Pre-Mobilization Meeting: The Game Changer In Construction

Posted on October 3, 2024October 3, 2024 by Jason Schroeder

Read 9 min

In this blog, I will dive into a crucial but often overlooked aspect of the construction process—pre-mobilization meetings. While many are familiar with pre-construction meetings or first-in-place mockups, pre-mobilization meetings are less common yet essential to ensuring project success.

These meetings are held after the contract has been executed but before the trades even step on-site. They serve to prepare the trade partners, aligning them with project expectations and setting them up for success from the get-go.

Why Pre-Mobilization Meetings Matter

Simply having a trade show up on-site or attending a pre-construction meeting isn’t enough. The real game changer happens when you incorporate a pre-mobilization meeting, immediately after executing a contract.

This meeting is where you clearly communicate the project’s expectations and deliverables, ensuring the trade partner is fully prepared to meet them. Imagine how much smoother your projects would run if you did this for all the high-risk tasks. It could truly be a turning point for your construction site.

Key Meetings in the Trade Partner Preparation Process

Pre-mobilization meetings fit into a broader system that starts with the buyout meeting, where the right scope and contract are finalized. The pre-mobilization meeting ensures that trade partners are prepared to meet the requirements that will be discussed in the pre-construction meeting.

By the time the pre-construction meeting happens, you should have all deliverables ready—plans, specs, submittals, RFIs, and more. These meetings provide the foundation for creating a quality checklist, which guides the first-in-place mockup, initial inspection, follow-up inspections, and ultimately the final inspection.

Different Approaches to Pre-Mobilization Meetings

Pre-mobilization meetings don’t always need to be formal sit-downs. Depending on the complexity of the work, they can be an email, a phone call, or a full-blown meeting. For more intricate tasks like mechanical, electrical, or curtain wall installations, a meeting is advisable. But for simpler tasks like insulation, an email outlining expectations might suffice. The goal is to set the trade partners up for success, so tailor your approach based on the scope of work.

The Key People Involved and the Meeting Agenda

At a minimum, the pre-mobilization meeting should include the trade partner’s project manager and the general contractor’s project manager or project engineer. The purpose is to confirm the deliverables required by the pre-construction meeting and ensure the trade partner can commit to meeting these expectations.

One of the first agenda items is to review the owner’s top 10 priorities, which often extend beyond what’s communicated in the plans and specs. For example, owners may have specific aesthetic expectations or performance standards for key spaces like a lobby or stairwell that go beyond standard tolerances. Addressing these nuances early on helps avoid costly mistakes and delays.

Confirming Expectations with the Trade Partner

This meeting is also the time to review any company-specific quality checklists, historical data, or work packages. These expectations should be confirmed with the trade partner to avoid any surprises down the road. Repetition is key here—reinforce these expectations during the buyout, pre-mobilization, and pre-construction meetings. This ensures that everyone is aligned and prepared.

Reviewing Expected Deliverables

Your deliverables list should be comprehensive. It includes everything from submittals, RFIs, and safety plans to emergency contacts and insurance certificates. Get a commitment from the trade partner on when these items will be delivered, and schedule the pre-construction meeting accordingly. The more detailed you are upfront, the better prepared your trade partners will be.

Definable Features of Work & Scope Breakouts

Understanding the definable features of work is crucial for the success of your project. For example, a mechanical contractor might think they only need one pre-mobilization and one pre-construction meeting.

However, their scope likely involves multiple phases—such as overhead mechanical, in-wall, equipment installation, and final commissioning—each requiring its own pre-construction meeting. Ensuring that these breakouts are clearly communicated allows for better labor allocation, tailored submittals, and more effective quality checklists.

Final Steps in a Pre-Mobilization Meeting

The final part of the pre-mobilization meeting is to cover any project management or office requirements, such as billing, RFI submissions, and other administrative tasks. This is your opportunity to onboard the trade partner into the project’s systems and ask for anything else you need to get them fully prepared for their work.

Conclusion

Pre-mobilization meetings are a key step in preparing your trade partners for success. They allow for early alignment on expectations, deliverables, and project nuances that are critical to the timely and successful completion of the work.

The earlier you engage with your trade partners through this process, the more successful your project will be. If you’re looking for guidance on how to implement this in your projects, feel free to reach out to us. We’re here to help and can train your team on this crucial process.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go!

The Ugly Truth By CPM: What You Need To Know

Posted on October 3, 2024October 3, 2024 by Jason Schroeder

Read 10 min

In this blog, I’m going to break down some critical flaws with the Critical Path Method (CPM), which I believe has no place in construction today. After working with it for years and creating dozens of CPM schedules myself, I can confidently say that it’s a failed system.

In fact, I would go so far as to advocate for its removal from schools, project management courses, contracts, and the industry as a whole. It has done more harm than good, particularly when it comes to productivity. Here’s a deep dive into why CPM is a flawed approach.

Why Our Brains Cannot Understand CPM

One of the most glaring issues with CPM is that it’s far too complex for the human brain to process. After creating countless CPM schedules, I’ve realized that by the time you reach five printed pages of activities, even the person who built the schedule loses track of what’s going on.

If the scheduler can’t understand it, how can anyone else on the team be expected to? This complexity results in a lack of understanding, leaving construction teams to blindly follow a plan they don’t fully grasp.

The Complexity Problem

The second issue is closely related to the first: humans simply can’t manage the complexity of CPM schedules. The system requires tracing ties between activities across vast pages of data, something that would require a computer to track.

While some might argue that computers can handle this logic through forward and backward passes, the reality is that if the input is flawed, the output will be flawed too. Garbage in, garbage out, as the saying goes.

Misconception About Complexity and Accuracy

Another significant issue is that complexity is often mistaken for accuracy. Owners and clients are easily impressed by these massive schedules, believing that their intricacy guarantees precision. But complexity doesn’t necessarily mean correctness. In fact, the more convoluted the schedule, the harder it becomes to identify mistakes, ultimately leading to poor project execution.

How CPM Hides the Project Plan

With CPM schedules, it’s virtually impossible to get a clear, concise overview of the entire project plan. Unlike a more straightforward Takt production system where the plan is clear and easy to understand, CPM hides the big picture behind pages and pages of data. This lack of transparency makes it difficult to follow the project’s flow, adding confusion rather than clarity.

Unchecked Power of CPM

CPM is deeply embedded in construction contracts, often with no room for flexibility. This unchecked power extends across the industry, from government contracts to legal cases. Unfortunately, this rigidity forces teams into a system that does not allow for the fluidity and buffers necessary in real-world construction. It can lead to unnecessary delays, contractual disputes, and penalization of contractors for issues beyond their control.

Delays and Buffers in CPM

One of the more egregious flaws of CPM is its lack of buffers for delays. The system only accounts for the critical path, meaning that if delays occur outside of this path, contractors are often left without recourse. This lack of flexibility often results in teams being blamed for delays and denied extensions, even when the issues were unavoidable.

How CPM Hides Problems

CPM schedules have a knack for obscuring real problems while flagging issues that may not even exist. Reports generated by CPM often highlight slippage and float trends without providing actionable solutions. Instead of offering strategies to recover from delays, the typical response is to add more labor, work overtime, or increase spending—solutions that rarely improve the situation and usually end up extending the project timeline.

Waste Created by CPM

Another byproduct of CPM’s complexity is the sheer waste it generates. The need for schedulers, owner’s reps, forensic analysts, and legal professionals to manage these convoluted schedules adds unnecessary costs and complexity to the project. All this wasted effort takes attention away from the actual work being done on the job site.

Overshooting and Extending Projects

CPM often incentivizes overshooting work and extending projects. Because of the way forward and backward passes are built into the system, CPM encourages teams to spend more money upfront and push their resources beyond their capacity. This ultimately results in longer project timelines, rather than the efficiency the system was designed to create.

Disadvantages of Not Having Fixed Dates

Another pitfall of CPM is its lack of fixed dates, which results in frequent schedule shifts. Start dates and production targets constantly move, causing unevenness, delays, and unnecessary stops and restarts. This creates chaos on the job site, leading to inefficiency and frustration.

Conclusion

CPM has failed the construction industry in more ways than one. Its complexity, lack of transparency, and rigid structure create more problems than solutions. If you want to improve productivity on your construction site, it’s time to look beyond CPM and embrace systems that allow for flexibility, transparency, and efficiency. I hope this blog gives you the insights needed to steer clear of this outdated system and prevent any failures on your next project.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go!

The Golden Rules Of Achieving Flow In Construction

Posted on October 3, 2024October 3, 2024 by Jason Schroeder

Read 10 min

In this blog, I’m going to cover the three critical keys to achieving flow in construction. This concept is vital because it permeates every activity, effort, and aspect of your construction project. These three keys to flow will help you understand how to streamline operations effectively and avoid common mistakes. I’ll also discuss what not to do to achieve flow and touch on some pitfalls of outdated methods like the Critical Path Method (CPM). Let’s dive in!

Why The Critical Path Method is NOT Flow

When you think of flow, you might initially think of the Critical Path Method (CPM). However, CPM is far from achieving true flow. In a CPM schedule, tasks are often linked together based on a work breakdown structure, but this method does not account for the complex nature of construction systems.

As highlighted by Eli Goldratt in his work on systems thinking, CPM schedules offer a projection that is likely to change dozens of times and often do not mirror how construction actually works.

CPM is similar to having a factory where workers are randomly placed throughout the facility, moving at different speeds, crossing paths, and creating chaos without a system in place to guide them. The result is a lack of flow. Achieving flow requires a more structured approach, and this is where the Takt Production System comes into play.

How to Achieve Flow with the Takt Production System

The Takt Production System doesn’t rely on a time-by-deliverable format, which can lead to confusion and inefficiencies. Instead, it organizes work based on a time-by-location approach. Imagine your project site as a series of zones—let’s call them Zone 1, Zone 2, and so on. Alongside this, you have time increments at the top.

The goal is to see trades flowing smoothly through each zone in a diagonal, uninterrupted rhythm. This is how flow should look, and it mirrors the station-based production flow used by companies like Toyota.

Instead of relying on a CPM schedule that leads to inefficiencies, the Takt Production System organizes space to accommodate flow units, ensuring work progresses smoothly from one zone to the next. This method results in a streamlined, predictable process that maintains flow throughout the project.

Disadvantages of Using a CPM Schedule

While some people still advocate for CPM schedules, there are significant drawbacks. CPM often narrows the overall project duration while increasing work in progress beyond the capacity of the system.

This only extends the project timeline. Earned Value Management (EVM) can further exacerbate the issue by incentivizing early spending, creating the illusion of progress while increasing work in process and adding unnecessary complexity.

Common Misconceptions When Handling Too Much Work in Progress

One common misconception in construction is that pushing harder—through overtime, adding more labor, or increasing materials—will result in faster progress. But this approach is like asking a group of kids to clean a room and, when they don’t work fast enough, adding even more kids. The result is more chaos, not more productivity. Similarly, in construction, adding more crews, materials, or overtime doesn’t help; it hinders flow.

3 Ways to Achieve Flow in a Construction Project

Level Your Zones: When moving from one zone to another, ensure each zone has a similar amount of work. This prevents bottlenecks and ensures smooth transitions between zones.
Level Your Trades: Make sure the crews working in each zone are leveled, meaning they take about the same amount of time in each zone. This keeps the work flowing consistently from zone to zone.
Have the Right Number of Zones: Having too few or too many zones can disrupt flow. The number of zones should align with the project’s scope and the available labor force to ensure a steady pace.

How Bottlenecks Are Created

If the zones in your project are not properly leveled in terms of work density, bottlenecks will form, causing delays and disruptions. For example, if one zone has more work than the others, trades will pile up and get stuck, hindering overall progress. Leveling the zones is critical to ensuring that trades can move seamlessly from one zone to the next.

How to Level Your Zones and Trades

Let’s revisit the importance of leveling. If the zones are adjusted to have an equal amount of work, and the trades are leveled to move at the same speed through each zone, the project will flow much more smoothly. This method eliminates bottlenecks and keeps the project on track. It’s essential to balance the workload and maintain a steady rhythm across zones and trades.

How Achieving Flow Can Shorten the Duration of Your Project

By leveling zones and trades and ensuring the right number of zones, you can significantly reduce the duration of your project. When work is properly distributed, and trades move efficiently through each zone, the project timeline is shortened, leading to faster completion and fewer delays. Using a Takt Time formula, you can calculate the exact duration of your project by adjusting the number of zones and keeping work consistent throughout.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go!

Follow up inspections How They Can Save Your Construction Project

Posted on October 3, 2024October 3, 2024 by Jason Schroeder

Read 9 min

In this blog, I’m going to cover how it’s not just enough to set up the process properly. We also have to stay with it, verify that the installations are going well, and ensure we’re finishing as we go. This blog will dive into the game-changing magic of follow-up inspections, when they are needed, and the agenda to follow. If you’re passionate about doing a great job on your project, you’re in the right place!

The Role of Follow-Up Inspections

Let’s anchor the follow-up inspection within the broader trade partner preparation process. After the buyout meeting where the right scope was identified and an executed contract was secured, the pre-mobilization meeting takes place.

Here, the superintendent and foreman are onboarded for the trade partner. The first-in-place inspection is conducted to check if the project has started in the right direction.

Now comes the follow-up inspection—a crucial step to ensure the work continues to follow the right path. This step is essential because it verifies that work is being done properly and that excellence is maintained throughout the project.

Importance of Follow-Up Inspections

Human nature tends to conserve energy and prioritize safety, leading us to eventually reduce efforts to the bare necessities. Over time, workers may subconsciously cut corners, which can compromise the quality of work.

Follow-up inspections are designed to counteract this natural tendency by regularly verifying that the key aspects of the work are still being followed.

These inspections can be scheduled on a time interval, such as every four to six weeks, or whenever significant changes occur—like weather shifts, crew changes, or new leadership on-site. These are moments when a follow-up inspection can be particularly valuable to ensure nothing has been overlooked.

Key People in a Follow-Up Inspection Meeting

The follow-up inspection meeting typically includes:

The foreman
The workers
The superintendent
The assistant or area superintendent
The field engineer or field-focused project engineer

Anyone responsible for the day-to-day work on the site should be involved. The purpose is not just to ensure quality but also to support the crew in achieving excellence in their installations.

This meeting allows the team to verify if all the quality standards are being met and whether the installation is on track. It’s also an opportunity to praise the crew for their efforts and to discuss any necessary changes.

The Follow-Up Inspection Agenda

Here’s a typical agenda for a follow-up inspection:

Review the owner’s top 10 priorities: Understand how these impact the work.
Review company-specific requirements: Go over any checklists or company standards.
Verify installation instructions: Ensure the crew is following the steps outlined during the pre-construction meeting or by using visual quality boards.
Gather input from the foreman and workers: Praise their work and discuss any steps that need to be adjusted moving forward.
Ask what the crew needs: It’s essential to provide the necessary knowledge, motivation, and resources to support their work.

The goal of the meeting is to ensure quality is being maintained and to provide the crew with whatever they need to continue delivering excellent work. This also includes checking how workers are progressing within their zones, meeting deadlines, and using the correct materials. As a leader, it’s important to connect with your team, ask about their well-being, and see if there are ways to improve their working conditions.

Establishing Daily Quality Control Habits

In addition to regular follow-up inspections, daily zone control walks should be performed. These walks involve superintendents, area superintendents, assistant superintendents, or field engineers visiting work zones to verify that tasks are completed and that the crews are ready for the next steps. This habit of finishing and preparing on a daily basis ensures that the project remains on track.

The ultimate aim is to maintain quality at the source. This means ensuring that each crew is committed to delivering high-quality work and doesn’t move forward until everything is done right. Follow-up inspections, coupled with daily checks, minimize rework and save time by addressing potential issues before they escalate.

Final Thoughts on Follow-Up Inspections

Follow-up inspections are an essential part of ensuring a successful project. They don’t cost time; they save time by reducing the need for rework. These inspections verify that the crew is finishing their tasks to 100% quality and is prepared for the next steps. Quality must be a priority from the start, and everyone should be empowered to ensure that quality is maintained at every step.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go!

“Reference Class Forecasting: Predicting Construction Success “

Posted on October 3, 2024October 3, 2024 by Jason Schroeder

Read 8 min

In this blog, I want to share an incredible concept that should be implemented during the pre-construction phases of your project: Reference Class Forecasting. This approach can drastically improve your project outcomes, helping you avoid common pitfalls and ensuring that your projects start off right.

I’ll guide you through what it is, how it fits into your construction workflow, and provide a valuable resource that could change your life. If you’re ready to take your planning to the next level, read on.

What is Reference Class Forecasting?

Reference class forecasting is a method of gathering data from similar or relevant projects to predict success for your own. Whether you are evaluating the overall budget, schedule, or anticipating potential overages, this method uses historical examples to help you estimate a more accurate timeline and budget.

The key is to combine this with a risk analysis. As Bent Flyvbjerg and Dan Gardner explain in their book How Big Things Get Done, risk management is essential. You must identify risks, plan for them, and either eliminate them through proper planning, cover them with contingencies, or absorb them—although nobody likes that option.

The lesson here is simple: don’t rely on wishful thinking. If a risk exists, it will likely materialize. By estimating your days and dollars for each risk and planning accordingly, you can mitigate potential issues before they happen.

Importance of Reference Class Forecasting

One of the biggest challenges in construction is the tendency for people to think that their project is unique, or that their team can beat the odds. The truth is, projects aren’t as different as we often believe.

Anchoring to a reference class helps you face reality: if projects similar to yours consistently go over budget and schedule by 20%, it’s likely that yours will, too. If you don’t plan for these overages, you’ll face serious consequences—budget overruns, missed deadlines, unhappy owners, and even financial losses.

How to Properly Implement Reference Class Forecasting

Let me take you through the process step-by-step, so you can start implementing this forecasting method in your projects.

Step 1: Identify a Reference Class

Start by identifying a reference class of similar projects—ideally, 50 projects, with at least 20 of them from your local region or market. This might sound daunting, but it’s crucial to get a robust dataset to draw from. In the beginning, you might not be able to get 50 right away, but over time, this should be your goal.

Step 2: Establish Parameters

Once you have your reference class, define the parameters. Are you looking at the overall duration, budget, or just the overages? What data is valid for your forecast? For example, in cases of a force majeure event, you might choose to exclude that data. But in general, you want to aggregate your data in a way that allows you to create a comparative analysis.

Step 3: Dive Deep into the Projects

Next, perform a deep dive into these projects to uncover the root causes behind their results. Understanding what led to their budget and schedule overages will help you adjust your own project’s parameters accordingly. You should base your adjustments on a normal distribution, avoiding outliers and focusing on a more realistic projection of your timeline and budget.

Mitigating Risks Based on Previous Projects

Once you’ve established your forecast, you need to analyze the risks involved in the projects within your reference class. This will allow you to mitigate potential problems early on through proper planning. The goal is to minimize wishful thinking, ensure realistic expectations, and implement a thorough risk management strategy.

Closing Thoughts

In conclusion, reference class forecasting is a powerful tool that can significantly improve your project planning. By basing your budget and schedule estimates on real-world data, you can avoid the pitfalls that have derailed similar projects in the past. Additionally, you’ll be better equipped to mitigate risks, giving your project a better chance of success.

Don’t forget to check out the book How Big Things Get Done—it’s a must-read for anyone in construction. Remember, projects don’t go wrong; they start wrong. By using reference class forecasting, you’ll be giving your project the best possible start.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go!

How To Name A Construction Business

Posted on October 2, 2024October 2, 2024 by Jason Schroeder

Read 8 min

How to Name a Construction Business: My Story and Key Considerations

In this blog, I’m going to share the story of how I named my construction business and give you some key considerations before you dive into naming your own. A great name can impact everything from the direction of your company to your ability to market and sell your services effectively. If you want to make your business name remarkable, read on.

Our Business Names

I’m really excited to talk about this. First, let me introduce you to the names of our businesses:

Elevate Construction (our parent company)
Lean Takt
Lean Survey
Lean Superintendent
Lean Built (our construction arm)

Eventually, we’ll add Lean Business and Lean Logistics. Elevate Construction owns all of these, and it stands for Insights, Solutions, and Training.

Elevate Construction has been a fantastic name. It resonates with people, and when we discuss it during training or in groups, people say, “I want to elevate my business.” That alignment with our name is powerful. Plus, it’s memorable, easy to market, and tells you exactly what we do and where we’re headed.

How We Chose Our Business Name

I had some terrible ideas for our business name at first. Names like “Integral Insights and Solutions” or “XL inss” were on my list, but our CEO (and my partner) Kate was quick to shut them down, and rightfully so. She told me to go back, reflect, and come up with something better.

I took her advice, and after some thought, I realized the answer: our name had to describe what we do. And that’s when Elevate Construction was born. The name fits our mission, describes our business, and makes sense to people. Once we landed on that, coming up with the rest of the names was easy.

Key Factors to Consider When Choosing a Business Name

Now that you’ve heard my story, let’s dive into some important factors to consider when naming your own business:

Relevance and Meaning

Make sure your name is relevant to your industry and communicates what you do. I’ve seen too many businesses rebrand because their original name was either too niche or too vague. Your name should immediately give people an idea of what you offer.

Simplicity and Clarity

Your business name should be simple and easy to remember. Avoid long or complex names. Think of it as something that rolls off the tongue. The simpler it is, the easier it will be for people to recall and talk about.

Uniqueness and Originality

A unique name helps you stand out. For example, one of our close partners renamed their company to “Hups.” It’s unique, memorable, and distinct from more generic industry terms like “Operational Excellence.” The name itself doesn’t explain what they do, but the brand and their work tell the story.

Domain Availability

Before you finalize your name, check if the domain is available. I usually use Google Domains for this. Once you’ve selected a name, secure the domain, as it will be crucial for your online presence.

Scalability and Flexibility

Choose a name that allows your business to grow. Hensel Phelps, for example, changed their name from “Hensel Phelps Construction Company” to “Hensel Phelps Plan Build Manage” to reflect the various services they now offer. Make sure your name can evolve with your business.

Legal Considerations and Registration

Before registering your name, make sure it’s not infringing on someone else’s trademark. A lawyer can help ensure your name is legal and protect your intellectual property.

The Bottom Line

Getting the right name for your business is crucial. It’s not just a name – it’s part of your vision, clarity, and marketing. A great name can set you up for success by attracting the right people and establishing a strong brand identity from the start.

If you follow the tips in this blog, you’ll have a great foundation for creating a powerful business name that stands out and grows with you.

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:

On we go

Communication: The Secret Weapon In Construction Management

Posted on October 2, 2024October 2, 2024 by Jason Schroeder

Read 9 min

In this blog, we’re diving deep into one of the most essential aspects of construction management: communication. Communication is not just about exchanging information—it’s about truly connecting with your team, expanding your mindset, and ensuring everyone is aligned. This is especially important in lean construction principles, where operational excellence is key.

The Biggest Problem in Organizations: Communication

Let me share a story about a lean consultant and influencer, Paul Dunlop, who works with companies across Australia. In an interview, I asked him what the biggest issue he sees in organizations is. His answer was simple: communication.

Not unhealthy conflict, lack of vision, or process issues—it all boiled down to poor communication. This shows how much of a barrier it can be to project success. A lack of communication prevents teams from working well together, which is why improving it must be a priority in construction management.

Seeing Systems in Lean Construction

In lean construction, every system is a “seeing” system—meaning it’s designed to provide visibility into the workflow, processes, and progress. Whether it’s a pull plan, a tact plan, or even integrated project delivery, these systems allow you and your team to see what’s happening. This visibility is crucial because, as the saying goes, “You can’t manage what you can’t measure.” And, more importantly, “You can’t measure what you can’t see.”

During a visit to a BMW plant in Germany, I realized that all successful systems share one core feature: the ability to visually communicate and ensure transparency. Whether it’s planning meetings, budget reviews, or day-to-day operations, effective communication boils down to seeing as a group, knowing as a group, and acting as a group.

What Successful Communication Looks Like in Construction

A crucial point to remember: communication isn’t just about giving orders. It’s about ensuring that everyone is on the same page. In one conversation with a fellow lean professional, I pointed out that even though he knew the solution to a problem, the way he communicated it wasn’t effective. It was directive and lacked collaboration, which can cause friction. The goal is to help everyone see what you see, not just tell them what to do. That’s the foundation of successful communication in construction.

Tools for Effective Communication in Construction

Here are a few practical tools you can use to improve communication in your team:

Master Plans & Budgets: Large, complex CPM schedules might be detailed, but they’re useless if no one can understand them. Break down your master plan into a visual format like a tact plan, so everyone can see and understand the key milestones. Similarly, ensure that your budget is visible and easy to understand for all stakeholders. Clarity in these areas is key.
Look-Ahead Plans: One of the reasons the Last Planner System is so effective is because it enables teams to see the next six weeks clearly. Look-ahead plans help identify potential roadblocks in advance, such as material or labor shortages, and allow teams to collaborate on solutions before problems arise.
Day Plans: Daily plans are essential for keeping everyone informed about the day’s activities, deliveries, inspections, and safety concerns. They ensure that all workers have the same information and can collaborate effectively.
Visual Communication: Use visuals whenever possible—whether it’s through 3D models, field walks, or visual tools like Building Information Modeling (BIM). The more clearly your team can see what’s happening on the project, the more effectively they can work together.

How to Evaluate & Improve Your Communication Systems

To take your project to the next level, audit your communication systems. Ask yourself the following questions:

Are your systems visual, concise, and effective?
Do they foster collaboration and ensure that everyone is on the same page?
Do your meetings provide enough clarity for all team members?

If you find areas for improvement, that’s great! It means there’s room to grow and evolve your communication strategy.

Final Thoughts

At the end of the day, communication is the cornerstone of successful construction management. By ensuring that everyone can see, know, and act together, you create a cohesive team that can tackle any challenge.

If your communication systems aren’t visual or collaborative enough, take steps to improve them now. Once everyone is on the same page, your projects will run smoother, with fewer delays and better outcomes.

In conclusion, lean construction is all about visibility and collaboration. I hope this blog has given you some insights to improve communication within your team, and I encourage you to continually refine your systems to make them more effective.

Ready to take your communication skills to the next level? Let’s make it happen together!

If you want to learn more we have:

Discover Jason’s Expertise:

On we go!

Builder’s Guide: Navigating Proposals and Interviews Like A Pro

Posted on October 2, 2024October 2, 2024 by Jason Schroeder

Read 8 min

In this blog, we will delve into the critical steps builders must take to navigate interviews and proposals like seasoned professionals. Whether you’re a superintendent, project manager, or someone involved in construction, the interview and proposal process is daunting—but understanding the typical workflow can make it much more manageable.

My Most Memorable Experience Doing a Proposal

Throughout my career, I’ve gone through this process multiple times and, after a while, learned to enjoy it. However, it wasn’t always easy. Initially, it can feel awkward because you have to present yourself in concise sound bites, which isn’t always natural, especially while juggling your day job and meeting tight deadlines to create artistic content for the proposal.

One of my most memorable proposal experiences was for a medical school in downtown Phoenix, where I was the project director. The process followed an official structure that my team and I outlined together, pulling in the right people to create a cohesive vision and strategy.

The superintendent on that project was an incredible individual with amazing passion, which became a key element in our success. His energy inspired the entire team, and in the end, we wowed the client so much that they awarded us the project—despite initially favoring another contractor.

The takeaway here is clear: passion, teamwork, and a concise, cohesive message can be game changers in winning proposals.

The Standard Process for Proposals & Interviews in Construction

Now, let’s break down the standard process for proposals and interviews. If you’re a builder, whether a superintendent, project manager, or another construction professional, you may not be used to this aspect of the business. However, understanding the process can make it easier.

Typically, when a contractor receives a Request for Proposal (RFP) or Request for Qualifications (RFQ), there’s a go/no-go decision process. This “red zone” decision asks three key questions:

Do we like doing this type of project?
Are we good at it?
Will we make money from it?

If the answer to these three questions is yes, the business development or marketing team sends out the RFP/RFQ to the proposal team. At this point, it’s crucial to establish a solid kickoff meeting, where the team aligns on timelines, expectations, and responsibilities. This step ensures everyone is on the same page and knows who is leading the charge.

Key Visuals to Include in a Proposal

As a builder, once you understand the proposal’s directive, the next step is to determine which visuals you need to create. Typically, these include a macro-level Takt plan, zone maps, logistics drawings, and VDC (Virtual Design and Construction) materials such as 4D models and schedules. These visuals are essential to making your proposal stand out, whether they are included in a written proposal or a slide deck for an interview.

The most successful proposals tie these visuals to the overall message and objectives of the project. Whether you’re creating a logistics plan, scheduling the project, or illustrating the project’s workflow, your visuals must align with the overarching goals of the client.

The Key to a Winning Proposal

To win a proposal, focus on solving the owner’s problems. Identify at least three major challenges the owner is likely to face and present your solution to each one. This approach demonstrates that your team isn’t just qualified but already has a plan in place to mitigate risks and keep the project on track. By proactively addressing potential issues, you position your team as a low-risk, highly prepared contractor.

When presenting in an interview, avoid the generic. Don’t simply tell the client what you do—show them how you’ve already developed solutions to their unique challenges. This strategy will differentiate you from other contractors and significantly increase your chances of winning the bid.

Summary of the Builder’s Guide to Proposals & Interviews

To successfully navigate the interview and proposal process, here’s a quick recap:

Find out where you fit into the process.
Identify the deliverables you need.
Align your visuals with the overall message.
Focus on solving the client’s problems.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go!

Takt Time Explained: Boost Your Construction Efficiency

Posted on October 2, 2024October 2, 2024 by Jason Schroeder

Read 8 min

In this blog, I’m going to dive into the concept of takt time, which is a fundamental aspect of both manufacturing and construction efficiency. You might be wondering: what is takt time?

Why is it so important? How does it apply to construction, and how does it differ from its use in manufacturing? If you’re curious about how this concept can benefit your construction project, then you’ve come to the right place. Let’s explore together!

What Is Takt Time?

Takt time represents the rate at which something must be produced to meet customer demand. Imagine it as a rhythm, a steady beat that dictates the speed at which products or tasks must be completed. In a manufacturing context, this rhythm determines how fast each product must be produced to keep up with customer needs. The same applies to construction but in a slightly different way.

How Toyota Uses Takt Time in Their Production Systems

In the Lean manufacturing community, Toyota stands out as a prime example of takt time usage. Contrary to popular belief, Toyota does use market projections to gauge demand. They then evaluate if their takt time can meet this demand. In their car manufacturing plants, takt time is critical.

Each car moves through the production line, with specific tasks like adding doors or steering wheels being completed in sequence. This rhythm ensures the smooth flow of production.

In Toyota’s system, takt time and pull principles work hand in hand. For example, when the inventory of engines drops below a certain level, their Kanban system triggers the production of more engines to keep up with demand. However, it’s takt time that keeps the entire production synchronized and running efficiently.

How Takt Time Works in Construction

Interestingly, construction shares many similarities with manufacturing. In construction, instead of products moving along an assembly line, trade partners move from zone to zone within a project. Takt time dictates the speed at which these trade partners must complete their tasks in each zone to meet project deadlines.

The rhythm in construction projects is determined by milestones and deadlines, much like in manufacturing. By breaking down activities, understanding their duration, and considering the number of zones in a project, you can calculate the necessary takt time to meet your project’s demands.

How to Use Takt Time to Synchronize Trades

Takt time also helps synchronize the speed at which different trades work. The goal is to have all trades moving at the same rhythm, ensuring optimal productivity and a shorter project duration. If some trades move faster than others, the entire project timeline gets extended. But by packaging tasks within a consistent takt time, you can create a more harmonious production flow.

Major Benefits of Takt Time in Construction

So, why is takt time so amazing in construction? It allows you to:

Control the speed of production without causing stress to trade partners.
Meet project milestones efficiently by maintaining a consistent rhythm.
Synchronize the speed of different trades, ensuring that everyone is on the same page.
Manage handoffs and prepare materials for the next phase of work effectively.
Catch problems in real-time, allowing for quicker adjustments and better project management.

Takt time is the foundation of effective production management, helping you maintain control over the speed and flow of your construction projects.

Conclusion

Takt time isn’t just a manufacturing concept; it’s a powerful tool for construction as well. By integrating takt time into your construction planning, you can improve efficiency, meet project deadlines, and ensure smoother operations.

I hope takt time becomes a key consideration in your approach to construction project management and that you begin incorporating it into every conversation you have about Lean practices in the industry.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go!

Epic Construction Fails: How Construction Workers Fail

Posted on October 2, 2024October 2, 2024 by Jason Schroeder

Read 10 min

In the construction industry, it’s important to not only focus on what we should be doing but also acknowledge how and where things go wrong. Reflecting on our failures can be a powerful motivator for change. So, in this blog, I’ll discuss some of the most common ways construction workers fail on the job site and how they can avoid these pitfalls to ensure long-term success in their careers.

Let me first say that I hold a deep respect for workers in the construction industry. Supporting them has always been a major focus of my career. These workers are the backbone of any project, and they deserve to be recognized for their hard work. However, it’s also crucial to understand how easy it can be to fail if you’re not careful.

So, if you want to fail at being a construction worker, here are nine ways to do it—and some advice on how to avoid these mistakes and succeed instead.

1. Ignore Safety Regulations

If you truly want to fail in construction, then disregard all safety protocols. Forget about OSHA regulations, skip your safety briefings, and blend into the site culture without a second thought.

This is a surefire way to get yourself injured, perhaps even permanently disabled, and ruin your career. The reality is that safety rules exist for a reason. They protect you, your crew, and your future. Prioritize safety and speak up when things aren’t right.

2. Neglect Your Physical and Emotional Well-Being

Another way to fail is by adopting a “tough guy” persona and ignoring your mental and physical health. If you pretend that self-care is unnecessary, you’ll soon find yourself overwhelmed by stress, anxiety, or even depression.

Don’t let yourself become a statistic by failing to address your needs. Make your health a priority—attend those doctor’s appointments, take time off when needed, and address your emotional well-being.

3. Skip Training

Want to keep making the same mistakes over and over again? Then avoid training at all costs. Don’t bother with certifications, ignore your company’s training programs, and never crack open a book related to your profession.

However, this will only limit your potential and put you at risk of failure. Training is essential to stay up-to-date with industry standards, improve your skills, and advance your career.

4. Fail to Communicate

Poor communication is a guaranteed way to fail on the job. If you don’t take the time to clearly communicate with your team, misunderstandings will arise, leading to costly mistakes. Whether it’s dealing with language barriers or simply relaying instructions, effective communication is key to success in construction. Take the time to learn how to communicate properly with everyone on site, regardless of their background or role.

5. Accept Subpar Working Conditions

If you want to fail, then don’t complain when you’re stuck in terrible working conditions. Whether it’s unclean bathrooms, a lack of proper facilities, or unsafe environments, just accept it. This attitude will only lead to more sickness, decreased morale, and poor performance. It’s important to stand up for yourself and your coworkers—everyone deserves to work in a safe, healthy environment.

6. Say Yes to Unreasonable Requests

Do you want to fail spectacularly? Then agree to every unreasonable demand thrown your way. Work endless hours of overtime, accept impossible deadlines, and ignore your family obligations. This will leave you exhausted, unhappy, and disconnected from your personal life. Learning to set boundaries and prioritize your well-being will allow you to be more productive and successful in the long run.

7. Rely on Substance Abuse

One of the most destructive ways to fail in your career is by turning to drugs or alcohol instead of addressing your real problems. This will only exacerbate issues, leading to legal trouble, health problems, and possibly the loss of your job. Instead, seek help when you’re struggling—whether it’s through therapy, counseling, or support from your family and friends.

8. Hold Onto Discrimination and Sexism

If you want to alienate yourself and damage your relationships with coworkers, then cling to outdated, discriminatory beliefs. Racism and sexism have no place in the modern workplace and can quickly lead to disciplinary action, dismissal, and isolation. Embrace inclusivity and treat everyone with respect, and you’ll find that your work environment becomes much more positive and productive.

9. Avoid Looking for Opportunities

Lastly, if you want to fail, convince yourself that you’re “just a construction worker” and that there’s no point in seeking out new opportunities. This mindset will keep you stagnant and prevent you from reaching your full potential.

However, if you want to succeed, always be on the lookout for ways to improve and advance in your career. Whether it’s through additional training, new responsibilities, or pursuing promotions, staying motivated is key to long-term success.

How to Succeed in Construction

If you want to succeed as a construction worker, simply do the opposite of these failures. Prioritize safety, take care of your health, seek out training opportunities, communicate effectively, and stand up for better working conditions.

Avoid substance abuse, embrace inclusivity, and never stop looking for ways to grow in your career. The construction industry can be tough, but by taking the right steps, you can thrive and create a fulfilling career.

Remember, you are valuable, your work is essential, and your success is within reach. Stay strong, stay safe, and take care of yourself—and you’ll be on the path to success.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go!

General Offerings

Company Offerings

Systems

Why Pre-Mobilization Meetings Matter

Key Meetings in the Trade Partner Preparation Process

Different Approaches to Pre-Mobilization Meetings

The Key People Involved and the Meeting Agenda

Confirming Expectations with the Trade Partner

Reviewing Expected Deliverables

Definable Features of Work & Scope Breakouts

Final Steps in a Pre-Mobilization Meeting

Conclusion

Why Our Brains Cannot Understand CPM

The Complexity Problem

Misconception About Complexity and Accuracy

How CPM Hides the Project Plan

Unchecked Power of CPM

Delays and Buffers in CPM

How CPM Hides Problems

Waste Created by CPM

Overshooting and Extending Projects

Disadvantages of Not Having Fixed Dates

Conclusion

Why The Critical Path Method is NOT Flow

How to Achieve Flow with the Takt Production System

Disadvantages of Using a CPM Schedule

Common Misconceptions When Handling Too Much Work in Progress

3 Ways to Achieve Flow in a Construction Project

How Bottlenecks Are Created

How to Level Your Zones and Trades

How Achieving Flow Can Shorten the Duration of Your Project

The Role of Follow-Up Inspections

Importance of Follow-Up Inspections

Key People in a Follow-Up Inspection Meeting

The Follow-Up Inspection Agenda

Establishing Daily Quality Control Habits

Final Thoughts on Follow-Up Inspections

What is Reference Class Forecasting?

Importance of Reference Class Forecasting

How to Properly Implement Reference Class Forecasting

Step 1: Identify a Reference Class

Step 2: Establish Parameters

Step 3: Dive Deep into the Projects

Mitigating Risks Based on Previous Projects

Closing Thoughts

The Biggest Problem in Organizations: Communication

Seeing Systems in Lean Construction

What Successful Communication Looks Like in Construction

Tools for Effective Communication in Construction

How to Evaluate & Improve Your Communication Systems

Final Thoughts

My Most Memorable Experience Doing a Proposal

The Standard Process for Proposals & Interviews in Construction

Key Visuals to Include in a Proposal

The Key to a Winning Proposal

Summary of the Builder’s Guide to Proposals & Interviews

What Is Takt Time?

How Toyota Uses Takt Time in Their Production Systems

How Takt Time Works in Construction

How to Use Takt Time to Synchronize Trades

Major Benefits of Takt Time in Construction

Conclusion

1. Ignore Safety Regulations

2. Neglect Your Physical and Emotional Well-Being

3. Skip Training

4. Fail to Communicate

5. Accept Subpar Working Conditions

6. Say Yes to Unreasonable Requests

7. Rely on Substance Abuse

8. Hold Onto Discrimination and Sexism

9. Avoid Looking for Opportunities

How to Succeed in Construction

SUBSCRIBE NOW !

Subscribe to our newsletters and stay updated!

Important Scam Alert: Fake Elevate Construction Job Emails

Related Books

The First Planner System: The Project Planning System for Executives, Project Managers, and Superintendents in Pre-construction - Book 2

Pull Planning For Builders: How to Pull Plan Right, Respect People, and Gain Time (The Art of the Builder)

The Ten Improvements to Production Planning: What Lean Builders Can Do To Improve Short Interval Planning (The Art of the Builder)

Related Books