Author: Danny Jiménez⁩

Lift Drawings For Field Engineers (How To Review Lift Drawings In Construction)

Posted on by Danny Jiménez⁩
Read 24 min

Lift Drawings for Field Engineers (How to Review Lift Drawings in Construction)

I want to say something as I start out, and I want to work from the end in mind. If you are out in the field and somebody wants you to build this wall on top of this footing, think about what you would have to do or know to build this wall. Well, first of all, you’d have to have layout and control. The other thing is you would have to have the information for this. I’m just going to call this a lift drawing.

With those key things, you can go build that wall as long as you have the humans, the tools, the materials, and the equipment, and maybe other resources. And so, when we think about what a field engineer does, I like to anchor back to the fact that there’s at least 17 core things that are required for a crew to go build that wall. This list, I’ve counted at least 50% of it is directly tied to the field engineer, especially the information, the layout, the open space, and the detailed dimensions for components. And also, field engineers help the superintendent with those other things that I already mentioned and what’s called full kit because we don’t go try and build this until we’re ready to finish. This is a beautiful concept that’s from Goldratt’s Rules of Flow.

So, I want you to understand that this is a skill. We must have the information, and we must have the layout, and we must be able to visualize this, and I’m going to draw this in 3D and, if we can, in 4D with time XYZ and then T for time is your fourth dimension.

The Pain of Field Engineers Who Don’t Know the Building

Here’s what happens when field engineers don’t do lift drawings. They don’t know the building. They can’t visualize in 3D. They don’t understand how components work together. They don’t find problems before mobilization. And when the crew shows up, there’s missing information. There’s conflicts. There’s no embed. There’s no sleeve. There’s no dowels. And now you have rework. You have delays. You have frustrated craft workers. And the field engineer has no respect from the craft because they didn’t prepare.

And here’s the deeper problem. If you have a person in construction management that doesn’t see things in 3D, doesn’t understand coordinate geometry systems, and doesn’t understand plan reading, and doesn’t understand how components work together, and doesn’t have a love for the craft, that’s dangerous. So, we have to be committed to building people before we build things. And lift drawings are phenomenal about that.

Build Your Brain Before You Build Things

Check this out. What we’re trying to do is program your brain. What we want to do is build your brain before we build things. This is a concept that I learned in Japan with Paul Akers, which is a Lean concept. We build people before we build things. And so what we want to do is program your brain.

So, if I’m talking to you about layout and control, you’re like, “Jason, why?” If you learn how to do layout and control, you understand and you’ve programmed your brain how to think in a coordinate geometry system. Jason, why do we do lift drawings? If you do lift drawings, it forces your brain to know how to read drawings and how to visualize in 3D. It’s phenomenal. And all of the intersections, interfaces, and how all of the details come together. Well, Jason, why do we go out and work with the craft? Because we’re developing a respect for that position so that we can support them.

Everything a field engineer does trains their brain. And lift drawings are no different. Knowing this with the end in mind, meaning understanding this and considering the end and keeping the end in mind, is crucial. And I don’t care if you have self-perform or not. You need field engineers just as much for a non-self-perform job as you do for a self-perform job. That’s a myth. I don’t know who came up with that, but that’s hurting us so badly. You still have concrete folks. They still need layout. You still have masons on the site. You still have overhead and in-wall inspections that you need to do. You still have future superintendents that you need to train.

Step One: Create a Lift Drawing Schedule

First of all, when you’re doing lift drawings, you’re going to create a lift drawing schedule. So, you should be able to pull the activities, hopefully in a Takt plan, from your project delivery team, from the superintendent. And then what you say to yourself is, okay, when do I need the lift drawing, which usually should tie to the pre-construction meeting or at least a week before you’re going to go do that placement.

And then you think to yourself, okay, I need time for the final. I need time for updates. I need time for review, and then I need time to create the lift drawing. So, if you have these activities let’s say this is lift drawing one, then lift drawing two, then lift drawing three, then lift drawing four you’re going to be working in a schedule and in a flow so you don’t overburden yourself or your team. That’s step number one.

Step Two: Understand the Three Purposes of Lift Drawings

I want you to understand the purpose of the lift drawings. There’s three purposes that are crucial, and I need you to know this.

The first purpose is to know the building. This trains you as a field engineer to know that component. By the time you’re done with that lift drawing, you will know everything in and out. You will be able to inspect rebar. You know that there’s dowels coming out of the top. You know there’s an embed on the face. You know that there’s a sleeve that we need that matches with our 3D model and our BIM coordination. You know that component and you can go build it with the craft and be a help.

The second purpose, and this is huge, is to find problems. I said in the last video that Scott Berg, the first general superintendent that I ever worked under, said if you can’t draw it, you can’t build it. And that’s absolutely true. And so, what he meant was if you can’t draw it on paper, if you don’t have the dimensions, if you don’t have the information, if there’s conflicts, if you can’t draw it on paper, you can’t go and build it because we don’t have the information. So, it finds problems that you can get answers to before it impacts the work in the field. You want flow in construction lift drawings, pre-fabrication they will vet that out ahead of time.

And then the third purpose is you have a drawing to build and to double-check work. If the carpenters and laborers out in the field and whoever your craft workers are, and it can go for MEP too, you could be doing a lift drawing for an MRI and a bunch of stuff. Whoever the human is, if they’re like, “I don’t need your drawing,” you at least have a drawing as a field engineer to double-check the work, which if you double-check it before you place concrete, before you enclose the wall, before you install it and walk away, that’s called quality assurance, quality at the source, not quality control, checking it later and fixing it later. So this drawing is crucial even if it’s just for the field engineer.

Step Three: How to Make Lift Drawings

How do we make them? If we have a number of different drawings, we have structural, we have architectural, we have mechanical, we have electrical, we have plumbing, we have vendor-specific equipment drawing what we do is we take those and we pull the relevant information for one component and one-piece flow onto a drawing and we will follow normal standards.

In fact, you’ll literally draw the plan view and then you’ll do cut sections and then you’ll detail out the sections and then you’ll do an isometric of it and you’ll make sure that you have all of your grid lines, dimension to grid lines, elevation indicators, and then you’ll make sure you have a north arrow. Then you’ll make sure that your dimensioning is proper and clear. Then you’ll make sure that your callouts, your annotations are proper and clear. Then you’ll start to do shading. Then you’ll clean up the details for printing. Then you’ll put them on a sheet. Then you’ll actually send them out for review. It’s an intense process.

Here’s where this gets great:

  • Plan view with north arrow: Grid lines and appropriate dimensions and then callouts that lead to supplementary information
  • Cut sections: Detail out the sections showing how components fit together with proper dimensioning
  • Isometric view: Shows the component in 3D so you can visualize how it goes together
  • Title block: Put it on a title block and make it according to normal industry standards so if you would see it on construction drawings, you would see it here

The bottom line is then you put it on a title block and you make it according to normal industry standards. But ours is a bit more stylish in the formats that I’m used to. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

Step Four: How to Use Lift Drawings

How do you use it? How you use it is when you get this lift drawing complete, you will want to make sure that it goes through a review, that you update it once that review is done. And then you finish the drawings, review it with the foreman, and when they’re out there let’s just draw a wall form. Let’s say you’ve got one wall form and it’s on this footing. And you’ve got dowels coming up and you’re about to go ahead and install this sleeve, you’re about to go ahead and install this embed, you’re about to jam out.

You will grab that lift drawing and you’ll go out in the field and hopefully build from it, but definitely double-check it and make sure that what was built from the drawings gets checked with the lift drawings before you put that second side wall form up and you place it and you make sure that it’s done and locked in and hard and gray. You’re going to use that lift drawing to make sure it’s right. You can’t just give it to somebody and hope for the best. You’ve got to actually get your butt out there and actually QC that wall and make sure that it’s right and double-check, double-check, double-check the work so that we do not get it wrong.

It’s not wrong until it’s hard and gray or until it’s inside that ceiling or inside that wall and you have rework. So how to use it? We make sure that the team has checked it, that the foreman is aligned with it and that we’re using it to install and check components in the field.

A Challenge for Field Engineers

Here’s what I want you to do this week. Create a lift drawing schedule. Pull the activities from your superintendent. Work backwards from when you need the lift drawing. Schedule time for final, updates, review, and creation. Don’t overburden yourself.

And when you create the lift drawing, remember the three purposes: know the building, find problems, and double-check work. That’s how you build your brain before you build things. That’s how you program your brain to think in 3D. That’s how you develop respect for the craft. As we say at Elevate, lift drawings train your brain to think in 3D, find problems before they impact work, and give you drawings to double-check. Build brains before buildings.

On we go.

Frequently Asked Questions

What are the three purposes of lift drawings?

Know the building (trains you to know the component in and out), find problems (if you can’t draw it you can’t build it), and double-check work (quality at the source before it’s hard and gray).

Why do field engineers need to do lift drawings even on non-self-perform jobs?

Because you still have concrete folks who need layout, masons on site, overhead and in-wall inspections, and future superintendents to train. The myth that you don’t need field engineers on non-self-perform jobs is hurting us.

How do you create a lift drawing schedule?

Pull activities from your Takt plan, work backwards from when you need the lift drawing (pre-construction meeting or one week before placement), schedule time for final, updates, review, and creation. Flow your work to avoid overburden.

What goes into a lift drawing?

Plan view with north arrow, grid lines, dimensions, callouts, cut sections, isometric view, shading, proper annotations, title block. Pull relevant information from structural, architectural, MEP, and vendor drawings onto one drawing.

How do you use lift drawings in the field?

Review with foreman, go to the field, double-check dowels, embeds, sleeves before placing concrete or enclosing walls. QC the work before it’s hard and gray. Don’t just hand it off and hope for the best.

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

Buffers Are NOT Shared Float

Posted on by Danny Jiménez⁩
Read 15 min

Buffers Are Not Shared Float (You Own Them)

Here’s the question I got: if you do your macro-level Takt plan according to the calculator, and that’s what your owner has, and then you go ahead and try to go faster with an optimized zoning strategy, which means that you gain buffers, how does that tie into the legal contract language?

And I was so proud to say that those are buffers. Schedule contingency is what’s in most of your contracts. And until owners get wise to this and try to screw everybody out of it, which I hope they never do because it’s not right, it’s not per the definition buffers are not schedule contingency or float. And so when the contract says “all float will be shared float,” that does not apply to buffers at all.

Let me explain why.

The Pain of Losing Buffers to Shared Float Language

Here’s what happens when you think buffers are shared float. You gain buffers by optimizing your zoning strategy. You go from 95 days to 69 days. That’s 26 days of buffers. And then the owner says, “Great, we’ll use those 26 days for owner changes.” Or, “We’ll move the milestone up 26 days.” And now you have no buffers. You have no protection. And when a delay hits, you’re exposed. You rush. You push. You panic. And the schedule collapses.

And you think this is legal because the contract says “shared float.” So you give up your buffers. And the project suffers. But here’s the truth: buffers are not shared float. And the contract language doesn’t apply to buffers.

What Are Buffers (And Why They’re Different from Float)

Buffers are like an allowance, like a financial allowance. It’s for a specific thing. And those buffers belong to the contractor and trade partners, specifically to cover the risks of that train in a phase. And so your contract does not stipulate that you have to give those up, or that it’s wrong. There’s no contract anywhere that says that you have to give up those buffers or that you can’t go faster.

Here’s the difference. Float, or schedule contingency, is a general time cushion in the overall schedule. Contract language often says “shared float” meaning owner and contractor share it. It’s not specific to any phase or trade. It can be used by the owner for changes or by the contractor for delays. That’s float.

Buffers are different. Buffers are a specific time cushion for a specific phase’s risks. They belong to the contractor and trade partners. They cover the risks of that train in that phase. They cannot be taken by the owner because they’re specific to the train’s risks. Buffers are to absorb or to be used for the risks of a train in a phase. And that is the bottom line. And that is at the contractor and trade partner’s discretion. And you as an owner cannot take them.

Why Contract Language Doesn’t Apply to Buffers

So the point that I’m trying to make is that if you’re using buffers in a Takt Production System, those buffers are not shared float, and you are legally covered. And could a lawyer twist and turn this and turn it into something stupid? Absolutely. But for now you’re covered. And the biggest thing for me is you can feel ethical about everything you’re doing because it is ethical and it’s per the definition.

Here’s why contract language doesn’t apply to buffers:

  • The contract says “shared float” but buffers are not float: Float is general schedule contingency. Buffers are specific to a phase’s risks. They’re different things. The contract language about float doesn’t apply to buffers.
  • The contract doesn’t say you can’t go faster: There’s no contract anywhere that says you can’t optimize your zoning strategy and go faster. If you go from 95 days to 69 days, that’s optimization. Not shared float.
  • Buffers are owned by contractor and trades: Because they’re specific to the risks of that train in that phase. The owner doesn’t own those risks. The contractor and trades own those risks. So they own the buffers.
  • Buffers are not contingency: Contingency is for everything. Buffers are for a specific thing the risks of a specific train in a specific phase. That’s the definition. And definitions matter legally.

So remember that your buffers are not shared float. You do not owe it to the owner. They’re not contingency. They’re not float. Buffers are something that are very specific, owned by the contractor and trades specifically for delays and impacts in the phase.

When Can You Use Buffers in Good Faith for the Owner?

Now can somebody ask me, “What time can you use them in good faith for the owner?” Absolutely. You know, legally in schedules you have to track everything anyway. So if it ever pushes past, then you know you can tell that story. And then you might be ready to submit a time impact analysis and maybe negotiate with the owner if you do need a time extension. But I do think what you need is a really good owner in that situation, good transparency, good conversations. And they know exactly what your contract language is, and exactly what the definitions are. And buffers are protected, so you should be good to go.

Here’s when you might use buffers for the owner. If the owner makes a change that delays the train in that phase, you can use buffers to absorb it. That’s what they’re for to cover the risks of that train in that phase. Owner changes are a risk. If you have a really good owner and good transparency, you might negotiate using some buffers for owner benefit in collaborative negotiation. But that’s a gift, not an obligation. You’re choosing to share, not required to share. And if you push past your buffers and need a time extension, you show the owner through a time impact analysis: “We had 26 days of buffers. We used them all for these delays. Now we need a time extension.” That’s transparent and ethical.

But the key is: you’re not required to give up buffers just because the contract says “shared float.” Buffers are not float. They’re specific to the phase’s risks. You own them. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

A Challenge for Contractors

Here’s what I want you to do this week. If you’re using Takt planning and you’ve gained buffers by optimizing your zoning strategy, know this: you own those buffers. The contract language about “shared float” does not apply to buffers. Buffers are specific to the phase’s risks. They belong to you and the trades.

And if an owner asks, “Why can’t I use those 26 days?” explain: “Those aren’t float. Those are buffers. They’re specific to this phase’s risks. They cover delays, weather, inspections, material issues. They protect the train. They’re owned by us and the trades because we own the risks of this phase.” That’s ethical. That’s legal. That’s per the definition. You should feel good about it.

As we say at Elevate, buffers are not shared float. They’re specific to a phase’s risks, owned by contractor and trades. Contract language doesn’t apply to buffers. You own them.

On we go.

Frequently Asked Questions

What’s the difference between buffers and float?

Float is general schedule contingency shared between owner and contractor. Buffers are specific time cushions for a specific phase’s risks, owned by contractor and trades. They’re different things.

Does “shared float” contract language apply to buffers?

No. The contract language about shared float applies to float, not buffers. Buffers are not float. They’re specific to a phase’s risks. Contract language doesn’t apply.

Who owns the buffers in a Takt plan?

The contractor and trade partners own the buffers because they own the risks of that train in that phase. The owner doesn’t own those risks, so they don’t own the buffers.

Can an owner take buffers you gained by optimizing?

No. If you go from 95 days to 69 days by optimizing your zoning strategy, those 26 days are buffers. They’re specific to the phase’s risks. The owner can’t take them.

When can you use buffers for the owner?

When the owner makes changes that impact the phase, buffers can absorb them. Or in collaborative negotiation with a good owner, you might choose to share. But that’s a gift, not an obligation.

 

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

False Lore in Construction

Posted on by Danny Jiménez⁩
Read 17 min

Construction Lore Is Mostly Wrong (Question Everything)

Here’s the problem with construction: most of what people say is lore. And most construction lore is wrong. It’s false tradition passed down from person to person without question. And until we start questioning the traditions of this industry and actually asking ourselves, “Does this actually make sense?” we’re never going to get past the mistakes of our forebears.

Let me give you the definition of lore. Lore is a body of traditions and knowledge on a subject or held by a particular group, typically passed from person to person by word of mouth.

And here’s the insight: I would venture a guess that at least over 80% of construction lore is incorrect. It’s based off of pushing and disrespect, and it’s not based on production principles, and it’s not thoroughly vetted, and most of the time people don’t question it because we don’t have environments where we’re able to question it.

The Pain of False Lore

Here’s what happens when you follow false lore. You pick two of three quality, schedule, or cost. You can’t have all three. So you sacrifice quality. Or you sacrifice schedule. And the project suffers. Or you believe the critical path is the most important work. So you ignore everything else. And coordination fails. Or you believe stacking trades makes things go faster. So you stack them. And productivity collapses.

False lore creates chaos. It creates disrespect. It creates waste. And it perpetuates because nobody questions it. “That’s just how construction is.” No, it’s not. That’s lore. And it’s wrong.

The Most Damaging False Lore in Construction

Let me give you some examples of false lore that really hurts the industry:

“You can have quality, schedule, or cost, but you can pick two of three and not have all three.”

That’s lore. But it’s false lore. It’s not true. In Lean systems, you can’t have one without all three. The better you focus on quality, the faster you go and the less money you spend on rework. The more stable your schedule is, the better you’re able to take care of quality and the more money you make. You don’t pick two. You get all three together.

“Takt only works on rhythmic work.”

False. Takt works on everything. Every project has walls, floors, ceilings, MEP, exteriors, roofs, utilities. It’s all the same stuff over and over. You can Takt plan every project. You can create rhythm on every project.

“The critical path is the most important work.”

False. The train of trades is the most important work. Trade flow is the most important work. The critical path changes constantly and is often wrong.

“If we’re behind, we just need to push harder.”

False. If you’re behind, you need to optimize the system. Remove roadblocks. Re-zone. Use delay management strategies. Pushing harder creates overburden and makes things worse.

“Stacking trades makes things go faster.”

False. Stacking trades creates coordination chaos, productivity collapse, and rework. Equal speed and equal distance apart creates flow. Stacking destroys flow.

“Superintendents are pushers.”

False. Superintendents enable the craft. They remove roadblocks. They create conditions for success. Pushers create chaos and burnout.

“Experience automatically makes someone a leader.”

False. Leadership is a skill. Experience without reflection creates experts in doing things wrong. Learning and improving creates leaders.

“The owner just cares about price.”

False. That’s very rarely true, actually. Owners care about how we get there. They care about relationships. They care about trust. They care about finishing well. Price is one factor among many.

Here are more examples of false construction lore:

  • “More detail in the schedule means more control” False. More detail creates complexity and confusion. One-page visual plans create control. People talk about what they can see.
  • “Field guys don’t need the why” False. Field guys need the why more than anyone. They’re the ones doing the work. They need to understand the plan to execute it.
  • “Safety slows down production” False. Safety increases production. Safe environments create stable, predictable flow. Unsafe environments create injuries, delays, and chaos.
  • “This is just how construction is” False. This is how construction has been. But we can design better systems. “That’s how it is” is victim mentality.
  • “The new generations don’t know how to work” False. The new generations work differently. They question lore. They want better systems. They refuse to accept “that’s how it is.”
  • “If we buy better software, it’ll fix the problem” False. Software doesn’t fix broken processes. Better systems fix problems. Software supports better systems.

You could just go into almost anything that typical construction folks say and dig into it and think about it for a minute. And most of it is wrong. It’s false tradition. It’s lore.

Why Construction Lore Is Mostly Wrong

From the way we contract work, the concept that you should shed risk, wrong. The fact that you want to pin it on somebody else like a surveyor so it’s their behind, wrong. That don’t trust the owner, keep two schedules almost anything you hear in construction is wrong. It’s false tradition, it’s lore.

Here’s why construction lore is mostly wrong. It’s based off of pushing and disrespect. It’s not based on production principles. It’s not thoroughly vetted. And most of the time people don’t question it because we don’t have environments where we’re able to question it.

“You should shed risk to protect yourself.”

Wrong. There’s no such thing as entirely shedding risk. When you shed risk to somebody, they’re going to armor up, sandbag, protect themselves, be less transparent, CYA, and hire lawyers. That hurts the project. Responsible risk allocation and risk mitigation work. Risk shedding doesn’t.

“Pin it on somebody else like a surveyor so it’s their behind.”

Wrong. At the end of the day, is the surveyor going to come fix the building? Are you going to sue them and put them out of business and get your money back? No. You’re going to eat it. So you might as well get it right. This concept is ridiculous.

“Don’t trust the owner, keep two schedules.”

Wrong. If you keep two schedules, you’re lying to someone. Either the owner or yourself. One schedule. One plan. Transparent. Collaborative. That’s how you build trust.

Almost anything you hear in construction is wrong. It’s false tradition. It’s lore. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

Question Everything (The Skill You Need)

And this is a skill. It might be silly for me to say that this is a skill, but this is a skill. Question everything.

Yes, we want mentors. Yes, having mentors is an important part of work. Yes, we want people to teach us. But if it’s lore in construction, I would venture a guess that at least over 80% of construction lore is incorrect.

Here’s how to question lore. When someone says, “Stacking trades makes things go faster,” ask: Does that actually make sense? Or does it create coordination chaos? When someone says, “The critical path is the most important work,” ask: What’s the evidence? Or is that just what we’ve always said? When someone says, “Push harder,” ask: What happens if we optimize the system instead? What happens if we remove roadblocks instead of pushing?

When someone says, “Field guys don’t need the why,” ask: Does that respect people? Or does that treat them like robots? When someone says, “More detail in the schedule means more control,” ask: Is that production-minded? Or does it create complexity that hurts production?

Question everything. Most construction lore is based off of pushing and disrespect. It’s not based on production principles. And it’s not thoroughly vetted. And most of the time people don’t question it because we don’t have environments where we’re able to question it.

A Challenge for Builders

Here’s what I want you to do this week. When you hear construction lore “That’s just how construction is,” or “Pick two of three,” or “The critical path is most important” question it. Ask: Does this actually make sense? What’s the evidence? What happens if we do the opposite? Does this respect people? Is this production-minded?

And most of the people that I know that are teachers want nothing better than for us to outdo them, outperform them, and make the industry better. So be careful. Be aware of false lore in construction. Question everything. That’s how we get past the mistakes of our forebears.

As we say at Elevate, construction lore is mostly wrong: pick two of three, critical path is most important, stacking trades goes faster. Question everything. Most lore is false. That’s how we improve the industry.

On we go.

Frequently Asked Questions

What is construction lore?

A body of traditions and knowledge passed from person to person by word of mouth. Most construction lore is false it’s based on pushing and disrespect, not production principles.

Why is “pick two of three” false lore?

Because in Lean systems, you can’t have one without all three. Better quality equals faster speed and less rework cost. Stable schedule equals better quality and more profit. They rise together.

Why is “stacking trades makes things go faster” false?

Because stacking creates coordination chaos, productivity collapse, and rework. Equal speed and equal distance apart creates flow. Stacking destroys flow.

How do you question construction lore?

Ask: Does this actually make sense? What’s the evidence? What happens if we do the opposite? Does this respect people? Is this production-minded? Question everything instead of accepting “that’s how it is.”

Why is most construction lore based on pushing and disrespect?

Because the lore comes from classical management, not Lean production principles. It wasn’t thoroughly vetted. It was passed down without question. And people don’t challenge it because the environments don’t allow questioning.

 

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 Doesn’t Work = I Am Not Pre-plannning

Posted on by Danny Jiménez⁩
Read 16 min

If Takt Doesn’t Work, You’re Not Pre-Planning Enough

Here’s what I hear sometimes: “Takt doesn’t work.” And by the way, I investigate everyone because I’m very protective of the Takt Production System. Every time I’ve dug in, they’re not out ahead. They’re not gaining time by pull planning three months ahead. They’re not doing pre-construction meetings. They’re not doing lookahead planning. They’re not aligning their supply chains. They’re not helping the trade partners with full kit. They’re not working in the trade partner preparation process. They’re not planning the projects before they start.

When people say Takt doesn’t work, what they’re saying is that they may have gotten the production planning right on a rhythm, but because they’re always behind the eight ball, and they’re firefighter leaders, and they’re not planning and preparing work and clearing the path for it to succeed, it’s not working.

Let me explain why Takt is a preparation system and what happens when you don’t prepare.

The Pain of Being Behind the Eight Ball

Here’s the thing. Lean and Takt and Last Planner are all fragile systems. They require preparation. They require roadblock removal. They require lookahead planning. They require trade partner preparation. And if you’re not doing those things, the system collapses.

Here’s what happens when you’re behind the eight ball. You’re firefighting. A problem comes up. You react. You throw labor at it. You work overtime. You rush. You push. You panic. And the rhythm breaks. The train stops. Trade flow collapses. And now you’re saying, “Takt doesn’t work.”

But Takt isn’t the problem. The problem is you’re not pre-planning. You’re not out ahead. You’re not clearing roadblocks. You’re not making work ready. And without that preparation, no system works not Takt, not Last Planner, not anything.

Even early on when I didn’t know much about the Takt Production System, I knew that the key is to plan and prepare out ahead, to finish as you go, and to not hope for one big punch list at the end, but to just keep everything on a rhythm. And if you’re not finding and removing roadblocks out ahead to clear the way for the system, it’s not going to work.

What Takt Actually Requires (The Preparation System)

So it’s not that Takt doesn’t work. If you find yourself in a situation where you’re saying Takt doesn’t work, it means that you’re not pre-planning enough. And we’ve got to get from behind the eight ball out in front of it on the pool table so that we can make any move that we possibly can to score and stay out ahead and clear the way. Literally, Takt is a preparation system. Takt is a planning system. Takt is a roadblock removal system. Takt is a get-it-done-out-ahead-so-that-we-can-start-with-full-kit-to-finish system.

Here’s what Takt requires:

  • Pull Planning Three Months Ahead: You gain time by pull planning three months out. You see the roadblocks before they hit. You prepare. You solve problems before the crews arrive.
  • Pre-Construction Meetings: You meet with trades before mobilization. You align on the plan. You discuss roadblocks. You prepare together.
  • Lookahead Planning: You’re constantly looking six weeks out. What’s coming? What do we need? What roadblocks are in the way? Remove them now.
  • Supply Chain Alignment: You’re queuing up materials. You’re tracking procurement weekly. You’re making sure materials arrive just-in-time. No shortages. No delays.
  • Full Kit for Trade Partners: You’re making work ready. Materials, equipment, tools, information, permissions, layout, space. Everything ready before the crew mobilizes.
  • Trade Partner Preparation Process: You’re helping trades prepare. Pre-mobilization meetings. Precon meetings. Training. Orientation. Preparation.
  • Planning the Project Before You Start: You’re doing macro-level Takt plans. You’re doing norm-level Takt plans. You’re creating logistics plans. You’re preparing before you break ground.

This is what Takt requires. And if you’re not doing these things, Takt won’t work. Not because Takt is broken. But because you’re not preparing.

Why Takt Is Fragile (And Why That’s Good)

Here’s the thing. Lean and Takt and Last Planner are all fragile systems. And that’s actually good. Because fragile systems force you to plan. They force you to prepare. They force you to remove roadblocks. They force you to respect people.

CPM isn’t fragile. You can skip preparation. You can firefight. You can rush, push, and panic. And the schedule just stretches. It lies. It hides the chaos. And you keep going until the project crashes.

Takt is fragile. If you skip preparation, the rhythm breaks. The train stops. Trade flow collapses. And you see the problem immediately. That’s the point. The fragility forces discipline. It forces preparation. It forces respect for people.

So, when someone says, “Takt doesn’t work,” they’re actually saying, “I’m not willing to prepare. I’m not willing to plan out ahead. I’m not willing to remove roadblocks. I want to firefight and react and push and panic.” And Takt won’t let you do that. That’s why it’s fragile. And that’s why it works. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

The Reciprocal Relationship with Trades (Why Goodwill Matters)

Let me read a builder’s code here because it ties into this. Reciprocal relationships. Although we don’t do this to manipulate people or to get gain, the reciprocal relationship between trades and the GC is 10 to 1. Every 10 bucks of goodwill you give to a trade, you will get back 100. Every 100 bucks of value or good you give to a trade partner, you will get back 1,000. I’ve never understood the industry practice of screwing trade partners around. It is not right, and it doesn’t even math out. Adding value, paying well for services, and helping others always pans out in the net positive for everyone. You will always find me giving goodwill to the trades. It is how this system works.

Now, I do want to be clear. I don’t recommend any of this to take advantage of trades. I’m not trying to get something from them, but I just want to be very, very clear. Not only is it not right, but if you’re trying to screw trade partners over, that’s myopic because they can screw you over a lot more. And you know what? When people say trades aren’t showing up and they’re being difficult, guess what that’s a response to? Bad behavior by the general contractor. And so, we’ve got to make sure that we are heading in a direction of full respect and honoring them as the heroes in our industry, and we’re going to be fine.

Here’s why this matters for Takt. Takt requires trade partner preparation. It requires full kit. It requires alignment. It requires collaboration. And if you’re screwing trades around, they won’t collaborate. They won’t prepare. They won’t align. And Takt won’t work. But if you give goodwill to trades if you help them prepare, if you make work ready, if you respect them they’ll collaborate. They’ll prepare. They’ll align. And Takt will work. That’s the reciprocal relationship. That’s why goodwill matters.

A Challenge for Leaders

Here’s what I want you to do this week. If you’re saying, “Takt doesn’t work,” stop. Ask yourself: Am I pre-planning? Am I pull planning three months ahead? Am I doing lookahead planning? Am I making work ready? Am I helping trades with full kit? Am I removing roadblocks out ahead?

If the answer is no, that’s the problem. Not Takt. Start pre-planning. Get out ahead. Clear the roadblocks. Make work ready. And Takt will work. As we say at Elevate, if Takt doesn’t work, you’re not pre-planning. Takt is fragile requires roadblock removal, lookahead planning, full kit, and trade prep. Plan ahead or fail. That’s the truth. And I say that with love and kindness because I want you to succeed.

On we go.

Frequently Asked Questions

Why do people say Takt doesn’t work?

Because they’re not pre-planning. They’re behind the eight ball. They’re firefighting. They’re not doing lookahead planning, trade prep, roadblock removal, or making work ready. Takt requires preparation. Without it, it fails.

Why is Takt fragile?

Because it forces discipline. If you skip preparation, the rhythm breaks immediately. CPM hides chaos. Takt exposes it. That’s the point. The fragility forces you to plan out ahead.

What does Takt require to work?

Pull planning three months ahead, pre-construction meetings, lookahead planning, supply chain alignment, full kit for trades, trade partner preparation, and planning before you start. Without these, Takt fails.

What does it mean to be “behind the eight ball”?

You’re firefighting. Reacting. Throwing labor at problems. Working overtime. Rushing, pushing, panicking. You’re not out ahead removing roadblocks. You’re behind. And that breaks the rhythm.

Why does goodwill with trades matter for Takt?

Because Takt requires collaboration. If you screw trades around, they won’t collaborate, prepare, or align. But if you give goodwill help them prepare, make work ready, respect them they’ll collaborate. And Takt will work.

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

Pace Buffer Usage with The Remaining Buffer Ratio

Posted on by Danny Jiménez⁩
Read 18 min

Try to Use Buffers in Pace with the Remaining Buffer Ratio

Welcome everybody out to podcast number 1545. In this episode I’m going to talk about try to use buffers in pace with the remaining buffer ratio. If you’re interested in that, please stay with us.

I got to give credit Adam Hoots and Spencer Easton helped me create the KPIs for Takt a long time ago. The roadblock removal average and the remaining buffer ratio and the perfect handoff percentage have continued to be, I think you would say, staples in the Takt Production System. I’m very grateful to have them.

This will be a quick podcast here today, but I want to give you a suggestion that’s super important.

The Pain of Burning Through Buffers Irresponsibly

Here’s what happens when you use buffers irresponsibly. You burn through them too fast. You use multiple buffers all at once. And halfway through the phase, you have no buffers left. And now when a real delay hits, you have no protection. You’re exposed. You rush. You push. You panic. And the schedule collapses.

And there are folks that are afraid, and I’m not saying wrongly so, there are folks that are afraid of using buffers, or that trade partners will use too many buffers, or just all the typical fears. We can’t plan projects anymore nowadays unless we have buffers in the production plan.

But here’s the key: we need to have a balance. We can’t use too many all at once, but we need to use enough to where it works out, meaning we’re not rushing, pushing, panicking. And the way to track this balance is the remaining buffer ratio.

What Is the Remaining Buffer Ratio?

It hit me the other day, and I was like, “Oh my gosh, I have to share this,” that we really should be utilizing buffers in pace with the remaining buffer ratio. Let me see if I can explain the remaining buffer ratio properly here.

The remaining buffer ratio is where you take, let me see if I can get this right, you take the amount of buffers you have remaining divided by how many you still need left. That’s horrible English. There should be over one, and so you should have more than you need above what you actually have left, and that would give you a ratio of over one.

Here’s the formula:

Remaining Buffer Ratio = Buffers Remaining ÷ Buffers Still Needed

The ratio should be over 1.0. That means you have more buffers remaining than you still need. That’s healthy. If the ratio drops below 1.0, you’re burning through buffers too fast. You’re in danger.

Here’s an example:

Phase Start:

  • Total buffers: 10 days
  • Buffers used: 0 days
  • Buffers remaining: 10 days
  • Buffers still needed (to end of phase): 10 days
  • Remaining buffer ratio: 10 ÷ 10 = 1.0

Midway Through Phase:

  • Total buffers: 10 days
  • Buffers used: 3 days
  • Buffers remaining: 7 days
  • Buffers still needed (to end of phase): 5 days
  • Remaining buffer ratio: 7 ÷ 5 = 1.4 (healthy!)

Late in Phase (Danger Zone):

  • Total buffers: 10 days
  • Buffers used: 8 days
  • Buffers remaining: 2 days
  • Buffers still needed (to end of phase): 5 days
  • Remaining buffer ratio: 2 ÷ 5 = 0.4 (danger!)

If the ratio is over 1.0, you’re healthy. If it drops below 1.0, you’re burning through buffers too fast and you need to recover differently instead of using more buffers.

How to Visualize the Remaining Buffer Ratio

Another thing that’s really neat is that we can put this into an actual visual, and in the visual show how many buffers we have remaining inside the overall system, and how many we have left, and show it as a negative or a positive percentage.

Here’s how to visualize it:

Visual Board:

  • Show total buffers at the top (e.g., 10 days)
  • Show buffers used (e.g., 3 days used)
  • Show buffers remaining (e.g., 7 days remaining)
  • Show buffers still needed to end of phase (e.g., 5 days needed)
  • Show remaining buffer ratio (e.g., 7 ÷ 5 = 1.4)
  • Color code: Green if ratio > 1.0, Yellow if ratio 0.8-1.0, Red if ratio < 0.8

This visual makes it easy for the team to see at a glance if they’re using buffers responsibly. If the ratio is green, keep going. If it’s yellow, be careful. If it’s red, stop using buffers and find another way to recover.

Why the Remaining Buffer Ratio Replaces CPM Metrics

This remaining buffer ratio is a really, really, really, really neat thing, and I’m in love with it. It replaces, let me make a key point here, it replaces a number of other things that CPM offers, like slippage reports, the S-curves, the critical path analysis, float trends, EVM, which are all garbage, and actually gives you something that you can use to track to the end of the phase milestone, or for the overall phase up until the overall end of the schedule as the calculated end buffer.

Here’s why remaining buffer ratio is better than CPM metrics:

Slippage reports: Show you’re behind. Don’t tell you what to do. Remaining buffer ratio shows if you have enough buffers to absorb delays and still finish on time.

S-curves: Complex and hard to read. Remaining buffer ratio is simple: over 1.0 is good, under 1.0 is bad.

Critical path analysis: Changes constantly. Hard to track. Remaining buffer ratio is stable and easy to track throughout the phase.

Float trends: Show if you’re losing float. Don’t tell you how to recover. Remaining buffer ratio shows if you can use buffers or need another recovery method.

EVM (Earned Value Management): Complex and requires lots of data. Remaining buffer ratio is simple and visual.

The remaining buffer ratio gives you something you can actually use to make decisions in real time. That’s why it’s better. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

How to Use Buffers Responsibly

My point here is that if we are responsible with how many buffers we use as we go, then we don’t really have to worry about people being irresponsible with it, or rushing, pushing, or panicking.

Here’s the process:

Step One: Delay Happens

A trade is delayed. Weather hits. Material is late. Something goes wrong.

Step Two: Go to Constraints and Roadblocks Board

Discuss the delay. Identify if it’s a constraint or a roadblock. Look at recovery options.

Step Three: Evaluate Recovery Options

Can you sequence delay (swap trade order)? Can you isolate the delay? Can you re-zone? Can you use workable backlog? Try these first before using buffers.

Step Four: Check Remaining Buffer Ratio

If all options point to using a buffer, bring up the remaining buffer ratio. Is it over 1.0? If yes, you can use a buffer. If no, you need to find another way.

Step Five: Use Buffer (If Appropriate)

Use one buffer day. Update the remaining buffer ratio. Keep tracking.

Every time we discuss using a buffer, according to the delay that we’re experiencing, we go to our constraints and roadblocks board, and then we actually look and see how we might be able to recover, and if all options point to using a buffer, we just bring up the remaining buffer ratio as well, and make sure that we’re not getting ourselves in trouble.

It’s a really good way to visualize that, and I think it can be done really responsibly, and I think that it can allay everybody’s fears. I just had this realization the other day, and I think that it’s pretty brilliant.

A Challenge for Project Teams

Here’s what I want you to do this week. Calculate your remaining buffer ratio. How many buffers do you have remaining? How many do you still need to the end of the phase? Divide remaining by still needed. Is it over 1.0? If yes, you’re healthy. If no, stop using buffers and find another recovery method.

And visualize it. Put it on the board. Show the team. Green if over 1.0. Yellow if 0.8-1.0. Red if under 0.8. That creates accountability. That creates visibility. And that creates responsible buffer usage.

As we say at Elevate, use buffers in pace with remaining buffer ratio. Buffers divided by buffers still needed should be over 1.0. Visualize it, track it, use responsibly. That’s how you finish on time without burning through buffers irresponsibly. Shout out to all of these really cool KPIs, and I hope that this helps you to feel like you can utilize buffers when you need to in a more responsible way.

On we go.

Frequently Asked Questions

What is the remaining buffer ratio?

Buffers remaining divided by buffers still needed to the end of the phase. Should be over 1.0. That means you have more buffers remaining than you still need. Under 1.0 means you’re burning through buffers too fast.

Why is remaining buffer ratio better than CPM metrics?

Because it’s simple and actionable. Over 1.0 is good. Under 1.0 is bad. CPM metrics like slippage reports, S-curves, and EVM are complex and don’t tell you what to do.

How do you visualize the remaining buffer ratio?

Show total buffers, buffers used, buffers remaining, buffers still needed, and the ratio. Color code: Green if over 1.0, Yellow if 0.8-1.0, Red if under 0.8. Easy for the team to see.

When should you use a buffer instead of another recovery method?

Try sequence delay, isolated delay, re-zoning, or workable backlog first. If all options point to using a buffer AND your remaining buffer ratio is over 1.0, then use a buffer.

What happens if the remaining buffer ratio drops below 1.0?

You’re burning through buffers too fast. Stop using buffers. Find another recovery method. You’re in danger of running out of buffers before the end of the phase.

 

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

Pushing is the Alternative to Good Thinking

Posted on by Danny Jiménez⁩
Read 15 min

Pushing Is the Alternative to Good Thinking

In this blog, I’m going to cover pushing is the alternative to good thinking. Let me talk about what good thinking is. Paul Akers had a moment where he said he personally doesn’t like the word discipline, but really people do well when they have good thinking.

And good thinking on a project is pre-planning, preparing, doing pull planning, doing pre-construction meetings, aligning supply chains, doing lookahead planning, implementing the Last Planner System, pre-preparing work packages with the trade partners, taking trades properly through their trade partner preparation process, making sure we have a healthy team, that we have a great plan that’s scaled all the way to workers, that we have a great supply chain that’s well managed and a solid culture with perfect cleanliness, safety, and organization.

This is good thinking.

The Pain of Pushing (The Alternative to Good Thinking)

And I was at Super PM Boot Camp and talking about what bad thinking is and saying basically that bringing in extra people last minute, extra crews, working overtime, staging all of the materials in bulk throughout the building in the zones before it’s needed, rushing, pushing, panicking, and throwing money at the problem were all things that we quote-unquote should not do. And that’s not good thinking.

And it hit me that pushing is the alternative to good thinking. Pushing those things that I just mentioned and creating variation as a field leader is what people do when they don’t know the right way, or when they don’t take the time to think about it the right way, or when they don’t have the skills to do it right.

Pushing is something you will always see when somebody doesn’t know what they’re doing. Pushing, running, rushing, and panicking is the alternative to good thinking. And it can happen because somebody doesn’t know what to do or because they are not taking the time to do it. Another reason is because they might be a firefighter arsonist that gets significance and certainty out of pushing, rushing, or panicking, because that’s what we’ve incentivized people to do.

Here’s what pushing looks like:

  • Bringing in Extra People Last Minute: You didn’t plan crew sizes. Now you’re behind. So you bring in extra people. They’re not trained. They’re not onboarded. They create chaos.
  • Extra Crews: You didn’t prepare work packages. Now you’re stacking crews. They’re in each other’s way. Trade flow breaks.
  • Working Overtime: You didn’t plan the duration correctly. Now you’re rushing. So you add overtime. People burn out. Quality suffers.
  • Staging Materials in Bulk: You didn’t plan just-in-time delivery. Now you stage everything early. Materials are in the way. Double handling. Waste.
  • Rushing, Pushing, Panicking: You didn’t pre-plan. Now you’re reacting. Rushing creates rework. Pushing creates injuries. Panicking creates chaos.
  • Throwing Money at the Problem: You didn’t think. Now you’re spending. Extra labor. Extra materials. Extra equipment. Extra cost. This is pushing. And pushing is the alternative to good thinking.

What Is Good Thinking?

Let me talk about what good thinking is. In fact, an interesting little fact, I asked ChatGPT to go through our constraints and roadblocks lists and come up with the five top reasons that constraints and roadblocks happen on a job site. And it said, number one, not having an effective pull plan. Number two, not hosting pre-con meetings properly. And number three, not having the meeting and huddle system. Number four, it was not doing lookahead planning. And then five, not holding stability and pre-planning as pivotal on a construction project site.

That’s good thinking.

Here’s what good thinking looks like:

  • Pre-planning: Plan the project in pre-construction. Macro-level Takt plan. Pull plans. Pre-con meetings. Supply chain alignment. That’s good thinking.
  • Preparing work packages: Pre-prepare work packages with trade partners. Full kit. Everything ready before the crew mobilizes. That’s good thinking.
  • Trade partner preparation process: Take trades properly through orientation, onboarding, training, and preparation. That’s good thinking.
  • Healthy team: Make sure we have a healthy team. Rest. Wellness. High physical condition. That’s good thinking.
  • Plan scaled to workers: Have a great plan that’s scaled all the way to workers. Not just foremen. Workers. That’s good thinking.
  • Well-managed supply chain: Have a great supply chain that’s well managed. Procurement log. Weekly monitoring. Just-in-time delivery. That’s good thinking.
  • Solid culture: Perfect cleanliness, safety, and organization. Clean bathrooms. Clean site. Safe environment. That’s good thinking.

Good thinking is preparation. Good thinking is pre-planning. Good thinking is stability. And good thinking prevents pushing, rushing, and panicking.

Why People Push (Three Reasons)

Pushing, running, rushing, and panicking is the alternative to good thinking. And it can happen because somebody doesn’t know what to do or because they are not taking the time to do it. Another reason is because they might be a firefighter arsonist that gets significance and certainty out of pushing, rushing, or panicking, because that’s what we’ve incentivized people to do.

Here are the three reasons people push:

Reason One: They Don’t Know What to Do

They weren’t trained. They don’t know pull planning. They don’t know Takt. They don’t know pre-con meetings. They don’t know lookahead planning. They don’t know the right way. So, they push. They react. They fight fires. And they burn out.

Reason Two: They Don’t Take the Time to Do It

They know the right way. But they don’t take the time. They skip pre-planning. They skip pull planning. They skip pre-con meetings. They skip lookahead planning. And then they’re behind. So, they push. They rush. They panic.

Reason Three: They’re a Firefighter Arsonist

They get significance and certainty out of pushing, rushing, or panicking. They create chaos so they can be the hero who saves the day. They’re incentivized to push because that’s how they get recognized. That’s how they get promoted. That’s how they feel important. And that’s toxic.

Pushing happens for three reasons: they don’t know, they don’t take the time, or they’re incentivized to create chaos. And all three are fixable. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

A Challenge for Leaders

Here’s what I want you to do this week. When you see pushing, rushing, or panicking on the job site, ask: “Why are we pushing? Did we skip pre-planning? Did we skip pull planning? Did we skip pre-con meetings? Did we skip lookahead planning?”

And then fix the root cause. Don’t just push harder. Don’t just add more people. Don’t just work more overtime. Fix the thinking. Pre-plan. Prepare. Stabilize. That’s how you stop pushing.

So, I wanted to make this point, not to shame anybody, but to make it clear what’s actually happening so that hopefully we can stop it.

As we say at Elevate, pushing is the alternative to good thinking. Rushing, overtime, staging materials early, and panicking happen when you skip pre-planning. Good thinking is pre-planning, preparation, and stability. That’s how you stop pushing.

On we go.

Frequently Asked Questions

What is good thinking in construction?

Pre-planning, pull planning, pre-con meetings, supply chain alignment, lookahead planning, Last Planner System, pre-preparing work packages, trade partner preparation process, healthy team, plan scaled to workers, well-managed supply chain, and solid culture with cleanliness, safety, and organization.

What is pushing (the alternative to good thinking)?

Bringing in extra people last minute, extra crews, working overtime, staging materials in bulk early, rushing, panicking, and throwing money at the problem. Pushing happens when you skip pre-planning and react instead of prepare.

What are the three reasons people push?

They don’t know what to do (weren’t trained in Lean/Takt), they don’t take the time to do it (skip pre-planning), or they’re a firefighter arsonist (get significance from creating and solving chaos).

What are the top five reasons constraints and roadblocks happen?

Not having an effective pull plan, not hosting pre-con meetings properly, not having the meeting and huddle system, not doing lookahead planning, and not holding stability and pre-planning as pivotal.

How do you stop pushing on a project?

Fix the thinking. Pre-plan. Prepare. Stabilize. Don’t just add more people or work more overtime. Fix the root cause. Do pull planning, pre-con meetings, lookahead planning, and trade partner preparation.

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

Email is Only Fun for Delegators

Posted on by Danny Jiménez⁩
Read 15 min

Email Is Only Fun for Delegators (And Why That’s a Problem)

In this blog, I’m going to cover the topic of email is only fun for delegators. Here’s the deal: email is only fun for delegators. When you send an email as a delegator, as a boss, it feels good to make an email. You get a hit of dopamine if you are a reward-centered brain.

But the people receiving it? It’s not fun for them. The doers get an email and another and then hundreds more. And every email is just one more big task to do that overwhelms them, stresses them out, makes sure that they’re not closing out the day on time and not enjoying their family at home.

And I just realized that this email thing gets perpetuated because as leaders we’re like, “Email, send it off. Email, send it off. Email, send it off.” And we don’t see the pain on the other side.

The Pain of Email Overload for Doers

Here’s what happens when you overwhelm your team with email. Not only do they wait in queue in a batch, not only is it mixed with other things from trade partners, not only are we overwhelmed with email, not only does it take four times as much time to communicate through email than any other way, but now it’s stressing them out because that’s their overwhelming never-ending source of work.

And so, if we’re ever going to fix this email pandemic is what I would almost call it we’ve got to do it as leaders. And we’re not going to see it because it’s so addicting. It’s really only fun for us.

Here’s what email creates for doers:

  • Queue Buildup: Emails wait in queue in a batch. Doers can’t respond in real time. Everything backs up.
  • Mixed with Noise: Emails from bosses are mixed with emails from trade partners, vendors, spam, and newsletters. Important gets buried in noise.
  • Overwhelm: Hundreds of emails. Every email is one more task. One more thing to do. One more thing that delays closing out the day.
  • 4x Longer: Email takes at least four times as long to communicate than any other way. A five-minute phone call becomes a 20-minute email chain.
  • Stress and Family Impact: Doers can’t close out the day on time. They can’t enjoy their family at home. Email follows them everywhere. This is the pain. And we as leaders don’t see it. Because for us, email is fun. We delegate. We send it off. We get dopamine. And we move on.

Why Email Is Addicting for Delegators

I was teaching, and there’s a book called Coming Up for Air, and it’s a really neat book and it talks about how email really as a default should only be used for external clients. And then other forms of communication should be like WhatsApp, Asana, Monday.com, ClickUp, you know, all kinds of different internal organization systems, Microsoft Teams, quick communication, right? Nothing slow.

And I get a lot of pushback on that. If you become a victim to email, if you become like an email PM, you’re going to be really held up because it wastes a lot of time. It takes at least four times as long to communicate through email than any other way.

And it hit me that email is really only fun for delegators. So when you send an email as a delegator, as a boss, you are it feels good to make an email. You get a hit of dopamine if you are a reward-centered brain, a neurotypical brain is probably what they would call it.

Here’s why email is addicting for delegators:

  • Dopamine Hit: You write the email. You send it off. You get a hit of dopamine. Task delegated. Done. Feels good.
  • Perceived Productivity: You sent 50 emails today. You feel productive. You delegated 50 tasks. You’re moving things forward.
  • Out of Sight, Out of Mind: You sent it. It’s in their queue. You don’t see the overwhelm. You don’t see the stress. You don’t see them staying late to clear their inbox.
  • No Capacity Visibility: You can’t see how many tasks they already have. You just keep delegating. Email doesn’t show capacity. This is why email is addicting. It feels productive. It feels good. And we don’t see the pain on the other side.

The Email Pandemic (And How to Fix It)

So just remember: email is only fun for delegators. It’s literally like having, you know, being in a restaurant as a head chef or a general manager and just throwing food plates at overwhelmed waiters and waitresses and just hoping for the best and hoping they don’t drop something.

Here’s the truth: Email is like throwing plates at overwhelmed servers. You’re delegating faster than they can execute. You can’t see their capacity. You can’t see their stress. And you’re hoping they don’t drop something.

So what my challenge would be is to analyze how many emails you’re sending out as delegation and see if we can be more responsible. How we do that: use Scrum, use the kanban method, use another type of system like I use Asana, our company uses ClickUp. Do something where we can actually look at capacity and not overwhelm people.

Here’s how to fix the email pandemic:

  • Use Asana, ClickUp, Monday.com, or Kanban: These systems show capacity. You can see how many tasks someone has. You can see what’s in progress. You can’t overwhelm them invisibly.
  • Use Scrum: Daily standups. Sprint planning. Capacity planning. You delegate based on capacity, not based on dopamine.
  • Reserve Email for External Clients: Email should be for external communication only. Internal communication should be quick WhatsApp, Microsoft Teams, Slack.
  • Analyze Your Email Delegation: Count how many delegation emails you send per day. If it’s more than five, you’re probably overwhelming someone.
  • Check Capacity Before Delegating: Before you send the email, ask: “Do they have capacity for this?” If you don’t know, you’re guessing. And guessing overwhelms people.

The email pandemic is real. And we as leaders perpetuate it because it’s addicting. But we can fix it. We can be more responsible. We can use systems that show capacity. And we can stop throwing plates at overwhelmed servers. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

A Challenge for Leaders

Here’s what I want you to do this week. Count how many delegation emails you send. If it’s more than five per day, you’re probably overwhelming someone. Switch to Asana, ClickUp, or Scrum. Use a system that shows capacity. Stop delegating invisibly through email.

And remember: email is only fun for delegators. For doers, it’s stress, overwhelm, and delayed family time. Be responsible. Use systems. Respect capacity.

As we say at Elevate, email is only fun for delegators. It takes four times longer, overwhelms doers, creates stress, and delays closure. Use Asana, ClickUp, or Scrum instead. That’s how you respect people.

On we go.

Frequently Asked Questions

Why is email only fun for delegators?

Because delegators get a dopamine hit when they send emails. They feel productive. They delegate tasks. But for doers, every email is one more task that overwhelms them, stresses them out, and delays closing out the day on time.

How much longer does email take compared to other communication methods?

Email takes at least four times as long to communicate as any other way. A five-minute phone call becomes a 20-minute email chain. It’s slow, batched, and mixed with noise.

Why is email addicting for leaders?

Because it feels productive. You send 50 emails, you feel like you delegated 50 tasks. You get dopamine. And you don’t see the overwhelm on the other side because email hides capacity.

What should you use instead of email for internal communication?

Use Asana, ClickUp, Monday.com, Scrum, Kanban, Microsoft Teams, Slack, or WhatsApp. These systems show capacity, allow real-time communication, and prevent invisible overwhelm.

How do you fix the email pandemic as a leader?

Count how many delegation emails you send per day. If it’s more than five, switch to a capacity-visible system like Asana or Scrum. Reserve email for external clients only. Check capacity before delegating.

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

Victims and Losers Love CPM (Why Bad Contractors Hide Behind Schedules)

Posted on by Danny Jiménez⁩
Read 18 min

Victims and Losers Love CPM (Why Bad Contractors Hide Behind Schedules)

Welcome everybody out to podcast number 1543. In this podcast I’m going to talk about CPM is the way to play the victim. If you’re interested in that, please stay with us.

Let me tell you, there have been some times where recently we get asked to come help a general contractor to finish the job. And actually, this has happened all throughout the life cycle of our company. And it used to be embarrassing to me, but it’s now such a commonplace that it doesn’t even bother me anymore, interestingly enough. But where the contractor will hire us and then we will go work on one or two of their projects.

And those projects will become the top performing projects for the company. And it’s not even a secret. It’s not like it was just my opinion. It’s like literally the leader of the company is like, “That is the best performing project that we have.” And that’s not me trying to brag. That’s not me trying to self-aggrandize. That’s just data that I’m sharing with you.

And then somebody usually a scheduling director or the director of the risk management legal department or vice president or somebody like that will start to fight against the job site.

The Pain of Playing Victim with CPM

And somebody, usually a scheduling director or the director of the risk management legal department or vice president or somebody like that, will start to fight against the job site. And typically, you’ll hear them say a couple of things. “Well, they’re using Takt, so they’re behind schedule.” Or, “Hey, we don’t have a legal schedule as our CPM and we’re going to get sued.”

I do want to say one more time, after the times that I’ve challenged people to present a historical case study where CPM was the determinant factor in a case or arbitration, nobody can produce that. So I still don’t believe that.

But the interesting thing is that Takt respects trades. These projects will go really well. And what will inevitably happen is that the argument they’ll hinge getting rid of us on is that they need their CPM schedule for legal purposes.

Here’s the thing. Here’s the main time that I noticed this. We had figured out the overall production plan for a massive, like $350 million plus project. And the scheduling team and the vice president who was encouraging this behavior was like, “No, no, no, no. We had gained buffers with them by zoning it properly.” They’re like, “No, we can’t do that. We’ve got to show delay claims. We got to show that we’re behind. We got to show that the owner is impacted.”

And what I realized is that lawyers and arbitration experts and scheduling departments want to always play the victim. They want to always be behind. They want to always be injured. They want to always be negatively impacted by the owner or the designer, because if they ever mess up, they need somebody to blame.

So if they become the victim first, then they can never become the victim in reality in their mind. Meaning they don’t want the Lean Takt plus superintendent project team Takt plan that actually has buffers and a path to finish. They want the schedule that shows that the contractor is the quote-unquote poor boy, the victim. And that anything that happens is the owner’s and the architect’s fault.

Why Victims and Losers Love CPM

And the problem is, is that owners, and I’m not giving you a lecture, but we’ve got to stop hiring contractors like this because they are always how could we ever have a good relationship with the owners and designers if this is the way that they’re going to treat people?

And it hit me that victims and losers love CPM because they can always excuse their bad behavior in a schedule full of lies and delays and impact notices and a false path to the finish that shows that it’s all the owner’s fault.

And so if anybody’s like ever wondering why is CPM so popular? Well, it’s because it’s a more effective tool for owners to be abusive to contractors. And it’s a more effective tool for legal departments and contractors to always play the victim. And so that they can set themselves up to not be accountable if they lose.

Here’s why victims and losers love CPM:

  • CPM shows delays and blame: The schedule is designed to show the contractor is behind and the owner is at fault. That sets up delay claims before the project even starts.
  • CPM removes accountability: If the contractor ever messes up, they already have a victim narrative built into the schedule. “We were behind because of the owner.” Not because of poor planning.
  • CPM hides buffers: Scheduling departments don’t want buffers. Buffers show you can finish on time. They want to show delays so they can blame the owner.
  • CPM creates a false path to finish: The schedule shows a path that’s impossible. When you don’t hit it, you blame the owner. Not your bad planning.
  • CPM enables excuses: Every delay, every problem, every mistake gets blamed on the owner or the designer. The contractor is always the victim. Never accountable.

Victims and losers love CPM because they can always excuse their bad behavior in a schedule full of lies and delays and impact notices and a false path to the finish that shows that it’s all the owner’s fault.

The Contrast: Takt Creates Buffers and Paths to Finish

But here’s the interesting thing. So I hear the analogy on the way to Atlanta driving my son and I. We were driving with a trailer going a consistent speed limit. You have to, even if I didn’t want to, I have to drive a consistent speed because I have my trailer.

And I’m driving consistently and you would see somebody riding up, like if I’m passing a big grade, you know, a lot of the roads out here are only two lanes and somebody would get right up on my backside, which for some reason really bothers me. And then I would get out of the way. And it would be, or that person would just like speed up and look over like I’m the biggest burden on earth just to stop again.

And in CPM, that’s the thing that happens is that your fake lying schedule says that you’re going to go fast only until reality hits you in the face. And so that’s why some people will claim falsely that Takt makes you go slower, even though you end up finishing sooner.

And you know, the funny thing is on freeways, you see that too. A lot of times I’m just staying at constant speed and I’ll end up at my destination before those rushers, pushers and panickers weave in and out of traffic.

Here’s what Takt does differently:

Takt shows buffers: You zone properly. You gain buffers. You have a real path to finish on time. You don’t need to play victim because you have a real plan.

Takt respects trades: The schedule is designed for trade flow. Equal speed. Equal distance apart. No stacking. No rushing. No pushing. Respect.

Takt creates accountability: The schedule shows what’s realistic. If you don’t hit it, it’s on you. Not the owner. You own the plan because the team made the plan together.

Takt finishes sooner: Consistent speed wins. Like driving a trailer at constant speed. You end up at your destination before the rushers, pushers, and panickers.

Takt builds relationships: You’re not always blaming the owner. You’re collaborating. You’re solving problems together. You’re building trust. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

Victims and losers love CPM. Winners love Takt. That’s the difference.

A Challenge for Owners and Builders

Here’s what I want you to do this week. If you’re an owner, stop hiring contractors who play victim. Look at their schedules. Do they show buffers and a real path to finish? Or do they show delays and blame? If they show delays and blame, they’re setting up to be the victim. Don’t hire them.

If you’re a contractor, stop playing victim. Build Takt plans with buffers. Own your plan. Respect trades. Finish on time. Build relationships with owners and designers. Stop hiding behind CPM schedules full of lies.

As we say at Elevate, CPM lets contractors play victim. Fake schedules show delays and blame owners. Takt creates buffers and paths to finish. Victims and losers love CPM. Winners love Takt.

And if you’re out there building it the right way, kudos to you. You’re my hero. I love you.

On we go.

Frequently Asked Questions

Why do victims and losers love CPM?

Because CPM lets them play victim. The schedule shows delays and blames the owner. When they mess up, they have a victim narrative built in. “We were behind because of the owner.” Not because of poor planning.

Why don’t scheduling departments want buffers?

Because buffers show you can finish on time. They want to show delays so they can blame the owner. If they show buffers, they lose the victim narrative. They can’t claim impact.

What’s the difference between CPM and Takt schedules?

CPM shows a false path to finish with delays and blame. Takt shows buffers and a real path to finish. CPM enables excuses. Takt creates accountability. CPM plays victim. Takt respects trades.

Why do Takt projects finish sooner even though they “go slower”?

Because consistent speed wins. Like driving a trailer at constant speed you end up at your destination before the rushers, pushers, and panickers. Takt maintains trade flow. CPM rushes then stops then rushes then stops.

How should owners identify contractors who play victim?

Look at their schedules. Do they show buffers and a real path to finish? Or do they show delays and blame? If they show delays and blame, they’re setting up to be the victim. Don’t hire them.

 

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

 

On we go

Plan Reading For Field Engineers In Construction (Step By Step Guide)

Posted on by Danny Jiménez⁩
Read 24 min

Plan Reading for Field Engineers in Construction (Step-by-Step Guide)

Plan Reading for Field Engineers in Construction: Step-by-Step Guide. In this video, I’m going to take you through a guide on how a field engineer will approach studying drawings. And if you follow this guide, you are going to be successful.

Now, before I begin, I want you to know that some people want, “Here’s how you read architectural drawings and structural drawings and these specific types of details.” We have that, and it is on our Miro boards that we have on our website. It’s all free on YouTube for field engineers, foremen, and supers. But this video is going to tell you how to approach it.

Let me give you the pattern that I think you will love.

The Pain of Not Knowing How to Read Drawings

Here’s what happens when you don’t know how to read drawings. You guess. You scale dimensions. You assume. And you build it wrong. Rework happens. The owner pays for mistakes. Your credibility suffers. And the team loses trust.

And here’s the deeper problem: if we don’t have the core skill of reading drawings, we’re brokers and we’re not builders. The owner pays us to know how to read drawings. This is a core skill. Without it, you can’t be a field engineer. You can’t create lift drawings. You can’t catch problems before they’re built. You can’t enable the craft.

The pattern I’m going to give you solves this. It forces you to read and understand drawings. It helps you find problems. And it creates lift drawings that enable the craft to build with everything they need.

What Are Lift Drawings (And Why They Matter)

First of all, when you’re talking about field engineering, we can’t talk about field engineering and drawings without lift drawings. A lift drawing, sometimes people don’t know what I’m talking about. Well, if you have architectural drawings, you have structural drawings, and you have mechanical, electrical, plumbing, which are not looped together, let’s say you’re on a laboratory, and you have your lab equipment drawings you’ve got drawings everywhere.

You want to build a single wall. And a lift drawing basically says, “Okay, hey, we’re going to go build this one wall with this footing.” So we’re going to go build this wall, but instead of having drawings for that wall be in a bunch of different locations, we’re going to pull information over from all of these drawings, and that’s the field engineer’s job.

And we are going to one-piece flow put that wall lift drawing, all of the relevant information on one page, if you can, but on one lift drawing that may be multiple pages so that the craft workers and foremen can build it in the field and have everything that they need.

Now, there are craft workers and foremen that don’t need this, but here’s the point, and we’ll cover this later. A field engineer must know this, and it’s the best way to force the reading and understanding of drawings. And we also are trying to find problems.

Scott Berg at Hensel Phelps used to say to me, “If we can’t draw it, we can’t build it.” And it also provides a nice drawing. In fact, one of these days, if we want to get design teams working in a better flow, we will not provide drawings by system and by discipline in a package. We will have them designed by placement or by station or by zone or by assembly.

Just in case you’re like, “Jason, what did he just say?” Designers would design their systems like in Revit, but what they would publish is drawings by zone, by station, or by assembly. If we ever want to get to a really good point where we have really great quality, we will do that. Because the design team in the industry doesn’t work that way, field engineers do this. We must research these drawings to get to a lift drawing.

Step One: Study the Front Matter (Abbreviations)

So, when I have a set of drawings, and by the way, do not fear printing these out. The whole concept of completely paperless is completely bogus. We should be paperless when we need to be paperless, and we should print from sustainable resources when we need to. For me, my brain will not fit into a screen. I need to have these printed out many times. Don’t be afraid of that. It’s complete garbage.

If you have your drawing set, the first thing that you’re going to do is study the front matter. And you have heard me talk about this before, but I want you to be very disciplined with this. Please. I want you to dig in and look at the abbreviations and get familiar. This is basically a language. It’s just like I bought a book the other day, How to Learn Japanese in 60 Days. There’s no different. How to learn construction drawings in 60 days. This is your Rosetta Stone for your spoken language to learn what the designer’s language is.

Here’s the truth: Abbreviations are the language of construction drawings. If you don’t know the abbreviations, you can’t read the drawings. Study them. Learn them. Get familiar. This is your foundation.

Step Two: Read the General Notes (Use Speechify)

Then you’re going to look at the general notes. Now, I’m going to give you some tips here. When I used to say read the general notes, I felt guilty because you got to go get some caffeine, cup of coffee. I shouldn’t joke around, but if I’m joking, I’m being playful, but you got to do something to pay attention because this is really boring.

But nowadays, you can grab your phone and an app called Speechify and just take a picture and it’ll read it to you. And what you’re going to go through is go through and understand what general notes apply to anything that might be in what you’re researching, and specifically that might apply to your lift drawing.

In case you’re like, “Yeah, I love Jason. He looks like Brad Pitt, but I’m not doing that.” I just want you to know, massive project in the Northeast didn’t read this. Didn’t know that as they were going up the building, they had to be a certain amount of levels down in their basement and the excavation in their placement rhythm. And they blew their schedule by 6 months, and it was a massive problem. And that was in the general notes. You’ve got to read them. So, pull out things that are applicable.

Here’s the truth: General notes govern everything. They contain sequencing requirements, placement rhythms, and critical constraints. If you skip them, you’ll blow the schedule. Read them. Use Speechify if you need to. Pull out what’s applicable. This is non-negotiable.

Step Three: Study the Typical Details

The other thing is the typical details. The typical details will govern the rest of everything that you see. Everything else is specific, but it will reference back and anchor to the general notes and the typical details.

Here’s the truth: Typical details are the standard. Everything else references back to them. Study them first. Understand the standard. Then when you see specific details, you’ll understand how they relate to the typical.

Step Four: Trace Details from Plan View (Go 2D to 3D)

Then what I want you to do when you’re studying plans is go to the plan view. And I’ve never drawn this before, so this video is a little bit better. But if you have a plan view, and like let’s say this is the outline of your slab on grade or something, and you see a detail in here, I would say go to that detail, okay? And go look at the associated page where that detail points to.

Go ahead and research all this, and then you can highlight it or put a check mark, and then highlight this or put a check mark, and then move to your next detail, and you start tracing the details, and then you’ll start to go from a 2D to a 3D representation of the building. You’ll really understand it.

And then once you start going through your plan view, trace details. This is one of the best things because in your brain, you start to think and see the building in 3D. And I know that we have building information modeling, but this is a skill we want everyone to have. It’s absolutely crucial.

Here’s how to trace details from plan view:

  • Start with the plan view: Find a detail callout on the plan (like a wall section or foundation detail)
  • Go to the referenced detail: Follow the callout to the associated page and study the detail
  • Highlight or check mark both: Mark the plan view callout and the detail page so you know you’ve studied both
  • Move to the next detail: Repeat the process for every detail on the plan
  • Build a 3D mental model: As you trace details, your brain will start seeing the building in 3D instead of 2D

This is the best way to force reading and understanding of drawings. If you can’t draw it, you can’t build it. Tracing details from plan view builds your 3D mental model.

Step Five: Eat the Frog (MEP and Complex Drawings)

The other thing is I’m going to write this: eat the frog. If you’ve ever heard of this concept, it says if you have this big, nasty thing you got to do in a day, eat the frog first at the beginning of the day or else you’ll keep procrastinating.

And what I mean by this is there’s other things like the mechanical, electrical, plumbing drawings, which are harder to understand than architectural or structural. Or you’re going to go research the one-line, the single-line diagram for the electrical. Or you’re going to go research the flow diagram for your HVAC system or your hydraulic piping system. These are things you need to know.

And you can’t just be like, “Oh, I know architectural and structural,” and avoid eating the frog. Go eat the frog and get familiar with these because you need to understand those as well.

Here’s the truth: MEP drawings are harder than architectural and structural. Single-line diagrams and flow diagrams are complex. And most field engineers avoid them. Don’t. Eat the frog first. Study MEP early in the day. Get familiar. You need to understand these. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

Step Six: Ask Questions (Trade Partners Love Helping)

And then the last thing that I would say: ask questions when you have them. There is no exception to this. Trade partners love answering your questions and being the subject matter expert. So, you’ve got to take this approach if you ever want to understand it or be able to draw it so you can build it.

Here’s the truth: Trade partners love being the subject matter expert. They love answering questions. Don’t be shy. Ask. That’s how you learn.

Critical Rule: Never Scale Dimensions

One other thing. Don’t ever scale dimensions from the drawings, and don’t ever assume. If it’s not on the drawings, our legal precedent for this is you must write an RFI and receive a response and post it to the drawings. We never assume. We do not design through the submittal, and we do not guess, and we do not scale dimensions. If it ain’t on here, don’t go out and try and build it that way. You’ll get yourself in trouble. The drawings are our base.

Here’s the truth: Scaling dimensions creates legal liability. If it’s not dimensioned on the drawing, write an RFI. Get a response. Post it to the drawings. Never assume. Never guess. Never scale. The drawings are the legal base.

A Challenge for Field Engineers

Here’s what I want you to do this week. Pick a drawing set. Study the front matter. Read the general notes with Speechify. Study the typical details. Trace details from plan view. Eat the frog study MEP. Ask questions. And never scale dimensions.

And I recommend that you study these 20 to 30 minutes a day so that you’re always familiar and always out ahead. The owner pays us to know how to read drawings. This is a core skill. If we don’t have it, we’re brokers and we’re not builders.

As we say at Elevate, plan reading for field engineers: study front matter, trace details from plan view, eat the frog (MEP), ask questions, never scale dimensions. That’s how you build the skill.

On we go.

Frequently Asked Questions

What are lift drawings and why do field engineers create them?

Lift drawings pull information from architectural, structural, MEP, and specialty drawings onto one page so craft workers can build with everything they need. They force field engineers to read and understand drawings and help find problems before construction.

Why study the front matter and abbreviations first?

Because abbreviations are the language of construction drawings. If you don’t know the abbreviations, you can’t read the drawings. Study them first. They’re your Rosetta Stone for learning the designer’s language.

How do you trace details from plan view?

Start with the plan view, find a detail callout, go to the referenced detail page, study it, highlight both, then move to the next detail. This builds a 3D mental model in your brain.

What does “eat the frog” mean for field engineers?

Study the hardest drawings first MEP, single-line diagrams, flow diagrams. These are harder than architectural and structural. Most field engineers avoid them. Don’t. Eat the frog first thing in the day.

Why should you never scale dimensions from drawings?

Because scaling creates legal liability. If it’s not dimensioned on the drawing, write an RFI, get a response, and post it to the drawings. Never assume, never guess, never scale.

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

Field Engineer Habits In Construction (Daily Practices That Prevent Rework)

Posted on by Danny Jiménez⁩
Read 25 min

Field Engineer Habits in Construction (Daily Practices That Prevent Rework)

Field Engineer Habits in Construction: Daily Practices That Prevent Rework. In this video, I’m going to talk to you about habits that will literally make you as a field engineer. And the good part about that is it will make you for your future roles. Because that doesn’t mean that people are smarter, but the most successful, meaning the person has supported the most people in construction, have been through the field engineering role.

And people don’t like to hear that a lot because, you know, some people are like, “Well, I didn’t get there, and I’m still special.” You are still special. I think you’re A+. Like, you all know that I freaking love you. But that means that I want the best for you, and I want the best for everybody.

Let me give you the seven habits that will make you as a field engineer.

The Pain of Skipping Field Engineering Basics

Here’s what happens when you skip the field engineering basics. You don’t learn to figure things out. You rely on others to solve problems. You don’t ask questions. You assume you should already know. You don’t respect the craft. You look down on workers. You don’t wear your bags. You’re unprepared and slow. You don’t focus and drive. You jump around without mastering each skill. You don’t communicate. Problems don’t surface. And you don’t double-check your work. Rework happens. Mistakes compound. And your career suffers.

Field engineering is where you learn the fundamentals. It’s boots in the mud, shoulder to shoulder with the craft. It’s figuring things out when nobody’s there to hold your hand. And if you skip these habits, you’ll suboptimize and turn into a classical management business manager instead of a construction leader.

Let me give you a quick analogy. Let’s say you have beautiful teeth, right? And I’m like, “The people that go to the dentist often have the most healthy teeth.” And people are like, “Well, I don’t go to the dentist, and I still have beautiful teeth.” I know you have beautiful teeth. I love your teeth. I think they’re great. But going to a dentist and getting that deep cleaning and making sure that they’re straight is a jam. And we’ll take your A+ teeth with A+ care and get you an A+ experience.

Same thing. You’re an A+ human, but you’ve got to have A+ experiences. And if you’ve already passed the field engineer role and you’re on to bigger and better things, at least help me teach it to the folks that can go through it that this is the way. I’m telling you, if we want to take construction to 2.0, we will go back to the field engineering basics.

Habit One: Figure It Out

First thing: figure it out. This is how I visualize it in my brain. When you go to a project site, you can have a brown field, you can have a green field, or you can be demolishing a building and then building something new, or it could be a renovation. But I think of an open field. There’s nobody here anywhere, actually, except for you and the project delivery team for the general contractor and your trades.

There’s nobody that’s going to come tell you how to go build a building, right? You literally, when you start this, you might have two control points, a design benchmark which will provide your basis of bearings, and then you have this open field of land. The reason I’m explaining this is because figuring things out, although I do believe in shoulder-to-shoulder mentoring and guiding because that’s the ideal way to teach and mentor, figuring things out is a skill that everyone should adopt.

Because when it comes down to, okay, now we’re going to go ahead and build this building, you know, we’re going to do primary, secondary, working control. We’re going to get the materials jamming. We’re going to build roadways. We’re going to whatever the case may be. This right here, nobody’s going to come and hold our hand to get this where it’s got to be. You’re going to get an open piece of dirt. That’s what you got most of the time.

So figuring things out, the reason this is important is because new folks in the industry will be like, “Hey, I didn’t know that seal detail or I didn’t know that that color wouldn’t work with that type of brick. Jason, how do I get to know everything?” You don’t get to know everything. There’s nobody that knows everything. Even the most experienced people in construction will not know those things.

But what do we have? We have the ability to figure things out. That means you ask the question, you go do the research, you go drive to that office. You go with a go-getter, go-giver attitude, and you figure things out. That’s the only way you’re going to get from your basis of bearings to a vertical or horizontal building or whatever it is that you’re building is this ability to figure things out. And it’s going to take grit, determination, and the ability to ask questions and do research.

Habit Two: Ask Questions (100+ Daily)

Let’s go on to the next one. Ask questions. Let’s say in a day you’re asking 10 questions on average. And I’ve been there. I don’t want to sound stupid, like, “Oh my gosh, they know this. What is this acronym?” Let me tell you, I’m 44 years old. It’s not that old, but I’ve been in construction 30 years, and I am in meetings all the time where I’m like, “What does that mean? You did this new acronym. What does that mean?”

And I ask, and a bunch of other adult humans, some of them over 60, are like, “Oh, thank you for asking that, Jason. I didn’t know what that meant either.” Stop being embarrassed. This number is weak sauce. These are rookie numbers. I want you at least to get to 100. If you then took it to 250, I’d be even happier. Questions, questions, questions, questions.

There’s no such thing as a dumb question, but there are lazy questions. Meaning, if I’ve got ChatGPT or the Field Engineering Methods Manual or I’ve got Google here and I go interrupt somebody to ask them, that’s probably a lazy question. I can do this myself. But if I can’t figure this out myself, I’m going to ask it. And I’m telling you what, unless your supervisor is a dirt monkey, they will not mind answering the questions. They like it; it feeds their ego to answer those questions.

Habit Three: Respect for the Craft

Number three: respect for the craft. The reason I believe that field engineering is so crucial is because your boots in the mud, shoulder to shoulder with the craft. How can you disrespect somebody that you’ve worked next to? How can you be discriminatory? How can you look down on somebody? How can you not understand and see somebody that you’re working with shoulder to shoulder every day? I don’t think that you can.

So there’s a bond here where you and the craft are going to get super close. And I want you to know craft workers and foremen are the kings and queens of construction. They are our heroes. Everything we do supports them. It’s your job to enable them. And I want you to go develop that relationship so that throughout your career everybody can hear it from you, smell it on you, see it on you that you love the craft.

And this will change everything. Otherwise, you’ll suboptimize, and you’ll turn into a classical management business manager instead of a construction leader.

Habit Four: Wear Your Bags

Number four: wear your bags. These folks out here, they are wearing their tool bags, and they’re jamming out. There’s nothing like seeing a field engineer in the negative that won’t wear their bags and you’re waiting on them. They’re like, “Hey, let me walk 100 feet over there. Let me go all the way back to the office.” It’s nonsense.

Get your bags, get your tools, be out there with your total station, your automatic level, your legs, and be ready to go and show that you’re actually willing to do the do and gain their respect.

Habit Five: Focus and Drive

On to number five: focus and drive. Here’s what I want you to do. This is an analogy. If you have, let’s just take your tool bags, right? There’s lots of tools in your tool bags, whatever they are. This is analogous to your career.

I want you to focus in your field engineering career on learning every one of these one by one in a disciplined manner and don’t try and skip. Put that tool in your tool bag, and it will drive the rest of your career.

Here’s what focus and drive looks like:

  • Master one skill before moving to the next: Don’t jump around. Learn layout. Then learn surveying. Then learn concrete verification. One by one. Put each tool in your tool bag.
  • Don’t skip the basics: Every tool you put in your bag now becomes a foundation skill for the rest of your career. If you skip layout, you’ll struggle with everything else.
  • Be disciplined: Focus means saying no to distractions and yes to mastering the fundamentals. Drive means doing it even when it’s hard or boring.

Focus and drive means mastering the fundamentals one by one. That’s how you build a career.

Habit Six: Communicate, Communicate, Communicate

The last two that I want to talk about actually tie together. Communicate, communicate, communicate. And what I mean is when you’re in the office, communicate and speak up with the project delivery team. When you’re out in the field talking to the foreman, communicate clearly the plan. When you’re out there working as a field engineer with another field engineer or with a rodman or rod person, communicate. When there’s a problem, bring that back to the office. Communicate.

Here’s where communication matters:

In the office: Speak up with the project delivery team. Share problems. Ask questions. Don’t sit silent.

In the field with foremen: Communicate clearly the plan. What’s happening today? What’s the layout? What’s the schedule?

With other field engineers or rodmen: Communicate during the work. “Move left. Good. Mark it.” Clear, concise, constant communication.

When there’s a problem: Bring that back to the office. Don’t hide problems. Communicate them so the team can solve them. Communication prevents rework. It surfaces problems early. And it creates trust. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

Habit Seven: Double-Check Your Work

And this brings me to my last point, and this is crucial. If you are doing anything, assume everything that you do the first time is wrong. And I’ll give you a fun analogy. None of us were really that good at kissing the first time. Did we give up? No, we kept trying.

And so what we got to do is make sure we keep going. And here’s the point. You check it with a different person, a different technology, a different approach. Do a visual check. Ask somebody else to come help you. Check, check, check, and recheck your work. You as a field engineer will not have the experience to get it right the first time. So double-check and communicate, and you will be solid.

Here’s how to double-check:

Different person: Have someone else check your work. Fresh eyes catch mistakes.

Different technology: If you laid out with a total station, check with a tape measure or GPS.

Different approach: If you calculated one way, calculate another way and compare.

Visual check: Does it look right? Does the building look square? Does the elevation look correct?

Ask for help: “Hey, can you verify this for me?” That’s not weakness. That’s professionalism.

Assume everything you do the first time is wrong. Check it. Recheck it. Communicate it. That prevents rework.

A Challenge for Field Engineers

Here’s what I want you to do this week. Pick one habit and focus on it. Ask 100 questions today. Wear your bags tomorrow. Double-check your layout. Communicate every problem. Master one skill this week.

And if you’re past the field engineer role, teach these habits to the next generation. Help them figure things out. Answer their questions. Show them respect for the craft. That’s how we take construction to 2.0. As we say at Elevate, field engineer habits prevent rework: figure it out, ask 100+ questions daily, respect the craft, wear your bags, focus and drive, communicate, and double-check work. Master these seven habits and you’ll build a career.

On we go.

Frequently Asked Questions

Why is field engineering the most important role for career success?

Because it’s boots in the mud, shoulder to shoulder with the craft. You learn to figure things out, respect the craft, and master the fundamentals. Those who go through field engineering support the most people in construction.

How many questions should a field engineer ask daily?

At least 100. If you’re asking 10, that’s weak sauce. Ask 100 to 250 questions daily. There’s no such thing as a dumb question, but there are lazy questions you can Google yourself.

What does “respect for the craft” mean?

Craft workers and foremen are the kings and queens of construction. They’re our heroes. Everything we do supports them. Your job is to enable them. Work shoulder to shoulder and develop that bond.

Why should field engineers wear their bags?

Because waiting on a field engineer to walk 100 feet to get a tool is nonsense. Get your bags, get your tools, be ready to go, and show you’re willing to do the work. That gains respect.

How do you double-check field engineering work?

Check with a different person, different technology, different approach, visual check, and ask for help. Assume everything you do the first time is wrong. Check, recheck, communicate. That prevents rework.

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