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Author: Jason Schroeder

Jason Schroeder is a construction executive, author, and trusted voice on Lean, Takt Planning, and field leadership. As Founder and COO of Elevate Construction, he helps teams build stable systems and strong, people-first cultures.

Weekly Work Planning Explained (How to Increase PPC and Reliability)

Posted on by Jason Schroeder
Read 22 min

Weekly Work Planning Explained (How to Increase PPC and Reliability)

The second thing that we do in the trade partner weekly tactical is the coordination and confirmation and commitment to the weekly work plan as a filter. So, we have already looked at the macro-level Takt plan and the procurement, meaning our supply chain and our overall strategic plan are solid. Now we’re in the trade partner weekly tactical and this is all after our pull plan.

We have a production plan now and we have done a make ready lookahead planning and now it’s time to create the plan for the next week as a part of the weekly work plan. And this is one of my favorites because we must have a communicated and coordinated plan for the trade partners to execute that they helped create.

From Macro Plan to Weekly Work Plan: The Filter Process

Remember, this is our base production plan and we go to the export button to work plan. Let’s just do it for one week out. And if you’re in a rhythm where you have to have two, meaning you’re in the middle of the week, super fine.

But in this weekly work plan, it is a filter. It is not a creation. You’ve already done the pull plan and you’re already making work ready. You’re already finding and removing roadblocks. That’s crucial. We’re already doing that. We’re already on track.

And this plan will show where each of the trades committed and plan to be. And it has the handoffs showing where flow happens. It’s at the intersection of when a trade leaves a zone and pulls another trade into that zone behind them as a part of the train of trades.

Diagonal Trade Flow and Vertical Alignment

Now this can be adjusted so they’re not locked in but we want that diagonal trade flow and we want that vertical alignment. So what happens in this meeting is that in the portion of the meeting where you’re going through this either your trades can declare themselves or in whatever fashion you’d like to do it. You go line by line and the specific thing is each trade partner is confirming that they can hit these handoffs.

Track Handoffs, Not Percent Plan Complete

It’s actually a better thing to track handoffs than it is percent plan complete. You’ll have a more accurate number.

So, as you go handoff by handoff, a trade partner is saying, “Yes, I am on track.” And if they are not, the problems that you’ve already put up on the board with these red stickies or magnets, we will put another dot up here to discuss as a part of the meeting. It’s absolutely phenomenal. And we’ll go through this entire plan and make sure that everybody has committed to their handoffs or the adjustments have been made.

What a Commitment Means: Roadblock-Free, Made Ready

What it means is that each activity that is promised in the weekly work plan does not have any of these foreseeable roadblocks. If something happens in the moment, we understand. But that means the trade partner has made it ready and it is roadblock free.

And we already know from the last blog that each of these 17 items for making work ready has been considered. That trade partner when they say they can hit this handoff, they are saying that they have a roadblock free activity that is made ready where there is an installation work package prepared for that zone for that crew and they’re ready to go and they can promise to the other trade not to the GC to trade but trade to trade that they will complete that activity on time.

That then creates the final plan that everybody uses to execute in the field.

After Look Ahead and Weekly Planning: Resolve Problems

Now, I want to briefly mention that now that you’ve done your lookahead planning and your weekly work planning, you will spend the rest of the meeting resolving and solving these problems. And if the trades can solve their own problems, you just take these little stickers or the magnets off. And if you can’t solve them, it has to go to the project delivery team or be escalated.

Escalating to the Project Delivery Team Scrum Board

This is what you’ll do. Wherever this board exists, whether it’s digitally or a physical board, if there’s an issue here that can’t be solved by the foreman and the superintendent, it will go on to the project delivery team scrum board as an item in the workable backlog or if it’s urgent in the sprint backlog and it will become a part of that daily Kanban rhythm with the project delivery team or if you use Scrum so that the project delivery team can handle it at the right meeting.

And typically the project delivery team will see it in the team daily huddle where they stand up and use that Kanban board or Scrum board to actually solve problems to maintain flow for the crews in the field.

Here’s how weekly work planning increases PPC and reliability:

  • Weekly work plan is a filter, not a creation: already done pull plan, making work ready – In this weekly work plan, it is a filter. It is not a creation. You’ve already done the pull plan and you’re already making work ready. You’re already finding and removing roadblocks. That’s crucial. We’re already doing that. We’re already on track. Plan will show where each of trades committed and plan to be. Has handoffs showing where flow happens.
  • Track handoffs not percent plan complete: more accurate number – It’s actually better thing to track handoffs than it is percent plan complete. You’ll have more accurate number. As you go handoff by handoff, trade partner is saying, “Yes, I am on track.” If they are not, problems already put up on board with red stickies or magnets, will put another dot up here to discuss as part of meeting. Go through entire plan and make sure everybody has committed to their handoffs or adjustments have been made.
  • Each activity promised is roadblock-free, made ready with 17-item checklist – What it means is that each activity promised in weekly work plan does not have any of these foreseeable roadblocks. If something happens in moment, we understand. But that means trade partner has made it ready and it is roadblock free. Already know each of these 17 items for making work ready has been considered. Trade partner when they say they can hit this handoff, saying they have roadblock free activity that is made ready.
  • Trade-to-trade commitments with installation work package prepared – Installation work package prepared for that zone for that crew and they’re ready to go and they can promise to other trade not to GC to trade but trade to trade that they will complete that activity on time. That then creates final plan that everybody uses to execute in field.
  • Problems escalate to project delivery team scrum board: workable backlog or sprint backlog – If trades can solve their own problems, just take stickers or magnets off. If you can’t solve them, has to go to project delivery team or be escalated. If issue can’t be solved by foreman and superintendent, will go on to project delivery team scrum board as item in workable backlog or if urgent in sprint backlog. Become part of that daily Kanban rhythm with project delivery team. Project delivery team will see it in team daily huddle where they stand up and use Kanban board or Scrum board to actually solve problems to maintain flow for crews in field.

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

Strategic Planning Horizons: 6 Weeks, 3 Weeks, 1 Week, 3 Months

Let me show you one more thing before we leave this topic. The last thing I want to show you that’s super cool is the rhythm. Now this might look a little bit busy. It’s in the book Takt Steering and Control which actually explains all of this in detail. All of the meeting systems, all of the agendas are in the book Takt, Steering, and Control.

But let’s say that this is your current date. Everything a week out or it’s actually for the next week out should be a part of a weekly work plan. Everything that’s 3 weeks out should have already been through a pre-con meeting. Everything 6 weeks out should be a part of the make ready lookahead process. And everything 3 months out should be already a part of the pull planning process.

So, these are what I call strategic horizons. And the point is, if you’re starting to find problems out here, you’ve got all this time to clear those roadblocks and problems before the weekly work plan so that your weekly work plan can be roadblock free.

So that’s the utility of the weekly work plan, when it happens, and how we do it.

A Challenge for Construction Teams

Here’s what I want you to do this week. Create your weekly work plan as a filter, not a creation. You’ve already done pull plan. You’re already making work ready. You’re already finding and removing roadblocks. The plan shows where each of trades committed and plan to be. Has handoffs showing where flow happens.

Go line by line. Each trade partner confirms that they can hit these handoffs. Track handoffs not percent plan complete. You’ll have more accurate number. As you go handoff by handoff, trade partner says, “Yes, I am on track.” If they are not, put another dot up on board to discuss.

Each activity promised in weekly work plan does not have any of these foreseeable roadblocks. Trade partner has made it ready and it is roadblock free. Each of 17 items for making work ready has been considered. Installation work package prepared for that zone for that crew. Trade can promise to other trade not to GC but trade to trade that they will complete that activity on time.

If trades can solve their own problems, take stickers or magnets off. If can’t solve them, escalate to project delivery team scrum board as item in workable backlog or if urgent in sprint backlog. Becomes part of daily Kanban rhythm with project delivery team.

Remember strategic horizons: everything a week out is weekly work plan, everything 3 weeks out has been through pre-con meeting, everything 6 weeks out is make ready lookahead process, everything 3 months out is pull planning process. If starting to find problems out here, you’ve got all this time to clear roadblocks before weekly work plan so weekly work plan can be roadblock free. As we say at Elevate, weekly work planning: trade partners confirm handoffs, roadblock-free activities. Track handoffs not PPC. Strategic horizons: 6 weeks, 3 weeks, 1 week, 3 months.

On we go.

Frequently Asked Questions

Is the weekly work plan a creation or a filter?

It is a filter. It is not a creation. You’ve already done pull plan and already making work ready. Already finding and removing roadblocks. Already on track. Plan shows where each of trades committed and plan to be. Has handoffs showing where flow happens.

Why track handoffs instead of percent plan complete?

It’s actually better thing to track handoffs than it is percent plan complete. You’ll have more accurate number. As you go handoff by handoff, trade partner says, “Yes, I am on track.” Go through entire plan and make sure everybody committed to their handoffs or adjustments made.

What does a trade commitment mean?

Each activity promised in weekly work plan does not have any foreseeable roadblocks. Trade partner has made it ready and it is roadblock free. Each of 17 items for making work ready has been considered. Installation work package prepared for that zone for that crew. Ready to go.

Who are commitments made to: GC or other trades?

Trade to trade. Not to GC to trade but trade to trade. They can promise to other trade that they will complete that activity on time. That then creates final plan that everybody uses to execute in field.

What are the strategic planning horizons?

Everything a week out: weekly work plan. Everything 3 weeks out: pre-con meeting. Everything 6 weeks out: make ready lookahead process. Everything 3 months out: pull planning process. If starting to find problems out here, got all this time to clear roadblocks before weekly work plan.

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

Work Packages For Field Engineers (How To Make Work Installable In Construction)

Posted on by Jason Schroeder
Read 21 min

Work Packages for Field Engineers (How to Make Work Installable in Construction)

Actually, the title should probably be work packages for crews by field engineers. But this is a really, really cool concept. I’m so excited to share it with you because installation work packages need to be our focus. Not just submittals, not just having a pre-con meeting, but an actual installation work package.

The Trade Partner Preparation Process: Six Steps

If you look at the trade partner preparation process, where you have the buyout, the pre-mobilization meeting where you basically explain to the trade what’s going to be required, and then before construction, you have your pre-con or your preparatory meeting. Then once they start work, you have your first in place inspection. Then you do your follow-up, and then you do your final.

This is what Hensel Phelps calls the six-step process, and it’s beautiful. I call it the trade partner preparation process because the trade partner right here is going to do their work, and basically, we have to plan, build, finish.

The Plan-Build-Finish Framework

The buyout meeting is where we buy out the right scope. Pre-mob is where we tell them what we want as the project delivery team. The pre-con is where we onboard and orient the foreman for the crew and make sure, we’re clear on expectations. First in place inspection is where we make sure the crew is off to the right start. Follow-up, this mainly happens with zone control. And then final, this is where you inspect before they demobilize and you reconcile any change orders. And hopefully you’re paying retainage if you are holding retainage.

And it’s all plan, build, finish. This is the core of Lean doing one thing at a time.

Field Engineers Don’t Write RFIs They Prepare Trades

And so, when we think about field engineers or project engineers or office engineers, they do not write RFIs. They do not do submittals. They prepare trades. They prepare scopes. And RFIs and submittals just happen to be tools that we use along the way.

So, there’s a definite delineation here. When we start work, we have got to be ready.

Introducing Installation Work Packages: Full Kit for Crews

So, one of the things that I have been encouraging our teams to do is to have an installation work package. And we lifted this off of best practices and some of it from advanced work packaging. But let’s say hypothetically that as a part of full kit that the crew has an installation work package when they start.

Well, where did this installation work package come from? And are we going to have a whole bunch of overhead cost to create it? We’re not oil and gas. We don’t have all that money. How are we going to do this? I have an answer for you.

How to Create an Installation Work Package: Build It During Normal Process

In this normal part of the process, we know we’re going to do buyout. So, here’s my question. Why can’t we write down any pertinent inclusions and exclusions and clarifications and just make sure that immediately and yeah, Procore is going to be met instead of having it hidden in some meeting minutes in Procore, have it immediately be added to this work package.

Now when we submit the requirements to the trade and they send us their safety plan, send us their quality plan, send us their emergency numbers, when that comes back, instead of hiding that somewhere, why don’t we just add it to the installation work package, whatever information is relevant.

That means the office engineer, project engineer, field engineer is putting relevant information that the crew needs in that package and that instead of making some random meeting notes or meeting minutes, we’re just building that package as a normal part of what we do.

Pre-Con Meeting: Add Visual Checklist and Takt Time to Package

And then the pre-construction meeting happens and we are creating a specific checklist. We have gone through and done our build your Lego sheet. We have identified our Takt time. We have some specific requirements. We have a visual. Maybe we have some manufacturers’ key considerations.

Why don’t we just put that into the work package right then and there?

Field Engineers: Add Lift Drawings to the Package

And then if there’s a lift drawing oh my gosh here’s where the field engineers come in. This is super exciting. If there’s a lift drawing or anything that the field engineers prepared, add that to the package.

And this is where I’m going to get you back, meaning get you back on my side. Mostly visual, mostly bullets, mostly simplified, not a lot of text. We have AI to help us out. Sure, we can have lots of text in the background, but we’re going to make this simple.

And this work package literally is what the crew uses, and it’s what we use for our first in place inspection, follow-up inspection, final inspection.

Hensel Phelps Red Folders: Now Digital in Canva

Now, Hensel Phelps used to call these red folders. Basically, where you were chunking it in and you would take the red folders out in the field. And I love that. But in Canva, which is one of my favorite programs, we can just start pulling this information in there automatically.

And one of these days, project management software should basically say, “Here’s a document. Do you want to add it to the work package?” There are faster ways to do it. If I was going to do this today, I would do it in Canva.

AI Cover Sheet: Most Important Things Crews Must Know Daily

And then the cover sheet of the installation work package would be the simplified summary. I would literally put the PDF into AI and say, “Please give me a cover sheet of the most important things that the crew must know that they can review on a daily basis.”

I mean, this is genius. And AI is going to help us out big time here.

Here’s how to create installation work packages:

  • Buyout meeting: add inclusions, exclusions, clarifications to work package immediately – Why can’t we write down any pertinent inclusions and exclusions and clarifications and instead of having it hidden in some meeting minutes in Procore, have it immediately be added to this work package. Normal part of process, we know we’re going to do buyout. Just make sure immediately added to work package.
  • Pre-mob meeting: add safety plan, quality plan, emergency numbers to package – When we submit requirements to trade and they send us their safety plan, send us their quality plan, send us their emergency numbers, when that comes back, instead of hiding that somewhere, why don’t we just add it to installation work package, whatever information is relevant. Office engineer, project engineer, field engineer putting relevant information crew needs in that package.
  • Pre-con meeting: add visual checklist, Takt time, manufacturers’ key considerations – Pre-construction meeting happens and we are creating specific checklist. Gone through and done our build your Lego sheet. Identified our Takt time. Some specific requirements. Have visual. Maybe have some manufacturers’ key considerations. Why don’t we just put that into work package right then and there.
  • Field engineers: add lift drawings and any preparation to package – If there’s lift drawing or anything field engineers prepared, add that to package. This is where field engineers come in. Mostly visual, mostly bullets, mostly simplified, not a lot of text. We have AI to help us out. Sure, can have lots of text in background, but going to make this simple. Work package literally what crew uses, what we use for first in place inspection, follow-up inspection, final inspection.
  • Use Canva to pull information in automatically, AI creates cover sheet – Hensel Phelps used to call these red folders. In Canva, which is one of my favorite programs, we can just start pulling this information in there automatically. Cover sheet of installation work package would be simplified summary. Literally put PDF into AI and say, “Please give me cover sheet of most important things crew must know that they can review on daily basis.” AI going to help us out big time here.

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

Field Engineers Prepare Trades, Not Just Write RFIs

And I want to make the point that the field engineer not just provides the layout, but any preparation here and the FE, PE, or OE can make sure that as we’re going through this process that we’re pulling in relevant information into this work package.

And then guess what? This work package, as we create templates, we can get better and better and better and better at them as we go, and especially as one crew moves to another zone.

A Challenge for Field Engineers and Project Teams

Here’s what I want you to do this week. Start creating installation work packages for your crews. When you do buyout meeting, add inclusions, exclusions, clarifications to work package immediately. Don’t hide it in meeting minutes in Procore.

When trade sends back their safety plan, quality plan, emergency numbers, add it to installation work package. Whatever information is relevant. Instead of making random meeting notes or meeting minutes, just build that package as normal part of what you do.

At pre-con meeting, add visual checklist. Add your build your Lego sheet. Add Takt time. Add specific requirements. Add visual. Add manufacturers’ key considerations. Put that into work package right then and there.

If there’s lift drawing or anything field engineers prepared, add that to package. Mostly visual, mostly bullets, mostly simplified. Use AI to help. Put PDF into AI and say, “Please give me cover sheet of most important things crew must know that they can review on daily basis.”

Use Canva to pull information in automatically. As you create templates, get better and better at them as you go, especially as one crew moves to another zone. This is the way to help trades prepare in this framework.

As we say at Elevate, installation work packages for crews by field engineers: buyout to final inspection. Pull relevant info into package, mostly visual, AI helps with cover sheet.

On we go.

Frequently Asked Questions

What’s the difference between field engineers and RFIs?

Field engineers do not write RFIs. They do not do submittals. They prepare trades. They prepare scopes. And RFIs and submittals just happen to be tools that we use along the way. Definite delineation here. When we start work, we have got to be ready.

What is the trade partner preparation process?

Six steps: buyout (buy out right scope), pre-mobilization meeting (tell them what we want), pre-con (onboard and orient foreman, clear on expectations), first in place inspection (crew off to right start), follow-up (zone control), final (inspect before demobilize, reconcile change orders, pay retainage). All plan, build, finish.

How do you create installation work packages without overhead cost?

Build it during normal part of process. At buyout, add inclusions, exclusions, clarifications immediately. When trade sends safety plan, quality plan, emergency numbers, add to package. At pre-con, add visual checklist, Takt time, manufacturers’ key considerations. Field engineers add lift drawings. Just building package as normal part of what we do.

What tools help create work packages?

Canva is one of favorite programs. Can just start pulling information in there automatically. AI helps with cover sheet. Put PDF into AI and say, “Please give me cover sheet of most important things crew must know that they can review on daily basis.” AI going to help us out big time.

What did Hensel Phelps call work packages?

Red folders. Basically, chunking it in and would take red folders out in field. Now digital in Canva. As create templates, get better and better at them as go, especially as one crew moves to another zone.

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

Didn’t You Call Them

Posted on by Jason Schroeder
Read 21 min

Didn’t You Call Them? (How General Contractors Abuse the Trades They Invited)

Most of the time in trainings, I am advocating for the trades and how they should be treated and that they are our heroes and that we should spend most of our time helping, enabling and supporting them. One of the things that comes to mind is when there’s an abusive project delivery team member, I just want to ask the question: didn’t you call them?

The Reality: We Ask Trades to Bid, Then Treat Them Like Garbage

When you go out to bid, I actually don’t know of very many, if any, situations where the trade partners are knocking on our door begging us to do the job. Most of the time, we’re looking for amazing trade partners and we go put them on the pre-qualification list and we go ask them to bid the project and participate with us.

Only, and I’m sure that you listening aren’t a part of this problem, but only to go shit on them and tell them they’re not good enough and send cure notices their way and not prepare them and set them up with a garbage environment and not keep them on rhythm, not hold the line with the level performance of other trade partners, not prepare them.

The Story: PM Dumping Bulk Materials Everywhere

I heard a story the other day. People contact me all the time on WhatsApp, which is something I love, and they’ll record their voice on voice messages on WhatsApp and we’ll go back and forth, help each other out and it’s really kind of a neat, connected thing that we do.

And somebody, a superintendent was like, “Yeah, my PM is just delivering all the bulk materials to the site and it’s just showing up everywhere and it’s in the trades’ way and the trades are like, ‘Hey, I don’t know what to do, like there’s stuff everywhere, like I can’t even work.'”

And when the superintendent talked to the PM, the PM who was a newer PM was like, “It’s my job to get it here, it’s my job to get it here, like you guys figure out what to do it from here, but I’m just going to bring it here because once it’s on the site, I’m done, I washed my hands, it’s yours.”

Now, does that sound like a collaborative enabling project manager? Does that sound like a project manager that understands his role?

What a Project Manager Should Do: Help Trades Win

A project manager should help trades win. A project manager should make sure that he knows who the hero is. A project manager should develop real relationships. A project manager should know that just dumping materials everywhere is almost worse than not having them in the first damn place. This is a person, because of a lack of training, this person is a good person, but because of a lack of training, has a myopic view of what construction is all about.

The Warning: Owners Are Starting to Bypass General Contractors

And let me actually give all of us a bit of a warning. There are some massive owners out there that are starting to bypass the general contractor and go to multi-prime and actually hire trade partners as what’s called a prime integrator. They’re just bypassing the GC.

And so, we better watch our ass. Like for general contractors that just use and abuse and turn and burn, I won’t tell you what general contractor I’m talking about, but it’s a massive one, literally just hires contractors and chucks them out there into the field to just figure it out. It’s absolutely toxic, disgusting behavior. And because they’re so big, they’re just abusing everybody.

Owners are going to get wise to that. Understand that the general contractors are just becoming paperwork brokers that don’t know what they’re doing, and they’re going to bypass you.

Learn to Be a Builder or Get Bypassed

So, this is your warning. Don’t do it. Learn how to be a builder, be a field engineer, be a field office professional, develop relationships with trades, learn Lean, learn your job, do your job. Or I predict that one day there’s going to be a time where more and more owners bypass us.

They’ll learn that there are people out there that they will learn the thing that general contractors don’t know, which is that trades are awesome. And the reason projects are failing is because of the stupid shit that general contractors do.

The Only Thing Trades Do Wrong: Ask for Too Much Space

The only thing that trades do wrong is ask for too much space. That’s the only thing they do wrong. Everything else is the general contractor’s fault. So, we better wake up and figure out how to treat people.

Didn’t you call them?

How I Would Treat Trades: Transparency, Appreciation, Respect

If I called somebody, now, if I called a trade, here’s what would happen. I would say, “Hey, would you like to bid on this? You’re awesome. We want to work with you. On the site, we’ll have perfect cleanliness, perfect organization and Lean systems. You may find that to be a pain in the butt, but let me tell you about it now. And if you’re into that, we’re going to do that. But I’m inviting you by consent to bid on this project. And I’m going to be transparent about who we are and how we work.”

But once they sign up and win that job, I’m going to be appreciative. Thank you for coming to this job. Thank you for building this on time. Thank you for doing the right thing and coming out here. Thank you for even existing so I can do what I do. Thank you. Thank you.

And I’m not going to treat them like shit because I called them.

Here’s the reality of how GCs treat trades:

  • Ask trades to bid, then abuse them with cure notices and garbage environment – When you go out to bid, don’t know of very many situations where trade partners knocking on our door begging us to do job. Most of time, we’re looking for amazing trade partners, put them on pre-qualification list, ask them to bid project and participate with us. Only to go shit on them and tell them they’re not good enough and send cure notices their way and not prepare them and set them up with garbage environment and not keep them on rhythm.
  • PMs dump materials everywhere: “once it’s on site, I’m done, I washed my hands” – PM just delivering all bulk materials to site and it’s just showing up everywhere and it’s in trades’ way. Trades like, “Hey, I don’t know what to do, there’s stuff everywhere, I can’t even work.” When superintendent talked to PM, PM was like, “It’s my job to get it here, you guys figure out what to do from here, once it’s on site, I’m done, I washed my hands, it’s yours.” Just dumping materials everywhere is almost worse than not having them in first place.
  • GCs becoming paperwork brokers: owners starting to bypass with multi-prime – Massive owners out there starting to bypass general contractor and go to multi-prime and actually hire trade partners as prime integrator. Just bypassing GC. General contractors that just use and abuse and turn and burn, massive one literally just hires contractors and chucks them out there into field to just figure it out. Absolutely toxic, disgusting behavior. Owners going to get wise. Understand general contractors just becoming paperwork brokers that don’t know what they’re doing, going to bypass you.
  • The only thing trades do wrong: ask for too much space. Everything else is GC’s fault – Trades are awesome. Reason projects are failing is because of stupid shit general contractors do. Only thing trades do wrong is ask for too much space. That’s only thing they do wrong. Everything else is general contractor’s fault. Better wake up and figure out how to treat people.
  • Insurance requirements, delayed payments, games PMs play: GCs are nightmare – General contractors are nightmare. Insurance requirements, bullshit, games project managers play, delayed payments. Had somebody unfriend because claimed general contractors on average would pay nine months after fact, which is true. Client 14 months and still won’t pay. We’re not bank. Have to stop treating people badly.

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

A Challenge for General Contractors

Here’s what I want you to do this week. Ask yourself: didn’t you call them? When you go out to bid, trade partners aren’t knocking on your door begging to do the job. You’re looking for amazing trade partners. You put them on pre-qualification list. You ask them to bid the project and participate with you.

So, stop going to shit on them and tell them they’re not good enough. Stop sending cure notices their way. Stop not preparing them. Stop setting them up with garbage environment. Stop not keeping them on rhythm. Stop not holding the line with level performance of other trade partners.

Stop dumping materials everywhere. A project manager should help trades win. A project manager should make sure he knows who the hero is. A project manager should develop real relationships. A project manager should know that just dumping materials everywhere is almost worse than not having them in first place.

Learn how to be a builder, be a field engineer, be a field office professional, develop relationships with trades, learn Lean, learn your job, do your job. Or I predict that one day there’s going to be a time where more and more owners bypass us.

The only thing trades do wrong is ask for too much space. Everything else is the general contractor’s fault. We better wake up and figure out how to treat people. As we say at Elevate, didn’t you call them? GCs ask trades to bid then treat them badly. Dump materials everywhere, delayed payments, cure notices. You called them, act accordingly.

On we go.

Frequently Asked Questions

Who asks who to bid on construction projects?

General contractors ask trades to bid. Don’t know of very many situations where trade partners knocking on our door begging us to do job. Most of time, we’re looking for amazing trade partners, put them on pre-qualification list, ask them to bid project and participate with us.

What’s the PM materials dumping problem?

PM just delivering all bulk materials to site showing up everywhere in trades’ way. Trades can’t even work. When superintendent talked to PM, PM said, “It’s my job to get it here, once it’s on site, I’m done, I washed my hands, it’s yours.” Dumping materials everywhere almost worse than not having them in first place.

Why are owners bypassing general contractors?

Because GCs just use and abuse and turn and burn. Massive ones literally just hire contractors and chuck them out there into field to just figure it out. Absolutely toxic, disgusting behavior. Owners getting wise. General contractors becoming paperwork brokers that don’t know what they’re doing.

What’s the only thing trades do wrong?

Ask for too much space. That’s only thing they do wrong. Everything else is general contractor’s fault. Trades are awesome. Reason projects are failing is because of stupid shit general contractors do.

What are GCs like to work with?

Nightmare. Insurance requirements, bullshit, games project managers play, delayed payments. General contractors on average pay nine months after fact. Some clients 14 months still won’t pay. We’re not bank. Have to stop treating people badly.

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

Lawyers & How They Help Us

Posted on by Jason Schroeder
Read 28 min

Why Scheduling Directors and Lawyers Resist Takt Planning (And Why Good Lawyers Don’t)

Usually in a company, even if the company has super awesome people, even if the company is being asked to implement Lean systems, even if the company has people that want to implement Lean systems, you’ll typically have a director of scheduling who is a CPM whoremonger that will not let it, meaning whoring after CPM and significance, that will prevent you from being able to do it. And you’ll typically have a legal department or somebody in the legal realm that’s going to give you a hard time about it.

And that’s certainly the case in the story that I’m about to tell you, where an executive very, very high up in charge of the scheduling department has been giving us a hard time.

The Company Story: Top Notch People Seeing Success with Lean

We’ve been helping this company out with multiple projects, got them back on track, stabilized them, done some amazing work with the people that we have here and that we work with. And it’s been phenomenal. And the human beings at this company are top, top, top, top notch people. They’re hungry. They’re willing to learn. They’re open minded. They’re good people. They treat each other like a family. And they’re just really great.

And they’re seeing so much success with these Lean systems and the training that their jobs are just going well. And job after job after job wants to do Takt, Last Planner and Scrum. But this threatens the scheduling director’s significance.

The Four Basic Human Needs: When Certainty and Significance Become Dominant

Now, let me talk about that. Every human being has four basic human needs: certainty, significance, variety and loving connection. There’s nothing wrong with that. And humans are just wired that way. It’s all good.

But the problem is when you use those as your primary, then certainty, meaning security, which most of the time at work shows up as job security and significance, which means that you feel significant in your control or your role, end up being the dominant forces to the point that you start being self-serving. You become a taker and you become a fear monger.

Fear Sells Better Than Sex: How Scheduling Directors Protect Their Turf

Did you know that sales persons realized that there’s something that sells even better than sex? What sells better than sex is fear. That’s how politicians get us, the us-them thinking. That’s how Hitler got the German people. Fear, fear, fear, fear, fear. If you sell people fear, it’s more powerful than sex.

And sex is a pretty powerful deal because whether we were designed or created by God or organized by God or we evolved, the human brain, and this will sum it all up for you, and your cells in your DNA is designed to survive. And what are the two things that it needs to survive? Reproduction and really great productive paranoia that will enable a human being to assume that a rustling in the grass is actually a lion instead of the wind.

All of our, not all, but most of our ancestors that assumed it was the wind, the optimists, got eaten by lions. And the folks that assumed it was a lion, even if it was the wind, are who are now our ancestors. We are their posterity. So, the most nervous, fearful, and freaked out people survived.

Why Scheduling Directors Love CPM: It’s All They’ve Been Taught

And so, when you talk to a scheduling director that loves CPM, that’s all they know. That’s all they’ve been taught. They’ve been taught to rush, push, and panic people. They’ve been taught to disrespect human beings. They’ve been taught that push is the way to get schedules done faster. And the right way to do a construction project is to prepare to fight it out in court with the owner.

Their first instinct is significance and the fear of losing significance and their certainty, which is their fear of losing certainty. Because if you got promoted as a scheduling director knowing CPM and here come Lean systems and you may not know Lean systems and your body, which is also in brain, which is also designed to conserve calories, is saying, “No, no, no, no, no, no, this is a lot of effort.” And you also now fear that you’ll be replaced or that you’ll be insignificant. You’re going to try and protect your own turf based out of that biological necessity to survive.

It is selfish, but it is also natural. And if you are in charge of the scheduling department, you are incentivized to be buddy-buddy with your scheduling department. And you are incentivized to fear monger.

Why Lawyers Love CPM: They Make Money in Court

Let me explain something here. Lawyers love CPM, at least the lousy ones do. And everywhere I go in Phoenix, every billboard is filled with accident lawyers. Even the good lawyers, and I’ve had experience with this, will try and take you to court to fight it out so they make money. They make money when you go to court. They make money when you sue somebody. It’s not just all billable hours.

So, there is motivation because your billable hours are increased when you actually go to court. And in arbitration, there’s fees for the lawyers as well. And the key here is their focus, which is the system they’re in, is to try and fight court cases and to muddy the water.

What would they prefer? A Takt plan that shows it’s possible and shows everybody’s weaknesses, including the general contractor, or a CPM schedule where we can play poor boy and victim and try and blame it on everybody else and win with lawyer skill?

The lawyers and the arbitration experts and the scheduling directors all want CPM because it’s an unaccountable system where they can sit back in their office and play the game for what they’re incentivized to do.

The Executive and Scheduling Director: Bad-Mouthing Despite Success

So, this happens. And in this particular story, this executive and the scheduling director, no matter how good the job is going, is bad-mouthing us, bad-mouthing Takt, bad-mouthing Lean systems, and advocating for CPM even though they have to write down multiple millions of dollars every year because they failed projects. And even though the CPM track record, even tracked internally, is horrific.

Now, this ought not to be because Takt is one of those systems where even done poorly, it benefits the project.

Here’s why resistance happens:

  • Certainty and significance become dominant forces: self-serving, taker, fear monger – When you use those as your primary, then certainty (job security) and significance (feel significant in your control or your role) end up being dominant forces to point that you start being self-serving. You become taker and you become fear monger. Fear sells better than sex. That’s how politicians get us, us-them thinking.
  • Scheduling directors taught to rush, push, panic people, prepare to fight in court – When you talk to scheduling director that loves CPM, that’s all they know. That’s all they’ve been taught. They’ve been taught to rush, push, and panic people. They’ve been taught to disrespect human beings. They’ve been taught that push is the way to get schedules done faster. Right way to do construction project is to prepare to fight it out in court with owner.
  • Fear of being replaced or insignificant: protect own turf out of biological necessity – If you got promoted as scheduling director knowing CPM and here come Lean systems and you may not know Lean systems and your body designed to conserve calories saying, “No, no, no, this is a lot of effort.” And you also now fear that you’ll be replaced or that you’ll be insignificant. You’re going to try and protect your own turf based out of that biological necessity to survive. Selfish, but also natural.
  • Lawyers make money in court: CPM is unaccountable system for playing the game – Lawyers love CPM, at least lousy ones do. They make money when you go to court. They make money when you sue somebody. Billable hours increased when actually go to court. In arbitration, fees for lawyers as well. Their focus: try and fight court cases and muddy the water. Lawyers and arbitration experts and scheduling directors all want CPM because it’s unaccountable system where they can sit back in office and play game for what they’re incentivized to do.
  • Bad-mouthing Takt despite success, advocating for CPM despite writing down millions – This executive and scheduling director, no matter how good job is going, is bad-mouthing us, bad-mouthing Takt, bad-mouthing Lean systems, and advocating for CPM even though they have to write down multiple millions of dollars every year because they failed projects. Even though CPM track record, even tracked internally, is horrific.

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

A Gentle Nudge for the Industry: You’re Going to Look Like Asses

Now, let me say a couple things that’s really crazy. And this is a gentle nudge for everyone out there in the industry. Guys and gals, you’re going to be embarrassed. But ladies and gentlemen, those of you who are protecting CPM, you’re all going to look like asses pretty soon. When it scales across the industry, I mean, massive companies are scaling to Takt and Last Planner and Scrum. When this scales to the industry and we see our numbers rising, when we see Takt actually working, you all are going to look like unmitigated asses. There are two things here. Number one, somebody can just be blissfully ignorant of the problem. Like, I’ll give you a for instance. I never thought two things about public school or not. And I hear the talk, The Seven Lessons of School Teacher by, I think it’s John Gatto. And then I’m like, “Oh, wow, we have some problems in our school system.”

So, if you don’t know, if you’re not thinking about CPM and construction, like you got a hall pass, like you’re not thinking about it. But if you now have heard well-articulated points, have seen the YouTube videos, have read the blogs, are seeing the benefits of Takt, Last Planner and the Kanban method, and you are still holding on to it for dear life, I don’t know a better way to say this. I’m trying to be loving, but here, do me a favor. Just translate what I’m saying into something loving and kind. But you look dumb. Like, if you’re like, “Oh, yeah, increasing work in progress above the capacity of resources and people is smart.” Or, “Hey, having a critical path without float or buffers is smart.” Or “Pushing, disrespecting and panicking people is smart.” Or “Recovering with resources and overtime and push is smart.” Or “Being toxic with people is smart.” Like, if you’re actually saying that, that’s really dumb.

At a Certain Point, It’s Not Ignorance I Question Intelligence

Like, at a certain point, it’s ignorance. After a while, I question somebody’s intelligence. So, like, that scheduling director and that executive, it’s like, how intelligent are you? Like, if you actually dig into these things and still want to stay, are still making the decision to hurt people, and are still choosing a system that only has a 24% mildly acceptable track record and that causes most of the issues we have in our industry. There’s going to be a point of no return for this. And it doesn’t even matter. Like, even if Takt wasn’t going to take over the industry, even if big companies weren’t going to start using it for the right reasons, it’s still the right thing to do.

Good Lawyers Find a Way to Do the Right Thing

Now, let me make a point. Lawyers, if they’re good, will find a way for us to do the right thing in the system we have. But right now, weak and wimpy lawyers and executives in charge of the risk management and legal teams who don’t know what they’re doing are like, “Oh my god, we can’t do it. We can’t do Lean. We can’t do Takt. We’re going to get sued. It’s going to be bad.”

Do we really want to say that? Like when somebody, like a developer partner that we worked with the other day was like, “Jason, what if we got materials from overseas? What if we self-perform some trades?” I’m like, “Yeah, none of that scares me. Why would that scare me? I’m all in, man. There ain’t nothing I can’t do.” If I was a lawyer and somebody was like, “We need to build Takt, build a Takt plan, run the project off of Takt. And we need to know how to keep safe in the court of law.” If I was a good lawyer, I would be like, “Not a problem.”

A Challenge for Scheduling Directors and Lawyers

Here’s what I want you to do this week. If you’re a scheduling director, stop protecting your turf out of biological necessity to survive. Stop being self-serving, being a taker, being a fear monger. Stop bad-mouthing Takt despite jobs going well. Stop advocating for CPM even though you have to write down multiple millions of dollars every year because of failed projects.

If you’re a lawyer, stop being weak and wimpy. Stop saying, “We can’t do Lean. We can’t do Takt. We’re going to get sued.” Good lawyers find a way for us to do the right thing in the system we have. Not a problem. If you actually dig into these things and still want to stay, are still making the decision to hurt people, and are still choosing a system that only has a 24% mildly acceptable track record and that causes most of the issues we have in our industry, there’s going to be a point of no return for this.

Nobody can ever say, “No, Jason, you’re wrong about CPM. We believe CPM is a good system.” The numbers don’t show it. The logic doesn’t show it. The theory doesn’t show it. The science doesn’t show it. The math doesn’t show it. As we say at Elevate, CPM scheduling directors resist Takt out of fear and significance. Good lawyers find ways to do the right thing. Weak lawyers say we can’t do Lean or Takt.

On we go.

Frequently Asked Questions

Why do scheduling directors resist Takt planning?

Because fear of being replaced or insignificant. Got promoted knowing CPM and here come Lean systems may not know. Body designed to conserve calories saying “No, this is lot of effort.” Try and protect own turf based out of biological necessity to survive. Selfish, but also natural.

Why do lawyers love CPM scheduling?

Because they make money in court. Billable hours increased when actually go to court. In arbitration, fees for lawyers as well. Focus: try and fight court cases and muddy water. CPM is unaccountable system where can sit back in office and play game.

What’s the difference between good lawyers and weak lawyers?

Good lawyers find way for us to do right thing in system we have. Weak and wimpy lawyers and executives in charge of risk management and legal teams say “We can’t do Lean. We can’t do Takt. We’re going to get sued.”

What happens when Takt scales across the industry?

Those protecting CPM going to look like asses. Massive companies scaling to Takt and Last Planner and Scrum. When scales to industry and we see numbers rising, when we see Takt actually working, you all going to look like unmitigated asses.

What’s the CPM track record?

Only has 24% mildly acceptable track record. Causes most of issues we have in our industry. Numbers don’t show it’s good. Logic doesn’t show it. Theory doesn’t show it. Science doesn’t show it. Math doesn’t show it.

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

Queing

Posted on by Jason Schroeder
Read 19 min

Queuing Construction Projects (How Alignment and Preparation Prevent Chaos)

One of the topics that has come up quite recently makes me sad for the people that are experiencing it. Not judgmental, actually. It makes me sad that a superintendent who might not be as firm as needed can’t love somebody and be really, really firm at the same time. I love you and you will wear your safety glasses or you will go home to a safe place. Not everybody’s able to do that, and I feel bad for that because their kindness shouldn’t be abused.

The United States Culture Challenge: We Have to Put Our Shoulders Back

Unfortunately, with our current United States culture, and I love the US, if we were in Japan, people would just naturally fall in line. But in the United States, we have to put our shoulders back and be confident. And some of the things that I’m about to say are going to sound crazy, like absolutely crazy. But if I was running a job today, I will queue people into the project.

Because I disrespect them? No. Because I think they’re less than? No. Because I’m controlling? Partially. Why am I doing it then? Because I love them.

One Gate Opens to Worker Huddle, Second Gate Opens After Alignment

Let me explain what I mean. On construction projects going forward, there’s going to be one gate that opens into the worker huddle area and the dojo, and we are going to participate in the morning worker huddle until everybody’s participating together. And I was doing a super PM bootcamp in Atlanta, and one of the supers was like, “I love this concept.” And he said, “I do, ‘If you’re happy and you know it, clap your hands,’ and everybody claps, and I don’t open up the second gate until everybody claps.”

Now, in the United States, I know what you’re thinking. Your first thought is, “Some son of a whatever told me to clap. I don’t have to clap. Don’t tell me to clap. You can’t make me clap.” But what he’s trying to do is align everyone.

The Japan Example: Seven Seconds of Balance for Alignment

And when we went to Japan with Paul Akers, one of the things that happened there was there was a strip. It was probably like eight inches wide, probably 18 feet long, and for seven seconds, the motorists that were the male persons that were on motorcycles had to align and stay on that strip for seven seconds to make sure that they had their balance for the morning.

The morning worker huddle and logistics queuing is alignment. They’re just getting aligned. I will always bring people in to a morning worker huddle, go through everything with total participation, and then do a rally cry like “clean and steady” or something, and then I’ll open up the second gate.

No Logistics Past the Second Gate Until Kitted and Ready

I’m going to do that for logistics as well. No logistics gets past the second gate until it’s kitted and ready to go. Now, if we have a steel delivery and it’s being erected right off the truck or it’s a concrete truck or something like that, we have common sense for that. But everything else has to be queued and kitted.

And in fact, I’m not going to let any equipment on the site until it’s queued. Like literally, they can deliver it and queue it right then and there and until it’s 5S clean, beautiful, maintained fire extinguishers. I’m not ever going to let bad behavior on the job site and then track it down to fix it. Never, ever, ever, ever again. There will be a gate that you queue through to get in.

If You Don’t Have Space, Use Approval and Scheduling Systems

And if you’re like, “Well, Jason, we don’t have enough space on the job site to do that,” I understand that. So then as a part of your delivery system or your mobilization system, you don’t let anybody… Before they queue through any gate, they have to have approval and you have to be on the schedule.

We do it all the time. Have you ever gone to one of these meta data centers? What do you have to do? You have to be on the list and the security guard has to know you’re coming. This is easy.

So, “Hey, I’m coming in with a delivery or my work truck.” “Okay. Yeah. Come on in. Send me pictures of all the tool areas, your fire extinguisher, your current certificate of insurance and all the things. And you’re scheduled for 9 a.m.” And then somebody was like, “You either are or you’re not on the schedule.”

Why You Don’t Have Time: Because You’re Chasing Bad Behaviors

Now you may think that you don’t have time for this and that’s fine. But the reason you don’t have time is because you’re chasing things in the field behind schedule, rushing, pushing or panicking because you’ve let bad behaviors on a job site.

The one thing you actually should be doing is orienting, queuing, holding the line, preparing pre-con meetings, pull plans, looking at planning, the trade partner preparation process. Like that’s the key.

Here’s how queuing construction projects works:

  • One gate opens to worker huddle, second gate opens after total participation – On construction projects going forward, one gate opens into worker huddle area and dojo. Participate in morning worker huddle until everybody’s participating together. Super PM bootcamp Atlanta: super does “If you’re happy and you know it, clap your hands,” everybody claps, doesn’t open second gate until everybody claps. Trying to align everyone. Bring people in to morning worker huddle, go through everything with total participation, do rally cry like “clean and steady,” then open second gate.
  • Japan example: seven seconds of balance for alignment – In Japan with Paul Akers, there was strip probably eight inches wide, 18 feet long. For seven seconds, motorists on motorcycles had to align and stay on strip for seven seconds to make sure they had balance for morning. Morning worker huddle and logistics queuing is alignment. Just getting aligned.
  • No logistics past second gate until kitted and ready to go – No logistics gets past second gate until kitted and ready to go. If steel delivery being erected right off truck or concrete truck, have common sense for that. But everything else has to be queued and kitted. Not going to let any equipment on site until queued. Deliver it and queue it right then and there and until 5S clean, beautiful, maintained fire extinguishers. Not ever going to let bad behavior on job site and then track it down to fix it. Gate that you queue through to get in.
  • If no space: approval and scheduling systems before queuing through gate – If don’t have enough space on job site, then as part of delivery system or mobilization system, don’t let anybody queue through any gate without approval and being on schedule. Meta data centers: have to be on list and security guard has to know you’re coming. “Coming in with delivery or work truck.” “Come on in. Send pictures of all tool areas, fire extinguisher, current certificate of insurance and all things. You’re scheduled for 9 a.m.” You either are or aren’t on schedule.
  • Reason you don’t have time: chasing bad behaviors instead of preparing – You may think you don’t have time for this. But reason you don’t have time is because you’re chasing things in field behind schedule, rushing, pushing or panicking because you’ve let bad behaviors on job site. One thing you actually should be doing: orienting, queuing, holding the line, preparing pre-con meetings, pull plans, looking at planning, trade partner preparation process. That’s the key.

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

A Challenge for Construction Leaders

Here’s what I want you to do this week. Think about queuing your construction project. One gate opens to worker huddle area and dojo. Participate in morning worker huddle until everybody’s participating together. Total participation. Do rally cry like “clean and steady.” Then open second gate. No logistics gets past second gate until kitted and ready to go. Everything has to be queued and kitted. Not going to let any equipment on site until queued. Deliver it and queue it right then and there and until 5S clean, beautiful, maintained fire extinguishers. If you don’t have enough space, use approval and scheduling systems. Have to be on list. Send pictures of tool areas, fire extinguisher, current certificate of insurance. You’re scheduled for 9 a.m. You either are or aren’t on schedule.

Stop chasing things in field behind schedule, rushing, pushing or panicking because you’ve let bad behaviors on job site. Start orienting, queuing, holding the line, preparing pre-con meetings, pull plans, looking at planning, trade partner preparation process. We will never get to where we need to be on job sites until this exact kind of thinking is how we do work day in and day out. As we say at Elevate, queuing construction projects: one gate opens to worker huddle, total participation, second gate opens after alignment. Kit logistics before entering site.

On we go.

Frequently Asked Questions

Why queue people into construction projects?

Because I love them. Morning worker huddle and logistics queuing is alignment. Just getting aligned. Bring people in to morning worker huddle, go through everything with total participation, do rally cry, then open second gate.

What happens before the second gate opens?

Participate in morning worker huddle until everybody’s participating together. Total participation. Super PM bootcamp Atlanta: super does “If you’re happy and you know it, clap your hands,” doesn’t open second gate until everybody claps. Trying to align everyone.

What’s the rule for logistics and equipment?

No logistics gets past second gate until kitted and ready to go. Not going to let any equipment on site until queued. Deliver it and queue it right then and there and until 5S clean, beautiful, maintained fire extinguishers.

What if you don’t have enough space for queuing?

Use approval and scheduling systems. Have to be on list. Send pictures of tool areas, fire extinguisher, current certificate of insurance. You’re scheduled for 9 a.m. You either are or aren’t on schedule.

Why don’t superintendents have time for queuing?

Because chasing things in field behind schedule, rushing, pushing or panicking because let bad behaviors on job site. Should be doing: orienting, queuing, holding the line, preparing pre-con meetings, pull plans, trade partner preparation process.

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

Concrete as a Geographical Area

Posted on by Jason Schroeder
Read 18 min

Concrete as a Geographical Area (Why Superintendents Should Own Space, Not Scope)

A really neat general superintendent asked me the other day, “Jay Money, what do you think about me assigning superintendents by scope instead of by geography?” Because he knows that I really like geography. By the way, this person’s brilliant, and it was a great idea, and I’m not being negative about it at all, but I noticed something that was really interesting that tipped me off to why that kind of thinking happens.

And let me just start out by saying why I like geographical control over scope control.

The Problems with Scope Control

A couple of reasons. When you do scope control where like one superintendent does MEP, then another one comes behind and does something else, then another one comes behind and does something else, I don’t like that method. I do want you to know that I was brought up that way. At Hensel Phelps when I was a field engineer, the general superintendent would have me go in and finish things. He would send the other field engineers into buildings to kind of start things, and I would be the finisher.

And one of the things that I noticed was I had to fix a lot of things, and that individual never really got to learn what he was doing or see the entire life cycle through. So that’s one of the things that I don’t like.

Why Geographical Control Works: Ownership and Accountability

The other thing I don’t like is that it was messy. Nobody’s actually in control. Nobody’s actually in control. Because if you’re overseeing scopes, you’re just like running all through the building, and you’re not actually owning an area, and you’re not cleaning that area, and you’re not making sure that area is safe, and you’re not looking at signage for the area.

So geographical control makes sure that you have control of areas, and you’re seeing it from an accountability, a self-accountability standpoint all the way through. And the other thing is all of our production planning systems, all of our Takt planning systems are based on time and location. Time and location, so phases and zones. Everything really does in construction work better by location.

Another Reason: The Buddy-Buddy Problem

Now there’s lots of other reasons why. Let me just give you one more actually. I could probably think of 10 if I was pushed. But another reason why is that when a person on the project delivery team is in charge of a scope, typically the natural human thing there is to get buddy-buddy with those trades. The project delivery team member literally relies on the foreman and kind of disengages.

And if you’re in control of geography, you are doing a great job with, or you can be doing a great job with pre-con meetings, geographical control, and making sure the entire system functions. And if you think about it, when you’re supervising a scope, you’re only supervising a sub-component. You’re not supervising a system.

The Brain Trick: Concrete Is Not a Scope Assignment

So, I would say I’m 99 percent in favor of always assigning people on the project delivery team to locations, space, or geography, and I’m about one percent bought into doing it by scope. And this individual who’s really brilliant was like, “Oh, I had a superintendent over the concrete and it worked really well, so I figured I would entertain the idea.”

And then it hit me that people think that when they have a civil superintendent or a structural superintendent, that they’re assigning it by scope. And so, then they should continue that throughout the rest of the project.

Well, actually, here’s the trick, and your brain is tricking you. The concrete is not a scope assignment. It is a geographical spatial assignment. It just happens that typically when you’re in the concrete phase that you own like all of the area and it’s primarily one scope.

So, you can look at it and be like, “Yeah, that superintendents in charge of concrete.” But really, they’re in charge of structure. Concrete is a scope. Structure is a phase with zones and it’s geography. So, they thought they assigned a superintendent to concrete, but really, they assigned that super to structure, which is a phase with zones, and it’s time by location, and it’s geographical and spatial control. It’s not scope control.

The Same Trick Happens with Civil

The same thing happens with civil. And so, we assign superintendents and we mix up the word. Instead of site work, we say you’re in charge of civil. And instead of saying you’re in charge of structure or foundations or structure, we say you’re in charge of concrete. And then that’s misleading and people think they’re in charge of the trade instead of the geography.

The GC Is in Charge of Environment and Rhythm, Not Bossing Trades

Actually, my brain is starting to get really good at this. The general contractor is in charge of the environment and the rhythm. And those are both spatial or geographical things. We are not in charge of bossing trades around by scope. They already know how to do their job. They just need the path cleared out ahead.

So, every single thing, actually, that takes me back. I’m 100% on the side of assigning project delivery geographically. And I actually changed my mind. I’m 0% bought in to assigning it by scope.

Here’s why geographical assignments work better than scope assignments:

  • Geographical control: ownership, accountability, safety, cleanliness – If overseeing scopes, just running all through building, not actually owning an area, not cleaning that area, not making sure area is safe, not looking at signage for area. Geographical control makes sure you have control of areas, seeing it from accountability and self-accountability standpoint all the way through.
  • See entire life cycle through, not just finishing – At Hensel Phelps, general superintendent would have me go finish things, send other field engineers to start things. I noticed: had to fix a lot of things, and that individual never really got to learn what he was doing or see entire life cycle through.
  • Production planning systems based on time and location (phases and zones) – All production planning systems, all Takt planning systems based on time and location. Time and location, so phases and zones. Everything in construction works better by location.
  • Avoid buddy-buddy problem with trades – When person on project delivery team in charge of scope, typically natural human thing: get buddy-buddy with those trades. Project delivery team member literally relies on foreman and kind of disengages. If in control of geography, doing great job with pre-con meetings, geographical control, making sure entire system functions. When supervising scope, only supervising sub-component. Not supervising system.
  • Brain trick: concrete is not scope, it’s structure phase with zones – People think when they have civil superintendent or structural superintendent, they’re assigning it by scope. Then should continue throughout rest of project. Here’s the trick: your brain is tricking you. Concrete is not scopae assignment. It is geographical spatial assignment. Just happens that typically when in concrete phase, own all of area and it’s primarily one scope. They’re in charge of structure. Concrete is scope. Structure is phase with zones and it’s geography.

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

A Challenge for Construction Leaders

Here’s what I want you to do this week. Stop assigning superintendents by scope. Start assigning them by geography. Stop saying “you’re in charge of concrete” when you mean “you’re in charge of structure phase with zones.” Stop saying “you’re in charge of civil” when you mean “you’re in charge of site work phase with zones.”

The general contractor is in charge of the environment and the rhythm. And those are both spatial or geographical things. We are not in charge of bossing trades around by scope. They already know how to do their job. They just need the path cleared out ahead.

Geographical control makes sure you have control of areas, seeing it from accountability and self-accountability standpoint all the way through. Owning an area. Cleaning that area. Making sure area is safe. Looking at signage for area. Doing pre-con meetings. Making sure entire system functions.

I’ve never seen scope assignment work, even on data centers where there’s heavy electrical or in laboratories or hospitals or where there’s specialty assignments. Spatial or geographical control and assignments is the ultimate.

As we say at Elevate, assign superintendents by geography not scope. Concrete is not a scope, it’s structure phase with zones. Geographical control: accountability, safety, flow.

On we go.

Frequently Asked Questions

Why not assign superintendents by scope?

Because if overseeing scopes, just running all through building, not actually owning an area, not cleaning area, not making sure area safe, not looking at signage. Person in charge of scope gets buddy-buddy with trades, relies on foreman, disengages. Only supervising sub-component, not system.

What’s the brain trick with concrete assignments?

People think when they have structural superintendent, they’re assigning by scope. But concrete is not scope assignment. It’s geographical spatial assignment. Just happens when in concrete phase, own all of area and it’s primarily one scope. They’re in charge of structure (phase with zones). Concrete is scope. Structure is geography.

Why does geographical control work better?

Makes sure you have control of areas, seeing from accountability and self-accountability standpoint all the way through. See entire life cycle. Own area, clean area, make area safe, look at signage. Do pre-con meetings. Make sure entire system functions.

What are production planning systems based on?

Time and location. Phases and zones. All production planning systems, all Takt planning systems based on time and location. Everything in construction works better by location.

What is the GC in charge of?

Environment and rhythm. Both are spatial or geographical things. Not in charge of bossing trades around by scope. They already know how to do their job. They just need path cleared out ahead.

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

Lookahead Planning Explained: 6-Week Make-Ready in the Last Planner®️ System

Posted on by Jason Schroeder
Read 19 min

Look Ahead Planning Explained (Six-Week Make Ready and the Last Planner System)

The previous blog covered production planning. This one focuses on the utility of the look ahead plan. Let’s start out with the meeting system. The team is already balanced in the team weekly tactical. The macro-level Takt plan and procurement log have already been reviewed, meaning the supply chain that’s attached to that macro in the strategic planning of procurement meeting.

And now we move to the trade partner weekly tactical, which works best on Tuesday in the afternoon. By the way, the best thing that Elevate has ever produced is this meeting system. It is so well thought out, so well mapped out according to Death by Meeting by Patrick Lencioni. It’s all flowed. It’s how they do it in Japan. This meeting system is the best. And when we go work with teams who say, “No, I don’t want to do it that way,” there’s always problems. So just know this meeting system is completely undersold.

The Trade Partner Weekly Tactical Meeting

The trade partner weekly tactical happens once a week where the last planners will literally use the look ahead plan and the weekly work plan. This allows the team to create the look ahead and weekly work plan and it is a last planner meeting.

Now we’re going to talk about the utility of the look ahead tool in the trade partner weekly tactical. Here’s a critical point: even though it happens once a week, before the meeting even starts, the trade partners should bring up stickies or red magnets showing the problems they have on the job site. We have to know this in order to run the project properly. And most of the meeting will be identifying, discussing, and solving these problems.

So, we start here as a base to get everything out of the trade partner’s head. And then we are able to come up here to your one or two screens where we’re showing the production plan in Intakt. And now we hit the export for the look ahead.

Using the Look Ahead Plan to Identify Problems

This is key. We know the problems and we’re doing it from the visuals, but we also need to look at the look ahead plan to see if there’s any problems that the trades identify as well. So, let’s say we’re looking at the interiors and we have the interiors functional team in our trade partner weekly tactical.

This is literally how it works. There’s a sign that has the make ready checklist on it up on the wall or you can have them printed out and laminated in front of each person on the table. And these trades should be sitting down because we need to respect their bodies. There’s no secret rule that they have to be standing up. And you can either print this out or have it up on the wall.

The Five-Minute Timer: Review the 17-Point Checklist

Set a 5 or 10-minute timer. And this is ultimately so respectful. Say, “Trades, we’re going to set a 5-minute timer. This is the look ahead from the pull plan you already created and from the adjustments that we’ve already made. What things on this 17-point checklist are not on track to be ready?”

Meaning things, you already know about. Like let’s say information is lacking and making a trade partner nervous we’re going to flag that. Let’s say that a permit is not on track three weeks out for a key activity. That’s a problem. Let’s say that materials this trade partner just got a phone call from one of the vendors saying that a material may or may not be there on time.

How Trades Review Activities by Area and Zone

So, what the trade partner will be asked to do in that five or 10 minutes is to identify their activity or wagon and go look at each area and zone and through the different levels of visualization. Meaning we can think about it. Then we can think about it in 2D, think about it in 3D, sense the space, feel it, experience it, maybe even pull up a picture of it.

We are going to ask those trades to confirm that all 17 of these things are on track for their item. And if they aren’t, it’s a roadblock. And you guessed it, it comes right up here on the board as a red dot that becomes our IDS section.

The Purpose: Make Work Ready Before It Impacts the Schedule

The look ahead plan is for making work ready and identifying, discussing, and solving problems, roadblocks before they impact the work. This is 100% key to the success of the project. Do this every week and use this as a tool. Preferably have this on the wall. We will give you the link to download Intakt. You can have these boards for free. We’ll give you the links and the link to this sign if you want to have it for using the look ahead plan and preparing work out ahead.

Here’s how look ahead planning works:

  • Trade partner weekly tactical: Tuesday afternoon, last planner meeting – Happens once a week. Last planners use look ahead plan and weekly work plan. Allows team to create look ahead and weekly work plan. Before meeting even starts, trade partners bring up stickies or red magnets showing problems on job site. Must know this to run project properly. Most of meeting will be identifying, discussing, solving these problems.
  • Six-week make ready look ahead plan: identify problems trades see – Know problems from visuals, but also need to look at look ahead plan to see if there’s any problems trades identify. Looking at interiors, have interiors functional team in trade partner weekly tactical. Have sign with make ready checklist on wall or printed out and laminated in front of each person on table. Trades sitting down (respect their bodies, no secret rule they have to stand).
  • Five-minute timer: review 17-point checklist by area and zone – Set 5 or 10-minute timer. Ultimately so respectful. Say: “Trades, we’re going to set 5-minute timer. This is look ahead from pull plan you already created and from adjustments we’ve already made. What things on this 17-point checklist are not on track to be ready?” Things already know about: information lacking, permit not on track 3 weeks out, materials may or may not be there on time.
  • Trades identify activity or wagon, go through areas and zones in 2D, 3D, sense space – In that 5 or 10 minutes, identify their activity or wagon and go look at each area and zone and through different levels of visualization. Think about it. Think about it in 2D. Think about it in 3D. Sense the space, feel it, experience it, maybe even pull up picture of it. Ask trades to confirm all 17 things are on track for their item. If they aren’t, it’s a roadblock.
  • Roadblocks become red dots on board, IDS section – You guessed it, comes right up on board as red dot that becomes IDS section. Look ahead plan is for making work ready and identifying, discussing, solving problems, roadblocks before they impact work. 100% key to success of project. Do this every week and use this as tool. Prefer on wall.

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

Production Planning Is About Clearing the Way

Remember, production planning is not about saying when things will happen. It’s about having a plan and figuring out what problems will impact it so we can clear the way and allow it to happen.

A Challenge for Construction Teams

Here’s what to do this week. Set up your trade partner weekly tactical on Tuesday afternoon. Before the meeting starts, have trade partners bring up stickies or red magnets showing problems on job site. Get everything out of trade partner’s head.

Export your six-week make ready look ahead plan from Intakt. Have the make ready checklist sign on wall or printed out and laminated in front of each person on table. Trades sit down (respect their bodies).

Set a 5-minute timer. Say: “Trades, this is look ahead from pull plan you created. What things on this 17-point checklist are not on track to be ready?” Ask trades to identify their activity or wagon. Go look at each area and zone. Think about it in 2D, 3D, sense the space. Ask trades to confirm all 17 things are on track. If they aren’t, it’s a roadblock. Put red dot on board for IDS section.

The look ahead plan is for making work ready and identifying, discussing, solving roadblocks before they impact work. Do this every week. Production planning is about clearing the way and allowing it to happen. As we say at Elevate, look ahead planning in Last Planner System: six-week make ready, 17-point checklist, identify roadblocks before they impact work, clear the way for trades.

On we go.

Frequently Asked Questions

When should the trade partner weekly tactical happen?

Tuesday afternoon. Happens once a week. Last planners use look ahead plan and weekly work plan. Before meeting starts, trade partners bring up stickies or red magnets showing problems on job site.

What is the 17-point checklist for?

Make ready checklist. Set 5-minute timer. Ask trades: “What things on this 17-point checklist are not on track to be ready?” Information lacking, permit not on track 3 weeks out, materials may or may not be there on time.

How do trades review the look ahead plan?

Identify their activity or wagon. Go look at each area and zone. Think about it in 2D, 3D, sense the space, feel it, experience it, maybe pull up picture. Confirm all 17 things on track. If not, it’s roadblock.

What happens when something’s not on track?

It’s a roadblock. Comes right up on board as red dot that becomes IDS section. Look ahead plan is for identifying, discussing, solving roadblocks before they impact work.

What is production planning really about?

Not about saying when things will happen. It’s about having a plan and figuring out what problems will impact it so we can clear the way and allow it to happen.

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

Production Planning in the Last Planner®️ System (How to Build Reliable Plans)

Posted on by Jason Schroeder
Read 17 min

Production Planning in the Last Planner System (How to Build Reliable Plans)

Once you’ve taken from your macro the right information and completed a pull plan that optimizes the actual phase and gains time for the train of trades inside the phase, the next step is production planning in software.

Why Intakt After the Pull Plan

After the pull plan, Intakt is the preferred tool of choice for production planning. There are many others and from a pull planning standpoint, Miro is the cheapest and best option because it’s so versatile. We also link to Miro so you can sign up and use it with access to any of our pull planning templates.

But for production planning, Intakt at intakt.app offers a 30-day free trial. The interface shows Intakt up here, your phases, and your phases, areas, and zones on the left, your train of trades in your production plan, your timeline, and the export function.

The Key: Buffers at the End of Your Phase

One of the critical points is that Intakt takes your pull plan just a single pull plan and repeats it through the remainder of the zones. This is absolutely phenomenal. And one of the key things to understand is that at the end of your phase, you must have gained buffers for this to work properly.

Looking at the phase itself, you can see the lock line. This is the current date marker. And this is the next period that you want to lock in as a part of your weekly work plan. You can see these activities either by their ID or by their name in Intakt. From here, there are very powerful tools available.

Powerful Export Tools: Excel and CPM Software

First, you can export to Excel or you can export to any of your critical path softwares. It exports well for Primavera P6, Phoenix, Asta, and Microsoft Project.

This production plan is the base. This is your target. If you and the trades want to make adjustments, you do it here. And if you wanted to drag an activity over or extend it, it would do it real time. Like for instance, if you grab a punch list activity and literally drag it to the right real time and then let go, it’s going to update your production plan, but it will maintain trade flow according to Takt principles.

So, this is genius. All of the updates you want to do, all of the logic is in here and it will export to CPM according to the DCMA 14-point checklist. All you have to do is make sure that you find any missing logic from phase to phase.

The Six-Week Make Ready Lookahead Plan

The production plan is the base and all you have to do is hit the lookahead and it’s going to show a lookahead in time wherever you set the custom time and it will either be three, four, five or six weeks.

A six-week make ready lookahead plan shows exactly what you need. You can click on or off any of the phases you want and you see the diagonal trade flow and this is where you find and remove roadblocks.

The Weekly Work Plan (Two Fridays from Now)

The work plan export is a beautiful filter designed by Kevin Rice. You can see the parameters. You can do one or two weeks.

And remember, a weekly work plan will be two Fridays from now. Like, if you’re meeting on a Tuesday to coordinate this, it’s not just to this week’s end Friday, it’s to next week’s end Friday. You can see the same phases. There’s lots of room to play around with the format.

This will break it out by phase, area, and zone, but it will keep each of these activities on their own row plus any of the subtasks that you or the superintendent or the foreman have added in as well. And the cool thing is each of these little hand clasps are handoffs. You can adjust this, but these handoffs are how you measure flow and you can track your perfect handoff percentage.

The other thing is there’s lots of room to scroll down to the bottom where you have space to play with your zone maps at the bottom of these visuals.

Here’s how production planning works in the Last Planner System:

  • Pull plan optimizes phase, Intakt repeats across zones – Already taken from macro the right information. Done pull plan that optimizes actual phase and gains time or train of trades inside phase. Intakt takes single pull plan and repeats through remainder of zones. At end of your phase, must have gained buffers for this to work properly.
  • Lock line shows next period for weekly work plan – Lock line is current date marker. This is next period you want to lock in as part of weekly work plan. Can see these activities either by their ID or by their name in Intakt.
  • Export to Excel and CPM software (Primavera P6, Microsoft Project, Phoenix, Asta) – Production plan is base. This is your target. If you and trades want to make adjustments, you do it here. Drag activity over or extend it, it will do it real time. Will maintain trade flow according to Takt principles. All updates you want to do, all logic is in here. Will export to CPM according to DCMA 14-point checklist.
  • Six-week make ready lookahead plan: find and remove roadblocks – Hit lookahead and it shows lookahead in time wherever set custom time. Either three, four, five or six weeks. Can click on or off any phases you want. See diagonal trade flow. This is where you find and remove roadblocks.
  • Weekly work plan: two Fridays from now, tracks perfect handoff percentage – Can do one or two weeks. Weekly work plan will be two Fridays from now. Meeting on Tuesday to coordinate, it’s not just to this week’s end Friday, it’s to next week’s end Friday. Breaks out by phase, area, and zone. Keeps each activity on their own row plus any subtasks superintendent or foreman added. Little hand clasps are handoffs. These handoffs are how you measure flow and track perfect handoff percentage.

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

Export Options: Excel, Primavera P6, Microsoft Project

Hit the export button at the top and you can export to Excel. It’ll look just as beautiful. Primavera P6, Microsoft Project and you can export your zone maps and other reports. This is phenomenal software.

The critical point is this: this is your base production plan that really guides all of the rest of the steps for the Last Planner System. It’s already coordinated from the pull plan. It’s already collaborative and you can make changes and logic ties and updates right here.

When there’s a problem, boards can be posted up on the conference room wall where if you do have a problem, you can come in and say, “Okay, what problem is it?” and know what actions can be taken that are production-minded according to the rules of flow.

A Challenge for Construction Teams

Here’s what to do this week. After completing your pull plan, move it into Intakt or your preferred production planning tool. Take that single pull plan and repeat it through the remainder of the zones. Make sure at the end of your phase, you have gained buffers.

Set your lock line showing the next period you want to lock in as part of your weekly work plan. Export your six-week make ready lookahead plan. See the diagonal trade flow. Find and remove roadblocks.

Export your weekly work plan (two Fridays from now). Break it out by phase, area, and zone. Keep each activity on their own row plus any subtasks. Track those hand clasps (handoffs). Measure flow and track your perfect handoff percentage.

Remember: this production plan is the base for everything else in Last Planner. It’s already coordinated from the pull plan. It’s already collaborative. You can make changes and logic ties and updates right here. It will export to CPM according to DCMA 14-point checklist. As we say at Elevate, production planning in Last Planner System: pull plan optimizes phase, Intakt repeats across zones, export to Excel and CPM, six-week lookahead, weekly work plan.

On we go.

Frequently Asked Questions

What tool is best for pull planning?

Miro is the cheapest and best option because it’s so versatile. After the pull plan, Intakt is the preferred tool of choice. You can get a 30-day free trial at intakt.app.

What must you have at the end of your phase?

You must have gained buffers at the end of your phase for this to work properly. Take single pull plan and repeat through remainder of zones.

What is the lock line?

The lock line is the current date marker. This is next period you want to lock in as part of weekly work plan. Can see activities either by their ID or by their name.

What is the weekly work plan timeline?

Two Fridays from now. Meeting on Tuesday to coordinate, it’s not just to this week’s end Friday, it’s to next week’s end Friday. Breaks out by phase, area, and zone.

How do you measure flow in the weekly work plan?

Little hand clasps are handoffs. These handoffs are how you measure flow and track perfect handoff percentage. Can adjust but these handoffs critical for measuring flow.

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

2 Second Lean Video

Posted on by Jason Schroeder
Read 34 min

You’re Not Scaling Excellence (And Every Project Team Is Reinventing Solutions Others Already Found)

Here’s the waste destroying your company’s potential: you’re keeping improvements trapped in individual projects and teams instead of spreading them throughout your organization. One superintendent figures out a brilliant material delivery solution. Another project discovers better formwork system. A third team implements a remarkable safety process. And none of them share it because there’s no system for scaling excellence. So every project reinvents solutions, every team solves problems others have already fixed, and your company never gets smarter collectively because learning stays siloed in individual pockets instead of spreading organically.

Think about how knowledge currently spreads in your company. Maybe formal training programs that take months to develop and deliver. Maybe corporate policies nobody reads. Maybe occasional emails describing improvements in text that doesn’t show people what actually works. Maybe hoping word-of-mouth eventually carries good ideas from project to project. And meanwhile projects struggle with problems other teams have already solved because there’s no fast, visual, bottom-up system for sharing what works. So excellence stays isolated instead of scaling.

The brutal reality is trainings won’t solve this, policies won’t solve it, websites won’t solve it, Wikipedia pages won’t solve it, and having corporate training videos that take ten hours to produce one minute of uninteresting content won’t do it either. You need something fast, visual, authentic, and bottom-up that workers and foremen can create themselves showing real improvements in real time. You need two-second lean videos that scale excellence from the people doing the work instead of waiting for top-down programs that never capture what actually matters.

The Pain of Watching Other Teams Struggle With Problems You Already Solved

You’ve experienced this frustration watching teams on other projects struggle with problems you solved months ago. You figured out how to organize tool trailers efficiently. How to stage materials to prevent damage and rework. How to coordinate trades in tight spaces. How to run safety walks that actually improve conditions instead of just documenting them. And other projects in your company are dealing with those same problems without knowing you already have solutions because there’s no system for sharing what works.

That’s what happens when excellence doesn’t scale. Knowledge stays trapped in individual superintendents’ heads instead of becoming company capability. Improvements stay limited to single projects instead of spreading to every site. Workers figure out better ways to do things but nobody sees those innovations except their immediate crew. And your company keeps solving the same problems repeatedly instead of building on solutions and moving forward to harder challenges.

The pattern is predictable across construction companies. Top-down training programs that take forever to develop and deliver information that’s already outdated by the time it launches. Corporate initiatives mandating processes without showing people visually how they work in field reality. Knowledge management systems require extensive documentation that nobody has time to create or consume. And meanwhile the best improvements happen organically on projects but never spread because there’s no fast, easy way for front-line workers to share what they discovered.

Paul Akers teaches two-second lean through his book and videos. The concept is simple: create short before-and-after videos showing small improvements using your phone, upload to YouTube or internal platforms, and share across the company. Film worker doing task the old way. Film the same worker doing the task the improved way after fixing what bugs them or making work easier, faster, safer. Thirty to sixty seconds total. Upload immediately without extensive editing. Share throughout the organization. That’s it. Visual proof the improvement works, easy to replicate, spreads organically, creates a culture of continuous improvement, engages everyone not just management, scales bottom-up not top-down.

The System Prioritizes Perfection Over Speed (And Kills Learning)

Here’s what I want you to understand. Construction companies systematically prioritize perfection over speed when it comes to learning, and that kills the ability to scale excellence. We create elaborate training departments producing highly polished videos that take months to develop. We require extensive approvals before sharing improvements. We hire video editing specialists and create learning groups inside companies unless they know how to get content out quickly. And we cannot overly perfect videos. Speed is key when it comes to learning as long as you have the right message.

But scaling excellence requires operating completely differently. You need front-line workers creating authentic videos showing real improvements immediately. You need superintendents filming quick before-and-afters on their phones during daily huddles. You need foremen sharing what bugs them being fixed without waiting for corporate approval or professional editing. And you need speed, speed, speed because the longer it takes to share improvements, the more projects reinvent solutions instead of building on what others discovered.

Here’s what you need before two-second lean videos work effectively. First, you need personal organization system so you have capacity for improvement work. Second, you need team balance and health so people aren’t burned out and overwhelmed. Third, you need Takt planning or flow in your CPM schedule creating stability instead of constant chaos. Fourth, you need an integrated control system managing work effectively so you’re not firefighting constantly. If you don’t have these foundations, you’re too busy dealing with emergencies to have capacity for continuous improvement. You need help getting your life and project in order first.

What does good look like when you have proper capacity? You should have free time on construction projects doing wonderful remarkable things. Free time to stay organized and work with your team. Plenty of coverage so you’re not stretched impossibly thin. Time for implementing lean improvements, learning new methods, studying best practices, and taking care of your career development. If you’re so busy you can’t lift your head up for air, you’re doing it wrong. That doesn’t mean you’re a bad person. It means you need help. Every great leader and project team will have this capacity because they’ve built systems creating it.

The two-second lean process works like this. Huddle with your team daily doing 3S which means sort, sweep, and standardize. During these huddles, identify things that bug people or waste their time. Fix those things as a team right then. Take before-and-after videos showing the improvement in thirty to sixty seconds total. Upload to YouTube or internal platform immediately without waiting for approvals or extensive editing. Share throughout your company and job site so others can learn. Get workers to participate in creating these videos themselves, not just being subjects in them. Scale excellence from bottom-up through visual proof instead of top-down through policies and mandates.

Why does video change everything compared to text descriptions? People can see exactly how the improvement works instead of trying to interpret written instructions that might be unclear. Visual proof is much more convincing than claims about effectiveness that people might doubt. Workers can replicate what they see much faster than decoding text explanations that require translation into action. Authentic field footage is more credible than corporate messaging that feels disconnected from reality. Short videos respect people’s time unlike lengthy documentation that nobody reads. And phone cameras make this accessible to everyone, not just specialists with expensive equipment and training.

Here’s what you need for tools and best practices when creating these videos:

  • Your iPhone and YouTube account for filming and uploading (Android works too despite the jokes)
  • Movie Maker for quick edits as Paul Akers demonstrates in his instructional videos
  • Keep camera at eye level, always use landscape horizontal orientation
  • Put lighting in front of you not behind, make eye contact with lens not screen
  • Post with information so people know what they’re watching and can find it later
  • Optional tools: teleprompter for video app costs twelve dollars if you need scripting help, ten inch ring light with fifty inch extendable tripod stand for proper lighting, Vidyard for presentation-based videos showing your face alongside PowerPoint

When you implement this system properly, excellence scales from the people doing the work instead of waiting for top-down programs that take forever to develop. Workers on one project see improvements from another site and replicate them immediately, sometimes within days. Superintendents share innovations that spread throughout regions as people watch and learn. Foremen show their crews better ways they learned from videos other crews made, creating network effects where knowledge multiplies. And the company gets smarter collectively instead of keeping knowledge siloed in individual projects where it dies when people leave or transfer.

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. We work with builders who understand that scaling excellence through simple videos beats elaborate training programs, and that speed in learning creates more value than perfection in production.

Think about what becomes possible when you make sharing improvements this easy. Every site becomes a laboratory contributing to company knowledge instead of an isolated island. Every worker becomes a teacher showing others what they discovered instead of just following instructions. Every improvement multiplies across the organization instead of staying trapped where it originated. That’s how you scale excellence instead of reinventing solutions repeatedly while wondering why the company never seems to get better despite all the good work happening.

Paul Akers has a great instructional video on YouTube showing exactly how to do two-second lean videos super easily with minimal equipment and effort. All you need is your phone and a YouTube account to get started. Don’t overly perfect these videos. Don’t worry about editing extensively or getting corporate approval before sharing. Get the message out quickly while it’s relevant and fresh. Speed is absolutely key. You cannot let perfectionism prevent you from sharing what works.

Making Two-Second Lean Work in Your Organization

Let me walk you through how to actually implement two-second lean videos and start scaling excellence throughout your company. First, understand you need capacity before this works effectively. If you’re so busy firefighting that you can’t lift your head up for air, you’re doing it wrong. That doesn’t mean you’re a bad person or incompetent. It means you need help getting your life and project systems in order so you have free time for improvement work instead of constant emergency response. Call someone who can help you create that capacity. Write the check for consulting or training. Get your systems working properly so you’re not constantly overwhelmed and reactive.

Second, start with daily huddles where your team does 3S together as a group. Sort through the work area removing everything that doesn’t belong there. Sweep and clean so the space is organized and safe. Standardize the setup so tomorrow starts the same way instead of chaos. During these huddles, ask people what bugs them about their work. What wastes their time doing unnecessary steps. What makes their jobs harder than they need to be. Those frustrations are opportunities for improvement that create immediate value.

Third, when your team identifies and fixes something that bugs them, film it right then. Thirty seconds showing the problem before the improvement. Thirty seconds showing the solution after you fixed it. Done. Upload to YouTube immediately while it’s fresh. Share with your company through email, internal platforms, or however people communicate. Don’t wait for approvals from multiple layers of management. Don’t send it to an editing team to polish for weeks. Don’t perfect it until it loses relevance. Get it out fast while the improvement is fresh and other projects can benefit from learning it.

Fourth, get workers participating in creating these videos themselves, not just being subjects that superintendents film. When workers film their own improvements and share them with the company, ownership and pride multiply exponentially. They become teachers for the entire organization instead of just following instructions from above. They see their ideas valued and spread, which encourages more suggestions and engagement. That’s when culture really changes from compliance to commitment, from top-down mandates to bottom-up innovation.

Fifth, scale these videos throughout your company, job site, and region systematically. Send email blasts to everyone so they see what’s being discovered. Create internal platforms where people can browse improvements by topic or trade. Share highlights regularly in meetings so people know this matters. Make it easy for people to see what others are discovering and learn from it without barriers or gatekeepers preventing access to knowledge.

Sixth, measure success not by video quality or production values but by how fast improvements spread and get adopted. Did a team on another project see the video and implement that solution within days instead of weeks? Did a superintendent share an innovation with their region and others adopt it immediately? Did workers start suggesting more improvements because they see their ideas valued and shared instead of ignored? That’s what actually matters. That’s how you know the system is working to scale excellence.

If you need help with this, reach out to someone who can guide you. If you don’t have capacity on your job to do lean improvements because you’re too busy firefighting, you need help getting systems in order. You’re wasting so much time and energy by not getting your organizational life in order. Even if it takes a couple of months to struggle through figuring out how you need to operate, the result should be having free time on your construction projects. Free time to stay organized properly. Time to work with your team on development. Plenty of coverage so you’re not stretched impossibly thin. Time for implementing lean improvements. Time for learning and studying. Time for taking care of your career growth. If you’re not there, you’re doing it wrong and you need help.

The current condition across most construction companies is that teams aren’t sharing ideas when we desperately need to. Knowledge stays trapped in individual heads and projects. Excellence doesn’t scale beyond where it originates. Projects keep reinventing solutions to problems others already solved. And workers who discover better ways never get to teach others because there’s no fast, easy system for spreading what works. That’s the waste we’re eliminating through two-second lean videos.

The Challenge: Create Your First Two-Second Lean Video This Week

So here’s my challenge to you. Get started on your two-second lean journey today, this week, right now. Huddle with your team tomorrow morning. Do 3S together as a group. Ask what bugs them about their work or wastes their time. Fix one thing as a team. Film a simple before-and-after showing the improvement. Upload to YouTube without overthinking it. Share with your company through whatever channels you have. Get workers to participate in the process.

Don’t freak out about editing or production quality. Don’t worry about perfection or polish. Don’t wait for corporate approval or professional video team support. Just get the message out quickly while it’s relevant. Speed is absolutely key when it comes to learning, as long as you have the right message to share. And the right message is visual proof of what works, not corporate-speak about what should work in theory.

Read Paul Akers’ Two Second Lean book to understand the philosophy and approach more deeply. Watch his instructional video on YouTube showing exactly how to do this easily with just an iPhone and YouTube account. It’s a complete game changer for scaling excellence when you actually implement it instead of just reading about it.

Stop hiring video editing people in your company and creating learning groups unless they know how to get content out quickly instead of perfectly. Stop spending ten hours producing one minute of polished video that nobody watches because it’s boring and disconnected from reality. Stop creating elaborate corporate training programs that deliver outdated information months after developments happen in the field where work actually gets done.

Start empowering front-line workers to share improvements immediately through simple authentic videos they create themselves. Start building a culture where everyone teaches everyone through visual proof of what works instead of policies about what should work. Start scaling excellence from bottom-up through the people doing the work instead of top-down through corporate initiatives and mandates that feel disconnected from field reality.

Remember that trainings won’t solve the challenge of scaling excellence throughout your organization. Policies won’t solve it no matter how well-written. Websites and wikis won’t solve it because nobody maintains them or consults them. Only fast, visual, authentic sharing from people doing the work will scale improvements throughout your organization so every project learns from every other project instead of constantly reinventing solutions while wondering why the company never seems to get collectively smarter.

Get key people who will actually follow through with creating these videos on their job sites. Scale improvements even if it’s just through email blasts to everyone else in your area initially. Do this within teams, within departments, within entire companies. I promise you it will be worth the effort and investment in building the capacity and culture to make this work.

The point is scaling excellence so your company gets smarter collectively instead of keeping knowledge trapped individually. I personally don’t know a better way to do this than two-second lean videos created by front-line workers and shared immediately. So get the capacity first if you need to by fixing your systems and organization. Then implement daily huddles with 3S and improvement identification. Then create videos showing those improvements before and after. Then share throughout your organization without delay. Then watch excellence scale as people see visual proof and replicate what works across projects and regions.

On we go.

Frequently Asked Questions

What if we don’t have capacity to do improvement work because we’re too busy firefighting constantly?

Then you’re doing it wrong and you need help creating better systems. Every great leader and project team will have free time on construction projects for remarkable things, staying organized, working with team, implementing lean, and learning. If you’re so busy you can’t lift your head up for air, call someone to help you create capacity through better organization and systems. That’s the foundation required before two-second lean works effectively.

Won’t creating videos take too much time away from actual productive work?

Thirty to sixty second videos filmed on your phone and uploaded immediately take minimal time compared to the value of scaling improvements throughout your organization. The time saved when other projects learn from your solutions instead of reinventing them pays for video creation many times over. Plus the process of filming improvements reinforces learning for the team doing them and increases engagement.

Do we really need to share videos without corporate approval or professional editing?

Yes absolutely. Speed is key when it comes to learning and spreading what works. The longer you wait for approvals and editing, the more projects reinvent solutions instead of learning from what you discovered. Overly perfecting videos kills the ability to scale excellence quickly. Get the message out fast even if it’s rough around the edges because relevance beats polish.

What if people are camera shy or uncomfortable filming themselves on video?

Start with just filming the work itself, not people’s faces if that helps. Show before-and-after of the process or workspace improvement without focusing on individuals. As people see the value of sharing and the culture develops around this, comfort with video increases naturally. Workers can participate by identifying improvements and helping film even if they’re not on camera themselves initially.

How do we measure success of a two-second lean video program?

Not by video quality or production values but by how fast improvements spread and get adopted. Do other projects implement solutions within days of seeing videos instead of weeks or never? Do workers suggest more improvements because they see their ideas valued and shared? Do superintendents across regions adopt innovations they learned through videos others created? That’s success—excellence scaling throughout your organization instead of staying trapped where it originated.

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.

Unleash the Power within

Posted on by Jason Schroeder
Read 24 min

You’re Not Living Your Full Potential (And You Know It)

Here’s the truth you’ve been avoiding: you’re asleep, numb, going through motions without living your full potential. You show up to work. Do your job. Go home. Repeat. You tell yourself you’re too busy for personal development, too practical to spend money on training, too experienced to need breakthrough events. And meanwhile you’re stuck in the same patterns, the same fears, the same limiting beliefs that have held you back for years. You’re working hard without breaking through. You’re competent without being exceptional. And deep down, you know you deserve more but you won’t invest in getting it.

Think about what’s holding you back right now. Maybe it’s fear-based leadership creating anxiety you can’t shake. Maybe it’s jealousy damaging your relationships. Maybe it’s lack of self-worth preventing you from pursuing the promotion you deserve. Maybe it’s undefined vision leaving you reactive instead of intentional. Whatever it is, you’re tolerating it instead of eliminating it. You’re managing around your limitations instead of breaking through them. And you’ll spend ninety five percent of your life living for other people when you could invest four or five hundred dollars in yourself and get on a better trajectory.

The brutal reality is most people won’t do breakthrough training because they don’t believe they deserve it. They’ll put money into 401k accounts that might pay off in thirty years. They’ll invest in real estate or stocks hoping for returns. But they won’t put a single dollar into their own mind and capability, the most lasting investment that creates every other success. And they wonder why life feels like continuous improvement of candles when what they need is the electric light that comes from transformation, not incremental adjustment.

The Pain of Knowing You’re Not Who You Could Be

You’ve experienced this frustration living below your potential. You see people less talented achieving more because they broke through limitations you’re still managing around. You watch leaders younger than you get promoted while you stay stuck because they invested in growth you keep postponing. You feel the gap between who you are and who you could be widening every year. And you tell yourself stories about why now isn’t the right time, why it costs too much, why you don’t really need it, when the truth is you’re afraid of what happens if you actually step into your full capability.

That’s what happens when you confuse activity with progress. You work eighty hour weeks thinking exhaustion equals advancement. You read books thinking information equals transformation. You attend one-day seminars thinking exposure equals breakthrough. But transformation requires immersive experiences that reprogram neural pathways, not just add information to existing patterns. It requires getting outside comfort zones, confronting worst fears, and creating new conditioning that makes excellence automatic instead of effortful.

The pattern is predictable across people stuck below potential. They consume content without taking action. They learn principles without mastering them through practice. They know what to do but don’t build muscle memory making it automatic. They stay in environments that reinforce old patterns instead of placing themselves in experiences that demand new ones. And they wonder why nothing really changes despite all the books they’ve read and podcasts they’ve listened to.

I went to Unleash the Power Within working through jealousy and fear. Jealous husband behavior damaging my marriage. Fear-based leadership limiting my effectiveness. I thought I just needed to try harder, be more disciplined, think differently. But breakthrough didn’t come from trying harder. It came from four days of immersive training that reprogrammed my mind through neural associative conditioning, broke through limiting beliefs through the Dickens process, and proved I could handle what scared me through fire walking that was ten times scarier and fifteen times more impactful than I imagined.

The System Keeps You Comfortable Instead of Exceptional

Here’s what I want you to understand. The world systematically keeps you comfortable instead of exceptional. We’re taught to be practical about money, cautious about risks, realistic about potential. We’re told investing in yourself is indulgent when investing in retirement accounts is responsible. We’re encouraged to read books and listen to podcasts, consume free content that feels productive without demanding breakthrough. And we create lives where coincidences of employment happen instead of conditions of leadership that develop us intentionally.

Someone accidentally said “coincidence of employment” instead of “condition of employment.” Coincidences of employment happen when employees don’t have relevance, connection, measurement, teams that function with organizational health, or companies that prioritize people. If something good happens it’s a coincidence. But there should be things in your company that help you develop as conditions of leadership and employment, not accidents that maybe occur.

The same applies to personal development. If you grow, it’s often coincidence not condition. You happened to read the right book. You happened to meet the right mentor. You happened to get the opportunity. But exceptional people create conditions for growth, not wait for coincidental opportunities. They invest in breakthrough experiences that guarantee transformation instead of hoping incremental improvements eventually add up to something meaningful.

Here’s what breakthrough training like Unleash the Power Within actually provides:

  • Pattern of neural associative conditioning reprogramming your mind for performance over fear
  • Five-step system for sustained and lasting change you commit to and practice
  • Muscle memory through repetition, not just information you hear and forget
  • Getting outside comfort zones in structured ways that build capability
  • Understanding six human needs and how to meet them constructively
  • Reshaping beliefs according to who you truly are and want to become
  • Leverage against limiting beliefs through the Dickens process confronting worst fears
  • Fire walking proving you can handle what scares you when you’re in state
  • High energy physiology creating effectiveness you can’t access sitting still
  • Focus on right things, right language, right mental state for consistent excellence
  • Three to six weeks of sustained high energy and hope after the event
  • Permanent shifts in capability and trajectory, not temporary motivation

When you leave these events, you’re not just inspired. You’re different. Your neural pathways are reconditioned. Your limiting beliefs are leveraged against. Your fears are proven manageable. And you have systems making excellence automatic instead of requiring constant effort to maintain.

After I went to Tony Robbins, I went from senior superintendent to general superintendent, then field director, project director, business owner. Four or five major career steps, major promotions. Because it programmed me to be a high-performing executive instead of just a competent manager managing around limitations. The investment was maybe nine grand including plane tickets, hotels, and tickets for family. The return was trajectory that created every subsequent success.

Why Transformation Beats Incremental Improvement

Let me walk you through why breakthrough training transforms while incremental improvement just maintains. First, understand that the electric light did not come from continuous improvement of candles. Henry Ford said if he asked people what they wanted, they would have wanted faster horse-drawn carriages. Sometimes you need transformation not optimization. Sometimes you need to stop doing the same thing and take massive action in a new direction.

Second, immersive experiences create neural associative conditioning that reading books never achieves. You’re not just learning information. You’re rewiring pathways through repetition, emotion, and muscle memory. You’re practicing new patterns until they become automatic. You’re creating new conditioning that makes excellence your default state instead of something you have to consciously maintain.

Third, getting outside comfort zones in structured environments builds capability you can’t develop staying comfortable. Fire walking sounds like something to dismiss. But when you’re with fifteen thousand people, arm raised saying yes, barefoot in the cold, watching fresh red-hot coals get added to your path, it’s terrifying. Ten feet from brand-new fire and you’re about to walk across. Five to ten percent of people get burned or hurt because they’re not in state. But when you’re in state and you walk across successfully, you prove to yourself you can handle difficult situations and perform at high levels even when scared.

Fourth, confronting worst fears through processes like the Dickens exercise creates leverage against limiting beliefs. You don’t just think about what happens if you don’t change. You emotionally experience the consequences of staying stuck. You feel what your life becomes if you don’t close the gap, if you don’t overcome fear, if you don’t head in the direction your values demand. That emotional leverage creates change information alone never produces.

Fifth, playing full out in training creates patterns you take into life. You’re going to dance as a grown person to music with high energy. You’re going to work with strangers in zoom rooms doing things outside your comfort zone. You’re not listening passively. You’re practicing actively until new behaviors become natural. That practice creates muscle memory making excellence automatic when you return to normal life.

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. We work with builders who understand that investing in breakthrough experiences for leaders creates capability that managing around limitations never achieves.

Think about where you are versus where you could be. What fears are holding you back? What limiting beliefs are keeping you stuck? What version of yourself are you tolerating instead of becoming? You know the gap exists. The question is whether you’ll invest in closing it or keep managing around it for another year, another decade, another lifetime.

The Challenge: Sign Up For Breakthrough Training This Month

So here’s my challenge to you, and I’m being direct because you deserve it. Sign up for breakthrough training. Unleash the Power Within specifically if you’re ready. Pay the money. Take the time. Play full out. Don’t hold back. Don’t be last with anything. And when you’re done, tell me how it changed your life because it’s going to be that great times ten.

You’re thinking “I’m not talking to you.” Yes I am. You’re the person who doesn’t believe you deserve this. You’re the person who will spend on everyone else but not yourself. You’re the person who needs this most and will resist it hardest. Stop. You deserve this. Invest in yourself.

Don’t put another dollar into 401k or real estate or stocks until you’ve put enough money into your own mind and training to make the most lasting investment. Those other investments might pay off someday. Investing in your capability pays off immediately and compounds forever. The returns dwarf anything else you could invest in because every success flows from who you become, not what you own.

Be ready to play full out. You’ll dance. You’ll work with strangers. You’ll get outside comfort zones. You’ll confront fears. You’ll walk on fire literally proving you can handle what scares you. You’ll go through processes that leverage your limiting beliefs emotionally. You’ll create new neural pathways through repetition and practice. And you’ll leave different, not just inspired.

I’ve done this podcast for two hundred thirty one episodes. I don’t get paid a dollar. Not a single dollar. I stay up late after long days, after flights, when tired, after fights with my wife. Every single episode for you. Ask yourself what my motivation would be. I wouldn’t sit here for another thirty minutes editing this if it wasn’t worth your time. I’m telling you to do this because you deserve it and you need it.

My wife Katie knows I need these trainings continuously to take me to my next level. When I’m getting triggered or fear-based, she says “if you weren’t close to a Tony Robbins event I would pack up and give you two weeks alone or schedule an event because you need it.” Our minds have tendencies to go back into fear-based patterns when we don’t have these breakthrough experiences resetting us to performance-based patterns.

You need to pick yourself up. You need extra energy. You need to take your next step. Whatever is holding you back, jealousy, fear, anxiety, rejection, lack of self-worth, lack of vision, disorganization, these trainings will help you break through instead of just managing around limitations forever.

As Edwin Markham wrote, “We are the summation of the principles we have mastered.” If you’re not on a journey that allows you to master principles you’re learning, where are you headed? Are you stagnant? Are you okay with that? And where else is that showing up in your life?

On we go.

Frequently Asked Questions

What if I can’t afford four or five hundred dollars for breakthrough training right now?

You can’t afford not to. The capability you gain creates every subsequent success in career and life. Cut something else temporarily. Finance it. Make it happen. The return on investing in yourself dwarfs any other investment you’ll make.

Won’t virtual training be less effective than in-person events?

Immersive training works because of the content and process, not just the location. Virtual events still create neural conditioning through practice, get you outside comfort zones, and leverage limiting beliefs. In-person adds energy from crowds, but virtual still transforms.

What if I’m skeptical about things like fire walking or emotional exercises?

Skepticism protects you from change. That’s the point. The processes work because they break through skepticism by making you experience transformation, not just think about it. Trust the process even when uncomfortable. That’s where breakthrough happens.

How do I know if I’m ready for this kind of breakthrough training?

If you’re asking whether you’re ready, you’re ready. If you feel stuck, know you’re below potential, or see the gap between who you are and who you could be, you need it. Don’t wait until you feel ready. Feeling ready comes after breakthrough, not before.

What if my company won’t support taking time off for personal development?

Use vacation days. Go on weekends. Make it happen without permission if needed. Your development is your responsibility, not your company’s. Leaders who invest in themselves create opportunities companies can’t provide to people who wait for support.

 

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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    faq

    General Training Overview

    What construction leadership training programs does LeanTakt offer?
    LeanTakt offers Superintendent/PM Boot Camps, Virtual Takt Production System® Training, Onsite Takt Simulations, and Foreman & Field Engineer Training. Each program is tailored to different leadership levels in construction.
    Who should attend LeanTakt’s training programs?
    Superintendents, Project Managers, Foremen, Field Engineers, and trade partners who want to improve planning, communication, and execution on projects.
    How do these training programs improve project performance?
    They provide proven Lean and Takt systems that reduce chaos, improve reliability, strengthen collaboration, and accelerate project delivery.
    What makes LeanTakt’s training different from other construction courses?
    Our programs are hands-on, field-tested, and focused on practical application—not just classroom theory.
    Do I need prior Lean or takt planning experience to attend?
    No. Our programs cover foundational principles before moving into advanced applications.
    How quickly can I apply what I learn on real projects?
    Most participants begin applying new skills immediately, often the same week they complete the program.
    Are these trainings designed for both office and field leaders?
    Yes. We equip both project managers and superintendents with tools that connect field and office operations.
    What industries benefit most from LeanTakt training?
    Commercial, multifamily, residential, industrial, and infrastructure projects all benefit from flow-based planning.
    Do participants receive certificates after completing training?
    Yes. Every participant receives a LeanTakt Certificate of Completion.
    Is LeanTakt training recognized in the construction industry?
    Yes. Our programs are widely respected among leading GCs, subcontractors, and construction professionals.

    Superintendent / PM Boot Camp

    What is the Superintendent & Project Manager Boot Camp?
    It’s a 5-day immersive training for superintendents and PMs to master Lean leadership, takt planning, and project flow.
    How long does the Superintendent/PM Boot Camp last?
    Five full days of hands-on training.
    What topics are covered in the Boot Camp curriculum?
    Lean leadership, Takt Planning, logistics, daily planning, field-office communication, and team health.
    How does the Boot Camp improve leadership and scheduling skills?
    Yes. You’ll learn how to run day huddles, team meetings, worker huddles, and Lean coordination processes.
    Who is the Boot Camp best suited for?
    Construction leaders responsible for delivering projects, including Superintendents, PMs, and Field Leaders.
    What real-world challenges are simulated during the Boot Camp?
    Schedule breakdowns, trade conflicts, logistics issues, and communication gaps.
    Will I learn Takt Planning at the Boot Camp?
    Yes. Takt Planning is a core focus of the Boot Camp.
    How does this Boot Camp compare to traditional PM certification?
    It’s practical and execution-based rather than exam-based. You learn by doing, not just studying theory.
    Can my entire project team attend the Boot Camp together?
    Yes. Teams attending together often see the greatest results.
    What kind of real-world challenges do we simulate?
    Improved project flow, fewer delays, better team communication, and stronger leadership confidence.

    Takt Production System® Virtual Training

    What is the Virtual Takt Production System® Training?
    It’s an expert-led online program that teaches Lean construction teams how to implement takt planning.
    How does virtual takt training work?
    Delivered online via live sessions, interactive discussions, and digital tools.
    What are the benefits of online takt planning training?
    Convenience, global accessibility, real-time learning, and immediate application.
    Can I access the virtual training from anywhere?
    Yes. It’s fully web-based and accessible worldwide.
    Can I access the virtual training from anywhere?
    Yes. It’s fully web-based and accessible worldwide.
    What skills will I gain from the Virtual TPS® Training?
    Macro and micro Takt planning, weekly updates, flow management, and CPM integration.
    How long does the virtual training program take?
    The program is typically completed in multiple live sessions across several days.
    Can I watch recordings if I miss a session?
    Yes. Recordings are available to all participants.
    Do you offer group access or company licenses for the virtual training?
    Yes. Teams and companies can enroll together at discounted rates.
    How does the Virtual TPS® Training integrate with CPM tools?
    We show how to align Takt with CPM schedules like Primavera P6 or MS Project.

    Onsite Takt Simulation

    What is a Takt Simulation in construction training?
    It’s a live, interactive workshop that demonstrates takt planning on-site.
    How does the Takt Simulation workshop work?
    Teams participate in hands-on exercises to learn the flow and rhythm of a Takt-based project.
    Can I choose between a 1-day or 2-day Takt Simulation?
    Yes. We offer flexible formats to fit your team’s schedule and needs.
    Who should participate in the Takt Simulation workshop?
    Superintendents, PMs, site supervisors, contractors, and engineers.
    How does a Takt Simulation improve project planning?
    It shows teams how to structure zones, manage flow, and coordinate trades in real time.
    What will my team learn from the onsite simulation?
    How to build and maintain takt plans, manage buffers, and align trade partners.
    Is the simulation tailored to my specific project type?
    Yes. Scenarios can be customized to match your project.
    How do Takt Simulations improve trade partner coordination?
    They strengthen collaboration by making handoffs visible and predictable.
    What results can I expect from an onsite Takt Simulation?
    Improved schedule reliability, better trade collaboration, and reduced rework.
    How many people can join a Takt Simulation session?
    Group sizes are flexible, but typically 15–30 participants per session.

    Foreman & Field Engineer Training

    What is Foreman & Field Engineer Training?
    It’s an on-demand, practical program that equips foremen and engineers with leadership and planning skills.
    How does this training prepare emerging leaders?
    By teaching communication, crew management, and execution strategies.
    Is the training on-demand or scheduled?
    On-demand, tailored to your team’s timing and needs.
    What skills do foremen and engineers gain from this training?
    Planning, safety leadership, coordination, and communication.
    How does the training improve communication between field and office?
    It builds shared systems that align superintendents, engineers, and managers.
    Can the training be customized for my team’s needs?
    Yes. Programs are tailored for your project or company.
    What makes this program different from generic leadership courses?
    It’s construction-specific, field-tested, and focused on real project application.
    How do foremen and field engineers apply this training immediately?
    They can use new systems for planning, coordination, and daily crew management right away.
    Is the training suitable for small construction companies?
    Yes. Small and large teams alike benefit from building flow-based leadership skills.

    Testimonials

    Testimonials

    "The bootcamp I was apart of was amazing. Its was great while it was happening but also had a very profound long-term motivation that is still pushing me to do more, be more. It sounds a little strange to say that a construction bootcamp changed my life, but it has. It has opened my eyes to many possibilities on how a project can be successfully run. It’s also provided some very positive ideas on how people can and should be treated in construction.

    I am a hungry person by nature, so it doesn’t take a lot to get to participate. I loved the way it was not just about participating, it was also about doing it with conviction, passion, humility and if it wasn’t portrayed that way you had to do it again."

    "It's great to be a part of a company that has similar values to my own, especially regarding how we treat our trade partners. The idea of "you gotta make them feel worse to make them do better" has been preached at me for years. I struggled with this as you will not find a single psychology textbook stating these beliefs. In fact it is quite the opposite, and causing conflict is a recipe for disaster. I'm still honestly in shock I have found a company that has based its values on scientific facts based on human nature. That along with the Takt scheduling system makes everything even better. I am happy to be a part of a change that has been long overdue in our industry!"

    "Wicked team building, so valuable for the forehumans of the sub trades to know the how and why. Great tools and resources. Even though I am involved and use the tools every day, I feel like everything is fresh and at the forefront to use"

    "Jason and his team did an incredible job passing on the overall theory of what they do. After 3 days of running through the course I cannot see any holes in their concept. It works. it's proven to work and I am on board!"

    "Loved the pull planning, Takt planning, and logistic model planning. Well thought out and professional"

    "The Super/PM Boot Camp was an excellent experience that furthered my understanding of Lean Practices. The collaboration, group involvement, passion about real project site experiences, and POSITIVE ENERGY. There are no dull moments when you head into this training. Jason and Mr. Montero were always on point and available to help in the break outs sessions. Easily approachable to talk too during breaks and YES, it was fun. I recommend this training for any PM or Superintendent that wants to further their career."

    agenda

    Day 1

    Foundations & Macro Planning

    • Introduction to Takt Production System® principles
    • CPM vs TAKT comparison
    • Macro planning, zoning, and density analysis
    • Quantities and production rates
    • Hands-on application to participants’ projects with LeanTakt PM experts

    day2

    Norm Planning & Flow Optimization

    • Review and refinement of Day 1 work
    • Pull planning and sequence optimization
    • Work packaging for balanced flow
    • Project integration session with LeanTakt PM coaching

    day3

    Advanced Tools & Comparisons

    • Macro work packaging and example walkthrough
    • Calculator Norm for production optimization
    • Stacking comparison to avoid trade conflicts
    • Hands-on application to participants’ own schedules

    day4

    Buffers, Controls & Finalization

    • Review of Day 3 implementation
    • Buffer management strategies and placement
    • Takt control principles and steering methods
    • Project plan finalization with expert guidance

    day5

    Control Systems & Presentations

    • Takt steering, control systems, and real project examples
    • Participant project presentations with LeanTakt PM feedback
    • Wrap-up, feedback, and action planning for post-training implementation

    faq

    UNDERSTANDING THE TRAINING

    What is the Virtual Takt Production System® Training by LeanTakt?
    It’s an expert-led online program designed to teach construction professionals how to implement Takt Planning to create flow, eliminate chaos, and align teams across the project lifecycle.
    Who should take the LeanTakt virtual training?
    This training is ideal for Superintendents, Project Managers, Engineers, Schedulers, Trade Partners, and Lean Champions looking to improve planning and execution.
    What topics are covered in the online Takt Production System® course?
    The course covers macro and micro Takt planning, zone creation, buffers, weekly updates, flow management, trade coordination, and integration with CPM tools.
    What makes LeanTakt’s virtual training different from other Lean construction courses?
    Unlike theory-based courses, this training is hands-on, practical, field-tested, and includes live coaching tailored to your actual projects.
    Do I get a certificate after completing the online training?
    Yes. Upon successful completion, participants receive a LeanTakt Certificate of Completion, which validates your knowledge and readiness to implement Takt.

    VALUE AND RESULTS

    What are the benefits of Takt Production System® training for my team?
    It helps teams eliminate bottlenecks, improve planning reliability, align trades, and reduce the chaos typically seen in traditional construction schedules.
    How much time and money can I save with Takt Planning?
    Many projects using Takt see 15–30% reductions in time and cost due to better coordination, fewer delays, and increased team accountability.
    What’s the ROI of virtual Takt training for construction teams?
    The ROI comes from faster project delivery, reduced rework, improved communication, and better resource utilization — often 10x the investment.
    Will this training reduce project delays or rework?
    Yes. By visualizing flow and aligning trades, Takt Planning reduces miscommunication and late handoffs — major causes of delay and rework.
    How soon can I expect to see results on my projects?
    Most teams report seeing improvement in coordination and productivity within the first 2–4 weeks of implementation.

    PLANNING AND SCHEDULING TOPICS

    What is Takt Planning and how is it used in construction?
    Takt Planning is a Lean scheduling method that creates flow by aligning work with time and space, using rhythm-based planning to coordinate teams and reduce waste.
    What’s the difference between macro and micro Takt plans?
    Macro Takt plans focus on the overall project flow and phase durations, while micro Takt plans break down detailed weekly tasks by zone and crew.
    Will I learn how to build a complete Takt plan from scratch?
    Yes. The training teaches you how to build both macro and micro Takt plans tailored to your project, including workflows, buffers, and sequencing.
    How do I update and maintain a Takt schedule each week?
    You’ll learn how to conduct weekly updates using lookaheads, trade feedback, zone progress, and digital tools to maintain schedule reliability.
    Can I integrate Takt Planning with CPM or Primavera P6?
    Yes. The training includes guidance on aligning Takt plans with CPM logic, showing how both systems can work together effectively.
    Will I have access to the instructors during the training?
    Yes. You’ll have opportunities to ask questions, share challenges, and get real-time feedback from LeanTakt coaches.
    Can I ask questions specific to my current project?
    Absolutely. In fact, we encourage it — the training is designed to help you apply Takt to your active jobs.
    Is support available after the training ends?
    Yes. You can access follow-up support, coaching, and community forums to help reinforce implementation.
    Can your tools be customized to my project or team?
    Yes. We offer customizable templates and implementation options to fit different project types, teams, and tech stacks.
    When is the best time in a project lifecycle to take this training?
    Ideally before or during preconstruction, but teams have seen success implementing it mid-project as well.

    APPLICATION & TEAM ADOPTION

    What changes does my team need to adopt Takt Planning?
    Teams must shift from reactive scheduling to proactive, flow-based planning with clear commitments, reliable handoffs, and a visual management mindset.
    Do I need any prior Lean or scheduling experience?
    No prior Lean experience is required. The course is structured to take you from foundational principles to advanced application.
    How long does it take for teams to adapt to Takt Planning?
    Most teams adapt within 2–6 weeks, depending on project size and how fully the system is adopted across roles.
    Can this training work for smaller companies or projects?
    Absolutely. Takt is scalable and especially powerful for small teams seeking better structure and predictability.
    What role do trade partners play in using Takt successfully?
    Trade partners are key collaborators. They help shape realistic flow, manage buffers, and provide feedback during weekly updates.

    VIRTUAL FORMAT & ACCESSIBILITY

    Can I access the virtual training from anywhere?
    Yes. The training is fully accessible online, making it ideal for distributed teams across regions or countries.
    Is this training available internationally?
    Yes. LeanTakt trains teams around the world and supports global implementations.
    Can I watch recordings if I miss a session?
    Yes. All sessions are recorded and made available for later viewing through your training portal.
    Do you offer group access or company licenses?
    Yes. Teams can enroll together at discounted rates, and we offer licenses for enterprise rollouts.
    What technology or setup do I need to join the virtual training?
    A reliable internet connection, webcam, Miro, Spreadsheets, and access to Zoom.

    faq

    GENERAL FAQS

    What is the Superintendent / PM Boot Camp?
    It’s a hands-on leadership training for Superintendents and Project Managers in the construction industry focused on Lean systems, planning, and communication.
    Who is this Boot Camp for?
    Construction professionals including Superintendents, Project Managers, Field Engineers, and Foremen looking to improve planning, leadership, and project flow.
    What makes this construction boot camp different?
    Real-world project simulations, expert coaching, Lean principles, team-based learning, and post-camp support — all built for field leaders.
    Is this just a seminar or classroom training?
    No. It’s a hands-on, immersive experience. You’ll plan, simulate, collaborate, and get feedback — not sit through lectures.
    What is the focus of the training?
    Leadership, project planning, communication, Lean systems, and integrating office-field coordination.

    CURRICULUM & OUTCOMES

    What topics are covered in the Boot Camp?
    Takt planning, day planning, logistics, pre-construction, team health, communication systems, and more.
    What is Takt Planning and why is it taught?
    Takt is a Lean planning method that creates flow and removes chaos. It helps teams deliver projects on time with less stress.
    Will I learn how to lead field teams more effectively?
    Yes. This boot camp focuses on real leadership challenges and gives you systems and strategies to lead high-performing teams.
    Do you cover daily huddles and meeting systems?
    Yes. You’ll learn how to run day huddles, team meetings, worker huddles, and Lean coordination processes.
    What kind of real-world challenges do we simulate?
    You’ll work through real project schedules, logistical constraints, leadership decisions, and field-office communication breakdowns.

    LOGISTICS & FORMAT

    Is the training in-person or virtual?
    It’s 100% in-person to maximize learning, feedback, and team-based interaction.
    How long is the Boot Camp?
    It runs for 5 full days.
    Where is the Boot Camp held?
    Locations vary — typically hosted in a professional training center or project setting. Contact us for the next available city/date.
    Do you offer follow-up coaching after the Boot Camp?
    Yes. Post-camp support is included so you can apply what you’ve learned on your projects.
    Can I ask questions about my actual project?
    Absolutely. That’s encouraged — bring your current challenges.

    PRICING & VALUE

    How much does the Boot Camp cost?
    $5,000 per person.
    Are there any group discounts?
    Yes — get 10% off when 4 or more people from the same company attend.
    What’s the ROI for sending my team?
    Better planning = fewer delays, smoother coordination, and higher team morale — all of which boost productivity and reduce costs.
    Will I see results immediately?
    Most participants apply what they’ve learned as soon as they return to the jobsite — especially with follow-up support.
    Can this replace other leadership training?
    In many cases, yes. This Boot Camp is tailored to construction professionals, unlike generic leadership seminars.

    SEO-BASED / HIGH-INTENT SEARCH QUESTIONS

    What is the best leadership training for construction Superintendents?
    Our Boot Camp offers real-world, field-focused leadership training tailored for construction leaders.
    What’s included in a Superintendent Boot Camp?
    Takt planning, day planning, logistics, pre-construction systems, huddles, simulations, and more.
    Where can I find Lean construction training near me?
    Check our upcoming in-person sessions or request a private boot camp in your city.
    How can I improve field and office communication on a project?
    This Boot Camp teaches you tools and systems to connect field and office workflows seamlessly.
    Is there a training to help reduce chaos on construction sites?
    Yes — this program is built specifically to turn project chaos into flow through structured leadership.