How To Identify And Remove Roadblocks

How to Remove the Bottleneck That Is Slowing Your Project Down

Most construction projects do not fall behind because people are lazy, unmotivated, or incapable. They fall behind because something invisible gets in the way, and no one removes it in time. The crews show up ready to work, the schedule looks reasonable on paper, and leadership expects progress. Then the work stops. Materials are missing. Information is unclear. Access is blocked. The train of trades grinds to a halt, and everyone feels the frustration that follows.

I have watched this happen on projects of every size and type. It happens quietly at first, then suddenly it feels like the project is always fighting fires. People start reacting instead of leading. Meetings multiply. Stress increases. And the people who feel it the most are the builders in the field who came to work expecting a clear, stable day.

This is not a people problem. It is a flow problem.

The Real Pain: Stops, Restarts, and Lost Trust

When work stops and restarts repeatedly, it damages more than the schedule. It damages trust. Crews lose confidence in the plan. Trade partners stop believing that promises matter. Leaders start accepting chaos as normal.

The failure pattern is predictable. We spend weeks or months building a plan, but we do not use that plan to aggressively search for what will break it. We confuse planning with predicting, and when reality shows up, we are surprised. Instead of clearing the way for the work, we wait until crews are already blocked, then we scramble to fix the problem in the field.

I have empathy for this because I lived it. I was that superintendent fighting fires all day, believing that being busy meant being effective. It took time and humility to realize that the best leaders do not solve the most problems in the field. They prevent the most problems before crews ever get there.

 Seeing Construction as Flow, Not Tasks

One of the most important shifts in thinking is understanding construction as flow. Work does not move as isolated activities. It moves as a train of trades through zones. That train needs a clear track. When something is in the way, the train stops, and the cost of that stop ripples through the entire system.

Flow is not passive. Flow is an active verb. It requires daily effort to protect it.

This is why at Elevate Construction we teach leaders to think in terms of flow units and trains of trades, not just schedules and milestones. The purpose of leadership in the field is to keep that train moving smoothly, safely, and predictably.

A Field Story That Changed My Leadership

On one project, we had what looked like a solid plan. The look-ahead schedules were complete. The weekly work plans were coordinated. Yet every week we were missing handoffs. Crews were showing up and waiting. Instead of blaming labor or productivity, we stepped back and asked a different question. What is in the way of the train of trades?

We started marking roadblocks visually before meetings even began. Red magnets went on the wall wherever something threatened flow. RFIs, permits, equipment deliveries, access issues, inspections, and approvals all surfaced early. The room looked alarming at first, but the field became calm.

What changed was not the number of problems. It was when we found them.

By the time crews arrived the next morning, the plan was clearer, cleaner, and more reliable. Over time, stops and restarts became rare. The project felt boring in the best possible way.

The Emotional Insight Leaders Often Miss

There is something deeply human about showing up to work prepared and being unable to do your job. It feels disrespectful, even when no one intends it that way. Every roadblock left in place sends an unspoken message to the worker that their time does not matter.

Removing roadblocks is not just a planning exercise. It is an act of respect.

When leaders consistently clear the path, crews respond with trust, engagement, and pride in their work. Flow stability creates dignity, and dignity creates performance.

How Roadblock Identification Really Works

Roadblocks are not constraints. A constraint is a system limitation. A roadblock is something in the way that can and must be removed. When we call everything a constraint, we excuse inaction. When we call it a roadblock, we take responsibility.

Roadblocks must be found at multiple time horizons. Six weeks ahead, one week ahead, and the day before work happens. The earlier you find them, the cheaper and easier they are to remove. Waiting until the field exposes the problem is the most expensive option.

In practice, this means using your meeting system for its real purpose. Meetings exist to find problems with the plan so they can be removed before crews arrive.

Where Roadblocks Should Surface

Roadblocks do not belong in emergency conversations in the field. They belong in structured conversations ahead of time. When done correctly, leaders are not surprised by problems. They are prepared for them.

• This shows up naturally in three places that reinforce each other:
• Trade partner weekly tactical meetings focused on look-ahead planning and future risks.
• Weekly work plan coordination where handoffs and readiness are verified.
• Afternoon foreman huddles and day planning sessions that ensure tomorrow’s work is clear.

These conversations are not about blame. They are about protection of flow.

Why Great Superintendents Fight Fewer Fires

A poor-behaving leader solves most problems in the field. A great leader solves most problems in the meeting room. This is one of the hardest mindsets shifts in construction leadership.

When roadblocks are consistently identified and removed, field problems become the rare exception, not the daily norm. Crews begin to trust the plan. Percent plan complete improves, but more importantly, perfect handoffs increase. Perfect handoffs tell you whether work is truly flowing where it matters.

This is how short-interval control supports long-term strategy. When flow is protected daily, the project stabilizes as a whole.

The True Purpose of Planning and Meetings

Planning is not about predicting the future. It is about finding what will break the plan. Meetings are not about reporting status. They are about removing problems.

If you are hosting meetings and not surfacing roadblocks, you are wasting time. If your walls are covered in red markers but the field is calm, you are winning. Visibility of problems upstream is a sign of maturity, not failure.

At Elevate Construction, this philosophy is embedded in our training, coaching, and LeanTakt systems. We help teams design meeting systems that actually protect the people doing the work.

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

Connecting Flow to the Elevate Construction Mission

The mission of Elevate Construction has always been to improve the lives of builders while delivering remarkable projects. Removing roadblocks is one of the most direct ways to do that. It creates safety, predictability, and pride in the work.

This is not theory for theory’s sake. It is lived experience from the field, reinforced through LeanTakt practices and taught by leaders like Jason Schroeder across projects nationwide. When flow is respected, people thrive. When people thrive, projects succeed.

A Challenge to Leaders

I will leave you with this challenge. Stop measuring your effectiveness by how many problems you solve in the field. Start measuring it by how few problems reach the field at all.

Bring problems to the surface early. Remove them aggressively. Protect the train of trades like your project depends on it, because it does.

As W. Edwards Deming reminded us, “A bad system will beat a good person every time.” Your job is to fix the system before it fixes the crew.

Frequently Asked Questions

What is the difference between a roadblock and a constraint in construction?
A roadblock is something in the way that can be removed, such as missing information or delayed materials. A constraint is a true system limitation. Treating roadblocks as constraints leads to acceptance instead of action.

Why do most projects discover problems too late?
Because planning is often treated as prediction instead of problem finding. Without intentional roadblock identification, issues remain hidden until crews are already impacted.

How far ahead should roadblocks be identified?
Ideally six weeks ahead, then again at the weekly and daily level. The earlier a roadblock is found, the easier it is to remove.

How does roadblock removal improve crew morale?
When crews arrive to clear, ready work, they feel respected. That respect builds trust, engagement, and consistent performance.

What role does LeanTakt play in this process?
LeanTakt provides visual systems, meeting structures, and metrics that help teams identify and remove roadblocks before they disrupt flow.