny Jiménez⁩
Read 19 min

If You’re Working Saturdays, Your System Is Broken (Why Lean Construction Eliminates Weekend Work)

Today I was observing a text chat. With our clients we set up WhatsApp chats with the job site so we can see how things are going.

And again, I just have to reiterate, things start to go well at every company, every job site where you have an operating manual, you provide training to the project delivery team members, and monthly field walks in the form of support. That’s just how it is. That’s just how life works in construction with Lean Systems.

The Text on Saturday: They’re Working Weekends

And I was looking at a text and I was on the weekend and the text on a Saturday, actually I think they even did a Sunday, they were talking about working. They’re working weekends.

And the company I’m talking about is a phenomenal company with phenomenal leadership. And this one job happens to be a one-off, but the company they used to work weekends all the time. And once they implemented theirs in our system, so I’m going to give them a lot of credit here, but specifically the Takt production system, they stopped working Saturdays, like wholesale. And they get their projects done early and it’s phenomenal.

One Superintendent Won’t Adapt: In a Sea of Success, Still Working Saturdays

And there’s this one job where the superintendent, and I’m not blaming people here, he’ll get it, but will not adapt to the systems and just will not do it. Like complains about meetings, complains about flowing on a rhythm, holds to old-timey thoughts of like, “Oh, just move here and do that and get ahead on that floor and blah, blah, blah.”

And it’s just not working. And it’s funny that the person, it’s so funny how human beings act, that he’s in a sea of successful projects with successful supers finishing early, and they’re following the system and he’s not. And he’s not on schedule and they’re working Saturdays.

My First Toxic Thought: Then the Loving Truth

And I just had the thought, just so you know, I’ll be super transparent and tell you my toxicity here. I first thought, “If you work Saturdays, you just don’t know what you’re doing.” And I’m like, “Whoa, whoa, whoa.”

I was out here thinking about this blog. I’m like, “Jason, how can you preach about respect for people and then come at it like that?”

Here’s the deal. If you’re having to work Saturdays, you don’t have a Lean system installed on your project site. That’s probably as loving and kind as I can get about it because there is a root cause to it. And every single time that you implement the system properly, you can get the work done unless there’s a like stupid milestone, but you can get the work done.

The Good News: We Can Fix It

But here’s the deal. If you don’t have a stupid milestone, you can get the work done in time and never have to work a Saturday. So instead of shaming people, I’m going to go at it like this: If you’re working Saturdays, that means a massive part of your system is broken. And that’s good news because we can go fix it.

And so like a lot of these things, it’s not just construction to have a dirty job site. It’s not just construction to have chaos. It’s not just construction to have like massive impacts. And it’s not just construction to have to work Saturdays and weekends.

It’s Not “Just Construction” It’s Poor Construction

And it’s not just construction to be stressed out all the time and be away from your families. That’s just poor construction. That means it’s not Lean. That means it’s classical business management. That means it’s ineffective. That means the person has room to grow.

And that’s great. So, if you’re working weekends, a massive part of your system is broken because you shouldn’t have to if you’re using Lean systems.

Here’s why working Saturdays means your system is broken:

  • Operating manual, training, monthly field walks: things go well at every job site – Things start to go well at every company, every job site where you have operating manual, you provide training to project delivery team members, and monthly field walks in form of support. That’s just how it is. That’s just how life works in construction with Lean Systems. Company used to work weekends all time. Once they implemented theirs in our system, specifically Takt production system, they stopped working Saturdays, like wholesale. And they get their projects done early and phenomenal.
  • Won’t adapt to systems: complains about meetings, flowing on rhythm, old-timey thoughts – One job where superintendent won’t adapt to systems and just will not do it. Complains about meetings, complains about flowing on rhythm, holds to old-timey thoughts of like, “Oh, just move here and do that and get ahead on that floor.” It’s just not working. Funny how human beings act: he’s in sea of successful projects with successful supers finishing early, and they’re following system and he’s not. He’s not on schedule and they’re working Saturdays.
  • Working Saturdays means massive part of system broken: root cause, can get work done – If you’re having to work Saturdays, you don’t have Lean system installed on your project site. That’s probably as loving and kind as I can get about it because there is root cause to it. Every single time that you implement system properly, you can get work done unless there’s stupid milestone, but you can get work done. If don’t have stupid milestone, can get work done in time and never have to work Saturday. If working Saturdays, means massive part of your system is broken. That’s good news because we can go fix it.
  • Not “just construction” it’s poor construction, classical business management, ineffective – It’s not just construction to have dirty job site. Not just construction to have chaos. Not just construction to have massive impacts. Not just construction to have to work Saturdays and weekends. Not just construction to be stressed out all time and be away from your families. That’s just poor construction. That means it’s not Lean. That means it’s classical business management. That means it’s ineffective. That means person has room to grow. And that’s great.
  • Lean systems eliminate weekend work: shouldn’t have to if using Lean systems – Company phenomenal company with phenomenal leadership. Used to work weekends all time. Once they implemented Takt production system, they stopped working Saturdays, like wholesale. Get their projects done early and phenomenal. If you’re working weekends, massive part of your system is broken because you shouldn’t have to if you’re using Lean systems.

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 Construction Leaders

Here’s what I want you to do this week. Stop accepting that it’s “just construction” to work Saturdays and weekends. Stop accepting that it’s “just construction” to be stressed out all the time and be away from your families. That’s just poor construction. That means it’s not Lean. That means it’s classical business management. That means it’s ineffective.

If you’re having to work Saturdays, you don’t have Lean system installed on your project site. There is root cause to it. Every single time you implement system properly, you can get work done. If don’t have stupid milestone, can get work done in time and never have to work Saturday.

Instead of shaming people, understand this: If you’re working Saturdays, massive part of your system is broken. That’s good news because we can go fix it.

Get operating manual. Provide training to project delivery team members. Monthly field walks in form of support. That’s just how it is. That’s just how life works in construction with Lean Systems.

Stop complaining about meetings. Stop complaining about flowing on rhythm. Stop holding to old-timey thoughts of “just move here and do that and get ahead on that floor.” Look around. You’re in sea of successful projects with successful supers finishing early. They’re following system. Follow the system.

Company used to work weekends all time. Once they implemented Takt production system, they stopped working Saturdays, like wholesale. Get their projects done early and phenomenal. You can too. As we say at Elevate, working Saturdays means massive part of system is broken. Lean systems eliminate weekend work. Not just construction it’s poor construction. Fix the system.

On we go.

Frequently Asked Questions

Why does working Saturdays mean the system is broken?

If you’re having to work Saturdays, you don’t have Lean system installed on your project site. There is root cause to it. Every single time you implement system properly, you can get work done. If don’t have stupid milestone, can get work done in time and never have to work Saturday. Massive part of system is broken because shouldn’t have to if using Lean systems.

How did this company stop working weekends?

Company used to work weekends all time. Once they implemented Takt production system, they stopped working Saturdays, like wholesale. Get their projects done early and phenomenal. Things start to go well at every job site where have operating manual, provide training to project delivery team members, and monthly field walks in form of support.

What happens when superintendent won’t adapt to systems?

One job where superintendent won’t adapt to systems and just will not do it. Complains about meetings, complains about flowing on rhythm, holds to old-timey thoughts. It’s just not working. He’s in sea of successful projects with successful supers finishing early, and they’re following system and he’s not. He’s not on schedule and they’re working Saturdays.

Is working weekends “just construction”?

No. It’s not just construction to have dirty job site. Not just construction to have chaos. Not just construction to have to work Saturdays and weekends. Not just construction to be stressed out all time and be away from your families. That’s just poor construction. Means it’s not Lean. Means it’s classical business management. Means it’s ineffective.

What’s the good news about working Saturdays?

If you’re working Saturdays, means massive part of your system is broken. That’s good news because we can go fix it. Get operating manual, provide training, monthly field walks. Every single time implement system properly, can get work done in time and never have to work Saturday.

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

Getting Feedback from People Forced into a System

Posted on by Danny Jiménez⁩
Read 16 min

Getting Feedback from People Forced Into a System (Why Implementation Matters More Than the System)

Let me tell you a little bit of a story for why I’m thinking about this topic. There’s a client that we work with that is not holding their superintendents accountable. Basically, superintendents in that company can kind of do whatever they want. There’s literally no accountability and they’re not implementing the system and nobody asked the superintendents if they wanted to implement this system.

And one of the big things is the system was forced on them. It wasn’t a scenario where they were given an operating manual and then training and then support on the project site. It was just, “Here, go do this and Lean Takt and Elevate, go figure this out.”

The Right Way: Operating Manual, Training, and Support

And we’ve been very clear ever since the beginning. And interestingly enough, this company has seen other companies have an operating system, which we helped them create. Seen the deployed training and also seen the field walks where you provide support because leadership is really about, in my opinion, clarity, training, and then support to get to that measurement, to get to where they need to be. And they’re not doing any of that. And it literally, it’s just like chucking it over the wall. Like it becomes like this flavor of the month thing that the company is doing and it’s really just not wise in my opinion.

The Survey Results: They’re Grading the Implementation, Not the System

And the kicker of it all is they ask, “Hey, how is it going?” And just so you know, I’m not really worried about it. Like this doesn’t offend me. We’ve got clients like everywhere. Like we work with hundreds of companies that just absolutely love our work. I’m not really worried about this from like an actual, is it accurate standpoint.

But I am worried about it from their standpoint. They’ve surveyed their people and they’re like, “How do you like working with Lean Takt and Elevate? And how do you like the Takt production system?” And it’s, “I don’t like it. It’s something new. My older systems were better. I find it frustrating. I don’t know how to use the software, blah, blah, blah.”

And it’s super interesting because what they’re not grading is us and they’re not grading the Takt production system. They’re grading the failure to follow the process of how scaling actually works.

If You Force a System, Expect Bad Scores

And so my point isn’t to complain, but my point is to make sure that everybody knows if you get asked for feedback from people forced into a system, be prepared to get a bad score over and over and over again. This changes tomorrow, well, not tomorrow, maybe in a month, next month, that’s a little bit dramatic. When we create an operating system, when we deploy training and when we provide monthly support, then the folks will be like, “Yeah, I like this. I see the results go well, I’ll never go back.” It happens every time when you follow that pattern.

Here’s why forcing systems fails:

  • System forced without operating manual, training, or field support: “go figure this out” – System was forced on them. Wasn’t scenario where given operating manual and then training and then support on project site. Was just, “Here, go do this and Lean Takt and Elevate, go figure this out.” We’ve been very clear ever since beginning. This company has seen other companies have operating system, which we helped them create. Seen deployed training and also seen field walks where provide support because leadership really about clarity, training, and then support to get to that measurement, to get to where need to be. They’re not doing any of that. Literally just like chucking it over wall. Becomes flavor of month thing company doing and really just not wise.
  • No accountability: superintendents can do whatever they want, not implementing system – Client not holding their superintendents accountable. Basically superintendents in that company can kind of do whatever they want. Literally no accountability and not implementing system and nobody asked superintendents if wanted to implement this system.
  • Survey results bad: grading failure to follow process, not grading the system itself – They’ve surveyed their people: “How do you like working with Lean Takt and Elevate? How do you like Takt production system?” And it’s, “I don’t like it. It’s something new. My older systems were better. I find it frustrating. I don’t know how to use software.” Super interesting because what they’re not grading is us and not grading Takt production system. They’re grading failure to follow process of how scaling actually works.
  • When follow pattern: operating system, deploy training, provide monthly support, results change – This changes maybe in month, next month. When we create operating system, when deploy training and when provide monthly support, then folks will be like, “Yeah, I like this. I see results go well, I’ll never go back.” Happens every time when follow that pattern.
  • Leadership is clarity, training, and support to get to measurement – Leadership really about, in my opinion, clarity, training, and then support to get to that measurement, to get to where they need to be. Not just chucking it over wall. Not flavor of month. Need operating manual, training, and field support.

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

A Warning for Construction Leaders

So that’s just a little warning for me to everybody whom I love. If you get asked for feedback from people forced into a system, be prepared to get a bad score over and over and over again.

A Challenge for Construction Companies

Here’s what I want you to do this week. Stop forcing systems on your people. Stop chucking it over the wall. Stop making it flavor of the month. Give them operating manual. Deploy training. Provide monthly support on project site. Leadership is about clarity, training, and then support to get to that measurement, to get to where they need to be.

Hold superintendents accountable. Don’t let superintendents do whatever they want. Literally no accountability means not implementing system. When you create operating system, deploy training and provide monthly support, then folks will be like, “Yeah, I like this. I see results go well, I’ll never go back.” Happens every time when follow that pattern.

Don’t survey people forced into system and expect good results. What they’re grading is not the system itself. They’re grading failure to follow process of how scaling actually works. “I don’t like it. It’s something new. My older systems were better. I find it frustrating. I don’t know how to use software.” That’s grading implementation failure, not system failure. As we say at Elevate, feedback from people forced into system will be bad. Need operating manual, training, and field support. Without clarity, training, support, system fails.

On we go.

Frequently Asked Questions

Why do people give bad scores when forced into a system?

Because system forced without operating manual, training, or field support. Just, “Here, go do this and Lean Takt and Elevate, go figure this out.” Leadership about clarity, training, and support to get to measurement. They’re not doing any of that. Literally chucking it over wall. Becomes flavor of month thing. Not wise.

What are people actually grading when they say they don’t like the system?

Not grading us and not grading Takt production system. They’re grading failure to follow process of how scaling actually works. Survey results: “I don’t like it. Something new. My older systems were better. I find it frustrating. Don’t know how to use software.” That’s grading implementation failure, not system failure.

What’s the right way to implement a system?

Create operating system, deploy training, provide monthly support. Then folks will be like, “Yeah, I like this. I see results go well, I’ll never go back.” Happens every time when follow that pattern. Leadership is clarity, training, and support to get to measurement.

What happens when there’s no accountability?

Superintendents can do whatever they want. Literally no accountability and not implementing system. Nobody asked superintendents if wanted to implement system. System forced on them. Recipe for failure.

How does this change with proper implementation?

When create operating system, deploy training and provide monthly support, folks say, “Yeah, I like this. I see results go well, I’ll never go back.” Happens every time when follow that pattern. This is process of how scaling actually works.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go

The 10 Cs

Posted on by Danny Jiménez⁩
Read 35 min

The 10 C’s for Superintendents Part 1 (Create, Communicate, Control, Clear, Collaborate)

In this blog, we have Joe Daugherty, who’s going to share with us the 10 C’s, and this is really what is expected in their company for field leaders, and it really provides a neat pattern. Joe is a general superintendent with a small GC in Spokane, Washington. He runs jobs but is essentially in charge of their field operations, and they do light commercial, convenience store gas stations, and a lot of tenant improvements.

This is a framework that he’s developed for how their superintendents should run their projects.

The Framework: Control, Calm, and Creating the Right Experience

The 10 C’s were designed to be a framework that will give a clear standard to superintendents on how to lead and execute from start to finish, but still allowing them the freedom to use their own style, leverage their own strengths, that type of thing.

But everything boils down to keeping the job from chaos. We want control, and we want calm. And everything is rooted in creating that type of experience for not only us, our self-performed guys, and our customer, but our trades as well. We want the trades to say, “Oh, it’s a Cornerstone project? Oh, yeah, yeah. I want to do that one. I want to be on that one.” That’s what we want.

C #1: Create the Plan

The first one is create the plan. Fundamentally, a superintendent needs to know how he’s going to get from start to finish. A lot of guys out there will just show up, and they’ll set up their trailer, and they’ll just start going without a plan.

And if I was going to get in my car and visit Jason, I wouldn’t just get on the freeway and start driving west and south. I would want to know where I’m going. And so, it’s really important for the superintendent to have a plan, understand how he doesn’t necessarily at the beginning have to have all those details. He doesn’t have to have it down to the micro level.

But he needs to understand that, for instance, if we’re talking about a fuel station, he needs to understand that, “OK, I’m getting my underground storage tanks in early, and I’m moving on to my building. Then I’m understanding when site work is going on, how I’m going to move into finishes, and understand that we’ve got a six-month time frame here to do this. How am I going to do that?”

Creating the plan is essential, because otherwise, if it’s not your plan, then you’re stuck just reacting to someone else’s version of it. So, this is about understanding the job, sequencing it correctly, and thinking ahead before the work actually starts.

C #2: Communicate the Plan

The second one is communicate the plan. We all know that if you could have the greatest plan in the world, but if you keep it in your head, it’s no plan at all. And that might seem basic, but I find myself falling into that pattern sometimes without realizing it. I’ve got a plan for the week, but then I’ll realize, how have I really told everybody what this plan is and what I want to get done?

So, it is a constant reminder that we need to use our voices. We need to talk. I like to call them, I don’t know why I started calling them, I don’t call them daily huddles. I just call them a muster. Just getting everybody together, set the expectations. So, everybody knows, nobody can say that I didn’t know I was supposed to do that.

But also, beyond that, they have to have the big picture. We had a superintendent work for the company who isn’t with us any longer, but he would always say things like, “I don’t like to give the guys the big picture because then they start thinking for themselves.” Like, yes. That’s a good thing.

But anyway, so it’s surprising how many people think like that, but communicate the plan. Because that’s where most of us struggle. We have the plan, but we don’t fully communicate it. And if the team doesn’t know the plan, then there isn’t one.

Clear is kind. Unclear is unkind. We use that at Cornerstone all the time.

The Best Tool for Communicating: Big Screen in the Trailer

What is your biggest trick for communicating the plan? A big screen in my trailer. And you can visualize everything right then and there. Our trailers aren’t real big. We don’t have double wides or anything like that. Our job trailers are generally like eight by 25 or something like that. So there’s not a lot of room for getting guys to assemble.

So, when you’re in the early phases of a project where it might be cold and wet and you’ve got no structure, a lot of times I’ll have to do these things over a Teams call or a Zoom call. But I always have a big screen on my trailer wall. And it’s usually connected to one of my monitors, it’s a mirror of one of my monitors.

And so, I could bring up the Takt plan. I use Intakt pretty much exclusively now, but you remember a point where I was using Bluebeam to kind of map out that plan. So, either or, just getting that thing up on the wall so people can see it in real time is probably the most important thing.

C #3: Control the Environment

Controlling the environment. People can feel when they walk on a job site if the job site’s calm or chaotic. You can just, you’ve been in those situations where you can feel tension in the air. And so, it’s very important for the superintendent—and this is why we talk about keeping a clean site and organized site, safety at the forefront. You want people to know when they step on the site, this job’s under control.

So controlling the environment is the third C. And the thing about these C’s is they’re all, they all dovetail with each other because another way that you can control your environment is by creating a plan and communicating the plan. So, they all kind of work together.

The Concert Analogy: Security Makes the Concert Fun

An analogy came to me. Let’s say you’re going to a concert. If you don’t have control of whether or not people bring in full cans of beer or phones or whatever, and one person in the audience throws their phone at the performer and then they cancel the concert, that’s not respectful to people.

But if those security lines are like, “Nope, you will open your sodas or your beer so that you can’t throw them on stage. No, we are locking up the phones. No, we are making sure there’s no weapons. No, we are making sure that it’s a safe, secure environment. Only people who have bought tickets are in here.” Then you go and you enjoy the concert and people have fun.

So, nobody would say, “Oh my gosh, I didn’t have any fun at the concert because I had to go through security.” No, security and the rules are what make the concert fun. It’s the same thing on our job sites. We have absolute control of the environment, the safety and the cleanliness because that is what allows human beings to have fun, enjoy their work and go home safe every night.

C #4: Clear the Path

Next C: clear the path. And so, this is a big thing for a superintendent. Superintendent is there to make sure that everybody has the tools and opportunity to succeed. If your electrician falls flat and you allowed the plumber to stack, or your civil contractor needs to know some drywall locations, you can’t, you have to make sure you get that done for them. You get it done on time.

One of the big things, when I do my job walks, I’ll just walk up. I’ll say, “Hey, Paul, how’s your world today? What can I do for you? Is there anything I could do?” The proverbial greasing of the wheels so that the machine can keep moving forward.

So, clearing the path. Every day, the superintendent’s looking: “OK. What could slow my team down? What could slow the plan down? What could become a roadblock or an obstacle if I let it? How do I eliminate this before it becomes a problem?”

I remember a long time ago, a superintendent said, “Yeah, I’ve only got two guys here. I really need to hold on to these guys in case any fires pop up. I gotta make sure I got a guy here.” And I’m just thinking, “You’re planning on fires.” We should plan on not having fires.

Leadership Is Clarity, Training, and Support

Before I went to Japan, I couldn’t really explain what leadership is. And in Japan, I learned it’s clarity, training, and support. If you’re a leader, if you are clear about where we’re going, you enable your people through training and capability, and you support them along their path. And that’s what you’re talking about: clear the path.

C #5: Collaborate with the Team

The fifth C is collaborating with the team. You’re not going to build it alone. All of the people on your project are professionals with skills. They should have say-so on what the best way for them to do their job is. But you have to communicate about these things. You have to talk about these things.

So ultimately, you’re not going to do what’s best for one person or self-optimize your schedule, but you’re coming up with a plan together on how you’re going to get this job complete. And you can’t just create your schedule and go out and tell your guys exactly what they’re going to do. Because you need their input. You need their expertise. You need their professional experience on how to get your project done efficiently with the quality the customer deserves.

I’ve heard superintendents who all they do is complain about their subs and how they’re not performing and they make it out that the trades are their enemies, and they’re going to get the job done in spite of them. But that’s just so sad to me when I see that type of attitude from a superintendent, because the first thing I want to do is make sure that guys are able to do the job and go home and feel like they accomplished something. Not stifled. Not put in a box.

When people feel like they’re part of the plan, they execute better.

Here are the first 5 C’s for superintendents:

  • Create the plan: understand job, sequence correctly, think ahead before work starts – Fundamentally, superintendent needs to know how going to get from start to finish. Lot of guys just show up, set up trailer, start going without plan. Wouldn’t just get on freeway and start driving. Want to know where going. Important for superintendent to have plan, understand how. Doesn’t necessarily have to have all details down to micro level. But needs to understand: getting underground storage tanks in early, moving on to building, understanding when site work going on, how moving into finishes, got six-month time frame. Creating plan essential, because otherwise, if not your plan, stuck reacting to someone else’s version of it. About understanding job, sequencing correctly, thinking ahead before work actually starts.
  • Communicate the plan: big screen in trailer, muster, give big picture – If could have greatest plan in world, but if keep in head, it’s no plan at all. Might seem basic, but find myself falling into that pattern without realizing it. Got plan for week, but realize how have I really told everybody what this plan is. Constant reminder need to use voices. Need to talk. Call them muster. Getting everybody together, set expectations. Everybody knows, nobody can say didn’t know supposed to do that. Also beyond that, have to have big picture. Clear is kind. Unclear is unkind. Use big screen in trailer. Always have big screen on trailer wall connected to monitors. Bring up Takt plan. Use Intakt exclusively now. Getting thing up on wall so people can see in real time most important thing.
  • Control the environment: clean site, organized site, safety at forefront – People can feel when walk on job site if job site’s calm or chaotic. Can feel tension in air. Very important for superintendent—this is why talk about keeping clean site and organized site, safety at forefront. Want people to know when step on site, this job’s under control. Controlling environment is third C. These C’s all dovetail with each other because another way control environment is by creating plan and communicating plan. All work together. Like concert: security and rules are what make concert fun. Same thing on job sites. Have absolute control of environment, safety and cleanliness because that is what allows human beings to have fun, enjoy work and go home safe every night.
  • Clear the path: grease wheels, eliminate roadblocks before they become problems – Superintendent there to make sure everybody has tools and opportunity to succeed. If electrician falls flat and allowed plumber to stack, or civil contractor needs to know drywall locations, have to make sure get that done for them. Get it done on time. When do job walks, walk up, say, “How’s your world today? What can I do for you?” Proverbial greasing of wheels so machine can keep moving forward. Every day, superintendent looking: “What could slow my team down? What could slow plan down? What could become roadblock or obstacle? How eliminate this before becomes problem?” Leadership is clarity, training, and support. Clear the path.
  • Collaborate with the team: need their input, expertise, professional experience – Not going to build it alone. All people on project are professionals with skills. Should have say-so on what best way for them to do their job is. Have to communicate about these things. Talk about these things. Not going to do what’s best for one person or self-optimize schedule. Coming up with plan together on how going to get job complete. Can’t just create schedule and go out and tell guys exactly what going to do. Need their input. Need their expertise. Need their professional experience on how to get project done efficiently with quality customer deserves. When people feel like they’re part of plan, they execute better.

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

The Concrete Paving Example: All 5 C’s Wrapped Up

Recent project, we had to do a bunch of concrete paving. So, we ended up changing from asphalt to concrete for the site paving. It was a diesel island addition. And so, because of the time of year in the Northwest, you can’t pave at all times of the year. So, in order to get the project open so the customer could begin their return on investment, they decided to go ahead and pave the site in concrete.

So, we had a week plus to get this done. So, I broke the project into zones, but first thing I have to do is I have to talk to my concrete guy. “What’s a reasonable number of yards you think you could pour?” This was six-inch paving. “What’s the reasonable amount of concrete you can pour in a day with your crew?” I need to ask him that. I can’t just come up with it on my own.

So, in order to create my zone size, I kept it at or below a hundred yards what we decided. And so now I ask him, “OK, how should we break these zones up?” And I started to realize later on, I wouldn’t have even thought of that. He’s thinking about how wide of an area can I finish, what can I send my boat float across? So, he was like, “I need narrow zones.”

So, he tells me, so I come up with this plan, color coded in Bluebeam. And I assign it later so we can pick, this is what we’re going to do Monday, then Tuesday, then Wednesday. And that guy, his crew worked so hard. I bought him lunch twice. They were just working their tails off and they got it done. They got every day done like we planned.

But if it was my plan to begin with and only my plan, it wouldn’t happen. I needed to work with him and come up with that plan. I created a visual so we could communicate that plan. I could print it. Not all the guys spoke English on the concrete crew, but amazing concrete guys. But a picture: “Here’s what we’re pouring today.”

So, it was like all five C’s wrapped up into one scope.

The Theme of the First 5 C’s: Execute Our Day-to-Day

What is the theme of those five? This is how we execute our day-to-day.

A Challenge for Superintendents

Here’s what I want you to do this week. Create the plan. Fundamentally, know how you’re going to get from start to finish. Don’t just show up, set up trailer, start going without plan. Understand job, sequence correctly, think ahead before work starts.

Communicate the plan. If you have greatest plan in world but keep in head, it’s no plan at all. Use your voices. Get everybody together, set expectations. Give big picture. Clear is kind. Unclear is unkind. Use big screen in trailer. Bring up Takt plan. Get thing up on wall so people can see in real time.

Control the environment. People can feel when walk on job site if job site’s calm or chaotic. Keep clean site and organized site, safety at forefront. Want people to know when step on site, this job’s under control. Like concert: security and rules make concert fun. Have absolute control of environment, safety and cleanliness. Clear the path. Make sure everybody has tools and opportunity to succeed. When do job walks, ask, “What can I do for you?” Grease wheels so machine can keep moving forward. Look: “What could slow team down? How eliminate before becomes problem?” Leadership is clarity, training, and support.

Collaborate with the team. Not going to build it alone. All people on project are professionals with skills. Have to communicate. Come up with plan together. Need their input, expertise, professional experience. When people feel like they’re part of plan, they execute better. As we say at Elevate, 10 C’s for superintendents by Joe Daugherty: create plan, communicate plan, control environment, clear path, collaborate with team. Execute day-to-day.

On we go.

Frequently Asked Questions

What is the framework of the 10 C’s?

Framework gives clear standard to superintendents on how to lead and execute from start to finish, but still allowing freedom to use own style, leverage own strengths. Everything boils down to keeping job from chaos. Want control and calm. Everything rooted in creating that type of experience for us, self-performed guys, customer, and trades. Want trades to say, “It’s Cornerstone project? I want to be on that one.”

What does “create the plan” mean?

Fundamentally, superintendent needs to know how going to get from start to finish. Don’t just show up, set up trailer, start going without plan. Important to have plan, understand job. Doesn’t have to have all details down to micro level. But needs to understand: getting underground storage tanks in early, moving on to building, when site work going on, how moving into finishes. Creating plan essential because otherwise stuck reacting to someone else’s version.

How do you communicate the plan?

Big screen in trailer. Always have big screen on trailer wall connected to monitors. Bring up Takt plan. Use Intakt exclusively. Get thing up on wall so people can see in real time. Call them muster. Get everybody together, set expectations. Give big picture. Clear is kind. Unclear is unkind.

What does “control the environment” mean?

People can feel when walk on job site if calm or chaotic. Important for superintendent to keep clean site and organized site, safety at forefront. Want people to know when step on site, this job’s under control. Like concert: security and rules make concert fun. Same on job sites. Have absolute control of environment, safety and cleanliness allows human beings have fun, enjoy work, go home safe.

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