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Creating a Takt Plan

Posted on by admin
Read 24 min

The Process

Probably one of the most useful outlines we can provide for Takt is the step by step outline for how to create one. We hope to help you visualize the process in this blog post. But first, here is the list of steps in summary:

· Identify your start and end date.

· Research your drawings.

· Identify the general flow of the project based on known constraints.

· Identify preliminary Takt zones.

· Identify preliminary Takt time.

· Pull plan a typical sequence to start.

· Create the Takt sequence.

· Create the Takt phase.

· Identify logistics flow.

· Optimize the throughput with Little’s Law.

· Network phases together.

· Develop work steps.

· Trigger planning buffers in the system.

· Add buffers.

· Create standard work.

· Identify bottlenecks.

· Verify with trade partners.

· Create logistics plan/drawings.

· Create Takt zone maps.

· Perform a risk analysis.

· Create a Basis of Schedule (BOS).

· Align procurement.

· Review in a “fresh eyes” meeting.

· Create roadblock tracking maps.

· Track historical production.

· Add a TPNR.

One of the best ways to get into this system is to create your first Takt plan, so let’s get started. But first, we want to explain a few concepts of overall structure.

There are three levels of Takt plan development:

● Macro level, the process analysis – In the macro-level, the overall Takt plan is created.

● Norm-level Takt planning – In the norm-level, the Takt plan harmonization takes place.

● Micro level – This level of Takt planning is crucial to the system and cannot be omitted. In this step, the management of Takt control takes place.

 

Identify Your Start and End Date

Some projects come with a stipulated start and end date. Some projects’ start and end dates need to be identified through your efforts of creating a Takt plan. To be successful in creating your plan, you will start here and know what constraints you have as you begin the planning process. Then you can begin to…

Research Your Drawings

This step may seem like a given, but it needs to be said. One of the geniuses of Takt is that it gives our builders back the time they need to carry out the basics of a builder which means studying the drawings each day, forward planning in the schedule, and reflecting daily. As the builder studies the design and gets a feel for the flow, the sequence, and the general strategic approach for the project with others, he/she will immediately see and identify the flow of the project. This is to start to…

Identifying Flow

Builders can get a feel for the general flow of the project after digging into the drawings. Constraints like staging, material flow, material access, adjacent structures, hoisting, and project access will begin to form a picture of how the project will need to generally flow. Does the construction begin from east to west, or west to east? Does the interior run from top down or bottom up? This general idea of how the project will flow as the builder visualizes construction will begin…

Identifying Preliminary Takt Zones

Takt zones, sometimes known as geographical areas, production areas, or sequences, are the areas defined within the phase to identify work that will be scheduled on a rhythm per the Takt time. To get portions of work broken down to fit within a drumbeat, we must break the work up into zones that can be completed according to that drumbeat. This is easy to do, especially if the first planners know the general direction of the flow and how much area can be completed within the Takt time. So, the first planners literally guessed-and yes, I said guess-on the right size areas needed to break up the floor, exterior, or general work area. Once we do that, we can…

Pull Plan the Representative Zone

Now that we have a preliminary Takt zone size, we can outline the sequence of one representative Takt zone. Before you begin the pull plan, you may want to consider getting quantities for the representative area to better help trades visualize the commitments they are making.

The team will collaboratively pull the sequence inside the first representative Takt zone by following these steps:

  1. Ask trades to come prepared with their activities, tags, or Sticky Notes ahead of the meeting and to think about what each activity needs for them to begin.

  2. When opening the meeting establish the following:

1. The Time Frame

2. The trade colors

3. The Sticky Note format

4. The parking lot

5. The rules of the meeting—we recommend asking the group to make the rules of the pull plan together. Common rules teams list are:

1. No one touches each other’s tags

2. Make commitments to each other

3. Work from the milestone back

4. Turn the sticky to a diagonal if it has an unmet constraint

5. Sidebar non-pertinent conversations

6. Each trade will ask for the preceding tasks to be placed on the board

7. And so on…

  1. Begin building the sequence of the pull plan until there are no more predecessors or needed activities

  2. When the sequence is done, the team can work the plan forward to ensure it fits within the target duration and also to introduce parallelization of activities. The team will ensure the activity sequence is optimized.

 

Work Packaging & Leveling

Once this is done and the first representative Takt zone is pulled, it is time to organize these into work packages and Takt wagons in a preliminary manner. When observing the sequence, it may become clear what average Takt time each activity fits within. The duration of each work package will inform you what Takt wagon it needs to fit within.

Package them into Takt sequences

A Takt sequence or Takt train is a sequence of Takt wagons. Each Takt wagon includes one or more work packages, and each work package contains multiple work steps. By this point, stickies from the pull plan sequence have become either a Takt wagon, a work package, or a work step depending on size and how it is packaged. Knowing how they translate comes from facilitation and experience but generally, if the activity was a large summary of a general scope of work that occurs by itself in a Takt time scale, it may become a Takt wagon. If it is a specific scope of work that summarizes steps that work in the same area as another scope, it would become a work package. If the activity was a detailed step as a part of a scope of work then it is likely a work step. For now, we need to know what Takt wagons will fit within our single representative Takt zone within one Takt time.

The current work steps or work packages should all be generally packaged within Takt wagons. This sequence or train is then placed in the Takt plan within the Takt time scale. These then combine to make a…

Build your Takt Phase

A Takt sequence or Takt train is a sequence of Takt wagons. Each Takt wagon includes one or more work packages, and each work package contains multiple work steps which ends up as a horizontal summary of the work in that area. Now we need to show the relationship between the other Takt zones. This is where we copy the sequence down to other rows in the Takt phase at the right stagger. The stagger is important because the stagger between the start of each train may not follow only one Takt time. If there is a Takt time of 5 days, each train may not be offset from each other by 5 days. Rather, they may have a stagger of 10 days and use two Takt times between starts. Either way, we will copy these sequences down at the correct stagger. When you have completed this you will see if it generally fits within the overall project duration or phase duration, but only in a preliminary sense. Next, we must enter a step called…

Takt Optimization

Now you have preliminary Takt zones, Takt time, and sequence. But remember, these are all preliminary. We need to do one more thing, and it is super fun and rewarding. Here is a part of the true power of Takt planning. To optimize your phase we need to introduce a formula:

(TW + TZ -1) x TT = duration or throughput time

This means the number of Takt wagons plus the number Takt zones minus 1. That sum multiplied by the Takt time in days equals your phase duration or throughput time.

We need to confirm the number of Takt wagons, Takt zones and the Takt time in our phase before moving forward by using this formula and analysis. Now that you know your ideal throughput time, confirm this with the trades and adjust your plan accordingly. Now that we have completed this optimization, it is time to…

 
 

Network your Phases Together

It is important to see all phases of the project and how they network together. This should be done on one sheet regardless of the size of the format. We want to confirm the proper interdependence ties between design, permitting, coordination, contracting, procurement, mobilization, foundations, superstructure, exterior, interior rough-in, interior finishes, roofing, commissioning, site work, and final inspections. Without this, we do not have a proper overall project duration with a reasonable end date that will prevent a crash-landing.

The mobilization phase should provide enough space before foundations can mobilize and begin. The foundations should be far enough along before the superstructure can go vertical and the vertical crews must be high enough or complete so the exterior can begin. The exterior framing should be complete enough that interior walls and demising walls can be framed. Exterior dry in should be done in enough time for drywall to begin and for commissioning to begin, the building must be enclosed and HVAC must be available.

This is where Takt planning as a visual is genius. The coordination and peer reviews and the eventual “fresh eyes” meeting can focus on these transitions and how they support the overall flow of the project. At this point we need to remember that we should continually focus on…

 

Buffer Management

No schedule should ever plan on 100% productivity or efficiency. This would mean we are planning for no variation in construction which would not be responsible. Greg Howell wrote an abstract for the IGLC entitled “Causes of Time Buffers in Construction Project Task Durations” in which he describes a survey that he and three of his colleagues performed. In this survey they found 47 reasons for project buffers such as unforeseen conditions, labor shortages, supply chain variances, and weather to name a few.

There must be buffers in the plan. There are three types of buffers that can be used within Takt plans which include material inventory, capacity and time.

Without buffers we enter a push environment and spiral into a failing situation with overburden, unevenness, and waste (ultimately taking more time). When we have enough buffers, teams can constantly stay in flow. This is due to buffers allowing for statistical fluctuations as described in the Theory of Constraints. If you have buffers, you can gain time. If you don’t have buffers you will lose time. It is a paradox, but it is true. A plan without Buffers is destined to fail. Once you have the right buffers, you can…

 

Create Finalized Takt Zone Drawings

You should have Takt zone drawings for all major phases. Mobilization, foundations, superstructure, exterior and interior work will all have phasing. These Takt zones show the amounts of work that need to be completed according to the Takt time. These drawings should accompany the contract and bidding documents as an exhibit to ensure the system has been properly priced, included in the bid, and aligned with procurement efforts. Once in construction you will use the…

Roadblock Tracking Maps

Roadblock tracking maps are crucial to the system. They are used to show the differentiation between typical and non-typical areas and also to track roadblocks visually throughout the system. They can be based on the Takt zone maps and can either be physical drawings with plexiglass coverings on your conference room wall or a Bluebeam Project to which everyone has access. The point is to spend most of the time focusing on the removal of roadblocks as the number one standing tactical order.

 

Once you can see them visually you can even use scrum to clear the roadblocks in the most efficient manner.

 
 

Conclusion

Although there are more steps to the process, you now have a Takt plan at the fundamental level. One of the best ways to get started is to experiment with a Takt template in Excel and just have fun. If you do not know Excel, this is such an opportunity for you to learn such a critical and amazing tool. As we leave you to take the Takt template for a drive, let’s remember the fundamental requirements of a Takt plan so we can constantly align anything we create with that vision. A Takt plan is…

  • A visual location-based schedule showing time and space

  • Showing work, trade, and logistical flow (when, what, where, who, how)

  • Scheduled on a rhythm

  • With the appropriate buffers

  • That stabilizes the pace of work with one-process flow and limiting work in process

  • With a reasonable overall project duration

  • It is a system that creates stability in the field which enables—

  • Additional team and builder capacity

  • Consistent crew sizes

  • Consistent material inventory levels

  • The ability to find and remove roadblocks ahead of the work

  • The ability to finish as we go

  • A solid quality program

Good luck! You are about to enter a completely new world of stability and flow.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go!

Takt Theory

Posted on by admin
Read 26 min

Takt Planning is a detailed one-page, one-process flow schedule that focuses on throughput, production, bottlenecks, and ultimately, creating flow. It is accompanied by Lean practices to be the most effective scheduling tool in the industry for construction because it creates stable construction environments, enables total participation, and provides a basis upon which to improve all aspects of construction.

In German, the word Takt means beat frequency or the regularity with which something gets done. When used with Lean, it means standardization, predictability, and the heartbeat of the project’s production system. Our definition of lean and how it applies to construction is simple and important to define as there has not been a standard until now on what Lean is. We take a similar approach to Niklas Modig in his Book This is Lean, but in this Blog Post, we will give our basic definition and links where you can learn more.

Lean Definition:

  1. Respect for People and Resources

  2. Stability and Flow

  3. Total Participation & Visual Systems

  4. Continuous Improvement & Quality

Jason Schroeder dives deep into these theories and how you and your project team or company as a whole can assess where you are at and helps facilitate that change in his Online Course “The Foundation of Construction Excellence” on the Construction Excellence platform that is part of the Operational Excellence group.

 
 

Click this video to see what this course is and how lean principles are actually used to achieve success in construction.

Now we understand the basics of the principles that when applied with Takt make all the difference. So let’s dive into the Takt theory side of the equation and for that we start with the basic definitions.

Takt Definitions:

Takt: German for baton, beat, or rhythm

Takt in Takt Planning: The individual cell representing the intersection of time and space. This can be empty or include a Takt wagon. It is the basic unit of a Takt plan.

Takt Plan: The strategic and logistical visual plan that shows the Takt trains in relationship to each other per the specified Takt time with columns of time and rows of Takt zones (geographical location) or general sequences.

Takt Control: A tactical system of holding the dates, stabilizing procurement, limiting work in process, and finishing as you go. It is the process of using the execution plan within the Takt plan that is constantly evolving and making short-cycled adjustments of the Takt plan to increase flow and improve the execution of the work. Typically, Takt planning takes 20% of the time in development, and the remaining 80% is spent in Takt control.

Takt Phase: The grouping of Takt trains by zones that compile to make up similar types of scope, e.g., structural, rough-in, and exteriors. Takt time and throughput time are specific to Takt phases.

Takt Zone: A production area that is determined by its repeatability and ability to fit into a rhythm with other areas to balance the overall production schedule. This is a batch of geographical area that is either increased or decreased to achieve flow.

Takt Train: A series of wagons in a Takt zone. This is also sometimes called a Takt sequence.

Takt Wagons: One or more work packages or scope(s) of work packaged into a single cell in a Takt train usually shown on Excel, or a Takt when in an application like Takt.ing.

Work Packages: Features of work or scopes within a Takt wagon. If found within the same Takt wagon, they should not constrain or hinder each other in any way.

Work Steps: The tasks in the installation process within the work package. For example, if your work package was OH Electrical, then the steps might be conduit runs, light boxes, fire alarm, cable tray, low voltage, etc.

Takt Time: Measurable beat time, rate time, or heartbeat. In Lean, Takt time is the rate at which a finished product needs to be completed in order to meet customer demand. It is the syncopation or rate of beats such as one might find on a metronome. To expound, Takt time is the duration of the time scale into which the Takt wagons are fit. If the Takt time is five days, the wagons fit into multiples of that duration. If a wagon includes the work package of overhead mechanical and that overall duration is fifteen days, and the Takt time is five days, there will be three Takt wagons that say, “Overhead Mechanical” in three-time scales.

 
 

Where does Takt come from?

Takt time is taken from the German word Taktzeit, meaning cycle time. According to Colin Ducharme and Todd Ruddick, who teach Lean Six Sigma courses, “The word was likely introduced to Japan by German engineers in the 1930s,” which explains why Lean and Takt have an interwoven history.

The actual word originates from the Latin word tactus meaning touch, sense of touch, feeling. Some earlier meanings include beat triggered by regular contact, clock beat from the 16th century, beat indicating the rhythm pertaining to music, and also regular unit of note value from the 18th century.

Takt is focused on the rhythm of sequences or geographical areas on the project site sometimes known as location-based scheduling. European countries have successfully been using this type of scheduling for years. Early Takt plans have been found from Norway with ship building. Also, in Russia and Germany over a century ago with a very detailed and sometimes complex mathematical analysis. Takt planning has been called a variety of names over the years: One-Process Flow Scheduling, Linear Scheduling, SIPS, Line of Balance, or Even Flow Production. It feels appropriate to call it by the name of Takt because it has a good brand name throughout the industry currently and allows us all to rally behind the concept together.

Takt planning can be seen in the construction of the Empire State Building

 
 

and more recently in the United States Pentagon Renovation constructed by Hensel Phelps in 2002. This planning was termed SIPS or Short Interval Planning Schedule which is what we have termed above a Takt phase and are very similar in execution.

 
 

Despite both of these projects being wildly successful, CPM continues to be the dominant scheduling system in the United States.The argument for CPM is typically the favoring of data and data mining; however, visual schedules and uniting the workforce around a common plan should be more important. Additionally, Takt is not only rich with data, it is also the only scheduling system based on mathematical production equations and production laws.

 
 

Batching vs. OPF

The biggest difference between CPM and Takt is one-process-flow vs. batching. One-process flow describes a condition where work is finished one scope or process at a time from beginning to end, instead of in large batches. Processes or work moves from phase to phase or step to step in a flow on the shortest path possible on its way to the customer. Examples of one-process flow are as follows: Sending out meeting minutes right after the meeting, filling out an inspection report right after the visit, answering emails as they arrive, finishing work areas by scope while there and work is in progress, excavating, installing, inspecting, and backfilling sections of pipe in segments, and starting, building, and completing phases of work before starting another one. To do this, we need to be open to…

 

 

 

One-piece flow is a concept centered around flow units progressing from inception to the customer on the shortest path possible. All parts are working in unison accepting and passing work to the next trade in line (sequence). It means that we reduce the amount of work in process and we finish one piece of work as we go and move work down the line in smaller amounts as opposed to…

Batching (DON’T DO THIS!)

Batching occurs when product, work, or assemblies are completed in groups to increase the efficiency of resources rather than flow. Batching work in construction looks like doing one scope of work throughout the entire floor or entire building without respect to flow. A good example to show the difference between one-piece flow and batching is the envelope game. In the envelope game two contestants are given twenty envelopes, papers, and stamps. 

The first contestant is told to fold all papers at once, stuff the papers at once, lick and seal them at once, and then stamp them at once. The second contestant is told to fold, stuff, lick, seal, and stamp each of them one at a time. Each contestant starts at the same time and is asked to finish as fast as possible. It is nerve wracking to watch this game because the batching contestant looks sure to win, but with two minutes to spare, the one-piece flow contestant finishes first. One-piece flow is faster and always will be because it releases work on a rhythm and allows work to flow. 

The batching system is usually preferred because it looks like it goes faster, but that is simply because it is riddled with motion and transportation (picking envelopes up, putting them down, over and over) which is waste. With Takt systems or flow systems, we finish as we go or follow the concept of one-piece flow which means the work is delivered to the customer in the fastest way possible. This creates flow.

Flow:

Flow is a priority for construction. Why? Because flow enables the very long supply chains upon which we rely in construction by holding to consistent dates, and it reduces the material inventory levels and worker counts on a project site at the end of that supply chain by allowing us to bring out materials just-in-time. 

This is important because the reduction of material inventory is essentially the reduction of overproduction in construction which then reduces all other wastes! When overproduction and excess material inventory are reduced, the need for fixing defects, over processing, waiting, transportation, and motion are reduced because we are using the genius and capabilities of the team, maintaining a consistent schedule and flow one-process or one Takt-ed process at a time. 

The effects that waste, variation, and roadblocks have on production in the field are widely recognized and accepted, and at a minimum, they culminate in wait times and prevent good flow. If we maintain flow, prepare our work, stabilize our supply chains, and hold our dates according to a good Takt time, we will have a good flow of information, worker counts, and materials because the dates, rhythm, targets, and expectations all remain consistent, steady, and continuous, just like when water flows.

Holding the line

Just-in-time deliveries really only work with Takt planning and really only work when project teams hold to the rules of Takt by holding the dates. Now, there are some exceptions to this rule. If there is a major shift needed for project success that can be coordinated with all participating contractors onsite and that can be coordinated with procurement, then this type of change may be acceptable. 

But for the most part, gaining time in Takt planning is done in the plan analysis where we optimize throughput time and gain buffers by running simulations that determine the ideal project duration based on the number of Takt wagons, Takt zones, and the Takt time. When a project is coming out of the ground, expediting, or advancing the schedule is more appropriate because there are fewer contractors. Therefore, it is more acceptable in the early phases, but only under rare circumstances should dates be moved and start dates be adjusted when there are over ten contractors onsite working in rough-in, exteriors, or finishes.

With Takt systems we need to hold the line, keep the rhythm, and be disciplined, otherwise we leave the system and the project descends into chaos. Therefore, Takt planning requires project teams to hold others accountable, control the site, and hold the line. This is very difficult for a team and can be a reason project teams may be hesitant to use the Takt system. It is also why trades may be hesitant to participate with Takt because they will be held accountable. You can be sure that weak leaders and non-accountable trades will not like Takt. Takt keeps the system stable, and then the team can accelerate when…

Bottlenecks

Some may be very concerned about our comment to slow down certain resources but consider what happens when, after we have optimized and sped up a ll bottlenecks, we continue to let the faster trades continue to go fast. What happens? People are stacked in certain areas without flow, without geographical control, burying certain scopes, and/or installing too early which increases the amount of defects and use of resources such as the project management team’s time. This affects the trades that really need the help. There is little merit to going faster than the general throughput. 

The Law of Bottlenecks: According to Modig, the Law of Bottlenecks states that throughput time is primarily affected by the process that has the longest cycle time. In construction, the overall throughput of the phase is mostly affected by the process with the longest duration within the system.

 
Best practice is to first optimize the bottlenecks for the slower installations and then to even out the throughput of the remaining work; therefore, the entire system. Because CPM does not allow us to see our bottlenecks, we cannot optimize them so the system ends up with a longer overall project duration, overproduced areas, fluctuating worker and material inventory levels, and a number of detrimental starts and stops.
 

The tricky thing with bottlenecks is that new ones will show up when you optimize the first ones or the largest ones so it is a continual game of increasing flow by adjusting the throughput of the system. This is the key to achieving the shortest overall duration, with the smallest crew sizes, with the most minimal material inventory, in a visual system that identifies problems when they happen, in a continuous flow that allows an evenness the team can use to focus their attention on the removal of roadblocks.

Roadblocks Removal:

Roadblock tracking maps are crucial to the system. They are used to show the differentiation between typical and non-typical areas and also to track roadblocks visually throughout the system. They can be based on the Takt zone maps and can either be physical drawings with plexiglass coverings on your conference room wall or a Bluebeam Project to which everyone has access. The point is to spend most of the time focusing on the removal of roadblocks as the number one standing tactical order. We will soon explain how this is done.

For now, we need to understand that the goal of Takt is to even out the flow by removing roadblocks that become visual. As we remove roadblocks, reduce variation, and increase our visibility and effectiveness, we will understand the true production rate or throughput for this type of work in this geographical area and you can now…

 

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go!

What is Takt Control?

Posted on by admin
Read 31 min

What is Takt Control? When I first heard the term I did not know what it meant either. To save us some time I will tell you it could also be titled Takt production, Takt short interval implementation, or production control. Basically, Takt Control is the controlling of flow in the field based on the Takt plan. It is not enough to plan for flow-we must obtain flow in the field. The following methods can be used within the meeting system to maintain Takt control. This should become the main focus of assistant superintendents and foremen in construction:

 Foremen & Super Control:

  • Prepare and stage materials – Materials can be staged ahead of work starting to increase the production of work and increase flow. So many times we do not do this in construction, and we begin the next day, the Monday of that week, or the start of the next takt time looking for materials, walking around on treasure hunts, and wasting the crew’s time. Crews should have the materials they need when they start and in the most productive times of the week and morning.

  • Prepare for the next task – The more a team prepares the next task, the shorter the cycle time will be. So many times we just go and do. We need to do more planning of activities in huddles and between the super and foreman. Leaders should verify the crew will have the layout, materials, information, labor, quality expectations, tools, environment, permissions, safety planning and support they need to carry out the task properly.

  • Improve hand-offs – Hand-offs of work that are on time with increased collaboration will increase the flow of work. Many times crews and foremen only focus on their work. This is a mistake. Each crew has the opportunity to treat the successor crew like a customer and with good customer service. Foremen should walk with each other once they have moved out of an area to improve the handoff to the next trade and increase flow.

  • Finish work completely in areas – The better work is finished in an area, the easier it will be for following contractors to complete their work in a flow and on time. We need to stop starting so many things and start finishing just as much as we start. If a process is flowing through the building, it should finish that part of the process while there. This means completing inspections, connections, quality checks, and finishing the work so the crew does not have to come back. There is no merit in rushing through an area with so-called, “Production Work,” that only partially completes the work in the process. If we finish work as we go, we reduce re-work, comebacks, and interruptions to other trades.

  • Pull Contractors behind you – Pulling contractors behind you means completely demobilizing, cleaning, inspecting, and finishing an area to the point that the following contractor is pulled into the area. Other trades should not be pushing you to get done in your time. You should pull them behind you and leave a space where they can pre-stage, prepare, and start their work on time.

  • Train and prepare for the next area of work – If there is a buffer at the end of a Takt time for your scope in your Takt wagon, an effort should be made to increase the training of workers to prepare for the next cycle of work. So many times we rush in construction to the detriment of our workers, their wellbeing, and the work at hand. Even if your company provides training at regular intervals at a corporate level, foremen must constantly train workers and the crew onsite. This can easily be done at the end of a Takt time. So, before you move to ‘workable backlog,’ move to another area, or leave the project site, consider doing specific training for that crew on the process or task they are performing. This will reduce the cycle time and create flow. Trust me, you have enough time to train. If you do not take this time, you will always be busy with re-work or rushing through ineffective processes.

  • Matching staging areas to zones – Having organized staging areas that reduce treasure hunts and increase the transfer of materials to each zone will increase flow in production. Consider breaking out your material staging by zones so materials can easily be hoisted by crane, forklift, or other means to the zone in an efficient manner. Hauling materials for multiple zones in bulk can slow you down. Sorting through large piles of materials can slow you down. Remember, when the crew is in a productive state, they need their materials. Consider ways to make those materials more accessible by area or zone.

  • Increasing communication – The more trades communicate, the more handoffs and flow will be better. When project teams get behind or overwhelmed, they typically default to individual productivity and reduce how much they communicate. The opposite of this is what is needed. When coordination, collaboration, and teamwork are needed, we must increase how much we communicate. That means field walks, phone calls, text systems, huddles, and intentional meetings that will create flow for the work. When times get tough, or swarming is needed for a specific bottleneck or Takt wagon, we must lean in and communicate more, not less.

  • Swarming problem areas – If there is a roadblock or bottleneck, or area of work that is slowed, the project team and leadership can swarm that area and remove the roadblock or bottleneck. This can only happen if trades help each other and there is swing capacity within trades on the project. Swing capacity is built when there is workable backlog on the project, or work that is not critical to the flow of the project that can happen at flexible times, and there are workers available to help with swarming by being pulled from that workable backlog work. Additionally, a workable backlog can be used for crews that are held up in their normal flow and need a place to work. The bottom line with swarming is that the team can help remove a roadblock or bottleneck by adding reasonable resources temporarily to the problem area to create flow.

 

  • Creating stability:

  • Clean, safe, and organized project – To be successful with Takt, the project must be clean, safe, and organized. If it is, crews can work with optimal productivity, see and observe what they need to observe, and thrive in a stable environment that can create flow. If this does not happen, trash, materials, unsafe areas, and disorganization will slow down equipment, labor, installation processes, and teams who are inspecting their work.

  • Team is balanced and healthy – In order for Takt control to take place, the team must be balanced and have a healthy team dynamic. That means the team has a multiplier leader, the 5 behaviors of a team, and a strenuous performance goal. Read Elevating Construction Senior Superintendents, Book 1 by Jason Schroeder for more information.

  • Managing delays as a team – Delays must be managed immediately and continuously as a team to enable Takt production. Delays can come from re-work, owner impacts, or roadblocks. When these delays happen, they must be managed. How to effectively do this in a Takt system will come from experience, but here are some guidelines to help you determine what to do:

  • Options in handling a delay: (In order of consideration)

  • Stop the Takt phase and swing to a workable backlog.

  • Stop the Takt phase, wait, and prepare. Even if workers are standing around, it may be faster and cheaper. Remember, busyness is waste, not production.

  • Pull the delayed work out of the Takt plan and onto a separate pull plan or scrum board.

  • Pull the car out of the Takt sequence and onto its own path with its own Takt time. Check interdependence with other trains if you do this.

  • Recover the delay within the wagon or sequence.

  • Swarm the delay with swing capacity.

  • Only rarely do we recommend delaying that area and allowing it to get out of rhythm. If you have to do this, you must monitor and ensure we are not stacking trades and inappropriately creating variation in labor counts. Most of the time additional labor, more money, and more staged materials slow us down, not help us.

  • Hold start dates – It is better to hold Takt time start dates and wait for the start of a Takt time to begin work than it is to start them earlier and cause variation. When we rush and do not hold to the start of the Takt time, we stop finishing, preparing, training, and learning. We must learn that busyness is waste, not production. A busy crew does not mean it is doing well. A crew doing rework is busy. A crew doing preparation and installing work right is productive. We must default to holding Takt time start dates instead of moving start dates forward. When we do this we create variation which increases the duration of the task, process, phase, or project.

  • Engage an effective meeting system – The meeting system must be in place and maintained to scale communication and maintain control as a team. Daily afternoon foreman huddles, morning worker huddles, and crew preparation huddles are key to planning and preparing work.

  • Daily huddles – Most of the battle won in executing good production is won in the planning phase. Planning, communication, collaboration, and preparation in huddles will do more to create flow on your project than anything else. Daily huddles ensure work is being completed per the plan daily, and they allow Takt control methods to be implemented daily.

  • Leveling Work:

  • Adjusting Takt zones – Takt zones must be adjusted if there is a problem with production flow. Remember, we level the work we have from zone to zone as processes. If we find there is an imbalance in the level of effort in the work between zones, we can adjust the Takt zones. Remember, Takt zones do not need to be the same size. We want the amount of effort by process to be equal from zone to zone, and that may mean we have different size Takt zones with different levels of work density.

  • Adjusting work packaging and work steps – The leveling of work packages and work steps is crucial to increase flow in construction. It is not enough to ensure the Takt wagon overall flows from area to area, we must also ensure the work packages and work steps within the Takt wagon flows from area to area as best as they can. Once a Takt wagon has begun on the project, the project team should adjust the positioning of the work packages and work steps in the Takt time as they learn what creates optimal flow.

  • Bring materials and equipment JIT – Materials should be brought out just-in-time according to inventory buffers and with supermarkets (laydown areas). We do not stage too much material at the place of work before it is needed. Just-in-time means it arrives there just ahead of the work. Now, if you can do this within the value stream from the supplier directly to the place of work, great; but if you cannot, you will use laydown areas with material inventory buffers. A material inventory buffer is a buffer that includes an amount of material a certain amount of time before it is needed. When this is required because the supply chain is volatile, you will then bring the materials from the staging yard to the place of work just-in-time. Either way, it arrives at the place of work just-in-time.

  • Level manpower – As worker counts are leveled properly, production will increase. If there is a scope of work that repeats within a Takt wagon, the worker counts must adjust higher or lower to properly accomplish the work within the Takt time and also leave a small buffer. If the repeated process from area to area appears to be too slow for the trade partner, the crew size should reduce to accommodate. If it seems too fast, labor counts can increase.

  • Adjusting work so each Wagon has buffers – Each wagon should have buffers to increase the time crews have to finish and prepare.

  • Roadblock Removal:

  • Use and manage buffers – Buffers need to be used to absorb roadblocks and variation. As listed in the Manage Delays section above, the project team may use a buffer to absorb a roadblock.

  • Seeing deviations – The project team should look for and see deviations daily to initiate corrective actions. The Takt plan provides one of the best visual systems available to notice and remove roadblocks. The framework of Takt time and Takt zone allow the project team to see deviations to the plan and possible roadblocks. A project team must focus on the removal of roadblocks to implement Takt Control and increase flow.

  • Make-ready Look-ahead planning – Make-ready look-ahead planning should bring roadblocks to the surface so they can be removed. Make-ready Look-ahead planning is a process where the team reviews the next 3 to 6 weeks of scheduled activities and really analyzes if each activity is ready with labor, materials, information, and permissions. Possible roadblocks or unready work is marked on the look-ahead plan. These roadblocks become a focus for the team so work can be made ready and materials labor, and ready work converge at the same time.

  • Use roadblock maps – Roadblock maps should be used so the flow of construction can be compared to where roadblocks may impact the flow. It is not enough to see roadblocks on a schedule. We must also see roadblocks geographically or by zone on a plan view. Roadblock Tracking Maps track the progress of each room per the Takt plan and also show how roadblocks could effect progressing work. These maps should be used in Trade Partner Weekly Tacticals and Afternoon Foreman Huddles.

  • Remove roadblocks – The project team must focus on the identification and removal of roadblocks every day as their first priority. The senior super and PM must be fanatically addicted to this, and each team member should be enabled to remove roadblocks as far in advance as possible. This will do more to create flow than almost anything else you can do.

  • Quality Product:

  • Quality at the source – Work must be installed right the first time. It can take at least twice as long to fix something as to install it right the first time. Additionally, it can cost 4 to 12 times the original cost. That is to say the least. There is also an impact on the team and their capacity. Rework will do more to slow down and interrupt production and flow than anything else we encounter. We must install work right from the start. Your quality system is not a quality system, it is a flow system. If we can get quality right, we can flow.

  • Finish as you go – Scopes of work must be finished before demobilizing areas. The Takt system only truly works when processes are finished as trades progress through the building. Just like re-work can interrupt flow, unfinished areas that trades need to come back to can interrupt flow. Takt only works when we prepare by removing roadblocks, install it right, and finish as we go.

  • Create standard work – Each critical feature of work should be built from a quality checklist ensuring quality and clear expectations. Standard work is a document representing the standards for quality for a process or scope of work. It is our standard play, our guideline, and our north star in repeating the task or process with success.

  • Pre-fabrication as much as you can – Prefabrication enables Takt-ed projects to go fast because problems are identified in the shop before fabrication. Remember, Takt works when we plan it first, build it right, and finish as you go. Prefabrication does all three. It is planned at the shop, built the right way there, and assembled so it is easy to finish onsite.

  • Using a consistent quality process – A quality process must be used to prepare quality work. The process of using a pre-mobilization meeting, pre-construction meeting, first-in-place mockup, follow-up inspection, and final inspection will ensure processes are taken through all key steps of preparation along their journey from start to completion. This will create flow because quality is monitored throughout the process.

  • Creating quality triggers in the schedule – The quality steps in your quality plan must be shown on the schedule so key parts of the process can be triggered.

  • Manage Production:

  • Optimizing bottlenecks – Process bottlenecks must be improved by improving trade cycle times and the efficiency of their work. In a Takt system you can see process bottlenecks and optimize them.

  • Optimizing cycle times – Cycle times are improved when trades learn from previous cycles and use the PDCA cycle.

  • Reducing batch sizes – Production can be increased by reducing batch sizes or Takt zones sizes. This can be analyzed by using the Dlouhy and Binninger’s Law – (TW + TZ – 1) * TT = Duration.

  • Increase Labor productivity – Labor productivity can be increased by having consistent crews, with low onboarding needs, little context switching, proper crew sizes, with focused projects and consistent crew composition.

  • Reduce variation – Teams can increase production by reducing any kind of variation on site.

In conclusion, the list above are the common strategies and tactics you will use to constantly maintain Takt control within your meeting system. If I had a magic wand, I would wave it and replace the job descriptions of every assistant superintendent and foreman with this list. We will do more to create flow in construction by using these techniques than anything else we could do.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go!

988 Suicide & Crisis Lifeline

Posted on by admin
Read 5 min

“988” is the three-digit, nationwide phone number to connect directly to the 988 Suicide and Crisis Lifeline.

Too many people experience suicidal crisis or mental health-related distress without the support and care they need. There are urgent mental health realities driving the need for crisis service transformation across our country. In 2020 alone, the U.S. had one death by suicide about every 11 minutes—and for people aged 10-34 years, suicide is a leading cause of death.

There is hope. The 988 Suicide and Crisis Lifeline – previously known as the National Suicide Prevention Lifeline – is a national network of more than 200 crisis centers that helps thousands of people overcome crisis situations everyday. These centers are supported by local and state sources as well as the Department of Health and Human Services’ Substance Abuse and Mental Health Services Administration (SAMHSA).

As of July 16, 2022, all calls and text messages to“988”route to a 988 Suicide and Crisis Lifeline call center.

The 988 Suicide and Crisis Lifeline provides 24/7, confidential support to people in suicidal crisis or mental health-related distress.

  • Provides Support: People can also dial 988 if they are worried about a loved one who may need crisis support.

  • FCC Rules: Under FCC rules, calls and texts to 988 will be directed to the Lifeline. Calls and texts to 1-800-273-8255 (TALK) will also continue to reach the 988 Lifeline even after the nationwide implementation of 988.

  • Saving Lives: The FCC actions reflect its commitment to saving lives and connecting individuals to necessary intervention services. Switching to the easy-to-remember 988 makes it easier for individuals in crisis to access the help they need and decrease the stigma surrounding suicide and mental health issues.

  • Important Step: The 988 Suicide and Crisis Lifeline is an important step toward strengthening and transforming crisis care in this country. It serves as a universal entry point so that no matter where you live, you can reach a trained crisis counselor who can help.

  • Help for Veterans: For calls, pressing “1” after dialing 988 will connect you directly to the Veterans Crisis Lifeline which serves our nation’s

We at the Elevate team feel it is important that this information is posted for our industry. We encourage you and your organization to make this information available to your employees and create awareness around it.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go!

The Updated Contract Inclusions List

Posted on by admin
Read 23 min

Contract Inclusions

Do you want to implement Lean on your project? If so, you must specify it. That does not mean you have to pay extra for it, although there are some more upfront costs when running a lean project. Really, you are moving some small costs up front to prevent massive contingency usage later. Here are some examples of things you can include in your exhibits, work orders, work authorizations, or contracts to buy for the behaviors you want:

 Cleanliness:

Cleanliness will be real time for all crews onsite. Workers and crews will keep their areas clean and swept to support a safe and productive work environment. The focus will be on the habits of the workers, and not simply cleanup at the end of the day. Workers and crews will be trained on cleaning as they go, and not allowing things to hit the floor. They will be expected to stay clean and organized so they can achieve better quality, better production, and a safer work environment. No composite cleanup crews will be used on the project for any contractor. If a worker or crew makes a mess, they will be asked to stop and clean it and work with better habits moving forward. Cleanup at the end of the day will still be encouraged, but it will be enforced as the crews work.

Just-In-Time Deliveries:

Deliveries of materials shall be coordinated to the right inventory buffer. Too much material inventory will not be allowed, and zero inventory is not productive. The right sized inventory buffers for your scope shall be coordinated with the superintendent. Do not assume deliveries will be brought out all-at-once, by building, or by floor. Deliveries by default should be by sequence area or Takt zone and approved by the superintendent. Staging at the place of work should not be assumed and, again, must be approved beforehand. In some instances, deliveries may need to be broken up to accommodate the materials arriving just-in-time to be installed within the proper lead time.

In summary, materials can be coordinated to arrive onsite from the vendor to the place of work, or materials can be coordinated to arrive to a laydown area and then to the place of work. Material inventory will only be allowed at the place of work according to the agreed-upon inventory buffer (Shown by “amount” by “time”). These buffers will be shown on the schedule or in the procurement log.

Worker & Foremen Huddles:

All workers will attend a daily worker huddle at the start of the day to communicate safety items and the plan for the day. Attendance is mandatory. It is expected that the content shared in the huddle will communicate items to workers that will keep them safer and more productive throughout the project. Additionally, trade foremen are required to plan the next day with the group and coordinate deliveries, work areas, safety, labor, and material laydown. Attendance is mandatory and crucial to enabling workers in a safe and productive manner.

25 Minute Daily Setup:

Workers will be expected to spend the first portion of their day preparing the work of the crew. The recommended agenda is shown below:

Consider a 15 to 25-minute duration for all craft to setup their day. Provide them 5s & 8 waste cards and encourage habits daily.

  • 5 min worker huddle with entire site.

  • 15 min.

  • Walk area of work

  • Pre-task plans

  • 5s area

  • Sort (Seiri)

  • Set in order (Seiton)

  • Shine/Sweep (Seiso)

  • Standardize (Seiketsu)

  • Sustain/Self-discipline (Shitsuke)

  • Setup work area for success by eliminating the 8 wastes

  • Inventory – Storing parts, pieces, documentation ahead of requirements

  • Over production – Making more than is IMMEDIATELY required

  • Transport – Moving people, products & information

  • Motion – Bending, turning, reaching, lifting

  • Waiting – For parts, information, instructions, equipment

  • Over processing – Tighter tolerances or higher-grade materials than are necessary

  • Defects – Rework, scrap, incorrect documentation

  • Skills – Underutilizing capabilities, delegating tasks with inadequate training

  • Gather all tools and needed equipment

  • Safe off work areas

The point of this time is to ensure the workers are all prepared for the day with tools, equipment, instructions, materials, and a place to work.

QC Checklists & Inspections by Foremen:

Each phase of work shall have a checklist or Feature of Work board with visuals before crews go to work. A representative from each trade will be responsible to research the plans, specs, codes, safety manual, and any other pertinent information before the pre-install. After the meeting, the information is to be summarized and formatted before the work begins. Each crew is to have with them a quality checklist for the work or a visual that has been reviewed by the general contractor. Every crew, every day, has a pre-task plan and quality expectations.

iPad for Foremen:

Foremen will be expected to view the plan for the day, scheduling software, a project management software, and other project management applications. Each foreman is to have an iPad for his or her work.

Zero Tolerance Systems:

It is said, “the culture of any organization is shaped by the worst behavior the leader is willing to tolerate.” On our projects, because of our respect for each person, we will have a respectful and caring “zero tolerance” policy on certain items that are part of, and completely consistent with, our safety program.

Communication and enforcement of our safety program provides equal opportunity for everyone to work and be respected.

The following are items in which we use a “zero tolerance” approach as part of our efforts to ensure enforcement:

· Any violation of safety that is contrary to site standards, project orientation, and OSHA basic standards.

· Anything that is indicative of bad behavior, bad attitudes, not paying attention, or not being trained for the task.

· Any violation that is high risk that creates imminent danger to persons or property (i.e. ladder use, electrical, fall protection, confined space, excavations violations, etc.).

· Not wearing P.P.E. including hard hat, safety vest, safety glasses, and proper protective clothing. This is a very important issue. Please know that wearing proper P.P.E. (and specifically safety glasses) has a psychological effect. It sets the standard of behavior onsite. If someone will not wear their safety glasses, they likely will not wear their fall protection properly. The important standards will be kept like the minimum standards are.

· Clean jobsite and daily housekeeping including proper staging of materials in approved and designated locations.

· You can expect that we, as the general contractor, will provide this safe and productive workplace. In turn, we will require your efforts also by supporting the this “zero tolerance” and we will do this by:

o The site orientation will explain this approach to everyone.

o Everyone onsite must set the example and enforce the policy.

o We will hold huddles daily which will remind people and train them on the standards.

o If someone is observed being unsafe, we will say to them, “Because I care about your safety, we need to give you time to focus, re-train, or plan the work. So, let’s have you go through orientation in the office, or receive training from your supervisor before continuing work, and you can come back once oriented or re-trained. (Unless it is a major violation)”

o We will send an email to that person’s company explaining why that person was paused for their own safety and the benefit of their family, ask that the person be re-trained, and offer them and opportunity to come back once orientation. (Unless it is a major violation).

o We will log the name and violation on a log to track repeat offenders that cannot come back.

o If it is minor, they come back through orientation.

o If they do it again, they cannot come back.

o If it is a serious violation that is high risk, they cannot come back.

We know that each person must make a conscious effort to be safe for themselves and all those around them. So, again, why do we take a zero-tolerance approach? It is based on respect for people. We take care of and treat people well because we respect them. We are safe because we respect all people and their families. We provide adequate facilities, bathrooms, lunchrooms, and treat people fairly because we respect them. We keep perfectly clean jobsites because we respect the productivity of other trades. We do not tolerate safety violations because we respect people’s lives and the well-being of their families. We do not tolerate unsafe behaviors because we respect people.

Approved Foremen:

All foremen must be approved by the onsite team. Foremen must comply with the following requirements, or they will be removed from the project.

· Be located in the jobsite trailers or onsite.

· Bring materials to the site, “Just in Time!”

· Enforce site safety rules from Safety Manual

· Keep crew operations clean and organized 100% of the time. Do not wait until the end of the day.

· Do not let materials touch the ground. Either new materials or trash.

· Spend time every morning teaching about the 8 wastes, 5 S-ing, and lean concepts. Allow crews time every morning to get their day setup, clean, and organized.

· Participate as a project team member in the last planner meetings and morning huddles.

· Encourage your crews to come up with lean improvement ideas.

· Maintain parking for your company and ensure there is no impact to the customer.

· Material deliveries for equipment and supplies will be posted in a visible location for the entire team to see. All deliveries will be scheduled per jobsite rules.

· Every foreman supervising in the field will attend a pre-install meeting before commencing the Feature of Work and prepare for the meeting by reading all associated plans, specifications, and shop drawings. The product of this review will be a subcontractor provided checklist of critical quality items pertaining to the installation. If the foreman or superintendent do not come prepared, the meeting will be summarily cancelled and rescheduled as soon as a commitment can be made to properly research the scope.

· Contractor will participate in phase planning sessions to develop the overall schedule.

· Foremen will identify and help the team remove roadblocks ahead of the work.

· Foremen will have a good attitude and partner with the project team.

Foremen by Geographical Area:

The project will be broken up into geographical areas for operational control. Each area will be supervised with a superintendent and field engineer. Foremen huddles and morning huddles may be done separately. As such, each trade must provide a dedicated foremen or lead for these areas to communicate, coordination, and schedule work.

Contractor Grading:

The general contractor and all trade partners will be graded weekly based on non-subjective criteria. The score will be scaled from F to A based on performance. This score will be communicated to the owner, all internal company leaders, all trade leaders and will be posted in the project conference room. The purpose of this is to manage expectations as a group and elevate everyone to high levels of performance. It is expected contractually that onsite teams reach a “B” or higher within 6 weeks of arriving onsite.

Worker & Foremen safety training:

All workers will be OSHA 10 trained to be onsite. All foremen will be OSHA 30 trained to be onsite. If OSHA 10 trained workers are not available, an OSHA 30 trained foremen must be onsite with that crew 100% of the time.

Scheduling & Delivering Materials:

Material deliveries will be scheduled on the project delivery software or on the delivery board on a first come first serve basis. Delivery times will be held. If deliveries arrive on the project out of sequence or not on time, they will be re-routed to a designated queuing area. All deliveries will be coordinated so they are offloaded to the proper area. Forklift operators, hoist operators, and crane operators will only stage per the coordinated logistics plan for the day. All materials will be packaged on color-coded pallets, on wheels, or otherwise mobile.

Takt Construction:

This project will use Takt construction. It is expected that each contractor participates in pull plan sessions to create the Takt sequences and that each contractor will follow the Takt Production System explained in the book Takt Planning & Integrated Control. This system also requires the participation of trade foremen in the Trade Partner Weekly Tactical meeting and Daily Foremen Huddles. Each contractor shall work within their zone within their Takt time.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go!

Zero Tolerance

Posted on by admin
Read 10 min

Begin Using Zero Tolerance

Zero Tolerance systems on-site work everywhere we try them. The key is to not tolerate bad behaviors on-site, and to keep people safe and making money. The following brief outline will demonstrate how this is most effectively done on the project site.

The culture of any organization is shaped by the worst behavior the leader is willing to tolerate.

Every time we try Zero Tolerance it works. The key is to establish common standards, orient everyone to the standards, and decide as a team on a collective form of consequences. After that, it works only if every member of the team is committed to implementing and enforcing the rules. For the first couple of days, people will be upset and you will have to remove people from the project site. After that, everyone will get used to the system as long as you are consistent. After approximately six weeks of effort, and only then, will the trade partners begin to notice the difference in safety and advocate for the system.

What should we remember on every project?

Respect for people! That’s it. That’s why we do everything. We take care of the customer because we respect them, their staff, and their end users. We take care of our people because we respect them. We treat trades well because we respect them. We are safe because we respect our people and their families. We provide adequate facilities, bathrooms, lunchrooms, and treat people fairly because we respect them. We keep perfectly clean job sites because we respect the productivity of other trades. We bring materials on time, and just in time, because we respect other trades. We do not tolerate safety violations because we respect people’s lives and the well-being of their families.

Why do we do it?

  • Our contracts say we should.

  • OSHA requires us to educate and control the safety on-site.

  • Trade partners expect us to keep people safe and enable their productivity.

  • We have the responsibility of making sure everyone on-site knows expectations and follows them.

  • Each trade partner has their own rules for safety which we need to respect.

  • It’s the right thing to do.

  • If it’s wrong, why would we tolerate it?

If we believe everyone has equal opportunity, reasonable intelligence, and the ability to work on our sites, they can follow the rules. When we don’t enforce the rules, we are effectively saying, “We don’t care. You can’t, won’t, or are not intellectually able to follow the rules because you are not as good as me.” That is not a respectful or true message.

How do we do it?

Decide on zero tolerance items:

  • Any violation of safety that is contrary to the company standards, orientation, and OSHA 10 training.

  • Anything that is indicative of bad behavior, bad attitudes, not paying attention, or not being trained for the task.

  • Anything that is high risk like ladder use, electrical, fall protection, confined space, excavations, etc.

  • If it is an honest mistake that could not have been prevented by being mentally present, having a good attitude, and typical training, I would remind them.

  • Starting with safety glasses is my preference. It has a psychological effect. It sets the standard of behavior onsite. If someone will not wear their safety glasses, they will not wear their fall protection properly. The important standards will be kept like the minimum standards are. It is a 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 the example and enforce the policy.

  • The orientation should explain the approach to everyone.

  • Daily safety huddles should remind people and train them on standards.

  • If someone is observed, you say to them, “Because I care about your safety, we need to give you time to focus, re-train, or plan the work. So, let’s have you go home for the day, and you can come back tomorrow for orientation” –unless it is a major violation.

  • Send an email to that person’s company explaining why that person was allowed to go home for their own safety and the benefit of their family. Ask that the person is re-trained and offer for them to come back through orientation–if not a major violation.

  • Log the name and violation on a 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 a serious violation that could have killed them, they cannot come back.

  • Hold the line, don’t budge, be strict, calm trade partners, and in weeks the site will uphold the standard without a lot of oversight. Every new wave of contractors will have to be trained.

  • If you implement Zero Tolerance on-site, you can have a remarkably well-run project. You will have fewer safety incidents and have less need for babysitting in the field.

We get what we tolerate. Have you found your method of not tolerating bad behaviors and cultures?

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go!

The Eight Wastes: The Enemy Against Lean

Posted on by admin
Read 11 min

By: Lucía Armenta

As builders, we must recognize that waste is a major obstacle on the job site. We need to take steps to avoid, decrease, and ultimately eliminate waste wherever possible.

In the world of Lean, waste is defined as anything that doesn’t directly create value. Therefore, we must prioritize the waste reduction from the design phase to the construction phase. By doing so, we can increase efficiency, minimize costs, and ultimately provide greater value to our clients.

We can remember easily the eight wastes of lean thinking about the acronym D.O.W.N T.I.M.E. which stands for:

· Defects

· Overproduction

· Waiting

· Not-Utilizing Talent

· Transportation

· Inventory

· Motion

· Excess

1. Defects: These are errors, mistakes, or deficiencies that occur during the construction process. Examples include poor workmanship, incorrect installation, incorrect measurements, or insufficient quality control. Defects can also result from mistakes or omissions in the design or planning stages, such as incorrect specifications, incorrect drawings, or incorrect material selection. To minimize defects, lean construction focuses on improving the overall quality of workmanship and ensuring that all team members are trained to identify and address potential issues in the construction process.

2. Overproduction: This waste refers to producing more than what is required or producing it too early in the process, which can result in excess inventory, waste of resources, and decreased efficiency. It can occur when there is a lack of coordination between teams, inadequate planning, or unclear specifications. In the construction process, producing too many units of a certain material before it is needed can result in excess inventory. To avoid overproduction, lean construction emphasizes the importance of just-in-time production, where materials and products are produced only when needed in the construction process.

3. Waiting: Waiting wastes occur when workers or resources are idle or waiting for materials, information, or equipment to arrive, which results in delays and decreased efficiency. They can occur at any stage of the construction process, from design to project completion. Examples of waiting wastes include waiting for materials to arrive on the job site, waiting for instructions or approvals, waiting for equipment to become available, and others. To minimize waiting wastes, lean construction emphasizes the importance of efficient project planning, scheduling, and communication.

4. Non-utilized talent: This waste refers to the underutilization or untapped potential of workers and teams, which results in a loss of value and decreased efficiency. It can occur when workers are not given the opportunity to fully utilize their skills, knowledge, and experience or when workers are not empowered to make decisions or participate in the improvement process. To minimize non-utilized talent, lean construction emphasizes the importance of empowering workers, providing adequate training and resources, and promoting collaboration and communication.

5. Transportation: This waste refers to the movement of people, equipment, or materials that do not add value to the construction process and can lead to waste and inefficiency. It can occur when materials or equipment are transported unnecessarily or over long distances, resulting in increased costs, delays, and potential damage or loss. To minimize transportation waste, lean construction emphasizes the importance of proper coordination and planning of the construction process. This includes identifying potential transportation bottlenecks and inefficiencies, consolidating transportation activities where possible, and using just-in-time delivery of materials and equipment.

6. Inventory: This waste refers to materials, equipment, or other resources that are not immediately needed for the construction process and are stored or held more than what is necessary to meet customer demand. It can occur when excess materials or equipment are purchased or produced in anticipation of future needs, resulting in unnecessary costs, storage space, and potential waste or damage. To minimize inventory waste, lean construction emphasizes the importance of just-in-time delivery of materials and equipment, where the resources are delivered only when needed for the construction process.

7. Motion: This refers to any unnecessary or inefficient movement of people, equipment, or materials that does not add value to the construction process. It can occur when workers must repeatedly move between different work areas or when tools and equipment are not located in a convenient or easily accessible location, or when workers are not properly trained or have insufficient tools or equipment, resulting in excessive or inefficient movement. To minimize motion waste, Lean Construction emphasizes the importance of proper planning and organization of the construction process.

8. Excess: This refers to any unnecessary or surplus resources, including materials, equipment, and labour, that does not add value to the construction process. It can occur when more resources are used than needed to complete a task or meet customer demand, resulting in increased costs and potential waste or damage. Lean Construction emphasizes the importance of proper planning and resource allocation to minimize excess waste.

Finally, all the wastes of Lean construction are interrelated and can lead to inefficiencies and increased costs. Defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, and excess can occur at any stage of the construction process, from design to project completion. 

Each waste can contribute to the occurrence of other wastes and can create a cycle of waste that reduces efficiency and customer value. The goal of Lean construction is to minimize all types of waste through proper planning, coordination, and continuous improvement to optimize the flow of materials and information, reduce costs, and increase customer value.

                                                              

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go!

Bibliography

McGee-Abe, J. (2015, August 12). The eight deadly lean wastes: DOWNTIME. Process Excellence Network. https://www.processexcellencenetwork.com/lean-six-sigma-business-performance/articles/the-8-deadly-lean-wastes-downtime

Lean Construction Institute. (2023, April 26). 8 Wastes of Lean: An Introduction to Waste. Lean Construction Institute.https://leanconstruction.org/lean-topics/8-wastes-of-lean/#:~:text=What%20Are%20the%208%20Wastes,Unused%20Creativity%20of%20Team%20Members.

JIT Deliveries

Posted on by admin
Read 7 min

Just-in-time material delivery gets a bad rap in construction sometimes. People usually think it means:

  1. Only bringing materials to the project just when you need it from the vendor.

  2. Keeping no inventory onsite.

But this is not the case.

 

Just-in-time material delivery is THIS in construction:

  1. Bringing materials to the zone on the project just-in-time for the work

  2. In a flow–preferably according to a Takt plan.

  3. From the vendor directly or from the vendor through a lay-down yard.

  4. With material inventory buffers.

If you bring materials directly from the vendor, like when you order…

 

–Drywall

 

–Screws

 

–Wood supplies

 

–Concrete

 

–Other readily available items

 

You have the following steps in the value stream:

 

a. Finish material goods.

 

b. Load materials.

 

c. Transport materials.

 

d. Offload materials.

 

e. Transport to zone.

  

If you bring it through a lay-down area, like when you order…

 

–Curtainwall

 

–Electrical gear

 

–Elevators

 

–Other long-lead items

 

You have the following steps in the value stream:

 

a. Finish material goods.

 

b. Load materials.

 

c. Transport materials.

 

Added step – Offload to lay-down area.

 

Added step – Maintain materials in inventory.

 

Added step – Re-load materials for transport to zone.

 

Added step – Transport to building and zone.

 

d. Offload materials.

 

e. Transport to zone.

 

So, bringing it directly to the site has fewer steps and saves more money, but sometimes using a lay-down yard is necessary. The most important part of JIT in construction is to not bring it to the zone until you need it. If you do, you will slow down production. People get in trouble when they prioritize reducing those extra steps over keeping the project clean and clear. Let me say this. Most of the time it is better to add those steps and use a lay-down yard over clogging up the project site by staging too many materials at the place of work.

 

So,

    1. No stocking the entire floor or project all at one time.

    2. No stocking before it is needed.

    3. No leaving items around for other contractors to trip over.

Remember to follow these steps:

  1. -Always create a flowable schedule that can be used to schedule materials to the project site JIT.

  2. -Always manage that procurement with a log or on your schedule.

  3. -Always include a material inventory buffer into your supply chain duration so you can acquire enough materials to keep the project fed. A material inventory buffer is a buffer of a certain amount of materials that you keep on hand for a specified amount of time ahead of the work so you do not have too much inventory to cause waste, but enough to feed the work.

  4. -Always intentionally decide how materials are to be brought to the site according to your systems. Always bring them according to zones, not phases or buildings.

I hope you have enjoyed this quick read.

 

As we close, please remember these things you should NEVER do:

  1. -Never schedule materials according to a schedule without trade flow.

  2. -Never only bring materials from the vendor to the project site. You must engage a lay-down yard when needed.

  3. -Never order materials without a material inventory buffer.

  4. -Never order your materials batched. Order them by zone.

 

If you begin practicing JIT materials deliveries by zone, according to a flow, you will certainly increase your production.

 

Jason Schroeder

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go!

    faq

    General Training Overview

    What construction leadership training programs does LeanTakt offer?
    LeanTakt offers Superintendent/PM Boot Camps, Virtual Takt Production System® Training, Onsite Takt Simulations, and Foreman & Field Engineer Training. Each program is tailored to different leadership levels in construction.
    Who should attend LeanTakt’s training programs?
    Superintendents, Project Managers, Foremen, Field Engineers, and trade partners who want to improve planning, communication, and execution on projects.
    How do these training programs improve project performance?
    They provide proven Lean and Takt systems that reduce chaos, improve reliability, strengthen collaboration, and accelerate project delivery.
    What makes LeanTakt’s training different from other construction courses?
    Our programs are hands-on, field-tested, and focused on practical application—not just classroom theory.
    Do I need prior Lean or takt planning experience to attend?
    No. Our programs cover foundational principles before moving into advanced applications.
    How quickly can I apply what I learn on real projects?
    Most participants begin applying new skills immediately, often the same week they complete the program.
    Are these trainings designed for both office and field leaders?
    Yes. We equip both project managers and superintendents with tools that connect field and office operations.
    What industries benefit most from LeanTakt training?
    Commercial, multifamily, residential, industrial, and infrastructure projects all benefit from flow-based planning.
    Do participants receive certificates after completing training?
    Yes. Every participant receives a LeanTakt Certificate of Completion.
    Is LeanTakt training recognized in the construction industry?
    Yes. Our programs are widely respected among leading GCs, subcontractors, and construction professionals.

    Superintendent / PM Boot Camp

    What is the Superintendent & Project Manager Boot Camp?
    It’s a 5-day immersive training for superintendents and PMs to master Lean leadership, takt planning, and project flow.
    How long does the Superintendent/PM Boot Camp last?
    Five full days of hands-on training.
    What topics are covered in the Boot Camp curriculum?
    Lean leadership, Takt Planning, logistics, daily planning, field-office communication, and team health.
    How does the Boot Camp improve leadership and scheduling skills?
    Yes. You’ll learn how to run day huddles, team meetings, worker huddles, and Lean coordination processes.
    Who is the Boot Camp best suited for?
    Construction leaders responsible for delivering projects, including Superintendents, PMs, and Field Leaders.
    What real-world challenges are simulated during the Boot Camp?
    Schedule breakdowns, trade conflicts, logistics issues, and communication gaps.
    Will I learn Takt Planning at the Boot Camp?
    Yes. Takt Planning is a core focus of the Boot Camp.
    How does this Boot Camp compare to traditional PM certification?
    It’s practical and execution-based rather than exam-based. You learn by doing, not just studying theory.
    Can my entire project team attend the Boot Camp together?
    Yes. Teams attending together often see the greatest results.
    What kind of real-world challenges do we simulate?
    Improved project flow, fewer delays, better team communication, and stronger leadership confidence.

    Takt Production System® Virtual Training

    What is the Virtual Takt Production System® Training?
    It’s an expert-led online program that teaches Lean construction teams how to implement takt planning.
    How does virtual takt training work?
    Delivered online via live sessions, interactive discussions, and digital tools.
    What are the benefits of online takt planning training?
    Convenience, global accessibility, real-time learning, and immediate application.
    Can I access the virtual training from anywhere?
    Yes. It’s fully web-based and accessible worldwide.
    Can I access the virtual training from anywhere?
    Yes. It’s fully web-based and accessible worldwide.
    What skills will I gain from the Virtual TPS® Training?
    Macro and micro Takt planning, weekly updates, flow management, and CPM integration.
    How long does the virtual training program take?
    The program is typically completed in multiple live sessions across several days.
    Can I watch recordings if I miss a session?
    Yes. Recordings are available to all participants.
    Do you offer group access or company licenses for the virtual training?
    Yes. Teams and companies can enroll together at discounted rates.
    How does the Virtual TPS® Training integrate with CPM tools?
    We show how to align Takt with CPM schedules like Primavera P6 or MS Project.

    Onsite Takt Simulation

    What is a Takt Simulation in construction training?
    It’s a live, interactive workshop that demonstrates takt planning on-site.
    How does the Takt Simulation workshop work?
    Teams participate in hands-on exercises to learn the flow and rhythm of a Takt-based project.
    Can I choose between a 1-day or 2-day Takt Simulation?
    Yes. We offer flexible formats to fit your team’s schedule and needs.
    Who should participate in the Takt Simulation workshop?
    Superintendents, PMs, site supervisors, contractors, and engineers.
    How does a Takt Simulation improve project planning?
    It shows teams how to structure zones, manage flow, and coordinate trades in real time.
    What will my team learn from the onsite simulation?
    How to build and maintain takt plans, manage buffers, and align trade partners.
    Is the simulation tailored to my specific project type?
    Yes. Scenarios can be customized to match your project.
    How do Takt Simulations improve trade partner coordination?
    They strengthen collaboration by making handoffs visible and predictable.
    What results can I expect from an onsite Takt Simulation?
    Improved schedule reliability, better trade collaboration, and reduced rework.
    How many people can join a Takt Simulation session?
    Group sizes are flexible, but typically 15–30 participants per session.

    Foreman & Field Engineer Training

    What is Foreman & Field Engineer Training?
    It’s an on-demand, practical program that equips foremen and engineers with leadership and planning skills.
    How does this training prepare emerging leaders?
    By teaching communication, crew management, and execution strategies.
    Is the training on-demand or scheduled?
    On-demand, tailored to your team’s timing and needs.
    What skills do foremen and engineers gain from this training?
    Planning, safety leadership, coordination, and communication.
    How does the training improve communication between field and office?
    It builds shared systems that align superintendents, engineers, and managers.
    Can the training be customized for my team’s needs?
    Yes. Programs are tailored for your project or company.
    What makes this program different from generic leadership courses?
    It’s construction-specific, field-tested, and focused on real project application.
    How do foremen and field engineers apply this training immediately?
    They can use new systems for planning, coordination, and daily crew management right away.
    Is the training suitable for small construction companies?
    Yes. Small and large teams alike benefit from building flow-based leadership skills.

    Testimonials

    Testimonials

    "The bootcamp I was apart of was amazing. Its was great while it was happening but also had a very profound long-term motivation that is still pushing me to do more, be more. It sounds a little strange to say that a construction bootcamp changed my life, but it has. It has opened my eyes to many possibilities on how a project can be successfully run. It’s also provided some very positive ideas on how people can and should be treated in construction.

    I am a hungry person by nature, so it doesn’t take a lot to get to participate. I loved the way it was not just about participating, it was also about doing it with conviction, passion, humility and if it wasn’t portrayed that way you had to do it again."

    "It's great to be a part of a company that has similar values to my own, especially regarding how we treat our trade partners. The idea of "you gotta make them feel worse to make them do better" has been preached at me for years. I struggled with this as you will not find a single psychology textbook stating these beliefs. In fact it is quite the opposite, and causing conflict is a recipe for disaster. I'm still honestly in shock I have found a company that has based its values on scientific facts based on human nature. That along with the Takt scheduling system makes everything even better. I am happy to be a part of a change that has been long overdue in our industry!"

    "Wicked team building, so valuable for the forehumans of the sub trades to know the how and why. Great tools and resources. Even though I am involved and use the tools every day, I feel like everything is fresh and at the forefront to use"

    "Jason and his team did an incredible job passing on the overall theory of what they do. After 3 days of running through the course I cannot see any holes in their concept. It works. it's proven to work and I am on board!"

    "Loved the pull planning, Takt planning, and logistic model planning. Well thought out and professional"

    "The Super/PM Boot Camp was an excellent experience that furthered my understanding of Lean Practices. The collaboration, group involvement, passion about real project site experiences, and POSITIVE ENERGY. There are no dull moments when you head into this training. Jason and Mr. Montero were always on point and available to help in the break outs sessions. Easily approachable to talk too during breaks and YES, it was fun. I recommend this training for any PM or Superintendent that wants to further their career."

    agenda

    Day 1

    Foundations & Macro Planning

    • Introduction to Takt Production System® principles
    • CPM vs TAKT comparison
    • Macro planning, zoning, and density analysis
    • Quantities and production rates
    • Hands-on application to participants’ projects with LeanTakt PM experts

    day2

    Norm Planning & Flow Optimization

    • Review and refinement of Day 1 work
    • Pull planning and sequence optimization
    • Work packaging for balanced flow
    • Project integration session with LeanTakt PM coaching

    day3

    Advanced Tools & Comparisons

    • Macro work packaging and example walkthrough
    • Calculator Norm for production optimization
    • Stacking comparison to avoid trade conflicts
    • Hands-on application to participants’ own schedules

    day4

    Buffers, Controls & Finalization

    • Review of Day 3 implementation
    • Buffer management strategies and placement
    • Takt control principles and steering methods
    • Project plan finalization with expert guidance

    day5

    Control Systems & Presentations

    • Takt steering, control systems, and real project examples
    • Participant project presentations with LeanTakt PM feedback
    • Wrap-up, feedback, and action planning for post-training implementation

    faq

    UNDERSTANDING THE TRAINING

    What is the Virtual Takt Production System® Training by LeanTakt?
    It’s an expert-led online program designed to teach construction professionals how to implement Takt Planning to create flow, eliminate chaos, and align teams across the project lifecycle.
    Who should take the LeanTakt virtual training?
    This training is ideal for Superintendents, Project Managers, Engineers, Schedulers, Trade Partners, and Lean Champions looking to improve planning and execution.
    What topics are covered in the online Takt Production System® course?
    The course covers macro and micro Takt planning, zone creation, buffers, weekly updates, flow management, trade coordination, and integration with CPM tools.
    What makes LeanTakt’s virtual training different from other Lean construction courses?
    Unlike theory-based courses, this training is hands-on, practical, field-tested, and includes live coaching tailored to your actual projects.
    Do I get a certificate after completing the online training?
    Yes. Upon successful completion, participants receive a LeanTakt Certificate of Completion, which validates your knowledge and readiness to implement Takt.

    VALUE AND RESULTS

    What are the benefits of Takt Production System® training for my team?
    It helps teams eliminate bottlenecks, improve planning reliability, align trades, and reduce the chaos typically seen in traditional construction schedules.
    How much time and money can I save with Takt Planning?
    Many projects using Takt see 15–30% reductions in time and cost due to better coordination, fewer delays, and increased team accountability.
    What’s the ROI of virtual Takt training for construction teams?
    The ROI comes from faster project delivery, reduced rework, improved communication, and better resource utilization — often 10x the investment.
    Will this training reduce project delays or rework?
    Yes. By visualizing flow and aligning trades, Takt Planning reduces miscommunication and late handoffs — major causes of delay and rework.
    How soon can I expect to see results on my projects?
    Most teams report seeing improvement in coordination and productivity within the first 2–4 weeks of implementation.

    PLANNING AND SCHEDULING TOPICS

    What is Takt Planning and how is it used in construction?
    Takt Planning is a Lean scheduling method that creates flow by aligning work with time and space, using rhythm-based planning to coordinate teams and reduce waste.
    What’s the difference between macro and micro Takt plans?
    Macro Takt plans focus on the overall project flow and phase durations, while micro Takt plans break down detailed weekly tasks by zone and crew.
    Will I learn how to build a complete Takt plan from scratch?
    Yes. The training teaches you how to build both macro and micro Takt plans tailored to your project, including workflows, buffers, and sequencing.
    How do I update and maintain a Takt schedule each week?
    You’ll learn how to conduct weekly updates using lookaheads, trade feedback, zone progress, and digital tools to maintain schedule reliability.
    Can I integrate Takt Planning with CPM or Primavera P6?
    Yes. The training includes guidance on aligning Takt plans with CPM logic, showing how both systems can work together effectively.
    Will I have access to the instructors during the training?
    Yes. You’ll have opportunities to ask questions, share challenges, and get real-time feedback from LeanTakt coaches.
    Can I ask questions specific to my current project?
    Absolutely. In fact, we encourage it — the training is designed to help you apply Takt to your active jobs.
    Is support available after the training ends?
    Yes. You can access follow-up support, coaching, and community forums to help reinforce implementation.
    Can your tools be customized to my project or team?
    Yes. We offer customizable templates and implementation options to fit different project types, teams, and tech stacks.
    When is the best time in a project lifecycle to take this training?
    Ideally before or during preconstruction, but teams have seen success implementing it mid-project as well.

    APPLICATION & TEAM ADOPTION

    What changes does my team need to adopt Takt Planning?
    Teams must shift from reactive scheduling to proactive, flow-based planning with clear commitments, reliable handoffs, and a visual management mindset.
    Do I need any prior Lean or scheduling experience?
    No prior Lean experience is required. The course is structured to take you from foundational principles to advanced application.
    How long does it take for teams to adapt to Takt Planning?
    Most teams adapt within 2–6 weeks, depending on project size and how fully the system is adopted across roles.
    Can this training work for smaller companies or projects?
    Absolutely. Takt is scalable and especially powerful for small teams seeking better structure and predictability.
    What role do trade partners play in using Takt successfully?
    Trade partners are key collaborators. They help shape realistic flow, manage buffers, and provide feedback during weekly updates.

    VIRTUAL FORMAT & ACCESSIBILITY

    Can I access the virtual training from anywhere?
    Yes. The training is fully accessible online, making it ideal for distributed teams across regions or countries.
    Is this training available internationally?
    Yes. LeanTakt trains teams around the world and supports global implementations.
    Can I watch recordings if I miss a session?
    Yes. All sessions are recorded and made available for later viewing through your training portal.
    Do you offer group access or company licenses?
    Yes. Teams can enroll together at discounted rates, and we offer licenses for enterprise rollouts.
    What technology or setup do I need to join the virtual training?
    A reliable internet connection, webcam, Miro, Spreadsheets, and access to Zoom.

    faq

    GENERAL FAQS

    What is the Superintendent / PM Boot Camp?
    It’s a hands-on leadership training for Superintendents and Project Managers in the construction industry focused on Lean systems, planning, and communication.
    Who is this Boot Camp for?
    Construction professionals including Superintendents, Project Managers, Field Engineers, and Foremen looking to improve planning, leadership, and project flow.
    What makes this construction boot camp different?
    Real-world project simulations, expert coaching, Lean principles, team-based learning, and post-camp support — all built for field leaders.
    Is this just a seminar or classroom training?
    No. It’s a hands-on, immersive experience. You’ll plan, simulate, collaborate, and get feedback — not sit through lectures.
    What is the focus of the training?
    Leadership, project planning, communication, Lean systems, and integrating office-field coordination.

    CURRICULUM & OUTCOMES

    What topics are covered in the Boot Camp?
    Takt planning, day planning, logistics, pre-construction, team health, communication systems, and more.
    What is Takt Planning and why is it taught?
    Takt is a Lean planning method that creates flow and removes chaos. It helps teams deliver projects on time with less stress.
    Will I learn how to lead field teams more effectively?
    Yes. This boot camp focuses on real leadership challenges and gives you systems and strategies to lead high-performing teams.
    Do you cover daily huddles and meeting systems?
    Yes. You’ll learn how to run day huddles, team meetings, worker huddles, and Lean coordination processes.
    What kind of real-world challenges do we simulate?
    You’ll work through real project schedules, logistical constraints, leadership decisions, and field-office communication breakdowns.

    LOGISTICS & FORMAT

    Is the training in-person or virtual?
    It’s 100% in-person to maximize learning, feedback, and team-based interaction.
    How long is the Boot Camp?
    It runs for 5 full days.
    Where is the Boot Camp held?
    Locations vary — typically hosted in a professional training center or project setting. Contact us for the next available city/date.
    Do you offer follow-up coaching after the Boot Camp?
    Yes. Post-camp support is included so you can apply what you’ve learned on your projects.
    Can I ask questions about my actual project?
    Absolutely. That’s encouraged — bring your current challenges.

    PRICING & VALUE

    How much does the Boot Camp cost?
    $5,000 per person.
    Are there any group discounts?
    Yes — get 10% off when 4 or more people from the same company attend.
    What’s the ROI for sending my team?
    Better planning = fewer delays, smoother coordination, and higher team morale — all of which boost productivity and reduce costs.
    Will I see results immediately?
    Most participants apply what they’ve learned as soon as they return to the jobsite — especially with follow-up support.
    Can this replace other leadership training?
    In many cases, yes. This Boot Camp is tailored to construction professionals, unlike generic leadership seminars.

    SEO-BASED / HIGH-INTENT SEARCH QUESTIONS

    What is the best leadership training for construction Superintendents?
    Our Boot Camp offers real-world, field-focused leadership training tailored for construction leaders.
    What’s included in a Superintendent Boot Camp?
    Takt planning, day planning, logistics, pre-construction systems, huddles, simulations, and more.
    Where can I find Lean construction training near me?
    Check our upcoming in-person sessions or request a private boot camp in your city.
    How can I improve field and office communication on a project?
    This Boot Camp teaches you tools and systems to connect field and office workflows seamlessly.
    Is there a training to help reduce chaos on construction sites?
    Yes — this program is built specifically to turn project chaos into flow through structured leadership.

    agenda

    Day 1

    Agenda

    • Intro to Camp
    • Set Expectations
    • Morning Routine
    • Plan Day
    • Explain "Why"
    • Teams Intros + Yells + Expectation
    • Focus, Physiology, Words + Yells
    • Blocks to Leadership
    • 50 Million
    • Biggest Thing
    • Choose Your Word
    • Marketing Exercise
    • Interview for the Project
    • PO Homework and Close the Day

    Outcomes

    • Understand how to get into a proper state to lead
    • Understand how to dig deep to find the confidence to lead
    • Team work and collaboration
    • Understand marketing
    • Understand how to interview for and win a project

    Day 2

    Agenda

    • Morning Routine
    • Day Planner
    • Plus & Delta
    • Macro Takt planning
    • Setup jobs + Signs + Logistics
    • Explain the IPCS™
    • Detailed logistics training
    • Team balance & health training

    Outcomes

    • Learn the IPCS™ understand how to integrate the entire project from start to finish with First Planners™ and Last Planners® through the Takt Production System®
    • Learn how to review a project
    • Learn advanced logistics
    • Learn team balance and health

    Day 3

    Agenda

    • Morning Routine
    • Day Planner
    • Plus & Delta
    • Review How Big Things Get Done
    • Review IPCSTM
    • Fix (Schedule, zone, logistics, trailer, org & procurement)
    • Fresh Eyes Meeting
    • Pre-Con Overview
    • TAKT SIMULATION
    • Recap and Review

    Outcomes

    • Understand why and how to plan
    • Understand the benefits of using a Takt production plan
    • Learn the steps to proper pre-con that sets the project up for success
    • Learn how to review a project in a Fresh Eyes Meeting
    • Learn flow from Takt planning

    Day 4

    Agenda

    • Morning Routine
    • Day Planner
    • Plus & Delta
    • Opposing Squares
    • Pull Plan
    • Takt Remaining
    • Norm Update
    • Re Zoning
    • Risks & Pre-Con Align
    • Meeting System
    • Problems
    • Recap

    Outcomes

    • Understand the Norm level Takt plan for weekly/daily planning
    • Benefits and outcomes of rezoning strategies
    • Using meetings to feed information through the system and to the Foremen

    Day 5

    Agenda

    • Morning Routine
    • Day Planner
    • Plus & Delta
    • Huddle I.D.S
    • Day Plan
    • Worker Huddle
    • Norm Update
    • Team Huddle
    • Lean Systems Recap
    • Feedback Exercise
    • Final & Close

    Outcomes

    • Know what information is needed and how to get it to the Workers
    • Better understand how to give feedback and why it’s crucial for everyone
    • How to problem solve as a team
    • Understand how all systems tie together
    • Know how the information gets all the way to the worker
    • Have perfect clarity on the individual’s personal organization planner