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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.

The Biggest Leadership Mistake Ignoring

Posted on by Jason Schroeder
Read 14 min

A Problem Is Actually a Problem (When Positivity Masks Urgency)

I heard this concept in Japan: a problem is actually a problem. Let me set this up here just for a little bit though.

The Positive Framing: Problems Are Just Opportunities

I remember back at Hensel Phelps and this person didn’t do anything wrong, but he said, “Oh, problems are just opportunities.” And he would always say, “Hey, we have an opportunity. We have an opportunity.” And I thought that was really neat because it was positive and it really got us to thinking about, “Hey, we can lean in here and make things better.” And so I adopted it for a long time.

The Japan Perspective: No, a Problem Is Actually a Problem

And then I heard in Japan that no, a problem is actually a problem. And I changed my mind a little bit and I’m actually fine with both. But what we have to do is make sure a person understands it and the folks that we’re mentoring understand the concept.

The person that said a long time ago, “A problem is an opportunity” is saying that a problem isn’t necessarily something that’s bad and we can dig in and fix it together and make it better. That’s a really great message. And it’s really great because it also says, “Don’t be afraid of problems.”

But then the other message, which I’m fine to embrace as well, and then everybody learn wherever you want, obviously, is that, “Hey, a problem is actually a problem, though.” And it is also urgent. And we should have some urgency with how we deal with it. And we should also understand the risk.

The Danger: Victim Mentality Masks the Real Impact

There are instances where folks will just get into a victim, “This is the best we can do” mentality in construction, and then they fail to actually understand the need that we have to solve it and be aggressive with it. So we also need to understand that no, a problem is an actual problem. It does impact people. It especially impacts the trade partners. And if we don’t understand that we are going to be in big, big trouble. And we must tackle this with urgency.

And yes, problems are not a problem if we identify, discuss and solve them before it impacts work. However, a problem is actually a problem. And we must be very, very aggressive with it.

The Stakes: Trade Partner Finances and People’s Lives

And also, especially if you’re a general contractor, understand that the finances of the trade partner, and their success and the lives and well-being of our people depend on us solving these problems. And that the best project teams ever are fanatical about identifying, discussing and solving roadblocks, and are fanatical about the concept that Taiichi Ono talked about where problems are not a problem. Thinking that we don’t have problems is the only problem.

The Key Distinction: Before or After It Impacts Work

So I do accept that problems are an opportunity. I also know that problems are actually a problem. And here’s actually where it will get remarkable where you’re like, “Jason, you’re talking semantics.”

A problem is only an opportunity if you identify, discuss and solve it before it impacts work. A problem is a massive problem if you are not identifying, discussing and solving it before it impacts work. That is the difference.

And so problems are not a problem if we have a culture of bringing them to the surface and solving them aggressively. Problems are a massive problem if we fear problems, think we don’t have problems and don’t go looking for problems and are trying to hide problems, because they will affect us and hurt the people we are here to protect.

Here’s the key distinction on problems:

  • Problem is only an opportunity if you identify, discuss, solve it BEFORE it impacts work: “Problems are opportunities” message is positive and says don’t be afraid of problems, we can lean in and make things better. This works only if you have culture of bringing problems to surface and solving them aggressively before work gets impacted.
  • Problem is a massive problem if you don’t identify, discuss, solve it BEFORE it impacts work: Some folks get into victim “this is the best we can do” mentality and fail to understand the need to solve it aggressively. A problem is actually a problem. It does impact people, especially trade partners. We must tackle this with urgency.
  • Best project teams are fanatical about roadblocks: Finances of trade partner, their success, lives and well-being of our people depend on us solving these problems. Best project teams ever are fanatical about identifying, discussing and solving roadblocks. Taiichi Ono: thinking we don’t have problems is the only problem.
  • Problems hurt people when we hide them: Problems are not a problem if we have culture of bringing them to surface and solving them aggressively. Problems are massive problem if we fear problems, think we don’t have problems, don’t go looking for problems, try to hide problems. They will affect us and hurt the people we are here to protect.

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 saying “We have an opportunity” when you mean “We have a problem that needs urgent attention.” Be fanatical about identifying, discussing and solving roadblocks before they impact work. That’s when a problem is an opportunity. After it impacts work, it’s a massive problem.

Understand that the finances of the trade partner, their success, and the lives and well-being of our people depend on us solving these problems. Don’t get into victim “this is the best we can do” mentality. Tackle problems with urgency. Bring them to the surface. Solve them aggressively. Don’t fear problems. Don’t think we don’t have problems. Don’t hide problems.

As Taiichi Ono said: thinking we don’t have problems is the only problem. So go looking for problems. Identify them. Discuss them. Solve them before they impact work. That’s when problems become opportunities. That’s when problems are not a problem. As we say at Elevate, a problem is only an opportunity if you identify, discuss, solve it before it impacts work. Otherwise, it’s a massive problem. Be fanatical about roadblocks.

On we go.

Frequently Asked Questions

What’s the difference between “problems are opportunities” and “a problem is actually a problem”?

A problem is only an opportunity if you identify, discuss, and solve it before it impacts work. A problem is a massive problem if you are not identifying, discussing, and solving it before it impacts work. That is the difference.

Why is the “problems are opportunities” mindset dangerous?

Because some folks get into victim “this is the best we can do” mentality and fail to understand the need to solve it aggressively. A problem is actually a problem. It impacts people, especially trade partners. We must tackle with urgency.

What did Taiichi Ono say about problems?

Taiichi Ono talked about where problems are not a problem. Thinking that we don’t have problems is the only problem. Best project teams are fanatical about identifying, discussing and solving roadblocks.

Why must general contractors understand that problems are actually problems?

Because the finances of the trade partner, their success, and the lives and well-being of our people depend on us solving these problems. If we don’t understand this, we’re in big trouble.

When are problems not a problem?

Problems are not a problem if we have a culture of bringing them to the surface and solving them aggressively before they impact work. Problems are massive problem if we fear, hide, or ignore them.

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

10 Leadership Mistakes That Disrespect Your Team

Posted on by Jason Schroeder
Read 20 min

The 10 Ways You’re Likely Disrespecting Someone Today

I saw a really neat LinkedIn post that said, “Here are the 10 ways you’re likely disrespecting someone today.” And it hit me that I do a lot of these things. And it gave me so much growth that I was like, I really want to share this. So, I’m going to share these with you one by one, perhaps with some thoughts from me.

But obviously, I’m somebody who has to grow so much and can learn so much from these. So, I’m going to basically say that I need these more than anybody. Here we go.

Number One: You’ll Hand Someone Work Without the Details They Need to Do It Right

This is Jason Schroeder sin number one through 45. For everything that I’ve ever done in my life, I live with this. Maybe I spent my childhood as an only child. I have a half-brother and half-sister. They’re 12 and 13 years older than me, approximately, that I really never lived with. And so I grew up as an only child. Even when they were in the house, I was in a separate area because of the dynamics of my mother’s divorce and things like that.

So, I mean, I saw them, but we weren’t close. And really, I grew up as an only child. Anyway, probably like most other people, so I’m not saying I’m unique. But I lived out in Apple Valley, California. And my parents built a beautiful big house way out in the desert. And there were a couple of people around, like my grandma and like a distant aunt and uncle. But nearest neighbor is maybe a quarter of a mile away. And not very many people at that. The bus had to go way out to get us.

Anyway, so I spent a lot of time by myself and being in my head. And so, it’s hard for me sometimes to know whether or not I’m clearly communicating or just thinking about something inside my head. And so oftentimes, I’ll find myself sometimes where, when I’m on a long trip with one of my children and I’m like, “Holy hell, have I just been thinking and talking to myself for 10 minutes and ignoring my child?” Like maybe everybody does that.

But I guess what I’m saying is like, I will just expect irrationally that somebody knows what I want. And it’s really quite irresponsible. So this is like a huge wake up call for me. I’m doing more voice notes, more impact filters, meaning clear instructions where AI is helping me. Just videos like, “Hey, I’ll just record a quick video.” I’m really, really working on this. And I thought you’d like it too.

Number Two: You’ll Interrupt Someone Who Is Finally Getting Real Work Done

Oh my gosh, I have a pet project. I want to go ahead and get this done when they’re actually in a focus.

Number Three: You’ll Make Someone Wait Because You Didn’t Reply, Decide, or Prepare

This one I’m not too bad at because I hate disrespecting people’s time. But you know, if it’s email didn’t reply, like in every situation, can you get back to them right away? And if I’m not going to use email, have I just sent them back a message in some way?

Number Four: You’ll Give Someone a Deadline You Didn’t Think Through

That one’s a big one because it could overburden somebody. Oh, the other thing is not giving a deadline at all is automatically an ASAP deadline. Like I’ve with the personal administrators gotten to a point where I’m like, “Hey, this is not important. Like next six months is fine.”

And then I realized one time, our personal administrators were really, really stressed. And I was like, “Well, why are you stressed?” And they were like, “We’re getting everything done that you tell me every day.” And I’m sending them stuff all day. And I’m like, “Whoa, whoa, whoa, whoa. Some of that’s not even important.” But how are they supposed to know?

So now I’m like, “Nope, that’s not important. We can get that done in the next year. Or hey, that one we can get done in the next three months. Hey, this one is actually urgent.” So, I love that.

Number Five: You’ll Dump Your Disorganization on Someone Else to Clean Up

I’ve gotten a lot better about this. But I’ll give you an example. Having a disorganized trailer or boot camp organization, then dumps it on the people helping me to set up a boot camp. Now, like this last boot camp over the Christmas break, I took some time, I think it took a day. It took a little bit longer than that. But it took a day to unpack the trailer, get it all Leaned out, label everything, create standard work.

And it was like setup and takedown was remarkable. I was respecting their time. So, I like this. I learned a lot with this one recently.

Number Six: You’ll Ignore a Problem and Force Someone Else to Deal with It Later

One of the ways where this shows up with me is where I have an unpopular opinion and could lead and everybody’s arguing and I’m staying out of it to be liked. And really the lack of clarity is just me disrespecting people. I don’t know if you do that sometimes too.

Number Seven: You’ll Leave a Workplace Messy and Expect the Next Person to Clean It

I don’t do this anymore after my Lean journey, but definitely one to consider.

Number Eight: You’ll Change the Plan Without Telling the People Affected

Definitely something to watch out for.

Number Nine: You’ll Assume Someone Should Know Instead of Explaining the Expectations

Oh my gosh, this is sin number 46 through 100. And I’m always talking about elevating people and training and then I don’t clearly explain it. I’ve changed that a lot. You know what’s so weird with me, with most of the books that we have that are published out there in the industry and the videos and things are things that we’re doing so I can better explain it to our own company. And so, the books are really guides, like internal manuals for our folks.

And a lot of the videos I created because it was an actual need from one of our folks. I’m getting better at that.

Number Ten: You’ll Reward Effort Instead of Correcting the Lack of Results

So, this one’s a tough one because somebody’s effort is key. And if they’re not providing or getting to the results and they have awesome effort, it’s really a system problem. So, I would actually change this to saying you don’t dig in to fix the process or the system so the person can actually achieve the results.

So not perfect, saw it on LinkedIn and I just loved it. And this was one of those, you know, not everything I see on social media helps me, but this one really, really helped me. I don’t know if it is going to help you, but I sure hope it does.

Here are the ten ways you’re likely disrespecting someone today:

  • Handing work without details: You expect people know what you want irrationally. It’s irresponsible. Fix: voice notes, impact filters with clear instructions, quick videos. AI helps. Record a quick video explaining exactly what you need.
  • Interrupting someone in focus: You have a pet project you want done when they’re actually getting real work done. Respect their focus time.
  • Making someone wait (didn’t reply, decide, or prepare): Email didn’t reply. Every situation: can you get back to them right away? If not using email, send them back a message some way.
  • Giving deadlines you didn’t think through: Could overburden somebody. Also: not giving a deadline at all is automatically an ASAP deadline. Fix: “Not important, next six months is fine” or “Next three months” or “Actually urgent.”
  • Dumping disorganization on someone else: Disorganized trailer dumps it on people helping setup. Fix: take a day, unpack, Lean out, label everything, create standard work. Setup and takedown become remarkable. Respect their time.
  • Ignoring a problem, forcing someone else to deal with it later: You have unpopular opinion, could lead, everybody’s arguing, you stay out of it to be liked. Lack of clarity is disrespecting people.
  • Leaving workplace messy, expecting next person to clean it: After Lean journey, don’t do this anymore. Definitely one to consider.
  • Changing the plan without telling people affected: Something to watch out for.
  • Assuming someone should know instead of explaining expectations: Always talking about elevating people and training, then don’t clearly explain it. Fix: books are internal manuals for our folks, videos created because actual need from one of our folks.
  • Rewarding effort instead of fixing the system: If they’re not getting results and they have awesome effort, it’s really a system problem. Fix: dig in to fix the process or the system so the person can actually achieve the results.

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. Print this list. Read it every morning. Ask yourself: which of these ten am I doing today? Then fix it. Hand work without details? Record a quick video explaining exactly what you need. Interrupt someone in focus? Respect their focus time. Make someone wait? Get back to them right away. Give bad deadlines? Say “not important, next six months is fine” or “actually urgent.” Dump disorganization? Take a day, Lean out, label everything, create standard work. Ignore a problem? Lead with clarity. Leave workplace messy? Clean it. Change the plan? Tell people affected. Assume someone should know? Explain expectations clearly. Reward effort without results? Dig in to fix the system.

Not everything I see on social media helps me, but this one really, really helped me. I don’t know if it is going to help you, but I sure hope it does. As we say at Elevate, ten ways you disrespect people: hand work without details, interrupt focus, make them wait, give bad deadlines, dump disorganization, ignore problems.

On we go.

Frequently Asked Questions

What’s the biggest way people disrespect others at work?

Handing someone work without the details they need to do it right. You expect people know what you want irrationally. It’s irresponsible. Fix: voice notes, impact filters, quick videos explaining exactly what you need.

Why is not giving a deadline disrespectful?

Because not giving a deadline at all is automatically an ASAP deadline. Personal administrators were really stressed: “We’re getting everything done that you tell me every day.” Fix: “Not important, next six months” or “Actually urgent.”

How does dumping disorganization disrespect people?

Disorganized trailer dumps it on people helping setup. Fix: take a day, unpack, Lean out, label everything, create standard work. Setup and takedown becomes remarkable. Respect their time.

What’s wrong with rewarding effort instead of correcting lack of results?

If they’re not getting results and they have awesome effort, it’s really a system problem. Don’t reward effort instead of fixing the system. Dig in to fix the process so the person can actually achieve the results.

How does ignoring a problem disrespect people?

You have unpopular opinion, could lead, everybody’s arguing, you stay out of it to be liked. Lack of clarity is disrespecting people. Lead with clarity instead of avoiding the problem.

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

Advanced Teaching through AI Images

Posted on by Jason Schroeder
Read 19 min

AI Image Generation for Construction (Seeing Concepts Changes Everything)

Here’s an exciting development for the way I communicate construction concepts: AI image generation. And I couldn’t be more excited about it. Let me tell you what it is first, then I’ll tell you why it matters.

The Discovery: Sergio’s Lean Images

There’s a content creator named Sergio on the Elevate Construction LinkedIn page who does really, really neat Lean images. And it’s based around manufacturing, but if somebody was like, “Oh my gosh, what is a heijunka board or heijunka box rather, or what is poka-yoke or what is whatever?” He has examples on there and it’s really, really neat.

And the reason that I think it’s so neat and the reason I’ve been posting them, meaning sharing them, is that it’s hard for people to understand and I’m sorry, me included understand these concepts without an image. And they’re so crisp and they’re so wonderful. And I have just, I just absolutely loved seeing them. And so I post them on the Elevate Construction LinkedIn channel quite often, and I just absolutely adore these images because you really, really get it.

The Breakthrough: Gemini and Canva

And then I kept asking people, I was like, “How do I make those images?” Nothing, nothing, lots of people trying to help doing a great job. But, and maybe it’s just the AI has reached a point now where it can be done. And I asked Sergio on LinkedIn, I said, “How do you do these?” And he said, “AI and Canva.”

Now, if you know Canva, Canva is great for a lot of things. It’s got a little ways to go with AI, but when in the program, you can erase things, you can modify things. And Canva is just one of those programs that changed everything for us. And it’s very, very visual.

And then I saw a post about AI that said, Gemini is really, really doing well with images. And the post talks about all the different AI platforms, but Gemini was one of those that was really phenomenal. And I didn’t think anything of it. And I shared it with our leadership team.

And then Kate immediately popped on and realized that we already have a subscription. So there you go. And she was like, “Jason, you better try this. This is pretty cool.” Anyway, I actually signed up for the Ultra, not just the Pro. We already had it on our Google account.

The Process: Hand Sketch Plus Text Description

And I would make, oh, I started doing a hand sketch of what I wanted to basically show on an image and then described it with text. And I was, to say I was blown away is an understatement, absolutely blown away. And I am like geeking out over this, like excited. Like I want to go do this, like personal hobby, like excited about this.

Because I started creating images that looked as good as Sergio’s and I’m like, “Oh my gosh, this is amazing.”

Why This Matters: Concepts Lock In When You See Them

So I’ve had these key things that I want to show people that I can’t explain well enough or show people. Like a good example for me is the advanced queuing area, which is actually one of the first ones I did where the concept is that trucks come in, it’s pretty close to the trailer and you have a shop forklift on a flat level surface, either base or asphalt or concrete, unload the truck and kit it properly by zone right there with water spiders. And then the telehandlers take their kits to the zones and it makes sure, and we just throw away any trash right then and there.

And this concept, it’s like, people are like, “Yeah, great. Yeah. Okay. Okay, Jason.” But you see the image and it’s like, “Yes, I get it. Yes. We need to do that.” Like there’s something that locks it in.

And I shared it and somebody on LinkedIn actually said, “You should also consider a compactor and a baler and you won’t even have to take or have most of that be trashed.” And I was like, “Oh my gosh.” So then in Gemini, I’m like, “Hey, can you create a compactor and a baler for me as well? Put it in the image.” Boom. It’s right there.

And I then put it into Canva and I might want to crisp up some lines or put some call-outs on it. You know, the title bars, you know, whatever else. Oh, the other thing is if I want to erase something, Canva is amazing with erasing things on an image or selecting them, isolating them so you can pick them. And then it just looks so beautiful.

What AI Has Enabled: Accelerated Book Writing and Audible Access

Like, I know it sounds really silly, but my point is like AI, I know there’s a lot of haters out there and that’s fine. AI has accelerated our book writing. In the next few months, four more books will come out that are in my voice, that the core content is mine. It’s human made, but AI organized.

And that will then go on Audible with an AI narrated voice, which is amazing, which means now people have faster access, quicker access to things. And now all of these critical concepts that I’ve been wanting to describe, like the Masaguda and the Genkan, or the advanced queuing area, or area boards, or rerouting and queuing instructions for incoming trucks, or signage, or the second story observation office on a construction project. Like all these things that people are like, “What?” But now you can see them.

I even put in two images. One was how a context box can be organized. I’m going to do an image here pretty soon that talks about how we 5S and organize our work trucks.

Why I’m So Excited: Everybody Sees What the Leader Sees

And then somebody will see, oh, let me close this out. Well, here’s why I’m so excited about it. Joe, who is a former plumbing foreman, he’s since deceased, I found out. Very sad. Joe, a plumbing foreman that I worked with a long time ago, he said, “Jason, I get you now. You just want us to see things the way you see them,” which is kind of toxic. Meaning I hope I’m more collaborative than that.

But it really is on a job site about everybody seeing what the person sees who has the highest expectations or the leader. And being able to see these images and share them with the world. And once I’m done with like most of what I want to publish there, actually putting it in a colored book so that it’s like a quick reference guide for anybody that wants to learn construction. Like this is going to change the learning game.

And I’m just so proud of what AI has enabled us to do and how effective we’re able to be now with training. It’s absolutely remarkable.

Here’s what AI image generation enables:

  • Concepts lock in when people see them: Advanced queuing area example: people say “Yeah, okay Jason” until they see the image. Then: “Yes, I get it. Yes, we need to do that.” Something locks it in. Images make abstract concepts concrete and visible.
  • Critical construction concepts now visible: Masaguda, Genkan, advanced queuing area, area boards, rerouting and queuing instructions for incoming trucks, signage, second story observation office, context box organization, 5S work truck organization. All the things people are like “What?” Now they can see them.
  • AI accelerates book writing and training: Four more books coming out in next few months: human-made core content in Jason’s voice, AI organized. Then on Audible with AI narrated voice. Faster access, quicker access. Colored book quick reference guide for learning construction.
  • Everybody sees what the leader sees: Joe the plumbing foreman: “Jason, I get you now. You just want us to see things the way you see them.” On a job site, it’s about everybody seeing what the person sees who has the highest expectations or the leader. AI images enable this.

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. Try AI image generation. Use Gemini for image creation. Use Canva to crisp up lines and add call-outs. Hand sketch what you want to show, describe it with text, generate the image. Then share it with your team.

Think about the concepts you’ve been trying to explain but can’t quite get people to see. Advanced queuing area. Area boards. 5S work truck organization. Context boxes. Masaguda. Genkan. Whatever it is. Create the image. Share it. Watch people lock in when they see it.

This is going to change the learning game. And I’m just so proud of what AI has enabled us to do and how effective we’re able to be now with training. As we say at Elevate, AI image generation transforms construction training. Advanced queuing area, Masaguda, Genkan, area boards visible now. People see it, they get it. Game changer.

On we go.

Frequently Asked Questions

What AI tools do you use for construction images?

Gemini for AI image generation (hand sketch plus text description), then Canva to crisp up lines, erase things, add call-outs and title bars. Gemini creates the image, Canva polishes it.

What construction concepts have you made visible with AI?

Advanced queuing area, Masaguda, Genkan, area boards, rerouting and queuing instructions for incoming trucks, signage, second story observation office, context box organization, 5S work truck organization. All the things people couldn’t visualize before.

Why do images lock in concepts better than words?

Because people are like “Yeah, okay Jason” until they see the image. Then: “Yes, I get it. Yes, we need to do that.” Something locks it in. Abstract concepts become concrete and visible.

How has AI accelerated your book writing?

Four more books coming out in next few months. Human-made core content in Jason’s voice, AI organized. Then on Audible with AI narrated voice. Faster access, quicker access to training content.

What did Joe the plumbing foreman say?

“Jason, I get you now. You just want us to see things the way you see them.” On a job site, it’s about everybody seeing what the person sees who has the highest expectations or the leader.

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

Why Labor Counts Matter in Construction

Posted on by Jason Schroeder
Read 19 min

Why the Heck Do I Care About Labor Counts? (Question Everything in Construction)

Here’s a question that came up recently: Why don’t I fill out labor counts on pull planning stickies?

I was doing a pull plan, and I started filling out the stickies, but I didn’t fill out what people would say is the manpower. I call it labor, the labor count for the crew composition. And that is typically taught in pull planning. And I’ve typically taught it as well. So, I got called out a little bit: “Jason, why don’t you put it in there?”

And I was thinking to myself, well, for a couple of reasons, but it’s really not pertinent. And let me tell you why. I’m probably going to confuse everybody and then hopefully bring it back around because I can actually tell you why it is pertinent, but why it’s not pertinent to me.

When Labor Counts Actually Matter (Single-Train Takt vs Multi-Train Takt)

Let me give you a couple of scenarios. In single-train Takt planning, where you force more of the Takt time and packaging inside the Takt time versus multi-train Takt planning, which is more resource-based and you don’t force one single Takt time. By the way, the second is my favorite.

In the first scenario where you force crews into a Takt time, one of the biggest things that you meaning levers that you can pull to adjust the actual cycle time to fit on average well within the Takt time is to address crew composition. So having that number, meaning the labor count, would be important for that.

The Civil Crew Example (When One Missing Person Cuts Productivity in Half)

I remember working with a civil contractor. And I’m not going to get this exactly right because I’m not a civil contractor. I’m a concrete builder that happens to do a lot of work with civil in a supervisory capacity, but I’ve never actually worked the shovel on a civil crew. So, I’ll give this to you in my layperson’s terms.

On a typical civil environment, let’s say a crew is installing force main. And these are not the exact names, but let’s say you have a foreman, lead person, equipment operator. Heck, you may even have two, but let’s say you at least have one equipment operator. You have two or three pipe layers and let’s say a general laborer.

And let’s say one person doesn’t show up. Your crew productivity for that, like let’s say you have a seven-person crew and one person doesn’t show up, your productivity could actually cut in half because of the way each of the process steps work in installing the pipe. Now that’s not a really great way for me to explain. I feel kind of silly, but what I learned was it’s not like, “Oh, you lose one person from a 10-person crew, it’s a 10% loss.” It could actually be detrimental to the entire crew or cut your productivity in half. So that would be another reason to track labor.

I could keep going on and on. Obviously labor counts are one factor in the overall cycle time that we’re attempting to fit well within the Takt time. So I do get that it’s important.

The Problem: GCs Track Labor Without Clearing Roadblocks (Myopic)

But I’ve got to ask myself why it’s important to me. And let me say that most general contractors will ask for labor. When in the Last Planner System, and I think this is wrong, a lot of people teach that, “Hey, I want to know what area you’re working in,” meaning in the morning foreman huddle. They want to know where you’re working, how many people you have. The GC typically wants to track that you have the right number of people.

There’s a couple of things wrong with this. First of all, we shouldn’t be having the foreman huddle be in the morning. It should be the afternoon before. Second of all, where they’re working and how many people, they have is fairly inconsequential to the rest of the trades. And I would say probably as well, the general contractor.

And the third consideration is that it’s really not a good idea to try. It’s basically myopic. It’s incorrect to say, “Hey, if we have all of the right people on the crew, you’re going to reach full productivity.” It has more to do with, are we clearing roadblocks?

The False Assumption: Right Crew Size Equals Full Productivity

Let me give you a for instance. Let’s say the crew is supposed to have five people and the foreman says, “Yeah, we have all five people.” And then you falsely think that they’re going to make production. It doesn’t so much have to do with how many people you have in all instances. It really has more to do with, is the work made ready?

And so, it’s not something that’s ever been, let me say this: I have never, ever, ever, ever, ever seen a general contractor track whether or not crews have enough or the right amount of people and had it make any difference whatsoever with anything on the project site.

Does the GC Need to Know Labor Counts? (Probably Not)

So, I keep asking myself, why do I need to know the labor counts? Well, the other reason I would say is that it’s really up to the trade partner. Like it is their business. And unless I’m trying to help them modify or optimize their cycle time, I don’t really need to know.

So, for all of these reasons, if I think to myself, “Hey, do I need to know the labor count specifically for the pull plan?” Well, not really, because I’m probably not going to force everybody into a single Takt time. Do I need to know it so that the other trades and the superintendent can monitor it? Well, no, not really. I don’t need to know it for that reason either. And you’re like, I can go through any of the other reasons. No, I don’t really need to know.

Does the trade need to know? Yes. Do I need to know? Probably not.

The Real Question: What Outcome Are We Getting?

So I’m not going to say definitively, not that I’m the expert on anything, but I’m not going to say definitively that you don’t need to know it as a general contractor or supervisor. You definitely probably need to know it if you’re a trade partner. But I will say this: the emphasis placed on it is misguided.

And we have to really ask ourselves if we’re tracking this, what real outcome are we getting? And I think it needs to be questioned really in construction. Everything needs to be questioned. We can’t be sticking to old traditions just because this is the way we’ve always done it.

Many of the things that we do make absolutely no sense. It may be like a composite cleanup crew where it’s actually the worst thing you can do. And it never should have been invented in the first place.

Here’s when labor counts matter and when they don’t:

  • Labor counts matter for trades optimizing cycle time: If you’re forcing crews into single-train Takt time, crew composition is a lever to adjust cycle time to fit within Takt time. Civil example: 7-person crew loses one person, productivity cuts in half because of process steps. Trades definitely need to know labor counts.
  • Labor counts don’t matter for GC tracking without roadblock removal: Most GCs ask where you’re working and how many people you have in morning foreman huddle (should be afternoon before). This is myopic. Having right number of people doesn’t equal full productivity. What matters is: is the work made ready? Are we clearing roadblocks?
  • GCs tracking labor has never made a difference: I have never, ever, ever, ever, ever seen a general contractor track whether crews have enough people and had it make any difference whatsoever with anything on the project site. It’s fairly inconsequential to rest of trades and GC.
  • Emphasis on labor counts is misguided: Unless GC is helping trade modify or optimize cycle time, GC probably doesn’t need to know. It’s really up to the trade partner. It is their business. Does trade need to know? Yes. Does GC need to know? Probably not.

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. Question everything. Ask yourself: if we’re tracking labor counts, what real outcome are we getting? Are we clearing roadblocks? Are we making work ready? Or are we falsely thinking that if crews have the right number of people, they’re going to make production? We can’t be sticking to old traditions just because this is the way we’ve always done it. Many of the things that we do make absolutely no sense. It may be like a composite cleanup crew where it’s actually the worst thing you can do. And it never should have been invented in the first place.

Focus on what matters: Is the work made ready? Are roadblocks cleared? Is the zone ready? Is the sequence protected? Is the next trade enabled? Those are the questions that drive production. Not “How many people do you have?” As we say at Elevate, labor counts matter for trades optimizing cycle time, not for GC tracking. Tracking crew numbers without clearing roadblocks is myopic. Make work ready first.

On we go.

Frequently Asked Questions

When do labor counts matter in Takt planning?

In single-train Takt planning where you force crews into a Takt time, crew composition is a lever to adjust cycle time to fit within Takt time. Labor counts are important for trades optimizing their cycle time.

Why is GC tracking of labor counts myopic?

Because having the right number of people doesn’t equal full productivity. What matters is: is the work made ready? Are roadblocks cleared? I have never seen a GC track labor and have it make any difference on the project site.

What’s the civil crew example about?

Seven-person crew installing force main loses one person. Productivity cuts in half (not 10% loss) because of the way process steps work. This shows labor counts matter for trade composition, not for GC tracking.

Do GCs need to know labor counts?

Probably not, unless helping the trade modify or optimize cycle time. It’s really up to the trade partner. It is their business. Does the trade need to know? Yes. Does the GC need to know? Probably not.

What should GCs focus on instead of labor counts?

Is the work made ready? Are roadblocks cleared? Is the zone ready? Is the sequence protected? Is the next trade enabled? Those questions drive production, not “How many people do you have?”

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

Primary Control Level Loop For Field Engineers (Construction Elevation Control Basics)

Posted on by Jason Schroeder
Read 20 min

Primary Control Level Loop for Field Engineers (Construction Elevation Control Basics)

In this blog, I’m going to talk to you about level loops or level circuits is what a surveyor might call it as it relates to primary control.

So let me start out by saying that primary control is permanent and it surrounds the job site and it lays out everything within. Secondary control is something like a baseline that controls the building and it’s semi-permanent. And then working control would be like after grid lines laying out a wall or a column and laying out the actual column or wall lines or the offsets for the wall or the column meaning it’s component specific and it’s temporary.

So primary, secondary, and then working control. We always have those different types.

Establishing the Complete Network (Northing and Easting Only)

In the last blog, we talked about if you have your basis of bearings that might be out on the roadway here and you want to build a building, let’s say that we’re just looking at the foundations and the slab on grade that you will create points in your site and these points will surround the job site like we talked about and they will be permanent. And what you’ll do is you’ll take distances and angles and connect these. So, we’re on the same page and then you will have a complete network.

From there, if you’re going to go ahead and lay out a baseline, you would, for instance, set up here, backsight a longer backsight, and you’ll radial stake from that point. Then you’ll do it from another side of the traverse. Set up here, backsight. And then what you’ll do is you’ll radial stake that one and radial stake that one. And then you might set up here and backsight a longer backsight than your foresight. And you will lay out that one. And you will lay out that one.

And what happens is the points at the end are now laid out and it’s a beautiful thing. And then you can do a forward and back for your baseline and do direct and reverse shots to establish your distances. And so, you have a really nice tight control network.

Now all you have is basically your northing and easting for each of these. Your northing is your y and your easting is your x. And I’m using civil coordinate geometry basics. You might run from the x-axis, but in survey and in civil, you go from the y-axis 360 degrees around the circle in four different quadrants. So, you have a northing and easting, but you don’t have an elevation.

The Design Benchmark (Where Elevations Come From)

But one of these bases of bearings, these monuments inside the roadways will likely have what I call the design benchmark. That means the benchmark from which the surveyors working for the design team took as-built elevations of the adjacent roadways and the sidewalks and the topography of the site for the purpose of designing the building. That means the building is based on that benchmark.

Let’s say it’s right here. What you want to do is level loop. And a level loop has a couple of key things. Number one is you are going to do what’s called three-wire leveling. Number two, you’re going to estimate to the nearest thousandth. Number three, you are going to close your level loop.

How to Do a Level Loop (Backsight, Foresight, Close)

And here’s how you do it. You take a calibrated, well-functioning automatic level with the proper specs. And what you’ll do is set up and you’ll pace forward to this point and then back and then get the exact middle. You don’t have to go all the way back on the second. And you will set up your automatic level and you will come sight your level rod and you’ll take your benchmark plus your backsight which becomes your instrument height and you will come over here and you will shoot to your foresight and that instrument height will be minus your rod height will establish the new elevation of this point but not yet.

And so let me make this point that you will backsight, foresight, backsight, foresight all the way to your original point. And what will happen is that you will in a nice format in your field book log each of your elevation shots.

Three-Wire Leveling (Top, Middle, Bottom Readings)

Now, here’s the deal. When you’re doing these shots inside in your scope, you will read your top number, your middle number, and your bottom number. Those other horizontal crosshairs are called stadia hairs. They’re used for two different purposes.

One is you can take the top reading minus the bottom multiplied by 100 and that’s how far away from your rod you are which is really cool how they did that. The other thing it’s for is if you take your top, middle, and bottom, add them up, divide by three, the average should match your middle rod reading, or else you read the rod improperly.

I don’t know about you, but I don’t want to go traverse a massive 200-acre site only to find out I made a mistake here. I’m going to three-wire level as I go. The other thing is you’re not going to get good enough numbers to be accurate by the time you close if you don’t do that.

Estimate to the Nearest Thousandth (Not Hundredth)

The other thing is you’re not going to read these as the nearest hundredth. You’re not going to be like, “Okay, 252.02.” No, you’re going to be like “252.023 feet.” And somebody would be like, “Well, Jason, you’re guessing on that third number.” But if you round up to the nearest hundredth, you’re intentionally guessing to the wrong number. So, if you guess to the right number, that’s much more accurate than rounding.

So, you’re going to estimate to the nearest thousandth and you’re going to close back.

Closing the Level Loop (Within Tolerance)

Now, what happens when you put this into an Excel sheet and you actually look at your linear error of closure and it’s within the tolerance, you can then adjust the elevations ever so slightly around this thing to match and to close that linear error of closure or that vertical error of closure, what you could also call it, as long as you’re within the tolerance.

Now, in the third version of the book, the Construction Surveying and Layout on page 716, I just had that memorized over the years, there’s first, second, and third order accuracy depending on your acreage that will give you a little mathematical calculation to tell you how far you can be off when you close. If you’re within that tolerance, now you have elevation on all of these points. In addition to your northing and easting, you have your elevation.

Why You Need Elevation on Primary Control

And the reason you need your elevation is because you want to reference it for any additional control. And if you ever want to bring in another benchmark inside the site, like let’s say I want a temporary benchmark in here, you will go backsight, foresight. Then you’ll do backsight, foresight, backsight, foresight. Include two benchmarks in that level loop from known elevations and close. And only then can you know the elevation of your new point. You cannot just do a side shot and spray over there to it.

So, this level looping is how you get elevations on your primary control and then how you would later bring it in through this process to your secondary and working control.

Here’s the level loop process:

  • Start from design benchmark: One of the bases of bearings monuments will have the design benchmark (elevation used by design team to as-built topography and design building). Start from this benchmark.
  • Backsight, foresight around the network: Set up automatic level at exact middle between points. Benchmark plus backsight equals instrument height. Instrument height minus foresight equals new elevation. Backsight, foresight, backsight, foresight all the way back to original point.
  • Three-wire leveling (top, middle, bottom): Read top, middle, bottom on stadia hairs. Add them up, divide by three. Average should match middle reading or you read rod improperly. Top minus bottom times 100 equals distance to rod.
  • Estimate to nearest thousandth (not hundredth): Don’t round to nearest hundredth (252.02). Estimate to nearest thousandth (252.023 feet). Rounding to hundredth is intentionally guessing wrong. Estimating to thousandth is guessing right.
  • Close within tolerance and adjust: Put into Excel, check linear error of closure. Page 716 of Construction Surveying and Layout has first, second, third order accuracy formulas based on acreage. If within tolerance, adjust elevations slightly to close. Now you have northing, easting, and elevation.

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 Field Engineers

Here’s what I want you to do this week. Run a level loop on your primary control. Start from the design benchmark (one of the basis of bearings monuments). Set up automatic level at exact middle between points. Backsight, foresight, backsight, foresight all the way around and close back to the original point. Use three-wire leveling (read top, middle, bottom). Estimate to the nearest thousandth. Log each elevation shot in your field book. Put into Excel, check linear error of closure against page 716 formulas. If within tolerance, adjust elevations. Now you have northing, easting, and elevation on all primary control points.

And remember: you cannot just do a side shot to set a new benchmark. You must go through two known benchmarks and close. That’s how you know the elevation of your new point. As we say at Elevate, level loop for primary control: backsight/foresight from benchmark, three-wire leveling, estimate to nearest thousandth, close within tolerance, adjust elevations. That’s construction elevation control basics.

On we go.

Frequently Asked Questions

What’s the difference between primary, secondary, and working control?

Primary control is permanent, surrounds the job site, lays out everything within. Secondary control is semi-permanent (like a baseline) that controls the building. Working control is temporary and component-specific (like laying out walls or columns).

What is the design benchmark?

The benchmark from which the design team’s surveyors took as-built elevations of roadways, sidewalks, and topography to design the building. The building is based on that benchmark. You must use it for your level loop.

What is three-wire leveling?

Reading top, middle, and bottom stadia hairs. Add them up, divide by three. Average should match middle reading or you read rod improperly. This ensures accuracy over large sites and provides distance check.

Why estimate to the nearest thousandth instead of hundredth?

Because rounding to nearest hundredth (252.02) is intentionally guessing wrong. Estimating to nearest thousandth (252.023) is guessing right. You won’t get accurate enough numbers to close within tolerance if you round to hundredths.

How do you set a new benchmark inside the site?

Go through two known benchmarks and close. Backsight, foresight, backsight, foresight. Include two benchmarks in that level loop from known elevations and close. You cannot just do a side shot and spray to 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

Primary Control Traverse For Field Engineers (Construction Survey Control Basics)

Posted on by Jason Schroeder
Read 22 min

Primary Control Traverse for Field Engineers (Construction Survey Control Basics)

In this blog, I’m going to talk to you about how traversing really ties into how we should be setting up a project as a field engineer. And I’m going to draw it the way I understand it. And I’m going to encourage you to check out the book Construction Surveying and Layout by Wesley Crawford if you want to know more.

Let me talk about this.

What Is Control in Construction?

When you have a building in construction and you want to properly control it, the term control and I’m not talking about toxic, like abuse of spouse control, but like control we’re trying to control the location of every component on the project site. So, control is like we’re keeping control of that building. If we want to lay out the foundations and the slab on grade and then start going up for this building, we need to get there from the basis of bearings.

So typically, we’ll have like, let’s say out here on the road there’s a city monument, and then over here on the road there’s another city monument, and they’re like, “Hey, go build this building.” Okay, great. Well, you’re going to have to go research with a surveyor or with a civil engineer the northing, easting, and elevation for these monuments and make sure that these are the ones that were used in the design.

See, now let me make sure I’m doing a good job here. Whatever basis of bearings and design benchmark is what I call it. It’s basically a city monument with an elevation that was used to as-built the elevations and the topography on the site to design the building, is what you now need to use to lay out the building. At least to double-check it.

Setting Up Primary Control (Surrounding the Building)

So, if I want to build this building and I’m like, “Hey, I want some primary control around the site in concrete monuments that are permanent that will control the building,” I will make sure that it is surrounding the building and the entire project site, and I will make sure that it ties to the basis of bearings. So, what I would do is I would connect a traverse from here to here to here to here to here. Let’s go that direction and then back.

How Traversing Works (Distance and Direct/Reverse Angles)

And what a traverse basically is and let me just do it with three points. When you do traversing, you set up your total station and you shoot a distance, then you turn an angle: direct, reverse, direct, reverse at a minimum, and then you shoot a distance. Then, depending on which direction you’re going, you’ll set up again and you will shoot a distance. And you’ll do direct, reverse, direct, reverse, and then shoot another distance so you have two.

Then you’ll set up over here and you’ll shoot a forward distance so you have two. Direct, reverse, direct, reverse, shoot another distance. So now every leg has two distances, and it has direct and reverse shots for the angle.

And what happens is those numbers should create a perfect geometrical object. But they won’t because of human and instrumental error. So, this is what I like to do when I’m teaching field engineers. That triangle should hit flat. But because of human and instrumental error, once you move the measurements into AutoCAD, it will have a gap. And that is called your linear error of closure. So, what it does is if you’re within the right accuracy, it will close and adjust the data. So you have accurate coordinates at all of the different points.

So traversing is essentially networking these points together in a precise way. Accuracy is, am I in the right location per the world? Precision is, do I have a good relationship from point to point within a network? So, precision and accuracy are two different things.

The Biggest Mistake: Not Comparing Traverse to Survey Coordinates

So, when I do this, I will network these points together. And here’s a really important point. If these points already have survey coordinates, you can plug those into AutoCAD. But let’s say that that’s your points. And in AutoCAD, you plugged them in from the survey data. And then you go do this traverse and you’re like, “Oh my gosh, we closed with greater than 1 in 50,000, which is what I typically recommend.” Which means that you did such good work on this traverse that it would take you 50,000 linear feet of traversing to be off a foot. That is the ratio that they use to make sure that you have an accurate traverse.

So, let’s say that you’re above 1 in 50,000. You’re like, “Oh, my points are good.” That’s the biggest mistake people make. Just because you did a good traverse doesn’t mean you know these points are right. What you have to do I hope you like and subscribe but what you have to do then is take your traverse coordinates and overlay them using your basis of bearings as your basis and then overlay it over the points. And I’m just doing a little demonstration here.

Let’s say the black marks on this sheet were the coordinates that you got from the surveyor, and the blue is what your traverse came up with. Well, obviously you can see you’re pretty close on these, but this one’s way out of whack. And we find this all the time. And so, the traverse has to be overlaid with the survey coordinates. And that’s why we go back to that other blog that it’s important to do that in AutoCAD or Civil 3D to make sure they’re correct.

Now, if you see this problem, you call the surveyor back out and you reconcile it and then you align and make sure that everything’s pretty close. The other thing you can see is if you’re within acceptable tolerances. Like if this is 0.01 off, 0.01, 0.01, 0.015, 0.02, 0.02, 0.025, and this one’s 0.05, and this one’s off like by 0.80, you’re probably going to want to adjust that one too and talk to the surveyor about that one.

Why Accurate Traverse Points Matter (Laying Out Baselines)

The traverse points are very crucial to get the network tied in the way it needs to be. And let me tell you why. If you just take these random I am going to call them random because typically surveyors will just go spray points with a 4-foot prism pole and it’s garbage they will not be accurate.

If you go take these points and you like set up over here and you’re like, “Hey, I want to lay out the baseline for this building.” And you set up backsight farther back than foresight, and you lay out these two points. And then you set up over here and you backsight a backsight that’s longer than this building longer backsights than foresights. And you lay out these two points. And let’s say you do it from a third point, which is typically a good practice. And you actually look in here at this monument and I’m just going to draw this real size. This is what we see.

You’ll see a point here. You’ll see something like that. You’re like, “What in the world is that? What’s the real point?” You’re introducing a lot of error, and you are also not maintaining consistency.

Once you get the surveyor and you align and you use the coordinates from your traverse and you lay out this end point of the baseline from one side having a longer backsight than foresight and then from this side and then from this side, and you actually go zoom in to one of these and I’m telling you this happens every time you’ll see exactly what I just drew right there: three perfect little dots, and the real point is right in the middle, taking the average of that, and that’s getting rid of that instrumental error.

And so that 3/16 of a problem inside the total station that’s going to get rid of it. So you can literally position any building within this network whenever you want as long as you’ve done this right.

Key Rules When Doing a Traverse

Now a couple of rules. When you do the traverse:

  • Use tribrachs with prisms for backsights: Not 4-foot prism poles which are garbage and inaccurate. Use tribrachs with omni prisms for precise work.
  • Use greater than 3-second gun: You need really good equipment for construction control. 3-second total station or better.
  • Shoot forward and back, direct and reverse: Every leg has two distances and direct/reverse shots for the angle. This gets rid of instrumental error.
  • Close the traverse: Do the traverse computations to get rid of error. Must close better than 1 in 50,000 (meaning it would take 50,000 linear feet to be off a foot).
  • Compare traverse with actual survey points: Take traverse coordinates, overlay using basis of bearings, compare to surveyor’s coordinates. Call surveyor to reconcile if points are out of whack.

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

What Happens When You Do This Right

And if you do that, this is what you’re going to do. You are going to end up with beautiful tied-in, aligned to the basis of bearings beautifully accurate, beautifully precise points from which you can go lay out your secondary baselines and anything else where, if you hit them from three any layout that you’re doing from three sides of a traverse you’ll get a perfect little triangular pattern and you’ll be able to take the average and have the exact right point.

And this matters because if you’re like on big airports, if you don’t have that, if you don’t do it from different sides of a traverse, you’ll have this building over in this direction, that one over in that direction, and then when you connect them with bridges or other connections, it won’t be accurate.

So, you’ve got to be able to do this. Traversing is great. The next step is level loop. We’ll cover that in a different video, but if you follow these practices with Wesley Crawford’s book, you’ll be spot on.

A Challenge for Field Engineers

Here’s what I want you to do this week. Set up primary control surrounding your building. Tie to basis of bearings (city monuments with northing, easting, elevation used in design). Run a traverse: shoot distance, direct/reverse angles, close the traverse better than 1 in 50,000. Then overlay your traverse coordinates with the surveyor’s coordinates using AutoCAD or Civil 3D. Compare. Call the surveyor to reconcile any points that are out of whack.

When you lay out baselines, do it from three sides of the traverse with longer backsights than foresights. You’ll get three perfect little dots, take the average, and have the exact right point. That’s how you position buildings accurately within the network. As we say at Elevate, primary control traverse: tie to basis of bearings, shoot distance and direct/reverse angles, close traverse, overlay coordinates, compare to survey points. That’s construction survey control basics.

On we go.

Frequently Asked Questions

What is the basis of bearings?

City monuments with northing, easting, and elevation that were used to as-built the topography and design the building. You must use the same basis of bearings to lay out the building to maintain accuracy.

What’s the difference between accuracy and precision?

Accuracy is: am I in the right location per the world (tied to basis of bearings). Precision is: do I have a good relationship from point to point within a network (traverse closure).

Why overlay traverse coordinates with survey coordinates?

Because just because you closed the traverse well doesn’t mean the surveyor’s points are right. We find points out of whack all the time. Overlay, compare, call surveyor to reconcile discrepancies.

Why shoot from three sides of the traverse when laying out?

Because you’ll get three perfect little dots instead of scattered points. Take the average and you have the exact right point. This gets rid of the 3/16 instrumental error in the total station.

What accuracy should a traverse close to?

Better than 1 in 50,000. Meaning it would take 50,000 linear feet of traversing to be off a foot. That’s the ratio for accurate construction control traverses.

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

Equipment And Testing For Field Engineers In Construction

Posted on by Jason Schroeder
Read 28 min

Equipment and Testing for Field Engineers in Construction

In this blog, I’m going to talk to you about how you can enable your field engineering team and your field engineering program by making sure that you have calibrated and functioning equipment. And if you don’t, you’re going to be out there, oh my gosh, I’ve seen this so many times, waste so much time running level loops, shooting elevations, running a traverse, and you’re like, “What is going on?” And you’re so frustrated, only to find out that something went wrong.

So, I’m going to talk to you about best practices right now.

The Pain of Uncalibrated Equipment

Here’s what happens when you don’t have calibrated equipment. You run level loops and they don’t close. You shoot elevations and they’re wrong. You run a traverse and the numbers don’t make sense. You waste hours, maybe days trying to figure out what’s going wrong. And then you discover: your tribrach is out of calibration. Or your automatic level is off. Or your prism pole is wrong. And now you have to redo everything.

And here’s the deeper problem: if you don’t catch it, you lay out the building wrong. Columns are out of tolerance. Walls are out of plumb. Elevations are inches off. And now you have rework. Delays. Frustration. And the schedule collapses.

So you’ve got to make sure that you’re using your equipment in a tested and calibrated manner.

The Ideal Setup: FE Bullpen with Testing Area

So when you begin your field engineering program, I’ve said this multiple times, but I want you to have an open office space FE bullpen. And remember, that’s not a dig. It’s not like, “Oh, why do us grunts have to be out in this open office space?” Open office spaces, in my opinion, obviously, are the most intelligent form of collaborating in an office of all. I loathe separate offices and closed doors. All it does is tear down trust.

So if you have an open office space in an FE bullpen and you’re the only one, then you’re the only cool group in the office. But typically what you’ll do is you’ll have a little area in the FE bullpen and then outside, let’s say your overall trailer, let’s say that’s the outside of your trailer and maybe there’s a sidewalk or there’s like an area over here where you can go set up some stuff. You’re going to have some testing and inspection requirements for your equipment, your field engineer equipment specifically.

And I’m going to go through these one by one. First of all, this is in Wesley Crawford’s book, Construction Surveying and Layout. It will also be in his fourth version, which should be out in the next couple of months. But the bottom line is you need to make sure your equipment is in good working order. Now, I’m not going to cover this in detail, but I’ll give you the high points and then point you to the reference material.

Total Stations: Cleaning and Calibration

Let’s first talk about a total station. There is, inside the book, ways to check your angle measurement for your vertical and horizontal angles. There’s two specific tests that I like in there where you can make sure that it’s in good working order. And typically that’s in chapter 10 in the book in version three.

Typically, you don’t have to do these angle checks because most of the time your total station will be in good working order. Let’s say you have a total station on a project. Before you go to the next project, I would have it sent into the survey shop to get cleaned and to get calibrated. And if you do that and basically take really good care of it, make sure you’re using the lens-appropriate cloths and cleaning wipes, not Windex and not your fingers, and that you’re not putting the total station inside of a case when it’s wet to where it gets into the optics and affects the inside next to those lenses inside the actual machinery. As long as you’re taking good care of it and you’re not dropping it and you’re not holding it over your shoulder, you never hold these things over your shoulder like this, you should be good to go.

Now, if you feel like it got bumped or it fell over, obviously take it in to get cleaned and calibrated again. But typically you don’t have trouble with total stations. Now, I always want you to have a 3-second gun or better. You can’t ask surveyors or survey shop owners anything about this. They’ll be like, “You don’t need that, blah blah blah.” Yes, you do. If you’re going to close the traverses and do the kind of layout that I expect and that Wesley Crawford expects for construction control, you’ve got to have really good equipment. You’ve got to maintain them.

Automatic Levels: How They Work and How to Test Them

Now, your automatic level, which some people call a builder’s level. I don’t know that that’s incorrect, but it’s an automatic level because it’s got an automatic internal compensator. And so, what that means is that you will have a prism that’s literally dangling with little wires. That’s why Wesley Crawford in his book says, some of the older instruments had a little lever or button, but you tap the instrument and it should jiggle. It means that this is freely moving. And what it does, it aligns, based off of gravity, any small misalignments in your line of sight.

So, you need to make sure that your automatic internal compensator is working. And you’ll also do a number of other things to make sure that you get rid of parallax and that you have this in focus. But the bottom line is that your level bubble here on the actual housing, the tribrach, has to be calibrated to make sure that this is level.

One of the main things that you’ll do is you will do what’s called pegging a level. So, you will set up your level here in the middle between like two poles that are 200 feet apart. You’ll mark a line, mark a line, and then you’ll come set up over here. And you will mark a line, mark a line, and the distance between these two should be within about an eighth of an inch. They should be equal on both sides.

See, if your automatic level is off, it won’t go like this. It will go like this. Right? So, if you have an automatic level that’s wrong and you’re perfectly between those poles and you make marks and then you get closer to one, you’ll see how those differences start to increase from pole to pole. So you can do pegging a level. And back at the shop, what they’ll do is they’ll just automatically have a little metal plate that’s perfectly level and they’ll make sure that that little level bubble is perfectly level and that it’s sighting properly.

I’m exaggerating a little bit, but I’d say about 15% of the time you’ll get an automatic level right out of the shop that’s not in good calibration, and you need to check it. And if you drop it or there’s a problem or somebody adjusts this level bubble or you’re just not shooting properly, you need to go peg that level. And I actually would recommend that you peg that level every two to four weeks anyway as a standard form of practice.

The Problem with 4-Foot Prism Poles (Avoid Them)

A couple of things that really go wrong quite a bit. Your 4-foot prism poles you shouldn’t be using too much because even if a surveyor argues with me. In fact, let me just say something funny. There was a surveyor that actually worked on a Hensel Phelps job that read our book, Elevating Construction Surveyors, and gave us a bad review because he didn’t like following all of the rules and best practices and made fun of us and gave us a one-star rating. And so that book had a bad rating for a while. And now, naturally, over the years, it’s a 4.7. So, there you go, in your face. It’s an awesome book and people are really doing well with it.

But the problem is surveyors are some of my favorite people in the world, but they’re also some of the most arrogant and cocky and know-it-all people in the world. And they think because they can run a total station that they know everything. And that’s just not the case. And it’s very hard to find a surveyor that understands proper construction tolerances.

From a 4-foot prism pole from the top to the bottom, it’s not uncommon to be 3/16 to 3/8 off. That level bubble is not that accurate. But even if you’re using it like let’s say for general staking, rough staking, you’re locating your trailer, something like that, you need to make sure that it is in good calibration. I’m not going to list any brand names here, but they have a True Plumb. You’ll get it fixed inside the office to where it’s perfectly plumb. You put the 4-foot prism pole in there, and then if the bubble isn’t reading properly, you know you have a problem. There’s other ways to handle it, but these quite often need to be checked.

Tribrachs: 50% Wrong from the Shop

Let me give you one other one, which is a big one because it’s used for precise work. When you’re on a tripod, you’ll have over the head, you’ll have a tribrach that literally links you to a prism. Typically, I like to use the omni prism. What it does is it has an optical plummet and it will sight down to a point and it will level you and it will bring your target up higher and it’s better than a 4-foot prism pole.

But, and this is real, about half the time, 50% of the time that I order a tribrach from a survey shop, it’s out of calibration. And I’m not going to go into too much detail, but I think you’ll find this interesting that if you want to calibrate and actually bring into calibration your tribrach, you set it up perfectly like it’s a total station, and then you literally trace the outline on the head of the tripod and put it on the point. Then you turn it, and I believe it’s 120°. Yep. And you put it back in the trace line, level it up, and it should hit the point.

If it doesn’t, it’ll give you a different dot mark. Then you move it 120°, level it, and you’ll get a different dot mark. And then you’ll end up with three dots down there. And the middle of those three is actually where the level tribrach should be sighting. So, you move it to the middle, make it level there, and it will start to perform with the optical plummet right over the point accurately. And then you can test it, test it, test it until it’s perfect. Or you can take it into the shop.

But the bottom line is total station, typically good. Levels you have to test. The prism poles you have to test. The tribrachs you really have to test.

Steel Chains and Nylon Tapes: The Testing Area

The last thing that I’m going to say is that your steel chains, which means your 100–200-foot chains, you will need a point. That’s why I mentioned on the sidewalk a point here at zero and then at 100. Actually, this is a challenge for you. I want you to shoot 100 feet with a total station. Measure 100 feet with your chain with the right tension, no sag, and with the right temperature corrections. And then I want you to use one of those silly nylons 100-foot tapes. And you’ll see that the silly nylon ones can be up to 3/4 of an inch wrong.

And so, if you’re going to do any kind of measurement up to 100 feet, I want you to have this testing area on the sidewalk. And then these you can do over here in this other area and be very successful. So, I want this whole thing set up to where you can go test your equipment at any time. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

Equipment Testing Checklist for Field Engineers

Here’s the testing schedule:

  • Total stations: Clean and calibrate between projects – Send to survey shop for cleaning and calibration before moving to next project. Take good care with lens-appropriate cloths (not Windex or fingers), don’t store wet in case, never hold over shoulder. If bumped or dropped, recalibrate. Always use 3-second gun or better.
  • Automatic levels: Peg every 2-4 weeks – About 15% come from shop out of calibration. Set up between two poles 200 feet apart, mark lines, compare distances (should be within 1/8 inch). If dropped or level bubble adjusted, peg immediately. Standard practice: peg every 2-4 weeks.
  • Tribrachs: Test immediately (50% wrong from shop) – Half the time tribrachs come from survey shop out of calibration. Set up, trace outline on tripod head, turn 120°, level up, check point. Repeat 120° twice more. Three dots show where tribrach should sight. Move to middle, level there, test until perfect.
  • Steel chains and nylon tapes: Test on sidewalk – Create testing area on sidewalk: point at zero, point at 100 feet (shoot with total station). Measure with chain (right tension, no sag, temperature corrections). Compare to nylon tape (can be 3/4 inch wrong). Use testing area regularly.

A Challenge for Field Engineers

Here’s what I want you to do this week. Set up your testing area. Create points on the sidewalk at zero and 100 feet. Peg your automatic levels. Test your tribrachs (50% are wrong from the shop). Test your chains and nylon tapes. And establish a testing schedule: total stations between projects, automatic levels every 2-4 weeks, tribrachs immediately when received, chains regularly.

And if you want more details, it’s in the Field Engineering Methods Manual. You got to make sure that you’re using your equipment in a tested and calibrated manner. As we say at Elevate, field engineer equipment testing: peg levels every 2-4 weeks, check tribrachs (50% wrong from shop), test chains on sidewalk, calibrate total stations yearly.

On we go.

Frequently Asked Questions

How often should you peg an automatic level?

Every 2-4 weeks as standard practice. Also peg immediately if dropped, level bubble adjusted, or not shooting properly. About 15% of automatic levels come from the shop out of calibration.

Why are tribrachs often out of calibration?

Because 50% of the time they come from the survey shop out of calibration. Always test tribrachs immediately when received by setting up, tracing outline, turning 120° three times, and checking if optical plummet hits the point.

Why avoid 4-foot prism poles?

Because from top to bottom, they’re commonly 3/16 to 3/8 inch off. The level bubble is not that accurate. Use omni prisms with tribrachs instead for precise work. Only use 4-foot prism poles for general staking.

How do you test steel chains?

Create testing area on sidewalk with points at zero and 100 feet (shot with total station). Measure with chain using right tension, no sag, temperature corrections. Compare to nylon tape (can be 3/4 inch wrong).

When should total stations be calibrated?

Between projects. Send to survey shop for cleaning and calibration before moving to next project. Also recalibrate if bumped or dropped. Always use 3-second gun or better for construction control.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go

How Takt Planning Works with CPM Scheduling in Construction

Posted on by Jason Schroeder
Read 18 min

How Takt Planning Works with CPM Scheduling in Construction

For decades, construction projects have relied on the Critical Path Method (CPM) to plan and control schedules. Nearly every contract requires a CPM schedule, and many project teams assume CPM is the only legitimate way to plan a project. But anyone who has actually tried to build a project from a CPM schedule knows something important: CPM is not a production planning system. It is a contractual scheduling framework. That distinction is critical.

CPM is useful for documentation, contractual reporting, and delay claims. But when teams try to run a jobsite directly from CPM, they often experience chaos: stacked trades, unstable sequences, constant rework, and schedules that don’t reflect how work actually happens in the field. That’s where Takt Planning changes everything. Takt Planning creates the production system construction has been missing one that establishes rhythm, stability, and continuous flow across trades. When implemented correctly, Takt and CPM are not competing systems. They serve different purposes and can work together extremely well. The key is understanding how they integrate.

Quick Answer: Build in Takt, Report in CPM

Takt Planning integrates with CPM scheduling by serving as the production planning system, while CPM functions as the contractual reporting schedule. Projects are built and managed using Takt plans to create flow and stability. Progress is then exported into CPM to maintain contractual compliance, schedule documentation, and legal coverage. In simple terms: Build in Takt. Report in CPM.

The Pain of CPM Alone (Why CPM Cannot Run a Construction Project)

The Critical Path Method was originally designed as a mathematical scheduling model, not a production system. Because of this, CPM schedules often struggle with real-world construction challenges. Trades stacking on top of each other. Constant resequencing. Unstable work flow. Poor reliability from week to week. Difficult communication with field crews.

CPM schedules also tend to be too complex for daily field use. Hundreds or thousands of activities exist in the schedule, but crews need something much simpler: clear direction on what to do next. Takt Planning solves this problem by creating flow-based production planning. Instead of managing thousands of disconnected activities, Takt organizes work into zones, trade sequences, and repeating production rhythms. This makes the plan understandable, visual, and executable in the field.

Understanding the Relationship Between Takt and CPM

The easiest way to understand how these systems work together is through role clarity. Takt Planning is the driver. CPM is the record. Takt Planning controls the way the project is actually built. It establishes the flow of work through the building, the sequencing of trades, the movement of crews, the rhythm of production, and the stability of handoffs. This creates a predictable production environment where trades move from zone to zone in a consistent pattern.

CPM, on the other hand, becomes the formal record of the project schedule. It documents the sequence of work for contractual purposes and provides the schedule artifact required by most contracts. The proper relationship looks like this: Run the project using Takt Planning. Export progress into CPM for contractual reporting. When teams understand this distinction, they gain the best of both worlds: Lean production flow and contractual protection.

What Comes First: Takt Planning or CPM

One of the biggest mistakes teams make is starting with CPM. The typical approach looks like this: Build a CPM schedule. Try to pull plan from CPM. Create lookaheads from CPM. Build weekly work plans. Update CPM again. This creates multiple disconnected planning systems and often leads to confusion. The correct order is the opposite. The project should begin with Takt Planning. First, teams develop a Macro-Level Takt Plan, which establishes the overall flow and sequencing of the project. This plan defines work zones, trade sequence, phase flow, and production rhythm. Once the Takt structure is established, the CPM Work Breakdown Structure (WBS) can be aligned to match it. The guiding principle is simple: The Takt plan leads. CPM follows as an export. When projects begin with Takt, the schedule reflects how the job will actually be built, not just how it appears in scheduling software.

How Takt Planning Integrates with the Last Planner System

Takt Planning works naturally with the Last Planner System, forming a cascade of planning levels that move from strategy to daily execution. A typical Lean planning cycle includes the Macro-Level Takt Plan that defines the overall project strategy and establishes the flow of work. Then Pull Plan Milestones where trades collaborate to identify milestones and handoffs within each phase. Then the Norm-Level Takt Plan which becomes the detailed production plan for each phase of the project. Then Six-Week Lookahead where teams remove constraints and prepare upcoming work. Then Weekly Work Plans where trades commit to specific work sequences for the week. Then Daily Planning where field crews execute work using visual plans and zone-based sequencing. Throughout this cycle, progress and learning feed back into the Takt plan. That updated information is then exported into the CPM schedule for reporting.

The Right Way to Update Schedules on a Takt Project

On a Lean construction project, updates begin in the field, not in scheduling software. The most effective teams capture production information through daily zone control walks. During these walks, superintendents and foremen walk each zone, completed work is verified, upcoming work is prepared, and constraints are identified early. This process creates real-time production feedback. Each week, the updated production plan is reflected in the Takt schedule. That information is then exported into the CPM schedule to maintain contractual alignment. This keeps CPM synchronized with the project without allowing it to control field operations.

How Takt Planning Handles Delays and Impacts

Traditional CPM-based recovery often involves aggressive reactions like adding more labor, crashing schedules, overlapping trades, and accelerating work without coordination. These approaches frequently make problems worse by disrupting production flow. Takt Planning approaches delays differently. Instead of panic-driven responses, teams focus on flow recovery. Typical recovery strategies include adjusting crew flow between zones, optimizing batch sizes, re-leveling the Takt plan, and protecting trade sequence stability. This keeps the project moving forward without destroying the rhythm of production. Impacts are tracked based on the Path of Critical Flow, which reflects the real movement of work through the building. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

Maintaining Legal Protection with CPM

One concern many organizations have when adopting Lean scheduling is contractual protection. Fortunately, CPM still provides this layer of protection. By exporting the Takt plan into CPM each week, teams maintain a contract-compliant schedule, a defensible as-built record, documentation for potential time extensions, and alignment with owner requirements. This allows projects to enjoy the benefits of Lean production while still meeting contractual obligations.

The Key Principle: Takt Drives Production, CPM Reports Contractually

When teams try to run construction projects from CPM alone, they often encounter instability, confusion, and unreliable schedules. Takt Planning fixes this by introducing flow, rhythm, stability, and clear trade coordination. But CPM still serves an important role.

The most effective projects use both systems with clear responsibilities:

  • Takt Planning drives production: Creates flow, guides field execution, establishes rhythm, sequences trades, moves crews zone to zone, creates stability of handoffs, and makes the plan understandable, visual, and executable in the field
  • CPM Scheduling reports contractually: Documents schedule status, satisfies contract requirements, provides legal protection, maintains as-built record, and aligns with owner requirements for contractual compliance
  • Takt leads, CPM follows as export: Begin with Macro-Level Takt Plan, define zones/sequence/flow/rhythm, align CPM WBS to match Takt structure, export Takt progress into CPM weekly for contractual reporting, keep CPM synchronized without letting it control field operations

When these systems are used together correctly, something powerful happens on the project. Work flows smoothly. Trades trust the plan. Teams operate with stability instead of chaos. And the project moves forward with clarity, reliability, and momentum.

A Challenge for Construction Teams

Here’s what I want you to do this week. If you’re running a project with CPM, ask yourself: Is CPM driving production or reporting contractually? If CPM is driving production, you have chaos. Stop. Start with Takt Planning instead. Develop a Macro-Level Takt Plan. Define zones, sequence, flow, rhythm. Align CPM WBS to match Takt. Run the project using Takt. Export progress into CPM weekly for contractual reporting.

Build in Takt. Report in CPM. That’s the principle. When you use both systems with clear responsibilities, you get Lean production flow and contractual protection. That’s how Takt and CPM work together. As we say at Elevate, Takt drives production, CPM reports contractually. Build in Takt, report in CPM. Takt leads, CPM follows as export. Flow-based planning with legal protection.

On we go.

Frequently Asked Questions

How does Takt Planning integrate with CPM scheduling?

Takt serves as the production planning system while CPM functions as the contractual reporting schedule. Build and manage using Takt plans to create flow. Export progress into CPM to maintain contractual compliance and legal coverage.

Which comes first: Takt Planning or CPM?

Takt Planning comes first. Develop Macro-Level Takt Plan, define zones/sequence/flow/rhythm, then align CPM WBS to match it. The Takt plan leads. CPM follows as an export. Never start with CPM.

Can you maintain legal protection with Takt Planning?

Yes. By exporting the Takt plan into CPM each week, you maintain a contract-compliant schedule, defensible as-built record, documentation for time extensions, and alignment with owner requirements. Lean production with contractual protection.

How do you update schedules on a Takt project?

Updates begin in the field through daily zone control walks. Capture production feedback. Each week, reflect updated production plan in Takt schedule. Export that into CPM for contractual alignment. CPM stays synchronized without controlling field operations.

How does Takt Planning handle delays differently than CPM?

CPM recovery adds labor, crashes schedules, overlaps trades. Takt focuses on flow recovery: adjust crew flow between zones, optimize batch sizes, re-level Takt plan, protect sequence stability. Track impacts based on Path of Critical 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

Scheduling For Field Engineers (Construction Lookahead Planning That Works)

Posted on by Jason Schroeder
Read 20 min

Scheduling for Field Engineers (Construction Lookahead Planning that Works)

In this blog, I’m going to talk to you about a really difficult subject: How a field engineer or a field engineering team can actually stay on schedule. This is hugely important because there are different buffers and timelines that we must deal with. And we also are in the business of keeping work flowing and going.

So, I’m going to show you a pattern back here that I really hope you fall in love with. Let me explain how field engineers stay on schedule.

The Pain of Field Engineers Without a Scheduling System

Here’s what happens when field engineers don’t have a scheduling system. They work 14 hours a day. They fight fires. They scramble. They never get ahead. Activities come up and they’re not ready. Lift drawings aren’t done. Layout isn’t complete. Surveyors aren’t scheduled. And the placement or inspection gets delayed. The crew waits. The schedule slips. And the field engineer is stressed, overwhelmed, and burning out.

Otherwise, you’re going to be working 14 hours a day, and it’s going to be absolutely crazy. That’s why scheduling is crucial for field engineers.

The Last Planner System for Field Engineers

I’m going to start with the Last Planner System. And you’re probably like, “J Money, what in the world is going on?” But let me explain it like this. If you have a macro-level Takt plan, which at least commercial companies are using, field engineers should be familiar with this. Like, for instance, Hensel Phelps uses SIPS, Short Interval Production Schedule. That’s an ancestor of Takt planning.

You’ll have a macro-level Takt plan, and one of these phases will come down and its milestone will be brought down as well, and you’ll do a pull plan. But when you do this pull plan, you will actually gain buffers at the end before the milestone. And then from this, you’re able to filter out what’s called a six-week make ready lookahead plan. That’s a lot of words. And then a weekly work plan. And that weekly work plan is from now to two Fridays from now. And then you’re actually able to filter out what’s called a day plan.

Now, this six-week make ready lookahead plan and the weekly work plan are going to be my main tools.

The Six-Week Lookahead Plan

The six-week make ready lookahead plan for the field engineer will basically keep the diagonal trade flow according to the Takt time, and it will hopefully show out the next four or six weeks. Some contractors do three. They really mean last week, the next three weeks, and then a lookahead week after that. So it could be five. But I like a six-week lookahead.

So, what it will do is it will show activities, but these activities will still be on a flow. It won’t just be a Gantt chart. And you’ll be able to use that to see what work is coming.

The Weekly Work Plan

And then a weekly work plan will be more narrow, and it will have each activity on its own line. Meaning that like if you see a lookahead plan, you would see multiple activities on the same line because you’re still seeing that Takt plan in a flow. But in the weekly work plan, you’ll see everything on its own line item. And this is the commitment schedule. And this is your lookahead. This is to make work ready.

I think that as a field engineer, if I was doing field engineering today, I would probably look more at the lookahead plan and then just make sure that the weekly work plan is tracking in this direction.

Working Back from Placement Dates (Survey Checks and Lift Drawings)

But here’s the bottom line. The situation is typically, let’s just use placement, but field engineers can be prepping for concrete placements, grouting for masonry walls, in-wall overhead ceiling inspections, whatever it is, whatever you’re closing up or placing with concrete or grouting, right? Let’s say that that’s this day.

In some situations, like for instance in Southern California, when you have labor that’s signatory to the union, like for instance, if Hensel Phelps had a field engineering program in SoCal, but you are union on that particular job or as a company, then you might have to involve the surveyors. So if you have to do a survey check or do survey layout right here before this activity, it might take you a couple of days to get them scheduled. And there’s a range of a couple of days here. The field engineers might do their work ahead and have the surveyors check, or the surveyors might do their work and then the field engineers check. Either way, you’re dealing with a timeline.

It’s not all projects where you can just go do the layout and then go make the placement. So, the bottom line is I’m going to take these activities over here and in whatever schedule format the field engineer desires, I’m going to put those required dates for when we are placing, grouting, or closing that overhead soffit or ceiling or doing drywall on the wall. We are going to mark those dates. Then we’re going to work back for anything that we might need, like survey, like having a professional surveyor come out and double-check. And then we’re going to mark the actual day that we do the layout. And even before that, we’re going to mark the day that we need to have our lift drawings done.

So this would be layout, and this would be lift drawings. If you have this kind of a schedule, then you can work on this rhythm.

The Afternoon Huddle (Planning for the Next Day)

That means that every day in the FE bullpen, and hopefully let’s say there’s a desk here, here, here. Let’s say there’s a whiteboard over here. Every day when you come in, and preferably the afternoon before, and let me actually talk about that real quick. On a really good Lean project, the foreman and the superintendent will do their foreman huddle the afternoon before.

And then what can happen is the field engineers, before they go home, can go ahead and huddle and do their scheduling. They can say, “Alright, here are the activities and let’s say this is tomorrow. Okay, well, tomorrow I’ve got to have this lift drawing done and then I’ve got to prepare for this layout and then I’ve got some requests from the day before and that’s my schedule.”

And so what they do is they will take their long-term scheduling, which would be on the left side of the board, and make their day plan for the next day on the right side of the board. And they would come up with a day plan. So, you would have, you know, like let’s say FE1, FE2, FE3. And they have a list of the things that they’re going to do the next day, and they can charge their batteries, which you should probably do anyway. Get any prep work, any permissions. Probably wouldn’t need dig permits. Let’s say you’re in an area where you need a job hazard analysis or you need to get, in the Southeast, they call it, in addition to their MOT, their traffic control signage. Maybe you need certain traffic control. Maybe you need certain permits.

Whatever you need for the tasks in that daytight compartment, you can get the day before so that when you get into this next day and you’re actually out there executing work, you’re not just fighting fires. You know that you’re getting out ahead of key activities, especially if you have these other requirements that would require a buffer.

Here’s the scheduling system for field engineers:

  • Six-week lookahead and weekly work plan as base tools: Six-week lookahead shows diagonal trade flow according to Takt time with activities on flow (not just Gantt chart). Weekly work plan is commitment schedule from now to two Fridays from now with each activity on its own line.
  • Mark placement dates and work back: Put required dates for placements, grouting, or closing overhead soffits/ceilings on the schedule. Work back for survey checks (couple days buffer in union situations). Mark layout day. Mark lift drawing completion day before layout.
  • Afternoon huddle for next day planning: Field engineers huddle afternoon before (after foreman huddle). Take long-term scheduling from left side of board, make day plan for next day on right side. FE1, FE2, FE3 list tasks for next day. Charge batteries, get prep work, permissions, JHA, traffic control, permits for daytight compartments.

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 Field Engineers

So, I know this is a lot. I am always told to never summarize on a YouTube video, but I’m just going to tell you: six-week lookahead and weekly work plan is your base tool, gets plugged into the schedule which is on your board in your FE bullpen area. You work the activities back to trigger key activities for you, understanding that you might need other interfaces or experts, especially like the Southern California union surveyor example. And then you huddle the afternoon before the next day, and you come up with activities or assignments FE by FE that will enable you to execute within what’s called daytight compartments.

This scheduling is crucial. Otherwise, you’re going to be working 14 hours a day, and it’s going to be absolutely crazy.

Here’s what I want you to do this week. Set up a scheduling board in your FE bullpen. Left side: six-week lookahead and weekly work plan with placement dates marked and activities worked back for survey checks, layout, and lift drawings. Right side: day plan for next day created in afternoon huddle. Huddle every afternoon before. Charge batteries, get permissions, prep work for daytight compartments. That’s how you stay on schedule without working 14 hours a day. As we say at Elevate, field engineer scheduling: six-week lookahead and weekly work plan, work back from placement dates, mark lift drawings and layout, huddle afternoon before. That’s the system.

On we go.

Frequently Asked Questions

What are the two main scheduling tools for field engineers?

Six-week make ready lookahead plan (shows diagonal trade flow according to Takt time with activities on flow) and weekly work plan (commitment schedule from now to two Fridays from now with each activity on its own line).

Why work back from placement dates?

Because you need buffers for survey checks (couple days in union situations), time for layout, and time to complete lift drawings before layout. Mark placement date, work back for survey, mark layout day, mark lift drawing completion day.

When should field engineers huddle for scheduling?

Afternoon before the next day, after the foreman and superintendent do their afternoon foreman huddle. Take long-term scheduling from left side of board, make day plan for next day on right side with tasks per FE.

What are daytight compartments?

Tasks you can get done in one day with all prep work, permissions, JHA, traffic control, and permits gathered the afternoon before. So when you start the next day, you’re executing work, not fighting fires.

Why is scheduling crucial for field engineers?

Because without a scheduling system, field engineers work 14 hours a day fighting fires, never getting ahead. With six-week lookahead, weekly work plan, activities worked back, and afternoon huddles, field engineers execute within daytight compartments without burnout.

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

Full Kit For Field Engineers (How To Prepare Materials, Tools, And Information In Construction)

Posted on by Jason Schroeder
Read 21 min

Full Kit for Field Engineers (How to Prepare Materials, Tools, and Information in Construction)

Let me tell you a little story, like a recent story. Adam Bean, or Beanie, I believe he lives on the Sunshine Coast, halfway around the world, is an amazing influencer for both field and office, and we do live streams probably every other week, something like that. And he saw one of my videos about full kit, which is from Eliyahu Goldratt, which he’s a big fan of as well. And he sent a video on our daily coaching chat.

By the way, we have a daily coaching chat. And what that is, it’s on WhatsApp, and people come in. We get past the spam screening so that we don’t have investors trying to sell you stuff. But once you’re in the chat, you can ask questions, you can share. It’s great. We have 130 people. I want to get it up to 1,500 people by halfway through this year. That’s a big goal, but I really want to get there. If you’re ever like, “I feel alone sometimes and I want more help,” then hop on our coaching chat.

Anyway, he was on there, and he took a video and he’s like, “I’m going to go mow my lawn.” Now, this is all in Australian, so it was much cooler words and in a better accent. But he’s like, “I’ve got my gloves, my earplugs, my safety glasses, my boots. I’ve got the trimmer and the lawnmower, all filled up with fuel.” He’s got a full kit everywhere. And I was like, “Yes, this is the vision.”

Let me explain what full kit means and how field engineers make it happen.

The Pain of Not Having Full Kit

Here’s what happens when you don’t have full kit. The crew shows up. They’re ready to work. But they don’t have the right materials. Or they don’t have the right tools. Or they don’t have the information. Or they don’t have the layout. Or they don’t have the permissions. Or they don’t have the space. So they wait. They improvise. They guess. They work their way through it. And rework happens. Delays happen. Frustration happens. And the schedule collapses.

I keep going back to this analogy: if you want to go build something, like let’s say you want to build a wall, we’ve got to be ready to build that wall. We can’t just go out there willy-nilly and guess and try and work our way through it. It’s absolutely ridiculous. Before we go do the work, we need full kit.

What Is Full Kit? (17 Items Total, 7 for Field Engineers)

And I want you to know that field engineers are a crucial part of this. There’s 17 things. I only have right here 7. So the other 10 are for the rest of the project delivery team and the foreman, but seven of the key items directly relate to a field engineer.

There are other things in a full kit in addition to these, like let’s say primary planning, secondary planning, there’s backup planning, there’s the installation work package. There might be like the lift plan for the crane. There’s lots of other things that would go in an installation work package. But the idea is, how can we have a full kit before we start? That’s the idea. Now, a field engineer will help with the materials, the tools, the information, the layout, the equipment, the permissions, and the space. Let me tell you how.

The Ideal Setup: A Queuing Area for Full Kit

But first, I want to bring you to a new idea that would be a base. Let’s say that I have a site, and let’s say that we have space. I just went to a program in San Francisco with a massive project on it where they didn’t have the space. I get that there are situations where we don’t have the space unless you have an off-site staging or in a different lot or something, but let’s imagine you have space.

And what I want to see in the future, where we can, is where your office is set up and people come in, but there’s also this queuing area. Let’s say hypothetically that you have this open area and the truck comes in and you’ve got a little forklift that comes and grabs the materials off. And I think it would be best done with like a little elevated platform. And I know we can do this on these massive data centers, so we should start doing it.

Where literally the stuff comes off and the trash goes right into the recycling and the waste dumpsters and like scrap metal dumpsters, and we don’t have to haul it into the building and haul it out. It’s unpackaged right there. And then it comes right up here. And it’s not put in bulk, but it’s actually put on colored pallets or in bins or in some kind of package on this deck by zone so that it can come out to the building.

So for instance, this kit would actually just be for that one concrete placement or that station or that zone or something like that. And what I love about this is, yes, field engineers are out in the field, but it’s close enough to where literally, let’s just zoom into one of these. Let’s say that you had something here that needed to be kitted and maybe that’s some bulk material. And then you have your bin with your consumables. And then let’s say that you have actually what we typically use in construction is a crew board. So, all of the information right here ready.

Now, if you’re going to go mass deliver reinforcing or large segments of duct or curtain wall, you’re not going to pull them through the queuing area. This is only the things that need to be kitted, and that would be coordinated in the afternoon foreman huddle the day before. But let’s say that you’re on this platform and the field engineer or the office engineer or the project engineer could go actually inspect this. Go actually inspect the screws and the fasteners and then go make sure that the installation work package is put on the crew board with the lookahead, with the weekly work plan, with the day plan information, and that literally this was all ready.

And then let’s say that there was an inventory of flags on the ground, and on these flags, it had a little sign that said, “This is ready for forklift pickup.” And the forklift, when it comes back, “Oh, this is ready to go. I’ll just go ahead and bring this directly to the zone or the station or that component or whatever you’re working on.”

This is what I think we should be getting to in the future. Like these massive data centers, we have no business just bringing stuff to the location. Everything should be coming in from a queuing area. Everything. And if we have the space, everything should be coming in through a queuing area. Hospitals, everything should be coming in through a queuing area. There’s very few situations where I wouldn’t want this to happen. And if you don’t have space, then I would highly recommend that you do it through the trade partner offices for their work and that a logistics person is designated to coordinate it.

How Field Engineers Ensure Full Kit (The 7 Items)

Here’s how field engineers ensure full kit for the seven items:

  • Materials inspected and kitted: Field engineer participates in material inspection in the queuing area. Check screws, fasteners, reinforcing, everything. One time we were on HCAI (formerly OSHPD) for hospitals and they were using the wrong fastener. I didn’t catch it. Everything had to be ripped out. Material inspections are a thing.
  • Tools quality-checked: Foreman makes sure the right tools are there, but field engineer participates to make sure the right quality tools are there. Pull testing equipment for reinforcing. Test panels for shotcrete. Tools for different assemblies that aren’t just the foreman’s to coordinate.
  • Information provided (lift drawings, work packages, checklists): Do we have the installation work package that we put inside the crew board? Do we have the lift drawing and a single visual checklist from the precon meeting so they have all the information? They don’t have to run around for it.
  • Layout completed (grid lines, benchmarks, elevations): Does the trade partner have the layout grid lines and, if it’s not here on the intersection, a benchmark showing the elevation for that work so they can go ahead and build that structure? Layout is crucial from a field engineering standpoint.
  • Equipment safety-checked (alarms, fire extinguisher, inspections): If you have a yard and an equipment pass-through, check to make sure it had backup alarms, fire extinguisher, current inspections, it was safe, had a current seat belt, and then it gets through the queuing area and goes out on site.
  • Permissions secured (permits, inspector notified, authority enabled): This means that we have current permits. This means that the authority having jurisdiction is enabling the work. This means the inspector knows that the work is coming up.
  • Space organized (work area, laydown, access): It’s not just the work when it comes to space, but it’s also where you’re going to lay down materials, where your workers are going to be working, and the access over to the area. We have to have enough space for the crew to get to where they’re going.

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 Field Engineers and Superintendents

Here’s what I want you to do this week. If you’re a field engineer, participate in full kit. Inspect materials in the queuing area. Quality-check tools. Provide information (lift drawings, work packages, checklists). Complete layout (grid lines, benchmarks). Safety-check equipment. Secure permissions. Organize space (work area, laydown, access). That’s your job. That’s how you enable the craft.

And if you’re a superintendent without field engineers, know this: there’s no way you’re going to get full kit before trades start. You need field engineers. Not just for survey and lift drawings. For enabling the craft with full kit.

My point with this blog is that this is how we make sure that we’re ready, full kit. And it’s definitely a part of the field engineer’s job to do it. As we say at Elevate, full kit means materials, tools, information, layout, equipment, permissions, and space ready before work starts. Field engineers ensure 7 of 17 items. That’s how you enable the craft.

On we go.

Frequently Asked Questions

What is full kit in construction?

Full kit means having everything ready before work starts: materials, tools, information, layout, equipment, permissions, and space. There are 17 items total. Field engineers ensure 7 of them. The other 10 are for the project delivery team and foreman.

Why do field engineers participate in material inspections?

Because using the wrong materials causes massive rework. On an HCAI (OSHPD) hospital project, they used the wrong fastener. Everything had to be ripped out. Material inspections in the queuing area prevent this.

What is a queuing area and why does it matter?

A queuing area is where materials come off the truck, get unpackaged, inspected, kitted by zone, and staged for forklift pickup. Everything should come in through a queuing area. Data centers, hospitals, everything. It enables full kit.

What information does a field engineer provide for full kit?

Installation work package inside the crew board, lift drawing, and single visual checklist from the precon meeting. So the crew has all the information and doesn’t have to run around for it.

Why can’t you get full kit without field engineers?

Because field engineers ensure 7 of 17 full kit items: materials inspected, tools quality-checked, information provided, layout completed, equipment safety-checked, permissions secured, space organized. Without field engineers, trades don’t have full kit.

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

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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.