You Are Not Authorized To Overburden Resources

Posted on September 11, 2025September 11, 2025 by Danny Jiménez⁩

Read 8 min

A Message on Balance and Silent Treason

This blog is deeply personal and directed to my teams at Elevate, Lean Built, and Lean Takt, but I also hope it resonates with anyone in construction or leadership.

I am proud of what we have built together. We have created companies where people are encouraged to take unlimited PTO, where naps are allowed, where balance is not only valued but enforced, and where productivity never comes at the cost of a person’s well-being. We have rules in place to prevent overburdening. Nobody is allowed to work more than 48 hours a week. We do not contact people on weekends. Pod leaders are responsible for making sure workloads are leveled, and our directors review weekly work plans to ensure balance.

Despite all this, I have recently heard comments suggesting that our people work too much or that the company does not respect personal time. Let me be clear. That is false. It is not only false but dangerous. It is what I call silent treason.

The truth is that we are fighting against generations of conditioning. Many of us were raised to believe that working harder and longer automatically equals value. We learned to push ourselves past the point of balance, to feel guilty when we rest, and to equate exhaustion with dedication. That conditioning does not belong in our companies. Our only challenge is not that leaders are overburdening people but that individuals sometimes bring that old cultural habit into an organization that is intentionally built for balance.

I care deeply about this. I care so much that I personally track PTO, ask people to submit their time off schedules, and coach them to rest. I have even threatened to send people home if they refuse to take time off. That is how much balance matters to me. I do not do this out of anger but out of a passionate belief that without balance, burnout will follow. Burnout hurts not only the individual but the entire team.

So if someone in our organization feels overworked, I will say this plainly: you are not following the rules. You are not speaking up. You are not respecting the culture we have built. And when you do this, you hurt others because you set a bad example, you spread negativity, and you perpetuate a culture of imbalance. That is why I call it silent treason.

At Elevate, Lean Built, and Lean Takt, you have no authority to overburden yourself or others. You have no authority to skip PTO. You have no authority to work past the legal maximum hours. You have no authority to say nothing and quietly burn out. If something feels unmanageable, the responsibility is to speak up. We will always help. We will always rebalance. We will always support each other.

Balance is not optional here. It is mandatory. It is part of our values, our systems, and our commitments to one another. This is not about silencing complaints. It is about making sure that when an imbalance arises, it is surfaced immediately so it can be addressed. The most dangerous thing is not a heavy workload. The most dangerous thing is staying silent, choosing to suffer alone, and then blaming the company.

To my team and to anyone listening in construction, I ask this: go home. Cut your hours. Cap your time. Set an example. If you do, you will discover new ways to work smarter, you will delegate, you will improve, and you will grow into a leaner and more remarkable professional.

The industry does not need more martyrs working themselves into the ground. It needs leaders who protect balance, model rest, and empower others to live sustainably. At Elevate, we will never accept overburdening as normal. Not for our people, not for our trade partners, not for anyone. That is our standing order, and it will never change.

Key Takeaway

Balance is non-negotiable. If you feel overworked in an organization designed for balance, the responsibility is to speak up, adjust, and stop the cycle of silent treason.

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

Own the Outcome with the Foremen

Posted on September 11, 2025September 11, 2025 by Danny Jiménez⁩

Read 8 min

Owning Expectations with Foremen

One of the most powerful lessons I have learned in leadership is the need to own expectations in relationships, especially with foremen. This idea came to me recently during a coaching conversation with an employee who was struggling with conflict at work. The back-and-forth finger pointing reminded me of a principle from Jocko Willink: extreme ownership. Even if you feel justified in your behavior, it is often more productive to own the relationship, take responsibility, and do what you can to repair it.

I shared a personal story. Growing up as an only child, I had a bad habit of throwing people away. When things got tough or criticism came my way, I would shut down, walk away, or end the relationship. That pattern followed me into adulthood until I realized how destructive it was. If it were not for my wife Kate, who has consistently extended grace, calmed me down, and worked to bring me back into alignment, we might not be married today. She taught me that sometimes the other person needs you to be the one who steps forward, not the one waiting for an apology.

That same principle applies to how superintendents and project leaders work with foremen. Too often, leaders complain that a foreman is uncooperative, late, difficult, or even hostile. It is easy to dismiss them as the problem. But when you pause and look deeper, you see a different picture.

Most foremen in our industry have endured years of mistreatment. They have been yelled at, blamed for failures, and pushed aside. Many have had to work in poor conditions without basic facilities. They have been bossed around by people with less experience who showed little respect for their craft. They have had payments delayed, sometimes for months, and they have carried the weight of dragging general contractors across the finish line. They have seen fake leaders, phony lean efforts, and toxic behaviors all while trying to deliver results for their crews.

Knowing this, it should not surprise us when a foreman does not immediately trust, collaborate, or assume the best about us as superintendents. They may carry scars from years of abuse. They may have learned to be defensive. In that moment, you may be justified in saying their behavior is unacceptable. But being justified does not always solve the problem. Sometimes, like in a marriage, you must be the one to step forward, extend the olive branch, and broker a new way forward.

This is why I believe owning the expectations with foremen is one of the most critical responsibilities we have as leaders. We cannot assume that foremen will automatically buy into our systems, trust our intentions, or engage with enthusiasm. We must build that relationship. We must show respect, consistency, and integrity. We must demonstrate that our words match our actions. And when conflict arises, we must take responsibility for guiding the relationship back on track.

The reality is that trade partners often carry projects across the finish line despite incompetence from large contractors. I have seen multimillion-dollar projects run poorly at the general contractor level but succeed only because strong foremen and trades refused to let them fail. That should be humbling. It should remind us that much of our success is built on the shoulders of trade partners and foremen who grind every day to make it work.

So the next time you are frustrated with a foreman, pause. Ask yourself if you are waiting for them to apologize or if you are willing to take ownership of the relationship. Remember their history, their challenges, and their importance to the success of the project. Then step forward, initiate the conversation, and build the bridge.

Owning expectations with foremen is not just a leadership technique. It is an act of respect, humility, and wisdom. It creates stronger relationships, better collaboration, and ultimately more successful projects. And it starts with us.

On we go.

Key Takeaway

Owning expectations with foremen means taking responsibility for the relationship, respecting their struggles, and leading with humility to build trust and success.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Obeya Rooms

Posted on September 11, 2025September 11, 2025 by Danny Jiménez⁩

Read 7 min

Obeya Rooms and the Power of War Rooms

Recently I came across a term that caught my attention during a conversation with a lean coach. He kept saying Obeya Room, and at first, I had no idea what that meant. After some quick research I discovered that Obeya, which comes from Toyota, refers to what many call a big room or war room. These are collaborative spaces designed to enhance communication, coordination, and problem solving. The idea instantly resonated with me because every time I imagine improving operations on a project, I think of these kinds of spaces.

I remember working with a large data center project where I proposed setting up dashboards in the middle of their office as a war room. From this central location the team would be able to see real time information, track performance, and make decisions together. Although internal politics kept that proposal from moving forward, the vision was clear. Without a centralized space for collaboration and visibility, projects often drift back into old habits like CPM scheduling and scattered communication.

The purpose of an Obeya Room is simple but powerful. It brings people together for direct communication rather than relying on endless emails. It provides visual management with charts, boards, graphs, KPIs, and timelines so the whole team can clearly see progress and problems. It creates a space for problem solving, where tools like whiteboards, markers, sticky notes, models, and digital displays can help teams visualize solutions. And it gives the team agility, allowing them to quickly adjust when challenges arise.

When creating an Obeya Room, its location should be central and large enough for interaction. The layout must encourage movement and collaboration, with zones for planning, tracking, and brainstorming. Visual tools should be organized in a flow that makes sense, from whiteboards and bulletin boards to digital dashboards. Technology like video conferencing and project management software can support remote and hybrid teams. Each zone should have a clear purpose so participants know if they are looking at planning, performance, problem solving, or new ideas.

The applications of Obeya Rooms are nearly endless. They are ideal for standup meetings, daily huddles, weekly tactical sessions, design clusters, scrum groups, and cross functional collaboration. They create transparency for decision making, foster creativity, and support a culture of continuous improvement. Most importantly they help projects stay focused, coordinated, and efficient.

What excites me most about the concept is how it redefines the way we view project spaces. Instead of only thinking about conference rooms or open office areas, we can intentionally design war rooms that serve as hubs of collaboration and innovation. Every job site and every corporate office that manages projects should have an Obeya Room. They represent more than just a physical space, they embody a mindset of communication, visibility, and shared ownership.

So the next time you are thinking about how to take your project to the next level, remember the power of Obeya Rooms. Create a space where your team can see together, think together, and build together. That is how we elevate our industry.

On we go.

Key Takeaway

Obeya Rooms give teams a central hub for communication and visibility that drives collaboration, agility, and continuous improvement.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Be Careful What You Teach

Posted on September 11, 2025September 11, 2025 by Danny Jiménez⁩

Read 8 min

Be Careful What You Teach

I recently received feedback from a listener who shared how much he enjoys the blog and asked a powerful question: how do you make sure you are learning and growing the right way when you are thrown into leadership roles without proper training? He described his path from commercial roofing into a superintendent role and the struggle of feeling like he is figuring things out without real guidance.

This is a situation far too common in our industry. Too many supers are put in charge without proper development, and companies skip over critical training paths like project engineer or assistant superintendent. When this happens, the risk is not only to the individual’s career but to entire projects, teams, and the industry at large.

My advice is clear. If you cannot find the right contractor with the right culture and training, then you must invest in yourself. Read the baseline curriculum such as Elevating Construction Superintendents, Elevating Construction Senior Superintendents, Elevating Construction Foremen, The Goal, Two Second Lean, The Toyota Way, Critical Chain, How Big Things Get Done, and Built to Fail. When ready, attend courses like the Takt Production System course and the Super PM Bootcamp. The biggest investment you can ever make is not in real estate, stocks, or even retirement savings. The biggest investment is in your mind.

Your knowledge and ability to add value are permanent. They are what allow you to contribute whether in business, in a company role, or with your family. That is why I have always pursued certifications, training, and books relentlessly. But knowledge alone is not enough. Knowledge combined with action is power. Even small steps of implementation, tested for at least six weeks at a time, are what transform learning into lasting capability.

Which brings me to today’s main topic. Be careful what you teach. Because what you teach will stick.

I was recently driving in Texas and could not believe how poorly designed the roads were compared to places like Phoenix, which has a thoughtful and intentional system. My conclusion was simple. At some point, someone thought a bad design was a good idea. Then others copied it, and now it has stuck for generations. The same thing happens in construction. We live with CPM because two men had an idea and it stuck. We have harmful systems and practices in society that stuck the same way. Once something becomes precedent, it shapes behavior, decisions, and outcomes for decades.

That is why leaders at every level must be cautious about what they teach and model. Company owners must be intentional about values and culture because those will stick. Department leaders must be clear about priorities and respect because that will stick. Project leaders must treat trade partners with fairness because that will stick. Senior supers and PMs must not pass down bad habits because those will stick. And I must be careful on this blog because what I teach may stick.

Teaching without knowledge is dangerous. It is like giving teenagers badges and guns and telling them to be police officers. Yet this is exactly what happens when we put untrained leaders in charge of hundred million dollar projects. The consequences are real and often damaging.

The safeguard is to embrace review and iteration. At Elevate, we believe the more red marks, the better. Every book, system, and framework we publish goes through dozens of reviews and iterations. Takt steering and control boards, the integrated production control system, and our courses all reached their current form only after 25, 30, or even 50 iterations. We vet, we seek input, we refine until what we teach has real strength behind it.

The lesson is simple. Be careful what you teach, because it will stick. Teach only what is grounded in knowledge, vetted by feedback, and refined by practice. Do not pass down broken systems or untested ideas. Build leaders and systems that will last, because the future of our industry depends on it.

On we go.

Key Takeaway

What you teach will stick, so only pass on what is true, tested, and worthy of shaping the next generation.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Seeing & Learning

Posted on September 11, 2025September 11, 2025 by Danny Jiménez⁩

Read 9 min

Expanding the Definition of Lean: Seeing and Learning

This week brought a few exciting updates. The Elevating Construction Foreman book is now available in Spanish, both in print and audio. That means crew leaders can study these concepts in their own language, whether English or Spanish, and truly grasp how to integrate with the Last Planner System and follow a takt rhythm in flow. The takt planning book also received a refresh, with edits, additions, and formatting updates. One major change was replacing the word “schedule” with “production plan,” a critical shift in thinking that reinforces the focus on flow. These resources are here to help construction leaders everywhere improve their craft.

As I was reflecting on these updates, I also received some feedback that hit close to home. My parents shared that a neighbor noticed the whiteboard in their garage with my notes on it, and he was impressed by the concepts. He later found Elevate Construction online and commented on how clear and helpful the teaching is. Feedback like that is humbling and motivating. It is a reminder that the principles we discuss matter, and they resonate with people who want to build better.

This leads into today’s topic, which is both a shoutout to Kate, our CEO, and an expansion of how we define lean. Kate has spent over 20 years raising our family of eleven children, managing budgets, navigating challenges, and creating stability. That experience is leadership at the highest level. Today, she runs Elevate Construction as CEO, yet there are times when she faces the stigma that women in construction often deal with, or she wrestles with moments of imposter syndrome. What I always remind her is that she has earned her role not just through her intelligence and determination, but through her ability to see and learn at a level few others can match.

When people define lean, they often talk about waste elimination, continuous improvement, or adding value. These are all correct. But I have come to realize that Lean is also about seeing and learning. Lean practices give us tools to see reality more clearly. A3s help us see root causes. Gemba walks let us see the work where it happens. Takt plans, pull plans, and production laws give us visibility into flow. All of these tools sharpen our vision so that we can learn and improve.

That is why I told Kate she is one of the strongest lean leaders I know. She sees patterns and problems that others miss, and she learns quickly. These two traits, seeing and learning are the foundation of real lean leadership. They separate those who just know the terminology from those who live the principles.

I have seen the opposite as well. Some people cling to outdated systems like CPM without recognizing the obvious flaws. If you cannot see why a system fails, it limits your growth. Others stop learning altogether. I once worked with a consultant who proudly declared that his way of teaching lean was the only way. That is not lean. True lean leadership requires constant questioning, constant learning, and an openness to seeing reality with fresh eyes.

Kate reminded me of this during the development of the takt planning book. I had created some graphics and concepts, and she told me bluntly that they were wrong. At first, I resisted, but she pushed me to rebuild the content in a clearer outline. That process led to one of the strongest frameworks we have developed: programs and projects, milestones, phases, zones, takt time, trains and trade flow, production laws, buffers, interconnections, independent activities, and first and last planner coordination. Without her ability to see and her willingness to push for learning, that book would not be what it is today.

So here is my challenge: expand your definition of lean. Do not stop at waste elimination or flow. Ask yourself if you are seeing what needs to be seen, and if you are learning as much as you can. Lean is not a static body of knowledge. It is a mindset of curiosity, vision, and improvement. If we keep seeing and keep learning, we can become the lean leaders that this industry needs.

On we go.

Key Takeaway

Lean is more than eliminating waste. It is the ability to truly see reality and to learn continuously.

If you want to learn more we have:

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On we go

You Are NOT Too Busy

Posted on September 11, 2025September 11, 2025 by Danny Jiménez⁩

Read 8 min

How to Fix Being Too Busy in Construction

One of the most common excuses I hear in construction is “I am too busy.” Too busy to plan. Too busy to organize. Too busy to attend training. Too busy to implement lean. The problem with this mindset is that it keeps people trapped in a cycle of chaos. The truth is that being “too busy” is rarely the real problem. The real issue is a failure to follow the fundamentals.

Recently a young superintendent reached out with a great question. At only 21 years old, he found himself thrown into the fire, trying to manage projects without the proper training or mentorship. He worried that his current environment might harm his long term growth. My advice to him was simple: do not wait for the industry to hand you the perfect training program. Instead, take control of your learning. Read books, listen to blogs, study, learn, and implement what you learn step by step. Do not fall into the trap of learned hopelessness.

This ties directly into today’s bigger topic. Too many people in construction blame busyness for why they cannot improve. “I would use takt planning, but I am too busy.” “I would get organized, but I am too busy.” “I would go to training, but I am too busy.” The cycle repeats endlessly. Yet the solution is right in front of us, and it is not complicated.

Leaders like Paul Akers have been teaching this for years. He emphasizes fundamentals like keeping your area clean, organizing daily, applying 5S in the morning, and making two second improvements that steadily remove waste. He insists on personal organization systems like David Allen’s Getting Things Done so that people can focus with clarity. When I interviewed Paul on this blog, he explained that he expects his team to use these systems. Why? Because without them, people will always claim they are too busy while failing to address the root problem.

Construction will never slow down. Deadlines will always be tight. Developers will always push for earlier completion. The environment will not change, so the only solution is to master the basics that give us stability. Think about that common image of workers pushing a cart with square wheels. They are too busy to stop and change to round wheels, even though the round wheels would make everything easier. That is exactly what happens when we avoid the fundamentals.

So how do you actually fix being too busy?

First, make training non negotiable. Even if it feels like stepping away from work slows progress, the long term gain is always greater. Every training equips you to master your environment.

Second, adopt a personal organization system. You need a planner, a to do list, and leader standard work. Without them, you will always be chasing tasks instead of controlling them.

Third, cap your hours. Working excessive overtime is not a badge of honor. It is often a mask for inefficiency and poor systems. There is a direct correlation between overwork and incompetence. If you were truly in control of your processes, you would not need endless hours to catch up.

Finally, seek help. Do not shoulder everything yourself. Leverage your team, your trade partners, consultants, and mentors. Great leaders build capacity through collaboration, not isolation.

The next time you catch yourself saying “I am too busy,” stop and ask what fundamental you are neglecting. Busyness is not the enemy. The real danger is letting busyness be an excuse for not improving. The tools are within your control. By mastering the basics, you create flow, stability, and freedom from chaos. That is the only sustainable way forward in construction.

On we go.

Key Takeaway

Being too busy is not the problem. Neglecting the fundamentals is. Master organization, training, and flow to break free from chaos.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Doing the Impossible

Posted on September 11, 2025September 11, 2025 by Danny Jiménez⁩

Read 8 min

Why You Should Never Ask for the Impossible in Construction

I recently came across a comment from an owner during a project discussion that left me stunned. The owner, in a calm and even slightly sarcastic tone, said, “I just want to know that the team is doing the impossible.” That one sentence perfectly captured one of the most damaging misconceptions in construction. The idea that pushing people to accomplish the impossible somehow demonstrates commitment or dedication is not only misguided, it is dangerous.

Before I get into why, let me share a quick thought that ties into this conversation. There is a saying I have heard over the years: “Lost ground can be taken, lost time never.” This simple phrase is a reminder that while we can rework, rebuild, or catch up on missed scope, we can never recover lost time. Once time is gone, it is gone forever. That principle alone should guide us to protect flow and avoid unnecessary panic.

In construction, our work is not just about schedules, budgets, and milestones. It is about people, real individuals who show up every day with their bodies, minds, and energy. When leaders demand the impossible, they are effectively asking people to sacrifice safety, cleanliness, and organization in the name of speed. That never works.

I have seen it repeatedly. When projects are pushed to do what cannot be done, the workforce takes shortcuts. Safety protocols are bypassed. Job sites become cluttered. Materials pile up where they should not. Too many people get crammed into too small of a space. Quality checks are skipped. In short, chaos takes over.

Panic does not deliver results. It erodes morale and productivity. It introduces mistakes and extends the very durations we were hoping to shorten. When too much is asked, crews become frustrated, and the productivity spiral begins. Overstaffing, overloading, and over committing do not help. They harm.

Let me illustrate confidence in leadership with a personal story. When I was a teenager, my bike was stolen by a group of skinheads. My father, a tall and strong man, tracked it down. He walked right into their yard, looked them in the eye, and calmly said, “That’s my bike.” And then he took it back. He was not rude or aggressive. He was confident and clear. That is how leaders need to show up on construction sites. Not by creating fear or panic, but by calmly setting the right direction with confidence and conviction.

That same principle applies to meetings and project organization. If leaders lack confidence, they often resort to pressure tactics. They push for the impossible to mask their own insecurities. True leadership is not about forcing results, it is about creating the right environment where results flow naturally.

So let me say it plainly. If you ever hear someone say, “I just want to know the team is doing the impossible,” that is a red flag. It means the project was set up wrong. Either the end date is unrealistic, the resources were miscalculated, or the project should not have been started in the first place. It is not a badge of honor to push people beyond capacity. It is negligence.

The smart move is to align scope, resources, and time in a way that is achievable. Flow is everything. Protect the people, protect the plan, and protect the time. That is how projects succeed.

I hope this reminder resonates. Construction is challenging enough without adding unnecessary pressure. We cannot afford to confuse dedication with self destruction. The best leaders know that success does not come from demanding the impossible but from building an environment where the possible is done consistently, safely, and with excellence.

On we go.

Key Takeaway

If you demand the impossible, you destroy safety, quality, and morale. True leadership creates achievable flow, not panic.

If you want to learn more we have:

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On we go

Organizing Your Meetings

Posted on September 11, 2025September 11, 2025 by Danny Jiménez⁩

Read 8 min

Building Flow into Your Meeting System

Meetings are one of the most challenging parts of construction projects. They can either waste time or create the flow of information your team needs to succeed. Recently, I worked with a client facing a complex job with difficult phasing. Their team had plenty of meetings in place, but they were struggling to get information to the field in a way that truly supported the work.

The first instinct for most teams is to list the meetings they already have: coordination, owner’s meetings, and local leadership check-ins. But that approach misses the bigger question. Instead of asking which meetings exist, we need to ask how information flows to the field.

When I reframed the question, the group realized their system was backward. They were focusing on agendas and historical habits rather than flow. That was the turning point.

From Meetings to Flow

Here is how information needs to move in a lean meeting structure. First, the team needs time to organize, balance responsibilities, and ensure coverage. Without this step, people cannot plan or execute effectively. Next comes strategic planning and aligning procurement. This step ensures the big picture is clear.

From there, the trade partners get involved. Pull planning, look-ahead planning, and weekly work planning are the heartbeat of collaboration. Once those are established, the plan should be reviewed with the client in the field, adjusted as needed, and then taken into the OAC meeting for reporting. Finally, everything cascades into daily huddles with foremen and workers.

This sequence may sound simple, but it flips the traditional approach. Instead of working from standing agendas, you design meetings around the natural flow of information and permissions.

The Breakthrough

With the client team, I drew out a three-week timeline and asked when meetings should happen to create flow. That question sparked the breakthrough. Suddenly they saw it. Team planning on Thursday afternoon, trade partner meetings on Monday morning, client field check-in Monday afternoon, OAC on Tuesday, and then weekly work plan execution followed by daily huddles.

This system created clarity. Instead of isolated meetings, the team now had a rhythm that carried information from leadership to the foreman and ultimately to the workers. We went on to design agendas, visuals, and deliverables for each step. By the end, the group could see how their meetings were supposed to be organized and why it mattered.

Why This Is So Hard

Organizing meetings by flow is one of the hardest tasks on a project. Most companies have ingrained habits based on tradition, not on what actually supports the work. It feels natural to schedule meetings around availability, leadership preferences, or company templates. But that creates gaps and delays where information dies before it reaches the field.

True lean meeting systems are built backward from the foreman. The question is always: how do we ensure crews get the right information, permissions, materials, and support at the right time? Every meeting should serve that flow.

A Word on Quality

This idea connects directly to quality management. Having a checklist or a preconstruction preparation process is not enough if it is not followed. Just like a restaurant can repeat back your order multiple times and still get it wrong, a project team can have checklists and still fail if they do not flow the process to the field. Implementation is what counts.

Final Thoughts

Meetings are not about checking boxes or keeping up appearances. They are about designing flow. If your project is struggling with miscommunication, missed deadlines, or repeated issues in the field, take a hard look at your meeting system. Ask whether it is designed around flow or habit.

This is one of the hardest challenges you will face as a construction leader, but also one of the most rewarding. When meetings deliver the right information to the right people at the right time, your project will run smoother, your teams will feel supported, and your workers will succeed.

Key Takeaway

Meetings must be designed around flow, not tradition. When information reaches crews at the right time, projects thrive.

If you want to learn more we have:

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On we go

Lean Requirements for a Mega Project

Posted on September 11, 2025September 11, 2025 by Danny Jiménez⁩

Read 9 min

Essential Lean Inclusions for Mega Projects

When owners or their representatives hire contractors for mega projects, there are certain inclusions that must be built into the contract if they want to ensure true lean success. These are not just optional extras. They are the foundation of building safely, efficiently, and with respect for people.

At the heart of lean is a mindset. If the owner and the owner’s rep do not understand the lean paradigm, the contractor has no chance of succeeding. Respect for people must come first, from scheduling to team culture. Without that foundation, the systems and tools that follow will never deliver their full potential.

Planning the Project the Right Way

Contractors must be required to plan the project visually, iteratively, and thoroughly before starting work. This goes beyond simply submitting a schedule. It means creating macro level takt plans, logistics maps, and zone maps early in preconstruction. It means multiple rounds of iteration and alignment with the design team. It means risk reviews and fresh eyes meetings to identify issues before breaking ground.

This level of preparation ensures that builders are aligned and ready for success. Without it, the project risks falling into the trap of poor sequencing, reactive changes, and avoidable delays.

Building the Right Team

Lean contracts should require contractors to embrace team-based leadership models like those taught in Patrick Lencioni’s books: The Motive, The Five Dysfunctions of a Team, Death by Meeting, and The Advantage. These principles guide leaders in creating balanced, accountable teams where individuals can thrive and contribute.

A strong team culture translates directly into project performance. When leaders know how to foster trust, clarity, and accountability, the workforce can operate at its best.

Production Planning and Supply Chain Management

Another critical inclusion is a real production plan. A schedule is not enough. Contractors must have the ability to use systems like the Takt Production System and the Last Planner System to plan, monitor, and adjust production flow.

Supply chain management must also be proactive. Prefabrication and just-in-time logistics can prevent the chaos of bottlenecks and shortages. Models like those used on Terminal 5 in England show how this approach leads to remarkable results.

Respecting and Supporting the Workforce

Contracts must explicitly require high standards for workforce care. This includes clean and safe bathrooms, shaded and equipped lunch areas, huddles and communication systems, celebrations, and clear onboarding processes. Workers must feel respected in every aspect of the jobsite environment.

This requirement goes beyond compliance. It reflects the belief that respecting people drives performance, morale, and safety.

Training and Continuous Improvement

Training cannot be left to chance. Contractors should be required to provide takt and Last Planner training as well as leadership training for superintendents, project managers, and foremen. This ensures that the systems and processes outlined in the contract are actually implemented on the ground.

The best systems mean little if people do not know how to use them. Training builds the capability needed to execute successfully.

Structural Requirements

Owners should avoid design-bid-build for mega projects. Instead, lean projects thrive under integrated delivery models like IPD, design-build, or IPD light. These structures encourage collaboration, shared risk, and shared reward.

Contracts should also insist on best value procurement rather than lowest bid. The cheapest option rarely delivers the best results in complex lean projects.

Another requirement is an Obeya or war room where the full production plan can be seen and managed by executives, scrum teams, and leaders. This visibility allows for better decision-making and flow management.

Finally, there must be enough personnel in the field to monitor quality and support the workforce. Stretching superintendents too thin undermines both quality and safety.

Results That Speak for Themselves

When these inclusions are in place, the results are remarkable. Contractors who implement them consistently deliver projects that are clean, safe, organized, and financially successful. Worker huddles, takt plans, and collaborative leadership make it possible to hit milestones while maintaining morale.

On the other hand, contractors who avoid these practices often struggle with disorganized jobsites, missed milestones, and poor financial performance. The difference lies in whether the contractor embraces lean inclusions and applies them consistently.

Key Takeaway

Mega projects succeed when contracts require respect for people, robust planning, strong team culture, and proven lean systems. Without these inclusions, success is left to chance.

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Keeping Workers Cool

Posted on September 11, 2025September 11, 2025 by Danny Jiménez⁩

Read 8 min

Keeping Workers Cool on the Jobsite

Summer heat is no joke. I was recently out at Lake Pleasant with my kids, and even though I was in the water all day, I still ended up sunburned and overheated. What struck me was how many people around me were struggling with heat exhaustion. It made me pause and think: if it’s this tough in the water, how much harder is it for workers on jobsites in the blazing heat?

That realization hit me hard. As a former superintendent, I can say I did not do enough to keep workers cool. I admit it. I am changing my ways and want to do better because this is not a side issue. It’s a matter of safety, health, and respect.

Practical Ways to Keep Workers Cool

On our current project in Buckeye with our amazing High Street partners, we are making a deliberate effort to provide everything necessary to help workers stay safe in extreme heat. Here are some of the strategies we’re implementing and that I believe every project should adopt.

Water and Ice Everywhere
Potable water is a must, but it should not stop there. Crews need easy access to ice and coolers so they can actually refresh themselves during breaks. Electrolyte drinks are also a great way to prevent dehydration and fatigue.

Strategically Placed Cooling Options
Why not set up misting stations in the spots where workers are required to stand? Entryways, delivery areas, and lunch zones are perfect places for misters. Large cooling fans in shaded lunch tents can transform a hot break into a real recovery period.

Shift the Work Schedule
Whenever possible, start work earlier in the day. Even if it means the project leadership team has to make sacrifices, it’s worth it. By beginning in the coolest hours and taking more frequent breaks during peak heat, crews can stay safe and productive.

Cooling Stations and Trailers
Small trailers with generators, air conditioning, or strong fans provide a lifesaving option for workers who are overheating. These spaces offer quick relief and should be scattered throughout the site for easy access.

Protective Gear
Cooling towels, wide-brimmed hard hats, cooling vests, lightweight clothing, and sun protection all make a big difference. Workers should feel like they have options to protect themselves, not just OSHA minimums.

Creating a Culture That Supports Safety

Providing resources is only half the battle. The culture on a jobsite must encourage people to actually use them. Too often, workers feel pressure not to take breaks or cool off because of outdated ideas about toughness. The heat does not care how strong you are, how experienced you are, or how hard you can work. At 132 degrees on a top floor in SoCal, I saw firsthand how dangerous it can get. Heat exhaustion and heatstroke can take down anyone.

That’s why it is essential to create a culture where cooling off is not viewed as weakness. Instead, it must be treated as smart, professional, and expected. Leaders need to normalize and even encourage breaks, hydration, and cooling down.

Small Details That Matter

Sometimes it’s the little things that show whether we’re serious about worker safety. Hand wash stations and bathrooms must be shaded so workers are not burning themselves or suffering from extreme heat in such private but essential moments. Warm water that scalds hands is not acceptable.

If you were to give someone a tour of your jobsite, would you feel proud of the cooling measures in place? If the answer is no, then there’s still work to do.

Key Takeaway

Heat safety is not optional. From water and shade to culture and scheduling, leaders must take deliberate steps to keep workers cool and create environments they can be proud of.

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A Message on Balance and Silent Treason

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Be Careful What You Teach

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Structural Requirements

Results That Speak for Themselves

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Keeping Workers Cool on the Jobsite

Practical Ways to Keep Workers Cool

Creating a Culture That Supports Safety

Small Details That Matter

Key Takeaway

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