Danny Jiménez⁩, Author at Elevate Constructionist

How to Innovate with Standards

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

Read 6 min

When Standardization Stifles Innovation on the Jobsite

A listener recently sent in a great question:

“My company wants everything standardized. I created my own Canva-based weekly update doc for OAC and foreman meetings, but I’m reluctant to show it to management because it’s different. They want all our docs to look the same across projects. I love this company, but they’re very ‘if it’s not broken, don’t fix it.’ I’m not a status quo guy. If we’re not growing or getting better, what are we doing? Have you dealt with this before?”

I have, and I feel this one deeply.

The Danger of Over-Standardization

I’ve seen strong companies make weak decisions by over-standardizing. Sometimes it starts with a good intention, like brand consistency, but it ends with processes frozen in time. I’ve seen companies look the same 10–30 years later because standardization became a ceiling instead of a floor.

The worst part? Innovation dies, and people are turned into “yes” robots.

Our Rule at Elevate Construction

We have minimum standards, but no cap. You can always make it better.

That’s why our graphics, books, proposals, and templates keep evolving. Each new iteration builds on the last. Is it harder? Yes. Does it take more time to get used to changes? Absolutely. But it’s worth it.

What I’d Do in Your Shoes

I’d go to leadership and say:

“I created this tool. Can we format it so it’s on-brand and available for others to use, while still allowing me to use it on my project?”

That way, you’re respecting the company’s desire for consistency and keeping your ability to innovate.

If they still said no, I’d push back:

“You pay me to run this job. Tools and processes are part of how I do that. I need a voice in how it’s run. Let’s find the win–win.”

If they still refused to even look at it, I’d seriously consider whether that’s the environment I want to work in. That might sound extreme, but if a company shuts down new ideas without discussion, it’s limiting your ability to succeed.

You Have Leverage

When I was running the Bioscience Research Laboratory, the corporation tried to dictate exactly how I should run pull plans and huddles. My response was:

“Unless you’re here working with the team, understanding their skills and capacity, the team decides how we operate.”

Because they needed me to run that job well, my approach won out. You have that same leverage if you’re delivering results.

Bottom Line

There’s almost always a way to align your tool with the company’s standards while still using it. The key is to push for that win–win instead of quietly letting your ideas die.

Key Takeaway:
Standardization should be a floor, not a ceiling. Meet minimum requirements, but keep pushing to make tools and processes better. If leadership won’t even discuss a new idea, it’s a red flag for your ability to innovate and possibly for your future 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

The Trades Agreed To It,” May Not Be What You Think

Posted on August 9, 2025August 9, 2025 by Danny Jiménez⁩

Read 5 min

Why “The Trades Agreed to It” Isn’t Enough

I hear this phrase a lot: “The trades agreed to it.”
I’ve said it myself in the past. Kevin has said it. You’ve probably heard it or used it, too.

Here’s the problem: on its own, that statement means very little.

Why It’s Often a False Safety Net

Most trade partners are under intense time pressure when bidding. They barely have enough bandwidth to finalize pricing, let alone carefully review a detailed schedule.

If you send them a CPM schedule, there’s a good chance they can’t truly read it. And even if you’re using Takt and the sequence is visible, they might not fully grasp the labor implications until they’re deep into the project or until the pull plan meeting, if you run it well with proper zoning.

And let’s be honest: sometimes, “the trades agreed to it” means they were pressured in a meeting, intimidated into agreeing to shorter durations, or sent a schedule via email that they didn’t have time to analyze. That’s not informed consent, it’s compliance under duress.

What Agreement Should Mean

If you want “the trades agreed to it” to mean something, it should mean:

The deal is possible with the crews available.
It’s been production planned and work-packaged.
It’s responsible and realistic; no laws of production have been violated.
They understand exactly what’s expected and what it will take to deliver.
The contract reflects the reality of the schedule.

If all of that is true, then yes, the trades agreed to it is a valid statement.

Our Responsibility as General Contractors

Extreme ownership means we don’t hide behind a phrase. It’s our job to ensure the plan is fair, achievable, and clearly understood before anyone signs up for it. If the planning isn’t right, if it’s unrealistic, or if it forces people into impossible situations, then “they agreed to it” is just a cover for poor planning.

We’re here to create respect for people, stability, and flow, and that starts with making sure our trade partners are set up for success, not failure.

Key Takeaway:
“The trades agreed to it” is meaningless unless the agreement is informed, realistic, and backed by proper production planning. As general contractors, we have to make sure every deal we present is possible, fair, and clearly understood before anyone says “yes.”

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Communicate Like You’re Diffusing a Bomb

Posted on August 9, 2025August 9, 2025 by Danny Jiménez⁩

Read 5 min

How Bomb Disposal Can Teach You to Run Better Remote Meetings

Not long ago, I was on a virtual call watching one of our teams present. They were doing a great job overall, but because of a lack of training, the presenter kept jumping around the screen, switching contexts too quickly.

It made me think of a simple but memorable analogy I’ve used before.

Running a remote meeting, whether on Zoom, Teams, or any other platform, is a lot like… well… making out. The best approach is to find the right spot, stay there for a while, and move with intention. Don’t dart all over the place. Keep it steady and focused.

If that analogy’s a little too colorful for you, here’s another: imagine a scene in a movie where someone is defusing a bomb while talking to an expert over the phone. The expert doesn’t rush:

“Okay, open the cover. Good. Now find the red wire. Good. Now cut it.”

They give one instruction at a time, wait for it to be done, and then move to the next step.

That’s exactly how we should run virtual presentations, and really, any type of communication.

Why It Works Everywhere

Even if you’re not on remote calls often, the principle applies:

In meetings: Address one agenda item at a time. Finish it before moving to the next.
In huddles: Focus the team’s attention on a single issue before switching topics.
With crew direction: Give clear, step-by-step instructions, then confirm understanding.

I remember Randy Gonzales at Hensel Phelps telling his carpenters: “This is what I want you to do. Please repeat it back to me. Do you have everything you need? When you’re done, come back to me.” One task at a time. Clear, calm, and complete.

The Core Principle: One Activity Frame

Whether you’re sharing your screen in a remote meeting, leading a project OAC, or giving a foreman instruction in the field, stay in one “activity frame.” Handle one piece of work, one discussion, or one instruction completely before moving on.

It makes your communication clearer, your team more confident, and your results better.

Key Takeaway:
Treat your instructions like you’re talking someone through bomb disposal, one clear, steady step at a time. Stay in one frame of focus, complete the task, and only then move on.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

How to Deal with Scopes that Cross Zones

Posted on August 9, 2025August 9, 2025 by Danny Jiménez⁩

Read 5 min

How to Handle Horizontal Buildouts in Takt Zone Planning

When creating zone maps, you’ll often run into a challenge: horizontal buildouts like duct runs, electrical home runs, or ceiling grids that stretch across multiple zones. These don’t always fit neatly into smaller zone planning, and if not handled well, they can disrupt your takt sequence.

I’ve seen this on many projects. At the Bioscience Research Laboratory, for example, we had long duct runs, medical gas piping to zone valve boxes, and rigid conduit under the roof for air handlers. Each of these required careful sequencing to avoid bottlenecks.

Here are strategies I’ve used successfully:

1. Work Ahead of the Takt Sequence

If a trade knows a bottleneck is coming, have them get in early. On one project, the electrician installed rigid conduit under the roof before the main flow of work reached that area, working concurrently with other trades.

2. Assign Multiple Wagons

When a trade’s operation takes longer (like large duct installation), give them more wagons, meaning they work in multiple zones at the same time, to keep pace with the main sequence.

3. Leave Built-In Comeback Areas

Sometimes inspections or specialized work will delay closing up a space. Plan for this by allowing most of the work to proceed, but leave small, strategic areas open for later completion. This avoids tearing out finished work.

4. Change Zone Sizes by Phase

Consider larger zones in certain phases, such as interstitial overhead work or under raised floors for electrical, then return to smaller zones for wall framing and finishes. You can also create separate phases with different takt zone sizes for different scopes.

5. Mix Methods for Flexibility

Sometimes the best solution is a combination: work ahead where possible, run concurrently when needed, adjust zone sizes by phase, and give extra wagons to slow operations.

The key is that even if you have to interrupt the sequence for a slower, horizontal buildout, keeping smaller zones overall still gains time in the project. I’ve yet to see a case where it didn’t. Smaller zones give you better control, faster feedback, and more opportunities to adjust.

Key Takeaway:
Don’t let long horizontal runs force you into oversized zones for the whole job. Use phase-specific zone sizes, multiple wagons, early starts, and planned comeback areas to integrate these buildouts without losing takt efficiency.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Innovation Has A Start

Posted on August 9, 2025August 9, 2025 by Danny Jiménez⁩

Read 6 min

Innovation Has a Starting Point, Don’t Reinvent the Wheel.

In construction, innovation is exciting. It’s how we grow, adapt, and deliver better results. But there’s something important I’ve learned: innovation should have a starting point, and it should move forward from there.

The Problem with Reinventing the Wheel

I’ve seen two extremes in company culture. On one end, you have organizations so rigid in their processes that innovation barely survives. They’ve got both a floor and a ceiling, minimum standards you can’t go below and maximum boundaries you can’t go beyond.

On the other end, you have companies so entrepreneurial that they’ll have 15 different people across the country all trying to solve the same problem separately, wasting massive amounts of money and resources. The chaos can spark ideas, but it also breeds inefficiency.

Neither extreme work perfectly.

A Better Approach

For rigid companies:

Keep the floor, remove the ceiling. Have a minimum standard everyone must meet, but allow teams to innovate beyond it.

For ultra-loose companies:

Establish a starting point. Provide a standard or existing solution as the base so improvements can build on something stable.

Innovation without a starting point led to waste. Improvement without a standard is aimless.

My Starting Point

When I’ve developed systems like the Takt Production System or integrated planning approaches, I didn’t start from scratch. I built from the work of Lean Core, AGC Lean, Toyota, Scrum, German Takt research, professors, industry leaders, and even those who’ve disagreed with me.

I gave credit where credit was due, and then I moved forward from there. That’s how innovation compounds: it respects what came before while making it better.

The Danger of Innovating Just to Be Different

In our industry, I see too many people trying to “be different” for the sake of being different. They criticize existing work without understanding it, repackage it under a new name, and sometimes degrade quality just to create separation.

True innovation doesn’t start by tearing down; it starts by building up from a solid base.

Stability Breeds Innovation

Charlie Dunn taught me that innovation and continuous improvement come from stability and standards. Without a standard, you can’t measure improvement. Without a stable base, you can’t build higher.

At Elevate Construction, everything we create stands on the shoulders of someone else’s work. We credit them, refine the system, and leave a stronger base for the next wave of innovators.

The only exception? CPM. In my opinion, there’s nothing to improve there; it’s fundamentally flawed in how it treats people. Everything else? We can and should innovate on it.

Key Takeaway:
Don’t reinvent the wheel. Find the current best standard, give credit to those who built it, and innovate from there. Standards create the stability that makes real, lasting innovation possible.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Baseline Strategy, yes. Baselines, no.

Posted on August 9, 2025August 9, 2025 by Danny Jiménez⁩

Read 6 min

Why Baseline Strategies Beat Baselines Every Time

Let’s start with some Builder’s Code: Don’t wait to plan. Waiting to plan is the same thing as failing. Projects don’t go wrong; they start wrong. And they start wrong because of a lack of planning. A master builder can begin and complete a good portion of planning from a napkin sketch.

Now, on to today’s topic: baselines versus baseline strategies.

Why I Don’t Like Baselines

In theory, a baseline is the set plan or target created before signing the prime agreement or receiving the Notice to Proceed. Owners and scheduling consultants often use it for baseline comparisons later on.

The problem? Baselines lock you in. You either turn activities into level-of-effort summaries, an art form in itself, or you lock in all the activity IDs. Then, when real life happens and you need to change something, you get told you can’t because it won’t match the baseline anymore.

Baseline comparisons, slippage reports, float trends… they’re all flawed if you’re working without buffers in CPM. You’re basically behind schedule on day one, and now you’re stuck with a static plan you can’t improve without breaking the rules.

Enter the Baseline Strategy

A baseline strategy is completely different. It’s not a frozen schedule; it’s your initial strategy at the macro level, usually in the form of a TAC plan.

It informs:

Your contractual promise
Your slowest allowable speed
How to optimize each phase
Trade partner awareness during bidding
Strategic decision-making during the job

The key? It’s meant to evolve. As you move into construction, pull plans will refine it. Your norm-level TAC plan will improve it. Your look-ahead and weekly work plans will sharpen it even further.

The goal is vertical alignment, keeping everything in sync with milestones while staying flexible enough to adapt. That’s how you deliver.

The Rules of a Baseline Strategy

Do:

Use it for communication and strategic decisions
Track progress against milestones
Summarize up to a master program schedule if needed

Don’t:

Lock yourself into activity IDs that you can’t change
Refuse to adjust the schedule because “we already have a baseline.”
Waste time on baseline comparisons that don’t help execution

A baseline strategy is about mapping what’s possible and improving it from there, not predicting the future with a rigid, brittle schedule.

Key Takeaway:
Ditch rigid baselines and embrace baseline strategies. Use your initial macro plan as a living guide to hit milestones, adapt to reality, and keep your team aligned without locking yourself into a plan that will fail on day one.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Being an Influencer Gives No One the Right to be Mean to Me

Posted on August 9, 2025August 9, 2025 by Danny Jiménez⁩

Read 6 min

Being an Influencer Doesn’t Give You the Right to Be Mean

Let’s start with some Builder’s Code: the drawings are our base. We’re paid to read, understand, and act on drawings. That’s our skill. We should be reading them 15–30 minutes a day, highlighting, making notes, marking them up, and triggering action among the management team based on what we find. That’s how we spot issues early, coordinate, and keep projects moving.

Now, on to something that’s been on my mind.

The more people share on social media, the better off we are as an industry. But here’s what I don’t understand: what part of being an influencer gives people the right to be mean?

Just because someone is out there sharing, it doesn’t mean they’ve signed up to be insulted, shamed, or have their character attacked.

The Taylor Swift Example

I remember defending Taylor Swift when a crowd booed her at a game after her face appeared on the Jumbotron. She didn’t ask for it; she was just there. She’s worked her tail off since she was a teenager, stood up for women’s rights, LGBTQ+ rights, and creative ownership. And yet, people felt entitled to tear her down.

If that were your daughter, would you be okay with it? I doubt it.

Critique vs. Personal Attack

There’s no such thing as “constructive criticism” when it’s aimed at a person. You can critique systems, ideas, and processes, but tearing down a human being isn’t helpful.

When I share content, whether it’s about Lean, Takt, or anything else, it’s to help, uplift, and educate. I’m not here to host debates in my comment sections, especially when they turn into “liar, liar, pants on fire” responses instead of intelligent discussion.

Real debate means articulating your position and addressing the argument. Saying “you’re wrong” without explanation doesn’t cut it.

My Reality as a Creator

I’ve given up higher-paying corporate roles to focus on giving back to this industry. I live in a modest home, drive a modest boat, and reinvest profits into helping others. That’s my choice. But being out there, podcasts, blogs, LinkedIn, YouTube- doesn’t permit anyone to be disrespectful.

When someone crosses the line, I block them. Not because I can’t handle disagreement, but because I value my mental health.

The Bigger Problem

I believe 95% of the people who could share their knowledge online don’t because it’s not safe. They don’t want to deal with personal attacks. That’s bad for our industry.

Imagine if, instead of targeting people, we targeted broken systems, outdated processes, and harmful policies. Imagine if disagreements were handled with mutual respect and real conversation.

We’d all be better for it.

Key Takeaway:
Being an influencer means sharing knowledge, not signing up to be someone’s punching bag. If we want more people to share and improve our industry, we need to replace personal attacks with respectful, articulate conversation, aimed at systems, not people.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Temporary Cooling

Posted on August 9, 2025August 9, 2025 by Danny Jiménez⁩

Read 8 min

Temporary Climate Control: The Smarter Choice for Your Construction Project

I’m up in Kelowna, British Columbia, Canada, having a great time with High Street Ventures at the Foreman Bootcamp. Every time I attend these, I’m reminded of something crucial: if you want to implement systems, you’ve got to pair them with training. Standards, operating systems, and field blocks all work better when the team is trained up. This company nails it.

While here, I’ve also met with Rick from Unitec and other industry leaders who genuinely care about the craft. Over dinner, we laughed that a non-construction person listening to us would think we’re a bunch of nerds, but in the best way possible.

Project & Book Updates

I’ve finished drafting the 10 Myths of CPM: How the Critical Path Method Institutionalizes Disrespect for People. Like all my books, the first draft was rough, negative, ranty, and exhausting for the reader. But after re-framing it into “myths” and shifting the tone to be positive and respectful toward people (while still critiquing the system), it’s finally where it needs to be.

Kate’s been reworking our tax planning book, adding 25 crisp, reformatted pages, updating images, and making the whole thing twice as good. When she updates a book, she doesn’t just add content; she makes the entire thing better.

We’re also moving along on Elevating Construction General Superintendents, while Elevating Construction Field Engineers is still waiting its turn. Sometimes it feels like the universe is telling us to hold that one back until it’s perfect.

On the content side, our YouTube (now blog) topics are direct responses to listener questions, which makes them perform well. And LeanTakt is growing fast, tripling sales every year. By the end of the year, the software will be better than anything else I’ve ever used.

My Goal for St. Jude

One of my long-term goals has been to contribute to St. Jude Children’s Hospital. I learned about their Dream Home Giveaway Program contractors build a home, it gets raffled off, and the proceeds help children with cancer. I now have a contact in Phoenix, and we may be able to make this happen.

Builder’s Code: Everything Visual

If it’s not visual, it’s not lean. All planning and operational tools should be clear, visible, and understood by the entire team. Visual systems get total participation, something I first learned from Paul Akers.

Temporary Climate Control in Construction

A listener from Florida asked about temporary climate control in new hospital construction and why it’s not common in other commercial projects.

I’ve done it both ways, using temporary cooling units and using permanent air handlers early. Temporary units, like the three 10-ton units we used at a cancer center, were incredibly effective and protected the permanent equipment. Using permanent systems requires installing piping, power, controls, and filters earlier than planned, which can cause schedule stress and owner pushback.

In hindsight, I often prefer temporary cooling; it relieves pressure on the schedule, protects expensive permanent units, and provides better working conditions for crews. The key is doing a proper cost and risk analysis. On one project, temporary cooling cost around $40,000, but the productivity and protection it provided were well worth it.

Climate control isn’t just about comfort; it affects moisture levels for flooring, casework, and adhesives. In humid regions like Florida, dehumidification is often just as critical as cooling. In colder regions, heating or wrapping scaffolding might be the priority.

The decision should always be based on numbers, risks, and the specific needs of the project. There’s no one-size-fits-all solution, but in many cases, temporary climate control is the smarter move.

Key Takeaway:
Temporary climate control can protect equipment, improve working conditions, and take pressure off the schedule. The smartest choice comes from analyzing cost, risk, and climate-specific needs not from following industry defaults.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Questions for a Newcomer to Construction, Feat. Charles McKenna

Posted on August 9, 2025August 9, 2025 by Danny Jiménez⁩

Read 7 min

Three Keys to Thriving in Construction: Lessons from the Field

Charles McKenna’s journey into construction wasn’t the typical straight line from school to jobsite. After serving a decade in the military, traveling the world, and gaining leadership experience, he transitioned into the construction industry, working with general contractors on federal projects and later in commercial construction. His unique perspective blending discipline, leadership, and adaptability sets the stage for a deeper discussion about how to grow in this demanding field.

1. Grind and Commit to the Long Game

No matter where you start, success in construction requires persistence. The ability to “grind” showing up, putting in the work, and sticking with it is a game-changer. Jason Schroeder emphasized that age or starting point doesn’t define your future. Whether you’re 25, 40, or even 50, there’s time to grow if you stay consistent and focused. Many top-tier superintendents and project managers reached those positions later in their careers because they invested time building skills rather than rushing titles.

2. You’re Not Too Late Build Your Tool belt First

Construction rewards those who build a complete skillset before moving up. Rushing into management roles without solid field, technical, and people skills can stall your career. Take the time to gain experience in layout, project engineering, scheduling, and leadership. The slow, steady accumulation of these “tools” often leads to faster acceleration later in your career.

3. Become Addicted to Learning

The best in the industry are always learning reading, training, and seeking mentorship. Schroeder’s challenge: aim for a book a week, or at least one a quarter. Invest in courses, certifications, and industry events. The more knowledge you have, the more value you can bring to your team.

Dealing with People: The Most Overlooked Skill

Technical skills are essential, but interpersonal skills are what make or break careers in construction. Schroeder admitted that one of his biggest early mistakes was not knowing how to deal with people. Books like How to Win Friends and Influence People helped him transform his approach. Whether you’re interacting with subcontractors, owners, or senior leadership, emotional intelligence and communication are crucial.

If you have ideas for improvement, especially early in your career, first focus on mastering existing systems and earning trust. Once people see you as competent and reliable, they’ll be more receptive to your suggestions.

Adapting to the Culture

Transitioning from a highly structured environment like the military into construction can be like stepping into the “wild west.” The culture can be messy, resistant to change, and lacking in standardized systems. The key is to integrate before innovating learn the language, processes, and relationships before trying to change them. Respect for people and their existing ways builds the foundation for introducing better methods down the road.

Technology’s Slow but Steady March

While tools like BIM, VDC, drones, and AI have the potential to revolutionize the industry, adoption is often slow due to budget constraints, cultural resistance, and the steep learning curve for veteran leaders. The most successful future superintendents will combine old-school builder knowledge with cutting-edge technology and lean principles. If you’re passionate about innovation, seek companies that encourage experimentation and are willing to invest in tech driven solutions.

Key Takeaway:

Success in construction comes from a combination of grit, continuous learning, and people skills. Master the basics, adapt to the culture, and build trust before introducing change. The leaders who thrive are those who balance traditional craftsmanship with modern technology and never stop sharpening their skills.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

What Is A Construction Site Waste Management Plan?

Posted on August 9, 2025August 9, 2025 by Danny Jiménez⁩

Read 8 min

Construction Site Waste Management Plans – A Complete Guide

What is a construction site waste management plan?

I covered this topic a long time ago, but after receiving new questions about it, I wanted to revisit it with a fresh perspective that can truly expand the way we think about waste on the jobsite.

This isn’t just about keeping things tidy, it’s about logistics, efficiency, safety, and schedule. Let’s break it down.

What a Waste Management Plan Includes:

A proper waste management plan should go beyond “where the trash goes.” It should clearly define:

What is waste vs. what is recyclable.
Specific categories like steel recycling and how to handle proceeds from it.
Locations for waste and recycling bins.
Haul routes and hoisting plans for moving materials from work areas to disposal points.
Strategies to prevent waste through pre-kitting, prefabrication, and modular building.
Plans for reusing materials without overstocking inventory.
Clear processes so workers and foremen can remove waste efficiently on a schedule, using Kanban or signal systems so dumpsters never overflow.

Lessons from Experience:

I didn’t fully appreciate the importance of waste management until I experienced:

Tight urban sites (like a zero-lot-line laboratory project) where we had to pre-cut and pre-kit materials to reduce waste by 20%, with efficient trash chutes and Kanban-based emptying schedules.
Multifamily projects where the speed of production meant trash removal logistics became a major constraint.
- In these cases, scrapout units were essential.
- Waste removal needed to be scheduled and choreographed to keep the forklift and dumpsters from becoming bottlenecks.

Waste management isn’t just about disposal, it’s about maintaining production flow.

Setting Up Waste Zones Without Slowing Production:

Many believe trades will move through a building only once. Reality says otherwise.

First pass: Main production flow of trades.
Second pass: Necessary to close up hoist areas, remove staging from floors, complete leaveout rooms, and handle scrapout units.

By planning for a secondary flow from the start and buying it out you ensure scrap removal doesn’t interfere with production.

Who’s Responsible?

The General Contractor. Yes, lean principles encourage shared responsibility, but in practice:

The top third of people will naturally buy in.
The middle third will be neutral.
The bottom third will resist until there’s a clear standard.

As GC, set the minimum standard:

Zero tolerance for messy, unsafe, or disorganized sites.
Follow hoist and scrapout schedules exactly.
Enforce cleanliness and order while also supporting crews with the tools and environment they need to succeed.

Strict standards plus respect create a worksite people are proud to be on.

How Waste Management Helps the Schedule:

Better waste management = better production flow.

Excess materials and waste create:

Transportation waste.
Excess inventory (which gets damaged).
Defects that need fixing (overprocessing).
Waiting due to blocked work areas.

Removing waste quickly keeps paths clear, reduces rework, and allows trades to operate at full speed.

Building Waste Removal into Daily Routines:

Make waste removal part of the rhythm of the job:

Kanban/signal systems to trigger removal.
Scheduled emptying of trash cans, dumpsters, and scrapout units.
Include waste removal planning in the afternoon foreman huddle.
Keep it visible on the logistics plan.

This ensures waste removal happens proactively, not reactively.

Final Advice:

A remarkable waste management plan is:

Planned in detail.
Enforced consistently.
Improved continuously using PDCA (Plan, Do, Check, Adjust).

Display the plan visually in your conference room, discuss it daily in huddles, and make it a part of your project’s culture.

Get waste out of the way, fast, clean, and on schedule and your entire project will benefit.

Key Takeaway:

An effective construction site waste management plan isn’t just about disposing of trash, it’s about preventing waste, removing it efficiently, and integrating the process into daily operations. When waste is minimized, well-coordinated, and quickly cleared from the site, production flows faster, safety improves, and the entire project runs more smoothly.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

When Standardization Stifles Innovation on the Jobsite

The Danger of Over-Standardization

Our Rule at Elevate Construction

What I’d Do in Your Shoes

You Have Leverage

Bottom Line

Why “The Trades Agreed to It” Isn’t Enough

Why It’s Often a False Safety Net

What Agreement Should Mean

Our Responsibility as General Contractors

How Bomb Disposal Can Teach You to Run Better Remote Meetings

Why It Works Everywhere

The Core Principle: One Activity Frame

How to Handle Horizontal Buildouts in Takt Zone Planning

1. Work Ahead of the Takt Sequence

2. Assign Multiple Wagons

3. Leave Built-In Comeback Areas

4. Change Zone Sizes by Phase

5. Mix Methods for Flexibility

Innovation Has a Starting Point, Don’t Reinvent the Wheel.

The Problem with Reinventing the Wheel

A Better Approach

My Starting Point

The Danger of Innovating Just to Be Different

Stability Breeds Innovation

Why Baseline Strategies Beat Baselines Every Time

Why I Don’t Like Baselines

Enter the Baseline Strategy

The Rules of a Baseline Strategy

Being an Influencer Doesn’t Give You the Right to Be Mean

The Taylor Swift Example

Critique vs. Personal Attack

My Reality as a Creator

The Bigger Problem

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General Training Overview

Superintendent / PM Boot Camp

Takt Production System® Virtual Training

Onsite Takt Simulation

Foreman & Field Engineer Training

Testimonials

Testimonials

agenda

Day 1

Foundations & Macro Planning

day2

Norm Planning & Flow Optimization

day3

Advanced Tools & Comparisons

day4

Buffers, Controls & Finalization

day5

Control Systems & Presentations

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UNDERSTANDING THE TRAINING

VALUE AND RESULTS

PLANNING AND SCHEDULING TOPICS

APPLICATION & TEAM ADOPTION

VIRTUAL FORMAT & ACCESSIBILITY

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GENERAL FAQS

CURRICULUM & OUTCOMES

LOGISTICS & FORMAT

PRICING & VALUE

SEO-BASED / HIGH-INTENT SEARCH QUESTIONS

agenda

Day 1

Agenda

Outcomes