Danny Jiménez⁩, Author at Elevate Constructionist

Be Happy When You Have Problems: The Lean Mindset from Japan

Posted on November 10, 2025November 10, 2025 by Danny Jiménez⁩

Read 8 min

Be Happy When You Have Problems: The Lean Mindset from Japan

In this blog, I want to share one of the most powerful lessons I learned in Japan, the idea that problems are not a problem. This concept completely changed the way I look at challenges, not just in construction, but in life. It’s all about rewiring your brain to see problems as opportunities for learning, collaboration, and innovation.

Before diving in, let’s talk about the way we think. Our brains can be “prompted” just like AI to respond in certain ways. When we see mistakes or setbacks, our natural instinct is to blame or complain. But what if we could train our minds to see every problem as an invitation to improve? That’s the essence of the lean mindset I witnessed in Japan.

Be Grateful When You Have Problems

During my trip, Paul Akers and several Japanese leaders kept saying something that initially confused me: “Be grateful when you have problems.” Why would anyone be grateful for problems? Because when problems surface, they give you the chance to solve them, faster, smarter, and together. A culture that brings issues to light creates total participation and continuous improvement.

After World War II, Japan rebuilt itself from devastation through this very mindset. Rather than hiding from challenges, the Japanese embraced them head-on. They set ambitious goals, rebuilding their nation, creating the bullet train, winning the Deming Prize and worked together to achieve them. That collective effort, driven by gratitude for their challenges, became the foundation of their innovation and success.

The Western Contrast

In the West, we often hide our problems. We say things like “Everything’s fine,” or avoid talking about roadblocks for fear of being blamed. This mindset stifles growth. Lean thinking teaches the opposite: bring problems to the surface. Identify them, discuss them, solve them. When teams do this, they unlock flow, efficiency, and trust.

The Lean Principle

The lean principle is simple: Problems are not a problem. What’s truly problematic is thinking you don’t have any.

In lean construction, this means creating systems that make problems visible. The Last Planner System, for example, isn’t just about tracking performance, it’s about finding and removing roadblocks before they impact production. Flow doesn’t come from pushing harder; it comes from making work ready.

Learning from Japan

In Japanese factories, production lines are stopped thousands of times a day not because of major issues, but for tiny variations. Workers follow the “Stop, Call, Wait” approach:

Stop the process when something seems off.
Call the team to assess the issue.
Wait to resume until the problem is fully resolved.

This level of vigilance keeps systems healthy and teams united. In construction, if we applied the same principle, stopping when a roadblock appears, bringing the team together, and solving it before continuing, we’d achieve extraordinary flow and stability on our projects.

Final Thoughts

All of lean construction comes down to two things:

Identifying and removing roadblocks.
Optimizing bottlenecks and constraints.

These are separate but equally essential. When we recognize that problems are not the enemy but rather the path to progress, we start building not just projects, but people.

So, here’s my challenge to you:

What can you do on your project site to start identifying, discussing, and solving problems as a team, so everyone can see, know, and act together?

Be grateful for your problems. They’re the foundation of growth, collaboration, and continuous improvement.

Key Takeaway

Problems aren’t setbacks, they’re opportunities. When you bring issues to light, discuss them openly, and solve them as a team, you unlock innovation, strengthen collaboration, and create true flow in your projects.

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

Ikigai for Builders: Finding Purpose in Your Work Every Day

Posted on November 7, 2025November 7, 2025 by Danny Jiménez⁩

Read 8 min

Ikigai for Builders: Finding Purpose in Your Work Every Day

In this blog, we’re diving into a concept that has completely reshaped how I think about leadership and construction, Ikigai, a Japanese word that means “your reason for getting up in the morning.” It’s something I’ve talked about for years, but I never had a word for it until I visited Japan.

When you understand Ikigai, it changes everything about how you build teams, design jobsites, and lead people. Because here’s the truth: if people don’t enjoy what they’re doing, they won’t do it well.

The Meaning of Ikigai

Ikigai isn’t about big achievements or titles, it’s about purpose and joy in the everyday. I once saw a short clip of a Japanese woman washing dishes, singing happily while she worked. That moment captured it perfectly. She found joy in something simple, and that joy fueled her day.

For builders, foremen, and leaders, Ikigai means creating an environment where people look forward to coming to work. Construction is already tough, physically, mentally, and emotionally. And in many Western contexts, it’s become even more toxic. We’ve inherited this “push harder, rush faster” mindset from outdated management theories that burn people out and destroy morale.

That needs to stop.

From Toxic Push to Purposeful Flow

Our industry often glorifies chaos and stress. The bigger the project, the worse it gets. The yelling, the blame, the impossible deadlines, it all leads to one outcome: people stop caring.

In Japan, I saw something entirely different. The culture of Ikigai transforms work into something meaningful. On every lean construction site I visited, I saw order, respect, calmness, and care. Workers weren’t being pushed, they were supported.

And when I looked back at the projects where we built that same environment at Elevate Construction, it made sense. At our Bioscience Research Lab project, we had everything dialed in to support people:

Clean, well-designed bathrooms with music playing.
Great parking and smoking areas.
Open office trailers for collaboration.
Free ice, water, snacks, and monthly barbecues.
Warm visual signage and worker shoutouts.

One vice president said, “It feels like coming to Disneyland when you visit this site.”

That’s Ikigai in action.

Designing for Joy and Human Dignity

If you’re a leader, here’s your challenge: don’t build boring or lifeless spaces. Your office trailer shouldn’t feel like a bunker, it should feel alive. Add soft music, have snacks, celebrate wins, and create workspaces where people actually want to be.

When workers have air-conditioned break rooms, clean bathrooms, and small daily joys like snacks or shoutouts, they’re not just more productive, they’re happier.

These aren’t “nice-to-haves.” They’re part of creating a system where people have a reason to get up in the morning.

That’s leadership. That’s Ikigai.

The Life-Changing Magic of Joy at Work

Marie Kondo, author of The Life-Changing Magic of Tidying Up, says, “Everything should bring you joy.” Even in construction.

Ask yourself: does your site bring people joy? Does your trailer, your meeting space, your process? In Japan, work isn’t about straining and suffering, it’s about refining the process so that it feels good to do.

When you reduce friction, you make work enjoyable. Even something tough, like putting up drywall, can become satisfying if the process is well-designed and supported.

A joyful process is a productive one.

The Challenge for Builders

So here’s the question:

What can you do tomorrow to help every person on your site find their Ikigai?

It might be as simple as improving a break area, adding music, showing gratitude, or giving people more autonomy. Whatever it is, plan for it intentionally.

Your systems, your schedules, your culture, all of it should help people rediscover purpose and joy in their craft.

Because when builders have Ikigai, they don’t just build projects, they build lives worth living.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Monozukuri: Pride and Craftsmanship in the Work Itself

Posted on November 6, 2025November 6, 2025 by Danny Jiménez⁩

Read 8 min

Pride and Craftsmanship in the Work Itself

In this blog, I want to talk about the concept of truly taking pride in our work and how it ties directly to construction. This reflection comes from my trip with Paul Akers to Japan. It was absolutely phenomenal. This concept is game-changing at every level, and I’ll share practical ways we can live it out, along with a few stories that bring it to life.

Monozukuri – Pride and Craftsmanship

Monozukuri means pride and craftsmanship but it also includes a love for the customer and pride in everything we do. I love this concept.

Brandon Montero, a professional surveyor and leadership development coach who runs Super PM Bootcamps with me, lives this out daily. He once stamped inspirational words onto metal washers for our Bootcamp participants. People were amazed, they asked, “Was this machined?” because the quality was so precise.

That’s Brandon. His truck, his tools, his work, everything reflects pride. One-piece flow. Precision. Care.

When I went to Japan, I was blown away by how deeply this concept runs through their culture. Let me tell you a story.

The Seven-Minute Miracle

In Japan, there’s a bullet train called the Shinkansen. It’s an engineering masterpiece, smooth, fast, and efficient beyond belief. What amazed me even more, though, was what happens when it reaches the end of the line.

They have exactly 12 minutes between trips:

2 minutes to unload passengers.
7 minutes to clean.
3 minutes to reload passengers.

And that cleaning? It’s not a quick tidy-up. Every surface, seat, and window shines. They call it The Seven-Minute Miracle.

The leader behind this system, Mr. Yabe, shared a philosophy that stuck with me:

“If Lean or TPS is the seed, and people are the soil, then Kaizen is the water that helps it grow.”

Kaizen, continuous improvement has three components:

Love of the customer.
Pride in the work.
Employee acknowledgment.

That combination is what makes people extraordinary.

The Angel Report

At TESSEI, the company behind the Shinkansen cleaning team, leaders began celebrating acts of kindness and service through what they called The Angel Report.

Every time a worker helped a passenger, returned a lost phone, carried luggage, guided a mother with a baby, their supervisor would report it. Those reports were compiled into stories and presentations shared company-wide.

Imagine that: instead of just tracking mistakes, they spotlighted excellence.

The result? Workers felt proud. Connected. Valued. Even temporary staff understood that they weren’t “just cleaners”, they were essential to Japan’s identity and customer experience.

What Construction Can Learn

This is where it hits home.

In construction, we often hear things like, “They’re just workers,” or “Tradespeople don’t care.” That mindset destroys pride.

When we stop seeing craftworkers as heroes, the people who actually build, we lose the soul of our industry.

If we want craftsmanship to thrive, we need the same three things Japan built into Kaizen:

Love for the customer: Care deeply about the people we’re serving.
Pride in the work: Take ownership and honor in every task.
Employee acknowledgment: Celebrate and thank the people who make it happen.

The Power of Being Seen

There’s a principle called the Hawthorne Effect, when people know their work is being noticed, they perform better. Not because they’re being monitored, but because they feel proud.

That’s exactly what happens with The Seven-Minute Miracle teams. They clean with excellence because they know they’ll bow to the passengers afterward, not out of obligation, but as a symbol of respect.

Their head, hands, and heart are united in their work.

A Call to Construction Leaders

Can we do the same?

Can we build a culture where every worker and foreman is respected, acknowledged, and celebrated for their craft?

Because pride in the work doesn’t happen by chance, it’s cultivated through leadership, recognition, and love for the people we serve.

That’s how we elevate craftsmanship. That’s how we elevate construction.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Hitozukuri: Why Toyota Builds People Before Product

Posted on November 5, 2025November 5, 2025 by Danny Jiménez⁩

Read 7 min

Hitozukuri: Why Toyota Builds People Before Products

I’m so excited to talk about Hitozukuri, the Japanese concept that means “building people before products.” Thank you for being patient with the Japanese word, because it’s such an important one.

Here’s why I’m using it: when you hear “build people before products,” your brain might tune it out as something familiar. But when you hear Hitozukuri, it sparks curiosity, it makes you pause and realize this is something deeper.

In this blog, I’ll explain why building people is at the core of lean construction in Japan, the U.S., and everywhere else and how this concept can literally change the game for everything we do.

A Big Misconception

Before I went to Japan, I thought lean was just Toyota and a few manufacturing plants. But that couldn’t be further from the truth.

Japan is lean. The mindset, the systems, the culture, they’re woven into how the entire country operates. It’s not just Toyota; it’s 130 million people living and working with continuous improvement as a way of life.

And the central idea behind it all? Build people before things. Build people before products.

My Japan Experience

When we visited Japan with Paul Akers, we toured the Toyota History Museum and various plants. One moment stood out: I saw an old photograph of Sakichi Toyoda’s son, the founder of Toyota Motor Company standing with his arms folded, watching molten metal being poured.

Leaders at Toyota still go through this same kind of experience today. Before managing production lines, they spend a month in those environments, learning, observing, and understanding the process firsthand.

That hit home for me because I grew up at Hensel Phelps. We were trained from the ground up, field engineer, office engineer, project engineer, assistant superintendent – all before leading projects. You can’t improve a process unless you’ve been part of it.

That’s Hitozukuri in action.

Building People Comes First

Even temporary workers at Lexus go through a month of training before they ever touch a production line. Imagine that, a full month invested just in preparation and development.

In contrast, in much of U.S. construction, we rush people into tasks without enough training or guidance.

Paul Akers said something that stuck with me:

“I don’t care about getting stuff done right now, we’re building people first.”

At DPR Construction, their mission echoes the same principle: build great people who build great things.

In Japan, this isn’t just a good idea, it’s a national mindset. As Paul reminded us:

“Japan is Japan because of training.”

They’re process-focused, not goal-focused. And that’s the real difference.

The Power of Training

When I came back from Japan, I realized we weren’t doing nearly enough. At our company, we now do morning huddles, tactical meetings, and in-person boot camps across multiple countries. We’ve written books, created blogs, podcasts, and full onboarding systems but it’s still just the beginning.

We need to double, even quadruple, the training and development we provide. Because Hitozukuri isn’t just a practice, it’s a responsibility.

Recommendation

If you’re in construction, here’s the challenge:

Create structured onboarding that’s remarkable.
Train your foremen and workers daily.
Host morning huddles focused on growth.
Invest in craft and leadership development programs.
Pay for external training.

We are nowhere near where we need to be.

Key Takeaway

When you build people first, everything else follows. Processes improve, quality rises, safety increases, and culture thrives.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Respect for People: The First Rule of Lean That Everyone Forgets

Posted on November 4, 2025November 4, 2025 by Danny Jiménez⁩

Read 8 min

Respect for People: The First Rule of Lean That Everyone Forgets

Respect for people – the first rule of Lean that everyone forgets. In this blog, I’m sharing my experience from traveling to Japan with Paul Akers and several others from our company. I’ll walk you through what I learned firsthand about what “respect for people” and “respect for resources” truly mean, how I plan to bring those lessons back into my life, and how we can implement these ideas across the Western world to improve construction everywhere we go.

A Different Perspective

Let’s start with something that might surprise you. After World War II, the United States along with other nations helped rebuild Japan. Experts like W. Edwards Deming introduced production systems, statistical thinking, and educational methods that laid the foundation for Japan’s modern excellence.

So, when we go to Japan today and admire their “amazing” Lean concepts, we’re not just learning about Japan, we’re re-learning lessons that originated from our own forgotten principles. True Lean is about learning from other cultures, adopting what works, and innovating from there.

Respect for People

The Japanese phrase often translated as “respect for people” can also mean respect for humanity or respect for someone’s inherent value. During the trip, I learned how deeply rooted this mindset is and how it shapes everything in their culture and work ethic.

Before the trip, I had to prepare rigorously: reading books, completing training, and even working up to 100 push-ups a day. Yet the biggest takeaway wasn’t physical endurance, it was understanding that “respect for people” is not just a slogan. It’s a way of life.

In Japan, everyone believes that every person has innate worth. Problems are blamed on the process, not the person. The goal is to elevate everyone together. I didn’t see a single homeless person. Instead, I saw a society where people take responsibility for one another.

Everyday Examples of Respect

One of my favorite moments was watching how Japanese schoolchildren help each other. When someone falls behind, classmates rally to lift them up. The concept of “left behind” simply doesn’t exist there.

Even in small interactions like when I tried to buy a gift and couldn’t communicate in Japanese, a kind, elderly man ran off to find someone who could help. He was genuinely happy to do it. That level of human consideration is everywhere.

Paul Akers shared similar stories, people dropping what they were doing to guide him personally to where he needed to go. It’s not occasional kindness; it’s built into their cultural DNA.

Shoulder to Shoulder

The phrase “shoulder to shoulder” captures what I witnessed in Japan. Leaders don’t stand above people; they stand with them. Instead of blame or punishment, they work side by side until the problem is solved.

That idea changed the way I see leadership, both as a parent and in construction. I texted my kids from Japan and said, “From now on, I’ll work with you shoulder-to-shoulder.”

On a construction site, this mindset translates into:

Clean bathrooms and lunch areas.
Respectful communication.
Helping others instead of yelling or blaming.

It’s about creating systems that uplift everyone involved because every person has value that can never be thrown away.

The Challenge

Here’s my challenge to you:

What can you do on your construction sites tomorrow to elevate respect for people and respect for resources? These are two separate but equally vital aspects of Lean and both must exist if we want true continuous improvement.

Key Takeaway

True Lean begins with genuine respect for people, recognizing every person’s innate worth, working shoulder-to-shoulder instead of blaming, and building systems that elevate everyone on the jobsite.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Last Planner Sticky Notes

Posted on November 3, 2025November 3, 2025 by Danny Jiménez⁩

Read 9 min

Understanding Last Planner Sticky Notes in Lean Construction

Have you ever walked into a construction meeting and seen colorful sticky notes covering the walls? At first glance, they might look like simple decoration but in Lean construction, these sticky notes represent one of the most powerful tools for collaboration, visualization, and planning. In this blog, I’ll explain what these stickies are for, why they matter, and how they help teams communicate, plan, and execute with precision.

The Purpose Behind Sticky Notes

Sticky notes in Lean construction are far more than just colorful paper squares. They represent visual systems – a core principle of Lean. Visual systems encourage total participation, allowing every team member to engage in planning and problem-solving.

When people can see the plan, they can understand it, and when they understand it, they can act on it together. As I often say:

“See as a group, know as a group, act as a group.”

That’s exactly what sticky notes enable, collaboration through visibility.

Visual Systems: The Heart of Lean

We can’t be Lean without being visual. The transition from physical models and sketches to digital systems like BIM and AutoCAD has made it harder for builders to see the work in front of them. While technology is amazing, it sometimes hides information inside screens instead of displaying it on walls where everyone can see and discuss it.

Sticky notes bring back that visual connection. They allow teams to map sequences, spot conflicts, and communicate clearly, all in real time.

Why We Use Sticky Notes

Sticky notes serve different purposes depending on the system you’re using:

Pull Planning: To create sequences and commitments collaboratively.
Scrum: To track tasks in stages, backlog, in progress, and done.
Brainstorming: To visualize and organize ideas.

No matter the setting, the goal is the same: total participation and shared understanding.

The Last Planner System

In Lean construction, the Last Planner System is the structured approach that connects master scheduling, pull planning, look-ahead planning, and daily huddles. Sticky notes play a crucial role here particularly in pull planning sessions, where trade foremen collaborate to sequence their work.

The main meetings that support this system include:

Weekly Look-Ahead and Work Planning Meetings.
Afternoon Foreman Huddles.
Worker Huddles.

These meetings ensure that commitments made on sticky notes are communicated all the way from planners to the field.

Who Fills Out the Sticky Notes?

In brainstorming, everyone involved can write them.
In Scrum, the development or project team does.
In Last Planner, it’s typically the trade foremen.

That said, I personally prefer digital sticky notes on platforms like Miro or Mural. They’re clear, easy to read, and still allow real-time collaboration without the problem of unreadable handwriting. Remember, the purpose isn’t the paper, it’s visual communication.

How Sticky Notes Affect Sequencing

When you pull plan with colored stickies, you create a clear visual flow of work. Everyone can see how tasks align, where handoffs occur, and how different zones of a project connect. This visibility leads to reliable commitments and more predictable outcomes, the foundation of Lean project success.

Can Sticky Notes Replace Other Scheduling Systems?

In short – yes. CPM (Critical Path Method) scheduling has caused more confusion than clarity in many construction projects. Lean systems like Takt planning and Last Planner are far more effective. Studies show that Lean projects are three times more likely to succeed than traditional CPM-managed projects.

Handling Delays and Changes

Delays happen but in a pull plan, the goal is to gain time through smart sequencing and buffers. When impacts occur, the team can adapt while maintaining rhythm and collaboration. Visual tools like problem-solving boards and Takt steering help teams stay aligned even during disruptions.

The Bigger Picture

Sticky notes are a symbol of teamwork, clarity, and accountability. They help us move away from isolated, command-and-control scheduling and toward collaborative, transparent, and effective project management.

Pull planning alone won’t solve every issue but it’s the first step toward better communication, flow, and project reliability.

Final Thoughts

If you’re using sticky notes only for decoration, you’re missing their real power. They’re not just reminders; they’re a shared language of planning and action in Lean construction.

If you want to learn more we have:

Discover Jason’s Expertise:

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Who Approves Plans For Construction?

Posted on October 31, 2025October 31, 2025 by Danny Jiménez⁩

Read 6 min

Who Approves Construction Plans? Here’s a Simple Breakdown

Ever wondered who’s actually responsible for approving construction plans before a project begins? In this blog, I’ll give you a quick and simple breakdown so you can clearly understand the process from start to finish.

Authority Having Jurisdiction (AHJ)

The main entity that approves construction plans is called the Authority Having Jurisdiction, or AHJ. This is typically your city or county, though sometimes it can be state or even federal especially when dealing with large government or military projects.

The AHJ enforces the building codes in its area and ensures your plans comply with those local regulations. So, whether your project is residential, commercial, or industrial, you’ll need their approval before breaking ground unless your project falls under one of the rare exemption cases.

The Approval Process

Once your drawings are ready, they must be reviewed and permitted by the AHJ. After approval, your project falls under the supervision of local inspectors. They’ll ensure the work follows the permitted plans, and eventually, they’ll issue a temporary certificate of occupancy and later a full certificate of occupancy once everything passes inspection.

Construction Drawings

The design team, together with the engineers, owner, and construction manager, prepares multiple sets of construction drawings. Ideally, trade partners are involved early on to ensure coordination and accuracy. Once finalized, these drawings are submitted to the city for review. After approval, you’re off to the races!

Deferred Submittals

Sometimes, not all parts of the design are complete when the main permit is submitted. In such cases, a deferred submittal process is used. Here’s how it works:

The designer, owner, and general contractor coordinate the remaining portions of the design.
A trade partner completes the engineering and detailed drawings.
The final documents are then submitted to the city for review and approval.

Once approved, work can proceed on those deferred items.

Regular Submittals

Regular submittals are for materials, assemblies, or equipment already approved under the main building permit. However, details such as product type, dimensions, installation data, and assembly specifications must still be reviewed.

The trade partner and general contractor review these before sending them to the design team. Once the architect or engineer signs off, the materials can be ordered and installed.

Final Thoughts

So, who approves construction plans? It all comes down to the Authority Having Jurisdiction (AHJ), the governing body responsible for ensuring your project meets all local building codes. Understanding this process helps you plan ahead, avoid costly delays, and keep your project running smoothly.

Key Takeaway

Every successful construction project starts with AHJ approval. Knowing how and when to navigate the permitting and submittal processes can save time, money, and unnecessary stress.

If you want to learn more we have:

Discover Jason’s Expertise:

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How Much Do Field Operators Make?

Posted on October 30, 2025October 30, 2025 by Danny Jiménez⁩

Read 7 min

How Much Do Field Operators Make?

This is a question that comes up often, so in this blog, I’m breaking down exactly what field operators earn and what factors influence those wages. I’ll also cover a few common questions about overtime, union pay, certifications, and what it really takes to reach top dollar in this career.

Before we dive in, know this: our team does in-depth research for every topic. We build detailed outlines, pull from reliable data, and compile the most valuable information so you can get clear insights fast and get back to doing what matters most at work and at home.

Average Salary

Let’s start with the numbers. Some operators are making up to $60–$85 an hour especially on the West Coast with strong union benefits. That’s an incredible wage, and for good reason.

In Arizona, for example, equipment operators typically earn $28–$45 per hour. Pay varies widely based on location, experience, and whether you’re a part of a union. Non-union, non-coastal operators usually fall in that $28–$45 range, while union operators on the coasts can reach $60 or even $85 an hour.

It’s a great career comparable to becoming a pilot or ship captain. You need skill, patience, and proper training. It’s not easy work, and it’s not something just anyone can do well. Field operators are responsible for safety, precision, and major assets on site.

Union vs. Non-Union Pay Ranges

Union operators typically earn more because of negotiated benefits and collective agreements. But even if you’re non-union, strong relationships, skill, and reliability can push your earnings higher.

If your company doesn’t offer top pay, many experienced operators start their own businesses buying equipment, running small operations, and eventually expanding into full-scale services like trucking, pumping, or excavation.

Overtime Pay

Yes, operators do get paid overtime and often quite well. Most earn time and a half after 40 hours, and sometimes double time after a certain threshold. Overtime rules vary between union and non-union regions, but it’s safe to say this job rewards hard work and long hours.

Operator vs. Supervisor Pay

Here’s an interesting fact: many operators earn as much or even more than supervisors. That’s why you don’t see as many operators switching into management. They’re already doing what they love and earning great money.

Certifications That Increase Pay

Certifications make a difference. Being trained and certified on multiple types of equipment like forklifts, track hoes, blades, and backhoes boosts both your value and your pay.

Versatility matters. Even though most operators excel at one primary machine, those who can handle different types are much more in demand.

My Experience

I’ve always respected operators. I grew up running equipment like a Case with old-school controls and had to relearn everything when two-stick controls came out. It wasn’t easy, I had to cross my arms and look ridiculous just to make it work! But it taught me how challenging this work really is.

Operating equipment takes intelligence, precision, and endurance. It’s physical, it’s technical, and it’s stressful but it’s also incredibly rewarding.

Key Takeaway

Field operators earn every dollar they make. Their work demands skill, accuracy, and patience and those who master it can build long, successful, and well-paying careers, whether in a union, a private company, or their own business.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Repeating Your Order

Posted on October 29, 2025October 29, 2025 by Danny Jiménez⁩

Read 7 min

The Power of One Piece Flow in Communication

I’m writing this blog from Super Peanut Boot Camp an amazing class where we’re having a great time learning and growing together. During a short break, I stepped outside to share a quick thought that connects everyday life to how we communicate and collaborate at work.

Let’s start with something we’ve all experienced, repeating your order at the drive-thru.

Have you ever gone through a drive-thru, given your order clearly and confidently, and then the person on the other end says, “Wait, what you said?” or “Can you repeat that again?”

You take a deep breath, repeat your order, and then they ask again. At this point, you’re thinking, Are you even listening to me?

Now, this isn’t about criticizing anyone working hard in those roles they’re doing their best. The point is about what happens when we communicate before we’re truly ready to listen. It’s frustrating when we have to repeat ourselves because someone isn’t fully present or is trying to multitask.

If the drive-thru attendant just said, “Hey, give me 10 seconds to get focused, then I’ll take your order,” we’d all be fine with that. But when someone asks for input and then doesn’t actually hear it, it disrespects time and creates confusion.

And this same thing happens in construction all the time.

The Problem with “Batching” Communication

When we’re doing pull planning or virtual collaboration sessions, we often fall into the same trap. Trade partners start listing off multiple activities at once “We’ll install this, pour that, excavate here, sleeve there…” and the person facilitating gets lost trying to keep up.

At Lean Takt, we’ve seen this pattern repeatedly. The facilitator ends up saying, “Can you repeat that?” again and again, which slows down the meeting and frustrates everyone involved.

The fix? One piece flow.

One-Piece Flow in Pull Planning

We’ve trained our lean engineers to use a simple but powerful structure when documenting each activity in a pull plan. Whenever someone declares a task, it should always include four components:

Company name
Duration
Activity name
Day it can start

For example:

“This activity is for Jason Schroeder Electric. It’s a 5-day task to install overhead electrical conduit, starting on day 35.”

That’s one complete “piece.” Once it’s captured, the facilitator can say, “Got it what’s next?”

Each activity becomes a clearly defined unit of work fully heard, understood, and documented before moving on.

Why This Matters

When we batch conversations or stack multiple ideas at once, we lose focus and create confusion. Batching slows down meetings, leads to mistakes, and makes everyone feel unheard.

Instead, finish one conversation, one activity, one commitment at a time.

In trade partner meetings, pull planning sessions, or even schedule reviews, this rhythm can transform communication. Listen fully, understand completely, and record clearly before moving on.

The One Thing at a Time Rule

As superintendents, foremen, or facilitators, we can set the tone. When one person talks, everyone listens. When one activity is discussed, it’s fully captured before the next begins.

This simple discipline doing one thing at a time creates flow, clarity, and respect in every meeting.

Key Takeaway

Stop batching your conversations, Start finishing your thoughts.
Whether it’s ordering food or running a pull planning session, one piece flow communication one clear, complete activity at a time keeps everyone aligned, efficient, and respected.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Work | Life Balance, Feat. Brent Bowen

Posted on October 29, 2025October 29, 2025 by Danny Jiménez⁩

Read 8 min

Building a Better Work Life Balance: Lessons from the Field

In this blog, we feature a powerful and heartfelt conversation with construction leader Brent Bowen from Person Services. Brent shares his personal story about learning the hard way what true work-life balance means and how prioritizing family ultimately makes us better professionals and leaders.

The Wake Up Call

Early in his career, Brent was working relentless hour’s sixteen-hour days, seven or even eight days a week at a power plant project on the West Coast. His wife, who had moved across the country away from family, was home with their two small children.

One day, she met him at the door holding both kids and said, “I didn’t sign up for this.” That moment hit hard.

Brent realized that while he was trying to provide for his family, he was losing precious time with his family. He called his general superintendent, who immediately told him to take time off. “That was easy,” Brent remembered. “Why didn’t I do that earlier?”

After that, he sought advice from his father, who gave him a piece of wisdom that would reshape his life:

“In five, ten, or twenty years, nobody will drive by that power plant and say, ‘Brent Bowen built this.’
But they will look at your children and your family and say, ‘Brent Bowen built this.’”

That perspective changed everything. Brent decided to become not just a better worker, but a better husband, father, and friend.

The Mindset Shift

Brent explained that finding balance wasn’t just about taking time off it was about a mindset change. He started planning intentionally, using tools like time-blocking and buffers to ensure family always had space in his schedule.

“I didn’t miss any of my son’s high school football games,” he said proudly. “Before that, I probably would’ve missed half of them and not realized how much I’d regret it later.”

As a leader, he now encourages his team to take time off and plan around family commitments. “We still have to serve our clients,” he said, “but we also have to serve our families.”

The Power of Planning and Presence

One of Brent’s most memorable examples of planning was during his son’s freshman football season. While working in California, his family was still in Arizona. Every Wednesday, he’d leave work at 2:00 p.m. to make it to the game by 6:30. After spending time with family, he’d drive back at 2:00 a.m. to start again.

It wasn’t easy but it was worth it. The team and leadership supported him because he communicated and planned ahead.

Balancing Family and Technology

When asked what his wife might say about work-life balance, Brent laughed and said, “She’d probably tell you to put that on my tombstone ‘He was a hard worker.’”

He admitted that putting his phone down is still a challenge, but he’s working on it. The couple found new ways to connect, like golfing together in the evenings or maintaining a weekly date night. “That’s why I’ve got to hit the road at three o’clock today,” he joked. “We’ve got a date night.”

Lessons for Construction Leaders

This discussion revealed a key truth work life balance isn’t about choosing between your job and your family. It’s about planning intentionally so both can thrive.

Jason Schroeder, the blog’s host, added examples from his own life: his wife reminding him to take vacations, delegate work, put down his phone, and take time to think. These lessons tie directly to leadership when we plan and delegate well, we create space to live fully.

Brent summed it up beautifully:

“Be present. Don’t take it for granted. Don’t get too far down a path where you can’t fix it. The more planning and preparation we do at work, the easier our lives can be at home. You’ll sleep better, rest better, and be truly present.”

Key Takeaway

Work life balance isn’t a luxury it’s a discipline. As Brent Bowen reminds us, our greatest project isn’t the one we’re building in the field; it’s the one we’re building at home. Through intentional planning, clear boundaries, and presence, we can be both great builders and great family members.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

The Power of One Piece Flow in Communication

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