A Crucial Mistake in the Flow of Your Deliverables

Read 8 min

In this blog, I want to talk about a critical mistake in the flow of the Last Planner System that you cannot afford to make if you want your projects to succeed. This is something you likely have not heard before, so stay with me.

I recently received some feedback from one of our Foreman Bootcamp participants. They gave us what we call a secondary Ric Flair. For those who do not know, that is two claps followed by a big “whoo.” The message said they were impressed with the presentation, found it exciting, and wished us all the best moving forward. That type of encouragement is always amazing to hear.

Now let’s get into the heart of this topic. When we implement with clients, we ask a simple but powerful question. Is the project team using the weekly work plan to build, or are they relying on something else? If the answer is that they are still using CPM, the project will fail.

There are some non-negotiables when it comes to implementing the Last Planner System. We must have proper work package planning. We must host accurate pull plans. We must conduct look ahead planning with a six-week make ready approach. We need quality preconstruction meetings. We must track procurement with effective logs and material buffers. We must run strong trade partner weekly tacticals. We need afternoon huddles that remove roadblocks and morning huddles that align everyone. We must implement zone control and IDS, identify, discuss, and solve problems visually. Without these, the system collapses.

The real problem shows up when teams attempt to combine CPM with Last Planner in the wrong way. Here is what happens. They keep a master CPM schedule. They pull plans to milestones, but do not update the CPM with real inputs. Then they send filtered CPM reports to trade partners and ask for weekly work plans. The scheduling team takes these submissions and feeds them back into CPM.

This breaks everything. Trades cannot see what is happening. Weekly work planning becomes disconnected. Flow is lost. Alignment vanishes. And the original pull plan is rendered useless. At this point, the Last Planner System is just for show while CPM continues to dominate.

The right way is simple. You begin with a macro or normal level tact plan. From there, you create pull plans to milestones, which then update the tact plan. You build your six-week make ready plan directly from tact. You develop weekly work plans directly from tact. And the day plan comes directly from the weekly work plan.

If CPM must exist, it should only serve as secondary or passive information. It can be updated with status after the fact, but it must never drive the project. Builder schedules must always come from tact and Last Planner, not CPM.

When companies mix CPM and Last Planner incorrectly, they waste time, create confusion, and destroy flow. It becomes an empty exercise to keep certain stakeholders happy while real productivity suffers. We must reject this. Teams need clarity, visibility, and alignment. That only comes when the weekly work plan flows naturally from tact through the pull plan and into daily operations.

This is not negotiable. Doing it the wrong way will leave you stuck in the same broken system, no matter how hard you work. Doing it the right way will finally allow Last Planner to do what it was designed to do, which is create flow, collaboration, and predictable results.

I hope you enjoyed this blog. On we go, elevating the entire construction experience for workers, leaders, and companies coast to coast.

Key Takeaway

If the weekly work plan does not flow from tact and the pull plan, the Last Planner System fails. Success comes only when we stop letting CPM drive and start building from tact.

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

I’m Asking You to Speak up

Read 8 min

Welcome everybody. I hope you are doing well. This is a short blog but it is super important.

First, I want to share some feedback from a listener. They said they have been diving deep into learning since attending the PM bootcamp by reading books, watching videos, and teaching Last Planner System to site managers. They also sent team members to the Super PM bootcamp and came back energized. Together they created a strong team with a focus on lean practices.

They asked if I would consider being a mentor. The answer is yes. If I am qualified in their eyes, all they need to do is get scheduled with Daniela. We can even record a blog conversation that shares lessons without mentioning their name or company.

They also asked for help with TACT planning. They completed the certification but struggled with formatting the Excel sheet for work density. My response is that we can absolutely support through one-on-one coaching or by joining our Discord community where help is often free if we have capacity. To connect, reach out to DanielaJ at ElevateConstructionIST.com.

The feedback also shared how valuable the books have been. They adopted the advice to read a book a week and finished more than 45 books in 16 months. That represents a huge season of growth.

Now let’s shift into the main point of this blog. Recently I was reading Invisible Women and was struck by the harsh realities women face around the world. Inequality, harassment, setbacks, and crime are unfortunately still widespread. I came across a post that said we must raise our voices now before our daughters wonder why they no longer have one. That message hit hard.

If society fails to resolve inequality and elevate women, artificial intelligence and technology will inherit these biases and amplify them. We must act before it is too late. Too often people dismiss injustice until it escalates into something far worse. We can already see examples where women lost basic freedoms almost overnight.

This blog is not political. It is about humanity and respect. When legislators cannot agree and women are left suffering under impossible circumstances, we must recognize that solutions have failed. Respect and balance are essential. We need real compromise that prevents harm to both mothers and children.

The same principle applies in construction. Harm is harm, no matter the source. When contracts and outdated systems force people into unsafe work conditions, fatigue, and even suicide, it is unacceptable. If you see something that is wrong on a project, you must say something. Silence is dangerous.

We should no longer tolerate abusive contracts, disrespectful leaders, or unsafe practices. Owners will stop harmful behaviors when contractors refuse to participate. General contractors will stop mistreating trade partners when everyone on the team demands respect. The industry will only change when people collectively speak up.

The Harvey Weinstein scandal showed the cost of silence. Abuse thrived because people stayed quiet, ignored warning signs, or prioritized careers over integrity. In construction, financial abuse, coercion, and intimidation happen every day. Turning a blind eye only perpetuates the problem.

We cannot allow ourselves to become the people who knew but did nothing. Whether in Hollywood or on a jobsite, abuse is abuse. The only path forward is to speak up, protect others, and demand better.

I am asking you directly. Please say something. When you see injustice, disrespect, or unsafe practices, do not let them slide. This industry needs voices that refuse to stay silent.

On we go.

Key Takeaway

I cannot be the only one speaking up. If I see injustice or abuse in construction or in society, I must raise my voice because silence only fuels harm.

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

Airport Thinking—When Do We Leave?

Read 8 min

I want to share with you a concept that David Umstott taught me, which I call airport thinking. It is simple, practical, and incredibly powerful when applied to construction planning.

Before I dive into that, I want to pause and thank you all for your feedback. Every message you send encourages me and reminds me why we do this. I received notes recently about how lean practices scale down to smaller projects, even those under $1 million. The question was whether tools like pull planning, logistics maps, or look-ahead boards can really work when there is no large trailer or budget for extensive systems. The answer is yes. Lean tools are scalable. You can still do pull planning, daily huddles, procurement tracking, preconstruction meetings, and logistics planning even on the smallest jobs. The key is scaling them to fit your environment and being intentional about respect for people and flow.

I also received a great question from someone just starting out in construction who wanted to know what to learn first. My advice was simple: spend as much time as possible in the field with foremen and workers. Volunteer, learn, ask questions, and observe. Respect for people and understanding how things flow in the field is the foundation of becoming a remarkable builder. Read books like How to Win Friends and Influence People and Field Engineering Methods Manual, and learn the basics of planning from Takt Planning and Elevating Construction Superintendents. With those tools, you will be ready to grow into your role.

Now let’s get into the heart of today’s concept. Airport thinking. Imagine you have a flight leaving at two o’clock. You work backwards. If boarding starts at 1:30, you need to be at the gate by then. Before that, you need to clear security, maybe grab food or water, and allow time for walking to the gate. To clear security, you have to arrive at the airport with enough buffer. To arrive at the airport, you need to factor in traffic and parking. Before leaving, you need to pack your bag and get ready.

When you think in this sequence, with buffers between steps, you can calculate exactly when you need to leave your house to make your flight. That is airport thinking.

Construction is no different. If you want switchgear installed and permanent power on by August, you work backwards. Commissioning comes first. Before that, lockout tag-out. Before that, utility hookups. Before that, panels were installed. Before that, rooms were fitted out. Before that, feeders pulled. Before that, equipment was delivered. Each step triggers the one before it, and the sequence shows you exactly when to start.

Too often, projects fail because leaders only look forward instead of working backwards. They assume they can catch up later, but buffers shrink, problems pile up, and deadlines get missed. Airport thinking prevents this. It trains you to ask the question: If the flight leaves at two, when do I leave the house? If permanent power must be live in August, when do I start procurement and coordination?

This simple mindset shift transforms planning. It keeps teams from being reactive and instead makes them proactive. It replaces stress with clarity and prepares everyone for success.

So here is my challenge to you: practice airport thinking. On your next project milestone, don’t just set the deadline. Work backwards. List every step, add buffers, and identify when you really need to start. When you lead with this clarity, your teams will thank you, and your projects will flow smoother than ever before.

On we go.

Key Takeaway

Airport thinking means working backwards from a milestone with buffers built in. Just like catching a flight, it ensures you start on time, stay prepared, and avoid stressful last-minute scrambling.

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

Never Make a Decision Based on Feelings

Read 7 min

Today, I want to cover why we should never make decisions solely on emotions, why decisions must be anchored in what is right, and why sometimes taking the indirect approach is completely fine.

I am traveling on my way to San Diego for the LCI Congress, excited with books in the back and a presentation ready to go. Later, I get to meet with some inspiring lean influencers, and the energy from that fuels me as I dive into this topic.

Too often I have heard leaders say, “We cannot do that because someone will be upset” or “We cannot make that call because it will make someone mad.” While it is important to consider how others feel, decisions should never be made solely on that basis. There is a balance between consideration and courage, and that balance determines whether we lead well or simply appease.

I am not arguing for a reckless approach where we bulldoze others’ concerns. At Jocko Willink’s muster training, we learned that indirect and considerate approaches are valuable. If a decision will affect another leader or department, a discussion can be had. Indirect approaches such as group discussions, future commitments, or creating win-win scenarios can help soften impact. Those strategies have merit.

But here is the key. When the right decision for the company, the team, or the mission is clear, it must be made even if someone disagrees. Leadership requires prioritizing what is moral, ethical, and aligned with the greater mission. Subordinating everything to the team means the collective good always outweighs individual preference.

I recall an experience where I had promised our mechanical, plumbing, and electrical partners that priority walls would only be built in limited areas. I documented it in the estimate and the schedule. Later, self-perform crews wanted to expand that scope. The easy route would have been to cave in and avoid conflict, but that would have broken trust. The right path was to honor the promise or renegotiate openly. The moral choice was clear.

If we constantly avoid upsetting people, we fall into dangerous patterns. Clients will push for things that should not be done. Departments will fight for their own budgets without regard for the whole. Trade partners will seek more space than needed. Dissenters will hold leaders emotionally hostage, knowing that fear of their displeasure will paralyze progress. That is manipulation, and it prevents organizations from moving forward.

True leadership means making decisions that are honest, ethical, and respectful to the overall mission. Decisions must serve the whole team, the company, and the project rather than sub-optimizing one group. Advanced leadership is not about pleasing everyone. It is about leading with courage, clarity, and integrity.

The next time you face a hard decision, ask yourself these questions. Is this choice moral and ethical? Does it serve the mission? Does it benefit the team as a whole? If the answers are yes, then move forward, even if someone is unhappy. People may disagree in the moment, but they will respect consistent leadership rooted in principle.

Never let emotions or the fear of conflict steer the course. Lead with conviction, care for people, but always put the mission first. That is how we elevate our teams and our companies.

Key Takeaway

I have learned that the right decision must always serve the mission, the team, and what is morally correct. If we let feelings dictate our choices, we sacrifice progress and integrity.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

 

On we go

The Wrong Sequence

Read 8 min

If you have the wrong sequence, you set yourself up for trouble. The impact on work is real and often painful, but the good news is there are practical ways to prevent it. This conversation is about why the sequence matters, what happens when it is wrong, and what you can do to make sure it goes well.

I am writing this while traveling to San Diego for LCI Congress and reflecting on some exciting updates. Our team just added new leadership roles, standardized titles, and increased our leadership huddles. These moves are creating space for innovation and growth. We are also preparing for a Foreman Bootcamp in November and planning a training video in February that will be available for the public. Beyond that, we are developing crew boards and installation work packages that help crews QC their work, see quality, and stay empowered in the field. These steps are about enabling people to succeed where the work is actually happening.

Now let’s get into the core idea. Recently, I was mapping out the most common roadblocks and constraints that hit construction projects. There are about 40 of them, and as I drew connections, I had an aha moment. Ninety five percent of those roadblocks tied back to the pull plan. Not just to have a pull plan, but to have the right sequence in that plan. When the sequence is wrong, everything downstream suffers.

Think about it this way. Without a proper pull plan, trades are unprepared. Zones are not defined correctly. Staggers are misaligned. Bottlenecks go unnoticed. Buffers are missing. Milestones are unrealistic. Weekly work plans break down. People abandon the system and go their own way because the plan is not connected to reality. The result is frustration, wasted time, and slower progress.

Every time a client has pushed back against doing a pull plan the right way, the project has paid the price. Whether it was skipping trades, inventing a fake sequence, or letting a superintendent dictate durations instead of relying on trade input, the outcome was always the same. We ended up fixing problems later that could have been prevented. That is why this is becoming a non-negotiable for us. If you want to work with our team, we need to have a proper pull plan done the right way.

So what does the right sequence look like? You prepare your trades and make sure every trade is represented. You plan by zones, using calculators to define the right number of zones. You perform forward and backward passes to identify every constraint and predecessor. You analyze bottlenecks, evaluate tack time, and ensure buffers are in place. You connect every pull plan to the final milestone and review for optimization. This is how you protect the project and keep the rhythm intact.

I want to be clear that I am not just criticizing the industry without offering solutions. In our books, we give detailed instructions on how to do pull planning. We share videos, templates, and even provide support on our Discord server. If you need help, we can walk you through it. But the starting point is simple. You must have the right sequence, or everything else will be harder than it needs to be.

I am convinced now more than ever that the basics are what elevate performance. Advanced results come from doing the fundamentals consistently well. When you commit to a solid pull plan with the right sequence, you prevent 95 percent of roadblocks before they ever show up. That is how you protect your crews, empower your trades, and deliver great projects.

Key Takeaway

I realized that almost every roadblock we face on projects ties back to one thing: the pull plan. If you want to avoid chaos, empower your team, and finish strong, the right sequence in a pull plan is non-negotiable.

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

PDCA Percentages

Read 8 min

In this blog, we are going to cover the percentage of each of the steps, why planning must be your largest percentage, and how you can really get this wrong and get yourself into trouble.

I am still on my way to San Diego, heading to LCI Congress, and just loving life. We have a lot of exciting things coming up next year with two SuperPM bootcamps, two tact production sets, tact planning courses, and new combined Takt and Last Planner courses. We also upgraded our Foreman board with more resources for training and development, because most foremen do not realize all that is available to them.

Leanville is also moving forward. I recently reviewed the design development set of drawings for our first project. While redlining them, I realized that my ability to see and anticipate issues comes from my background as a field engineer. I mastered layout, survey control, lift drawings, work packaging, and quality at the ground level. That field engineering foundation made me a far more effective superintendent. Every construction professional should have at least 18 months to three years of field engineering experience. Without it, they miss critical skills that are essential to leadership on site.

Now let us turn to today’s topic. PDCA stands for plan, do, check, and act or adjust. I saw a chart showing how Toyota applies PDCA. Their pie chart dedicated about 80 percent to planning, while do, check, and act occupied much smaller slices. In contrast, the Western approach often flips this with minimal planning and too much emphasis on doing. That imbalance is what gets teams into trouble.

When I saw this, it struck me deeply. Success is built on planning. It is not about rushing into the work and hoping it comes together. It is about planning deliberately, then executing, checking results, and adjusting. At Muster with Jocko Willink, I saw this principle in action. The Navy SEALs and other branches of the military spend an extraordinary amount of time planning. They involve subordinates, review multiple iterations, prepare ahead of time, and always follow the one third two thirds rule for planning and execution. All the glory and grandeur of operations comes from planning, not from winging it.

In construction, planning goes beyond the activity itself. It means designing to make execution easier, preparing trades, setting up logistics, establishing clear visuals, and anticipating alternatives. By the time you actually do, 80 percent of the effort should already be complete. The check and adjust stages only work if there is a plan to measure against. Without a plan, continuous improvement is impossible.

This concept is why I am so excited about installation work packages. We are building them into our process, starting from bid instructions and inclusions, updating them through pre mobilization and pre construction meetings, and finalizing them with field engineers and foremen before work begins. These packages cover sequences, takt times, space utilization, logistics, drawings, and quality requirements. They give us the benchmark for checking and adjusting. They are the pre kit and the gate that must be passed before starting work.

If the military relies on deep planning and iteration, why should construction do less. Proper planning is what makes execution remarkable. When we embrace PDCA percentages the way Toyota does, dedicating most of our effort to planning, we set ourselves up for smoother projects, fewer surprises, and continuous improvement.

Having a plan is not optional. It is the very foundation of building right.

Key Takeaway

The PDCA cycle only works if planning takes the largest share. I learned that success comes from investing most of our effort into planning so we can check, adjust, and truly improve.

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 Fast We Fix Problems

Read 7 min

What I want to share here is that having problems is not the problem. The real focus should always be on how fast we fix those problems and how we create that culture within our organizations.

At LeanTakt and Elevate we live this principle every day. In our tact review meetings we invite the whole team to bring their perspective, tear projects apart, and make sure we are delivering real value. To support this we created something called an action red card. It is a simple tool that captures major action items we need to rally behind to help our clients stay on track without hurting trade partners. Once an item goes on the red card it goes straight to our board and project managers are expected to fix it quickly.

At first people saw it as negative. They thought getting a red card meant they had done something wrong. But the culture we reinforce is that finding problems is good. What matters is fixing them fast. That is the culture we are building, trust, openness, and responsiveness.

This lesson was reinforced for me years ago by Janet Howe at DPR. She showed me that it was never about whether you got safety observations during a walk. It was always about how quickly you corrected them. When I started responding immediately and sending updates back, I earned a reputation for running some of the safest projects. Not because I never had problems, but because I fixed them right away.

Here is the bigger truth. Every company, every family, every team, every person has problems. There is no exception. The most dangerous belief is thinking that you do not have problems. Lean systems exist to bring all problems to the surface. That is what Last Planner, Takt, huddle boards, and visual systems are designed to do. They are seeing systems. Once you see the problem, you can solve it.

This principle is embedded in the most successful approaches out there. Geno Wickman’s EOS is built on identifying, discussing, and solving problems. Paul Akers teaches a two-second lean which focuses on finding waste and making small improvements. Toyota’s production system revolves around just in time, Jidoka, and Kaizen, all centered on surfacing problems and responding quickly.

The pattern is clear. Lean thinking is not about perfection. It is about visibility, responsiveness, and continuous improvement. At Elevate and LeanTakt our tools are not just pretty visuals. They are designed to surface problems and drive action.

The ideal state for any team is not a job site without issues. It is a job site where problems and constraints are constantly being surfaced, discussed, and fixed quickly. It is a business where challenges are raised openly, even if it stings, because the team trusts each other to solve them together.

Having problems is not a big deal. What matters most is how fast we fix them. That speed of response is what creates safety, stability, and flow.

Key Takeaway

Every team has problems. What defines success is not avoiding them but how fast we bring them to the surface and fix them together.

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

Utilize Our Strengths

Read 8 min

Recently I was on a Zoom meeting with an amazing and kind individual who was lamenting that she was not good at a certain skill. The reality was that this skill was already being handled by another teammate who excelled at it. She felt guilty and began to self-shame, but the truth is there was no reason to feel that way. We are not meant to do it all alone. We are meant to operate as a team, knowing our strengths and supporting one another.

This moment reminded me of the toxic environments so many people come from. In those environments people are expected to do everything, even things far outside of their natural abilities, and then ridiculed when they cannot. That is not teamwork. True teamwork is when strengths are combined and weaknesses are covered by someone else’s strength.

I reminded her that she was already succeeding. She was thriving with the help of reminders sent by someone who enjoyed doing that task. She was knocking it out of the park each day. Why should that be a problem? When we leverage strengths across a team, everyone benefits and no one needs to feel ashamed.

The companies I admire most like FastCap, Echelon Front, BuildWit and Elevate Construction are strong because of teams. They have people with vision, people with financial acumen, people who can integrate ideas, and subject matter experts. No one person carries it all. The team does.

Even in my own circle, I have blind spots. I am not the strongest leader or the best at asking probing questions. I am not great at seeing characters or thinking outside of the box. But my teammates Kate and Kevin are exceptional at those things. They dig deep, research, criticize processes, and create innovative ideas. Together we move forward. Should I shame myself for not being good at everything? Absolutely not. Instead I leverage their strengths and they leverage mine.

So how do you actually do this? When you join or form a team, learn what each member is good at and what they bring to the table. This can be done through direct conversations, careful observation or tools like personality profiles. One of the most accurate tools I have seen in business is the cultural index, which helps identify people’s strengths and how they fit into the team.

Once you know what the team needs, fill those gaps. If you need someone strong in finance, find them. If you need a visionary, get one. If marketing and creativity are missing, bring someone in who thrives there. The team is only complete when every important function is balanced by a person who has that strength.

It is also worth remembering that we need both mentors and companions. A mentor shows us the way forward because they have walked that path before. A companion walks with us, bringing complementary skills to cover our weaknesses and encouraging us along the journey. That is the essence of teamwork.

The bottom line is simple. You do not have to be everything, but the team needs to be everything. And when the team has complementary skills, checks the boxes for what the mission requires, and supports one another, there is nothing that cannot be achieved.

So please, if you have been carrying the weight of feeling like you need to do it all, let it go. We win and lose as a team. The power of teamwork lies in utilizing strengths, covering weaknesses, and lifting one another up. That is how we succeed together.

Key Takeaway

I do not need to be good at everything. What matters is that the team has all the strengths it needs and that we rely on one another to succeed.

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

Never Go on Site Without Caring for Foremen

Read 10 min

Today I want to share why being field focused and foreman focused matters more than anything else in construction, and why caring for the people that matter most is the real foundation of project success.

This topic comes with passion. Too often I see leaders in construction who are disconnected from the field. They sit in meetings, buried in paperwork or staring at schedules no one in the field can understand, while the people actually building the project are left unsupported. I cannot accept that.

I grew up in the field from the time I was thirteen. I learned by setting forms, pouring concrete, working side by side with foremen and crews who taught me what building really means. From worker to foreman, field engineer, superintendent and project director, I have held nearly every role on a jobsite. That experience is not just part of my story, it defines my perspective. When I look at construction, I see it through the eyes of the people who get dirty, sweat, and build.

That is why I will always defend workers and foremen first. They are the backbone of construction. Without them, nothing happens. Without their input, no schedule, no model, and no plan matters. And yet too often organizations elevate project management to a status where it becomes disconnected from reality. They optimize reports, meetings and administrative systems but sub-optimize the very thing that keeps the work flowing, the people on the ground.

I have seen it firsthand. Schedulers and managers who spend hours defending their P6 plans or 4D models but cannot show the foremen a clear, simple plan that actually helps them do their jobs. Worse yet, I have heard leaders say they would fire every worker before adding extra hours to a scheduling team. That mindset is toxic. It disrespects people, devalues their expertise and destroys trust. It is classical management at its worst, command and control from the top down instead of enabling and supporting from the ground up.

The truth is this: lean construction, continuous improvement and respect for people all start with foremen. They are the ones who coordinate crews, manage roadblocks and set the rhythm for daily progress. If you want a successful project, you do not start with a spreadsheet, you start with them.

So what does that look like in practice? It looks like walking onto a site and immediately connecting with foremen. Ask them about the basics. Are the bathrooms clean? Is the lunchroom in good shape? Do they have proper laydown areas? How are their huddles going? What is their biggest frustration right now? These questions might seem small, but they send a powerful message: you matter, your success matters, and we are here to support you.

Technology, process improvements and management systems should always serve the field, not the other way around. When we optimize for project management first, we bury foremen under paperwork and rob them of time they should spend leading their crews. When we optimize for foremen, we create flow, solve real problems and set everyone up for success.

And let me be clear. If you have not been in the field, your first responsibility is to listen. Do not come in with solutions you have never tested in mud and sweat. You cannot improve a system you do not understand. That is why in lean, and in the Toyota tradition, improvement starts with going to the gemba, the place where the work happens. It means standing with workers, listening to foremen and learning what reality looks like before offering any advice.

At Elevate Construction, we will always come down on the side of the worker and the foreman. That is where respect for people lives. That is where flow begins. And that is where true leadership shows up, not in conference rooms but in muddy boots, shoulder to shoulder with those who build.

So here is my challenge to you. Never walk onto a project site without caring for foremen. Never start with management, meetings or paperwork before asking the people in the field what they need. Because when you put them first, everything else follows. Projects thrive. Teams grow stronger. Flow improves. Costs drop. Respect deepens.

The industry does not need more ivory tower experts telling people what to do. It needs leaders who respect people, honor their experience and support them in doing the work they know how to do. That is how we elevate construction. That is how we build the future.

Never go on site without caring for foremen. That is not just advice, it is a principle, a standard and a way of leading that honors the very people who make our projects possible.

Key Takeaway

Respect for people starts with the foremen and workers in the field. If we ignore them, we sub-optimize everything, but when we put them first, projects thrive.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

 

On we go

The Phases of IDS

Read 6 min

In this blog, you are going to love what we cover because it’s all about the phases of IDS and how to start solving problems on your project. We’ll look at how this skill works backwards from step to step and why these fundamental habits matter so much if you want to become proficient at preventing problems.

I’m completely jacked about this topic. This was a realization I had the other day, and I could not be more excited to share it with you. It’s something new, and it changes the way I think about field implementation.

When we work with clients, the key question I ask is simple. Are they using the weekly work plans and the day plans that they helped create? Not the ones handed to them, but the ones built with their trade partners through the last planner system. If they are using them, flow is happening. If not, that’s where problems start showing up.

Here’s the sequence I’ve noticed. Skills build in reverse, one at a time. At the very minimum, a superintendent has to want to solve problems. If they don’t care, nothing else works. Once they care, they start seeing the problems. When they see problems, they can discuss them. When they discuss them, they can start marking them visually on a board. Once issues are written down and visible, the entire team can see them. From there, the superintendent and foremen can learn what the real constraints and roadblocks are.

This sets the stage for the next leap. When those issues are tracked on visual boards, the team can start using the look ahead plan and the weekly work plan to find potential problems before they happen. At that point, you are not just reacting, you are preventing. You’re visualizing the site, preparing steps in advance, and creating flow that saves an insane amount of money.

Here’s the warning. If you miss any of these steps, you will never reach prevention. You’ll be stuck with constant stops and restarts that destroy flow. Too many people want to reinvent the wheel, water things down, or cut corners. Stop doing that. We know what look ahead plans, weekly work plans, pull plans, and daily huddles are supposed to do. Trust the process. Implement it fully. Build the skills step by step, in reverse order, until prevention becomes second nature.

This isn’t a theory. This is the path to running smoother, more efficient, and more profitable projects.

Key Takeaway

Prevention only happens when skills are built in reverse order. Superintendents must care, see, discuss, track, and then anticipate or the team will stay stuck in costly stops and restarts.

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

    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

    day2

    Norm Planning & Flow Optimization

    day3

    Advanced Tools & Comparisons

    day4

    Buffers, Controls & Finalization

    day5

    Control Systems & Presentations

    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.

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    Day 4

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    Day 5

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