Hiding in Bathrooms

Read 8 min

Why Workers Deserve Great Bathrooms on Every Project

I hope you are doing well. Today I want to share a short but important thought that has been on my mind for years: bathrooms on the jobsite. It may sound simple, but the way we treat workers in this one area speaks volumes about our culture, our respect for people, and the kind of environment we want to build.

The Power of Respect in Small Details

Every job since my time at the Cancer Center project, I have made it a point to provide great bathrooms for the workers. On one job, we built bathrooms inside the building on levels two and four. Once the permanent bathrooms on levels one and three were finished, we transitioned workers into those. They were clean, permanent, and a huge step up from what most jobsites usually provide.

On another project, we worked with a trailer company that gave us an eight-wide trailer for the price of a five-wide. That allowed us to build out a complex of bathrooms inside the trailer system itself. They were beautiful, fully functional, and the trades absolutely loved them. I even have videos of those setups because I was so proud of what we accomplished.

The Pushback and the Misconception

But every time I talk about this, I hear the same criticism. Some foreman or superintendent will roll their eyes and say, “If you give them nice bathrooms, the workers will just sit in there all day on their phones.” The first few times I heard it, I brushed it off, but the more I heard it, the more it bothered me. The comments were usually made in a dismissive or disrespectful tone, as if workers had no dignity and no pride in their work.

Let me be clear. That idea is completely wrong. I have provided beautiful bathrooms for over a decade, and never once have I seen workers hiding in them. People are not going to sit in a bathroom stall, surrounded by smells, just to waste time. It is not happening. And if someone ever did, that is not a bathroom problem, it is a cultural or hiring problem.

People Are Not Resources

This mindset comes from an outdated way of thinking about people. In the old era of construction management, workers were treated like resources, objects to push and measure. That scarcity mindset leads to ideas like withholding bathrooms to control behavior. But workers are not resources. They are human beings, and they deserve respect.

When someone says workers will just hide in a bathroom, it says more about how that person views people than it does about the workers themselves. In fact, providing a clean, comfortable bathroom is one of the simplest ways we can show respect. On some projects, we even added music and air fresheners. It made a difference, and the workers appreciated it.

A Challenge for All Leaders

If you still believe that nice bathrooms encourage laziness, I challenge you to rethink it. Build such good bathrooms that, yes, someone could hide in them. If they do, you now have visibility into a cultural or behavioral issue that you can actually address as a leader. But most of the time, you will simply find grateful workers who feel valued.

Nasty bathrooms are never the solution. They do not increase productivity, and they certainly do not foster respect. Providing great bathrooms is one of the simplest and most effective ways to create a jobsite culture built on dignity.

Key Takeaway

Workers deserve clean, comfortable bathrooms, and providing them shows respect while strengthening jobsite culture. Hiding is not a bathroom issue, it is a leadership issue.

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

You Are Not Urgent Enough

Read 6 min

You Are Not Urgent Enough

Welcome everyone, I hope you are doing well. I am excited to share this blog because it is about something I see holding teams back again and again. The truth is, most of us are not urgent enough. Last week I was at the ICBA conference in Vancouver, Canada. It was absolutely amazing. I met great people, delivered a keynote, and had the chance to connect in person with colleagues I have been interacting with on LinkedIn. Canadians are always sweet to me, and the experience was energizing. But when I got home and reflected, I realized urgency is the one thing we continue to miss on projects. Here is what I mean. I see this often in preconstruction. A team will say, “We are fine, we do not need to do that yet.” Then weeks later, they hit a massive delay because the foundation options were not properly planned. The same thing happens with commissioning. I remember one project where the experts insisted we had plenty of time. I knew we needed to start six weeks earlier, and I pushed for it. Later, the commissioning agent admitted I was right and said, “We were not urgent enough.” If I had not acted, the project would have missed substantial completion. This lack of urgency shows up everywhere. We say we will get to planning the concrete later, or that we can bring trade partners into the team a little further down the line. We wait too long to order materials, to get permits, to set up trailers, or to prepare for inspections. The result is always the same: false starts, interruptions to the supply chain, missing information, and wasted time. These problems usually do not come from the systems themselves but from the fact that we did not move quickly enough to get ahead. Urgency does not mean pushing people or burning them out. Urgency means planning with intention, acting early, and getting far enough ahead so that the team has what they need when they need it. As I like to say, we do not push people, we push with our planning. And that requires urgency. When you trace back many of the problems you face on projects, whether it is late materials, failed inspections, or a lack of coordination, you can almost always tie it back to not being urgent enough. That is why I am sharing this message. Not as criticism, but as a reminder. I want you and your projects to succeed, and urgency is one of the keys. We are not urgent enough. I am working on this myself, and I encourage you to do the same.

Key Takeaway

Most project problems such as delays, missed materials, or failed starts can be traced back to a lack of urgency. The solution is not to push harder but to plan sooner, deeper, and with greater focus.

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

A Bad Plan is the Makings of a Good Plan

Read 7 min

A Bad Plan is the Makings of a Good Plan

I want to share a concept that has shaped so much of the way I think and work: a bad plan is the makings of a good plan. This idea might sound counterintuitive at first, but when you step back and look at how learning and progress really happen, it makes perfect sense. I get feedback from people all the time who are starting out in the construction industry or who are moving into new roles. They ask, “How do I create the right plan when I’m new at this?” The truth is that your first plan probably won’t be perfect. In fact, it might be flat-out wrong. And that is not only okay, it is exactly what you need.

Why Starting Matters More Than Perfection

My business partner Kevin Rice says this to our engineers constantly: “A bad plan is the makings of a good plan.” He is right. What he means is that if you put something down on paper, even if it is incomplete or inaccurate, you now have something to work with. I have seen this firsthand in logistics plans, zone maps, and takt plans. When someone hands me a draft, I can review it, question it, and provide feedback. And almost every single time, after we debate and refine, the final product is better than if the person had waited until they felt it was “perfect.” Perfectionism kills momentum. Drafts create learning. Feedback loops are what make things excellent.

Lessons From Real Life

To make this more relatable, let me share a simple analogy. Nobody learns to kiss or make love by studying a manual or drafting a contract first. You learn by starting, paying attention, and adjusting to feedback. It might be awkward at first, but the process makes you better. Planning works the same way. You cannot wait until you think you have it all figured out. You have to start, test it, and improve along the way. I once reviewed a site logistics plan with Kevin that was completely wrong. We spent hours tearing it apart, challenging assumptions, debating, and rebuilding. By the time we were done, that plan became one of the best I have ever seen. And it only happened because we had a bad draft to begin with.

Overcoming the Fear of Getting Started

The real danger is not in creating a flawed first draft. The real danger is in being too afraid to start at all. Imagine missing out on learning how to do something you love simply because you refused to try. Planning is the same. If you never put down your first idea, you will never have the chance to shape it into something great. So when you are asked to prepare a logistics plan, a takt plan, or a strategy for a project, do not overthink it. Get it down on paper. Share it. Invite feedback. That is the path to creating something outstanding.

Key Takeaway

A bad plan is not a failure. It is the first step toward a great plan. Progress comes from starting, getting feedback, and improving, not from waiting until things feel perfect.

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

People Should Think You Are Dangerous

Read 6 min

Why an Effective Integrator Should Feel a Little Dangerous

I recently sat down with Kevin Rice and Kate Schroeder for a powerful discussion about integrators and what makes them truly effective on a job site. One of the most striking comments came from Kevin, who said that when you are doing your job well as an integrator, half the people in the room should think you are dangerous. That statement immediately caught my attention because it goes against the idea that being effective means always being agreeable.

What an Integrator Really Does

An integrator is someone we send on site to bring the Takt Production System and IPCS into a project. In simple terms, they are there to integrate proven systems with the team and help drive real results. They are not just observers or advisors. They are catalysts for change, there to ensure that processes are not just talked about but actually implemented.

But with that responsibility comes a challenge. Too many times, integrators or leaders fall into the trap of being either the savior or the sympathizer. They want to be liked, so they soften their approach, avoid difficult conversations, or allow bad behaviors to slide. At first glance, that feels like respect. But in reality, it can disrespect the entire team because it allows problems to continue unchallenged.

Respect Is Not the Same as Being Soft

Respect in this context does not mean avoiding accountability. It means having the courage to hold the line and the wisdom to say what needs to be said, even if it makes some people uncomfortable. When we choose silence for the sake of avoiding offense, we are often protecting our own feelings, not serving the team.

True respect is holding everyone accountable to the standard that will benefit the entire project. That is why an effective integrator will always make some people nervous. Those who are working in silos, cutting corners, or hiding behind dishonesty will feel threatened when someone sharp, strong, and unafraid of the truth steps onto the site.

Why Being “Dangerous” Matters

This is not about being toxic or heavy-handed. It is about being a strong, principled presence that others know will not look the other way when something is wrong. The people who are genuinely committed to the project will welcome this accountability. The ones who are looking out only for themselves are the ones who will feel the pressure.

As Kevin put it, integrators should be the people who raise their hands, ask the hard questions, and call out the problems that everyone else sees but no one wants to address. When done with respect and fairness, this creates the most stability, trust, and progress on the job.

Key Takeaway

An effective integrator is not just supportive but courageous. By asking the hard questions and holding the line, they create true respect and stability for the whole team, even if that makes some individuals uncomfortable.

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

CPM Is Not Great! And More….

Read 6 min

Designing What People Want

I hope you are doing well and staying safe out there. Today I want to share some thoughts about designing what people want and the balance between giving people exactly what they ask for and what they truly need.

Recently, I have been diving deep into research, talking with lean professionals, and reflecting on how products and systems in construction are developed. What I continue to see is that when we only focus on what people say they want, we often end up recreating the same old tools that do not solve the real problems. For example, if we only rely on user requests, most software developers in construction will just build a faster CPM scheduling tool. That may make money, but it does not push our industry forward.

Why Listening Alone Is Not Enough

There is a common quote attributed to Henry Ford that if he had asked people what they wanted, they would have said a faster horse. People often revert back to what they already know, not what will truly move them ahead. The same is true in construction. Many professionals ask for CPM tools or features that feel familiar, even though they are not what actually improves outcomes.

As I see it, the role of a builder, a leader, or a creator is not just to listen but also to interpret. Our responsibility is to merge what people want with what they need. A foreman, for instance, may not always ask for time to plan ahead, but when planning is prioritized, the crew performs at a higher level. Similarly, clients may not specifically ask for integrated systems or tact-based approaches, yet those are the methods that prevent problems and bring flow to projects.

Building the Right Balance

The real art is in striking the balance between immediate wants and long-term needs. This means staying close to clients and teams, observing where they struggle, and guiding them toward better solutions. In my own journey, I have become more convinced than ever that we cannot allow the industry to simply continue building faster versions of broken systems. Instead, we need to design for both customer desire and true industry progress.

I am convinced that the right path forward is combining genuine customer feedback with principles of production, flow, and planning that always deliver results. That is where real transformation happens.

Key Takeaway

We cannot only design what people say they want. The real progress comes when we blend what they want with what they truly need, creating solutions that both satisfy and elevate the entire industry.

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

We Don’t Blame People

Read 5 min

Always Blame the System, Never the People

In construction and in life, I have learned that it is far too easy to point fingers when things go wrong. But I truly believe that people are inherently good. The real problems do not come from the individuals themselves but from the systems, processes, behaviors, and cultures that surround them. Whenever I see someone blaming people, I see the damage it creates. It destroys trust, lowers morale, and creates toxic environments that are hard to repair. When I hold the system accountable instead, I find opportunities to make real improvements that actually help the people I care about. For me, respecting people means believing in their potential, standing up for them, and not letting broken or harmful systems hold them back. Whether it is unsafe practices, poor planning methods, or ineffective management tools, I feel a responsibility to challenge the process while protecting the dignity of those doing the work. I also know that telling the truth about broken systems is one of the most respectful things I can do. If I stay quiet, people continue to get hurt by methods that do not serve them. By speaking up, I help others avoid harm and open the door for growth. I have seen over and over again that leadership is about empowerment. Foremen, field engineers, and superintendents are closest to the work. They should be trusted and supported to prepare and execute work packages. To sideline them is diminishing leadership. To elevate them is multiplier leadership. This mindset is not always easy. It takes patience, and it takes investment in people. But I know the alternative is worse. If I blame individuals, give up on them, and tolerate broken systems, then nothing ever improves. The path I choose is to believe in people, work on improving the systems around them, and commit to creating a culture of respect.

Key Takeaway

I never blame people. I always blame systems, processes, cultures, and behaviors. People are inherently good and deserve respect, empowerment, and support instead of criticism.

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

Don’t Just Design What People Want

Read 6 min

Designing What People Want And Need

I want to share some thoughts about a common trap I see in both construction and software development: designing only for what people say they want.

In construction, if you ask most people what they want, they’ll often default to what they already know. That’s not a criticism, it’s just reality. For example, many will ask for a new CPM scheduling tool because that is what they are familiar with. But sticking with what is familiar often leads us back to the same problems we have always had.

There is a famous quote often attributed to Henry Ford that says if I had asked people what they wanted, they would have said a faster horse. The point is clear. True innovation comes when we balance what people want with what they actually need.

Why This Balance Matters

If we design only for demand, we risk creating solutions that look shiny but do not solve the real problems. In construction scheduling, for instance, the base must be built on principles like time by location, production control, and alignment of work in progress. That is what actually drives flow and results. From there, yes, we can add features that people want, like CPM exports or interface tweaks. But the foundation has to meet the need, not just the want.

Learning From Scrum and Lean Startup

Both The Lean Startup and Scrum emphasize staying close to the customer, testing, iterating, and refining. But iteration does not mean endlessly polishing the wrong thing. The classic sketch illustrates this perfectly. Instead of building half a car, then three quarters of a car, then almost a car, you build a skateboard, then a scooter, then a bike, and then finally a car. Each step delivers value while moving closer to the right solution.

In our industry, this means working with foremen, field engineers, and superintendents who plan the work at the frontline. It means relying on the people who are closest to the installation of work, rather than distant management layers or bloated software tools. It also means recognizing that our customers may not always know what to ask for until they see it in action.

Doing The Right Thing

I would rather see us create tools and systems that may not be the most popular, but that actually work. Systems built on flow, location based scheduling, and real production control. Systems that give superintendents and foremen actionable direction every day.

That is the path to true improvement in construction. Not just designing faster horses, but creating what will really take us forward.

Key Takeaway
The challenge is not designing only what people ask for. Real progress happens when we balance what they want with what they truly need.

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

Construction Apologetics

Read 6 min

Why I Care About This

I have been in construction at every level, from field engineer to superintendent. My heart is with the foremen and workers who do the real work on projects. When a foreman or trade partner gives me positive feedback, it means the world to me because those are the people I am here to serve and protect. That is why I take this conversation about apologetics so seriously.

Understanding Apologetics

Apologetics traditionally refers to defending a belief system, often in religion. I first encountered it through books that debated faith, belief, and criticism. What I learned was simple: criticism is not always bad. In fact, questioning and challenging institutions is essential when they hold power over people’s lives. The same applies in construction. If a system is being forced onto people through contracts or mandates, it must be open to scrutiny.

Why Construction Needs Critics

There are too many apologists in construction today, defending things like CPM, EVM, and sometimes AWP. These methods are not just optional tools. They are often mandated in contracts, written into government requirements, and used to control projects in ways that hurt people on the ground. Unlike the Last Planner System or Lean methods, which I believe can always be improved, CPM and similar systems are fundamentally flawed. They have become state-like powers in our industry, and that makes them dangerous.

My Personal Stand

I did not go looking for a fight with CPM. CPM got in the way of the work. I have seen it used as a weapon against good people who were trying to deliver great projects. That is why I cannot sit back and watch. It is my moral imperative to challenge it, criticize it, and work toward removing it from contracts where it harms rather than helps. Criticism in this case is not negativity, it is progress.

Moving Forward

I want to be clear that I am not against improvement or iteration. Lean practices, planning systems, and respectful management methods can and should always be improved. But there is no place for apologetics when a toxic system is forced upon workers and leaders in the industry. The time for defending outdated methods is over. The time for open criticism, innovation, and respect for people is now.

Key Takeaway

I believe it is our moral duty to challenge toxic systems like CPM, EVM, and AWP when they are forced upon us. True improvement comes when we stop defending broken methods and instead push for systems that actually respect people and deliver results.

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

Solutions for Constraints and Roadblocks in Construction

In construction, constraints and roadblocks are inevitable. They slow down production, create frustration, and can derail even the best-laid plans unless you have a system for handling them. Within the Takt production system, constraints are marked in orange and roadblocks in red. By setting up your office trailer and Takt steering and control boards, you create a system that not only identifies these problems but also gives you the tools to solve them.

Here are the strategies that can turn challenges into opportunities for flow and stability:

  1. Get It

If you don’t have what you need to create flow get it. Missing materials, tools, or resources should never be left unaddressed.

  1. Fix It or Adjust It

Sometimes the solution is as simple as fixing or adjusting what’s already in place. Whether it’s an improper Takt time zone boundary or a sequencing issue, adjustments with clear communication and visual instructions can quickly get things back on track. Remember: in construction, keeping a plan fixed just for the sake of a baseline doesn’t work. Adjust to reality.

  1. Remove It

If a problem is slowing you down, remove it completely.

  1. Adapt to It

Some issues like weather or owner changes can’t be avoided. A nimble team with stability built into their system can adapt and still maintain flow.

  1. Delay Strategies
  • Line of Balance Delay: Eat into an end buffer to maintain balance.
  • Isolation Delay: Detach a location or wagon and recover separately.
  • Sequence Delay: Adjust sequencing to keep work moving.
  • Rezone Delay: Change zone sizes to recover time without harming trade partners.
  1. Add Workable Backlog

Creating non critical work areas gives flexibility. Crews can swing into backlog work when delays occur, maintaining productivity and avoiding wasted time.

  1. Avoid Bad Habits
  • More Materials: Overloading the site only creates clutter and slows progress.
  • More Pushing: Pressure leads to chaos and toxic environments.
  • More WIP: Excess work in progress kills productivity.
  1. The Right Way

Sometimes you need more resources, but they must be the right ones; trained workers, proper tools, and capable equipment.

  1. Adjust Work Packages

Reconfigure crews or package trades differently. Small shifts in composition and sequencing can yield big results.

  1. Preplan

Nearly every issue can be avoided with solid preplanning. Fail to plan, and you plan to fail.

  1. Do Your Job

Don’t hide behind contracts or excuses. Do the right thing even when it’s uncomfortable. Teams and projects suffer when leaders prioritize “covering themselves” over delivering results.

 

The Recovery Hierarchy

When facing impacts, it’s better to remove roadblocks before absorbing them.

  • Amazing: Catch issues in the look ahead schedule.
  • Great: Catch them in the weekly work plan.
  • Good: Swarm and recover within the work package.
  • Fair: Eat into a buffer.
  • Dumpster Fire: Rush, push, and panic out of sync.

Rules to Remember

  • Maintain diagonal trade flow.
  • Do not dissolve logic.
  • Do not shorten durations.
  • Do not trade stack or overburden.
  • Always maintain one process flow.

And finally, understand the distinctions:

  • Trade Stacking: Too many trades in one space unsafe and unproductive.
  • Trade Burdening: One trade stretched across too many areas.
  • Trade Packaging: Intentional pairing of trades in one wagon (can be good).
  • Zone Transitions: Allowing overlap between zones when needed.

 

Key Takeaway:
Constraints and roadblocks are inevitable in construction, but they don’t have to derail a project. Success comes from having a system to address them through strategies like removing obstacles, adapting, rezoning, sequencing, workable backlog, adjusting work packages, and above all, preplanning. With the right approach, teams can maintain flow, reduce chaos, recover time, and keep projects moving forward without sacrificing safety, trust, or quality.

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 8 min

The Trade Partner Weekly Tactical (PART 1)

The Trade Partner Weekly Tactical is one of the most important meetings on a construction project. It brings supers, PEs, FEs, and trade foremen together with one purpose, to create a reliable weekly work plan, look ahead six weeks to make work ready, and remove roadblocks that threaten flow.

When this meeting is done right, only 20% of the time is spent making plans and 80% is focused on identifying and eliminating constraints. Remember, flow doesn’t come from pushing work, it comes from making work ready.

Here’s the structure of a successful Weekly Tactical:

  1. Positive Shout Outs

Every meeting should start on a positive note. Begin with shout-outs that recognize good work, collaboration, or progress. At first, the leader may need to provide most of the recognition, but over time, the team will naturally contribute. This builds trust and creates a culture of appreciation.

  1. The Lightning Round

Borrowed from Patrick Lencioni’s Death by a Meeting, the lightning round is a quick check in. Each participant gets 60 seconds to share small updates, minor issues, or items to add to the agenda. This clears distractions and ensures the most critical matters get priority later in the meeting.

  1. Safety Topic

A quick discussion of a safety item helps anchor the team’s focus on what matters most keeping everyone safe. Making safety a standing agenda item reinforces it as a core value, not an afterthought.

  1. Review the TAC Plan

Before diving into weekly details, step back and review the bigger picture. This includes:

  • Updates from strategic planning and procurement.
  • Key milestones and whether the team is aligned to meet them.
  • Production trends (via line of balance).
  • Upcoming pre-construction meetings.
  • The path of critical flow and buffer status.

This keeps everyone grounded in the overall project objectives.

  1. Review Last Week

Looking back helps the team learn and improve. Review last week to:

  • Track overall trends.
  • See if activities need to be pulled forward.
  • Identify PPC (Percent Plan Complete) variances and perform root cause analysis.
  • Capture corrective actions to prevent repeat issues.
  • Review key KPIs; buffer ratio, roadblock removal average, and handoff percentage.

This ensures unfinished work and lessons learned flow into the current plan.

  1. Review Current Progress

Since the Tactical happens mid-week, it’s important to check how the current week is going:

  • How has progress been so far?
  • Do adjustments need to be made?
  • Are activities at risk of slipping into next week?

With this context, the team is ready to build a reliable plan for the upcoming week.

  1. Create the Weekly Work Plan

This step is about coordination and commitment. The weekly work plan should approach 100% reliability, with trades deeply engaged and committed to their promises. The process includes:

  • Filtering weekly activities.
  • Discussing handoffs and readiness.
  • Documenting roadblocks as they’re identified.
  1. Finalize and Publish the Weekly Work Plan

Once refined, the plan should be displayed in a large, easy to read format that foremen can actually use in the field. A strong weekly work plan shows:

  • Activities by zone and trade.
  • Key handoffs and dependencies.
  • Spatial layout of work areas.
  • Commitments made between trades.

The plan should also support field walks, daily huddles, and visual tracking of progress. All lean systems are seeing systems the plan must be visible and practical.

This is only Part 1 of the Trade Partner Weekly Tactical. In the next section, we’ll cover more details on how to run this meeting effectively and keep flow strong throughout the project.

Key Takeaway

The Trade Partner Weekly Tactical isn’t just another meeting it’s the engine that drives flow. By focusing less on pushing tasks and more on making work ready, teams can align, commit, and remove roadblocks in real time. Done right, this meeting transforms chaos into clarity and keeps projects on track week after week.

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

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    Day 3

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    Day 4

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    Day 5

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