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Obeya: The Power of the Big Room in Lean Collaboration

Posted on November 19, 2025November 19, 2025 by Danny Jiménez⁩

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Obeya: The Power of the Big Room in Lean Collaboration

Obeya literally means big room. I have talked about this for years, but I want to offer a fresh perspective that might change how you see open office collaboration entirely. If you want to understand why big room thinking is one of the most transformative elements in lean construction, this blog will help.

The Problem with Traditional Offices

There has always been debate around open office spaces versus private offices. Some people argue passionately for their personal space. Others insist that open layouts create chaos or noise. But here is the truth. Humans are designed to work as teams, and no environment destroys trust, connection, communication, and feedback faster than walls and closed doors.

When leaders isolate themselves in private offices while everyone else works elsewhere, it creates a classical management structure. Hierarchy appears. Distance grows. Communication slows. Trust erodes. And teams struggle.

Open office spaces with intentional support systems are the modern answer. You accommodate introverts and extroverts by creating respectful shared environments, using noise cancelling headphones, and offering production pods where people can work quietly when needed.

What I Saw in Japan

In Japan, I visited a company responsible for hundreds of millions of dollars in work. Their entire operation ran out of a clean, efficient open office. Shoes off at the entrance. Minimal clutter. Movable boards with all their data and visuals. And when someone needed to meet, they simply gathered at the center of the room.

The environment built trust. It created natural proximity. Everyone knew what was happening in real time. Cross training was effortless. There was almost no hierarchy. Improvements happened constantly. And waste from unnecessary movement and siloed communication was nearly gone.

Construction should look the same. You can still have production pods and conference rooms when needed, but the team should be together, seeing the work, solving problems as one.

Why Big Rooms Matter on Construction Sites

If I am running a project, whether large or small, I am setting up a trailer complex with a unified open space. Everyone can see the situation room visuals. Everyone can monitor real time progress. Everyone can access the project data. The goal is simple: see as a group, know as a group, act as a group.

When people hide behind walls or in separate trailers, here is what happens. Trust breaks down. Feedback loops slow. Emails increase. Communication becomes siloed. Duplicate messages appear. Hierarchy creeps in. Culture gets damaged.

Big rooms eliminate those issues by keeping everyone close, transparent, and aligned.

Obeya in Practice

Think of it like a mission control room. Visuals everywhere. Data clear and visible. Leaders in proximity with their teams. Quick coordination. Real problem solving. Whether you picture NASA, Nick Fury in his command center, or a Star Trek bridge, the idea is the same. Leaders and teams work together in the same open space with complete visibility.

The opposite is a separated office. And if you hide in one, you are essentially a remote worker without any systems to support remote work. You are disconnected from the job and disconnected from the team.

At LeanTakt, our staff is fully remote. But we counter distance with intentional check-ins, Miro boards, virtual interfaces, and events that maintain proximity. A separated office on a job site has none of that. It isolates and disrupts everything.

We Must Work as Teams

Lean construction is built on total participation. But you cannot have total participation if everybody is separate. That is why morning huddles matter. That is why visuals matter. That is why proximity matters.

Until the crews meet as one group, they will always act like separate entities competing for space, time, and resources.

The Obeya, the big room, solves that. It unifies the team and removes the invisible walls that block collaboration.

Find Real Solutions Instead of Arguing Yes or No

The big room debate often sounds like political arguments. People argue all or nothing: open office or private office. Noise or silence. Chaos or isolation.

But the right answer is balance.

Have a shared big room and supplement it with production pods. Offer conference rooms. Provide noise cancelling headphones. Teach etiquette and visual discipline. Build an environment that works for humans instead of forcing humans to adapt to outdated environments.

This is how you achieve both collaboration and focus.

The Difference Is Monumental

There is a massive difference between a project that uses a big room and one that does not. The culture is stronger. The communication is faster. The problems are solved earlier. The team becomes unified instead of fragmented.

Even a big room done imperfectly outperforms a separated office system.

I hope you have enjoyed this blog.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

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Andon: Stop, Call, Wait – Building a Culture of Immediate Response

Posted on November 18, 2025November 18, 2025 by Danny Jiménez⁩

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Andon: Stop, Call, Wait – Building a Culture of Immediate Response

One of the most powerful concepts I brought home from learning with Paul Akers in Japan is the Andon mindset. Stop if there is any kind of variation or problem. Call your team. Wait to restart the line until you have full kit and the problem is fully resolved.

This simple sequence changes everything.

Toyota does it over two thousand times a day across the globe. FastCap does it. Countless lean companies in Japan do it. And once you see it in action, you realize how much time and quality western culture loses by pushing through instead of stopping to fix.

In this blog, I want to walk you through why stop, call, wait is so transformative and how it applies directly to construction and organizational life.

The Principle: Stop the Moment You See Variation

In Japan, I watched line workers respond to the smallest variation. A screw felt slightly different. A latch had a touch more resistance. Anything that was even a bit off was enough for the worker to pull the Andon cord, pause the line, call the team leader, and reset the system.

This attention to micro variation shocked me. Not big problems. Not major failures. Slight variation.

I saw this in everyday life too. Paul once hosted Japanese guests at his home. One guest tried to open a door that was a little stiff. Instead of pushing through, she stopped, called Paul, and asked for help. To her, variation signals a possible defect. That level of respect for quality is remarkable.

What Happens When the Andon Cord is Pulled

When a worker detects variation and pulls the cord, everything stops. The entire line. Every workstation. Every person. All operations pause until the issue is corrected.

A team leader arrives, evaluates the part, changes it, confirms the fix, and restarts the line only after a point and call check.

And they do this with no blame. No frustration. No “just push through.” They protect flow by protecting quality.

Western culture often sees this level of stopping as overkill. In reality, it is the only way to eliminate rework and maintain predictable flow.

Why We Struggle With This in the West

Western manufacturing and construction inherited a push mindset from Frederick Taylor and decades of busy culture:

Just start.
We will sort it out later.
We do not have full kit but go anyway.
Push that trade ahead even if another is not ready.
There is a defect but keep going.
We will rework it downstream.
Rush. Hustle.

There is one word for this way of thinking: it is wasteful.
Rework costs at least eight times the original effort and often closer to one hundred times. Every push past variation damages quality, trust, flow, and the brand.

Stop, call, wait prevents that.

But applying it in western companies is uncomfortable because it goes against decades of muscle memory. When leaders stop the line, people sometimes feel scolded even though the intent is kindness, respect, and process improvement.

Full Kit: Do Not Start Unless You Can Finish

Another key element comes from Dr. Efrat Ashlag Goldratt and Rami Goldratt.
Do not start unless you have full kit to finish.

Most teams start with partial kit, missing information, missing materials, missing clarity, and then scramble through chaos. Full kit eliminates chaos before it starts.

Stop, call, wait is how you enforce full kit.
If you cannot finish as planned, you do not start.
If you hit variation mid-stream, you stop and correct.

Applying Andon to Your Own Company

When I came back to LeanTakt, I immediately saw breakdowns in our own internal processes. One example was our meeting scheduling system. A time zone mismatch caused dozens of people to wait for me in a free two hour Takt Production System course. That is disrespectful to their time.

So we stopped the line.
We paused work.
We fixed the process.

And even that small operational pause felt shocking because western culture is conditioned to push through.

But stop, call, wait is not punishment. It is the highest form of respect for people. It shifts our mindset from blaming individuals to improving processes.

Rework Is the Silent Destroyer

Every time you push a defect down the line, you multiply the cost. Every time you skip a variation, you hurt your brand. Every time you push without full kit, you lose time, trust, and predictability.

Stop now and you save hours later. Stop now and you protect flow. Stop now and you build a culture that does not tolerate rework.

The Challenge for All of Us

Here is the question I want you to take back to your team:

How can you teach your organization to stop, call, and wait not only for big problems but for small variations and never start a process unless you have full kit to finish?

That single shift will change your quality, your predictability, your team culture, and your flow.

If you want to learn more we have:

Discover Jason’s Expertise:

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Heijunka: Leveling Work for Flow and Predictability

Posted on November 17, 2025November 17, 2025 by Danny Jiménez⁩

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Heijunka, Leveling Work for Flow and Predictability

In this blog, I want to walk you through one of the most powerful concepts in Lean construction. Heijunka is leveling. It ties directly into Takt time and Takt planning, and when you truly understand it, your projects will never be the same. I am going to connect this idea directly to construction because the application is phenomenal.

What Is Heijunka?

Heijunka means leveling, and it is one of the most beautiful concepts in Lean thinking. When you pair it with Little’s Law, it becomes even more meaningful. In manufacturing, Little’s Law is slightly different, but when translated into construction it points to the need for the right batch sizes, leveled work, and finishing as you go. Everything should be leveled to create predictable flow.

Fixed Units and Flow Units

When we visited Japan with Paul Akers, we saw Heijunka everywhere. In construction, you either have a fixed unit and a flow unit or two possible flowing units where one must be fixed.

In a warehouse, either workers or product can move. You choose one to remain fixed and the other becomes the flow unit. In construction, the train of trades and the materials being installed are the flow unit. The building itself is the grow unit, which Nicholas Modig describes, because it is being formed and shaped every day.

In Toyota manufacturing, the car is the flow unit and the plant is the fixed unit. The principle is simple, no matter the environment. Identify what needs to flow and level everything around it.

Three Real Scenarios from Japan

We saw three examples that perfectly showed Heijunka in action.

Scenario one had five big machines and two humans. The machines moved faster than people, so the work was leveled by pairing two people with the machines.

Scenario two was the opposite. One human needed two machines to maintain flow. She would complete one step, move in a circle, complete the next step, place the part, and repeat. One person to two machines kept the system leveled.

Scenario three had one machine but required two humans. This was because the bottleneck was not the equipment but the human action required.

These examples show that Heijunka does not have one formula. You might need more humans than machines, more machines than humans, or different combinations altogether. What matters is that the system is leveled and flow is maintained.

How Leveling Works in Line Manufacturing

In Toyota’s line manufacturing system, cars move forward and spend about fifty seconds at each station. Everything in each station is designed to fit inside the Takt time. The work is leveled across machines, people, and work content. Some stations have two machines on each side, others require more humans, and some require only one machine because the work takes less time.

The result is perfect balance. Perfect flow.

How Heijunka Applies to Construction

In the United States, we rarely level work this intentionally. In the Takt production system, however, we absolutely do. We take a pull plan and then design how crews move from zone to zone. If one trade moves slower than another, we adjust that trade. Maybe they need two well prepared and fully kitted crews. That removes the bottleneck.

Sometimes the bottleneck is the zone. Sometimes the trade. Sometimes the work structure. The point is simple. Work must be packaged to flow. That is Heijunka.

Once the work is leveled, variation drops dramatically. You can monitor small disturbances, pull the andon, stop the line, and fix issues before they turn into massive problems.

The Human Side of Leveling

Heijunka is not only good for flow. It is good for people.

Humans thrive in even flow. It is safer. It is more visual. It reduces friction. It creates calm.

And yet, many Western superintendents resist stability. They fear looking lazy. They want adrenaline. They want to feel like firefighters. This creates the firefighter arsonist superintendent.

The Firefighter Arsonist Problem

I once set up a project in Tucson. It was organized, clean, safe, and leveled. The Last Planner System was in place. Huddles were running. Buffers were planned. The site flowed so smoothly that some people thought nothing was happening. But the work was going in fast and at high quality.

A superintendent took over after six weeks. At first things were stable. Then the systems slowly disappeared. Huddles stopped. Deliveries blocked the entrance. Trash accumulated. Work fell behind. When I asked why, he said the systems were boring.

He did not understand that boring meant stable. Stable meant productive.

He needed excitement, so he created chaos. He started fires so he could put them out. The flow collapsed.

The Key Concept Many Miss

In Lean thinking, stability is everything.

Respect for people is first.
Stability is second.
One piece flow is third.
Flowing together and takt time come after.
Visual systems and total participation follow.
Only then do we get continuous improvement.

Without stability, nothing works. This is the heart of Heijunka.

Flow State

Flow state occurs when the system moves without friction, bottlenecks, or interruptions. It is enjoyable. It is natural. It is predictable.

Paul Akers demonstrated this perfectly when he taught us how to get off a train in Tokyo. Move. Do not stop. Follow the signs. Have your transit card ready. Keep flowing.

Millions of people move effortlessly because the system is leveled.

Final Challenge for Construction Leaders

What can you level tomorrow on your project?
Where can you remove friction?
Where can you stabilize flow?

Heijunka is one of the greatest gifts Lean gives us. When you level work, you create safety, clarity, quality, and predictability. You create morale. You create flow.

I hope you enjoyed this blog.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Point and Call: The Japanese Secret to Error-Free Work

Posted on November 15, 2025November 15, 2025 by Danny Jiménez⁩

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Point and Call: The Japanese Secret to Error-Free Work

In this blog, I want to cover one of the biggest game changers I have ever seen in human performance, family systems, and jobsite habits. It is simple, powerful, and incredibly effective. It is called Point and Call, and yes, it can change your life.

But before I explain the habit, I want to start with something personal that opened my eyes to why Point and Call matters so much.

Human development and why some minds work differently

My wife and half of my kids have diagnosed ADHD. As I have learned more about it, something fascinating keeps showing up in the research. Humans evolve slowly, especially compared to animals like dogs, which explains why dogs have hundreds of variations and humans do not.

Some scientists believe certain neurodivergent traits may be adaptations that help us handle today’s digital, distracted world better than neurotypical brains.

I grew up in a conservative environment where ADHD was sometimes questioned. But after seeing it in my own kids, I know it is real. And in many cases, it is not a disability. It is a superpower.

People with ADHD often:
• Thrive in high distraction environments.
• Perform better during emergencies.
• Stay calm under pressure.

Meanwhile, I am melting down in the corner.

The common struggle: finishing the last 5 percent

One trait I notice, both in normal childhood development and in ADHD, is difficulty finishing tasks. ADHD brains tend to be interest-based, not reward-based. If something is interesting, they are locked in. But when it is time to clean up or finish the last 5 percent, the interest vanishes.

That last 5 percent is critical. It is what closes loops, reduces stress, and keeps life organized. And that is where Point and Call comes in.

Checklists: the first major breakthrough

A huge improvement for our family came from The Checklist Manifesto. We started using standardized checklists for everything.

Every kid has their own daily checklist:
• Put up your backpack.
• Put your flask away.
• Put your lunchbox in the freezer.
• Clean your room.

And I use checklists for everything as well:
• Trips.
• Trainings.
• Lakeside weekends.
• Work events.

I never wing anything. The one time I ignored my checklist, I forgot my HDMI dongle for a project assessment. Lesson learned.

Point and Call: the second breakthrough

The second habit that changed everything is Point and Call. I saw it everywhere in Japan. It is simple, when you finish something, you point at each item and say out loud what you completed.

A real example, “Okay, I packed my laptop. I grabbed my cord. I threw away my trash. I thanked the videographers. My wallet is in my pocket. Everything is put away. I am safe.”

On the Shinkansen trains, the famous 7-minute miracle cleaners use Point and Call constantly, “Bathroom done. Lights checked. Signage reset. Door latched.”

It is a quality control habit that prevents errors even when you are tired, distracted, or rushed.

How we use Point and Call at home

We now use two daily habits:
• Standardized checklists.
• Point and Call to finish tasks.

With my kids, it sounds like this, “Okay, the car is in park. It is turned off. I have the keys. The windows are up. The mess is cleaned. We are ready to walk away.”

Point and Call closes the task in the brain. It prevents loose thoughts from pinging around like mental pinballs.

Why it works: dopamine vs. interest-based brains

A neurotypical brain gets a dopamine hit at completion. It feels good to finish tasks. Too much dopamine can be addictive, but in healthy amounts, it builds discipline.

Some minds do not get that dopamine hit. So finishing tasks is harder, boring, or feels incomplete. That is why some people rely on:
• Shame.
• Stress.
• External reminders.
• Pressure.

Point and Call becomes a healthy system to replace the missing dopamine reward. It creates closure.

Using Point and Call for safety

Point and Call is also powerful in construction safety. For example, “Okay, I hooked to the tie-off point. I checked my leg straps. My work area is clear. My buddy is ready. I have my radio. I know the rescue plan.”

It cements the habit. It prevents mistakes. And it builds confidence.

Honestly, I would not be surprised if companies like Hensel Phelps studied Japanese methods because I now see the similarities.

A habit you can use anywhere

Here is my challenge to you, what daily habit can you apply Point and Call to starting today?

For example, when I make my bed in the morning, “Pillows placed. Sheets pulled tight. Nightstand cleared. Shoes away. Clothes in the laundry. Everything reset. Ready for the next task.”

It clears the brain. It closes the loop. It removes mental clutter and creates peace.

The game changer

Point and Call is simple, powerful, and universally applicable. Along with checklists, it is one of the best tools I have ever seen for improving memory, reducing stress, and creating consistent habits.

It has changed my life, and I believe it can change yours too.

I hope you have enjoyed this blog.

If you want to learn more we have:

Discover Jason’s Expertise:

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Can Takt Planning Be Used on Infrastructure or Non-Building Projects?

Posted on November 14, 2025November 14, 2025 by Danny Jiménez⁩

Read 9 min

Can Takt Planning Be Used on Infrastructure or Non-Building Projects?

Absolutely, And We Train Teams How to Do It.

When most people hear “Takt Planning,” they picture a high-rise building neatly divided into identical zones, each flowing in rhythm from trade to trade. And yes, vertical construction was one of the earliest environments to adopt Takt. But limiting Takt to buildings leaves enormous value on the table.

Over the past several years, our team has helped companies apply Takt principles across infrastructure, industrial, heavy civil, and non-building projects through professional training, project support, and consulting. The results have been remarkably consistent: smoother handoffs, predictable production, safer sites, and better use of crews and equipment even on projects that look nothing like a typical floor-by-floor build.

So yes, Takt Planning absolutely works for infrastructure.

And with the right training and support, your teams can implement it confidently and quickly.

Why Takt Works on Infrastructure and Why Training Matters

Takt Planning simply means:

Breaking work into repeatable, value-adding tasks.
Sequencing those tasks into a continuous flow.
Balancing crew sizes and durations.
Creating predictable, stable production.

Through our Takt training programs, construction leaders learn how to break down any type of project into repeatable, flow-based sequences.

This is where our work density analysis method becomes essential. Once you understand how to size zones by time, not distance or geometry, Takt Planning becomes universally applicable, roads, utilities, plants, rail systems, industrial facilities, and more.

The Mindset Shift: Rethinking Zones in Infrastructure

In buildings, zones are obvious, rooms, floors, wings.

In infrastructure, our consulting team helps clients rethink zones using:

Geographic boundaries.
Traffic control sections.
Environmental or permit-driven limits.
Equipment spreads or radii.
Work-type sequences.
Stationing in linear infrastructure.

When teams learn this through our hands-on Takt training, zone creation becomes intuitive.

When they apply it through our project support services, flow becomes predictable.

Examples of Takt Planning on Non-Building Projects

Below are common patterns we help teams implement through consulting and project support:

Roadway & Highway Projects

Typical Takt structure: 300–500 ft zones.
Flow includes subgrade → utilities → base → pavement → guardrail → striping
With Takt coaching, crews stop tripping over one another and production stabilizes.

Pipelines & Utility Corridors

Flow: trench → lay → weld/fuse → inspect → backfill → restore
Takt significantly reduces gaps between trenching and installation crews.

Treatment Plants & Industrial Facilities

Even though these aren’t linear, they contain process units that behave like zones.
With proper facilitation, mechanical and electrical teams flow without crowding.

Bridges & Structural Infrastructure

Zone by span or pier group
Trade flow includes rebar, formwork, concrete placement, steel erection, and coatings.

Why Infrastructure Teams Benefit Even More from Takt

Our clients in civil and industrial markets see massive improvements because their projects:

Stretch across long distances.
Depend heavily on equipment coordination.
Require precise access and phasing.
Operate under strict environmental controls.
Have dozens of agencies, inspectors, or utilities involved.

Teams that receive Takt Planning training or project support commonly report:

Reduced idle equipment time.
High crew utilization rates.
Safer, more predictable work areas.
Better sequencing for traffic control.
Reduced rework.
Clear communication between GC, subcontractors, and inspectors
And when supported by experienced Takt consultants, they maintain the system long-term.

Challenges We Commonly Solve Through Training & Coaching

Non-Uniform Work Areas

We train teams to use work density analysis to size zones by effort, not feet/meters.

Weather & Environmental Constraints

We teach buffer strategies and release mechanisms to protect the flow.

Variable Site Conditions

Our project support teams help establish a pilot zone, stabilize production, and scale the plan.

Mindset Barriers

Through visual training and on-site coaching, teams finally “see” the flow and buy in. Yes, Takt Absolutely Works for Infrastructure.

And We Can Train Your Team to Do It.

In fact, some of the most dramatic Takt wins we’ve seen didn’t happen in buildings, they happened in:

Roads and highways.
Pipelines and utilities.
Rail and transit systems.
Water and wastewater plants.
Industrial complexes.
Renewable energy installations.
Distributed infrastructure and civil projects.

Because once teams understand flow and once, they receive the right training, project support, and consulting, Takt becomes a natural fit.

If your project requires coordination, sequencing, and predictable production, Takt will elevate your team.

If you want to learn more we have:

Discover Jason’s Expertise:

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The Biggest Advantage of Takt Planning Over CPM

Posted on November 13, 2025November 13, 2025 by Danny Jiménez⁩

Read 7 min

The Biggest Advantage of Takt Planning Over CPM

Most builders still rely on CPM but Takt Planning has quietly become the system that actually creates flow in construction. The biggest advantage? Takt aligns people, not just tasks

“Takt Planning aligns people, not just activities.”

In nearly every training, class, or consulting session I lead, someone asks:

“Jason, what’s the biggest advantage of Takt Planning compared to CPM?”

It’s a fair question and the answer is simple:

Takt Planning aligns people, not just activities.

While CPM (Critical Path Method) was built to control tasks on a computer, Takt Planning was built to synchronize humans in the field. That one difference changes everything.

CPM Plans Activities – Takt Aligns Humans

The CPM system was created for control, not collaboration. It sequences tasks on a timeline but fails to show how work moves through space or how teams work together.

That’s why most CPM schedules end up hidden in software, complex, static, and detached from the real world. They’re controlled by a scheduler, not lived by the team.

Takt flips that completely.

It builds around rhythm: predictable, repeating work cycles that everyone can see and trust. Instead of 10,000 isolated activities, you have one continuous beat, a shared rhythm for the entire jobsite.

That rhythm creates alignment, and alignment creates flow.

Takt Planning Creates Flow and Stability

CPM treats variability as “float.” Takt treats variability as waste to be removed.

When you design a Takt Plan, you’re building stability into the system. Every crew knows where they’re working, when they start, and what comes next. The entire project moves like a well-conducted orchestra.

That’s how you get:

Predictable handoffs.
Balanced trade workloads.
Fewer interruptions and rework.
A calmer, safer jobsite.

Takt isn’t about control, it’s about flow.

And when flow improves, everything else improves with it.

Takt Planning Respects People

This is the heart of it. CPM often disrespects people by creating uneven workloads, impossible timelines, and reactive chaos. It separates the planner from the builder and burns out field leaders.

Takt Planning restores respect for people by giving them clarity, rhythm, and stability.

It’s visual, collaborative, and human-centered, a planning system that empowers crews instead of overwhelming them.

When people have rhythm, they thrive.

When teams have stability, they win.

The Real Advantage: Flow for People

If I had to summarize the difference in one line, it’s this:

The biggest advantage of Takt over CPM is that Takt produces flow for people, not control over tasks.

Takt doesn’t just build schedules, it builds confidence.

It builds trust, teamwork, and predictable progress.

CPM builds control.

Takt builds flow.

Why the Future Belongs to Takt

The construction industry doesn’t need more complex scheduling software, it needs better systems of respect, rhythm, and reliability.

That’s why Takt Planning is the future.

When teams plan in rhythm, communicate visually, and flow together, projects finish faster, safer, and with higher morale. It’s the next evolution beyond CPM, rooted in Lean principles, designed for builders, and centered on people.

Final Thoughts

The biggest advantage of Takt Planning is simple:

It turns chaos into rhythm and isolation into teamwork.

If you want predictable outcomes, stable projects, and happier teams. Start with rhythm. Start with Takt.

If you want to learn more we have:

Discover Jason’s Expertise:

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Sōji: Daily Cleaning as a Form of Respect

Posted on November 13, 2025November 13, 2025 by Danny Jiménez⁩

Read 7 min

Soji: Daily Cleaning as a Form of Respect

Soji: Daily cleaning as a form of respect. This is such a deep topic, and basically what Soji means for us, or the way I’m going to describe it, is that when we are keeping things clean, when we’re doing Paul Akers’ 3S or the full 5S (sort, straighten, and sweep/shine), that habit is pregnant with meaning. It’s absolutely phenomenal. If you’re interested in how this could change your organization, company, or project site, then stay with me on this blog.

Sōji Concept

Soji: having something clean or removing waste through 3S or 5S is crucial. Cleanliness is the base for everything. In Japan, I learned that “Sort” means removing what you don’t need, “Straighten” means organizing what you have, and “Sweep/Shine” means cleaning so you can now see clearly, remove friction, and manage your environment. When your environment is clean, you can identify constraints or bottlenecks, as Eliyahu Goldratt describes in The “Goal”.

Individual Habits

On an individual level, if we have the habit of cleaning ourselves and not delegating it to someone else, our brain is wired to be organized and thoughtful. Our truck, speech, relationships, hygiene, and health will reflect this discipline. How we do one thing is how we do everything.

Impact

Cleaning also reduces the “cowboy” attitude, the rogue, arrogant mentality and replaces it with humility and willingness to contribute. At DPR Construction, when I personally taught orientation attendees how to clean bathrooms, the site was always immaculate, free of graffiti, and organized. That culture of cleanliness transformed the social group and instilled pride and respect.

Cleanliness Culture

In Japan, children clean their schools and even enjoy it, turning it into a fun activity. Parents participate monthly, creating a culture of respect and responsibility. This demonstrates how cleaning fosters community, discipline, and engagement.

Key Concept

Cleanliness is crucial for detecting safety issues, morale problems, quality issues, and schedule bottlenecks. A clean environment allows you to see problems clearly, remember, problems are not a problem. Lean improvements start with cleaning first, then identifying and addressing small issues. Soji is the foundation of culture, human programming, and respect.

Challenge

How can you achieve not just an acceptable level of cleanliness, but a perfectly clean site? Morning worker huddles, foreman guidance, and daily practice can make this achievable on any construction site, regardless of size or location.

Japanese Culture & Waste Management

In Japan, there are almost no public trash cans; everyone carries their own trash and cleans up diligently. Their incineration plants manage waste efficiently, producing minimal pollution, and costing only $100 per person per year. Their attention to cleanliness and waste reduction is exemplary and shows us that organizing and respecting our environment has massive downstream effects.

Benefits

Adopting Soji in construction leads to safer, more organized, and more efficient sites. It reduces friction, increases morale, improves workflow, and instills respect for workers and the environment. This approach minimizes waste and ensures every process runs smoothly.

Conclusion

The question is: how can you run a remarkably clean, safe, and organized site? Start with Soji, make cleaning a daily habit, and watch your projects, teams, and overall work culture transform.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Takt vs. CPM: How Takt Planning Saves Time and Money in Construction

Posted on November 12, 2025November 12, 2025 by Danny Jiménez⁩

Read 7 min

When project teams hear about Takt Planning, one question always comes up:

“How much time and money can we actually save by switching from traditional scheduling methods like CPM to Takt?”

Let’s break down the real numbers and show why leading contractors are moving toward Takt and never going back.

What Is Takt Planning?

Takt Planning is a Lean construction method that brings rhythm, flow, and predictability to projects. It’s rooted in Critical Chain Project Management (CCPM), a system developed by Dr. Eliyahu Goldratt, and focuses on managing constraints, protecting flow, and reducing wasted time.

While the Critical Path Method (CPM) sequences tasks to predict completion, Takt Planning designs the rhythm of production itself. Crews move through defined zones in a steady beat, finishing work faster, with fewer interruptions and less chaos.

How Takt Outperforms CPM and Traditional Scheduling

Construction teams using CPM often face chronic delays and budget overruns. Studies show that only about 24 to 26 percent of CPM-based projects finish on time.

Takt flips that script.

By organizing work into zones and setting a consistent production rhythm, Takt reduces waiting, rework, and resource conflicts.
Across Elevate Construction projects and industry benchmarks, we’re seeing measurable results:

Takt hit rates: around 80 percent on-time, on-budget performance.
Clients using the full Integrated Production Control System (IPCS): 100 percent of projects on time and on budget within 18 months.
Schedule improvements: 5 to 10 percent faster project delivery (and climbing).
General contractor profit gains: 0.5 to 1.5 percent increase in gross profit.
Trade contractor profit gains: 2 to 10 percent increase in gross profit.

Beyond measurable metrics, the untracked savings are often even greater, including reduced contingency spending, fewer change orders, and far less risk exposure across every project.

Why Takt Works

Takt is built on one principle: flow creates value, chaos destroys it.

By creating a predictable rhythm for every trade, Takt makes the job site calm, coordinated, and controllable.
It replaces reactive firefighting with proactive leadership.

Here’s what happens when teams adopt Takt:

Trades move seamlessly from zone to zone.
Crews always know where they’re going next.
Leaders manage flow, not just tasks.
Materials, logistics, and supervision align to a shared pace.

The result is less waste, more predictability, and higher profit.

What This Means for Your Projects

If your current projects hit their deadlines only 25 percent of the time using CPM, moving to Takt can increase your reliability to 70 to 80 percent within a year.

That can mean:

Finishing projects weeks or months earlier.
Saving hundreds of thousands in overhead.
Improving margins by 2 to 10 percent, depending on your role.
Building a stronger reputation for predictability and performance.

The change is measurable, visible, and sustainable when done right.

Why Partner with Elevate Construction

Implementing Takt Planning is not just changing a schedule.
It’s building a project production system that drives flow, reliability, and profitability across every job.

At Elevate Construction, we help builders and owners do exactly that through:

Takt system design and implementation.
Team and trade partner training.
Ongoing project coaching and control support.

Our experts will help you design zones, define rhythms, manage buffers, and train your teams to build in flow, not chaos.

Ready to See the Results?

If you’re ready to shorten schedules, improve profit margins, and deliver projects on time and on budget, let’s talk.

Schedule a free consultation with Elevate Construction today.
We’ll assess your current scheduling performance, identify improvement opportunities, and show you exactly how Takt Planning can transform your projects.

👉 Contact Elevate Construction to start building in rhythm, and start winning with flow.

If you want to learn more we have:

Discover Jason’s Expertise:

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5S and Mieruka: How Cleanliness and Visuals Build Culture

Posted on November 12, 2025November 12, 2025 by Danny Jiménez⁩

Read 9 min

5S and Mieruka: How Cleanliness and Visuals Build Culture

In this blog, I want to share two powerful Lean Construction concepts that have completely changed the way I see and run projects, 5S and Mieruka, or visual systems. These aren’t just about keeping things tidy; they’re about building culture, creating flow, and helping people truly see what’s happening on the job.

Discovering the Power of 5S

Let me start with 5S. This simple framework blew my mind when I first learned it because it’s so effective, and yet, so often overlooked.

Here’s how I practice it:

Sort: I get rid of everything that isn’t needed.
Straighten: I organize what’s left so it’s easy to find.
Sweep (or Shine): I clean and inspect my space so I can actually see what’s going on.
Standardize: I make those systems consistent so anyone can understand them.
Sustain: I make it a daily habit, not a one-time cleanup.

Paul Akers, who teaches 5S better than anyone I’ve ever seen, helped me understand that this isn’t just about cleanliness, it’s about visibility. When my workspace is sorted, straightened, and shining, I can instantly see problems. A messy job site hides issues, while a clean one reveals them.

When I started truly living this out, I realized something powerful: cleaning isn’t maintenance, it’s management.

Seeing Through the Clutter

Even without labels or signs, a clean, organized environment is a visual system. When my office, truck, or job site is in order, I notice everything that’s out of place.

I remember one day my office was perfectly organized using Lean Foam. Everything had a spot. Then one morning, my stapler was missing, and it stood out immediately. I even messaged my family asking, “Who stole my stapler?” Turns out, my daughter had borrowed it. The point is, when things are in their place, missing items scream for attention. Cleanliness makes things visible.

That’s what Mieruka is all about, creating visual systems that show the current state of work, problems, and flow without anyone having to ask.

How We Brought It to Life on a Project

On a Hensel Phelps project at a cancer center, we applied these principles in a way I’ll never forget.

We wanted our workers to have clean, functional restrooms on-site, not the usual temporary setups that fall apart after a week. So we installed temporary toilets, stalls, sinks, and clear visual instructions for everything: how to change the toilet paper, when to empty the trash, how to replace soap, even what to do if something got clogged.

We added humor too, Chuck Norris jokes in English and Spanish, just to make it fun. The result? The bathrooms stayed spotless. People respected the space because we made it easy to do so.

That’s the magic of visual systems. When people can see what’s expected, they take ownership naturally.

Making Everything Visible

I’ve learned that nothing should stay hidden in the superintendent’s or project manager’s head. Everything needs to be visual, posted, shared, and easy to understand.

We put everything on the walls: delivery schedules, inspection checklists, zone maps, logistics plans, takt plans, look-ahead plans, and weekly work plans.

When the environment is visual, everyone participates. You can’t expect total participation without total visibility.

The Lesson That Changed Everything

Years ago, a great leader named Blake Christensen walked me out onto a job site and said something that stuck with me forever, “Jason, cleanliness is the top of everything.”

At first, I brushed it off. But over time, I realized he was absolutely right. The cleaner my sites became, the easier everything else got. Coordination improved, communication improved, morale improved. It was like removing gravity from the system.

If you’re halfway clean, you’re still fighting drag. But once you reach that top level, perfect cleanliness, you’re free. Work flows effortlessly.

My Challenge to You

Here’s what I’ve challenged myself, and my teams, to do:

5S or 3S something every day. Even one small area.
Create one visual instruction. Teach someone how to do something with pictures, not words.
Clean with purpose. Not to impress, but to see.

These little steps compound. When you start small, the visual culture spreads like wildfire.

What I Learned from Japan

When I visited Japan, I was amazed. Everything is clean, organized, and visual. Every vending machine, every train station, every restaurant, it’s all laid out so you can understand it instantly.

That’s when I finally understood what Mieruka really means, making the invisible visible. They don’t hide information, they show it. They trust people to act on what they see.

Wrapping It Up

Cleanliness builds culture. Visual systems build participation. Together, they make projects flow.

So, I’ll leave you with the same question I ask myself every day:

What can I 5S or make visual tomorrow?

Because once everything is visible, everything becomes possible.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Meiwaku: Don’t Be A Burden To Others

Posted on November 11, 2025November 11, 2025 by Danny Jiménez⁩

Read 7 min

Meiwaku: Don’t Be a Burden to Others

In this blog, I want to share a powerful Japanese concept that completely changed how I look at teamwork, design, and human interaction, both in life and in construction. It’s called Meiwaku, which means “don’t be a burden to others.”

This simple mindset can completely transform the way we work together. When applied to lean construction, Meiwaku reduces friction, improves flow, and helps create systems that truly serve people instead of making their work harder.

The Lesson from Japan

When I visited Japan, I saw how deeply ingrained Meiwaku is in their culture. On trains, people stand to one side so others can pass. Nobody talks loudly, plays videos, or disturbs others. Every action shows consideration. From escalators to cash registers, everything is designed to create flow and eliminate friction.

In contrast, many of us in the U.S. myself included often act without awareness of how our behavior affects others. Whether it’s standing in someone’s way, blocking a doorway, or overloading others at work, we don’t always realize the burden we create.

The Problem in Construction

In construction, this mindset shows up everywhere.
We say things like:

“I don’t have time to finish that detail; the crew will figure it out.”
“We can skip that planning meeting; they’ll manage.”
“We’ll just use ladders instead of the right lift.”

But every time we make choices like that, we’re placing the burden on someone else. And that friction adds up.

Imagine instead if we designed everything from site logistics and trailers to hoists and crane paths to allow people to move easily, work safely, and find what they need without obstacles. That’s what Meiwaku looks like in action.

Applying Meiwaku in Lean Construction

In lean, every trade is both a supplier and a customer. Before passing a zone to another trade, ask:

Is it clean and swept?
Is it fully demobilized and inspected?
Are boundaries clear and substrates ready?
Have I done proper quality control?

When every team operates with this mindset, we create systems that respect people, prevent rework, and make work meaningful.

The Benefits

If we truly embraced Meiwaku in construction, we’d see:

Safer, more respectful job sites.
Easier navigation and clearer signage.
Systems that support foremen, trades, and workers.
Less clutter, fewer hazards, and more collaboration.
Greater efficiency, quality, and care across every level.

When everyone focuses on not being a burden to others, we create a culture of flow, empathy, and shared responsibility.

The Challenge

So, here’s my challenge to you:

What’s one thing you can do tomorrow to reduce friction for someone else whether it’s a coworker, a client, or even a passerby?

If we each take responsibility for not being a burden, we won’t just build better projects. We’ll build a better world.

Key Takeaway

Adopting the mindset of Meiwaku “don’t be a burden to others” can completely transform how we work in construction. When we design our systems, sites, and processes to reduce friction for others, we create smoother workflows, safer environments, and a culture of respect and continuous improvement.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

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