What Size Paper Are Construction Plans Printed On?

Posted on August 30, 2025August 30, 2025 by Danny Jiménez⁩

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What Size Paper Are Construction Plans Printed On?

This might seem like a basic question, but it’s an important one. If you’ve been wondering about it and found this blog, I’m glad you’re here because paper size in construction is more than just dimensions; it’s about usability and meeting the needs of the people in the field.

I first learned this lesson through feedback on my own book, Elevating Construction Superintendents. The first edition was printed in a small font, and many readers asked for larger text. That feedback hit home, especially considering that construction professionals often face vision issues due to stress, long hours, and field conditions. Poor eyesight isn’t just common; it’s tied to the high stress levels of our industry. That’s why we reformatted our books with much larger fonts. The takeaway? Always work backward from the needs of the people in the field.

So, when it comes to construction plans, the real question isn’t just “what size paper should I print on?” The real question is: what does the end user need?

Think of it like Apple’s approach, simplicity, usability, and serving the customer. Plans should be printed in a size that is functional for whoever is going to use them.

Different Scenarios for Paper Sizes:

Virtual Work with Designers: If you’re collaborating online, using tools like Bluebeam, any screen size works. But if you’re working heavily in design reviews, a larger screen helps.
Plan Reviews and Permits: Print according to the requirements of the city or building department.
Project Planning: For planning a project, I prefer at least a half-size set, if not full size. I like being able to markup pages, highlight details, and sketch ideas without restriction.
Bid Packages or Scope Identification: A half-size set often works well. Sometimes even 11×17 can get the job done.
Field Use by Foremen: The minimum should be 11×17. Most commonly, half-size sets (24×36 or Arc D) are the standard because they’re large enough to read but still portable.

The Most Common Size:

The most common paper size for construction drawings is half-size (24×36 or Arc D). Full-size drawings can be difficult to flip through, carry, or even open on a desk. That’s why half-size tends to be the most practical.

Ensuring Correct Scale:

As long as your software (AutoCAD, Revit, Bluebeam, etc.) has the correct scale set for the sheet size, and you print to scale, the drawings will be accurate. In today’s industry, we should rely on precise dimensions, not field scaling.

Standards and Submissions:

When submitting plans, always follow the requirements of the authority having jurisdiction (AHJ). Their website will usually provide the exact specifications you need.

How Many Sets to Print and Where to Place Them:

At least one set for inspectors (often half or full size).
Sets for superintendents or builders for research and planning.
A posted set on the job site if required (though electronic posting is often easier).

Even if a set isn’t fully up to date, having physical drawings helps builders get a sense of what’s coming up. Just make sure updates are managed properly.

The Best Size for Field Crews:

Ask them. Usually, a half-size set or at least 11×17 is enough, but it depends on what makes their job easier. The golden rule? Serve the needs of the foreman and crew.

Final Thoughts:

The key isn’t about enforcing a one-size-fits-all standard. It’s about asking, what does the end user need? That’s how you decide the best paper size for construction plans.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

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Takt Steering & Control Book – Roadblocks

Posted on August 30, 2025August 30, 2025 by Danny Jiménez⁩

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Keeping the Train of Trades on Track

In construction, one of the most overlooked yet critical success factors is roadblock removal. We’ve already discussed constraints the built in limits of the system design that first planners must monitor and adjust. Now, we turn to roadblocks, which are very different. Roadblocks are the obstacles that appear in the environment and interrupt the flow of work.

To better understand this, let’s use the analogy of a train of trades.

The train represents the trades. The tracks represent the zones. The supply depot is the laydown area, and the station is the work zone. The foreman’s role is to make sure the depot is stocked, the station is ready to receive, and the tracks are clear. They’re not riding along with the crew they’re out ahead, preparing the way.

Foremen prepare the train’s work in four main ways:

Ensuring the tracks are clear.
Confirming the laydown yard is stocked and organized.
Making sure the station (work zone) is ready to receive value.
Checking for anything that might stop the train.

This train analogy aligns closely with real railway roles. For example:

A division manager (like a general superintendent) oversees the system’s overall performance.
A train master or track master (like a senior superintendent) manages operations and keeps the train moving.
Signal supervisors and road masters (like assistant supers and field engineers) ensure smooth flow and signals.
And most importantly, foremen act like yard masters, track inspectors, and locomotive engineers responsible for checking tracks ahead, managing the yard, and driving the train forward.

In construction terms, this means foremen are clearing zones, organizing laydown yards, and ensuring the crew can move without interruption. Anything that blocks this flow is a roadblock.

Types of Roadblocks

Roadblocks come in three categories:

Needs: Things required to move forward (e.g., a ready work area, layout, or permissions).
Removals: Things in the way that must be cleared (e.g., failed inspections, defects, or obstacles in the zone).
Adaptations: Situations that can’t be removed but must be adjusted to (e.g., owner changes, weather events, or staging delays).

It’s important to recognize that roadblocks are not system constraints. They exist in the environment and must be dealt with proactively. First planners focus on designing and maintaining the train and tracks, while last planners look ahead from within the train to clear the path of roadblocks.

Without proper monitoring, design, and preparation, the project train will constantly stop, slow down, or even break down. But with visibility, foresight, and a clear system for identifying and removing roadblocks, the train of trades can flow smoothly and predictably.

Zone vs. Supply Roadblocks

Zone roadblocks include issues like weather, owner changes, lack of planning, unready work areas, missing permissions, failed inspections, or defects.
Supply roadblocks include missing information, resources, labor, equipment, or materials anything that impacts the supply chain and laydown yards.

Both types of roadblocks will either delay the start of work or delay the finish and both must be identified and resolved quickly to maintain flow.

Supporting the Trades

The integrated production control system is designed to give last planners what they need. Roadblock removal is not just about clearing the way it’s about creating a support system for the trades so they can focus on building.

As builders, our role is not only to avoid getting in the way, but to actively prepare the path, anticipate needs, and remove roadblocks before they stop the flow. That’s how we elevate the construction experience for everyone on site.

Key Takeaway

Roadblock removal is essential to maintaining flow in construction. By clearly separating system constraints from environmental roadblocks, foremen and planners can anticipate needs, remove obstacles, and adapt to challenges before they cause delays. A well prepared system doesn’t just prevent stoppages it empowers crews to work smoothly, efficiently, and predictably.

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It’s Hard is an Excuse

Posted on August 28, 2025August 28, 2025 by Danny Jiménez⁩

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Hard is Just an Excuse

I hope you are doing well. I am always excited to share ideas that can help us grow in this industry. Today I want to talk about something that has been on my mind for a long time. It is the idea that saying something is “hard” is simply an excuse.

Recently I received some feedback from a superintendent that really encouraged me. He said that the book Elevating Construction Superintendents was right on time for him. It reminded him that the habits he had built over the years were not only effective but also best practices. It also pointed out a few things he had let slip away, and now he is bringing them back into his daily routine. He mentioned that he mentors interns and younger superintendents and teaches them about safety, organization, journaling, and reading the plans. These simple but powerful habits help projects succeed and shape the morale and direction of the team. He even said he is going to make sure every one of the 30 superintendents in his office has a copy of the book in their trailers.

I cannot tell you how much that means to me. That book was one of the first I wrote, and I actually dictated it into a microphone and had it transcribed before editing. It is amazing to see that, years later, it is still making a difference and now beginning to scale across the industry.

Now let me share this mindset about the word “hard.” Too often I hear people say things like, “Our superintendents do not read books,” or, “We cannot do training, it is too hard.” I hear people say, “We cannot use computers, it is too difficult,” or, “We cannot implement takt planning or lean principles because our people are not ready.” These excuses are everywhere, and they usually come from the very people who should be leading the way.

But here is the reality. Every single day we ask our trade partners to do things that are hard and complex. I think about shoring systems in tight spaces, about high-rise lift stations built in impossible conditions, about massive formwork systems and advanced exterior assemblies. I think about electricians trying prefabrication for the first time or civil contractors implementing GPS and robotic total stations. These things are not easy. Yet they figure it out.

Imagine if a trade partner told you they could not submit shop drawings because it was too hard. Imagine if a contractor on an airport project said they would not follow security or cleanliness protocols because it was too difficult. We would never accept that excuse. And yet I constantly hear people in leadership positions say those very words about reading, planning, and adopting better systems.

The truth is that saying “it is hard” is simply an excuse. Our role in construction management is to do hard things. It is our job to adapt, to learn, and to lead. Nobody benefits from a fixed-minded, stuck-in-the-past leader. Not a project, not a team, not even something as simple as an equipment delivery.

If you want to be in this industry, you must be willing to grow. You must be willing to take on hard things and do them well. Our trade partners are already doing it every day. It is our turn to step up, lead with courage, and put excuses aside.

On we go.

Key Takeaway
Hard is just an excuse. If we expect our trade partners to take on difficult challenges, we as leaders must do the same.

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:

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Response to a Question about Pre-staging

Posted on August 28, 2025August 28, 2025 by Danny Jiménez⁩

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I love it when listeners send me their thoughts, questions, and experiences because it always brings fresh perspectives into the conversation. Recently, I received two comments that really stood out, and I want to take some time to share them here along with my reflections.

The first comment came from someone who had listened to my episode on patterns. He said it was one of the most down to earth takes he had heard in a long time and that it resonated with his own experiences while working on the contractor side. He explained that during performance reviews, his team identified three enablers for execution. The first was data, which included all the necessary drawings, permits, and documentation that allow a project to move forward. The second was tools, which meant not only equipment and materials but also energy supplies and everything needed to get the work done. The third was area, meaning the physical space and staging required to execute construction safely and efficiently, including traffic routes, site access, and preparatory work.

What struck me was how similar these enablers are to what I have been teaching and learning myself. It is always affirming to hear that across industries and even across countries, people are recognizing the same foundational principles. Sometimes we need to hear an idea explained twice in different ways before it fully clicks, and I love how his perspective reinforced what I shared.

The second comment was more of a question, and it dealt with something very practical. A listener asked about the challenge of just in time deliveries when working on a high rise with a curtain wall system. The problem was that long materials like fire sprinkler pipes or large mechanical units could not fit inside the buck hoist, so they had to preload the building before the curtain wall went up. This created material movement issues, and he wondered if there was a better way to do it.

I think this question is excellent because it highlights a common challenge in construction. The truth is that yes, in many cases you must load long pipes, large equipment, and certain materials before the curtain wall is installed. The key, however, is to minimize the impact by planning staging areas in advance. On logistics plans and zone maps, I always designate comeback areas where materials can be stored until needed. For example, around elevators, I make sure to reserve space because elevator contractors typically need large staging zones. These comeback areas are chosen carefully so they do not interfere with commissioning or other critical activities.

When I think about just in time deliveries, I always remind teams that it does not mean every item goes directly from the vendor to the exact place of work at the exact time. It often means that materials go from a lay down area or staging space to the work zone when they are ready to be installed. A zone only becomes an active work area once the second pass of construction is underway. Until then, it can serve as temporary staging. This is why it is so important to identify these areas in the planning phase and make sure trade partners know about them ahead of time.

Hearing questions like this excites me because it shows how deeply people are thinking about flow, logistics, and efficiency. These are the kinds of conversations that push the industry forward. When we openly share our challenges and solutions, we grow together, and that is exactly what I want this space to be.

Key Takeaway

I was reminded how valuable it is to hear ideas explained in different ways and to use planning tools like comeback areas to solve tough logistics challenges. Real success comes when I combine these lessons with clear staging and just in time deliveries.

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Multiple Topics

Posted on August 28, 2025August 28, 2025 by Danny Jiménez⁩

Read 8 min

I want to share some important lessons I have learned about timelines, weekly work plans, the role of superintendents, teamwork, data, and the value of consultants. These concepts might sound simple at first, but I have seen time and again how they determine whether a project thrives or struggles.

One of the biggest realizations I had was about timelines. For a long time, I saw projects using multiple timelines for milestones, look-aheads, and pull plans. At first it seemed harmless, but what I noticed was that those separate timelines created silos. Information was scattered, alignment was lost, and teams grew frustrated. I eventually understood that if you have multiple timelines, you do not really have a timeline. Everything must be tied into one master plan that people can see and follow. That is where clarity, coordination, and accountability truly happen.

This connects to my concerns about weekly work plans. Many companies are adopting standard templates that look professional but do not actually help the field. A good weekly work plan is clear, visual, and simple. It shows handoffs, highlights flow, and makes it easy to see where trades might collide or stack on top of each other. When I build weekly work plans, I make sure they are color coded, organized by trade, and designed around time and location. That way, they are useful tools rather than paperwork that satisfies a template.

I have also learned an important distinction between foremen and superintendents. Foremen lead crews, know the technical details of the work, and manage production directly. Superintendents, on the other hand, are planners, process leaders, and team builders. Their role is to create alignment, run systems, facilitate meetings, and ensure that every trade can succeed. A superintendent does not need to know every technical detail of the craft, but they must know how to guide a process so the entire team can win.

And that brings me to the heart of what makes projects succeed. Projects succeed as teams. I have seen what happens when superintendents keep information to themselves or when project managers and superintendents do not align. The project begins to fracture, communication breaks down, and mistakes multiply. When everyone operates as one team with shared goals and full transparency, the opposite happens. Flow improves, accountability increases, and trust grows.

Another lesson that became clear to me is about data. Data is only useful when it drives action. Too often, we produce mountains of reports, schedules, and charts that look impressive but do not change how the work is done. I have found that the real value of data comes when it guides decisions, removes bottlenecks, and helps the team adjust in real time. A chart on the wall means nothing if it does not change how people work the next day.

Finally, I believe strongly in the power of seeking outside help. Hiring a consultant, coach, or trainer can transform a company. I have seen how businesses that invest in outside guidance often move into a higher tier. They learn faster, avoid pitfalls, and build stronger systems. I do not see hiring a consultant as a weakness but as a sign of strength and vision. If I want to grow, I do not try to do it all on my own. I seek people who can guide me and accelerate the journey.

When I put all these lessons together, the picture is clear. Success in construction comes from integrated timelines, practical weekly work plans, superintendents who lead processes rather than just details, teamwork that unites everyone, data that drives real action, and the courage to seek outside expertise. These are the foundations of building excellence, and I have seen them change projects and careers.

Key Takeaway

Success happens when I unify timelines, create weekly work plans that truly serve the field, empower superintendents to lead through the process, and build as one team. Real improvement comes when I act on data and embrace outside guidance.

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When You Get Behind

Posted on August 28, 2025August 28, 2025 by Danny Jiménez⁩

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When You Start Getting Behind

Welcome everyone to this blog. In this one I want to share some thoughts on what we usually do when we feel like we are getting behind, and more importantly, what we should be doing instead.

I love writing these blogs because unlike YouTube or LinkedIn content where everything is polished and filtered, here I get to just talk with you one on one. I can share lessons, mistakes, updates, and ideas in a more direct way. That makes these blogs feel special to me.

Exciting Updates

Before I get into the main topic, let me give you a quick update. Kate and I are making great progress on the Takt Steering and Control book. We are already two sections and about sixty pages in, and we are building out visuals to make it clear and useful.

This book will build on the first planner system book and connect to the Last Planner approach with the Lean Builder team. I am excited because these systems together form a powerful end-to-end approach to managing projects.

Unfortunately, I have seen some disappointing and even misleading posts online about takt steering and control. Many of the claims are not only confusing but also inaccurate. That is why this book is so important. It will clarify what takt steering is, what takt control is, and how they actually work together in the field.

Reader Question: How to Facilitate a Meeting

One of you wrote in with a question about policing meetings. Often meetings derail with tangents, repeated debates, or time slipping away. The comment suggested a “two mention” rule to keep topics from dominating.

My perspective is that instead of policing, we should facilitate. I see the superintendent as a conductor keeping professional musicians in rhythm. We can set clear meeting standards, post them visibly, and use simple tools like sidebars or quick reminders when topics get too long.

I like starting meetings with a positive tone, doing a lightning round of topics, ranking them, and then moving through in order. That way the most important items are addressed first and everyone feels heard. Shorter meetings with built-in buffers also help keep focus.

What Happens When We Get Behind

Now, let us get into the main topic. What do we typically do when we start to feel behind? We rush. We panic. We ask for more labor. We push overtime. We stockpile materials. We add stress to ourselves and others. And often, in that rush, we let safety, quality, and cleanliness slip.

This is natural human behavior but it is not effective. When we panic, we create more chaos instead of solving the real problem.

What We Should Do Instead

The right response when getting behind is to slow down. Calm down. Get a present.

Instead of pushing harder, we should plan better. Revisit the pull plan. Strengthen look ahead planning. Spend time in pre-construction meetings. Rally the team with a clear focus. Double down on safety, cleanliness, and morale. Manage the supply chain with intention.

By slowing down, we actually speed up. The Navy SEALs say it best: slow is smooth and smooth is fast. That principle applies to construction projects and even to personal relationships. When stress rises, the best thing we can do is step back, breathe, and lead with clarity.

Key Takeaway

When I feel behind, my instinct is to panic and push harder, but that only makes things worse. The real solution is to slow down, get present, and plan better. Slow is smooth and smooth is fast, and that is how both teams and projects succeed.

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Last Planner without First Planner Results in Disrespect

Posted on August 28, 2025August 28, 2025 by Danny Jiménez⁩

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Last Planner Without First Planner

I have been reflecting on something that comes up again and again in the industry. Many builders and even some lean advocates talk about the last planner system as if it stands alone. But the truth is, without the first planner system, the last planner system cannot succeed.

Why the First Planner System Matters

The last planner system is powerful. It creates a structure of meetings and huddles, brings trade partners together, and establishes commitments through look ahead planning, weekly planning, and daily huddles. It also encourages respect for people and collaboration. But none of this can work in isolation.

Planning requires resources, information, materials, tools, and logistics to be coordinated in advance. Without the first planner system preparing the production system during preconstruction, we are essentially throwing the responsibility over the wall and asking last planners to succeed without support. That is not lean. That is not respect for people.

A Misunderstood Concept in Lean

I recently received some criticism from people in the lean community who argued that early planning is unnecessary, that predictive planning and preconstruction should be minimized in favor of short-term adjustments. I could not disagree more strongly. Suggesting that we can simply plan everything in the short term disrespects those who do the work.

When superintendents and trade partners show up ready to build, they need more than meetings and promises. They need logistics, supply chains, and production systems designed ahead of time. Without that foundation, even the best last planner system collapses under the weight of missing resources and unclear processes.

Why Both Systems Must Work Together

The first planner system provides the predictive structure and logistical foundation. The last planner system ensures commitments, collaboration, and accountability in the field. One without the other is incomplete.

That is why I wrote and published the First Planner System book. It lays out every necessary component of a lean production system, shows how to design it in preconstruction, and explains how it supports the flow of work in the field. With both systems working together, we not only achieve efficiency, but we also show true respect for our builders.

Key Takeaway

The last planner system cannot stand alone. Without the first planner system to prepare logistics, resources, and production flow, we place an unfair burden on people in the field. True lean means combining both systems so projects are planned well and executed with respect.

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How to Get Leaders to Plan

Posted on August 28, 2025August 28, 2025 by Danny Jiménez⁩

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Getting Superintendents and PMs to Plan in Preconstruction

I recently received a powerful question from a construction leader: How do we get superintendents and project managers to actually plan in preconstruction? It’s a fair concern, because the truth is many builders avoid detailed planning until the last possible moment. But when we fail to plan early, projects start with chaos instead of clarity.

Why Planning is Non-Negotiable

I’ll say this plainly. Being a superintendent or a project manager is not about walking the jobsite pointing fingers. It is about being the planner of the project. A superintendent is, in essence, a first planner. Their responsibility is to build the project on paper before building it in the field.

When leaders avoid this, they are essentially saying, “I’ll just waste hundreds of thousands of dollars because I didn’t feel like planning.” That might sound harsh, but it is true. Planning is not optional. It is project management 101.

What Effective Preconstruction Planning Looks Like

The foundation is already laid out in The First Planner System. I recommend requiring superintendents and PMs to complete planning deliverables before the job begins. This includes takt plan, zone maps, logistics plan, accountability chart, risk and opportunity register, trailer layout, and procurement log.

These documents should be ready before the first fresh eyes meeting. In reality, the first meeting may not go well. Documents will be missing, and excuses will surface. That is normal. The key is to schedule a second review shortly after, give clear expectations, and hold the team accountable to finishing the work.

Accountability Without Negativity

Accountability does not mean anger, frustration, or threats. Too often, leaders swing from one extreme to another, either pushing with emotion or pulling back into softness that avoids confrontation. The middle ground is best.

With kindness and clarity, you can say: This is how we do it. These plans will be created. If you do not, I will have to step in, find someone else, or make changes. That is not cruelty. It is leadership. Teams will eventually appreciate the standard because it protects them from mediocrity and sets them up for success.

Human Nature and Cultural Standards

It is human nature to conserve energy, avoid discomfort, and resist planning. That does not mean people do not want accountability. They actually crave it. By setting and holding a clear standard, you build a culture that says: This is how we operate. This is serious. This is who we are as builders.

And over time, superintendents and PMs will not only accept the requirement to plan, but they will embrace it as the hallmark of professionalism.

Raising the Bar in Construction

The bottom line is simple. If you are a superintendent or a project manager, your job is to plan. Just as a doctor must know medicine and a hairdresser must know how to cut hair, a builder must know how to plan a project. Anything less is unacceptable.

When we raise the standard, we stop wasting resources, stop tolerating mediocrity, and create projects that start with alignment instead of confusion. That is what true leadership looks like in construction.

Key Takeaway

Superintendents and project managers are first and foremost planners. Preconstruction planning is the foundation of project success, and when leaders set clear expectations with accountability and kindness, planning becomes a cultural norm that drives excellence.

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Setting up Project Controls

Posted on August 28, 2025August 28, 2025 by Danny Jiménez⁩

Read 8 min

Building Stronger Projects with the Right KPIs

I recently received a fantastic question from a listener, and I wanted to dedicate this blog to answering it. The question was about establishing KPIs while standing up a project controls department for a large GC. This is such an important topic because the way we measure and track performance directly shapes behavior on our projects.

The Power of Project Controls

When a company takes the step of creating a project controls department, it signals maturity and readiness to scale. It sets standards, provides guardrails, and ensures consistency across projects. Without this type of structure, teams often end up doing things their own way, which makes it impossible to track progress consistently.

I have always believed in this principle. You find or create your operating system, you train people on it, and then you hold them accountable through regular reviews and measurements. If you only write it down but do not train, no one will follow it. If you train but never review in the field, people will nod their heads and then go back to doing whatever they want. But if you train, measure, and hold people accountable, the system becomes real, even if it takes months to fully embed.

Choosing KPIs that Drive Behavior

Not all KPIs are created equal. Some can unintentionally drive the wrong behaviors. For example, if you only measure financials like net profit or overhead, teams may cut investments that are critical for long-term success. Or if you rely too heavily on earned value management, you risk increasing work in process beyond capacity, which can collapse productivity.

That is why I always recommend designing KPIs that track leading indicators, not just lagging ones. Lagging indicators tell you what already happened. Leading indicators tell you what behaviors are shaping the outcome right now, while you still have time to adjust.

Examples of Strong Leading KPIs

When it comes to quality, I like to see metrics around preconstruction meetings, percentage of first-in-place inspections, and whether crews are installing according to the visuals provided. These drive proactive behaviors rather than reactive fixes.

For scheduling, using takt planning opens the door to powerful KPIs such as remaining buffer ratio, handoff reliability, and average roadblock removal time. These measures tell you whether the system is functioning properly long before a schedule slips.

For financials, I like to see a strong projection sheet with anticipated gross profit, contingency tracking, risks and opportunities, and dollars attached to both. A risk and opportunity register is an incredibly valuable tool for this.

Procurement can also be measured through the percentage of projects with an active log, the percentage of trades bought out on time, and the health of long-lead procurement items.

And one of the most powerful KPIs of all is team health. A monthly score based on field walks, observations, and feedback can be more predictive of project success than almost anything else.

Bringing It All Together

At the end of the day, KPIs should not exist for the sake of data collection. They should exist to shape behaviors, identify problems early, and give teams the tools they need to succeed. The listener who asked this question is already on a great path, and I believe their efforts will create real consistency and efficiency as their company grows.

I encourage everyone to step back and ask, what are we measuring, and does it truly drive the right outcomes? That reflection alone can make a massive difference.

Key Takeaway

The value of KPIs is not in the data itself but in the behavior they shape. When you focus on leading indicators that drive proactive action rather than lagging metrics that only confirm the past, you create a system that sets your projects up for success every single time.

If you want to learn more we have:

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Working Together, Feat. Professor Thais Alves

Posted on August 28, 2025August 28, 2025 by Danny Jiménez⁩

Read 7 min

How I Schedule Civil Work with Takt Planning

As I head out to Kelowna, British Columbia for a Foreman Boot Camp with High Street Ventures, I am reminded how powerful it is when trade partners align under one production system. High Street invests in training their partners in takt, last planner, and other lean principles so that every project flows with consistency and quality. Watching crews run their own simulations, build their own plans, and truly own their zones is inspiring. It shows me once again that when teams take takt seriously, the results are phenomenal.

The Power of Takt in Civil Work

When it comes to scheduling civil projects, takt is one of the most effective methods I have ever used. I like to think of it in terms of trains on train tracks. Your zones or stationing become the tracks, and your crews are the trains moving in sequence. Civil work often runs linearly, so this visualization makes it easier to see flow and spot conflicts.

I always start with a time by location format. On the left-hand side, I organize by phases, areas, and then stationing, which represent specific runs of pipe, storm drains, or other installations. From there, I capture complexity by noting depth, number of structures, soil conditions, and other details. This information drives the production rates and ultimately determines the duration for each segment.

Building a Flowing Civil Schedule

Once I have the durations, I begin mapping out the flow. Water lines, sewer lines, and storm drains all get plugged in, and I pay close attention to elevation and sequencing. Which one must come first? Where do they overlap? Where are the risks? From there, I insert buffers, analyze weather impacts, and review whether additional crews are needed to keep the project on track.

The goal is always the same: a smooth, flowing production plan with reliable durations, clear buffers, and visuals that show exactly how crews move through the project. All of this is finalized in a fresh eyes meeting with the project team, where we confirm flow, risk coverage, and alignment across all trades.

Why This Matters

Civil work is often underestimated when it comes to takt, but in my experience it is one of the areas where takt shines brightest. The linear nature of utility runs makes it easier to apply flow, and the benefits are immediate. Crews know where they should be, how long they will be there, and how their work connects with others. It reduces conflict, eliminates waste, and builds confidence in the schedule.

For anyone who has ever struggled with unpredictable civil schedules, I encourage you to try takt. I even have a Miro board and videos that go deeper into this, which I would be happy to share. Scheduling civil projects is not just about moving dirt and laying pipe. It is about creating flow, protecting crews, and building with confidence.

Key Takeaway

Civil work schedules flow best when structured in a time by location format with takt. By using stationing, production rates, buffers, and crew sequencing, I can create a predictable schedule that reduces risk and keeps the project moving with confidence.

If you want to learn more we have:

Discover Jason’s Expertise:

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What We Should Do Instead

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A Misunderstood Concept in Lean

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Getting Superintendents and PMs to Plan in Preconstruction

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Building Stronger Projects with the Right KPIs

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How I Schedule Civil Work with Takt Planning

The Power of Takt in Civil Work

Building a Flowing Civil Schedule

Why This Matters

Key Takeaway

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