Month: May 2026

Elevating Construction Superintendents – Period 3

Posted on by Danny Jiménez⁩
Read 21 min

Are You Sending Them Home or Letting It Slide?

You see worker without safety glasses. What do you do? Let it slide? Give warning? Most superintendents let it slide. Or give warning. But here’s what you should do: send them home for day. Say to them: because I care about your safety, we need to give you time to focus, retrain, or plan work. Let’s have you go home for day and you can come back tomorrow for orientation, unless it’s major violation. Send email to their company explaining why that person was allowed to go home for their own safety and benefit of their family. Ask that person is retrained. Offer for them to come back through orientation if not major violation. Log name and violation on log to track repeat offenders or folks who cannot come back. If minor, they come back through orientation. If they do it again, they cannot come back. If serious violation that could have killed them, they cannot come back. Hold the line. Don’t budge. Be strict. Calm trade partners. In few weeks, site will uphold standard without lot of oversight. Every new wave of contractors will have to be trained. If you implement zero tolerance on site, you can have remarkably well-run project. Fewer safety incidents. Less need for babysitting in field. But most superintendents think that’s too harsh. Think sending someone home for safety glasses is overreaction. Think it will cause problems with trades. Think it’s not worth the fight. And that’s why their sites have safety incidents. Workers not wearing fall protection properly. Materials delivered late and unstaged. Sites filthy. Non-quality work left uncovered. Because they let safety glasses slide, they let everything slide. Important standards kept like minimum standards are kept. It’s mental and behavioral trigger. Start with safety glasses. Has psychological effect. Sets standard of behavior on site.

Here’s what most superintendents miss. They think zero tolerance is harsh. Too strict. Will cause problems. But actually zero tolerance creates remarkably well-run projects. Fewer safety incidents. Less babysitting. Because once your eyes are opened to waste, it becomes annoyance difficult to ignore. DOWNTIME acronym for 8 wastes: Defects, Overproduction, Waiting, Non-utilized talent, Transportation, Inventory, Motion, Extra processing. Every waste you see should annoy you. And 5S for cleanliness and organization: Sort, Set in order, Shine, Standardize, Sustain. But teams don’t enforce standards because think it’s too harsh to send someone home for safety glasses. So they let it slide. Then let fall protection slide. Then let deliveries slide. Then let cleanliness slide. Then let quality slide. Then wonder why project has safety incidents and chaos when answer is they never held line. Never enforced standard. If someone won’t wear safety glasses, they won’t wear fall protection properly. Important standards kept like minimum standards are kept. It’s psychological effect and behavioral trigger.

The challenge is most superintendents never learned zero tolerance is what creates well-run projects, not what destroys them. They think sending people home causes problems with trades. Think it’s overreaction. Think it’s not worth fight. But that’s backwards. Letting it slide is what causes problems. Creating culture where violations accepted is what creates chaos. Not enforcing standards is what requires constant babysitting. Zero tolerance is what creates self-sustaining culture. Hold line. Don’t budge. Be strict. In few weeks, site upholds standard without oversight. But superintendents afraid to enforce, wonder why sites chaotic when answer is they never created culture of accountability starting with simple thing like safety glasses.

Learn the 8 Wastes: DOWNTIME

Earlier mentioned 8 wastes of construction that supervisor must know. Good way to memorize them is use acronym DOWNTIME. They are as follows:

Defects: Waste caused by rework, scrap, incorrect or insufficient information.

Overproduction: Waste caused by making more than is required, or more than is required right now.

Waiting: Waste caused by wasted time, waiting for next process step to occur.

Non-utilized Talent: Waste caused by failure to tap into knowledge and expertise available in organization.

Transportation: Waste caused by unnecessary movement of products and materials.

Inventory: Waste caused by products or materials sitting on project site, not being used or installed.

Motion: Waste caused by excess movement by people such as walking around and being on treasure hunts.

Extra Processing: Waste caused by working something over more than once, or having waste in value stream.

Once your eyes are opened to waste, it becomes annoyance that is difficult to ignore. Waste should bother you. Should make you want to eliminate it. Every instance of DOWNTIME should trigger response to fix root cause.

5S: Sort, Set in Order, Shine, Standardize, Sustain

Five S’s are principles to maintain cleanliness and organization on project site. They are:

Sort: Remove what is not needed. Get rid of unnecessary items, tools, materials cluttering workspace. Only keep what’s essential for current work.

Set in Order: Organize what remains. Everything has place. Everything in its place. Create logical arrangement enabling efficient work flow.

Shine: Clean your area in detail. Sweep, wipe down, remove debris. Clean workspace enables seeing problems and maintaining standards.

Standardize: Create standard procedures for maintaining first three S’s. Make it routine. Build into daily habits and expectations.

Sustain: Continue the practice. Don’t let it slip. Maintain standards over time. Make it part of culture, not one-time event.

5S creates environment where waste is visible, problems surface quickly, and teams can work efficiently. Without 5S, sites become cluttered, disorganized, unsafe. With 5S, sites run smoothly with less supervision.

Zero Tolerance: Starting with Safety Glasses

If honest mistake that could not have been prevented by being mentally present, having good attitude and typical training, I would remind them. Starting with safety glasses is my preference. It has psychological effect. Sets standard of behavior on site.

If someone will not wear their safety glasses, they will not wear their fall protection properly. Important standards will be kept like minimum standards are kept. It is mental and behavioral trigger.

Enforcement of:

  • On-time deliveries.
  • Organization.
  • Just-in-time deliveries and intentional staging of materials.
  • Perfect cleanliness.
  • Not covering or leaving non-quality work.

Everyone on site must set example and enforce policy. Orientation should explain approach to everyone. Daily safety huddles should remind people and train them on standards.

If someone is observed violating, you say to them: because I care about your safety, we need to give you time to focus, retrain, or plan work. So let’s have you go home for day and you can come back tomorrow for orientation, unless it is major violation.

Send email to that person’s company explaining why that person was allowed to go home for their own safety and benefit of their family. Ask that person is retrained and offer for them to come back through orientation if not major violation.

Log name and violation on log to track repeat offenders or folks who cannot come back.

If it is minor, they come back through orientation. If they do it again, they cannot come back. If it is serious violation that could have killed them, they cannot come back.

Hold the line. Don’t budge. Be strict. Calm trade partners. And in few weeks, site will uphold standard without lot of oversight. Every new wave of contractors will have to be trained.

If you implement zero tolerance on site, you can have remarkably well-run project. You will have fewer safety incidents and have less need for babysitting in field.

The System Failed You

Let’s be clear. When superintendents let safety violations slide, it’s not entirely their fault. The system failed by teaching that zero tolerance is too harsh. Nobody showed that sending someone home for safety glasses creates psychological effect and behavioral trigger. Nobody explained that if someone won’t wear safety glasses, they won’t wear fall protection properly. Important standards kept like minimum standards are kept. The system taught give warnings when actually hold the line.

The system also failed by not teaching the 8 wastes using DOWNTIME acronym. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. Defects, Overproduction, Waiting, Non-utilized talent, Transportation, Inventory, Motion, Extra processing. Once eyes opened to waste, becomes annoyance difficult to ignore. Should bother you. Should trigger response to eliminate it. The system taught tolerate waste when actually eliminate it.

The system fails by not teaching 5S creates self-sustaining culture. Sort, Set in order, Shine, Standardize, Sustain. Creates environment where waste is visible, problems surface quickly, teams work efficiently. Without 5S, sites become cluttered, disorganized, unsafe. With 5S, sites run smoothly with less supervision. But teams never taught this wonder why sites chaotic when answer is they never implemented 5S creating foundation for organization.

The Challenge

Here’s your assignment. Stop letting violations slide. Start implementing zero tolerance.

Learn the 8 wastes using DOWNTIME acronym. Defects, Overproduction, Waiting, Non-utilized talent, Transportation, Inventory, Motion, Extra processing. Once your eyes opened to waste, it becomes annoyance difficult to ignore. Let it bother you. Trigger response to eliminate root cause. Every instance of DOWNTIME should make you want to fix it.

Implement 5S for cleanliness and organization. Sort (remove what’s not needed). Set in order (organize what remains). Shine (clean area in detail). Standardize (create standard procedures). Sustain (continue practice over time). Make it part of culture, not one-time event. Creates environment where waste visible, problems surface quickly, teams work efficiently.

Start zero tolerance with safety glasses. Has psychological effect. Sets standard of behavior on site. If someone won’t wear safety glasses, they won’t wear fall protection properly. Important standards kept like minimum standards are kept. It’s mental and behavioral trigger.

When someone violates, say: because I care about your safety, we need to give you time to focus, retrain, or plan work. Let’s have you go home for day and come back tomorrow for orientation, unless major violation. Send email to company explaining why allowed to go home for their safety and family’s benefit. Ask person is retrained. Offer to come back through orientation if not major violation.

Log name and violation to track repeat offenders. If minor, come back through orientation. If they do it again, cannot come back. If serious violation that could have killed them, cannot come back.

Hold the line. Don’t budge. Be strict. Calm trade partners. In few weeks, site will uphold standard without lot of oversight. Every new wave of contractors will have to be trained.

If you implement zero tolerance, you can have remarkably well-run project. Fewer safety incidents. Less need for babysitting in field.

On we go.

FAQ

What are the 8 wastes using DOWNTIME acronym?

Defects (rework, scrap, incorrect information), Overproduction (making more than required right now), Waiting (wasted time waiting for next process), Non-utilized talent (failure to tap into knowledge), Transportation (unnecessary movement of products), Inventory (materials sitting not being used), Motion (excess movement by people), Extra processing (working something over more than once).

What is 5S?

Sort (remove what’s not needed), Set in order (organize what remains, everything has place), Shine (clean area in detail), Standardize (create standard procedures for maintaining first three), Sustain (continue practice over time, make it culture). Creates environment where waste visible, problems surface quickly, teams work efficiently.

Why start zero tolerance with safety glasses?

Has psychological effect. Sets standard of behavior on site. If someone won’t wear safety glasses, they won’t wear fall protection properly. Important standards kept like minimum standards are kept. It’s mental and behavioral trigger for all other standards: on-time deliveries, organization, just-in-time staging, perfect cleanliness, not leaving non-quality work.

What do you do when someone violates zero tolerance?

Say: because I care about your safety, we need to give you time to focus, retrain, or plan work. Go home for day, come back tomorrow for orientation unless major violation. Send email to company explaining why. Ask person is retrained. Log name and violation. If minor, come back through orientation. If do it again, cannot come back. If serious violation that could have killed them, cannot come back.

How long does it take for zero tolerance to work?

Hold line. Don’t budge. Be strict. Calm trade partners. In few weeks, site will uphold standard without lot of oversight. Every new wave of contractors will have to be trained. Remarkably well-run project. Fewer safety incidents. Less babysitting.

 

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.

Elevating Construction Superintendents – Period 1

Posted on by Danny Jiménez⁩
Read 22 min

Are You Writing It Down or Forgetting It?

You walk the project site. See something needs fixing. Make mental note. Observe safety issue. Notice material problem. By afternoon, forgot half of what you saw. That’s why general superintendent on $150 million prison kept voice recorder on his person. Walked buildings observing things. Recorded verbal notes. Things to do. Things to delegate. Things to follow up on. Returned to office. Transcribed notes onto to-do list. Never a time he observed something when he did not write it down for follow-up and action. We often hear: I have a good memory, I don’t need to write it down. These are most unorganized people. Nobody so intelligent or sharp they don’t need to write down to-do items. If somebody tries to remember specific items, those things stored in active memory causing stress and reducing capacity to be mentally present. Bottom line: if you don’t make note of it, more than likely it isn’t going to get done. People who cannot remember assignments are hazardous to team because they burden others with their responsibilities. If he or she didn’t write it down, it ain’t going to happen.

Here’s what most superintendents miss. They trust their memory. Walk site making mental notes. Confident they’ll handle it all. But by afternoon half is forgotten. Items get neglected. People get burdened. There is absolutely no way person can remember all things to be done. Absolutely no way person with good memory can remember to follow up at exact time with right context. Senior builders walking site look to see if person writing things down. That’s first test. People who always forget do not succeed. Employees who remember and follow up will be fulfilled and successful, will receive additional assignments and promotions because they can be counted on to execute.

The challenge is most superintendents never developed mission, resolutions, and habits supporting success. Success without fulfillment is ultimate failure. Tony Robbins said that. Story of distinguished leader who developed list of resolutions early in life. By age 14, already aware of mission he wanted to fulfill. Jotted down resolutions describing chosen behaviors, how he would dress, how he would conduct himself. Outlined moral and ethical resolutions. Kept that list on his person throughout life. Referred to it as anchor to success. People with no direction stagnate in career. Need mission. Need resolutions. Need habits.

Create Your Mission, Resolutions, and Habits

Acting as supervisor is one of most strenuous roles in construction. To be successful, must create mission for personal life and work, examine ability and resolve to carry out mission, set up habits that support effort to reach goals.

Success without fulfillment is ultimate failure. Author Mark Devine in Unbeatable Mind describes mapping out vision of success. Challenged everyone to think about what we would want people to say about us when deceased, eulogies spoken at funerals, what we could look back on with pride.

Ponder these things:

  • Could you outline what you want your life to mean?
  • Can you name unique talents world needs that only you can give?
  • What would you have to do consistently to accomplish that mission?
  • What habits must you develop to be remarkable?

Create mission statement and list of resolutions based on who you want to be. Think of virtues, values, ethics, role models, mentors. Write those down and refer to them daily. Your success is ensured when correct principles are consistently implemented.

Write Everything Down: The Voice Recorder Story

One of first steps is habit of note-taking. Every great builder has to discern system that will trigger them to perform specific tasks, follow up on critical items, direct efforts.

Years ago, encountered general superintendent responsible for $150 million prison. Was working as new field engineer. Would walk with superintendent through buildings. Would see him observe something and utilize small voice recorder to take verbal notes. After many brief recordings, he would return to office and transcribe notes onto to-do list.

Never a time he observed something when he did not write it down for follow-up and action.

Any time senior builder walks site with worker and moment comes to delegate item, first thing mentor will do is look to see if person writing it down.

We often hear: I have a good memory, I don’t need to write it down. These are most unorganized people. Can guarantee they will neglect key items. Nobody so intelligent, so sharp, or with good enough memory that they don’t need to write down to-do items.

If somebody tries to remember items, those things stored in active memory causing stress reducing capacity to be present or remember additional items needed in moment.

People who cannot remember assignments and don’t follow up in appropriate timeframe are hazardous to team. Conversely, employee who remembers and follows up will be fulfilled and successful, will receive additional assignments and promotions.

Try this: for at least 60 days, write down everything you think needs to be done, everything delegated to you, everything you were told to do. Reference list at least three times throughout day.

The $300,000 Sewer Line: Honesty Always Wins

Honesty and integrity are principles inseparable from character of true leader. Integrity means always do right thing no matter who is watching. Honesty means always tell truth.

Remember time when was assistant superintendent responsible for site utilities. Had to supervise installation of underground electrical, coordinate sewer and duct bank, oversee installation.

When time to install sewer line, realized duct bank was in way. Immediate options offered would allow running sewer line through conduits out of code without inspector knowing. Installation required two-foot separation between duct bank and sewer line.

Instead of cutting corners, decided to be open and honest with project team. Told lead superintendent exactly what happened. He was disappointed but appreciated honesty. Fix was to install lift station to correct issue. Cost $300,000 from project contingency.

One of largest mistakes in career, but was soon released from burden because had been honest and open, had acted with integrity.

If someone is not honest, they will hide mistakes, blame others, never get to root cause. Will be haunted by mistakes showing up at wrong time causing waste and variation. Leader who does not speak with honesty will be cancer to team. Those types always end up demoted, punished, or terminated.

After realizing mistakes, immediately make contact with someone, bring problems to surface. Ignore impulse to hide error. Do not think, even for minute, to be dishonest in any way. Admit to mistakes and act with integrity.

Here is promise: you will never be hindered in your career, ever, if you are honest and act with integrity. You will always be able to take that next step, improve, act in manner that will bring success and fulfillment.

Morals and Ethics Create the Foundation

These may be human traits people think should be left to preachers and teaching of parents, but are unequivocal part of your character. Morals and ethics create foundation. Without them, all other success will fail.

When was new lead field engineer in Austin, Texas, found myself experiencing difficulty because was not honest. Did not have moral code. Did not do ethical things. Existed in that state for three years, but found way out with discovery of religious texts that introduced leadership.

Everyone on site needs code of ethics and sense of morality to make ethical and moral decisions. Who we are is more important than what we think we ought to do. Need foundation built on doing right thing and personal integrity. If we do not have firm foundation, we have no defense should we ever be accused of being dishonest or unethical.

Return to your roots and give scrutiny to your life from moral and ethical perspective. Seek self-help books. If you have spiritual or religious affiliation, continue those habits to strengthen dedication. If deficit in ethics and morals, educate yourself on ways to improve.

Best thing person can do to be successful in construction is become familiar with personal beliefs and dedication to religion or spiritual well-being. So many times people have to be let go, disciplined or demoted because they do not have moral or ethical background.

If you have foundation, you will never be caught by surprise. Will be able to make moral and ethical decisions, always know and do right thing, make better decisions. Will be looked up to as person of character, ready to change lives of many people.

The System Failed You

Let’s be clear. When superintendents trust memory instead of writing things down, it’s not entirely their fault. The system failed by not teaching that there is absolutely no way person can remember all things to be done. Nobody showed that if didn’t write it down, it ain’t going to happen. General superintendent with voice recorder never forgot anything. The system taught trust your memory when actually write everything down.

The system also failed by not teaching to create mission, resolutions, habits. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. Success without fulfillment is ultimate failure. Need mission for life and work. Need resolutions describing behaviors. Need habits supporting goals. Distinguished leader at 14 created resolutions, kept on his person, referred to as anchor to success. The system taught just work hard when actually need mission, resolutions, habits.

The system fails by not teaching honesty and integrity are non-negotiable. Duct bank in way of sewer line. Options offered to run out of code without inspector knowing. Instead, was honest. Cost $300,000. One of largest mistakes but released from burden because had been honest. You will never be hindered in career if honest and act with integrity. Leader who does not speak with honesty will be cancer. The system taught hide mistakes when actually bring problems to surface.

The Challenge

Here’s your assignment. Stop trusting memory. Start writing everything down.

Find system that works. Voice recorder. Notebook. Phone app. For 60 days, write down everything you think needs done, everything delegated, everything you were told to do. Reference list three times throughout day. If didn’t write it down, it ain’t going to happen.

Create mission, resolutions, habits. Outline what you want life to mean. Name unique talents world needs that only you can give. What would you do consistently to accomplish mission? What habits must you develop? Write those down. Refer daily. Success ensured when correct principles consistently implemented.

Always act with honesty and integrity. Do right thing even if no one watching. After realizing mistakes, immediately make contact, bring problems to surface. Ignore impulse to hide error. Do not think to be dishonest. Admit mistakes. Act with integrity. Practice is only way to establish right character.

Build foundation of morals and ethics. Who we are is more important than what we think we ought to do. Return to your roots. Give scrutiny to life from moral perspective. Seek self-help books. Continue spiritual or religious habits. If deficit, educate yourself.

You will never be hindered in career if honest and act with integrity. Always able to take next step, improve, act in manner bringing success and fulfillment.

On we go.

FAQ

Why is writing everything down so important?

No way person can remember all things to be done or follow up at exact time with right context. Trying to remember stores things in active memory causing stress reducing capacity. If didn’t write it down, it ain’t going to happen. People who cannot remember are hazardous to team.

What’s the voice recorder story?

General superintendent on $150 million prison kept voice recorder. Walked buildings observing. Recorded verbal notes: things to do, delegate, follow up. Returned to office. Transcribed notes to to-do list. Never observed something when didn’t write it down.

How do you create mission, resolutions, habits?

Outline what you want life to mean. Name unique talents world needs. What would you do consistently to accomplish mission? What habits must you develop? Create mission statement and resolutions. Write down. Refer daily. Success ensured when principles consistently implemented.

What’s the $300,000 sewer line story?

Assistant superintendent coordinating utilities. Duct bank in way of sewer line. Options offered to run out of code without inspector knowing. Instead, was honest with team. Fix was lift station costing $300,000 from contingency. Largest mistake but released from burden because honest and acted with integrity.

Why are morals and ethics important?

Create foundation. Without them, all other success fails. Who we are is more important than what we think we ought to do. Need foundation built on doing right thing and personal integrity. Leader who does not speak with honesty will be cancer to team. Always end up demoted, punished, or terminated.

 

 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.

Elevating Construction Superintendents – Part 3

Posted on by Danny Jiménez⁩
Read 25 min

Are You Keeping The Plan In Your Head or Sharing It?

You say: I don’t need to communicate schedule or hold site huddles with trades because I have plan in my head. I will just communicate with everyone individually. We don’t need meetings. That’s destructive. That’s unhealthy to working relationships with trade partners. It’s worked for so many years because it’s simply been status quo. But here’s what’s really happening. You’re focused on your work only. Planning to keep knowledge in your head and work things out in field by yourself. Why? Two possible suggestions: desire for control and credit. You want to control distribution of information. You want credit for carrying out work yourself. That’s taker mentality. What we need are givers, people willing to give of their time and knowledge to help throughput of communication. When superintendents keep things in heads instead of on visual plan, they cling to control, crave credit, waste valuable time. Trade partners confused, without direction, not productive because waiting for superintendent to come save day with information that only he or she has. It’s destructive and unhealthy. Alternative is well-communicated plan and schedules shared and coordinated in meetings. Production tracking with PPC scores. Visual systems everyone can see. That’s focused on throughput of communication, not individual control or individual credit.

Here’s what most superintendents miss. They think keeping plan in head shows intelligence. Shows they’re indispensable. Shows they’re in control. So they avoid meetings. Communicate individually. Keep schedule to themselves. But actually that’s taker mentality. Desire for control and credit. Trade partners on site confused. Without direction. Not productive. Waiting for superintendent. That wastes valuable time. Different from superintendent who runs effective meetings. Has clear purpose. Prepares beforehand. Hooks them from outset. Keeps their attention. Sensitive about people’s time. Provokes conflict getting healthy discussion. Shares plan on visual boards. Tracks production with PPC scores. Makes commitments weekly. Removes roadblocks fanatically. Creates flow. Trade partners know plan. Can see it. Can act on it. Don’t have to wait for superintendent to come save day. That’s giver mentality. That’s throughput of communication. That’s flow.

The challenge is most superintendents never learned how to hold effective meetings. Never learned production tracking with percent plan complete. Never learned visual systems creating flow. So they default to keeping plan in head. Communicating individually. Thinking that’s how it’s done. But meetings waste time because aren’t run effectively. Head of meeting lets people wander into personal stories. Off-topic tales designed to boost ego. Someone airs grievances that should be taken directly to superintendent. Agendas so boring they could double as prescription for narcoleptic. None acceptable. Meetings should be effective, engaging, upbeat. Should have healthy conflict in form of honest discussion about important issues. Should keep everyone’s attention. Well-run meetings are amazing. But superintendents never learned this, so avoid meetings entirely, keep plan in head, wonder why trade partners confused and project lacks flow when answer is they’re clinging to control and credit instead of sharing plan creating throughput of communication.

Hold Effective Meetings: Six Keys

First, have clear purpose for meeting. What do we want people to know or feel after it’s done? If meeting has no purpose, cancel it. If someone else asked you to hold meeting for them and there is no apparent purpose, cancel it. If you hold meeting and attendees aren’t prepared to present information, reschedule so everyone is prepared. Must be aiming for outcome. I want people to know exact steps to getting air on for this building. I want all of us to brainstorm on root cause of accident so we can leave knowing how this will never happen again. Both examples of outcomes requiring meeting.

Second, prepare beforehand. Only most skilled leaders can lead impromptu meeting, and even then, it’s irresponsible habit. Be sure purpose of meeting is clear to all who will attend. Provide all attendees with agenda listing discussion points of who will present relevant information. Attendees will know what topics will be addressed. Won’t be tempted to interrupt because worried concerns won’t be covered. Will know order of who will speak. Who can leave when topics no longer apply. Having agenda gives leader time to prepare to facilitate discussion. Be aware of subjects that may invite off-topic comments. Leaders must be prepared to redirect discussion strayed from agenda. People in room are there at considerable sacrifice and cost to themselves and company. Make every second worth their time.

Third, hook them from outset. Must catch everyone’s interest and get thoughts flowing within first few minutes. Consider creating moment everyone in room will remember. Joke. Video. Call to action. Something that will stick in minds. Keep it relevant to what will be discussed. Get them energized and ready to tackle topic. How you start is likely how you will continue. Get their attention and focus immediately.

Fourth, keep their attention. Do not guide meeting based only on content. Base flow of meeting on energy and attention of room. If losing people, speak louder, faster, or in more interesting way. If they’re bored because topic thoroughly discussed, move on. Ask question and get them talking. Whatever you do, don’t lose group and don’t lose control. If someone outright distracting or disruptive, call them out and stir conversation back to topic. Do it politely, but do it. Wasting time of group is disrespectful. Artful master of meetings will keep people’s attention and think on fly so discussion does not lose momentum.

Fifth, be sensitive about people’s time. Let people know in advance how long you think meeting will last. Then if meeting is done, end it. Do not wait for initially planned for end of time to arrive. We are trying to create remarkable experience in our meetings. Nothing dulls that more than being stuck in conference room when you could be acting on information you’ve received.

Finally, provoke conflict. If your team is not having healthy discussions at meetings and disagreeing with each other, then they do not trust each other. We need to mine for open discussion in every meeting. If everyone is just agreeing and not engaging, then they will only remember small fraction of information conveyed. We will have bottlenecked throughput of communication. Get them talking, arguing, offering solutions or problems, whatever it takes to get them to own and process plans and information presented in meeting. Everyone needs to weigh in and buy in.

Production Tracking: Percent Plan Complete

Problems on construction project belong to team. We need to see problems as soon as possible so they can be addressed quickly and effectively to minimize delays. No one should be trying to hide problems on job site. Problems can be found quickly through production tracking.

Master schedule with short interval schedules tied to milestones allows superintendents to quickly identify delays and shortages. Also allows them to predict future issues. Everyone should be anticipating roadblocks and potential problems as far into future as possible so we can continue to execute plans daily with consistent flow. Key to success is flow.

If we have pull plan that ties to milestone, we need to make commitments on weekly basis according to that pull plan. Every trade partner should make commitments as team for next day and next week, then track those commitments with daily progress reports. After tracking these commitments, performance should be graded.

In lean construction, there’s something called percent plan complete. PPC scores track amount of activities you’ve committed to and how many have been completed. For each contractor in any given week and for any phase of work, there will be PPC score tracking percentage of things committed to do as well as actually completed.

Tracking progress this way allows contractors to communicate reasons why they were unable to complete commitments so we can help them make corrections. Also allows us to grade overall performance and behaviors of organization and trade partners.

But main benefit of percent plan complete is to track and remove roadblocks to completion. Fanatical roadblock removal is key to any production tracking system. We need to gather this information regularly to create accountability.

Short Interval Scheduling Tied to Milestones

On some projects, work is complex enough that lead superintendent will work with superintendent level 1 or level 2. Lead superintendent is then in charge of planning and executing communication structure and work of entire project while level 1 and 2 superintendents will be focused on portions of work.

These components of overall project must be coordinated and executed according to their own schedules: short interval schedule. Level 1 and 2 superintendents responsible for focusing on details of these components for overall project. Will ensure work is done well, on time, with supplies and materials required.

Communication is essential between lead superintendent, project manager, and level 1 and 2 superintendents to make sure short interval schedules are completed at specific points or milestones of overall schedule. If completed in timely manner, overall project can continue to move forward. But delay disrupts entire construction schedule.

The System Failed You

Let’s be clear. When superintendents keep plan in head instead of sharing it, it’s not entirely their fault. The system failed by teaching that meetings waste time. Nobody showed that keeping things in head is about control and credit, not efficiency. Nobody explained that trade partners confused, without direction, waiting for superintendent to come save day with information only he or she has is destructive and unhealthy. The system taught keep plan in head when actually share plan creating throughput of communication.

The system also failed by not teaching how to hold effective meetings. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. Meetings waste time because aren’t run effectively. Head of meeting lets people wander into personal stories. Agendas boring. No one engaged. But meetings should be effective, engaging, upbeat. Should have healthy conflict. Should keep everyone’s attention. Well-run meetings are amazing. The system taught avoid meetings when actually run effective meetings with purpose, preparation, hooks, attention, time sensitivity, conflict.

The system fails by not teaching production tracking and visual systems. PPC scores track commitments and completions. Allow contractors to communicate reasons why unable to complete so we can help make corrections. Main benefit is track and remove roadblocks. Fanatical roadblock removal is key. Visual plans everyone can see. Not kept in superintendent’s head. The system taught individual control when actually create throughput of communication through shared visual systems and production tracking.

The Challenge

Here’s your assignment. Stop keeping plan in your head. Start sharing it.

Recognize when you’re clinging to control and credit. Saying: I don’t need to communicate schedule or hold site huddles because I have plan in my head. I will communicate individually. That’s taker mentality. Desire for control and credit. Trade partners confused. Without direction. Waiting for you. Wasting valuable time. That’s destructive.

Run effective meetings. Have clear purpose. What do we want people to know or feel after? If no purpose, cancel it. Prepare beforehand. Provide agenda. Hook them from outset. Catch everyone’s interest within first few minutes. Keep their attention. Base flow on energy and attention of room. Be sensitive about time. End when done. Provoke conflict. Mine for open discussion. Get them talking, arguing, offering solutions. Everyone needs to weigh in and buy in.

Implement production tracking. Make commitments weekly. Track with daily progress reports. Grade performance with PPC scores. Track amount of activities committed to and how many completed. Allows contractors to communicate reasons why unable to complete. Main benefit: track and remove roadblocks. Fanatical roadblock removal is key.

Use visual systems. Well-communicated plan and schedules shared and coordinated in meetings. Not kept in your head. Visual boards everyone can see. Master schedule with short interval schedules tied to milestones. Allows quickly identifying delays and shortages. Predicting future issues. Anticipating roadblocks far into future.

Create flow. Key to success is flow. Quick proactive reactions allow contractors to widen circle and tell general contractor before problem grows. Every action flows to rhythm. If roadblock interrupts rhythm because of lack of materials, manpower, or information, disrupts flow. Makes us lose money. Puts us behind schedule. Causes unintended consequences.

Stop being taker. Start being giver. Willing to give of your time and knowledge to help throughput of communication. Focused on throughput, not individual control or credit. That’s how you create flow.

On we go.

FAQ

Why is keeping the plan in your head destructive?

When superintendents keep things in heads instead of on visual plan, they cling to control, crave credit, waste valuable time. Trade partners confused, without direction, not productive because waiting for superintendent to come save day with information only he or she has. That’s taker mentality focused on individual control and credit instead of throughput of communication.

How do you hold effective meetings?

Have clear purpose. Prepare beforehand with agenda. Hook them from outset catching everyone’s interest. Keep their attention by basing flow on energy of room. Be sensitive about time, end when done. Provoke conflict mining for open discussion. Get them talking, arguing, offering solutions. Everyone needs to weigh in and buy in.

What is percent plan complete?

PPC scores track amount of activities you’ve committed to and how many have been completed. For each contractor in any given week and for any phase of work, PPC score tracks percentage of things committed to do as well as actually completed. Allows contractors to communicate reasons why unable to complete. Main benefit: track and remove roadblocks.

What is short interval scheduling?

Level 1 and 2 superintendents responsible for focusing on details of components for overall project. These components coordinated and executed according to their own schedules: short interval schedule. Must be completed at specific points or milestones of overall schedule. If completed in timely manner, overall project continues to move forward. But delay disrupts entire construction schedule.

How do you create flow?

Make commitments weekly. Track with daily progress reports. Remove roadblocks fanatically. Use visual systems everyone can see. Anticipate problems as far into future as possible. Quick proactive reactions allow contractors to widen circle before problem grows. Every action flows to rhythm. Don’t interrupt rhythm with lack of materials, manpower, or information.

 

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.

Elevating Construction Superintendents – Part 1

Posted on by Danny Jiménez⁩

Read 30 min

Are You Attacking or Defending?

General Patton declared: the Nazis are the enemy, wade into them, spill their blood, or they will spill yours. We are not army officers. But we are constantly at war with variation and waste. Patton’s quote rewritten for builder: waste and variation are the enemies. Wade into them, eliminate them, or they will eliminate you. All-out warfare on anything that does not add value is the only approach allowing us to reach full potential. Every day is battle against waste and variation. We are at war. Everything in construction process is literally trying to kill us on site or waste countless hours of time and money. Eliminate waste and variation. Waste and variation are intolerable. Sometimes necessary to endure them during pursuit of more urgent goal. But if you must temporarily endure them, be sure you never come to tolerate them. They should completely annoy you. Imagine someone scratched paint on your new truck in parking lot. Worked hard to save up for that truck. Hoped to drive it few months in pristine condition. Now someone carelessly opened car door into side. Chunk of paint missing in middle of dent. Not only damaged your door, but cowards didn’t leave note with insurance information. How do you feel? Can you feel that absolute hatred for situation? Hold it. Let it constrict blood vessels and turn face red. That is how you should feel about waste and variation. How you should feel when you walk onto dirty project sites. When you open portable restrooms on site and see no toilet paper. When you see rebar laying around with no apparent purpose. Never defend. Always attack.

Here’s what most superintendents miss. They tolerate waste and variation. Dirty sites become normal. Missing toilet paper becomes expected. Rebar laying around becomes how things are. Inventory stockpiles get covered with mud and nobody cringes. Design changes get radioed to foremen stopping concrete pours and everyone just deals with it. Variation interrupts flow and teams shrug. Because they’re defending, not attacking. Defensive position is stagnation. Nobody ever defended anything successfully. There is only attack and attack and attack some more. Historically, defenses eventually fall to ruin. Only in attack do we keep enemy on run and preserve forces. Only on move do we stay safe. When stagnating or on defense, we become object of attack. Make no progress. Fall is inevitable. Like Constantinople built impenetrable defenses for thousand years, became complacent, eventually fell. Like Nazis conquered Europe with Blitzkrieg attack tactics, then had to defend 1,600 miles of coastland and everything changed. Attack enables quick victories. Defense handicaps and leads to eventual ruin. Construction same. Attack waste and variation aggressively. Never defend and tolerate them.

The challenge is most superintendents fall behind the 8-Ball stuck in firefighting mode. Being behind the 8-Ball in pool: cue ball positioned behind 8-Ball cannot get direct shot at other balls. No good move available. On project: failure to plan puts team behind 8-Ball preventing advancing. Once someone gets hurt because no advanced safety planning, project unmanageable. Team has no time to advance or overcome. Only react to circumstance. Team allowed project to become unclean and disorganized. Cannot instantly implement cleanliness habit because bad habits already formed. Time spent cleaning up after themselves leaves no time preventing future infractions. Being behind 8-Ball puts team in firefighting mode. Everything is emergency. Everyone’s job becomes putting out fires. Firefighter at work isn’t trying to avoid water damage. Isn’t hesitant about breaking down door. Isn’t focused on anything other than putting out fire. Hacks through roof, drenches home, damages anything in way to extinguish flames. Sometimes deemed safer to just let house burn down. When superintendents fall into firefighting mode, no room for preservation or prevention. Clock is ticking. Cannot sit down to strategize. Knee-jerk attempts to solve problems cause more damage to project. That’s defending. Not attacking.

  • The Eight Wastes: Your Enemies
  • There are eight recognized wastes in our industry:
  • Excess inventory.
  • Overproduction.
  • Wasted transportation.
  • Wasted motion.
  • Needless waiting.
  • Over-processing.
  • Defects.
  • Not using the combined skills of the team.

Consider inventory. Ever been on project where all fixtures or all rebar brought out only to sit, wait, get moved, damaged, reordered, move again, installed with defects, sold to owner who no longer has choice, then haunted during punch walks with everyone who tours building?

Remember last time you saw stockpile of rebar get completely covered with mud on site? Remember how it felt? It is all waste. The ignorance was waste, as was inventory, damage, and reordered materials. Lost productivity, added stress, missed football games at home while working late, lost profits, bad performance reviews, hindered careers, difficult and contentious conversations, lowered morale, lack of pride, sleepless nights is all waste. We should not tolerate it.

Variation: The Flow Killer

Let’s say you get started making dinner for family. Get all groceries, start burners, heat oven, mix ingredients, get halfway through cooking recipe. Kids now tell you they don’t want that meal. Spouse tells you he or she working late and can’t be home for dinner. Realize you’re missing eggs you need to make what kids really do want. In all confusion, you burned food that was on schedule. How do you feel? What do you do?

Variation is any interruption to flow of project. Happens when information or plans change, when commitments are not met, when consistency and flow are compromised.

Many in industry love creating variation for folks on site. Ever gotten word from architect to make change on site, picked up radio, called foreman, and changed plan? What happens next?

Think about concrete crew on site. Forms mobilized, rebar on way, layout performed, concrete and finishers scheduled, everything ready to go. Then you get call on radio: hold off on wall because there’s change. Or, please stop work because we forgot inspection. Or, we need to put bulkhead in different location because missing information about specific block out.Easy, right? Just stop. Just change. Just deal with it. We all know it isn’t that simple.

Form work was needed elsewhere. Schedule now behind. Just wasted all day mobilizing forms and must take them back. Have to cancel concrete. Oh yeah, they can’t reschedule for another two days, so just lost another two days. More rebar needs to be ordered, so office now interrupted. Suppliers left fighting fires. No one knows new plan. Morale goes out window. Engineers have to reconfigure layout. Work tomorrow needs to be rescheduled. Rest of week needs to be planned again.Variation is not easy. Not fun. Should not be tolerated. One seemingly minor change causes far more consequences than we realize, all at expense of our morale, personal lives, and all that we care about. Might be necessary at times to please owner or fix mistake, but should never be tolerated easily. Should make us cringe to create variation on site. Should embarrass us. We should shield people from it whenever possible.

Attack, Don’t Defend: The Patton Philosophy

Nobody ever defended anything successfully. There is only attack and attack and attack some more. Historically, defenses eventually fall to ruin. Only in attack do we keep enemy on run and preserve forces. Only on move do we stay safe.

When stagnating or on defense, we become object of attack. Make no progress. Fall is inevitable. If we must be in defensive position, we need to use that time to redirect and plan counterattack. Once group is on defensive, they are handicapped.Consider Nazis in World War II. Their Blitzkrieg tactics of attack enabled them to quickly conquer most of Europe. Tactics so effective that France was conquered in six weeks, Denmark conquered in mere six hours. However, once they found themselves as occupiers, Nazis had to change behavior from aggressive offense to defense. Had to defend 1,600 miles of coastland from impending Allied invasion.Prospect of defending such large area brought huge problems. Everything from not having steel and concrete needed to build defenses, to not having manpower to garrison them. When Patton had them on defensive, they had to help stragglers, destroy equipment and ammunition, obtain mobile supplies, regroup, try to rally time and again. So not only did they need to carry on normal necessities of war, but also had to re-establish critical momentum Patton’s army already had.

Behind the 8-Ball: Firefighting Mode

When we sink into defensive position on project sites, we find ourselves behind the 8-Ball. In game of 8-Ball Pool, black 8-Ball is last ball player sinks into pocket. Being behind 8-Ball refers to times when cue ball positioned behind 8-Ball and cannot get direct shot at other balls. In this situation, there is no good move available.

Failure to plan will put team behind 8-Ball and keep them from advancing on project. Consider project with no advanced safety planning or implementation. Once someone gets hurt, project is unmanageable. Team does not have any time to advance or overcome. Can only react to circumstance.

Likewise, when team has allowed project to become unclean and disorganized, they cannot instantly implement habit of cleanliness and organization because bad habits already formed. With all time spent going back and cleaning up after themselves, they do not have time to prevent future infractions.

Being behind 8-Ball puts team in firefighting mode. Everything is emergency. Everyone’s job becomes putting out fires.

Firefighter at work is not trying to avoid water damage. Isn’t hesitant about breaking down door. Isn’t focused on anything other than putting out that fire. When he enters burning building, he hacks through roof, drenches home, damages anything in way to extinguish flames. In some cases, deemed safer to just let house burn down.Same is true in life and work. When superintendents fall into firefighting mode, there is no room for preservation or prevention. When waste and variation are destroying our future work, clock is ticking. Cannot sit down to strategize. Knee-jerk attempts to solve problems often end up causing more damage to project.

Constantinople: Defensive Position Leads to Fall

In 324 AD, Roman Emperor Constantine chose existing city of Byzantium as new capital of Roman Empire. Named it Constantinople and built defenses that remained impenetrable for over thousand years.Residents of city relied on their location and fortifications as defense and over time became complacent. After centuries as one of finest cities in world, Constantinople became target of ongoing attacks from neighboring civilizations.

Eventually, weakened by political and religious infighting, economic downturns, and plague, great city finally fell in 1453 to Sultan Mehmed II, leader of Ottoman Empire.This pattern has replayed itself over and over throughout history. When cultures, companies, or people aren’t actively and regularly winning, they are on their way to losing, even if it takes some time.

The System Failed You

Let’s be clear. When superintendents tolerate waste and variation, it’s not entirely their fault. The system failed by teaching that dirt, missing toilet paper, rebar laying around is just how construction is. Nobody showed that waste and variation should completely annoy you. Nobody explained that absolute hatred you feel for someone scratching your truck is how you should feel about waste. Nobody demonstrated that tolerating them leads to major losses. The system taught deal with it when actually attack it.

The system also failed by not teaching that variation is not easy, not fun, should not be tolerated. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. Concrete crew has forms mobilized, rebar on way, layout performed, everything ready. Then radio call: hold off on wall because there’s change. Form work needed elsewhere. Schedule behind. Wasted all day mobilizing forms. Have to cancel concrete. Lost two more days. More rebar ordered. Office interrupted. Suppliers fighting fires. No one knows new plan. Morale gone. Engineers reconfigure layout. Work tomorrow rescheduled. Rest of week planned again. One seemingly minor change causes far more consequences than we realize. The system taught just change the plan when actually variation destroys flow.

The system fails by teaching defensive position is acceptable when actually defense is stagnation. Nobody ever defended anything successfully. There is only attack and attack and attack some more. Constantinople built impenetrable defenses for thousand years, became complacent, eventually fell. Nazis conquered Europe with attack tactics, then had to defend 1,600 miles of coastland and everything changed. When stagnating or on defense, we become object of attack. Make no progress. Fall is inevitable. Being behind 8-Ball puts team in firefighting mode with no room for preservation or prevention. The system taught defend when actually attack waste and variation aggressively.

The Challenge

Here’s your assignment. Stop defending. Start attacking waste and variation.

Feel absolute hatred for waste and variation. Imagine someone scratched paint on your new truck. Feel that hatred. Hold it. Let it constrict blood vessels and turn face red. That is how you should feel about waste and variation. When you walk onto dirty project sites. When you open portable restrooms and see no toilet paper. When you see rebar laying around with no apparent purpose. Let it completely annoy you.

Eliminate the eight wastes. Excess inventory, overproduction, wasted transportation, wasted motion, needless waiting, over-processing, defects, not using combined skills of team. All waste. Ignorance, inventory, damage, reordered materials, lost productivity, added stress, missed football games, lost profits, bad performance reviews, hindered careers, difficult conversations, lowered morale, lack of pride, sleepless nights. Do not tolerate it.

Stop tolerating variation. Concrete crew has everything ready. Radio call changes plan. Form work needed elsewhere. Schedule behind. Wasted all day. Cancel concrete. Lost two days. More rebar ordered. Office interrupted. No one knows new plan. Morale gone. Layout reconfigured. Tomorrow rescheduled. Week planned again. Not easy. Not fun. Should not be tolerated. Should make you cringe. Should embarrass you. Shield people from it whenever possible.

Attack, don’t defend. Nobody ever defended anything successfully. Only attack and attack and attack some more. Historically, defenses fall to ruin. Only in attack do we keep enemy on run and preserve forces. Only on move do we stay safe. When stagnating or on defense, we become object of attack. Constantinople built impenetrable defenses, became complacent, fell. Nazis attacked with Blitzkrieg tactics conquering Europe, then defended coastland and lost momentum.

Avoid being behind 8-Ball in firefighting mode. Cue ball positioned behind 8-Ball cannot get direct shot. No good move available. Failure to plan puts team behind 8-Ball. No time to advance or overcome. Only react. Bad habits formed. Time spent cleaning up leaves no time preventing future infractions. Everything becomes emergency. Everyone putting out fires. No room for preservation or prevention. Clock ticking. Cannot strategize. Knee-jerk attempts cause more damage.

Wade into waste and variation. Eliminate them or they will eliminate you.

On we go.

FAQ

What are the eight wastes in construction?

Excess inventory, overproduction, wasted transportation, wasted motion, needless waiting, over-processing, defects, not using combined skills of team. All waste. Ignorance, inventory, damage, reordered materials, lost productivity, added stress, missed football games, lost profits, bad performance reviews, hindered careers, difficult conversations, lowered morale, lack of pride, sleepless nights. Do not tolerate it.

What is variation and why does it matter?

Any interruption to flow of project. Happens when information or plans change, when commitments not met, when consistency and flow compromised. Concrete crew has forms mobilized, rebar on way, layout performed, everything ready. Radio call changes plan. Form work needed elsewhere, schedule behind, wasted all day, cancel concrete, lost two days, more rebar ordered, office interrupted, no one knows new plan, morale gone. One seemingly minor change causes far more consequences than realized.

Why should you attack instead of defend?

Nobody ever defended anything successfully. Only attack and attack and attack some more. Historically, defenses fall to ruin. Only in attack do we keep enemy on run and preserve forces. Only on move do we stay safe. When stagnating or on defense, become object of attack. Make no progress. Fall is inevitable. Constantinople built impenetrable defenses for thousand years, became complacent, fell. Nazis attacked conquering Europe, then defended and lost momentum.

What does being behind the 8-Ball mean?

In pool, cue ball positioned behind 8-Ball cannot get direct shot. No good move available. On project, failure to plan puts team behind 8-Ball preventing advancing. No advanced safety planning, someone gets hurt, project unmanageable. Team has no time to advance or overcome. Only react. Puts team in firefighting mode. Everything emergency. Everyone putting out fires. No room for preservation or prevention.

How should you feel about waste and variation?

Imagine someone scratched paint on your new truck. Worked hard to save up for it. Hoped to drive few months in pristine condition. Now someone carelessly opened car door into side. Chunk of paint missing. Didn’t leave note. Feel that absolute hatred. Hold it. Let it constrict blood vessels and turn face red. That is how you should feel about waste and variation. Completely annoy you. Never tolerate them.

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.

The Meaning of Life Is Progress! – Swedish Series

Posted on by Danny Jiménez⁩
Read 26 min

Are You Decorating the Fish or Creating Meaning?

You’re pushing rocks up hills. Every day. Same process. Same struggle. Rock rolls back down. Push it up again. Repeat forever. That’s Sisyphus. Greek myth about man condemned to roll rock up mountain having it roll back down for all eternity. Norwegian philosopher studying the meaning of life used this as illustration of life without meaning. Contrast to meaningful life: improvement. Not pushing same rock endlessly. Actually getting somewhere. Making progress. Creating meaning through continuous improvement. But here’s the problem most teams face: they’re improving the wrong things. They read book called Stop Decorating the Fish by Kristin Cox. Beautiful book. Really small. Great pictures. Really deep. Because think about what Sisyphus was doing. Something meaningless. Horrible life. Worst type of hell. How many of us pushing rocks up hills think: how can I improve pushing this rock when that whole thing is just wrong? That’s the problem. Stop pushing the rock is the problem. Don’t focus on just improving process you already have. Ask: is the process you’re doing something you should be doing in first place? Like Sisyphus rolling rock up hill. Are things we’re doing in construction the right things? Are you just improving the crap? Or is process you’re even doing worth improving, or should you focus on something else? Paul Akers says: don’t organize waste. That’s it. Stop decorating the fish. Create meaning through improvement of things that matter.

Here’s what most teams miss. They confuse activity with progress. Movement with meaning. Sisyphus was busy. Rock needed pushing. Hill was there. Work was defined. Process was clear. But it was meaningless because nothing improved. Rock ended up back where it started. Every single time. Construction teams do same thing. They improve processes without questioning if processes should exist. Make bad meetings more efficient instead of eliminating bad meetings. Optimize waste instead of removing waste. Decorate fish instead of asking why we’re decorating fish in first place. They think: we’re making progress because we’re improving something. But if something shouldn’t be done at all, improving it is meaningless. Like Sisyphus improving his rock-pushing technique. Better grip. Stronger legs. More efficient path. All meaningless because rock rolls back down anyway. The art of continuous improvement isn’t improving everything. It’s improving what creates meaning. What moves you forward. What doesn’t roll back down.

The challenge is most teams never learned to distinguish between meaningful improvement and decorating fish. They implement lean thinking improvement processes without first asking: should we be doing this at all? They organize waste. They optimize chaos. They make dysfunction more efficient. And they wonder why despite all improvements nothing fundamentally changes. Because they’re improving wrong things. Like painter making beautiful picture on condemned building. Skill applied. Effort invested. Result achieved. But building still getting demolished. All that work meaningless because focused on wrong thing. Victor Frankl wrote Man’s Search for Meaning studying concentration camp survivors. Conclusion: people need meaning to survive. People give up and die living meaningless lives without desire for improvement. Same in construction. Teams burn out pushing rocks endlessly. Not from hard work. From meaningless work. From improving things that don’t matter. From decorating fish instead of creating value.

The Norwegian Philosopher: Meaning Is Improvement

Norwegian philosopher wrote book called The Meaning of Life. Made many introductions around it. Quite a few discussions. Ended up summing up by saying that the meaning of life was improvement. That was in contrast to having meaningless life or life without meaning.

He quoted Sisyphus who rolled rock up hill then it rolled back down again as illustration of life without any meaning. Ties in with lean thinking and continuous improvement very well.

Sisyphus was Greek myth. Guy who didn’t want to die. Was about to die and was to be collected by gods. Always had excuses. Well, I have to make few things in order with my wife. Then he left and ran away. Next time there was something with kids. Continuously tried to not be fetched by gods.

Then he was condemned to roll rock up mountain and having it roll back down again for all eternity. That was myth about Sisyphus.

Contrast: philosopher dedicated who knows how many years to thinking well about what we should do and finding meaning. We have choice now since we have contrast. Choose meaning, not meaninglessness.

Stop Decorating the Fish: Don’t Improve Wrong Things

Recently read book called Stop Decorating the Fish by Kristin Cox. Beautiful book. Really small. Great pictures. Really deep.

Think about what Sisyphus was doing. Something meaningless. Horrible life to live, let alone living that for eternity. Worst type of hell you could live in. How many of us pushing rocks up hills think: how can I improve pushing this rock up hill when that whole thing is just wrong? That’s the problem. Stop pushing the rock is the problem.

Don’t focus on just improving process you already have. Ask: is the process you’re doing something you should be doing in first place? Just like Sisyphus rolling rock up hill. Are things we’re doing in construction the right things? Are you just improving the crap? Or is process you’re even doing worth improving, or should you focus on something else?

Paul Akers says: don’t organize waste. That’s it.

The Art of Continuous Improvement: Personal Journey

Art was something hard to appreciate. Learned to appreciate it through wife. Was baffled by how wife could appreciate art. Friend turned me on to book: The Agony and the Ecstasy. Biography of Michelangelo.

Gave perspective into each piece of art. What was happening in his life. How he progressed to get there. What the history was. That’s why I like phrase: the art of continuous improvement.

Art implies understanding of background of where you are and what your perspective is at time. What your needs are at time. What you choose to work on. Great to look externally for ways to improve. But what we choose to work on in our own lives, what we’re trying to improve, is going to be very personal.

It becomes art unique to each person. Their process. Their success. How it’s viewed by others even will be very much like art. Gives us freedom. Should be proud that it’s our own and it’s our own path.

Sometimes lean journey or continuous improvement journey is just little bit messy. That’s just part of getting there. As Michelangelo, famous artist, it wasn’t all butterflies and kittens. There was agony. Beautiful things come from striving and struggling and working.

Listen to Find the Right Level: Bjorn’s Story

When I did my master degree, I thought I was leader. Got job where I had control over maybe 100 people. Knew everything about economy. Everything about strategy. Came to site in far side of Norway.

Suddenly realized these people aren’t occupied with these things. Discovered some of my employees couldn’t read. They haven’t learned it. But they were excellent people. Excellent workers.

I went back to what I’d heard about lean. Started drawing things. Used colors to explain them the contract. In that way, they actually bloomed up. Perfect workers.

Boss before me said: these are shitty workers, don’t trust them, they know nothing. But when I spoke their language and explained them and took time to listen to them, they were fantastic workers. Productivity went like two, three times up.

That’s what I’ve experienced time and time again. Have to find right level. Way to talk to people. Then everybody is excellent if we find right level. That’s my mission when I meet new people. Listen to them. Find how we can talk to them. How do we communicate. Then we build them.

If This Was Easy Task, I Wouldn’t Hire You: Jorn’s Story

Had great experience in company where I met Bjorn. Was working with quality and health, safety, and environment. Came across problem. Don’t remember problem now. Just remember my boss’s response to it.

Really hard. Got lost. Twisted my mind. Didn’t know how to solve it. Had sit-down. Had coffee. Explained to him really looking for some answers. Discussed. Ended up: what should I do?

His response: he could have told me, now you should do this and that. He said: well, if this was easy task, I wouldn’t hire you.

That was great response. What he said: I trust that you can solve this. Just keep on breaking it. Instead of giving me fish, he gave me fishing rod. Great example of respect for me as human being.

Brought that along. Told story quite few times. When sharing something like that, need to have ability to trust people that they can solve problems. Leadership and management is all about getting results through and via other people. Not just being cleverest boy all time yourself. You will be your worst enemy if not able to do it through co-workers.

People Really Want to Do Good Project

Really important that all people we meet in construction, they really want to do good project. Nobody wants to be terrorist or do something bad for project. They have good intentions. Have to understand that.

Often spend lot of hours just listening to people to understand their intention. Don’t want to make money, of course. Also spend lot of time explaining to best of project how we put project in center. Really believe everybody can win in project.

Sometimes have feeling that somebody has to lose in order to get my company to win. But that’s not true. Everybody can win if we focus on right things.

The System Failed You

Let’s be clear. When teams improve wrong things, it’s not entirely their fault. The system failed by teaching continuous improvement without teaching to question what’s being improved. Nobody showed that improving bad process is decorating fish. Nobody explained that Sisyphus improving rock-pushing technique is meaningless because rock rolls back down anyway. Nobody demonstrated that movement doesn’t equal progress. Activity doesn’t equal meaning. The system taught improve everything when actually improve what matters.

The system also failed by not teaching Paul Akers principle: don’t organize waste. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. Teams optimize chaos. Make dysfunction more efficient. Improve processes that shouldn’t exist. Then wonder why despite improvements nothing fundamentally changes. Because they’re improving wrong things. Like painting beautiful picture on condemned building. Skill applied. Effort invested. Result achieved. But building still getting demolished. The system taught improve processes when actually eliminate waste first, then improve what remains.

The system fails by not teaching that meaning comes from improvement creating progress, not improvement creating better version of meaninglessness. Victor Frankl wrote Man’s Search for Meaning studying concentration camp survivors. People need meaning to survive. People give up living meaningless lives without desire for improvement. Same in construction. Teams burn out not from hard work but from meaningless work. From pushing rocks endlessly. From decorating fish. The system taught keep busy when actually create meaning through improvement of things moving you forward.

The Challenge

Here’s your assignment. Stop decorating fish. Start creating meaning through improvement of things that matter.

Question what you’re improving before improving it. Don’t just improve process you have. Ask: is process you’re doing something you should be doing in first place? Are you improving the crap? Or is process worth improving, or should you focus on something else? Stop pushing rock if rock shouldn’t be pushed.

Follow Paul Akers principle: don’t organize waste. Don’t optimize chaos. Don’t make dysfunction more efficient. Don’t improve processes that shouldn’t exist. Eliminate waste first. Then improve what remains creating value.

Choose meaning over activity. Movement doesn’t equal progress. Sisyphus was busy. Rock needed pushing. Hill was there. Work was defined. Process was clear. But it was meaningless because nothing improved. Rock ended up back where it started. Don’t confuse activity with meaning. Choose improvement creating progress.

Practice the art of continuous improvement as personal journey. Great to look externally for ways to improve. But what you choose to work on is personal. Becomes art unique to you. Your process. Your success. Your path. Be proud it’s your own.

Listen to find right level. Have to find way to talk to people. Then everybody is excellent if you find right level. Listen to them. Find how to communicate. Then build them. Spend hours listening to understand their intention. People really want to do good project.

Trust people can solve problems. Instead of giving fish, give fishing rod. Respect them as human beings. Leadership is about getting results through and via other people. Not being cleverest boy all time yourself. If this was easy task, I wouldn’t hire you. Trust they can solve it.

Remember Victor Frankl. People need meaning to survive. People give up living meaningless lives. Create meaning through improvement. Not improvement of anything. Improvement of things that matter. Things moving you forward. Things not rolling back down.

Norwegian philosopher concluded: meaning of life is improvement. But not improvement of rock-pushing technique. Improvement creating progress. Movement. Meaning. Choose that.

On we go.

FAQ

What does “decorating the fish” mean?

Don’t just improve process you already have. Question if process you’re doing is something you should be doing in first place. Are you improving the crap? Or is process worth improving, or should you focus on something else? Paul Akers says don’t organize waste. Stop improving wrong things.

What’s the Sisyphus myth and why does it matter?

Greek myth about man condemned to roll rock up mountain having it roll back down for all eternity. Norwegian philosopher used as illustration of life without meaning. Contrast to meaningful life: improvement creating progress. Not pushing same rock endlessly. How many of us pushing rocks up hills think: how can I improve pushing this rock when that whole thing is just wrong? Stop pushing the rock is the problem.

What is the art of continuous improvement?

Personal journey unique to each person. Art implies understanding of background of where you are, what your perspective is, what your needs are, what you choose to work on. Great to look externally for ways to improve. But what you choose to work on is personal. Becomes art unique to you. Your process. Your success. Your path. Sometimes messy. Beautiful things come from striving and struggling and working.

How do you help people find meaning in their work?

Listen to find right level. Have to find way to talk to people. Then everybody is excellent if you find right level. Spend hours listening to understand their intention. People really want to do good project. Trust people can solve problems. Give fishing rod, not fish. Respect them as human beings. If this was easy task, I wouldn’t hire you.

Why does Victor Frankl’s work matter for construction?

Wrote Man’s Search for Meaning studying concentration camp survivors. People need meaning to survive. People give up living meaningless lives without desire for improvement. Same in construction. Teams burn out not from hard work but from meaningless work. From pushing rocks endlessly. From decorating fish instead of creating value. Create meaning through improvement of things that matter.

 

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.

    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