Author: Danny Jiménez⁩

Recovering, Finishing, & Crash Landing a Project

Posted on by Danny Jiménez⁩
Read 17 min

How to Recover a Construction Project Without Crash Landing It

There is a moment on troubled projects when you can feel the air change. Conversations get sharper. Voices get louder. People start moving faster but accomplishing less. Everyone feels the pressure of the end date, and fear quietly replaces clarity. That is the moment when projects are either recovered with discipline or crash landed with panic.

I want to talk about recovery, not in theory, but from the field. This is about how projects actually finish. Not how schedules look in a conference room. Not how aggressive promises sound in emails. This is about how to land a project in the real world without hurting people, burning money, or destroying trust.

The Pain of a Project Sliding Out of Control

When a project starts slipping, the symptoms are always the same. Materials pile up. Crews overlap. Areas reopen that were already finished. Safety standards soften. Quality inspections get skipped. Leaders start reacting instead of leading.

What makes this so dangerous is that everyone believes speeding up is the answer. More manpower. Longer hours. More pressure. Louder direction. But none of that fixes the system. It only accelerates the damage.

I have been called into projects at this exact moment. Not to theorize. Not to motivate. But to help land the plane.

The Failure Pattern That Causes Crash Landings

The most common failure pattern in recovery is panic disguised as urgency. Leaders abandon flow and replace it with force. Crews are stacked on top of each other. Work goes out of sequence. Quality becomes optional. Safety becomes negotiable. This is how projects crash land.

It feels productive in the moment, but it is historically proven to finish later, cost more, and create rework. When people start throwing labor and materials at an unrealistic milestone, money starts flying out the window. Net fee disappears. Relationships fracture. People get hurt. Flow always wins. Panic always loses.

Empathy for Leaders Carrying the Weight

I want to pause here and say this clearly. The people in these situations are not bad leaders. They are under immense pressure. Owners are calling. Corporate is watching. The end date feels immovable. Fear creeps in.

But leadership in recovery is not about being nice or being loud. It is about being steady. Calm leadership is not weakness. It is strength under pressure. Recovery requires someone willing to hold the controls steady even when everyone else is yelling to dive faster.

A Field Story About Controlled Landings

I like airplane analogies for recovery because they fit perfectly. When a plane hits turbulence, pilots do not shove the nose down. They slow down. They stabilize. They follow procedures. Even in an emergency landing, control matters.

I have watched two superintendents approach the same end date crisis. One screamed, stacked crews, skipped inspections, and promised everything to everyone. The other slowed down, stabilized the site, rebuilt the plan, and held flow. The second superintendent finished sooner. Every time. That is not opinion. That is experience.

The Emotional Insight That Changes Everything

Here is the emotional shift that matters. Recovery is not about finishing on time versus finishing late. Recovery is about finishing as early as physically possible. Flow is the fastest path to the finish. You cannot beat it by force.

If you overshoot the runway slightly but land the plane intact, that is success. If you nose the plane into the ground trying to hit the exact runway number, that is failure. In construction, crash landings cost lives, marriages, reputations, and millions of dollars.

Leadership Comes First in Recovery

Every recovery requires a clear leader. Someone must own the battlefield. Someone must say this is the direction and we are not negotiating with panic. I sometimes call this role the DAH, not for shock value, but for clarity. This is not a popularity contest. This is not a committee. One person must hold the line, enforce discipline, and protect flow. Without that leader, recovery does not happen.

Stabilizing the System Before Moving Forward

The first real work of recovery is stabilization. That means stabilizing roles, systems, and standards. Org charts must be revisited immediately. Roles must be tied to geography, not scopes. Projects are conquered by area, not by trade silos.

Everything unstable must be stabilized. Huddles. Roadblock tracking. Safety rules. Quality standards. Punch lists. Visual controls. Nothing moves forward until the system is steady.

Then comes cleaning. Two full days if needed. Floors swept. Trash removed continuously. Inventory reduced to only what is needed. Access cleared. When people walk the site on day three, it should feel like a different project. That reset signals that new rules are in place.

Zero Tolerance for Safety During Recovery

Recovery is not the time for leniency. Safety must be zero tolerance. No exceptions. No excuses. Everyone buckles their seatbelt for landing.

If someone cannot follow safety rules, they leave and return through orientation. Recovery cannot tolerate unsafe behavior. The risk is too high. This is not about punishment. It is about survival.

One Plan to Finish and No Fake Dates

A project in recovery gets one plan. One schedule. One path to finish. That plan must include everything. Commissioning. Life safety. Inspections. Punch. Final clean. Turnover. If it does not fit, you do not fake it. You optimize where possible and accept reality where necessary.

The CPM schedule must match the LeanTakt plan. The short interval plan must match both. All contractors must be aligned, even if it requires contract adjustments. You cannot trick data. You can only work with it.

Geographical Control Wins Every Time

Scopes will not save a failing project. Geography will. Every leader must own an area. Lobby. Roof. Floors. Exterior. Bathrooms. Areas are conquered, finished, and maintained. Duplicate ownership is eliminated. One task equals one owner. If more than one person owns it, no one owns it. This clarity removes confusion and creates momentum.

Daily Huddles and Relentless Roadblock Removal

Daily team huddles are non negotiable in recovery. Fifteen to thirty minutes of alignment saves hours of chaos. Each leader reports what they completed, what they are working on, and what is blocking them. Roadblocks are tracked daily and removed aggressively. This is where leadership shows up. Not by yelling, but by solving problems and clearing paths.

Hot Zones and Maintaining Conquered Territory

Every project has hot zones. Lobbies. Stairs. Elevators. Critical areas. These zones get top talent and daily attention. They are conquered and reported on daily.

Once an area is finished, it stays finished. Crews do not wander back. Materials do not creep in. Active work areas are reduced over time to focus energy and prevent chaos. Maintaining conquered territory is how momentum is protected.

Flow Scopes Must Start on Time

Certain scopes must be set in flow to finish at all. Final cleaning, touch up, drywall patching, and punch often need to start earlier than feels comfortable. This may increase cost. But failing to start them guarantees failure. Starting them creates rhythm and signals completion. This is one of the few times pushing a flow scope makes sense because it reinforces finishing behavior rather than disrupting it.

Task Forces and Widening the Circle

When trades or procurement fail to respond, they go into task force. Accountability increases. Meetings happen early. Leadership shows up. No one wins alone in recovery. Leaders must widen their circle for help. Directors, executives, and owners need visibility. Silence is dangerous. Notices are used when necessary. Responsiveness determines escalation.

Practical Field Techniques That Work

There are field techniques that save projects when used correctly.

  • The stop and call where leaders bring trades to the workface immediately
  •  Making trades come to a field desk to review drawings and commitments
  •  Working in small packed crews to maintain energy and accountability

These are not aggressive tactics. They are clarity tactics.

What Never Works in Recovery

There are absolutes in recovery.

Do not stack crews on top of each other.
Do not work out of sequence.
Do not sacrifice safety or quality.
Do not work people into exhaustion.

These actions create crash landings. Always.

How Elevate Construction Supports Project Recovery

Recovering a project requires systems, leadership, and discipline. It is not about heroics. It is about structure. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. This is what we do. We help teams land projects with dignity.

Conclusion: Hold the Controls and Land the Plane

Recovery is not about fear. It is about focus. When leaders stay calm, protect flow, and enforce discipline, projects recover. As Jason Schroeder often says, we do not win by panicking. We win by building systems that allow people to do their best work even under pressure.Hold the controls. Trust the process. Land the plane.

Frequently Asked Questions

What is the first step in recovering a project?
Clarify leadership, stabilize systems, and establish one realistic plan to finish.

Why does pushing harder usually fail?
Because stacking crews and breaking sequence destroys flow, creates rework, and slows completion.

Should safety rules change during recovery?
Yes. Recovery requires zero tolerance safety to protect people during high risk periods.

Why is geographical control so important?
Because projects finish by area, not by scope, and ownership becomes clear.

When should Elevate Construction be brought in?
As soon as recovery is needed or when leadership wants to prevent a crash landing before it starts.

 

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

How to Win Friends and Influence People

Posted on by Danny Jiménez⁩
Read 18 min

The People Skills That Transform Builders into Leaders

There is a moment in every builder’s career when technical skill alone stops being enough. You can know the plans, understand the specs, run the meetings, and drive the schedule, yet still struggle to influence people or move a team in the right direction. Construction can give us all the tools in the world, but without emotional intelligence and strong interpersonal skills, those tools never turn into leadership. That is why people skills, more than anything, determine who becomes truly effective in this industry.

We do not talk about this enough. We talk about scheduling, procurement, lean systems, and preconstruction. We talk about safety, quality, and logistics. But the thing that makes all of those concepts come alive is our ability to work through people. And the painful truth is that many well-intentioned builders never get taught how to do that. They are trained to solve problems, not develop influence; to push outcomes, not build relationships. That gap is costing them opportunities, costing teams productivity, and costing companies the leaders they desperately need.

When Technical Excellence Isn’t Enough

I have met dozens of builders who were brilliant in their craft but struggled when placed in positions where interpersonal skill mattered. They were the best in the field. They understood the work better than anyone. They had decades of experience. But when conflict appeared, when teams needed motivation, or when conversations became difficult, they froze, reacted poorly, or unintentionally pushed people away. That pattern is so common it is almost predictable.

The failure rarely comes from lack of knowledge. It comes from a lack of people skills. And that becomes a painful bottleneck. You may have seen this in your own career. The foreman who cannot get the crew aligned. The project manager who frustrates the client. The superintendent who loses control of meetings because they do not know how to build rapport. These people are not bad. They are not careless. They simply never learned the interpersonal skills that would unlock their potential.

We All Start From the Same Place

I share this with empathy because I started in the same place. Early in my career, I had no emotional intelligence. I was a bull in a china shop. I spoke before thinking. I reacted rather than connected. I pushed rather than influenced. I did not understand tone, timing, or tact. I was ineffective, and the painful thing is that I did not know why.

Then someone handed me How to Win Friends and Influence People, and it changed everything. It was the first book that showed me the “how” behind working with people. Not the theory. Not the philosophy. The actual mechanics of human connection. Simple concepts like remembering names, listening sincerely, appealing to other people’s interests, and avoiding arguments completely rewired how I interacted with others. I became more approachable, more effective, and more respected almost overnight. The difference was unbelievable.

A Field Story That Proves the Power of People Skills

Years later, I met one of the most talented builders of my life—a man with unmatched skill, energy, and potential. But he was going in the wrong direction. He felt ineffective, frustrated, and disconnected. His confidence was slipping. His influence was shrinking. He was considering leaving the industry altogether.

I recommended he read the same book that changed my life. Within weeks, the transformation was visible. He regained his composure, his empathy, and his ability to connect. His marriage improved. His relationship with his kids improved. His leadership at work skyrocketed. He told me, “Jason, if I hadn’t read that book, I probably would have quit.”

That is the power of emotional intelligence. That is the power of people skills. They are not small add-ons to your career. They are the bridge between technical ability and effective leadership.

The Emotional Insight: People Skills Are the Real Differentiator

Construction is a people-first business. We build with steel, concrete, and systems, but success is created through relationships, trust, clarity, and influence. Eighty to ninety percent of your career will revolve around people. Not drawings. Not budgets. Not schedules. People.

And that means emotional intelligence becomes the ultimate multiplier. It enhances every interaction. It prevents conflict. It elevates communication. It opens doors. It earns trust. It protects careers. It builds teams. It is the difference between a good builder and a great leader.

Dale Carnegie captured it beautifully: “The only way to get the best of an argument is to avoid it.” He was not talking about avoiding accountability. He was talking about avoiding ego, accusation, and the emotional battles that tear teams apart.

This mindset does not weaken leadership. It strengthens it. It elevates it. It turns leaders into people who build not only projects but human beings.

Fundamental People Skills Every Builder Can Learn

The skills that transform leaders are not complicated. They are practical and immediately usable. Concepts like talking in terms of the other person’s interests, appealing to nobler motives, letting others save face, and calling attention to mistakes indirectly become powerful tools in your daily interactions.

Here is one small example. Imagine telling workers, “Keep the bathrooms clean.” That feels bossy and self-centered. But imagine saying, “When we protect this space, we protect the next crew that walks in here. We respect the workers who rely on this room throughout the day.” One statement demands compliance. The other inspires dignity.

A small shift in language changes everything.

When to Apply People Skills and When to Build the Team

There is a time for gentle influence, and there is a time for strong, direct coaching. These concepts do not conflict. They complement each other. Most interactions require empathy, tact, and emotional intelligence. Those concepts are essential for dealing with clients, workers, trade partners, and most professionals.

However, when you are developing a high-performing leadership team, you sometimes need radical candor. Elite teams SEAL teams, Olympic athletes, professional sports organizations grow through direct feedback and high accountability. Construction leadership teams operate the same way. Healthy conflict builds trust. Directness builds clarity.

The key is knowing the difference. Dale Carnegie principles are the general rule. High-accountability conversations are the exception used only when building a team that must operate at a superior level.

How This Elevates Construction as an Industry

Imagine the impact if people across our industry mastered these skills. Foremen would communicate clearly without confrontation. Superintendents would guide workers with respect and influence. Project managers would connect with clients, eliminating unnecessary conflict. Executives would inspire loyalty and alignment. Families would communicate better. Kids would be raised by parents who listen deeply and care sincerely. The ripple effect would reach far beyond construction.

If we want to elevate our projects, we must first elevate our people. And if we want to elevate our people, we must teach them emotional intelligence.

This is why Elevate Construction exists: to train builders, develop leaders, and bring dignity and skill back to the heart of our industry.

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

Practical Ways to Build People Skills Today

Strong people skills grow through deliberate practice. You can start small. Pick one concept from the book and use it today. Focus on remembering names. Ask sincere questions. Appeal to noble motives. Plan your next difficult conversation using principles that lead to a win-win. Small, repeated steps create remarkable change.

Here are a couple of simple practices that fit naturally into daily work.

  • Before entering a difficult conversation, pause and consider the other person’s point of view.
  • During meetings, speak last instead of first to allow the team’s ideas to surface.

These practices create connection, reduce friction, and allow influence to grow organically.

A Call to Action for Builders Who Want to Lead

If you want to take a major step forward in your leadership journey, read How to Win Friends and Influence People. Not casually. Not halfway. Read it deeply. Read it every year. Listen to the Audible version and let the narrator bring the concepts to life. If you let this book guide your mindset and your interactions, your career will shift dramatically. You will interact differently, lead differently, and build differently.

Construction does not need more forceful leaders. It needs more influential ones. And influence begins with people skills.

Conclusion: Influence Is a Form of Service

At the end of the day, emotional intelligence is not about manipulation. It is about contribution. It is about showing up in a way that lifts people. It is about creating environments where teams thrive, families flourish, and work becomes meaningful. People skills turn builders into leaders because leadership is not about authority. It is about service.

As Marcus Aurelius said, “Waste no more time arguing what a good man should be. Be one.” That is the invitation. Be the leader who elevates others.

Frequently Asked Questions

Why are people skills so important in construction?
Because construction is a people-first industry. Schedules, systems, and tools only work when people are aligned. Influence, communication, and emotional intelligence drive every aspect of project success.

Can emotional intelligence really be learned?
Absolutely. Emotional intelligence is a skill set, not a personality trait. With practice, repetition, and good models especially through books like Dale Carnegie’s you can grow dramatically.

How do people skills impact safety, quality, and flow?
Teams perform better when trust is high, communication is smooth, and conflict is handled respectfully. People skills reduce rework, minimize accidents, and create environments where flow can actually happen.

Does this replace accountability or tough conversations?
Not at all. Emotional intelligence enhances accountability. It allows tough conversations to be delivered with respect, clarity, and dignity so real progress can occur.

Where should I start if I want to improve my people skills?
Start by reading How to Win Friends and Influence People and applying one principle a day. Pair it with real-world practice in meetings, huddles, and one-on-one interactions. Progress comes quickly when you commit sincerely.

 

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

You are not a Victim!

Posted on by Danny Jiménez⁩
Read 18 min

Why Victim Thinking Will Hold You Back in Construction

There is a moment in every builder’s life when the jobsite teaches a lesson far bigger than rebar, schedules, or steel. It is the moment you realize that the only thing truly in your way is the story you tell yourself about why you can’t win. I have seen brilliant people stall their careers because they believed circumstances controlled them. I have also seen ordinary people become phenomenal builders because they chose to stop being victims and start being victors. That choice changes everything. And in construction, where pressure is high and expectations are real, it is one of the most important mindsets you will ever develop.

When I talk with teams across the country through Elevate Construction and LeanTakt, the pain I hear over and over again is the same. People feel trapped. They feel held back. They feel like someone else determines their success. It shows up in every role. A field engineer blames procurement delays. A superintendent blames the trade partner. A worker blames the foreman. A PM blames corporate. And when that pattern settles into a culture, the entire project becomes reactive instead of proactive. The work slows down, relationships deteriorate, and people suffer under the weight of frustration instead of the clarity of ownership.

The failure pattern is always the same. Victim thinking convinces you that progress is impossible unless the world around you changes first. It tells you that you need permission, you need luck, or you need someone to rescue you. And what makes it dangerous is that it feels logical in the moment. When you are overwhelmed, undertrained, or unsupported, it is easy to believe the story that your hands are tied. I get it. I have lived it. That is why I can empathize deeply with anyone who feels stuck. But empathy alone is not enough. Eventually, we must pivot from “I can’t” to “I will.” That pivot is where success begins.

I once had to face this lesson the hard way. Early in my career, I was transferred to Austin as the lead field engineer. I was not ready. I did not have the skills. And instead of facing that truth with humility, I blamed everyone else. I told myself I could not succeed because the team wasn’t supporting me, because people didn’t listen, because circumstances were unfair. It felt easier to blame the environment than admit I lacked the competence I needed. That mindset cost me dearly. I was demoted. And the moment I heard the words, I realized everything I had been saying was not only wrong but destructive to my own future. I had been living as a victim, not a builder.

That moment cracked me open. It hurt, but it also awakened something in me. I discovered that my success or failure would never be dictated by other people. It would always come down to my choices, my discipline, and my willingness to be responsible. That emotional insight changed the trajectory of my entire career. And I would argue it is the same turning point every great leader eventually reaches. We grow when we stop waiting for someone to fix our lives and start becoming the kind of leaders who fix things themselves.

The Mindset Shift That Changes Everything

A growth mindset is not a cliché or a motivational slogan. It is a concrete, practical tool that affects schedules, productivity, communication, and career progression. People with a fixed mindset cling to the appearance of competence instead of the pursuit of improvement. They defend their mistakes instead of learning. They guard their pride instead of developing skill. But people with a growth mindset see every problem as a stair step. They absorb criticism. They study. They adapt. They fail forward. And because of that, they rise.

In construction, the difference shows up immediately. A fixed-mindset superintendent says, “They won’t let me.” A growth-mindset superintendent says, “I will figure it out.” A fixed-mindset worker says, “I tried.” A growth-mindset worker says, “I will.” One of them ends the day frustrated, and the other ends the day stronger.

Why Sharing Knowledge Elevates Everyone

One of the reasons Elevate Construction hosts the podcast, creates training, and shares lessons freely is simple. I believe knowledge should flow quickly to the field. If I read a book that takes four days to process or go through an eight-week Lean training that changes everything on a project, I don’t want that to sit on a shelf. I want to compress the time it takes for people to get the insight they need. When teams learn faster, they stabilize their projects faster. And when they stabilize their projects, they protect their families, their health, and their careers.

So when I ask you to share what you learn, it is not about likes or views. It is about multiplying wisdom.

The Turning Point: Extreme Ownership

There is a moment in leadership where you must decide that everything in your sphere is yours to own. Not in a punitive way, not in a way that takes on injustice or illegal behavior, but in the practical sense that if something went wrong in your zone of influence, you will be the one to fix it. That mindset sets you free because it moves all your power back into your own hands. You stop waiting. You start acting.

From that mindset flow three essential habits:

  • You commit to continuous training because skill removes fear.
  • You stop blaming and start solving because responsibility creates momentum.
  • You pursue growth because you recognize that stagnation is just another form of victimhood.

When you internalize those habits, you become the type of builder who elevates every environment you enter. And if your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

Working Hard, Working Smart, and Refusing to Quit

Every successful person I know in this industry has a story beneath the surface that most people never see. Thousands of hours of flight time, books, training sessions, certifications, night shifts, morning huddles, conflict resolutions, and relentless effort. The surface looks calm, but underneath is a decade of grinding. That is why it is so misleading when people say, “They had it easy” or “They got lucky.” No. Most of the time, they simply refused to quit.

Great builders are forged in the daily decision to keep improving. They don’t play the victim. They don’t waste time blaming. They stay locked in on the mission. They visualize winning. And they learn to avoid the behaviors that kill momentum, such as criticizing, comparing, contending, or complaining. The best teams stay focused, keep the energy positive, and push forward with intention.

The Importance of Environment and Accountability

If you want to stop being a victim, you must stop surrounding yourself with people who encourage victim thinking. Accountability is one of the greatest gifts you can receive. Hang around people who demand excellence from themselves. Study the people you want to become. Learn their habits. Implement their patterns. If you read their books and listen to their decision-making process, you will eventually begin thinking at their level. Your environment will either anchor you or elevate you.

And when you feel yourself slipping, when your shoulders are slumped and your energy dips, use every tool available to reset your mindset. Motivational videos. Music. Visualization. Physical posture. Breathwork. These are not gimmicks. They activate the state you need to perform at your best.

We Need Millions of Builders With a Victor Mindset

The construction industry will not change because of systems alone. It will change because people change. If millions of workers replace victim thinking with ownership, determination, and dignity, our industry will transform. Projects will stabilize. Families will thrive. Burnout will decline. And leadership will spread through the field like an electrical current.

At Elevate Construction and LeanTakt, this is why we train. This is why we teach. This is why we share openly. We want every builder—no matter their background, identity, gender, or experience—to know they deserve a remarkable career and a life that works. No one gets left behind. No one gets diminished. Everyone gets elevated.

Conclusion: Act, Don’t Be Acted Upon

You are not here to be controlled by circumstance. You are here to act, to build, to serve, and to become someone your family, your team, and your community can rely on. Remember the quote from William Ernest Henley: “I am the master of my fate, the captain of my soul.” That line is not poetry. It is instruction.

The challenge I leave you with is simple. For the next seven days, remove every victim phrase from your vocabulary. Replace “I’ll try” with “I will.” Replace “They won’t let me” with “I’ll find a way.” Replace “I can’t” with “Who is going to stop me?”

When you make that shift, you will feel something unlock inside you. That feeling is freedom. And it is the beginning of leadership.

FAQ

What is a victim mindset in construction?
A victim mindset is when a worker or leader believes external circumstances are responsible for their lack of progress. This removes their ability to act, solve problems, and grow. In construction, it often leads to stalled projects, poor communication, and burnout.

How does a growth mindset help builders?
A growth mindset allows builders to absorb feedback, learn new skills, and continuously improve their performance. It turns challenges into opportunities and creates leaders who elevate their teams instead of blaming them.

Can someone shift from victim thinking to ownership quickly?
Yes. The shift begins the moment a person decides to take responsibility. The habits take time to develop, but the decision happens instantly. Once people taste the empowerment of ownership, momentum builds rapidly.

What role does training play in eliminating victim thinking?
Training builds competence, and competence eliminates fear. When people do not feel capable, they default to blame. When they are trained, supported, and coached, they begin acting with confidence and initiative.

How does Elevate Construction support leaders in this mindset shift?
We provide superintendent coaching, leadership development, LeanTakt training, project stabilization, and systems that help teams flow. The mindset shift becomes sustainable when paired with practical tools and proven systems.

 

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

Build a Little Better – Weight of every Worker

Posted on by Danny Jiménez⁩
Read 17 min

How Great Builders Lead With Safety Every Single Day

There is a moment in every builder’s career when safety stops being a rulebook and becomes something far more personal. It becomes a responsibility carried in the gut, felt in the heart, and reinforced with every step onto the jobsite. When that shift happens, everything changes because a safe project is not merely the outcome of policies. It is the byproduct of leadership that refuses to let safety become optional.

Many teams struggle because safety sits on the periphery. It’s the thing we “review after the meeting,” or the topic saved for PowerPoints and compliance audits. And when safety is treated like a task instead of a value, the result is always the same: teams react, scramble, and hope. Hope is not a strategy, and in construction, hoping for safety guarantees preventable harm.

What I want to share in this blog is simple, direct, and deeply personal: if we do not feel responsible for the safety of every single person on the site every day we still haven’t grasped what safety truly means.

The Pain We Don’t Talk About Enough

Every construction team knows the feeling of watching safety slip. One day the bathrooms look rough. Another day the huddle feels rushed. Then a crew starts without a permit, or someone works too close to an unprotected edge.

None of these moments begin as catastrophes, but they are indicators small cracks in a foundation. Left unchecked, those cracks become failures. And what hurts most is that none of it happens because people don’t care. It happens because safety has not been built into the leadership rhythm of the day.

When safety becomes something we “get to eventually,” it becomes the first thing the field loses and the last thing the team tries to recover.

The Failure Pattern That Slows Every Project

There is a predictable pattern on projects where safety is not a lived priority:

Teams hope safety was handled in the morning. Leaders rely on someone else to cover it. Superintendents focus on procurement or schedule before checking the perimeter. Workers begin without clarity or accountability. And the jobsite slowly becomes reactive instead of stable.

Safety is not a compliance issue, it is a flow issue.

When people don’t feel safe, they don’t move well, think clearly, or work confidently. The entire project slows down, variation increases, and leadership shifts into firefighting mode. That is the opposite of LeanTakt-style stability, and it steals the very thing every project needs: predictable flow.

Why This Hits Home for Me

Years ago, I heard a speaker say something that struck me so deeply I can still feel the moment:
“If you don’t feel responsible for the safety of every single person on your site, then you still don’t get it.”

That was the first time I realized safety isn’t about paperwork or walkthroughs or compliance metrics. It is about ownership. Not partial. Not delegated. Complete.

If someone gets hurt, that’s on me.
If someone misses a hazard, that’s on me.
If someone goes home unsafe, that’s on me.

That level of responsibility changes how you walk a jobsite. It changes how you start a morning. It changes how you lead.

A Short Field Story That Transformed My Leadership

On a project in Southern California, I visited a site where a superintendent’s leadership completely reset my standard for what safety could look like. He didn’t start his day with the schedule. He didn’t start with manpower. He didn’t start with procurement.

He started with the bathrooms.

Every. Single. Day.

To him, clean, stocked, graffiti-free restrooms were the clearest indicator of whether the project respected its people. When the bathrooms were clean, the site ran clean. When the bathrooms were disorganized, the site was disorganized.

And here’s the insight he taught me without ever saying a word:
If we can’t take care of the basics that keep workers safe, healthy, and dignified, we’ll never take care of the complex systems that keep them alive.

The Emotional Insight Behind Truly Safe Leadership

The turning point is realizing that safety must be the first thought, not the eighth.
It must shape the first 30 minutes of your day.
It must define how you evaluate your team’s readiness.
It must become part of your identity as a leader.

When safety is the first instinct, everything else aligns communication improves, planning stabilizes, crews get what they need, and the project begins to flow.

Safety is the purest expression of respect for people.
And respect for people is the foundation of Lean, Takt planning, and every form of excellent construction delivery.

How Safety Becomes Leadership, Not Compliance

Safety becomes a powerful system when it becomes instinctive. Great builders develop a rhythm where every morning begins with questions that anchor the project in stability.

They start by asking:
Are we safe right now?

Then they check orientation, permits, JHAs, huddles, restrooms, traffic control, public interface, and high-risk work. Not in a frantic rush, but in a calm, disciplined manner. This is the daily tuning that makes a project predictable.

Most importantly, they ask:
Does today feel stable? Or does something feel off?

Great leaders listen to their gut. They sense when crews are rushing. They notice when a foreman seems distracted. They anticipate when a risk is hiding beneath the surface.

This intuition is not magic it’s the outcome of consistency.

When Safety Leads, Everything Else Improves

I have seen this pattern on hundreds of projects:
When safety goes up, rework goes down.
When safety goes up, communication improves.
When safety goes up, worker morale increases.
When safety goes up, schedule flow stabilizes.

Safety is not an obstacle.
Safety is not overhead.
Safety is the engine that makes everything else run.

This is why, at Elevate Construction, we teach teams how to integrate safety into Takt structures, Last Planner routines, and superintendent standard work. And if your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

The Framework for Safety-First Leadership

Here is the pattern great builders follow, always in paragraph form because it lives in practice not on checklists:

A safety-first leader arrives on site and immediately checks whether the job feels stable. They observe the conditions without rushing and without distraction. They engage with superintendents about morning huddles, permits, high-risk activities, crew readiness, and public interface. They walk the perimeter and bathrooms because those environments reveal whether the team is respecting the people who do the work. They ask questions, not to enforce rules, but to understand the site’s condition. They look for energy, clarity, and calm and if anything feels off, they intervene with empathy and urgency.

This pattern becomes the daily habit that shapes culture. And culture is what keeps people safe.

Practical Guidance You Can Implement Tomorrow

Leaders who excel at safety treat it as a personal system, not a policy. They customize the questions they ask. They define the indicators they watch. They create their own rhythm of observations. And they reinforce safety through their presence rather than through reprimands.

A few powerful touchpoints often make the difference, used naturally as part of the day:

  • Checking restrooms as the first visual indicator of respect and stability.
  • Reviewing JHAs and permits by asking questions, not lecturing.
  • Walking the site perimeter with fresh eyes every morning.

These habits signal to crews that safety is genuine, not performative. When workers trust leadership, they communicate openly. And when communication opens, risks surface early instead of hiding beneath the chaos.

Safety, Respect, and the Mission of Elevate Construction

The heart of Elevate Construction will always be the belief that people deserve to go home safe and proud at the end of every day. LeanTakt teaches us to stabilize systems, but safety teaches us to stabilize people. The best teams understand that these two ideas are inseparable.

When safety becomes the first thought of every leader on the site from director to foreman the project flows with dignity and intention. And when we build that way, we honor our craft, our workers, and our customers.

 

A Challenge for Every Builder

Tomorrow morning, before you check emails or jump into meetings, ask yourself one question:

What is the first thing on my mind when I walk onto the jobsite?If the answer is anything other than safety, we have an opportunity to grow. And growth is what keeps this industry alive. As the Stoics remind us, “What stands in the way becomes the way.”
Safety is not in the way of great construction it is the way.

Frequently Asked Questions

How do I get my entire team to adopt a safety-first mindset?
Culture shifts when leaders model the behavior consistently. When the team sees safety as your first instinct every morning, it becomes their instinct too. Discussions, observations, and gentle accountability reinforce the pattern until it becomes the standard.

What is the most reliable indicator that a jobsite is safe?
Look at the restrooms and the perimeter. Clean, organized environments almost always reflect stable operations, good planning, and respectful leadership. Disorder in these areas nearly always signals deeper issues.

How do I balance safety with schedule pressure?
Safety enhances schedule flow rather than hindering it. When crews feel safe and informed, their work becomes more predictable, leading to fewer interruptions, fewer errors, and fewer emergencies.

What should I do when a trade partner resists safety expectations?
Engage with their leadership early, clarify expectations visually, and connect requirements to protecting their workers not controlling them. Most resistance dissolves when people feel respected and included.

How can Elevate Construction help my project improve safety and leadership?
We provide superintendent coaching, leadership development, onsite training, and system integration that connect safety, schedule, and flow. Our guidance focuses on stabilizing teams, aligning daily operations, and building a culture where safety becomes the natural byproduct of excellent leadership.

 

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

Build a Little Better – Succeeding in your Next Role!

Posted on by Danny Jiménez⁩
Read 15 min

How to Start a New Assignment and Set Yourself Up to Win

Starting a new assignment in construction is one of the most defining moments in a leader’s career. It is a reset point. A clean break. A chance to decide who you will be in this role and how you will show up every single day. Most people rush into a new assignment with energy and excitement, but without intention. They inherit calendars, habits, meetings, and expectations without stopping to design the system that will actually make them successful.

I have learned, sometimes the hard way, that how you start determines how you finish. When leaders struggle in a new role, it is rarely because they lack skill or commitment. It is almost always because they never paused long enough to define the role, set standards for themselves, and build the habits and systems that would carry them forward.

The Pain of Stepping Into a New Role Unprepared

Construction moves fast. When you start a new assignment, there is pressure to prove yourself immediately. You feel the weight of expectations from leadership, the team, and the project. Meetings start filling your calendar. Emails pile up. Problems come at you before you have even unpacked your bag.

Many builders feel this quiet anxiety that they are reacting instead of leading. They stay busy all day but struggle to point to real progress. They go home exhausted, wondering why the role feels harder than it should. This is not because the role is impossible. It is because the foundation was never intentionally built.

The Common Failure Pattern

The most common mistake when starting a new assignment is assuming the role will define you instead of you defining the role. People accept job titles without clarifying what success actually looks like. They carry over old habits that no longer serve them. They keep outdated meetings, cluttered systems, and reactive schedules.

Without clarity, leaders drift. They become firefighters instead of planners. They become busy instead of effective. Over time, the role controls them instead of the other way around.

Why This Is Not a Personal Failure

If this has happened to you, it is not a character flaw. Construction rarely teaches people how to intentionally start a role. We promote good builders and expect them to figure it out. We hand them responsibility without giving them the space or tools to reset.

I have been there myself. Early in my career, I worked long hours, reacted constantly, and carried stress home because I never stopped to design my role. Everything changed when I learned to approach a new assignment with intention.

A Field Story From the Research Laboratory

When I started as the lead superintendent on a research laboratory project, I made a decision to do things differently. Before the job truly began, I closed out my previous role. I archived files, shut down unnecessary meetings, and cleaned up my digital and physical workspace. That process alone created mental clarity.

Then I sat down and defined what the role of lead superintendent truly meant on that project. Not what a textbook said. Not what a job posting described. What the role actually needed to be to serve the team and the work.

That decision set the trajectory for one of the most successful assignments of my career.

Defining the Role Before You Live It

Every new assignment should start with a written definition of the role. This is not about authority or title. It is about function. What does this role need to do every day to create flow, stability, and clarity for others.

For me, defining the role meant recognizing that a lead superintendent must see the future, remove roadblocks, plan and prepare work, scale communication, and hold the project accountable to time and standards. Writing this down created a compass. When decisions came up, I could ask whether my actions aligned with that role.

Setting Resolutions That Guide Behavior

Once the role is defined, the next step is personal resolutions. These are commitments about how you will act, speak, think, and show up. Resolutions shape execution. They define how the role is lived, not just what the role is.

I made resolutions about my appearance, my language, my preparation, and my mindset. I committed to daily time in the drawings, consistent mentoring, honest communication, and intentional partnership with the project manager. These resolutions became non negotiables that guided my behavior when pressure hit.

Building Habits That Support the Role

Roles and resolutions mean nothing without habits. Habits are how intention becomes reality. When starting a new assignment, leaders must deliberately design habits that support success.

Daily time in the drawings, time in the schedule, reflection walks, mentoring check ins, and learning time are not extras. They are foundational. These habits allowed me to stay ahead instead of reacting. Over time, they created rhythm and confidence.

Turning Habits Into Leader Standard Work

Habits must be protected by structure. That is where leader standard work comes in. Leader standard work is simply the recurring activities that must happen for the role to succeed.

I put these items directly into my calendar. Drawing review, schedule review, walks, mentoring, and planning time were blocked and protected. This shifted my focus to the vital few things that drove results instead of the endless urgent requests that fill a day.

Designing Meetings Around What Matters Most

Meeting overload is one of the fastest ways to lose effectiveness. When starting a new assignment, leaders must intentionally design their meeting structure instead of inheriting chaos.

I always started with personal and family commitments. Then leader standard work. Only after those were protected did I schedule team meetings, coordination meetings, and trade partner meetings. This ensured that meetings served the work instead of consuming it.

A well designed meeting structure creates predictability for the team and space for leadership.

  • Personal and family time must be protected first because burned out leaders cannot lead well
  • Leader standard work must be scheduled before meetings so planning and thinking are never crowded out

Ensuring You Have the Right Tools and Training

No role succeeds without the right tools, equipment, training, and time. When starting a new assignment, leaders must inventory what they need to do the job well.

That includes field tools, desk setup, software, planning boards, and learning resources. It also means planning future training, certifications, and reading. Growth should be intentional, not accidental.

Creating a System That Defines Winning Daily

One of the most powerful practices I developed was defining what winning looks like every day. Each morning, I reviewed my role, my resolutions, my calendar, and my priorities. I planned the day on paper before reacting to it.

This simple discipline ensured that every day had purpose. Even when challenges arose, I knew what mattered most and could adjust without losing direction.

How This Connects to Elevate Construction

At Elevate Construction, everything we teach centers on intentional systems that support people and flow. Starting a new assignment the right way is foundational to LeanTakt, leadership development, and sustainable performance.

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

Conclusion: Start the Way You Want to Finish

A new assignment is a gift. It is a chance to reset habits, clarify purpose, and design a system that works. Do not rush past that opportunity. Take the time to define the role, set resolutions, build habits, and protect leader standard work.

As Peter Drucker reminded us, effectiveness is doing the right things. When you start a role with intention, you give yourself and your team the best chance to succeed.

Frequently Asked Questions

Why is defining the role so important when starting a new assignment
Because clarity prevents drift and ensures your daily actions align with what the project truly needs.

What is leader standard work
Leader standard work is the recurring activities a leader must perform to keep the system stable and effective.

How much time should be spent planning each day
Even a short daily planning session creates clarity and reduces reactive behavior throughout the day.

Can this approach work for any construction role
Yes. Superintendents, project managers, engineers, and leaders at all levels benefit from intentional role design.

How does Elevate Construction help leaders in new assignments
Through coaching, training, and systems that help leaders build clarity, stability, and flow from day one.

 

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

Quality as Management

Posted on by Danny Jiménez⁩
Read 18 min

Quality as a Method: How High-Intention Systems Build Remarkable Projects

Quality in construction is never a mystery. It never shows up by luck, and it certainly doesn’t arrive because someone “hopes” the team will do it right. Quality is the direct result of teams who work with high intention, sincere effort, intelligent direction, and skillful execution. When we allow the process to guide us and we bring clarity all the way to the craft worker, quality becomes not only achievable but predictable. And predictable quality is the foundation of predictable flow.

Most builders want this. Most owners expect this. Yet on many projects, quality becomes an afterthought an item on a spreadsheet, a checklist done hastily, or a moment of wishful thinking before crews mobilize. And when that happens, leaders feel the symptoms immediately. The team becomes reactive instead of proactive. Rework creeps in quietly. Workers are confused about expectations. The job begins to slip out of control. Nothing will drain the life out of a project faster than a quality system that is disconnected from the daily work.

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

This blog is about changing that story. It’s about using quality as the actual method to run your project not as a side task, not as a box to check, but as the operational backbone. When teams do this, everything improves. Safety becomes more consistent. Cost becomes more predictable. Schedule becomes more stable. And the project’s entire experience improves for the workers, for the customers, for the partners, and for the organization.

Why Quality Falls Apart on Construction Sites

On many projects, quality is treated like a secondary process. It lives in a binder somewhere. It’s printed on walls but never practiced. It becomes the thing people chase after instead of the thing that guides them. When quality is detached from the real work, several predictable failure patterns appear.

Crews move forward before expectations are clear. Foremen install work before attending pre-construction meetings. Workers build from memory instead of from visual standards. Field engineers lose sight of follow-up inspections. Project managers assume someone else is “covering quality” and later discover it wasn’t happening at all. These patterns are not the result of bad people. They are the result of fragmented systems.

And when the system is fragmented, everyone feels lost.

Some leaders respond by pushing harder. Some begin fighting fires. Others retreat to the trailer and drown in emails. But none of those actions solve the fundamental problem: quality is not integrated into the way the team runs the job. Until that changes, nothing else will.

A Field Story That Changed Everything

Years ago, I was consulting on a large project in Southern California. It was a beautiful job with a solid team, but one superintendent stood out. While most superintendents managed by walking the site or staying deep in the schedule, this superintendent managed almost entirely through the quality process. He didn’t use quality as a documentation requirement; he used it as the mechanism to run the project.

Every trade partner went through a pre-mobilization discussion. Every scope had a prepared pre-construction meeting. Every crew installed its first representative sample with the superintendent and foreman standing shoulder to shoulder, reviewing expectations together. Follow-up inspections were scheduled with intention. Closeout steps were predictable and enforced.

He wasn’t rigid. He wasn’t authoritarian. He simply let the quality process become the spine of the entire project. And the results were unmistakable.

The job finished early. The job finished under budget. The owner was thrilled. The teams loved working with him. And he was promoted to general superintendent shortly after.

Watching him proved something important: quality can be a method—not a burden.

The Emotional Insight: Quality Doesn’t Work Unless It Reaches the Worker

Everywhere I go, I see beautiful quality processes on paper. Companies proudly print five-step or seven-step diagrams. They create templates, logs, procedures, and presentations. Yet most of these processes die before they reach the worker. The checklists stay buried in software. The expectations stay locked in submittals. And the worker is left guessing.

That’s the heartbreak of our industry: workers want to do quality work. Foremen and trades want to take pride in what they build. But pride requires clarity. And clarity requires a system that consistently delivers expectations to the people installing the work.

Quality fails when the worker doesn’t know what “good” looks like.

That is why a quality system must be visual. It must be simple. It must be accessible. And it must be used every day. When we don’t give teams visuals, checklists, and clear expectations, we sabotage them. When we give them the tools, we elevate them.

The Framework: Integrating Quality Into the Way You Run the Project

A project thrives when quality becomes the backbone of planning and execution. The framework is simple, but it requires discipline.

Start With High Intention After Buyout

Once contracts are in place, leaders must clarify expectations immediately. This means informing trade partners of safety standards, quality requirements, submittal deadlines, pre-construction meeting dates, and upcoming milestones. This is not a suggestion. It is a necessary step.

Hold Effective Pre-Construction Meetings

The real work begins here. A pre-construction meeting must be prepared in advance with specs, submittals, RFIs, company expectations, manufacturer guidelines, safety requirements, and any historical lessons the team knows. When these meetings are done well, the entire crew is set up to win.

Create a Visual Feature-of-Work Board

This is the missing piece on most projects. A feature-of-work board turns expectations into a visual format the crew can use daily. It becomes the reference point for foremen, workers, inspectors, and field leadership.

Perform First-In-Place Inspections

Once work begins, stop and inspect a representative sample. Does it match the feature-of-work board? Are there adjustments needed? Are workers aligned with expectations? This is where quality control becomes a team sport.

Follow Up and Close Out Properly

Follow-up inspections are not optional. Neither is the closeout process. Trade partners must finish as they go. Unfinished work is waste. And waste destroys flow.

When leaders build this system, they no longer manage chaos they manage clarity.

Quality as the Backbone of the Team Meeting

One of the most powerful methods I’ve ever seen is using the quality process as the structure of the weekly team meeting. Instead of scrambling through random topics, the meeting becomes an intentional walkthrough of the project’s quality milestones.

This can include a point-of-release chart that tracks each trade partner’s progress:

  • Contract complete
  • Pre-mobilization requirements met
  • Pre-construction meeting held
  • First-in-place install reviewed
  • Follow-ups scheduled
  • Closeout steps complete

When teams manage their projects this way, they no longer wonder where work stands. They know. They can see it. And the team moves together with shared understanding.

 

The Power of Visual Communication

Most of the construction workforce are visual learners. They process information best when they can see it, touch it, or experience it. Yet too often we hand them dense text, long spec sections, or paragraphs of instructions. It doesn’t matter how smart someone is—it matters how accessible the information is.

Visual tools transform the job:

  •  Crews understand instantly.
  •  Foremen clarify decisions faster.
  •  Workers gain ownership of their craft.
  •  Leaders eliminate delays caused by misinterpretation.

When information is visual, it becomes actionable. When information is actionable, it becomes quality.

Practical Guidance for Leaders

If you want to transform quality on your project, begin by transforming the way your systems work together. Quality cannot be separate from safety, scheduling, procurement, or flow. Everything must connect.

A few practical approaches can accelerate your success:

  • Build a buyout log that triggers every step from contract to closeout.
  • Assign quality responsibilities to the entire project team, not a single person.
  •  Ensure crews punch work as they go, not at the end.
  •  Train field engineers to supervise scopes, not tools.
  •  Require quality discussions in morning huddles and weekly meetings.

And above all, never allow expectations to remain hidden. Bring them to the surface and put them in front of the people doing the work.

Why This Matters to Elevate Construction’s Mission

At Elevate Construction and LeanTakt, we believe the worker deserves clarity, dignity, and flow. Quality is not about control it is about respect. It is about giving people the information they need to build beautifully. It is about creating stable environments where excellence is not an accident but a habit.

When we elevate quality, we elevate safety.
When we elevate quality, we elevate pride.
When we elevate quality, we elevate construction.

This is the heart of everything we teach, coach, and support in the field.

The Challenge

Walk your site today and ask yourself one question:
“Can every worker tell me exactly what quality looks like for their scope?”

If the answer is no, then you have your next mountain to climb. And that mountain is exciting, because climbing it will change everything about how your teams perform.

Edwards Deming said, “A bad system will beat a good person every time.” When you build a great quality system, you unleash great people.

FAQs

What is the most important part of a construction quality system?
The most important element is getting expectations to the worker. If the foreman and crew understand visually what good work looks like and use that information daily, quality naturally stabilizes.

How do I integrate quality into my weekly meetings?
Use a point-of-release chart to track every trade through the quality process. This gives structure to the meeting and ensures the team is aligned on deliverables and milestones.

Do visual boards really make a difference on job sites?
Yes. Crews are largely visual learners. Visual feature-of-work boards dramatically reduce confusion, speed up onboarding, and give teams a shared reference for expectations.

Is quality the responsibility of the superintendent or the entire team?
Quality is a team responsibility. Superintendents lead the system, but project managers, field engineers, foremen, and trade partners all share ownership in delivering excellent work.

How early should quality be addressed in the project?
Immediately after buyout. Contacting trade partners early, clarifying expectations, and planning pre-construction meetings prevents nearly all downstream 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

Zero Tolerance

Posted on by Danny Jiménez⁩
Read 22 min

The Leadership Mindset Behind Zero Tolerance in Construction

There comes a moment in every builder’s career when the job starts speaking back. You walk the site and something inside you says, “This is not acceptable.” A mess that shouldn’t be there. A safety shortcut that makes your stomach turn. A worker carrying themselves in a way that does not match the culture you are trying to build. Every superintendent, foreman, and project leader knows this feeling. And the question that always follows is simple: Will I tolerate this or not?

This blog is about that moment. It is about the quiet decision a leader makes that ultimately determines the fate of a project. It is not a small thing. It is not a theoretical idea. It is the difference between sending people home safely to their families or sending them to the hospital. It is the difference between flow and chaos, professionalism and dysfunction, culture and collapse. The principle is simple: the success of any organization is determined by the worst behavior the leader is willing to tolerate.

I want to explore what that really means, how it applies on a construction site, and how a zero tolerance mindset—implemented with respect, clarity, and courage can transform a project.

When Standards Slip, Everything Slips

Every job has pain points. Maybe you have been struggling to get safety to stick. Maybe your subcontractors are constantly bending rules or skipping steps. Maybe cleanliness standards seem optional. Maybe you feel like you are constantly correcting the same behavior over and over. Or maybe you have team members who take advantage of your kindness and never follow through.

If you have been there, you are not alone. It is one of the most exhausting parts of leadership. You set expectations. You explain the why. You remind people. You remind them again. But nothing changes. And eventually you start to wonder whether the problem is the industry or the people or the system or even you.

Let me be clear. You are not the problem. The problem is tolerance. Culture is shaped not by what we preach but by what we permit. And the construction industry has tolerated far too much for far too long.

A Moment That Changed My Leadership Forever

Years ago I was invited to support an Intel project during a tool install in Chandler, Arizona. I will not discuss anything confidential, but I will share this: it was one of the most disciplined environments I had ever stepped into. The orientation alone was a day and a half, delivered one-on-one with absolute clarity and professionalism. Thousands of workers were onsite, and yet safety violations were almost nonexistent. The place was clean. It was controlled. It was predictable.

It was the first time I had seen a zero tolerance system done right. Workers were not punished. They were protected. If you violated a safety rule, you were walked off the site and your badge could be suspended for a year or longer. Not out of anger, but out of respect. Out of responsibility. Out of a deep cultural understanding that nothing was more important than sending people home safely.

That experience planted something in me. A realization that we do not have to tolerate bad behavior on construction sites. We do not have to accept messiness, chaos, or unnecessary risk. And we do not have to settle for the excuse that “this is just construction.”

It is not. And it never has been.

The Cancer Center Project: A Turning Point

Later, on a large cancer center project, we implemented a true zero tolerance system from the start. We wrote it into contracts. We trained it into foremen. We explained it in worker huddles. We aligned every superintendent, assistant superintendent, field engineer, and trade partner around a single principle: this job will be safe, clean, organized, and respectful.

At first the reminders were constant. Fifty times a day we corrected safety glasses, fall protection, deliveries, cleanliness, tool storage. Then came the moment when we said, “Enough.” Zero tolerance begins today. And almost overnight the project changed. Within twelve months we removed about twenty people from the site. That was it. Twenty people out of hundreds. And in two years the total number was only thirty-eight.

The site became remarkably safe. Exceptionally clean. Calm. Predictable. Workers felt respected because expectations were clear and consistent. People understood the rules because we honored those rules. The project stabilized because we stopped tolerating instability.

Zero tolerance works when it is done with respect.

Why Zero Tolerance Is Not Mean

When I teach these concepts, people often ask, “Jason, isn’t this harsh? Isn’t it mean to send people home?” And every time I respond with the same question: what is actually mean?

Is it mean to walk past someone working unsafely, knowing they could die that day?
Is it mean to let one contractor steal another contractor’s delivery window?
Is it mean to accept messes that slow down another crew’s production?
Is it mean to avoid conflict, let someone get hurt, and then tell their family we “tried our best”?

That is what is mean. That is what is unethical.

Zero tolerance is not punishment. It is not control. It is not ego. It is respect for people. It is love expressed as responsibility. It is the courage to intervene when everything on the job site is actively trying to harm workers.

We cannot lead people safely if we are unwilling to protect them.

The Failure Pattern: The Endless Reminder Loop

I once walked a project with a superintendent who gently corrected a worker standing on the top rungs of a ladder. The worker nodded, promised not to do it again, and climbed down. Afterwards I asked an assistant superintendent whether this was a recurring issue. He said, “Yes, this is the third time this week. And yes, he will do it again.”

That is the reminder loop. The endless cycle of “hey, don’t forget” comments that everyone ignores. If reminders worked, the industry would have solved safety decades ago. But reminders do not fix the root cause. They do not reset attitude. They do not correct misunderstanding. They do not protect people.

Only action does.

Zero Tolerance Is About Root Causes, Not Punishment

When someone violates a rule, one of four things is true.

They lack training
They are distracted
They do not understand the expectation
They have an attitude problem

Zero tolerance addresses all four. Training gaps can be fixed. Distraction can be addressed. Understanding can be improved. Attitude can be corrected through accountability. But what cannot happen is allowing unsafe behavior to continue in a high-hazard environment.

It is irresponsible to let someone keep working when you know they could be hurt. A leader must ask: what is the most respectful thing to do? And respect is always acting, not ignoring.

Why Standards Must Begin With Small Things

Some people argue that only “big issues” matter. That safety glasses or hard hats or housekeeping are small details not worth forcing. But every superintendent knows the truth. How someone does one thing is how they do everything.

If they cannot keep glasses on, they will not tie off.
If they cannot keep a walkway clean, they will not maintain high-risk areas.
If they will not follow basic instructions, they will not follow life-saving ones.

The human brain adapts downward just as easily as it adapts upward. Small habits shape large outcomes. A job site is ready for flow only when it is ready for safety, and it is ready for safety only when it is ready for discipline.

The Military Analogy: Preparing for Battle

There is a reason I reference General Patton when I teach zero tolerance. Before battle, Patton looked at his soldiers and said they did not look ready. They did not act ready. They did not train like they wanted to win. Within weeks he transformed them through discipline, repetition, and unwavering expectations.

Construction is no different. Everything on a job site is trying to kill us. Falling objects, silica dust, trench collapse, electricity, equipment, sharp edges, slips, trips, and human error. We cannot walk onto site in flip flops and shorts and expect good results. We must suit up, gear up, and think clearly every single day.

Zero tolerance is not rigidity. It is readiness.

Why Zero Tolerance Sometimes Fails

There are only a few reasons it does not work.

The management team is not aligned.
The leader is inconsistent or afraid of conflict.
Expectations are unclear or not communicated.
The craft does not trust leadership.

If any of these exist, zero tolerance collapses. The system is only as strong as the superintendent’s consistency. But when leadership is aligned and the craft knows they are respected, zero tolerance thrives. It becomes a shared culture, not an imposed one.

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

Raising the Lower Bar: Incentive and Survival

Patrick Lencioni once described the dynamic between incentive and accountability. My experience mirrors his. On every project:

A majority of workers will follow the rules naturally.
A smaller percentage will follow the rules when inspired.
But fifteen to thirty percent will not change unless the lower bar is raised.

This is why zero tolerance is essential. Without raising the floor, some people will never rise. And without everyone rising, a project can never achieve flow.

Respect for People: The Core of the System

Some people frame zero tolerance as a combination of carrot and stick. That is wrong. In construction the only mindset that works is respect for people. Respect creates nice bathrooms. Respect builds good lunchrooms. Respect creates clean, fair delivery systems. Respect designs strong worker huddles. And respect protects workers by removing unsafe behavior.

Everything we do in construction should be grounded in respect. Not control. Not fear. Not ego. Respect.

Implementing Zero Tolerance the Right Way

A zero tolerance system must begin long before the first violation. It starts with contracts, expectations, and training. It requires orientation tests in multiple languages and clear commitments from trade partners. It requires leadership to take care of workers first through facilities, feedback, communication, and consistency.

Once expectations are set, the process is simple. A violation leads to removal. A second leads to permanent removal. Serious hazards require immediate removal without return. Every action is documented respectfully. Every person is treated with dignity. Every decision is explained.This is how culture is built.

What Happens When Zero Tolerance Works

Chaos disappears.
Reminders decline.
Deliveries become predictable.
Cleanliness becomes normal.
Safety becomes cultural, not forced.
Workers feel protected and respected.

A site with clear standards becomes a site people love to work on. It becomes a project where flow thrives, where LeanTakt systems operate smoothly, and where the superintendent can actually lead instead of battle fires all day.

The Challenge for Builders

Imagine the entire industry adopting these standards. Imagine walking onto any construction site in America and seeing discipline, order, teamwork, and safety. Imagine trade partners expecting excellence instead of tolerating mediocrity. Imagine families knowing their loved ones will return home safely because leaders held the line.

This is not fantasy. It is entirely possible. It is happening on projects right now. And it begins with one simple decision.

Decide what you will tolerate.
Decide what you will not tolerate.
Then hold the line.

As Epictetus wrote, “You become what you give your attention to.” If we give our attention to excellence, excellence will follow.

FAQ

Is zero tolerance too harsh for construction workers?
Zero tolerance is not about punishment. It is about respect for people. Allowing unsafe behavior is far harsher than removing someone temporarily so they can reset, retrain, and return safely.

Will I lose too many workers if I enforce zero tolerance?
In practice, no. Across multiple large projects, only a small percentage were removed, and most returned the next day after retraining. Projects actually stabilize and gain productivity.

What rules should be included in a zero tolerance system?
Any rule that is clear, taught, tested, and essential for safety or flow. Common standards include PPE, fall protection, deliveries, housekeeping, and high-risk activities.

What if other projects in the company are not doing zero tolerance?
Consistency across the industry is ideal, but not required. Pilot projects often lead the way. Excellence spreads when one team proves it is possible.

How do I know when to remove someone?
Use common sense. If the person is actively correcting the issue, give them space. If they are violating known rules, creating hazard, or repeating behaviors, remove them respectfully and address the root cause.

 

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go

What Is A Water Spider The Key to Supporting Field Crews

Posted on by Danny Jiménez⁩
Read 18 min

What is a Water Spider? The Key to Supporting Field Crews

There is a moment on almost every jobsite when you can feel productivity slipping through your fingers. Crews arrive motivated and ready to work, but instead of installing, they are hunting. They are walking, waiting, searching, asking questions, improvising, and burning energy long before a single piece of value added work begins. Everyone feels it. No one likes it. And yet we have accepted it as normal in construction for far too long. I want to challenge that normal. Because once you see a better way, you cannot unsee it. And once you experience what true support for field crews feels like, you will never want to go back. That better way is the Water Spider.

The Daily Pain We Pretend Is Just Construction

Let’s start with the pain, because it is real. Crews show up to a new area and materials are scattered. Some are buried in mud. Some are wrapped in layers of packaging. Some are missing altogether. The forklift is already booked. The hoist is tied up. The crane is unavailable. Information is incomplete. Tools are not where they should be. What should have been a smooth start turns into a treasure hunt. This is not a character flaw of the workers. It is not a lack of effort. It is not laziness. It is a system failure. We have asked value adding workers to also be logisticians, material handlers, expediters, and problem solvers. When that support is missing, productivity suffers, quality drops, frustration rises, and pride in the work erodes.

The Failure Pattern We Keep Repeating

The failure pattern is simple and deeply ingrained. We assume each crew should manage their own materials. In theory, that sounds reasonable. In practice, it creates chaos unless the system is intentionally designed. When materials are dropped wherever there is space, when deliveries are not coordinated, when packaging enters the building, and when crews are left to figure it out on their own, we create friction everywhere. Time is wasted. Flow is broken. People are stressed. And leadership wonders why production is inconsistent. This is not because crews do not care. It is because the system does not support them.

Empathy for the People in the Middle

I want to pause here and say this clearly. I have been on both sides of this. I have been the person in the field dealing with the mess. I have also been the person responsible for the system that unintentionally created it. No one wakes up wanting to make work harder for crews. Most leaders are doing the best they can with the systems they were handed. But good intentions do not overcome bad systems. Only better design does. And that is where the Water Spider comes in.

A Concept Borrowed from the Best

In manufacturing environments around the world, particularly in Japan and Germany, there is a dedicated support role called the Water Spider. This person is not installing product. They are supporting those who are. Their responsibility is to deliver materials, tools, and information just in time to value adding workers so that production can flow without interruption. They move materials through Kanban systems. They return empty bins. They level demand. They protect the value adding time of the crews. They are choreographers of flow. When I first started seeing this in action, it expanded my mind. It showed me what true respect for people looks like in a production environment. And it made me realize how much we have been asking crews to do that has nothing to do with installing work.

A Field Story That Changed My Perspective

Imagine two scenarios.

In the first, a crew arrives onsite. They spend the first hour locating materials. They unwrap packaging in the building. Trash piles up. They wait on equipment. They are already behind before they start.

In the second, materials arrive at a base stabilized or paved logistics yard. They are set down in clearly gridded areas by scope. Packaging is removed there, not in the building. Materials are kitted by zone with all consumables included. Screws, signage, tools, and information are prepared together. A shop forklift stages the kits on a ready platform. A larger forklift or telehandler moves only what is needed to the hoist or staging area. Crews receive a clean, complete kit and go straight to work. The difference is night and day. One feels chaotic. The other feels calm, professional, and respectful. That calm does not happen by accident. It happens because someone owns the logistics.

The Emotional Insight: Support Creates Dignity

Here is the deeper insight. When we support crews properly, we are not just improving productivity. We are restoring dignity. Workers want to do good work. They want to take pride in what they build. When they are forced into constant problem solving mode just to get materials, that pride erodes. When everything they need shows up organized and ready, their energy goes into quality, safety, and craftsmanship. This is what respect for people looks like in action.

How the Water Spider Works in Construction

In construction, the Water Spider becomes a dedicated support role responsible for feeding crews with materials, information, and resources in a deliberate, organized way. This can exist at two levels. There can be a general contractor Water Spider who manages the overall logistics system, queuing areas, delivery schedules, and material flow. There can also be trade partner Water Spiders who focus on supporting their specific crews within that system. The goal is simple. Increase value adding time by removing everything that distracts crews from installing work. To do this well, certain foundational elements must exist. Delivery schedules must be coordinated. Afternoon foreman huddles must plan tomorrow’s needs. Visual communication systems must make priorities clear. Queuing areas must be defined. Equipment like shop forklifts and level platforms must be provided. Kits must be complete and delivered by zone. Without these supports, the Water Spider cannot succeed. With them, flow becomes possible.

What Excellence in Motion Actually Looks Like

When the system is working, materials move like bins at an airport security line. Crews finish a zone, and the kit moves forward with them or returns to be replenished. Trash is removed before it ever enters the building. Only what is needed shows up, exactly when it is needed. This is not theory. This is excellence in motion.

Here are a few outcomes I consistently see when Water Spider systems are implemented thoughtfully.

  • Crews spend more time installing and less time waiting or searching
  • Labor hours drop while quality and pride increase
  • Waste is reduced both inside and outside the building

These results are not accidental. They are designed.

Why This Is a LeanTakt Conversation

From a LeanTakt perspective, this is about protecting flow. Your building may be the growth unit, but your flow unit is the train of trades. When that train is constantly stopping to refuel itself, flow breaks down.

The Water Spider exists to keep the train moving. Niklas Modig reminds us that value is only created when value adding time increases. Everything else is waste. When crews are supported, value receiving time increases. When they are left alone to manage logistics, it shrinks. This is Lean thinking applied to the field in a very practical way.

Starting Small Without Overcomplicating It

If this sounds overwhelming, it does not have to be. You do not need perfection on day one. You need intention. Start by coordinating deliveries in your huddles. Identify a level space. Begin pre kitting materials by zone. Assign someone to own logistics, even part time. Observe what works. Make adjustments. You will quickly see the difference. Crews will tell you. Productivity will show it. The job will feel different.

How Elevate Construction Helps Make This Real

This is where training, coaching, and project support matter. Implementing Water Spider concepts requires alignment between leadership, logistics, and field teams. It requires clarity of roles, visual systems, and disciplined planning. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. At Elevate Construction, we believe logistics is leadership. Supporting crews is not an extra. It is the work.

A Challenge to the Industry

I want to leave you with a challenge. Prove this wrong. Try it. Coordinate deliveries. Pre kit materials. Support your crews intentionally. Stop throwing things everywhere and hoping it works out. If you do, I am confident you will never want to go back. Because once you see how much pride, quality, and flow improve when crews are truly supported, the old way will feel unacceptable.

Conclusion: Support Is a Leadership Choice

The Water Spider is not just a role. It is a mindset. It says that leadership exists to remove obstacles, not create them. It says that crews deserve systems that help them succeed. It says that flow matters. As W. Edwards Deming taught us, “A bad system will beat a good person every time.” Our job as leaders is to build better systems. That is how we elevate construction. On we go.

Frequently Asked Questions

What is a Water Spider in construction?
A Water Spider is a dedicated support role responsible for delivering materials, tools, and information to field crews just in time so they can focus on installing work.

Does this increase labor costs?
In most cases, overall labor hours decrease because value adding time increases and waste is removed. Support replaces inefficiency.

Can small projects use Water Spider concepts?
Yes. Even simple delivery coordination and pre kitting by zone can dramatically improve flow on smaller projects.

Who should own the Water Spider role?
It can be owned by the general contractor, trade partners, or shared depending on project size and complexity, but ownership must be clear.

How does this connect to Lean and Takt planning?
Water Spiders protect flow by ensuring crews are never starved of materials or information, which directly supports LeanTakt production systems.

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

How Much Time and Money Can I Save Using Takt vs Traditional Methods

Posted on by Danny Jiménez⁩
Read 9 min
A Practical Guide for Contractors, Consultants, Trade Partners, Cleaning Companies, and Training Providers Construction today is facing a crisis of predictability: late projects, shrinking margins, reactive firefighting, and teams stretched to their limits. Whether you are a general contractor, a trade partner, a consulting firm, a training provider, or even a construction cleaning company, the question is the same: How much time and money can we actually save by using Takt instead of traditional scheduling methods? The short answer: more than you think and faster than you expect. Below is real world data from contractors across the United States who shifted from traditional CPM based scheduling to Takt Planning. These results are not theory they’re measurable, repeatable outcomes from organizations that changed how they plan, sequence, and flow their work.   Profitability Gains: Contractors Are Doubling (and Tripling) Gross Profit One client transitioned fully into Takt Planning with the support of Lean and production based consulting. Their results after implementing consistent flow, quality stabilization, and clear worker paths were dramatic. Before Takt:
  • 4%–10% gross profit
  • Frequent delays
  • Unstable workflow and throughput
After Takt:
  • 8% gross profit and climbing
  • All projects on track or ahead
  • Reduced rework and variability
  • Much smoother flow of trades
This shift wasn’t luck. It’s what happens when teams move from managing chaos to designing flow.   A Month Faster: Real Schedule Compression with Higher Reliability Another contractor who previously delivered most projects late began using Takt with coached support. The results were immediate. Schedule Outcomes:
  • Late projects → now finishing on time or up to one month early
Productivity Outcomes:
  • 380 sq ft/day → 680+ sq ft/day
This is nearly 80% more output, achieved simply by creating predictable zones, stabilized workflows, and eliminating trade overlap conflicts. Even partial Takt adoption created 1%–5% margin gains across several projects.   Large General Contractors Are Seeing Consistent Half Percent Gross Profit Gains For large builders, system change is slow and complex but even then, Takt delivered noticeable benefits.
  • 5%+ gross profit increases across entire portfolios
  • Reduced overtime and rework
  • Efficient labor utilization
  • Predictable handoffs for trade partners
  • Higher superintendent satisfaction and retention
A half percent improvement on a $500M–$1B portfolio represents millions in recovered profit.   Field Reliability and Hit Rates Skyrocket A Florida contractor recently reported one of the clearest signs of stability: Schedule Hit Rate:
  • 60% → 88% and rising
When Takt hit rates reach 85% or more, everything improves:
  • Fewer delays
  • Predictable labor loading
  • Better lookahead planning
  • Stronger trade partner relationships
  • Higher safety performance
  • Increased profitability
They are already seeing a 0.25% margin gain just from becoming more reliable.   How Much Time and Money Can You Save? Based on aggregated industry data, here’s what organizations typically unlock when shifting from traditional scheduling to Takt: Time Savings:
  • 5%–20% schedule compression
  • Up to 30+ days faster on interior or repetitive scopes
  • Significant reductions in waiting, rework, and trade stacking
Money Savings:
  • 1%–5% gross profit increases for trade partners
  • 25%–0.5%+ margin gains for general contractors
  • 20%–50% improvements in labor production rates
  • Lower overhead due to shorter total duration
Stability Improvements:
  • PPC/hit rates rise from 50–60% to 80–90%
  • Teams experience less stress and fewer emergencies
  • Foremen become proactive, not reactive
  • Cleaning companies and support teams can plan with precision
And Takt supports every part of the construction ecosystem:
  • Consultants improve planning and alignment
  • Cleaning companies schedule labor accurately
  • Training providers deliver higher value education
  • Support teams gain clarity on needs
  • Trade partners dramatically improve throughput
  Why Takt Outperforms Traditional Methods Traditional scheduling relies on CPM logic that is:
  • Too complex
  • Too static
  • Too late to react
  • Not flow based
  • Unstable and overloaded
Takt transforms the schedule into a flow engine, not a spreadsheet. With Takt, teams work in:
  • Stable zones
  • Predictable durations
  • Smooth, reliable handoffs
  • Clear daily priorities
  • Visual workflows anyone can understand
When people know where to be, what to do, and how long it should take, productivity stabilizes and profits rise   Conclusion: Takt Isn’t Just a Scheduling Tool It’s a Business Strategy If you’re wondering, “How much time and money can I save using Takt?” the truth is simple: Most companies who adopt Takt fully see improvements they didn’t believe were possible. It shows up in:
  • Faster project delivery
  • Higher profitability
  • Better safety and quality
  • More satisfied teams
  • Stronger trade relationships
  • Lower overhead
  • Fewer surprises and emergencies
Takt works for everyone from contractors to cleaners, trainers, consultants, and support teams. If you’re ready to transform how your projects run, the data is clear:
  • Takt saves time.
  • Takt saves money.
  • Takt stabilizes teams.
  • Takt wins.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

 

On we go

What’s Broken in the U.S. Construction Industry (And How to Fix It)

Posted on by Danny Jiménez⁩
Read 10 min

What’s Broken in the U.S. Construction Industry and How We Fix It

In this blog, I want to walk you through something I’ve been studying, researching, and observing for more than 14 years: the deeply rooted behaviors that continue to harm the U.S. construction industry. These aren’t surface level complaints. They are patterns that damage people, destroy flow, weaken teams, and keep our industry decades behind where it could be.

Right now, I’m writing a book called Elevating Construction the Lean Way, and this topic is at the heart of it. Until that book is ready, I want to share the clearest list I’ve ever created of the 25 destructive habits we must remove fast if we want our industry to evolve.

These come from my own journey of studying Lean, going to Japan with Paul Akers, visiting dozens of companies, and coaching teams across the world. I’ve seen what works and, more painfully, what doesn’t. These 25 things are hurting us, and we must walk away from them with urgency.

25 Behaviors We Must Leave Behind

  1. Grading and Labeling People

Our school system is built on labeling, ranking, and demotivating people. We drag that mindset into construction and treat craftworkers as “less than” because they didn’t take the academic path. It destroys potential. We must stop grading people and start developing them.

  1. “Go Figure It Out” Culture

Old timers claim they “figured it out” alone. No, we didn’t. We had mentors, guidance, and support. Sending people out to fail on purpose is toxic and accelerates burnout. We must coach shoulder to shoulder.

  1. Seeing People as Expendable

Frederick Taylor taught the world to treat humans like replaceable machinery. That mindset still poisons construction today. Systems like CPM amplify the harm by overloading crews and increasing WIP. People are not resources they are the system.

  1. Toxic Competition

Competition is fine; toxic competition is not. Construction behaves like warring factions instead of a team trying to win a championship. Cooperation wins not litigation and sabotage.

  1. Pushing Work Instead of Driving Flow

Most of our problems come from pushing. Pushing schedules, pushing people, pushing crews to keep going when the conditions aren’t ready. We must replace push with pull and flow.

  1. The Lone Wolf Mentality

“No one tells the super what to do!”
That cowboy mindset creates chaos. Leaders must align with the operating system not operate outside of it.

  1. Wanting to Be Right Instead of Finding What’s Right

Big egos sink megaprojects. We need humility, not stubbornness.

  1. Hiding Innovation Behind Paywalls

Stop inflating the cost of tech and processes so investors can profit. Construction needs access to tools not gatekeeping.

  1. Racism, Sexism, and Excluding Diversity

Diverse teams perform better. Exclusion destroys culture, safety, and innovation. Enough said.

  1. Political Campaigning and Buzzwords Instead of Solving Problems

Ideology doesn’t build flow. Collaboration does.

  1. Believing Money and Tech Will Fix Culture

Money doesn’t solve waste. Technology doesn’t fix people. Lean behavior does.

  1. The Belief That People “Deserve to Suffer”

Hardship is not a leadership strategy. Making the work easier is.

  1. Defaulting to Arguments

Arguing is not problem solving. Curiosity is.

  1. Seeking Fame Over Service

Firefighter arsonist superintendents, flashy influencers, ego driven leaders none of it elevates the industry. Service does.

  1. Rebellion for the Sake of Rebellion

We’re not in a revolution. We are in construction. Rejecting good systems “just because” is destructive.

  1. Being Proud of Ignorance

Not reading, not learning, not improving it’s nothing to brag about. We must build a culture of education.

  1. Bullying

Zero tolerance. Ever.

  1. Continued Racism and Sexism on Sites

Graffiti, harassment, comments there’s no defense for any of it.

  1. Hating Neighboring Countries

The U.S. construction industry depends heavily on Mexico and Canada. We must stop degrading the people who help us survive.

  1. Using Punishment as a Management Strategy

Respect not punishment drives performance.

  1. Celebrating Suffering Instead of Smart Work

Bleeding hands, bad knees, and destroyed backs aren’t badges of honor. They’re signs of broken systems.

  1. Greed

Hoarding money instead of investing in people is one of the biggest obstacles to progress.

  1. Leading Through Fear, Anger, and Hate

Workers need connection and respect not intimidation.

  1. Underpaying People

People shouldn’t have to quit to earn market value. Companies must initiate fair raises.

  1. Rewarding High Performing Jerks

“A-holes never die,” the Glamis flag said but we don’t have to promote them. High trust always beats high performance with low trust.

Why This Matters

These 25 patterns are not small issues. Together, they create the suffering, chaos, turnover, burnout, litigation, and unpredictability we see every day on job sites across America. Walking away from them fully, intentionally, and aggressively is the only way we transform our industry. You will always hear me talk about where we need to go. But unless we identify what we must leave behind, we will never make it there.

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