What Is The Last Planner System Look-Ahead Plan?

Posted on April 5, 2025April 5, 2025 by Jason Schroeder

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Mastering the Look-Ahead Plan: How to Remove Roadblocks and Make Work Ready in Construction

One of the most underutilized yet powerful tools in construction planning is the Look-Ahead Plan—a key component of the Last Planner® System. In this blog, we’ll explore how a well-executed Look-Ahead Plan helps trade partners prepare for upcoming work, find and eliminate roadblocks, and drive reliable production.

We’ll walk through core concepts from the book Takt, Steering, and Control (starting on page 142) and show how to bring them to life on your projects.

What Is a Look-Ahead Plan?

A Look-Ahead Plan is a short-interval planning tool that allows you to see and manage work scheduled to happen over the next 4 to 6 weeks.

I recommend a six-week window. Why? Because it gives teams enough time to:

Spot roadblocks early (by week 6).
Resolve them proactively (within 4 weeks).
Ensure the work is ready by the time it enters the Weekly Work Plan.

This approach creates a buffer zone between identifying problems and executing work—exactly what’s needed in high-variability construction environments.

The Purpose Behind Look-Ahead Planning:

According to Takt, Steering, and Control, the Look-Ahead Plan serves three primary purposes:

Make Work Ready by verifying all prerequisites are in place.
Align procurement and logistics with the work plan.
Identify and remove roadblocks before they impact field productivity.

This isn’t just about pushing a schedule. It’s about enabling the team to do their best work by setting them up for success—intentionally and consistently.

A Practical Workflow:

Here’s how to put the Look-Ahead Plan into action:

Print the plan and distribute it to trade partners.
Set a timer for 5–10 minutes.
Ask each trade to confirm that they have everything they need to execute their work in the next 6 weeks.

17-item checklist that covers essentials like:

Permits and approvals.
Field layout.
Safety and quality planning.
Access and staging.
Material availability.

If even one item is missing, it’s a roadblock—and it needs to be logged and resolved before it threatens execution.

Use IDS to Solve Problems Proactively:

Borrowing from Gino Wickman’s book Traction, I emphasize the IDS method:

Identify the issue.
Discuss it with the team.
Solve it collaboratively.

The Look-Ahead Plan gives structure to this approach, ensuring that problems are surfaced early and tackled before they snowball.

Why Time-by-Location Format Matters:

The Look-Ahead Plan should be structured in a time-by-location format—a visual way to map work across zones and time periods. This format:

Clarifies trade flow.
Shows handoffs between crews.
Aligns buffers and milestones.
Makes planning intuitive for field teams.

Each plan should clearly highlight the Weekly Work Plan area (usually outlined in red) and the Look-Ahead zone (often purple), along with zone maps, QR codes, and activity status indicators.

Look-Ahead vs. Weekly Work Plan:

It’s important to note: the Look-Ahead Plan and the Weekly Work Plan are not the same.

The Look-Ahead Plan is focused on preparation—ensuring all work is “made ready”.
The Weekly Work Plan is focused on handoffs and execution—managing who does what, when, and where.

A successful Weekly Work Plan is only possible if the Look-Ahead Plan has done its job.

How It Fits into the Last Planner® System:

Here’s how the Look-Ahead Plan integrates into the broader Last Planner® System:

Macro-Level Takt Plan: Your high-level, contractual roadmap.
Pull Planning: To define reliable workflows and trade coordination.
Look-Ahead Plan: To identify constraints and prepare work packages.
Weekly Work Plan: To manage trade handoffs and ensure reliable commitments.

The Look-Ahead Plan is the bridge between long-term strategy and short-term execution. Without it, the system breaks down.

Key Takeaway:

The Look-Ahead Plan is not just a scheduling tool—it’s a proactive system for identifying and removing roadblocks before they impact production. When used correctly, it empowers teams to make work ready, align logistics, and deliver consistent, reliable results on-site.

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.

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A Day In The Life Of A General Superintendent

Posted on April 5, 2025April 5, 2025 by Jason Schroeder

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A Day in the Life of a General Superintendent

This blog is going to be remarkable because I’m going to talk to you about what truly makes the role of a general superintendent successful—and steer you away from the watered-down expectations often pushed by the industry. If you’ve ever wondered what this role should look like, stay with us. You’re about to find out.

The Common Trap: Neutralizing the Builder

Let’s start with one of the biggest problems I see in construction companies today: taking great builders and completely neutralizing them.

What often happens is that a superintendent moves from assistant superintendent to project superintendent to general superintendent—only to get pulled into corporate tasks like proposal writing or overseeing way too many projects. The company takes someone who knows how to build and says, “Let’s cut their feet out from under them.”

Why would we do this?

If I’ve got a general superintendent who knows how to build, I’m going to let them keep building—maybe with one team or two or three max. I’m going to pay them well, and I’m not going to bury them in corporate. These are master builders, and we need to keep them doing what they do best.

Effective Visits Start with Visuals:

When a general superintendent visits a project site, it’s often reduced to a pat on the back and a “good job” if they can’t actually see what’s going on.

That’s why we need visuals. I want to walk onto a jobsite and see:

A macro-level Takt plan on one page.
Zone maps.
The current logistics plan.
The site’s organizational chart.
A risk and opportunity register.
A procurement log.

If we can’t see the plan, we can’t coach it. That’s what makes Takt planning so powerful—you get the full story visually on one page.

If a GS goes on a walk without a 6-week lookahead or a weekly work plan in hand, it’s just lip service. But with real visuals, you can dig into the schedule, review handoffs, talk about procurement, and really understand the project.

We’ve got to move away from this “paperless” nonsense that hides everything behind a screen. Let’s print the plans, put them up on the wall, and bring back real field walks.

Morning Routine: Start with the Right Energy

The general superintendent helps shape company culture—along with the CEO, COO, and leadership team. That’s why your morning routine matters.

You’re not just anyone. You’re a cultural leader.

Wake up, take care of your health and hygiene, get your coffee, say a prayer, read a business or spiritual thought, and most importantly—do box breathing. This calms your nervous system and sets your mindset. Then, say what you’re grateful for and decide what you’ll give to others today.

You can’t show up to the job angry, frustrated, or empty. Your energy transfers to the team.

Weekly Planning: Adapt and Focus

Unlike a project superintendent who can have the same time-blocked schedule every week, a general superintendent’s calendar looks different every week—especially when overseeing multiple projects.

You need a weekly work plan. Each Friday, look ahead and map out your week:

Monday: Morning prep, afternoon on-site.
Tuesday: Corporate tasks in the morning, job visit in the afternoon.
Wednesday: All day at a high-priority project.
… and so on.

Then each morning, before diving into your day, plan your schedule using that weekly template. Don’t start your day until it’s finished on paper.

Continuous Learning: Fill Your Mind

You can’t pour into your team from an empty cup.

Always be learning—listen to audiobooks or podcasts during your commute. Here are some must-reads:

Elevating Construction Superintendents.
Elevating Construction Senior Superintendents.
Elevating Pre-construction Planning.
Takt Planning, Takt Steering, and Control.
Never Split the Difference by Chris Voss.
How to Win Friends and Influence People by Dale Carnegie.
Books by Patrick Lencioni.

You need to stay sharp so you can lead well and bring valuable insights to your teams.

Field Walks & Site Engagements: Be Intentional

When you engage with a project team, it’s not just about checking in or saying “great job.”

Show up knowing what you’re looking for. Follow a system. Dig into at least three areas. Leave with clear assignments and a challenge for the team to do better.

And here’s the truth: if the site isn’t clean, safe, or under control—shut it down. Don’t tolerate poor performance. The worst behavior you allow sets the ceiling for that job’s success.

On every walk, look for progress. Keep track of what you’ve asked them to improve, and hold the team accountable.

Enable the Team: Plan, Mentor, Equip

Always ask:

Do they have a clear plan?
Is it tied to a timeline?
Do they have the right training or mentorship (maybe that’s you)?
Do they have the resources they need?

That’s your job—remove roadblocks and enable your team to succeed.

Wrap Up and Reflect:

At the end of the day, close out your assignments, do your box breathing again, and head home ready to recharge for another day.

This job can be chaotic if you don’t have a personal organization system—but if you follow these principles, it can also be one of the most rewarding roles in construction.

If you want to learn more we have:

Discover Jason’s Expertise:

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How To Manage A Construction Project During Foundations

Posted on April 2, 2025April 2, 2025 by Jason Schroeder

Read 7 min

How to Manage a Construction Project During Foundations

When managing a construction project, the foundation phase is a critical milestone. Whether it’s a basement with shoring or a simple foundation system, ensuring everything is in place at this stage sets the tone for the entire project. This blog will walk you through the key elements of foundation management, from logistics planning to inspections and double-checks.

Structural Considerations:

Before diving into construction, it’s essential to plan for structural logistics. Depending on whether your project is a steel or concrete structure, you must account for:

Laydown areas for gang forms, reinforcement, and forming systems.
Crane setup and hoisting logistics.
Concrete truck washout locations.
Staging areas for materials.

Without proper spatial planning, workflow disruptions can delay progress. Ensuring adequate space for each component prevents bottlenecks later.

Logistics Planning:

Every project requires multiple logistics plans. For foundations, having a dedicated concrete logistics plan is crucial. There are six logistics plans that should be in place:

Safety logistics.
Wayfinding and signage.
Mobilization and make-ready.
Concrete logistics (specific to this phase).
Exterior and interior logistics.
Closeout and site work logistics.

A well-structured logistics plan ensures that all site activities align efficiently, reducing delays and confusion.

The Importance of Sequencing:

Managing foundations requires a precise sequence of operations. A day-by-day analysis helps visualize site conditions and anticipate space constraints. Printing out a sequence plan for each day—especially for long foundation phases—helps track:

Reinforcement placement.
Concrete truck movement.
Pump locations.
Excavator positions.
Worker access and material flow.

Without this foresight, space constraints can lead to unexpected delays. Proper sequencing keeps the workflow efficient and prevents site congestion.

Field Engineering Teams:

Field engineering plays a critical role in foundation construction. From primary control points to layout verification, field engineers ensure accuracy at every step. Their responsibilities include:

Verifying control points and baselines.
Laying out footings and walls.
Double-checking structural elements before placement.

Regardless of whether you self-perform or subcontract, having dedicated field engineers ensures quality control. If errors go unchecked, they can snowball into costly rework.

Coverage for Concrete Placements:

Concrete placements often occur at unconventional hours—early mornings or late at night. It’s important to plan for coverage during placements, ensuring that:

Superintendents or assistants are available.
There is adequate manpower for each shift.
Operations remain seamless across all working hours.

Failing to plan for these time-sensitive tasks can result in poor execution and quality issues.

Inspections and Quality Control:

Foundations require rigorous inspections and testing to meet structural standards. Inspections should include:

Pre-pour reinforcement checks.
Concrete cylinder tests (for compressive strength).
Temperature and slump tests.
Grid leveling and floor flatness tests.

Having a dedicated inspection area and personnel ensures compliance with city, third-party, and owner expectations. This phase is the foundation for quality—getting it right now prevents problems down the line.

Double-Checking Everything:

Skipping double-checks is like playing Minesweeper—every unchecked element is a potential disaster waiting to happen. You must verify:

Survey control points.
Concrete placements and alignment.
Lift drawings and dimensions.

Unchecked errors in the foundation phase magnify over time, leading to major construction issues. Prevent this by making double-checking a non-negotiable standard.

Conclusion:

Managing the foundation phase of a construction project requires meticulous planning, sequencing, field engineering, and quality control. By ensuring a logistics plan, inspections, and proper sequencing, you set the stage for a smooth construction process.

If you want to learn more we have:

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How To Design A Trailer

Posted on March 28, 2025March 28, 2025 by Jason Schroeder

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How to Design a Construction Trailer

How to design a construction trailer—sounds silly at first, right? But the reality is, your trailer setup can make or break how well your project team plans and collaborates. It’s not just a space with desks and coffee—it’s your strategic planning area, the place where decisions are made, problems are visualized, and momentum is built. In this blog, I’ll walk you through how we designed our trailer at Lean Built, and why this seemingly small detail can have a huge impact on your project’s success.

Why the Trailer Design Matters:

Let’s start with a powerful idea: All Lean systems are seeing systems. If you can’t see the problem or the plan clearly, you’re not truly working Lean. Page 276 of the book Elevating Preconstruction Planning breaks down how your meeting flow should inform your trailer layout. The principle is simple—map your visuals to match the way you want information to flow in your meetings.

Think:

Where do your boards go?
Where are the TVs or projectors?
Where do trade partners interact with zone maps or logistics plans?

When you organize your space around the natural flow of conversation and problem-solving, you create a space that drives clarity, alignment, and faster decisions.

What We Did at West Fillmore:

To show you what this looks like in action, let me share version two of our trailer design from a real $120M multi-family project. We’re using a double-wide trailer (yes, we needed permits), and we’ve laid it out with clear zones for different functions:

Coffee + Snack Area: Because taking care of your trades matters.
Planning Table with a Central Model: Either 3D printed or handmade, this model keeps everyone grounded in the same physical reality.
Dry Erase Walls + Projectors: These walls support visual planning—boards, schedules, logistics, and everything else the team needs to see.
Open Office Space: I’m a big believer in this layout for team energy and communication.

Outside, we’ve designed an open worker huddle area to cascade information directly to the crews. Every element is intentional and tied to the project’s visual and communication flow.

How Information Flows:

Let’s break down the real magic: the flow of information. Here’s how we do it:

Trades mark up roadblocks on zone maps.
We bring up visuals like the norm level production plan or procurement logs on the projectors.
Boards and visuals are used during meetings—team tactical, strategic procurement, trade partner huddles, etc.
All that information is communicated clearly to the workers via the huddle boards.

The key here is sequence and visibility. Every step leads logically to the next. Everyone knows what’s happening and why.

The Visual Map of Our Trailer:

Here’s a hot spot overview:

Pull Planning Wall.
Team Wall.
Visual Wall for Project Info.
Open Team Space.
Expo-covered Zone Maps.
High-End Projectors with Whiteboard Walls.
Worker Huddle Area.

And yes, all of this is arranged in a way that supports how we plan and execute together. That’s the essence of Lean trailer design.

Final Thoughts:

If your trailer isn’t Lean, your project won’t be either. Make it intentional. Design it so everyone can see as a group, know as a group, and act as a group.

If you want to learn more we have:

Discover Jason’s Expertise:

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What Is An A3 In Lean?

Posted on March 27, 2025March 27, 2025 by Jason Schroeder

Read 7 min

What Is an A3 in Lean?

Welcome to the blog! Today, we’re diving into a powerful Lean tool that helps teams make clear, effective decisions: the A3. I’ll walk you through an example we recently used on one of our Lean-built projects and show you how this format can simplify your work and improve outcomes.

So what exactly is an A3? At its core, it’s simply a paper size—sounds silly, right? But the idea is profound. Instead of relying on hundreds of pages or scattered documents, the A3 format allows you to tell a complete story on one page. It’s a seeing tool—because in Lean, if you can’t see it, it’s not Lean yet.

In this blog, I’ll also reference page 257 of the Elevating Pre-construction Planning book, where the A3 concept is discussed in detail. We’ll go through the structure and format we use and show you how you can apply it in your own work to tackle big issues with clear, collaborative decision-making.

The Power of One Page:

You don’t have to stick to 8.5×11—you can use 11×17, 18×24, even 36×48. The size isn’t the point. What matters is: Can everything be shown on one page in a way that helps your team understand the problem, align on goals, and make a decision?

Patrick Lencioni said that if you can get an organization rowing in the same direction, you can dominate any industry, anytime. The A3 helps us do exactly that. It’s used primarily for problem evaluation, but also works well for:

Integrated Project Delivery (IPD) efforts.
Business and design decisions.
Strategic planning.
Scheduling.
Complex project issues.

Key Elements of an A3:

Here’s the typical structure of an A3:

Problem Statement.
Current State Analysis – Gives essential background and context.
Goal – What are we trying to accomplish?
Root Cause – The most critical element; understanding why the problem exists.
Proposed Countermeasures – Options to address the root cause.
Plan of Action – Once a path is chosen, lay out the next steps.
Follow-up & Evaluation – Don’t let the effort die—track results and close the loop.
Reflection & Learning – What did we learn, and how can we improve?

Real Project Example: Switchgear Decision:

Let me walk you through a real A3 we created for a switchgear procurement issue. This was not an easy process—we had to weigh multiple options:

Wait for APS approval.
Order immediately through a trade partner.
Order through a wholesaler.

We built out the A3 by including:

Root cause and current state analysis.
A side-by-side comparison of the options.
Timelines and pros/cons for each.
Clear visuals to support decision-making.

Although “choosing by advantages” typically avoids listing cons, in this case, we needed the owner to fully understand the risks. With everything laid out on one page, they were able to quickly select option three—no back and forth, no delays, just clear action. Today, we’re executing that decision on our project with great results.

Why A3s Matter:

This tool helped us tell a complete story, anticipate objections, and prepare the team. By the time we presented it to the owner, they were able to evaluate and act without confusion or delay. That’s the power of a well-crafted A3.

We need to use this tool more in construction. Not as a criticism of our industry, but as a way forward—because Lean tools are all about seeing, understanding, and acting together.

If you want to learn more we have:

Discover Jason’s Expertise:

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A Day In The Life Of A Project Engineer

Posted on March 27, 2025March 27, 2025 by Jason Schroeder

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A Day in the Life of a High-Performing Project Engineer

If you’re aiming to grow into a project manager and eventually lead high-impact projects, this blog is for you.

Let’s be clear — this isn’t about what a project engineer typically does. It’s about what a successful, growth-minded project engineer should do every single day to thrive in their role and build a remarkable career.

This daily pattern isn’t just advice — it’s part of a proven system that shapes how great project teams operate. Let’s walk through what a truly productive day looks like.

Rethinking the Role: More Than RFIs and Submittals:

Many project engineers fall into the trap of thinking their job is all about paperwork — RFIs, submittals, pay applications, change orders. While those are part of the role, they aren’t the purpose.

A great project engineer focuses on the Trade Partner Preparation Process (TP3) — a system designed to guide trade partners from planning to final execution. This includes:

Trade buyout.
Pre-mobilization.
Preconstruction/preparatory meetings.
First-in-place inspections.
Follow-up inspections.
Final inspections.

In firms like Hensel Phelps, this is known as the “six-step process.” Your job is to help trade partners plan, build, and finish — and the tools you use (RFIs, submittals, meetings, sketches, field walks) are just a means to support that mission.

Start Strong: The Morning Routine:

A successful day starts before you arrive on site. A consistent morning routine helps center your mindset and boost your performance. I recommend:

Waking up early.
Practicing box breathing to calm and focus your mind.
Listening to something educational or inspiring on your commute — like books from Patrick Lencioni or Dale Carnegie.

Use your commute wisely:

On the way to work: absorb something that makes you better at your job.
On the way home: listen to music, fiction, or something relaxing to disconnect.

Your growth depends on constant learning — the world will reward you in direct proportion to how much you’re learning and applying.

Weekly Flow: A Strategic Meeting Rhythm:

Once you arrive on site (around 7:00 AM), your week should follow a structured cadence:

Monday:

Team Meeting.
Strategic Planning & Procurement.

Tuesday:

Trade Partner Weekly Tactical Meeting.

Daily (Afternoons):

Foreman Huddles.

As a project engineer, you should be at both the daily team huddle (usually around 8–9 AM) and the afternoon foreman huddle. Why? Because you’re feeding the trades the resources and information they need to succeed — and you can’t do that from behind a desk.

Daily Workflow: What a Great Day Looks Like:

Here’s what a productive day looks like from start to finish:

Time Block Your Day:

Before anything else, plan your day on paper. You shouldn’t begin working until you’ve clearly mapped out your priorities.

Join the Daily Team Huddle:

Report your plan, coordinate with others, and adjust based on feedback. This is your chance to sync up with the field team and make sure priorities align.

Execute Your Work:

Aim for an 80/20 balance:

80% office (coordination, documentation, support).
20% field (walks, coordination, trade support).

Field time is where you gain real-world context and build relationships with foremen and superintendents. Don’t be a “desk-only” engineer.

Be Proactive: Don’t Wait to Be Asked:

Here’s a story that illustrates a common mistake:

I once knew a project engineer who had been in the same role for eight years. He didn’t speak up, never volunteered, and kept to himself. When I encouraged him to take on more responsibility, he said, “I know my worth. I don’t need to prove it. People will see it.”

He’s still a project engineer today.

If you want to grow, you have to volunteer, lead, and build relationships. That’s how you transition from task-doer to team leader.

Afternoon Rhythm: Planning for Tomorrow:

The afternoon foreman huddle (usually around 1:00–1:30 PM) is critical. It sets up your trades for the next day and keeps momentum going. After the huddle:

Resolve any urgent issues.
Follow up with trades.
Handle coordination or field requests.
Carve out focused time for deep work.

Before leaving for the day, plan tomorrow’s priorities. That way, you can head home with clarity and confidence.

And just like in the morning — take a moment to reset with box breathing before walking through the door at home. Be fully present for your partner, family, or even your dog. You earned it.

Daily Habits That Separate Builders from Brokers:

Want to stand out and fast-track your growth? Build these three habits into your daily routine:

15–30 minutes reviewing drawings and plans.
Daily use of TP3 tools.
Consistent field walks.

These simple habits are what turn average engineers into true builders. Stay visible. Stay involved. Don’t let your PPE stay too clean.

Key Takeaway:

A high-performing project engineer goes beyond paperwork — they actively support trade partners, engage with the field team, and build systems that drive project success. By following a structured daily rhythm, staying involved in planning and field coordination, and consistently improving through learning and leadership, you can fast-track your growth from engineer to builder to future project leader.

If you want to learn more we have:

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What Is The Last Planner System Pull Plan?

Posted on March 27, 2025March 27, 2025 by Jason Schroeder

Read 7 min

What Is the Last Planner System Pull Plan?

In this blog, we’re diving into one of the most powerful planning tools in Lean construction: Pull Planning, a core part of the Last Planner System. Whether you’re new to the concept or want a clearer understanding of how to run a pull plan, this blog will walk you through both the theory and practical steps, straight from the field and the book Takt Planning and the Art of the Builder.

What Is Pull Planning?

Pull planning is a collaborative scheduling method where trade partners work backwards from a target milestone (like “ready for drywall”) to plan the sequence of work required to get there. Instead of pushing tasks forward based on general assumptions, each stakeholder “pulls” their work into the plan based on real, on-the-ground conditions and dependencies.

It’s essentially a marriage between what the project needs and what each trade needs to succeed.

Key Elements of a Successful Pull Plan:

Conditions of Satisfaction:

Before the meeting begins:

Communicate the pull plan date, location, and milestone.
Ask trade partners to prepare their scope in advance using a provided template.
Clarify what success looks like for the meeting — everyone aligned and satisfied.

Milestone Clarity:

Reiterate the start and end milestones during the meeting, even if they’ve been communicated earlier. Clarity helps avoid confusion and keeps everyone on the same page.

Example:

Start Milestone: Concrete complete, reshores removed, floor cleaned.
End Milestone: Inspections complete, ready for sheetrock.

Sticky Note Format:

Each activity (or “sticky”) should include:

Duration.
Activity Name.
Needs (aka predecessors or constraints).

Color-code stickies by trade for clear visual management.

Pull Planning in Action:

Set the Stage:

Choose a single representative zone (not an entire floor).
Define your start and end milestones for that zone.
Establish rules collaboratively (e.g., one person speaks at a time, no moving others’ stickies).

Run the Plan:

Begin from the end milestone and move backward.
Each trade adds their task based on what they need from the prior team.
The facilitator ensures all dependencies are documented and placed visually in sequence.

Check and Refine:

Once the backward plan is complete:

Walk through the sequence forwards to verify logic and uncover opportunities for parallel work.
Adjust where needed to improve workflow and crew leveling.

From Pull Plan to Takt Plan:

A pull plan for a single zone becomes the foundation of a Takt plan:

Once the flow for that zone is verified, it’s copied down the board at regular Takt time intervals (e.g., every 3 days).
This forms a rhythm across all zones, allowing for predictable, consistent work.

You’ll also:

Adjust crew sizes and durations to maintain flow.
Ensure trades are leveled (no overburdened or idle crews).
Confirm zones are based on work density, not just square footage.

Final Thoughts:

Pull planning isn’t just about sticky notes and colorful boards. It’s about respecting the knowledge of the people closest to the work, collaborating for shared success, and building flow into the project from day one. When done right, it reduces chaos, eliminates guesswork, and helps teams hit milestones with confidence.

If you want to learn more we have:

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How To Create Bid Packages

Posted on March 26, 2025March 26, 2025 by Jason Schroeder

Read 6 min

How to Create Effective Bid Packages (Using a Lean Approach)

At Lean Built, we recently completed our first round of sending invitations to bid along with complete bid packages for a $120 million multifamily project in Phoenix, Arizona. The results were impressive—and in this blog, I’ll share exactly how we structured our process and documents.

Here’s a breakdown of how we create comprehensive bid packages:

1. Start with a Personalized Email Invitation:

Includes a personal welcome from the COO.
Shares core company values and project information.
Outlines mutual expectations: what trade partners can expect from us and what we expect from them.
Provides links to our social media to give bidders insight into our company culture.
Contains a link to the “Instructions to Bidders” document.

2. Include an ‘Instructions to Bidders’ Document:

Invites trade partners to confirm their intent to bid.
Directs them to the full set of bidding documents.

3. Organize the Bid Package Folder Clearly:

For example, in the case of bidding out framing, the folder includes:

a. Bidding & Drawing Documents:

Bid drawings and drawing log.
(Live drawings linked when available; static files used if needed.)

b. Key Planning & Execution Documents:

Bid Forms – for basic bidder info.
Basis of Schedule – written explanation of how the schedule was built.
Logistics Map – visual of how the site will be managed.
Production Plan – current schedule with trade partner durations and position.
Zone Map – breakdown of site zoning strategy.

c. Company & Site Information:

Job Information Brochure – includes company policies and project overview.
Health and Safety Manual – outlines safety expectations.
Team Resumes – profiles of key team members.
Resources & Books – reference materials on Lean construction practices.

Goal: Ensure trade partners enter the project with eyes wide open, fully understanding scope, logistics, and expectations.

4. Include Contractual and Legal Information:

Trade-specific contract details.
Master Subcontract Agreement (MSA).
Work Authorization.
Insurance and Bonding Requirements.

5. Use a Bid Tracking System:

We use a simple spreadsheet to:

List all invited trade partners.
Track previous pricing input (DD set, 30%, 50%, or 100% CDs).
Mark:

If the bid package was sent.
If a call was made and answered.
If they accepted the invitation.
If they submitted a bid.

Our target: Invite at least 5 qualified trade partners and receive at least 3 solid bids for selection.

6. Purpose of This Lean Bid Package Process:

To provide trade partners with all the information they need to bid accurately.
To ensure fairness, clarity, and trust from the outset.
To build true partnerships—not just GC-subcontractor relationships.

Key Takeaway:

Providing trade partners with a complete, transparent, and well-organized bid package—built on Lean principles—not only improves the accuracy of bids but also fosters trust and stronger partnerships from the very beginning.

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5 Strategies Of A Successful Project Engineer

Posted on March 26, 2025March 26, 2025 by Jason Schroeder

Read 8 min

5 Key Things Every Project Engineer Must Do (Plus One Bonus Tip)

Being a successful project engineer goes far beyond completing tasks and responding to emails. It’s about being proactive, staying visible, and constantly adding value to your team and the field. In this blog, we’ll break down five essential actions every project engineer should take to truly excel—and one bonus tip that can help you reclaim hours of productivity each day.

Ask More Questions—and Then Ask Even More:

Most project engineers don’t ask nearly enough questions. The truth is, however many you’re asking now, you probably need to multiply that by ten. Why? Because your project manager doesn’t know what you don’t know. Constant communication helps close that gap.

Instead of completing an entire assignment before showing it to your PM, check in early and often. Work in iterations: do a first pass, get feedback, revise, and repeat. This leads to better outcomes faster—and shows your PM that you’re actively learning and growing.

Don’t Disappear Behind the Desk:

It’s easy to vanish into a sea of emails, spreadsheets, and quiet work. But being invisible is one of the fastest ways to stall your career. If no one sees your work or understands your value, it doesn’t matter how good you are at your job.

Be visible. Communicate. Volunteer for tasks. Build relationships with the team. You should be engaging with the field, the craft, and your project manager. Promotion and recognition come from being involved, not from staying silent.

Step on the Project Manager’s Toes:

A common mistake is sticking strictly to your “assigned” role. But if you really want to grow, start taking on tasks your PM is doing. Ask if you can lead the next meeting, handle the next pay application, or run a portion of the process.

You don’t grow by staying in your comfort zone—you grow by stepping up. Your PM’s toes should hurt (figuratively) because you’re taking initiative and lightening their load while learning in the process.

Support the Field—Always:

A project engineer’s ultimate responsibility is to support the craft. You exist to create flow for the foremen and help the field succeed. This means connecting the dots across all functions—preconstruction, scheduling, inspections, and closeout.

Field personnel and superintendents also influence your reputation and your career growth. Make sure they see you as a reliable partner who enables progress on site. That’s where your value becomes truly visible.

Master the Trade Partner Preparation Process:

Every PE should know how to guide trade partners through their full lifecycle on the job: buyout, pre-mobilization, pre-construction, first-in-place inspection, follow-up inspection, and final inspection.

This is often called the TP3 (Trade Partner Preparation Process), or the Six-Step Process in some companies. Knowing how to manage this process not only supports the field but also builds your leadership and organizational skills.

Bonus Tip: Build a Personal Organization System:

One of the most overlooked habits of high-performing engineers is effective time and task management. That means creating a system that includes:

A weekly Leader Standard Work schedule.
Daily planning and prioritization.
Morning routines.
A structured to-do list.
Time-blocking with buffers between tasks.

Treat your day with intention. Avoid becoming a “professional email typer.” Use emails for external communication only, and rely on quicker internal systems like texts, calls, or short field meetings. A solid organization system can save you 1 to 4 hours every day—time you can reinvest in higher-value activities.

Final Thoughts:

Success as a project engineer isn’t about surviving—it’s about actively driving the job forward, asking better questions, and showing up for your team. When you consistently apply these five practices (plus the bonus tip), you’ll not only stand out—you’ll be ready for the next level.

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How To Manage A Construction Project At The Beginning

Posted on March 24, 2025March 24, 2025 by Jason Schroeder

Read 7 min

How to Manage a Construction Project at the Beginning: A Field-Proven Strategy

Managing a construction project from the very beginning is critical. The early stages set the tone for everything that follows—productivity, quality, team culture, and most importantly, the pace. In this blog, I’ll walk you through the key considerations for starting a project strong and highlight the crucial risks you must watch out for.

Let’s dive in.

Start Fast and Strong:

The beginning of a project is your best chance to build momentum. You typically have fewer trade partners and fewer dependencies, which means you can move quickly without constant coordination friction. This is the phase where driving at “80 miles per hour” makes sense—once you’re mid-project with 40 trades involved, that level of agility becomes nearly impossible.

Preconstruction: 3 Months Out:

Roughly three months before your actual start date, the builder team needs to be fully engaged. You should already have:

A master schedule (macro-level Takt plan).
A detailed production plan (norm-level Takt).
Visibility on long lead items.
Deferred submittals initiated.
Coordination drawings in progress.

Anything that can be designed, approved, or procured ahead of time should be handled in preconstruction.

Procurement is a Priority:

Procurement delays are one of the biggest risks to your schedule. Identify your long lead items early—switchgear, air handlers, curtain wall systems, imported tile, and elevators are all common culprits. Use your Takt plan to reverse-engineer the timeline and trigger procurement right on time.

Don’t Overlook Temporary Utilities:

This is one of the most underrated parts of starting a project. Without water, you can’t grade. Without power or communications, your site will stall. Identify:

Water source and permitting path.
Power drop logistics.
Internet/communication access.

Line up your site utility contractor and electrician early. Don’t let temporary utilities become a showstopper.

Handle Permanent Utility Conflicts Early:

Existing utilities like duct banks, gas lines, and communication cables can derail your project if they’re in the way. These often take months to relocate. Get ahead of it. Coordinate with the utility providers, understand relocation timelines, and make it part of your preconstruction focus.

Survey Setup: Your Grid Starts Here:

Surveying is foundational. Before your Notice to Proceed (NTP), identify:

Basis of bearing coordinates.
Benchmarks and elevations.
Grid layout requirements.

Start traversing the site and setting your primary control at least six weeks out. Field engineers should be actively leveling and looping two weeks before breaking ground.

Sequence the Work for Quick Mobilization:

Once you know your trades, create a pull plan for fast mobilization. Use week-by-week drawings to visualize how the site will evolve. Ensure the following are in place:

Grading to first pad.
Utility clearances.
Foundation sequencing.
Quick trade handoffs.

Fast mobilization is your window to save time and build momentum.

Set Up the Team Early:

Your jobsite trailer and permanent team setup can’t wait. You’ll need:

Power and communications for the trailer.
Furniture, tools, and transport (Kawasaki mules, etc.).
Team members on site, positioned close to the work.

As Patton said, “A command post as far forward as possible.” The same applies in construction.

Follow the Trade Partner Preparation Process:

Want to avoid confusion and chaos when trades show up? Follow the full preparation process:

Buyout.
Pre-mobilization meeting.
Preconstruction (preparatory) meeting.
Coordination and readiness checks.

These meetings should happen at least three weeks before work begins. That’s how you keep trades out of “treasure hunt” mode and ensure they’re aligned and productive from day one.

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