The Secret To Construction Project Stability: Flow

Posted on October 1, 2024October 1, 2024 by Jason Schroeder

Read 8 min

In this blog, I’m going to discuss what to keep your eye on in construction and why it’s so important. Would you like to know how to identify flow in construction, how you can create that flow, and what to focus on between work and resources? Let’s cover all that right now.

The Concept of Throughput

To start, let’s dive into the concept of throughput. Imagine a manufacturing plant where we want to know how much material is processed from start to finish for a specific grouping of products. Throughput refers to this rate of production. Picture a series of machines aligned in a single line, where the product flows from one to another until it exits the system.

Now, let’s analyze the throughput rate of each piece of equipment. For example, if we have a machine capable of producing four parts per hour, we could visualize the following rates along the line: four parts per hour, four parts per hour, two parts per hour, four parts per hour, and four parts per hour.

If our factory operates at 100% efficiency, many might say that the throughput rate is determined by the bottleneck—the machine that can only produce two parts per hour. But that’s just part of the picture.

Analyzing the Rate of Throughput

What if we consider options to improve flow? Some might suggest upgrading the bottleneck equipment or adding a second machine to split the output. If we split the flow from the bottleneck, we could achieve a throughput of four parts per hour.

Alternatively, if upgrading or adding resources isn’t possible, we might think of slowing everything else down to match the bottleneck’s rate. While that may sound counterintuitive, this approach could actually streamline the entire operation.

However, the crucial realization here is that if everything operates at full capacity without regard for bottlenecks, we risk creating excess inventory. This leads to increased labor demands to manage that inventory, ultimately slowing down the throughput of the entire system.

Effects of Bottlenecks in Your Operations

When we rush to increase production without addressing bottlenecks, we create a buildup of overproduced materials, leading to defects, excessive motion, and wasted resources. Therefore, rather than pushing everyone to work faster, we should focus on identifying flow and balancing our resources.

You can either acquire additional resources or level out operations, having machines work only when necessary. The key takeaway is that it’s better to have a smooth flow than to prioritize worker busyness.

Achieving Stability in a Construction Project

When managing a construction project, think of your workflow in zones. Workers and equipment need to transition through various zones efficiently. By mapping out the time taken for each zone, we can identify flow issues.

For instance, if you have three zones taking two hours, six hours, and two hours, you’ll notice a bottleneck that could affect overall project efficiency. The goal is to optimize flow by either reallocating resources or adjusting the pace of work in each zone.

Mapping Out the Flow of Operations in a Hospital

Let’s take an example from a hospital setting. Here, the patient is the flow unit. Mapping a patient’s journey through the system—from scheduling an appointment, checking in, seeing a doctor, undergoing testing, and finally receiving treatment—allows us to visualize and improve the patient flow.

The same principles apply to construction. If you map the flow through zones, you’ll be able to identify bottlenecks and optimize workflow efficiently.

Conclusion

To achieve stability and efficiency in your construction projects, you need to focus on the flow, not just the busy work of employees. Whether you’re in a manufacturing plant or a construction site, understanding throughput and flow will help you identify and resolve bottlenecks, leading to improved project outcomes.

As you map out your production system, consider how different elements interact and ensure you have a balanced workflow. By networking these production systems together, you can streamline processes and achieve the earliest possible completion dates.

I hope this blog has provided valuable insights into project stability flow in construction!

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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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How To Track Construction Progress

Posted on October 1, 2024October 1, 2024 by Jason Schroeder

Read 9 min

In this blog, I’ll share the real way to track progress on your construction project and what you should focus on for accurate measurements. You’ll also learn what not to do and why certain traditional methods can actually harm your progress. Let’s dive in!

Why Critical Path Method Isn’t Helpful

Measuring the critical path of a project might seem helpful, but it’s not. A critical path creates a network of activities, but it doesn’t support trade flow. Instead, it increases the work in process, which will extend the project’s overall duration.

It’s also not easily visible and will change multiple times. The fallacy is that you can always identify your most critical activities and apply extra resources to speed them up, which isn’t realistic.

What you should be using is the Takt production system, along with Takt plans, never CPM. This method allows for smoother operations and better results.

Why You Shouldn’t Use Earned Value Management (EVM)

EVM might seem like a good way to measure project progress based on money spent, but this isn’t effective. It encourages spending more money quickly, which leads to production losses—too many people on-site, too many materials, and a rush that causes panic. These problems inevitably slow the project down.

Other poor measurements include float trends and slippage reports. Float trends, especially in a CPM schedule, are inaccurate as they can dissolve logic and gain false float. Slippage reports just tell you what you already know—you’re behind schedule. They don’t offer any solutions or measurements to help recover.

Avoid These Other Useless Measurements

Percent Plan Complete (PPC): This metric can be helpful in the right context, but not in CPM. It doesn’t provide real data or help measure progress within a production system.
Budget: Measuring based on budget can cause teams to cut costs and overlook proper planning. The lowest bid is rarely the lowest cost, and cutting costs doesn’t equal project success.
Few Issues: If a team reports having few issues, it often means they’re hiding problems, which will only create bigger issues later.
Baselines: Baselines are static and unrealistic. They force the project to stay locked into an outdated schedule that doesn’t reflect the reality of the field. If you change the schedule, you can no longer compare it to the baseline, rendering the comparison meaningless.
Emotional Measurements: Basing project success on how the owner or architect feels about progress is a flawed metric. Real-world success should be measured by data, not emotions.

What You Should Measure

Now, let’s focus on what actually works.

1. Manage Handoffs in the Takt Production System

A handoff occurs when one trade finishes in a zone, and another takes over, ensuring a smooth flow from zone to zone. A great way to measure progress is to track the percentage of successful handoffs. Ideally, you want this number to be above 80%.

2. Track Roadblocks Removed

Tracking the removal of roadblocks is crucial. Look ahead at least six weeks and identify any potential roadblocks. Measure how far in advance you can remove them before they impact the project. Aim for a removal average of five to 15 days, which helps maintain flow and prevents delays.

3. Monitor Milestones and Inch stones

Milestones help track progress on a larger scale, while inch stones track smaller markers along the way. Monitoring both ensures you’re on track and can adjust if necessary. This method allows you to see how well you’re hitting your milestones and inch stones, providing a more detailed look at your project’s progress.

4. Measure Production or Trade Flow

In a Takt system, monitoring the flow of trades from one zone to another is vital. If one activity overruns, it will cascade down to the next, creating delays. Tracking repetitive activities allows you to spot issues early and make adjustments before they escalate.

5. Ensure Work Is Made Ready

One of the most important aspects of progress tracking is ensuring work is ready to go. This involves making sure the necessary labor, tools, equipment, materials, and permits are available when needed. A project that’s well-prepared is more likely to stay on track and meet its deadlines.

Conclusion

By focusing on these real metrics—successful handoffs, roadblocks removed, milestone tracking, production flow, and readiness—you’ll have a much clearer picture of your project’s progress. These metrics provide actionable insights, allowing you to make necessary adjustments and keep things moving efficiently. Avoid the flawed traditional methods and stick to a data-driven approach. It’s all about thinking, not guessing!

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Is Your Construction Project Running Behind Schedule? Find Out Why!

Posted on October 1, 2024October 1, 2024 by Jason Schroeder

Read 11 min

Is your construction project running behind schedule? If so, you’re not alone. In this blog, I’m going to explain why your project might be delayed and what you can do to get it back on track. Would you like to know why projects often fall behind and how to speed them up effectively? If yes, you’re in the right place. Let’s dive in.

It’s Not About Pushing Work, But Making It Ready

The common belief is that pushing work will help projects move faster, but that’s not true. Instead, it’s all about making work ready. Let me explain: When you push work, thinking it will accelerate the project, you end up facing more problems down the line. What we should focus on is preparing work before pushing it forward, a concept that’s often overlooked in construction.

The Bungee Effect: Understanding Delays

There’s a concept I call the “Bungee Effect,” which is key to understanding why projects get delayed. Picture this: You’re working in three different zones in a project. Let’s call them Zone 1, Zone 2, and Zone 3.

Now, if Zone 2 faces a delay, this will inevitably push back the timeline for Zone 3. What most construction managers try to do is stack work from Zone 2 into Zone 3 in hopes of catching up. But this approach is flawed.

When you stack too many trades in one area, it’s called “trade stacking.” When one trade covers too many areas, it’s known as “trade burdening.” Both lead to productivity losses because adding more workers doesn’t always mean faster completion. In fact, it often results in the opposite.

The Negative Effects of Adding Resources

When you add resources thinking it will speed up the project, what you’re actually doing is introducing “batching” and “context switching.” These slow down work because workers are trying to do multiple things at once, losing focus in the process. Studies show that context switching can add 15 to 45 minutes to each task.

Additionally, as your team size increases, so does the complexity of communication. More people mean more communication channels, which can lead to misunderstandings, delays, and mistakes.

Moreover, bringing new people on board requires onboarding, which takes time—often up to seven days before they’re fully productive. Then, there’s overtime. While it might seem like a quick fix, overtime leads to worker fatigue, which further decreases productivity and increases the risk of mistakes.

Handling Delays Effectively

So, what’s the right approach? Instead of trying to force work into a tight schedule, you should cascade your timelines to allow for better flow between different trades and phases. Think of it like a river flowing smoothly rather than being choked by debris. You should also ensure there are buffers built into your schedule, which can absorb delays without affecting the entire project.

The Importance of Trade Flow

Trade flow is one of the most crucial elements in ensuring productivity in construction. It’s better to have a steady, even flow of work rather than trying to rush and stack tasks. When you push too hard, the bungee effect kicks in, and your project stretches out even more.

Why Adding More People Doesn’t Help

You might think that adding more people to a task will make it go faster, but that’s a misconception. Here’s why: Every task has a set duration, and adding more workers doesn’t shorten that duration. Instead, it introduces variation and productivity loss. Even though the activity time may decrease slightly, the overall project time can actually increase due to inefficiencies.

For example, if a task typically takes four days, adding more people might reduce the activity time, but the variation and productivity loss often result in a longer overall duration—sometimes up to five days instead of four. This is another aspect of the bungee effect.

The Relationship Between Capacity, Utilization, and Cycle Time

There’s a strong correlation between capacity, utilization, cycle time, and work in progress (WIP). As you increase utilization (adding more work or workers), cycle time increases, meaning tasks take longer to complete. This happens because you exceed the system’s capacity, leading to bottlenecks and delays.

Imagine driving on a freeway. As more cars enter, especially during rush hour, the traffic slows down. The same thing happens on a construction site when too much work is crammed into a limited space. Just like traffic jams, too much work in progress extends the overall time it takes to complete the project.

Bottlenecks: The Real Culprit

Your project’s speed will never exceed the pace of the slowest phase or bottleneck. Pushing more work through a system that already has a bottleneck only worsens the situation. It’s like adding water pressure to a kinked hose—it won’t flow faster until the kink is removed.

Throughput and Work in Progress

Another factor that extends project duration is an increase in work in progress. The more work being processed at any given time, the longer it takes to finish everything. This is why construction schedules that try to cram too much in too soon often finish late. The key is to balance work, control your work in progress, and ensure smooth trade flow.

Conclusion: Fixing Delays the Right Way

So, why do construction projects fall behind? It’s not just missing materials or workforce issues. The real reason lies in the bungee effect and our tendency to rush, push, and add more people without fully understanding the consequences.

To prevent delays, you need to focus on production scheduling, managing work in progress, and respecting the flow of trades. By doing so, you’ll minimize delays, avoid bottlenecks, and ensure your project stays on schedule.

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Being A Young Construction Superintendent

Posted on October 1, 2024October 1, 2024 by Jason Schroeder

Read 9 min

Being a young construction superintendent can be both exciting and intimidating. You’re stepping into a leadership role in a high-stakes environment, and it’s easy to feel overwhelmed. But don’t worry—this blog is here to guide you through the early stages of your career, offering key tips on what to do (and what not to do) to set yourself up for success.

Whether you’re new to the role or training others, the principles shared here will help ensure that you’re starting on the right foot and building the foundation for a rewarding and successful career.

What NOT to Do

1. Do Not Get Stuck on Bad Projects

As a superintendent, it’s crucial that you avoid being associated with multiple bad projects. Sure, you might find yourself on one difficult project—after all, it happens. But getting caught up in a string of them can cause something called “learned helplessness,” where you begin to expect mediocrity and believe things can’t improve.

One bad project is enough; if you’re asked to take on another, consider moving on to protect your mindset and career trajectory. You should be loyal to doing what’s right, not to a company that could replace you in a heartbeat.

2. Do Not Rush the Process

Patience is key. As a young superintendent, you might be eager to advance quickly, but slow down. Spend ample time as an assistant superintendent, gaining experience in planning, safety, and working with trades. The skills you develop now will set you apart in the long run. This is a long game—learn the trade deeply before moving up.

3. Do Not Settle for a Poor Mentor

Choosing the right mentor is critical. Avoid mentors who are stuck in outdated methods, neglect technology, and don’t prioritize planning or teamwork. Look for someone who is experienced, forward-thinking, and supportive. The right mentor will guide you toward innovation and success.

4. Do Not Ignore Training

Learning on the job isn’t enough. It’s vital to actively seek out the best training and education available. Relying solely on experience without formal training often results in learning bad habits. Instead, invest in your growth through structured training that provides you with the tools to excel.

5. Do Not Adopt a Negative Mindset

It’s easy to blame others or make excuses, but avoid this mindset. Stay positive, believe in the work you’re doing, and commit to making a difference in the industry. A passionate and positive approach will keep you motivated and help you inspire others on the job site.

What You Should Do

1. Learn Key Field Engineering Techniques

Start by mastering fundamental field engineering techniques. These skills are the foundation of effective project management. For example, the Construction Surveying and Layout Manual is a great resource. Understanding these techniques will serve you well throughout your career.

2. Read Recommended Books

Books like How to Win Friends and Influence People, Two Second Lean, and How Big Things Get Done are essential reads for any superintendent. These books will help you develop leadership skills, improve efficiency, and understand the importance of planning and continuous improvement.

3. Focus on Planning and Scheduling

Effective planning is crucial to success. Use tools like pull plans and quality pre-construction meetings to stay ahead of your project. Additionally, get comfortable with scheduling in a time-by-location format, which will help you see the big picture and keep your projects on track.

4. Master the Quality Process

Learn and implement the quality process specific to your company. By mastering this, you’ll ensure that your projects meet the highest standards, from pre-construction all the way through final inspection.

5. Keep Your Area Clean and Organized

A clean job site is a productive and safe job site. Take pride in maintaining an organized workspace—it will help you and your team work more efficiently and produce higher-quality results.

6. Build Strong Relationships with Your Workforce

Connect with your workers daily. Take time to shake hands, ask how they’re doing, and genuinely care about their well-being. A happy, respected workforce is a productive one. Make sure they have clean facilities, a decent lunch area, and that they feel respected.

Conclusion

Building a successful career as a young construction superintendent requires patience, the right mindset, and a commitment to learning and growth.

By avoiding the common pitfalls outlined here and focusing on continual improvement, you can set yourself up for long-term success. Remember to invest in your training, choose the right mentors, and always keep the work environment positive and organized.

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The Shocking Truth About Construction Project Management: You Need To Know This!

Posted on October 1, 2024October 1, 2024 by Jason Schroeder

Read 10 min

In this blog, we’re diving deep into a truth that many overlook when it comes to construction project management—collaboration and integration are the keys to success. Often, people get caught up in the idea of competition, aiming to create win-lose scenarios.

But the real question is: do win-lose situations ever truly work? Spoiler alert: they don’t. Let’s uncover why maximizing your team and fostering collaboration is essential in this industry.

The Truth About Construction: It’s All About Teamwork

One thing many people fail to realize about construction project management is that success is a collective effort. No matter how skilled an individual or a team may be, true success comes from working together at every level—whether it’s construction companies, departments, or project teams.

At the core, we only win together. You can see this collaboration within functional groups, and more importantly, on the project site, among foremen and workers. It’s a simple truth: success in construction is a team effort.

The Win-Lose Concept: Why It Fails

One of the most harmful concepts in construction is the idea of “win-lose.” Let me explain with a scenario: Imagine you’re on a project site and you notice that a few trade partners are performing well, but others are struggling. You might be tempted to focus on helping the top performers while sidelining the others.

You may even think that by bullying or isolating the weaker teams, you’re helping your project. But this mindset is flawed. Why? Because when weaker teams struggle, it drags down the entire project. In construction, we cannot succeed if only some of us succeed. The weakest link will set the pace for the whole job.

The Real Impact of Poor Collaboration

Consider this: you could have a top-notch foreman leading a crew that’s always prepared and following all the rules. But if there are contractors who aren’t performing well—whether due to lack of training, materials, or other factors—the high-performing crew’s work will be slowed down by those lagging behind. The pace of your project is set by your slowest team members, not your best.

This scenario highlights a crucial point: you cannot win unless everyone on your team is performing well. In a win-lose mindset, everyone loses because the overall environment deteriorates. The pace of work will be determined by your weakest contractors, no matter how many extra people, tools, or materials you add.

Owner’s Reps: A Recipe for Failure

This collaborative failure extends beyond just trade partners. Let’s look at the role of owner’s representatives (owner’s reps). An owner’s rep might think they are protecting their client by putting immense pressure on the designer and contractors. But if that pressure leads to failure from those parties, the owner won’t get what they need either. A win-lose approach simply doesn’t work—it always ends in a lose-lose scenario.

The Importance of Win-Win Situations

So, how do we break away from this toxic cycle? By creating win-win situations where everyone benefits. Success in construction is about collaboration at every level: among contractors, designers, owners, and even trade partners. All parties must be aligned and working together to achieve success. The better the collaboration, the more successful the project will be.

The Role of General Contractors in Fostering Collaboration

General contractors (GCs) have a crucial role in ensuring collaboration among the teams. It’s not about controlling people but about controlling the environment. GCs must create clean, safe, organized job sites where everyone can thrive.

The GC is the conductor of the construction orchestra, pacing the teams and ensuring that all players are working together harmoniously. If one team is lagging, it’s the GC’s job to elevate them to the same level as the rest. Only then can the project succeed.

Unifying Internal Teams for Success

Collaboration doesn’t end on the construction site—it starts internally. A disjointed internal team can’t deliver the results needed for success. Teams need to break down silos and work as a cohesive unit. When everyone works together toward a common goal, whether on a job site or in the office, the chances of success skyrocket.

The First Step to Winning Together

Human nature tends to push us toward working in silos, but in construction, this is counterproductive. The first step to winning together is building a team that leverages the collective wisdom of all its members. It’s not about rushing ahead on your own but about connecting and collaborating from the start. By embracing this mindset, you’ll elevate your project management to the next level.

Final Thoughts

In the world of construction, win-lose scenarios simply don’t exist—there’s only win-win or lose-lose. Success lies in understanding that we’re all better together. Whether it’s the designer, the owner, the contractors, or the trades, everyone must work as a team to achieve a shared goal. Remember, the key to construction project management is collaboration, and only by embracing this truth will your projects truly succeed.

Let’s continue to learn and grow together—because that’s the only way we all win.

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Is Safety First?

Posted on October 1, 2024October 1, 2024 by Jason Schroeder

Read 8 min

In this blog, I want to talk to you about why safety is first. It’s our top priority. It’s a value. And it’s always present. Let me share with you a touching story, one that’s common in the industry, and discuss how you can make safety a core part of your career. Keeping it top of mind is essential.

I once heard a speaker named Jeff Espenship, who shared a profound story about safety. He had a career flying planes, transporting them for airshows. On one particular occasion, he asked his brother and a companion to fly a plane to an airshow, but tragically, it crashed, and they didn’t survive.

Jeff explained the issue of hydraulic lock in older planes, where fluid gets into the cavity, preventing the pistons from moving. His brother hadn’t done the full safety checks, leading to the crash. Jeff realized that he had set a dangerous example when he rushed through a similar situation in the past, which ultimately cost his brother’s life. This is a stark reminder of the impact that a single action can have on others.

Safety as a Mindset

When I first started in construction, I was told that “safety is number one.” It sounded right, but as I grew in my career, I learned that safety isn’t just a priority because priorities change. Safety is a value—it’s at the core of everything we do. But it’s more than that. Safety is always. It’s a mindset.

How we do one thing is how we do everything, and our example sets the standard for others. If you skip steps, others will think it’s okay to do the same. The consequences can be tragic.

The Importance of Setting Good Examples for Safety on Site

I have my own story to share. My first boss was a mentor to me, guiding me in every way possible. He and his family welcomed me into their home and workplace. But the company didn’t have a good safety culture. One day, while his father was operating a blade, a horrible accident occurred, resulting in his son’s death. This was a father accidentally killing his son.

That incident shook me to the core and reinforced the importance of setting good examples. Safety must be a value embedded in every aspect of our work.

The Problem with Safety in the Construction Industry

As I travel around construction sites, I see this problem everywhere. Many believe it’s up to the workers themselves to be responsible for their own safety, but that’s not how human nature works. People often prioritize social acceptance over personal safety, meaning that if leadership doesn’t prioritize safety, neither will the workers.

Superintendents, project managers, and field leaders must take responsibility for ensuring a safe environment. It’s their job to make sure everyone goes home safely. You can’t just rely on the workers to handle it on their own.

How to Establish a Culture of Safety in Construction

There are three steps I want you to consider when it comes to safety in your career:

Learn It: Educate yourself on safety protocols. This includes completing OSHA 30 training, learning your company’s Environmental Health and Safety (EHS) Manual, and attending scaffold and site-specific safety trainings.
Implement It: Make sure that safety measures are actually in place. This includes ensuring job sites are organized and have the necessary safety equipment such as guardrails, lifelines, and safety nets.
Hold the Line: Do not tolerate unsafe behavior. If you see someone without proper safety gear or not following protocols, address it immediately. Send them home for retraining if necessary. Setting an example is crucial.

Final Reminder About Safety in Construction

You wouldn’t do anything on your job site if you thought it wasn’t going to make money, right? So why would you ever take risks with safety? The health and well-being of your team should be your first priority, your core value, and always on your mind.

I hope this blog has reminded you why safety must be at the forefront of everything we do. On we go, prioritizing safety always.

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The Ultimate Guide To Project Management For Construction: Don’t Start Without It!

Posted on October 1, 2024October 1, 2024 by Jason Schroeder

Read 9 min

In this blog, we’re shifting from the traditional project management mindset to a focus on project leadership. If you’re looking for an effective way to lead construction projects with the right approach and focus, you’re in the right place. Let’s dive in!

I’m excited to talk about this topic because it’s something every project leader should understand. To all of you PMP-certified professionals out there, this might be a bit different from what you’ve learned, but it’s crucial. So, let’s break it down.

What the Traditional Approach Misses

Having recently revisited the PMBOK (Project Management Body of Knowledge), I was struck by what wasn’t included. There was a noticeable lack of meaningful metrics that apply directly to the execution of construction work. Over the years, we’ve moved from Taylorism, where speed and quantity of workers were mistakenly linked to productivity, to an era dominated by excessive management and inefficient reporting.

In many cases, project management focuses too much on administrative layers, with countless managers relying on reports and systems that don’t add real value. What’s missing is an emphasis on the people actually doing the work—the foremen and tradespeople. This focus on non-value-added activities needs to shift to empowering those who execute the work.

Project Leadership: The Focus on Execution

When we talk about project leadership, we’re talking about focusing less on endless management layers and more on the actual work. Leadership means enabling your teams to be successful in their tasks by providing them with what they need. At its core, project leadership is about investing in your workforce, ensuring that the people on the ground have the tools, resources, and support to get the job done.

Let’s break this down with an actionable approach.

The Right Approach to Leading a Project

Imagine you have a construction zone with a foreman and workers assigned to complete a task within a certain timeframe. Their success depends on what I call the “work package,” which includes the people, materials, tools, equipment, and information they need to do the work. As a project leader, your job is to ensure these three things are in place:

People: The right workforce.
Plan: A clear, production-driven plan that aligns with the work rhythm.
Resources: Materials, tools, equipment, and permissions required for execution.

When you ensure that your team has the right people, plan, and resources, you’ve set the foundation for a successful project.

Successful Project Management in Action

Now let’s look at what it takes to be successful. Your role as a project leader is to enable your crews to plan, build, and finish their work efficiently. It’s not about pushing paperwork, handling pay apps, or ensuring insurance coverage—those tasks, while necessary, are just means to an end. The real goal is to help the crew complete their work with minimal friction.

For this to happen, it’s vital to ensure that the design, fabrication, and transportation phases of the project are all aligned with the work package. The key to this is breaking the project down by phase, area, and zone, then managing the flow of resources to ensure that workers have everything they need when they need it.

The Framework for Flow: Design, Make, Transport, Build

At the heart of this process is a cycle that I’ve found incredibly effective: Design → Make → Transport → Build. Here’s how this flow works:

Design: Enable the design process to be as efficient as possible, ensuring that any design issues are resolved before they reach the crew.
Fabrication: Manage the supply chain effectively, ensuring that materials are procured and fabricated in alignment with the work package.
Transport: Ensure materials and resources are delivered to the site just in time, without causing delays or creating waste.
Build: Finally, ensure the work is done according to the plan, with all resources in place for a smooth execution.

The Key to Success

The key to successful construction project management is ensuring that all phases are managed with the work package in mind. Design should flow seamlessly into fabrication, transportation, and building. If you can ensure that the crew has the right people, plan, and resources, you’ll see a significant improvement in project outcomes.

To sum up, remember: project leadership isn’t about layers of management and endless paperwork. It’s about ensuring the crew has what they need to complete their work effectively. Get rid of the unnecessary distractions and focus on what truly matters—delivering results.

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The Future Of Building: Innovative Takt Planning Techniques

Posted on October 1, 2024October 1, 2024 by Jason Schroeder

Read 8 min

In this blog, I’m excited to share with you some innovative strategies that can help you create flow and establish rhythm in your construction projects. Whether you’re just beginning your Lean journey or you’re looking to expand it, you’ve come to the right place!

So, what is Takt, and how can you leverage it for better planning and execution? Takt, a German word for rhythm or baton, represents the concept of keeping things in harmony, similar to being in sync with a beat. This is especially important on construction sites where trades from various companies need to work together seamlessly. By aligning everyone’s pace, you create a unified flow—a critical element for successful project completion.

Key Elements of Takt Planning

When it comes to Takt planning, there are a few essential components to consider:

Visual Scheduling: This provides clarity and helps streamline the process.
Optimized Sequence: Ensuring that tasks are carried out in the most efficient order.
Leveled Trades: Creating a balance between the trades to avoid bottlenecks.
Mathematical Analysis: Evaluating the fastest pace, cycle times, work in process, and overall duration.

These are the building blocks of Takt planning, and they allow for an optimized workflow where everything moves forward smoothly. Think of it as flow production or flow scheduling.

How to Analyze if Your Trades Are Leveled

One of the key exercises you can implement right away is analyzing whether your trades are leveled. Let’s say you have a floor divided into three zones, and each trade partner takes a different amount of time in each zone. If you notice that the trades are not progressing at the same speed, you have an imbalance that needs addressing. The goal is to get everyone moving at a similar pace.

This can be done by increasing the capacity of slower trades, splitting crews, or improving process steps. Once trades are leveled, you’ll notice a significant improvement in your project’s flow, and timelines will tighten.

How to Identify and Fix Bottlenecks in Zones

Zones in a project are usually divided into equal square footage or meters. However, if certain zones have denser work requirements than others, this can cause bottlenecks. For example, if one zone has significantly more work than others, it will slow down the entire process. To avoid this, you should adjust the size and density of zones to ensure a consistent workload across the entire site.

By balancing the work across zones, you’ll maintain the flow and avoid delays that could disrupt the schedule.

Optimizing Your Project Schedule

The number of zones in your project is another critical factor in production scheduling. Adding more zones may sometimes speed up the process, but it’s important to ensure that the number of zones is appropriate for your trades. You don’t want any zone to be the limiting factor in your schedule.

The slowest trade or zone dictates the pace of the job, so optimizing for the right number of zones and trades will allow for a more fluid and timely completion.

Benefits of Using Takt Planning Techniques

Takt planning offers numerous benefits, including the ability to spot bottlenecks in real-time. By leveling your work in process, you prevent overloading your crews, which in turn helps to maintain the pace of the project. This keeps your project on track and allows you to punch and finish in real time, following a one-process flow.

These techniques also allow you to identify buffers in your system, providing a stable framework for planning, execution, and delivery. Whether you’re working on civil projects, commissioning, or even supply chain management, Takt planning can significantly improve your project’s efficiency and outcome.

Learn More with Our Resources

These basic tools can be transformative for your project. We’ve provided calculators and additional support to help you master productivity and production in construction.

Mastering these techniques will help you create flow, improve productivity, and achieve greater success in your projects. Happy building, and on we go!

By translating the techniques I’ve shared here into your project planning, you’ll see real improvements in how work flows and how your trades interact. It’s all about creating harmony—just like music, where every beat counts.

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What Is WBS In Project Management?

Posted on September 30, 2024September 30, 2024 by Jason Schroeder

Read 9 min

In this blog, I’m going to talk about what a work breakdown structure (WBS) is, how we should use it, how we shouldn’t use it, and what bearing it has on your project planning. We’ll cover some key definitions, and I know you’re going to love this content.

What Is WBS in Project Management?

A work breakdown structure (WBS) can be used for program management, project management, and multiple industries. Specifically, in construction, WBS is primarily used in work planning within a Critical Path Method (CPM) schedule. The WBS breaks the project into smaller, more manageable pieces of work—what I call “bite-sized” pieces—so you don’t have to manage too much at once. Typically, the hierarchy follows this order: phases, deliverables, work packages, tasks, subtasks, resource alignment, and milestones.

A Warning About Using WBS in Construction Project Planning

When you use a WBS that structures time by deliverable, you end up with a two-dimensional schedule. In this format, the location, description, and relationships between activities are merely words in the activity description. This approach is problematic.

In construction, all scheduling or production planning should be based on time by location. With time on the top and location on the left, activities or work packages fit inside to create a 4D schedule. Here, you see time, space (XYZ), and movement in the schedule. This is how it should be.

Unfortunately, the time-by-deliverable approach has severely hurt the construction industry. Why? Because you miss critical elements like trade flow, handoffs, relationships, problems, speed, efficiencies, bottlenecks, and optimization. Without the ability to zone it properly, you can’t make the project faster without damaging trade partners.

Using a two-dimensional schedule is like performing critical surgery with just a two-dimensional view. You need a three-dimensional view, and the timing has to be right.

How a Time-by-Deliverable WBS Has Hurt the Construction Industry

Let’s break down what this detrimental WBS would look like in practice. For instance, in a construction phase, the deliverable-focused breakdown might start with site preparation, followed by excavation, utilities, foundations, footings, slab placement, superstructure, framing, and roofing. You’re essentially looking at the project from a generic, deliverable standpoint.

When you get to the roofing phase, you’d see a CPM schedule with a list of activities in waterfall logic tied together for the entire batched area—this is not how it should be done.

How to Create a Location Breakdown Structure for a Project

What we need instead is a location breakdown structure (LBS), where the left column contains categories like foundations or superstructure, broken down by location (Zone 1, 2, 3, etc.). This location-based structure allows you to build the production plan within time and see flow, speeds, optimization, bottlenecks, and potential problems at a glance.

In a time-by-deliverable WBS, you only see a limited number of aspects of your production plan. With a location-based WBS, you unlock visibility into lean principles like one-piece flow, identifying bottlenecks, trade flow between zones, and whether zones are leveled.

Advantages of Using a Location-Based WBS vs. Time-by-Deliverable WBS

Let me give you an example to clarify. On a project with a time-by-deliverable WBS, the schedule was one of the best CPM schedules I had ever seen. Yet, we couldn’t see critical aspects like trade flow. The trades started stacking, activities were misaligned with the supply chain, and bottlenecks were hidden.

When we transformed this project to a time-by-location WBS, we color-coded the trades and suddenly saw beautiful flow. We simulated the plan, identified bottlenecks, aligned the supply chain, and gave the slowest trades additional resources. The project finished a week early, 30% of the team was promoted, and the contractor was awarded the next project without competition.

On the other hand, another project down the road, with similar conditions but without this transformation, finished 4.5 months late, lost $2.3 million, half the team quit, and they won’t work with that owner again.

The Bottom Line: Why WBS Must Be Location-Based

Whether you’re using CPM scheduling or Takt planning (which is preferable), ditch the time-by-deliverable WBS. Switch to a location-based work breakdown structure. If you’re in construction, it will always need to be by location.

If you need more information on this approach, check out our resources: we offer books, courses on Takt production systems, one-on-one coaching, and consulting. We’ll help you transform your project into one that uses a location-based WBS to create a real production plan—not just a wish list schedule.

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)

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How To Master Lean Construction

Posted on September 28, 2024September 28, 2024 by Jason Schroeder

Read 11 min

I’m really excited about this blog post! Today, I’m going to talk to you about the mindset and approach that can help you master lean construction. It’s not just about learning a tool or a process—it’s about how you think and act within your work. Want to know what a lean mindset is really about, how even experienced professionals get it wrong, and what you can do to accelerate your lean journey? Let’s dive in.

What Is Lean Construction?

From a practical perspective, lean construction is about respecting people and resources, ensuring stability and flow, using the 5S methodology, and eliminating the eight wastes. At the heart of it is implementing what’s called “one process flow” or “one piece flow,” depending on what’s being moved through the system. Lean construction also emphasizes using visual systems that encourage full participation on the job site, maintaining a focus on quality, and ensuring continuous improvement that meets customer demands. But more than that, lean is about doing things in the most effective way possible, learning and continually cutting out waste or non-value activities. It’s about asking ourselves, “Does this make sense?” and stopping the things that don’t. If we want to do things better, we must take the right approach—and that starts with mindset.

How Our Ego Causes Problems

Step one: get rid of your ego. This might not be what you expect, but it’s vital. The ego, as described by Eckhart Tolle in The Power of Now and A New Earth, tricks us into believing we’re in control, when really it’s causing us to focus on the past and future instead of the present. This ego-driven mindset can lead to negative competition, power struggles, and a victim mentality—all of which hold back progress. In lean construction, we must stay present. Ask yourself: are you truly focused on what’s happening now, or is your ego driving your actions? When the ego takes over, you become fixated on status and control, and that’s not conducive to lean methodologies. The key here is to stay mindful, remain in the moment, and keep your ego in check.

The Importance of a Growth Mindset

Step two: never stop learning. The moment you think you’ve learned everything, you’re in danger of falling into a fixed mindset. This is where ego shows up again—seeking significance through tenure or expertise and refusing to evolve. In lean construction, we must keep pushing the boundaries and learning from one another. A growth mindset encourages continuous learning and improvement. It’s about staying curious and open to new ideas. No matter how experienced you are, there’s always room to grow, and being willing to learn from others is key to mastering lean.

The Benefits of Networking

Step three: network. Lean construction thrives on collaboration. If everyone works in silos, we’re missing out on valuable opportunities to learn from one another. By networking and sharing knowledge, we can build on each other’s successes and advance the lean movement as a whole. For example, lean builders often collaborate with others in their industry, exchanging ideas and improving together. Networking should be seen as a chance to grow collectively, not as a competition for credit.

Learning from Manufacturing

Step four: be open to learning from manufacturing. There’s often a disconnect between construction and manufacturing, with both sides sometimes viewing the other as inferior. But the truth is, both industries have a lot to learn from each other. In manufacturing, products move through the system, while in construction, it’s the trades that move. But the principles of lean apply to both industries, and we can all benefit from learning and sharing practices.

Be Willing to Implement

Step five: be willing to implement—now. There will never be a “perfect” time to start. Our egos trick us into thinking that the right moment will come along eventually, but that’s just an excuse. Continuous improvement isn’t about one big change; it’s about small, consistent steps that move you forward. Lean is a lifestyle of constant improvement. Start now, even if it’s messy or imperfect. Each small improvement brings better results.

Embrace Failure

Step six: be willing to fail. No one implements lean perfectly on the first try. Your initial efforts might not go smoothly, and that’s okay. It’s part of the process. Everyone fails when they start out, and that’s how we learn and improve. Remember, failure is just feedback. The key is to keep going and to learn from each experience until you master the lean methodologies.

Go Against the Grain

Step seven: be willing to challenge the status quo. Just because something is widely practiced doesn’t mean it’s right. In lean construction, it’s essential to question traditional methods that may no longer serve us. For example, outdated construction practices can be as harmful as some of the worst mistakes in other industries. Like the lobotomy in medicine, some methods that seem “standard” may actually be harmful. Challenge these norms to find better ways to work.

Always Question Things

Step eight: always ask “why.” Don’t accept “this is how we’ve always done it” as an answer. Lean construction is about continuous improvement, which means constantly questioning whether something is truly the best way to do it. Finally, lean is about learning. Read books, attend conferences, and learn from other professionals. The more you know, the more effective your lean practices will be. But remember, knowledge without action is useless. It’s the combination of learning and implementing that brings true power.

Takeaways

In summary, if you want to master lean construction, focus on continuous learning, collaboration, and implementation. Stay present, control your ego, and be willing to fail and go against the grain. And above all, never stop asking questions. Lean is a mindset that requires constant growth and improvement.

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General Offerings

Company Offerings

Systems

The Concept of Throughput

Analyzing the Rate of Throughput

Effects of Bottlenecks in Your Operations

Achieving Stability in a Construction Project

Mapping Out the Flow of Operations in a Hospital

Conclusion

Why Critical Path Method Isn’t Helpful

Why You Shouldn’t Use Earned Value Management (EVM)

Avoid These Other Useless Measurements

What You Should Measure

1. Manage Handoffs in the Takt Production System

2. Track Roadblocks Removed

3. Monitor Milestones and Inch stones

4. Measure Production or Trade Flow

5. Ensure Work Is Made Ready

Conclusion

It’s Not About Pushing Work, But Making It Ready

The Bungee Effect: Understanding Delays

The Negative Effects of Adding Resources

Handling Delays Effectively

The Importance of Trade Flow

Why Adding More People Doesn’t Help

The Relationship Between Capacity, Utilization, and Cycle Time

Bottlenecks: The Real Culprit

Throughput and Work in Progress

Conclusion: Fixing Delays the Right Way

What NOT to Do

1. Do Not Get Stuck on Bad Projects

2. Do Not Rush the Process

3. Do Not Settle for a Poor Mentor

4. Do Not Ignore Training

5. Do Not Adopt a Negative Mindset

What You Should Do

1. Learn Key Field Engineering Techniques

2. Read Recommended Books

3. Focus on Planning and Scheduling

4. Master the Quality Process

5. Keep Your Area Clean and Organized

6. Build Strong Relationships with Your Workforce

Conclusion

The Truth About Construction: It’s All About Teamwork

The Win-Lose Concept: Why It Fails

The Real Impact of Poor Collaboration

Owner’s Reps: A Recipe for Failure

The Importance of Win-Win Situations

The Role of General Contractors in Fostering Collaboration

Unifying Internal Teams for Success

The First Step to Winning Together

Final Thoughts

Safety as a Mindset

The Importance of Setting Good Examples for Safety on Site

The Problem with Safety in the Construction Industry

How to Establish a Culture of Safety in Construction

Final Reminder About Safety in Construction

What the Traditional Approach Misses

Project Leadership: The Focus on Execution

The Right Approach to Leading a Project

Successful Project Management in Action

The Framework for Flow: Design, Make, Transport, Build

The Key to Success

Key Elements of Takt Planning

How to Analyze if Your Trades Are Leveled

How to Identify and Fix Bottlenecks in Zones

Optimizing Your Project Schedule

Benefits of Using Takt Planning Techniques

Learn More with Our Resources

What Is Lean Construction?

How Our Ego Causes Problems

The Importance of a Growth Mindset

The Benefits of Networking

Learning from Manufacturing

Be Willing to Implement

Embrace Failure

Go Against the Grain

Always Question Things

Takeaways

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