CPM as a Cult

Read 8 min

Why CPM Fails and Why Takt is the Future

Welcome everyone. I hope you are doing well and not too tired of me constantly bringing up CPM. I recently had a conversation with a scheduling professional who shared some honest truths about how damaging CPM really is. He asked me not to post our discussion publicly in case it affected his career, which shows just how deeply rooted and protected this system is in our industry. That alone tells you everything about the problem.

I want to share with you the concepts and analogies we discussed because I believe everyone deserves to understand why CPM creates so much waste and frustration. Right now, I am at SuperPM Bootcamp having the time of my life, and part of what makes it so fulfilling is that these important conversations are happening in real time with passionate builders.

CPM vs Takt: Clear Analogies

To explain the difference, I asked ChatGPT for analogies, and the comparisons made it crystal clear. Imagine planning a cross-country road trip. If you use a map, GPS, and adjust for real-time conditions, you get to your destination efficiently. That is takt. Now imagine counting how many cups of coffee you drink during the drive and believing that number gets you there faster. That is CPM. It is tracking the wrong thing while ignoring what truly matters.

Or think about gardening. A good gardener monitors soil quality, water levels, and sunlight to grow healthy crops. That is takt. A bad gardener counts how many times they water without noticing whether the plants need it. That is CPM. It looks busy but completely misses the real factors that drive success.

Even cooking works as an analogy. Hosting a dinner party with recipes, timers, and careful preparation is takt. Standing in the kitchen repeating the word delicious while ignoring the oven is CPM. It looks like effort but adds no value.

The Cult of CPM

The deeper issue is that CPM has grown into what feels like a cult. It thrives on the illusion of control, hiding behind charts and spreadsheets that do not reflect the chaos of the jobsite. It shifts accountability, allowing project managers and schedulers to blame others instead of taking responsibility. It even demands faith in predictions made without complete designs, creating schedules based on assumptions rather than reality.

I recently reviewed the characteristics of cults and was stunned at how perfectly they matched the culture surrounding CPM. From unquestioned dogma and manipulation to secretive practices and silencing dissent, it is all there. People cling to it not because it works but because it allows them to avoid responsibility and shift blame. The result is wasted time, wasted resources, delayed projects, and teams stuck in endless cycles of inefficiency.

Why Takt is the Answer

Unlike CPM, takt focuses on flow, zones, and optimizing the entire system rather than obsessing over a single critical path that changes constantly. By zoning projects properly, work moves faster without overloading trade partners. By aligning teams with predictable rhythms, productivity improves without the panic and chaos. And by focusing on reality instead of abstract charts, projects finish on time while building stronger collaboration.

I am passionate about this because I see the damage CPM causes every day. It is not just an ineffective tool, it is harmful. And the truth is, no one is actually forced to use it. We have better methods. If it is your reputation on the line, do the right thing. Choose takt.

Key Takeaway

CPM is built on distraction and blame while takt creates flow and accountability. If we want to build projects faster, healthier, and smarter, the answer is takt, not CPM.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

 

On we go

Scaling & The Diff between Buffers and Contingency

Read 9 min

How to Scale Construction Systems for Any Size Company

I hope you are doing well today. I am still out here at Super PM Bootcamp, having the time of my life even though I cannot seem to shake this cough. You might even hear it in my voice if you are following along with the recordings. Between the bootcamp energy, the airport noise nearby, and this lingering cold, it has been an adventure. But I want to dive right into some questions from our community that really got me thinking.

One listener recently reached out and said they had listened to Dr. Ashlag’s interview three times while trying to piece together what a full kit would mean for a structural steel fireproof roof deck and skin work front. They imagined a checkpoint or gate before MEP trades started hanging things from the beams. That kind of thinking is exactly the point of a full kit. To me, a full kit means you have every single thing you need such as tools, materials, equipment, permissions, and information before you start. It is about being truly ready so the work can flow without interruption. And yes, it applies in exactly the situations that were mentioned.

I also heard from someone who said they have been building since they were a kid and are now part of a smaller company after years of working in Louisiana. They love the content and wanted to know how they could get their smaller company on board with these systems. They worried that the approach might be designed for larger operations.

Here is the truth. Everyone thinks their company is either too small, too big, or too unique for new systems. That is just how the human brain reacts to change. We tell ourselves we do not have enough time, money, or resources, or that leadership will never buy in. But in reality, these principles work in any environment.

If I were in that situation, here is what I would do. I would start by getting the company into the free two hour TPS training. That session alone can shift perspectives and spark interest. Then I would follow up with company wide training, set up the templates, and get support on the first project if needed. Once a team sees the results such as better flow, fewer interruptions, and more support for field crews, it becomes impossible to ignore. From there, you have the foundation of the right system, the right corporate structure, and an easy way to connect everything to CPM if you ever need to.

Another great question came in about the difference between Takt buffers and CPM float. Are they the same thing, and can one replace the other? Here is how I see it.

Contingency is about having extra resources such as time, money, or materials set aside for truly unexpected events. These are the things you could not predict with certainty at the start of a project. Think of regulatory changes or a surprise condition that no one anticipated. In many cases, contingency belongs to the owner and is only used in rare, major circumstances.

Buffers, on the other hand, are intentional margins built into the plan to absorb natural variation. Work never flows perfectly, and buffers give the system flexibility to handle predictable but hard to pinpoint slowdowns or delays. Buffers are not wasted time. They are a part of the plan, expected to be used, and designed to keep the system healthy.

The key difference is that contingency deals with the unknown, while buffers deal with the known variability of real world work. In my opinion, buffers are much more effective because they force us to acknowledge variation, plan for it, and quantify it. Contingency often feels like a vague percentage at the end of the schedule, while buffers are practical tools that protect flow at the activity level.

I hope these responses help. Whether you are running a small company or managing a massive project, the principles of readiness, flow, and planning apply. Systems are not about size, they are about mindset. And when we embrace tools like full kits and buffers, we set our teams up for success.

Takeaway
Company size should never be the reason to delay implementing systems that work. Takt buffers protect the flow of work while contingency is for the unknown, and both have their place when used with clarity.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

 

On we go

Takt Steering & Control Book – Roadblocks

Read 7 min

How to Keep Construction Flowing Smoothly

In construction, projects don’t usually fail because of one massive mistake they fail because of dozens of small, predictable roadblocks that disrupt flow. Recognizing and removing these roadblocks before they derail progress is one of the most powerful skills a builder can develop.

Below are some of the most common roadblocks and how to address them:

Weather

Heavy rain, snow, wind, extreme heat, and other conditions can delay or halt work. Just like a train must adjust its speed during storms, construction crews must adapt plans around weather challenges.

Changes to the Plan

Design revisions, scope changes, client requests, or code updates all create disruptions. While preplanning prevents many of these issues, sometimes changes are unavoidable. The key is to identify them early and adjust.

Lack of Planning

Rushing without proper planning leads to panic, wasted effort, and poor results. Time invested upfront in planning scope, logistics, safety, and coordination saves far more time later.

Work Area Not Ready

Crews can’t perform if access isn’t prepared. Incomplete work, inspection delays, hazards, or unresolved issues stall progress. Ensuring readiness keeps flow steady.

Permissions Needed

Permits, safety approvals, and agreements must be secured ahead of time. Without them, the “train of trades” comes to a stop.

Layout Not Ready

Accurate grid lines, benchmarks, and control points must be established. Without layout, work stalls and rework increases.

Failed Inspections

Poorly prepared inspections cause costly re-inspections. Internal reviews, clear communication with inspectors, and compliance checks keep projects moving.

Obstructions on Site

Debris, equipment, or materials in the wrong place block crews. Constant scanning and proper staging prevent unnecessary delays.

Defects

Poor quality or damaged materials slow the job. Skilled labor, proper handling, and frequent inspections minimize rework.

Missing Information

Unclear drawings, RFIs, or missing procedures leave crews guessing. Information must be verified before work begins.

Missing Resources

Crews without proper materials, tools, or utilities can’t perform. Tools don’t cost you money wasted labor hours do.

Equipment Issues

Breakdowns, calibration errors, or worn out machines cause downtime. Regular maintenance and preparation reduce failures.

Labor Shortages

Lack of trained workers can cripple schedules. Preconstruction planning, early recruiting, and training build capacity.

Site Conditions

Poor drainage, soil issues, or blocked access must be managed proactively. Clear pathways and site organization ensure smoother progress.

Seeing Roadblocks Early

Nicholas Modig and Pär Åhlström, in This is Lean, highlight that flow is disrupted by variation, stops, and restarts. Roadblocks create all three.

The solution is to see roadblocks before they happen. Use photos, drone footage, and team observation to increase awareness. Think like a lifeguard scanning a pool constantly watching, constantly anticipating. The more you practice scanning your site, the better you’ll forecast and remove obstacles before they slow you down.

Key Takeaway

Construction roadblocks whether from weather, missing resources, poor planning, or failed inspections are predictable and preventable. By training yourself and your team to continuously scan the environment, identify issues early, and remove them quickly, you protect flow, minimize delays, and elevate the entire construction experience.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go

Takt Steering & Control Book – CPM as a roadblock

Read 7 min

The Biggest Roadblocks Holding Construction Back

Fear is one of the most powerful constraints in our industry. It often keeps leaders and teams from doing the right thing even when they know better. Fear of getting sued, fear of not getting paid, fear of trying a new system, fear of holding people accountable, fear of telling an owner “no.”

But here’s the truth: fear is a roadblock that leads to inaction, wrong action, and failure. Projects don’t fall apart because of bold, informed decisions. They fail when fear drives people to compromise standards, rush work, or accept flawed systems like CPM (Critical Path Method) as “the only way.”

On every project I’ve led, I’ve refused to let fear dictate the path forward. I don’t allow projects to start without proper planning, I don’t accept undercut durations, I don’t panic under pressure, and I don’t let outdated requirements prevent me from building the right way. As a result, none of those projects have failed.

Why CPM Falls Short

The Critical Path Method has long been the default scheduling system in construction, but it works against productivity at every level. It was created without alignment to production theory, and when stacked up against principles like Little’s Law, leveling work, small batch sizes, and flow, CPM consistently fails.

Instead of creating clarity, CPM hides problems. It produces overly complex schedules that no one can truly understand, let alone verify. It looks legitimate because it’s complicated, but complexity does not equal accuracy. Worse, it shifts accountability away from fixing systems and onto overburdened trade partners who are forced to absorb inefficiencies with overtime and extra manpower.

The system’s flaws don’t stop there:

  • CPM hides problems instead of revealing them.
  • It overburdens trades by defaulting to rushing, pushing, and stacking.
  • It creates unevenness because start and finish dates shift constantly.
  • It’s based on the wrong science, focusing on “critical paths” instead of actual system constraints that limit flow.

CPM has become a bureaucratic tool great for claims, disputes, and legal maneuvering, but terrible for building real projects. It may tell you a project is behind, but it offers no useful corrective action that doesn’t hurt productivity.

The Path Forward

Construction needs visual, team driven systems like Takt planning that empower people to see the plan, identify problems early, and keep work flowing at the right pace. True planning is a human activity it should bring the team together, not hide the strategy in a wall of text or a complex database.

The future of construction won’t be built on fear or outdated systems. It will be built on courage, accountability, and lean methods that put people and flow at the center of production.

Key Takeaway

Fear is the biggest roadblock in construction, often leading teams to accept flawed systems like CPM that hide problems, overburden trades, and create unevenness. Success comes from rejecting fear driven decisions, embracing lean principles, and using visual systems like Takt that align with production science and empower teams to plan, see, and execute work effectively.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go

Takt Steering & Control Book – CPM as a roadblock

Read 7 min

Why Builders Must Move On

Let’s continue with a rant that’s been building for years, CPM (Critical Path Method) is a cult and it’s time we escape it. For too long, contractors, project managers, and even owners have been shackled to a system that doesn’t serve the reality of construction.

Here’s why CPM is more dangerous than helpful and why we need to move past it:

  1. The Illusion of Control

CPM promises flow and predictability, but the schedules rarely match what actually happens on the job site. It’s a false sense of security.

  1. The Sacred Spreadsheet

Data gets passed around like Holy Scripture Excel to scheduling software and back again without ever questioning whether the process adds value.

  1. The Shield of Unaccountability

Leaders hide behind CPM schedules as if the Gantt chart is responsible for missed deadlines. It’s an easy scapegoat that removes accountability.

  1. The Planner’s Burden

Planners are treated like all-knowing prophets, estimating durations for tasks they’ve never even seen. It’s blind faith at its worst.

  1. The Manipulation Mandate

Schedules are regularly “massaged” to show progress that doesn’t exist. Reality gets buried for the sake of optics.

  1. The Prophecy Without Vision

Too often, we’re asked to schedule projects before designs are even complete. That’s not planning it’s guessing with a magic eight ball.

  1. The Vow of Silence

Project leaders ignore scheduling problems because acknowledging them would reveal uncomfortable truths.

  1. The Unquestioned Dogma

Thousands of activities and links go unreview, treated like sacred texts nobody reads but everyone swears by.

  1. The Site Heretics

Field teams who adapt to reality are seen as “breaking faith” with the almighty CPM schedule.

  1. The Forbidden Knowledge

Overall project schedules are often guarded like secret recipes, hidden from the very people who need them most.

  1. The Lone Prophet

Planners left to manage CPM alone become isolated, ignored, and ineffective.

Why This Matters

At the end of the day, hiding behind CPM is no different than a general contractor outsourcing surveying and pretending they’ve shed the risk. When things go wrong and they will it’s still your responsibility. CPM doesn’t protect you in court, and it doesn’t build projects in the field.

The solution? Plan the project like a builder. Use methods that create flow, visibility, and accountability such as Takt planning. If you’re required by contract to provide a CPM schedule, do it, but don’t confuse that with actually building the job right.

Don’t put CPM in your contracts. Don’t force teams to use it. Don’t measure success by it. Most importantly, don’t let the fear of legal pressure push you into doing the wrong thing.

For resources on how to move forward, check out TaktGuide.com where you’ll find tools, contract language, and practical steps to keep projects healthy.

Key Takeaway

CPM is a cult built on illusion, dogma, and fear and it does not protect builders from risk or failure. Real accountability and success come from builder based planning methods like Takt that create flow, visibility, and reliability. Stop hiding behind schedules that don’t work, and start building projects the right way.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go

Takt Steering & Control Book – Beginning the Meeting System

Read 7 min

How to Identify, Discuss, and Solve Problems Effectively

Once the environment and constraints of your project are understood, the next step is clear; IDS Identify, Discuss, and Solve. This framework, drawn from Traction by Gino Wickman, is one of the most powerful ways to ensure projects don’t stall out due to unresolved issues.

No team, business, or project gains traction unless it continuously finds and fixes problems. In construction, meetings aren’t just about communication they’re about problem solving. With the right production plan, your meetings become a “Palantír” stone, giving you the ability to see into the future, spot roadblocks before they hit, and guide your project away from risk.

The Meeting System That Drives Success

To keep projects on track, meetings must be intentional, structured, and tied directly to production planning. The meeting system includes:

  • Team Weekly Tactical
  • Strategic Planning and Procurement Meetings
  • Trade Partner Weekly Tactical
  • Afternoon Foreman Huddles
  • Worker Huddles
  • Crew Preparation Huddles
  • Zone Control Walks
  • Team Daily Huddles

These meetings create a cascade of clarity from master plan to pull plan, from look-ahead schedules to weekly work plans, and finally down to the day plan.

By the time you’re running these meetings properly, you should have:

  • A solid preconstruction plan
  • Aligned trade partners who are fully bought in
  • A detailed and accurate master schedule
  • A procurement log that reflects real-time project needs
  • A production plan tied to real milestones and logic flows

With this foundation, you’re ready to implement steering and control in the field.

The Power of Procurement Flow

A critical detail in this system is leveling the procurement log. It’s not enough to just enter required dates and work backward. If submittals stack on top of each other, you overburden both your team and design partners. Instead, procurement must flow one piece flow for reviews and approvals so work progresses smoothly without creating bottlenecks.

Designing Meetings for Problem Solving

The heart of steering and control meetings lies in the boards team boards and identify boards that visually capture constraints, cycle times, labor counts, and zone maps.

  • Production Tracking: Trade partners report performance (e.g., square feet per day per crew). Green shows alignment, red magnets highlight problems.
  • Labor Counts: Foremen mark required vs. actual crew sizes. Gaps are flagged before meetings even start.
  • Cycle Times: Tracking each trade’s actual cycle time reveals bottlenecks and opportunities to reduce takt time.
  • Zone & Logistics Maps: Red and orange magnets mark roadblocks and constraints, giving the team visibility on where help is needed.

By updating these boards before meetings begin, trade partners walk into discussions already prepared to problem solve. Instead of spending time explaining issues, the team can immediately identify, discuss, and solve.

From Problems to Solutions

The meeting process creates a rhythm of accountability. Issues are tracked visually, discussed openly, and solved collaboratively. Whether it’s adding workable backlog, adjusting work packages, or re-sequencing tasks, the system ensures problems are not just surfaced they’re acted on.

This transforms meetings from time wasters into engines of progress.

Key Takeaway

Construction meetings should not be passive updates they should be active problem solving sessions. By structuring your meeting system around Identify, Discuss, and Solve (IDS), using procurement flow, and leveraging visual boards to track cycle times, labor counts, and roadblocks, you empower teams to see problems before they stall progress. Done right, meetings align trades, protect flow, and give your project true traction.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go

What Ready Means

Read 11 min

What It Really Means to Be Ready for an Activity

I hope you are doing well today. I have to admit, bootcamp really took it out of me this time. By Tuesday and Wednesday I was running on fumes, and by Friday I was so exhausted I almost had a meltdown. Thankfully, Brandon showed up just in time and took on a good portion of the presentation, which was such a huge relief. By the time camp wrapped up, I crashed hard and spent most of the weekend recovering. These bootcamps are intense, but they are also some of the most rewarding experiences I get to be part of. The group we had this time was amazing, the energy was strong, and the training flowed beautifully.

What keeps me motivated, even when I am tired, are the messages and feedback I get from people who are putting what they have learned into practice. One person recently wrote to me and shared how the guidance from bootcamp, YouTube, and these blogs has helped him grow into a better builder and gain confidence. He told me he had taken a big step in his career that will benefit his family, and that he is committed to using what he has learned to improve the lives of trade partners, field teams, and everyone who pours their heart into our projects. Messages like that hit me hard. They remind me that the time and energy spent teaching and coaching really matter.

I also see this impact across projects. Jobsites are popping up all over where operational excellence is becoming the standard. I see it on Josh Young’s project in Virginia, on Brent Elliott’s projects at DPR, and even on jobs I cannot share publicly due to NDAs. None of this is about me. It is about great people using great systems to create remarkable outcomes. My advice is always simple. Go find these examples of excellence, learn from them, and then share them. That is how we move the industry forward together.

Now, let’s get into today’s topic. I am currently writing about what it truly means to be ready for an activity. When a trade partner or a foreman says “yes, we are ready,” that needs to carry real weight. Too often, we move ahead on assumptions, only to find out that the work was not truly ready. So I created a list of 17 things that define readiness. These items come from deep research, lists from LCI, experts from Europe, and even some insights I pulled together using AI.

Here is what being ready really means.

First, we must know the conditions of satisfaction. That means clarity on what success looks like for everyone involved. Not only safety and quality expectations, but also production, cost, and the needs of successor trade partners and the general contractor.

Second, the foreman must have a support team. A foreman cannot be sent to the jobsite alone and expected to handle everything. They need the help of project managers, engineers, and office staff to make sure materials are coming, RFIs are answered, and submittals are reviewed.

Third, there has to be primary planning in place. The crew needs to know exactly how they are going to execute the work.

Fourth, there must be contingency planning. If something goes wrong, the team needs a plan B, C, or D. And if the work stops completely, they should have a workable backlog or alternate tasks ready so they can stay productive.

Fifth, all of the materials must be onsite or confirmed and ready to be staged.

Sixth, the right equipment has to be available, and it should be equipment that allows the work to be done safely and inclusively for different body types and physical needs.

Seventh, the tools must be provided. Labor hours are too valuable to waste on missing or inadequate tools.

Eighth, the tools should not just exist, but be organized into a kit. Crews work more efficiently when their tools are grouped, shadow boarded, and easy to access.

Ninth, all information must be in place. Plans, specifications, RFIs, submittals, and preferably quality checklists should be reviewed and available well before the work begins.

Tenth, all required permissions must be secured. That could be permits for hot work, digging, confined spaces, or approvals from the global team.

Eleventh, layout must be complete. Primary and secondary grid lines should be in place and checked, benchmarks set, and layout work confirmed accurate.

Twelfth, all preceding tasks must be finished and confirmed. Readiness cannot exist if the prior crew’s work is incomplete.

Thirteenth, safety planning must be addressed. This means looking at the big picture, not just small details. For example, crews must not be working beneath high bay formwork where objects could fall.

Fourteenth, quality planning needs to be in place. That means meeting at least three weeks before, clarifying expectations, and having checklists or visuals ready.

Fifteenth, crews must be trained in standard work and know exactly how the task should be performed.

Sixteenth, any additional training must be complete or scheduled before the work begins.

Seventeenth, and this is often overlooked, there must be adequate space. A crew cannot operate effectively without it. Space, people, and materials are always the three core constraints.

That is the list. These 17 items are the true definition of readiness. I recommend posting them on the wall where planning meetings take place so that when a foreman or a trade partner says “we are ready,” everyone knows exactly what that means. It ensures alignment, eliminates assumptions, and protects flow.

Takeaway
Readiness is not just about showing up with people and tools. It is about having all 17 elements in place so that work can flow safely, efficiently, and with high quality. When we say we are ready, it should carry the confidence that everything required is aligned.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

 

On we go

At This Point, You Are Enabling the Abuse

Read 9 min

When You Can’t Do It, Say No

This morning I’m sitting here on a quiet Sunday, reflecting on the week and the experiences from our most recent boot camp. It has been an incredible season, filled with clients I truly enjoy working with, the progress of the new book, and some exciting opportunities to speak at upcoming events. Life feels full, and even the Halloween decorations at home remind me how important it is to find balance and joy outside of the work.

In the boot camp, I had one of those moments that sticks with you. We were talking about project planning and the necessity of setting projects up for success before they ever begin. Some participants looked at me with frustration in their eyes. They told me their companies send them to projects without any planning, with unrealistic schedules, or with the expectation to go fix jobs that are already failing.

I could see the exhaustion. I could feel the weight on them. And finally, I had to say it as plainly as possible: if your company does not allow you to preplan, if they refuse to provide the right resources, if they will not let you implement lean or Takt, it is wrong. It is not how projects are supposed to be run. Without planning, people get burned out, trade partners lose money, families suffer, and jobs turn into chaos.

I told them the truth as I’ve lived it. I have quit three times in my career when companies would not respect these principles. Not because I wanted to, but because there comes a point where you have to say no. At one company, they tried to keep my pay and stock low while giving me the responsibility of others who were valued much higher. At another, they wanted me to abandon preplanning, manipulate schedules, and push subcontractors unfairly. At the third, they used the very systems I had helped implement but in ways that disrespected people and created unsafe environments. Every time, I chose to walk away rather than compromise what I knew was right.

And here is the hard truth: recovering broken projects is not a badge of honor. Anyone can swoop in, push people harder, and look busy enough to “finish” the job. But that is not excellence. That is not leadership. A good superintendent is not one who fixes disasters. A good superintendent is one who prevents the disaster in the first place by ensuring the project is planned properly, people are respected, and flow is maintained.

So when someone in the boot camp asked me, “What should I do if my company keeps sending me to fix broken projects?” My answer was simple. You can say yes once more if you need to, but after that, you must decide that enough is enough. You must tell them, I will not do this anymore. If they refuse to let you plan properly, then it is time to leave.

I know that sounds strong, but it is the truth. We must stop tolerating abuse in this industry. We must stop letting fear control us. Fear that you will lose your job, fear that trade partners will leave, fear that you cannot provide for your family if you stand your ground. I do not believe those fears are real. Companies are desperate for capable superintendents, and opportunities exist everywhere for those who do the right thing.

The only way to change this industry is to start saying no. No to unrealistic expectations. No to unsafe practices. No to skipping preplanning. No to systems that burn people out. When you choose to stand up for what is right, not only will you protect yourself and your family, but you will also help push this industry toward the change it so badly needs.

Takt is the way we plan. Flow is the way we succeed. Respect for people is the foundation. Everything else is noise.

Takeaway

If your company refuses to let you plan, refuses to support proper resources, or keeps sending you to fix broken projects, it is time to draw a line. You will not suffer negative consequences for standing up for what is right. Say no, and take your skills to a place that values them.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

 

On we go

What If They Don’t Have Labor?

Read 7 min

Facing System Constraints on the Jobsite

In this blog, I responded to a thoughtful question from a listener who is dealing with a tough situation on their project. Their team completed a pull plan with trade partners for raised access flooring and mechanical systems, but now the mechanical contractor cannot keep their promises. The roadblocks have been cleared, yet the work is still not progressing because they simply cannot get the manpower. The project requires American citizens with no felonies, and while the team is willing to support in any way possible, this restriction has left them short-handed.

When I hear situations like this, I immediately go back to systems thinking. On any construction project, progress is shaped by five things: the paradigm of the owner, the mindset of the leaders, the goals of the system, the structure of the system, and the rules of the system. In this case, it is clear that the rules and structure of the project are creating the constraint. The team is not struggling because of laziness or lack of commitment. They are struggling because the system limits who can be hired.

This is not a small thing. Our country has a complicated relationship with labor, especially immigrant labor. We often hear narratives that immigrants are taking jobs or that crime is tied to them, but that is not accurate. The truth is, many people in the United States simply do not want to work in construction. Combine that with restrictions around hiring individuals with felonies, and suddenly we cut ourselves off from a huge portion of the available workforce. Considering that the United States holds about twenty percent of the world’s prison population, much of it from non-violent drug-related offenses, these restrictions matter.

So here is the hard truth. If your project requires only American citizens without felonies, you are going to face major labor shortages. That is not the fault of the superintendent or even the trade partner. It is the result of system constraints that were in place long before you walked onto the jobsite.

What Can Be Done?

First, we have to stop blaming ourselves for system problems. I told this listener that they are essentially being put in an abusive situation, like being punished for something outside their control. They are in hell right now because they are expected to deliver results without the resources needed to succeed. That is unfair.

Second, while you cannot change the rules, you can get creative. Start by supplementing the trade partner with additional crews if possible. Explore other companies that can provide labor under the same restrictions but with more available capacity. Use takt planning and creative scheduling to help them accomplish more with less. And support their recruiting efforts if there are ways to do so.

Third, and most importantly, let this be a lesson for future projects. Pre-planning must include an honest reference class analysis. We must understand what production rates are realistic for a given region with the rules in place. If the constraints are this tight, we cannot build the project at the same pace as one with a broader labor pool. Recognizing that early would help us set realistic schedules and avoid creating situations where leaders are unfairly blamed.

Key Takeaway

System constraints are often the real reason projects fall behind. Leaders cannot blame themselves when rules and structures restrict available labor. Instead, focus on creative solutions, supplementing trades, and improving pre-planning for future projects.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

 

On we go

Suggestions after a Lean Field Walk

Read 9 min

Lessons From a Lean Project Walk in Virginia

I recently had the opportunity to walk a truly remarkable project in Virginia, and I want to share some of the lessons I took away from that experience. This was a hospital tower project valued at more than two hundred million dollars, and the team there is doing some incredible things with lean practices.

Before diving into those lessons, let me give you a quick update from my own world. I just wrapped up a crazy but successful YouTube video shoot where I filmed twenty videos in a single day. My flight was delayed, I arrived at noon, and had to leave by 5:20, but we pulled it off. To be honest, it left me completely drained, but also energized because the content we are creating this year is really building momentum. Between the Takt Steering and Control book, the Elevating Construction Core Skills book, the Spanish translation of the Takt book, and progress on Elevating Construction Field Engineer, there is a lot happening. On top of that, I just finished preparing for the LCI Congress presentation and will soon be speaking at ICBA. Things are moving quickly, and it feels good to be in that rhythm.

Now let’s talk about the project walk. The team I visited has fully implemented takt planning, the Last Planner System, daily and weekly huddles, and they are three months ahead of schedule. Even with some buffer time, they are still on track to finish at least one and a half months early. That is no small feat.

Observations From the Field

The first thing that stood out to me was their visual scheduling system. They use a single-sheet master plan that is organized by time and location, and it is so clear and easy to follow. Anyone on the project can look at it and instantly understand what is happening. It is exactly the kind of planning that leads to flow.

Their huddles, however, were being held in the mornings. While they covered safety and the plan for the day, the timing created challenges. If something needed to change, it forced mid-morning adjustments, which caused disruptions. My suggestion was to move huddles to the afternoon so that planning looks ahead rather than reacting in the moment.

Another key observation was their weekly work plans. They were well done and updated regularly, but the conversations in those meetings were too one-directional. The general contractor led most of it, and trade partners were not as engaged as they could be. I encouraged them to make those meetings more interactive, focusing on handoffs, problems, and coordination rather than just updates. I also suggested projecting the plans electronically on the wall instead of relying on handwritten boards. Doing so would make them scalable, dynamic, and far easier for everyone to engage with in real time.

Moving Toward Operational Excellence

Beyond planning and scheduling, I also recommended lean floorboards for each level of the project. These boards would display the macro-level takt plan, zone maps, delivery staging areas, and other critical information like benchmark locations or valve shutoffs. That kind of visibility helps crews understand the big picture while staying aligned with day-to-day operations.

Finally, I emphasized the importance of morning worker huddles. Even though this team had great culture and was doing well, I have consistently seen the difference that comes when projects gather workers together as one team at the start of the day. Without that, you risk having separate groups working in silos instead of a unified culture. The best projects I have ever seen are the ones where everyone connects, collaborates, and commits to the day as one.

These lessons remind me of why it is so valuable to walk other projects and give feedback, and also to invite others to walk our own jobs. Every project has something we can learn from, and those lessons make us better leaders and builders.

Key Takeaway

When we prioritize flow, meaningful collaboration, and visual systems that engage everyone, we create projects that finish early, operate smoothly, and build strong cultures. Simple adjustments like moving huddles, projecting plans, and adding worker huddles can elevate performance significantly.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

 

On we go

    faq

    General Training Overview

    What construction leadership training programs does LeanTakt offer?
    LeanTakt offers Superintendent/PM Boot Camps, Virtual Takt Production System® Training, Onsite Takt Simulations, and Foreman & Field Engineer Training. Each program is tailored to different leadership levels in construction.
    Who should attend LeanTakt’s training programs?
    Superintendents, Project Managers, Foremen, Field Engineers, and trade partners who want to improve planning, communication, and execution on projects.
    How do these training programs improve project performance?
    They provide proven Lean and Takt systems that reduce chaos, improve reliability, strengthen collaboration, and accelerate project delivery.
    What makes LeanTakt’s training different from other construction courses?
    Our programs are hands-on, field-tested, and focused on practical application—not just classroom theory.
    Do I need prior Lean or takt planning experience to attend?
    No. Our programs cover foundational principles before moving into advanced applications.
    How quickly can I apply what I learn on real projects?
    Most participants begin applying new skills immediately, often the same week they complete the program.
    Are these trainings designed for both office and field leaders?
    Yes. We equip both project managers and superintendents with tools that connect field and office operations.
    What industries benefit most from LeanTakt training?
    Commercial, multifamily, residential, industrial, and infrastructure projects all benefit from flow-based planning.
    Do participants receive certificates after completing training?
    Yes. Every participant receives a LeanTakt Certificate of Completion.
    Is LeanTakt training recognized in the construction industry?
    Yes. Our programs are widely respected among leading GCs, subcontractors, and construction professionals.

    Superintendent / PM Boot Camp

    What is the Superintendent & Project Manager Boot Camp?
    It’s a 5-day immersive training for superintendents and PMs to master Lean leadership, takt planning, and project flow.
    How long does the Superintendent/PM Boot Camp last?
    Five full days of hands-on training.
    What topics are covered in the Boot Camp curriculum?
    Lean leadership, Takt Planning, logistics, daily planning, field-office communication, and team health.
    How does the Boot Camp improve leadership and scheduling skills?
    Yes. You’ll learn how to run day huddles, team meetings, worker huddles, and Lean coordination processes.
    Who is the Boot Camp best suited for?
    Construction leaders responsible for delivering projects, including Superintendents, PMs, and Field Leaders.
    What real-world challenges are simulated during the Boot Camp?
    Schedule breakdowns, trade conflicts, logistics issues, and communication gaps.
    Will I learn Takt Planning at the Boot Camp?
    Yes. Takt Planning is a core focus of the Boot Camp.
    How does this Boot Camp compare to traditional PM certification?
    It’s practical and execution-based rather than exam-based. You learn by doing, not just studying theory.
    Can my entire project team attend the Boot Camp together?
    Yes. Teams attending together often see the greatest results.
    What kind of real-world challenges do we simulate?
    Improved project flow, fewer delays, better team communication, and stronger leadership confidence.

    Takt Production System® Virtual Training

    What is the Virtual Takt Production System® Training?
    It’s an expert-led online program that teaches Lean construction teams how to implement takt planning.
    How does virtual takt training work?
    Delivered online via live sessions, interactive discussions, and digital tools.
    What are the benefits of online takt planning training?
    Convenience, global accessibility, real-time learning, and immediate application.
    Can I access the virtual training from anywhere?
    Yes. It’s fully web-based and accessible worldwide.
    Can I access the virtual training from anywhere?
    Yes. It’s fully web-based and accessible worldwide.
    What skills will I gain from the Virtual TPS® Training?
    Macro and micro Takt planning, weekly updates, flow management, and CPM integration.
    How long does the virtual training program take?
    The program is typically completed in multiple live sessions across several days.
    Can I watch recordings if I miss a session?
    Yes. Recordings are available to all participants.
    Do you offer group access or company licenses for the virtual training?
    Yes. Teams and companies can enroll together at discounted rates.
    How does the Virtual TPS® Training integrate with CPM tools?
    We show how to align Takt with CPM schedules like Primavera P6 or MS Project.

    Onsite Takt Simulation

    What is a Takt Simulation in construction training?
    It’s a live, interactive workshop that demonstrates takt planning on-site.
    How does the Takt Simulation workshop work?
    Teams participate in hands-on exercises to learn the flow and rhythm of a Takt-based project.
    Can I choose between a 1-day or 2-day Takt Simulation?
    Yes. We offer flexible formats to fit your team’s schedule and needs.
    Who should participate in the Takt Simulation workshop?
    Superintendents, PMs, site supervisors, contractors, and engineers.
    How does a Takt Simulation improve project planning?
    It shows teams how to structure zones, manage flow, and coordinate trades in real time.
    What will my team learn from the onsite simulation?
    How to build and maintain takt plans, manage buffers, and align trade partners.
    Is the simulation tailored to my specific project type?
    Yes. Scenarios can be customized to match your project.
    How do Takt Simulations improve trade partner coordination?
    They strengthen collaboration by making handoffs visible and predictable.
    What results can I expect from an onsite Takt Simulation?
    Improved schedule reliability, better trade collaboration, and reduced rework.
    How many people can join a Takt Simulation session?
    Group sizes are flexible, but typically 15–30 participants per session.

    Foreman & Field Engineer Training

    What is Foreman & Field Engineer Training?
    It’s an on-demand, practical program that equips foremen and engineers with leadership and planning skills.
    How does this training prepare emerging leaders?
    By teaching communication, crew management, and execution strategies.
    Is the training on-demand or scheduled?
    On-demand, tailored to your team’s timing and needs.
    What skills do foremen and engineers gain from this training?
    Planning, safety leadership, coordination, and communication.
    How does the training improve communication between field and office?
    It builds shared systems that align superintendents, engineers, and managers.
    Can the training be customized for my team’s needs?
    Yes. Programs are tailored for your project or company.
    What makes this program different from generic leadership courses?
    It’s construction-specific, field-tested, and focused on real project application.
    How do foremen and field engineers apply this training immediately?
    They can use new systems for planning, coordination, and daily crew management right away.
    Is the training suitable for small construction companies?
    Yes. Small and large teams alike benefit from building flow-based leadership skills.

    Testimonials

    Testimonials

    "The bootcamp I was apart of was amazing. Its was great while it was happening but also had a very profound long-term motivation that is still pushing me to do more, be more. It sounds a little strange to say that a construction bootcamp changed my life, but it has. It has opened my eyes to many possibilities on how a project can be successfully run. It’s also provided some very positive ideas on how people can and should be treated in construction.

    I am a hungry person by nature, so it doesn’t take a lot to get to participate. I loved the way it was not just about participating, it was also about doing it with conviction, passion, humility and if it wasn’t portrayed that way you had to do it again."

    "It's great to be a part of a company that has similar values to my own, especially regarding how we treat our trade partners. The idea of "you gotta make them feel worse to make them do better" has been preached at me for years. I struggled with this as you will not find a single psychology textbook stating these beliefs. In fact it is quite the opposite, and causing conflict is a recipe for disaster. I'm still honestly in shock I have found a company that has based its values on scientific facts based on human nature. That along with the Takt scheduling system makes everything even better. I am happy to be a part of a change that has been long overdue in our industry!"

    "Wicked team building, so valuable for the forehumans of the sub trades to know the how and why. Great tools and resources. Even though I am involved and use the tools every day, I feel like everything is fresh and at the forefront to use"

    "Jason and his team did an incredible job passing on the overall theory of what they do. After 3 days of running through the course I cannot see any holes in their concept. It works. it's proven to work and I am on board!"

    "Loved the pull planning, Takt planning, and logistic model planning. Well thought out and professional"

    "The Super/PM Boot Camp was an excellent experience that furthered my understanding of Lean Practices. The collaboration, group involvement, passion about real project site experiences, and POSITIVE ENERGY. There are no dull moments when you head into this training. Jason and Mr. Montero were always on point and available to help in the break outs sessions. Easily approachable to talk too during breaks and YES, it was fun. I recommend this training for any PM or Superintendent that wants to further their career."

    agenda

    Day 1

    Foundations & Macro Planning

    day2

    Norm Planning & Flow Optimization

    day3

    Advanced Tools & Comparisons

    day4

    Buffers, Controls & Finalization

    day5

    Control Systems & Presentations

    faq

    UNDERSTANDING THE TRAINING

    What is the Virtual Takt Production System® Training by LeanTakt?
    It’s an expert-led online program designed to teach construction professionals how to implement Takt Planning to create flow, eliminate chaos, and align teams across the project lifecycle.
    Who should take the LeanTakt virtual training?
    This training is ideal for Superintendents, Project Managers, Engineers, Schedulers, Trade Partners, and Lean Champions looking to improve planning and execution.
    What topics are covered in the online Takt Production System® course?
    The course covers macro and micro Takt planning, zone creation, buffers, weekly updates, flow management, trade coordination, and integration with CPM tools.
    What makes LeanTakt’s virtual training different from other Lean construction courses?
    Unlike theory-based courses, this training is hands-on, practical, field-tested, and includes live coaching tailored to your actual projects.
    Do I get a certificate after completing the online training?
    Yes. Upon successful completion, participants receive a LeanTakt Certificate of Completion, which validates your knowledge and readiness to implement Takt.

    VALUE AND RESULTS

    What are the benefits of Takt Production System® training for my team?
    It helps teams eliminate bottlenecks, improve planning reliability, align trades, and reduce the chaos typically seen in traditional construction schedules.
    How much time and money can I save with Takt Planning?
    Many projects using Takt see 15–30% reductions in time and cost due to better coordination, fewer delays, and increased team accountability.
    What’s the ROI of virtual Takt training for construction teams?
    The ROI comes from faster project delivery, reduced rework, improved communication, and better resource utilization — often 10x the investment.
    Will this training reduce project delays or rework?
    Yes. By visualizing flow and aligning trades, Takt Planning reduces miscommunication and late handoffs — major causes of delay and rework.
    How soon can I expect to see results on my projects?
    Most teams report seeing improvement in coordination and productivity within the first 2–4 weeks of implementation.

    PLANNING AND SCHEDULING TOPICS

    What is Takt Planning and how is it used in construction?
    Takt Planning is a Lean scheduling method that creates flow by aligning work with time and space, using rhythm-based planning to coordinate teams and reduce waste.
    What’s the difference between macro and micro Takt plans?
    Macro Takt plans focus on the overall project flow and phase durations, while micro Takt plans break down detailed weekly tasks by zone and crew.
    Will I learn how to build a complete Takt plan from scratch?
    Yes. The training teaches you how to build both macro and micro Takt plans tailored to your project, including workflows, buffers, and sequencing.
    How do I update and maintain a Takt schedule each week?
    You’ll learn how to conduct weekly updates using lookaheads, trade feedback, zone progress, and digital tools to maintain schedule reliability.
    Can I integrate Takt Planning with CPM or Primavera P6?
    Yes. The training includes guidance on aligning Takt plans with CPM logic, showing how both systems can work together effectively.
    Will I have access to the instructors during the training?
    Yes. You’ll have opportunities to ask questions, share challenges, and get real-time feedback from LeanTakt coaches.
    Can I ask questions specific to my current project?
    Absolutely. In fact, we encourage it — the training is designed to help you apply Takt to your active jobs.
    Is support available after the training ends?
    Yes. You can access follow-up support, coaching, and community forums to help reinforce implementation.
    Can your tools be customized to my project or team?
    Yes. We offer customizable templates and implementation options to fit different project types, teams, and tech stacks.
    When is the best time in a project lifecycle to take this training?
    Ideally before or during preconstruction, but teams have seen success implementing it mid-project as well.

    APPLICATION & TEAM ADOPTION

    What changes does my team need to adopt Takt Planning?
    Teams must shift from reactive scheduling to proactive, flow-based planning with clear commitments, reliable handoffs, and a visual management mindset.
    Do I need any prior Lean or scheduling experience?
    No prior Lean experience is required. The course is structured to take you from foundational principles to advanced application.
    How long does it take for teams to adapt to Takt Planning?
    Most teams adapt within 2–6 weeks, depending on project size and how fully the system is adopted across roles.
    Can this training work for smaller companies or projects?
    Absolutely. Takt is scalable and especially powerful for small teams seeking better structure and predictability.
    What role do trade partners play in using Takt successfully?
    Trade partners are key collaborators. They help shape realistic flow, manage buffers, and provide feedback during weekly updates.

    VIRTUAL FORMAT & ACCESSIBILITY

    Can I access the virtual training from anywhere?
    Yes. The training is fully accessible online, making it ideal for distributed teams across regions or countries.
    Is this training available internationally?
    Yes. LeanTakt trains teams around the world and supports global implementations.
    Can I watch recordings if I miss a session?
    Yes. All sessions are recorded and made available for later viewing through your training portal.
    Do you offer group access or company licenses?
    Yes. Teams can enroll together at discounted rates, and we offer licenses for enterprise rollouts.
    What technology or setup do I need to join the virtual training?
    A reliable internet connection, webcam, Miro, Spreadsheets, and access to Zoom.

    faq

    GENERAL FAQS

    What is the Superintendent / PM Boot Camp?
    It’s a hands-on leadership training for Superintendents and Project Managers in the construction industry focused on Lean systems, planning, and communication.
    Who is this Boot Camp for?
    Construction professionals including Superintendents, Project Managers, Field Engineers, and Foremen looking to improve planning, leadership, and project flow.
    What makes this construction boot camp different?
    Real-world project simulations, expert coaching, Lean principles, team-based learning, and post-camp support — all built for field leaders.
    Is this just a seminar or classroom training?
    No. It’s a hands-on, immersive experience. You’ll plan, simulate, collaborate, and get feedback — not sit through lectures.
    What is the focus of the training?
    Leadership, project planning, communication, Lean systems, and integrating office-field coordination.

    CURRICULUM & OUTCOMES

    What topics are covered in the Boot Camp?
    Takt planning, day planning, logistics, pre-construction, team health, communication systems, and more.
    What is Takt Planning and why is it taught?
    Takt is a Lean planning method that creates flow and removes chaos. It helps teams deliver projects on time with less stress.
    Will I learn how to lead field teams more effectively?
    Yes. This boot camp focuses on real leadership challenges and gives you systems and strategies to lead high-performing teams.
    Do you cover daily huddles and meeting systems?
    Yes. You’ll learn how to run day huddles, team meetings, worker huddles, and Lean coordination processes.
    What kind of real-world challenges do we simulate?
    You’ll work through real project schedules, logistical constraints, leadership decisions, and field-office communication breakdowns.

    LOGISTICS & FORMAT

    Is the training in-person or virtual?
    It’s 100% in-person to maximize learning, feedback, and team-based interaction.
    How long is the Boot Camp?
    It runs for 5 full days.
    Where is the Boot Camp held?
    Locations vary — typically hosted in a professional training center or project setting. Contact us for the next available city/date.
    Do you offer follow-up coaching after the Boot Camp?
    Yes. Post-camp support is included so you can apply what you’ve learned on your projects.
    Can I ask questions about my actual project?
    Absolutely. That’s encouraged — bring your current challenges.

    PRICING & VALUE

    How much does the Boot Camp cost?
    $5,000 per person.
    Are there any group discounts?
    Yes — get 10% off when 4 or more people from the same company attend.
    What’s the ROI for sending my team?
    Better planning = fewer delays, smoother coordination, and higher team morale — all of which boost productivity and reduce costs.
    Will I see results immediately?
    Most participants apply what they’ve learned as soon as they return to the jobsite — especially with follow-up support.
    Can this replace other leadership training?
    In many cases, yes. This Boot Camp is tailored to construction professionals, unlike generic leadership seminars.

    SEO-BASED / HIGH-INTENT SEARCH QUESTIONS

    What is the best leadership training for construction Superintendents?
    Our Boot Camp offers real-world, field-focused leadership training tailored for construction leaders.
    What’s included in a Superintendent Boot Camp?
    Takt planning, day planning, logistics, pre-construction systems, huddles, simulations, and more.
    Where can I find Lean construction training near me?
    Check our upcoming in-person sessions or request a private boot camp in your city.
    How can I improve field and office communication on a project?
    This Boot Camp teaches you tools and systems to connect field and office workflows seamlessly.
    Is there a training to help reduce chaos on construction sites?
    Yes — this program is built specifically to turn project chaos into flow through structured leadership.

    agenda

    Day 1

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    Outcomes

    Day 2

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    Day 3

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    Day 4

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    Day 5

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