What Is A Construction Phase Plan?

Posted on August 21, 2025August 21, 2025 by Danny Jiménez⁩

Read 7 min

What Is a Construction Phase Plan?

When we think of construction planning, most people picture one giant plan, one logistics plan, one org chart, one schedule, one everything. But in reality, the true core of a construction project is not the whole, it’s the phase.

A construction project is really just a collection of phases pieced together. If a takt or a takt wagon is the base unit for production calculations, then the phase is the base unit for all our planning.

This blog will break down why phases matter so much, how builders visualize them, and what you need in place to create a strong construction phase plan.

Construction Phases and Takt Wagons:

Imagine your project split into zones, and each zone made up of takt wagons (1, 2, 3, 4). When you draw this out, it creates a parallelogram.

A longer parallelogram means the project is moving slower.
A more vertical parallelogram means it’s moving faster.

This visualization is how we evaluate construction flow. The takt wagon gives us our production calculation base unit, while the phase gives us our planning base unit.

Sequence & Flow:

To know if you have the right phase plan, you first need the right sequence. This comes from your pull plan, the trades are sequenced and packaged there. Then, that sequence is compared zone by zone to check for flow.

A simple formula can help verify flow:

Takt Wagons + Takt Zones – 1 × Takt Time = Duration

At the end of every phase, don’t forget to check your buffers. Buffers protect against risk, and a good risk analysis should tell you how many buffer days you need.

Building the Base Framework:

Once your phase is defined, it becomes your framework. That framework leads into key activities:

3 months ahead → Perform your pull plan.
3 weeks ahead → Hold a preparatory (pre-con) meeting with trades.
Supply chain alignment → Ensure materials are ready and buffered.
During the phase → Look ahead 6 weeks and plan weekly work.

This cycle ensures every phase runs smoothly and predictably.

Projects = Phases

A project is nothing more than a combination of phases:

Mobilization.
Foundations.
Superstructure.
Interiors.
Exteriors.
Commissioning.

Each phase must be treated with the same rigor – team, plan, resources, environment, culture, and expectations just like the project itself.

Key Elements of a Strong Phase Plan:

A great phase plan includes:

Team → Org chart, with the right superintendents or leads for that phase.
Planning → Production plan, buffers, lookaheads, weekly work planning.
Resources → Materials, equipment, and logistics ready to go.
Environment → Proper site setup, safety, and open workspaces.
Culture & Information → Clear communication, visuals, risk analysis, and trade alignment.

When all these are phase-specific not just project-wide your plan is solid.

Final Thoughts:

A good phase plan ensures everyone can:

See as a group.
Know as a group.
Act as a group.

with total participation.

Key Takeaway:

A construction project is only as strong as its phases. By treating each phase as a complete unit with its own team, plan, resources, and buffers, you create clarity, flow, and reliability that drive the entire project’s success.

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 Know Every Trade? How Smart Supers Still Win The Jobsite

Posted on August 20, 2025August 20, 2025 by Danny Jiménez⁩

Read 8 min

Don’t Know Every Trade? How Smart Supers Still Win on the Job Site

This blog comes from a great question I received recently:

“Jason, I’m a new superintendent. I don’t know all of the scopes. How can I still win over the trades, collaborate with them, respect them, and succeed on the job site?”

It’s a legitimate concern. Even if you have a construction management degree, or you’ve spent your whole life in construction, there will still be trades you don’t fully understand. That’s normal and it doesn’t mean you can’t lead effectively. In this blog, I’ll share the exact process you can use to connect with trade partners and succeed on any project.

The Truth: Every Superintendent Feels This

Here’s something nobody says out loud: every single superintendent feels nervous about certain trades. We don’t know the ins and outs of all scopes, and that can shake our confidence.

Take me for example, I’ll admit it: electricity is still a mystery to me. Volts, ohms, three-phase systems… it feels like magic. But concrete? That’s my jam. I grew up around it, worked as a field engineer, and I know it inside out.

The point is: you don’t need to know every detail of every scope. In fact, trying to “control” a trade you don’t fully understand is the wrong approach. Instead, there’s a better pattern you can follow.

Step One: Build the Team

Your team isn’t just your project delivery team. It also includes your trade partners. Yes, they may work for different companies, but they’re still part of your team.

Connect with them. Respect them. Ask questions like:

“What can I do to support you?”
“How do you want to approach this?”
“What’s the sequence you need here?”

Here’s the secret: even the toughest, gruffest foremen want to be the expert. They want to help. They want to share their knowledge. If you already acted like you knew it all, you’d actually take away their chance to contribute.

So lean in. Ask good questions. Merge their wisdom with the rhythm of the job site. That’s how you lead.

Construction Is Like an Orchestra:

Think of construction as a large orchestra. The superintendent is the conductor, and the trades are the musicians.

Now, does a conductor need to know how to play every instrument? Of course not. But they do need to know how to read the music and keep the rhythm.

It’s the same for a superintendent. You don’t need to be the expert in plumbing, electrical, steel, or finishes, you just need to bring all the experts together and keep the project moving in harmony.

The Role of the Superintendent:

Here’s another critical point: the superintendent is not the senior-most foreman. The foreman is the senior-most worker.

If a superintendent tries to act like the lead foreman, they’ll micromanage, interfere, and step into areas they don’t belong. That slows everything down.

Instead, your job is to:

Keep the rhythm of the job site.
Shape the environment for productivity.
Feed the crews with the information and resources they need.
Maintain a clean, safe, and organized site.

Sometimes, knowing less about a trade helps you lead better because it forces you to focus on the big picture instead of micromanaging.

The Winning Pattern:

So, what do you do if you don’t know every trade?

Good. You’re not supposed to.
Focus on rhythm, flow, and environment.
Support your trade partners by asking great questions.
Provide them with everything they need.
Build strong relationships.

If you do that, you’ll earn respect, collaboration, and trust and that’s how you truly win as a superintendent.

Key Takeaway:

You don’t need to be an expert in every trade to succeed as a superintendent, your real strength comes from coordinating teams, fostering collaboration, and ensuring the right environment for crews to perform at their best.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Tools vs. People

Posted on August 20, 2025August 21, 2025 by Danny Jiménez⁩

Read 7 min

People vs Tools? You’re Asking the Wrong Question

Let’s talk about a debate that keeps popping up in construction circles, tools vs people. You’ve probably heard it said, “We focus too much on the tools we need to focus on the people.”

And to be honest, that’s not wrong.

Many lean practitioners warn against relying solely on tools like spreadsheets, processes, and systems at the expense of investing in people, culture, and behavior change. They’re trying to protect us from the trap of implementing systems without soul prioritizing procedures over people.

The Tools Should Serve the People

In my own experience at a large construction company, we saw excellent results when we combined lean tools with a strong focus on people:
Production increased
On-time completions rose from 66% to 88% and climbing
Training programs were thriving

But the moment leadership decided to keep the tools and ditch the people centric side no more teaching, mentoring, or development the entire system started to crumble. Tools without people is a hollow, unsustainable approach.

The Real Enemy Isn’t the Tool It’s Disrespect

Let me be clear, the problem isn’t tools. It’s how tools are used and more importantly, how people are treated while using them.

This isn’t about people versus tools.

It’s about people using tools in an educated, collaborative, and respectful environment against the cult of systematic disrespect for people.

Even Toyota, the poster child for lean, teaches that among the three enemies of productivity waste, unevenness, and overburden you should always eliminate overburden first.

In construction, overburden is rampant. We overload superintendents. We bury trades under impossible schedules. We use CPM as a shield to deflect blame and crash timelines instead of solving root problems.

That’s not a tool issue. That’s a behavior issue.

What the “Cult of Disrespect” Looks Like

Let’s call it what it is, the cult of disrespect in construction.

It’s when decision makers sit in their offices and never set foot on a jobsite but still demand unpaid overtime.

It’s GCs that protect their own profits while trade partners bleed.

It’s schedulers who only know how to crash timelines and blame foremen when the plan fails.

It’s designers who issue last minute changes without accountability.

It’s owners’ reps yelling at contractors like entitled toddlers who didn’t get their ice cream.

This toxic culture has its own commandments:

Overburden people.
Blame the younger generation.
Avoid personal accountability.
Build contracts that pass the buck.
Assume people are lazy or stupid.

This is the real enemy not the tools, but the mindset that people are disposable.

A Hammer Doesn’t Hurt People People Hurt People

A hammer is neutral. It can build or destroy depending on who wields it and how they use it. Tools don’t create toxic cultures people do.

The hard truth? It’s easier to attack tools than to challenge institutions, systems, and behaviors.

And that’s why I’m fine being the “Wicked Witch of the West” in construction. If that means standing up against the cult of disrespect, then sign me up.

who was branded as evil for refusing to comply with a corrupt system, I’ll keep speaking out because people matter.

So, sure, we can keep having the “people vs. tools” debate. But let’s not lose sight of the real fight.

The real fight is People vs Disrespect.

Key Takeaway

Tools are not the enemy. The real challenge in construction is combating the systematic disrespect for people. Sustainable success comes from empowering people to use tools in an environment that values collaboration, respect, and continuous learning.

If you want to learn more we have:

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

Discover Jason’s Expertise:

On we go

Why I Focus on People First

Posted on August 20, 2025August 21, 2025 by Danny Jiménez⁩

Read 8 min

Why I Focus on People First in Construction

There’s a natural pull in construction toward satisfying the client, pushing production, and chasing profits. But if you truly want to fix what’s broken in this industry, the solution starts with focusing on the resource side of the equation and by that, I mean people.

Lately, I’ve been appalled at what I call the good fight being lost, putting people second to profits and production. We’re prioritizing trade flow over actual workflow and it’s hurting us. Worse, I’ve seen so called lean experts talking about “value receiving units” in ways that show a deep lack of responsibility.

Let’s break this down.

The Real Flow, People, Not Just Zones

Some argue we should prioritize “value receiving time” and focus on optimizing the work. But here’s the truth: if you optimize only for the zone or the value received without caring for the workers who install that value you enter a downward productivity spiral.

You can’t build sustainable flow by ignoring the trades. If you overburden your people or sacrifice their wellbeing for the sake of “efficiency,” you’ll not only hurt your outcomes you’ll hurt people. Period.

The right way? Focus on merging resource efficiency and work efficiency. Respect the trades and the work. Optimize the entire system, not just what the client sees.

A Dr. Seuss Analogy That Fits Too Well

Remember The Lorax? The Onceler destroyed a thriving forest to build his business empire, ignoring every warning along the way. He prioritized production and profits over sustainability and it all came crashing down.

In our industry, the “Truffula trees” are our tradespeople. If we push them past the breaking point for speed or revenue, we’ll end up in a barren wasteland too burnt out workers, bankrupt trades, unsafe jobsites, and ultimately failed projects.

If the Onceler had focused on sustainability first, he could’ve built both a thriving forest and a sustainable business.

The Real Cost of Prioritizing Efficiency First

Let’s play this out.

If you prioritize people first, worst-case scenario, your project runs a little slower than target.
If you prioritize efficiency first, worst-case scenario, you overburden your trades, burn out your foremen, increase mental health risks, damage relationships, delay schedules, and lose money. Everyone suffers.

It’s not even a close call.

What “People First” Looks Like on the Job

If you want to build faster, stop obsessing over zones and charts. Instead, focus on:

Training trades and field leadership better
Preparing trade work packages with care
Designing for flow, not just cost
Equipping teams with the right tools
Adjusting takt time based on real needs
Collaborating through Last Planner and pull planning
Removing constraints instead of ignoring them

This is what real lean construction looks like. It’s built on respect for people, not exploitation of them.

A Word to Lean Professionals

Some lean advocates claim they’re prioritizing value-adding time because they’re focused on the end goal. But we’ve always known the goal, take care of the client, deliver efficiently, and support people.

The question isn’t the goal it’s how we get there.

And if your approach doesn’t involve caring deeply for the trades that build your projects, you’re not doing lean. You’re just doing production dressed up with buzzwords.

Final Thoughts

If you ever hear someone say, “We need to prioritize the flow unit (zone) over the resource,” be very careful.

We don’t build projects by optimizing zones. We build projects by supporting and empowering people.

I’ve proven this works time and time again from superintendent to field director to project director. And now, through our construction company, we’re showing that it’s not just possible it’s the future.

Key Takeaway

In construction, people must come before profits. Prioritizing production and efficiency at the expense of workers leads to burnout, inefficiency, and long term failure. Sustainable success happens when we respect and support trades, protect the workforce, and then build lean systems around that foundation. The best way to build faster and better is to focus on the people doing the work because when they thrive, projects thrive.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Making Projects Legally Successful, Feat. Andy Wyman

Posted on August 20, 2025August 20, 2025 by Danny Jiménez⁩

Read 9 min

How Contractors Can Set Projects Up for Success Legal and Communication Insights with Andy Wyman

In this blog, we dive into a powerful and practical conversation with construction attorney Andy Wyman, who shares his legal insights and business experience to help contractors and owners alike set their projects up for success. Andy’s firm, Wyman Legal Solutions, works with both contractors and owners, giving him a uniquely balanced perspective. Below, we’ve captured key takeaways and real-world advice from our recent discussion.

Communication is Everything From Day One

Andy emphasized one critical truth, most owners, especially residential clients, have no idea how construction projects work. They don’t know the process, the risks, or even the basics of what to expect. That’s where contractors can stand out immediately by becoming the “tour guide” for the project. Just as a law firm explains each step of a legal matter to a new client, contractors should clearly outline what will happen next, when, and why.

“This is the perfect opportunity for contractors to build trust. Don’t assume the owner knows the process walk them through it.”

This builds confidence, reduces fear, and can set the tone for a collaborative relationship. Communication upfront is the foundation for successful outcomes and fewer disputes.

Miscommunication, Most Lawsuits

Andy shared a sobering truth, nearly every construction dispute stems from poor or unclear communication. Whether it’s commercial or residential, unmet or unspoken expectations are usually at the heart of the problem.

This is why regular communication, clear expectations, and aligned goals between the owner and contractor (like conditions of satisfaction and project charters) are non-negotiable. Even something as small as missing a deadline without calling to explain can start the erosion of trust.

“How you do anything is how you do everything. Missing small deadlines without notice is a red flag.”

Be Proactive, Not Reactive Legally and Operationally

Legal problems often arise after things go wrong, but the best contractors are thinking about legal protection before the project starts.

Have a well drafted contract that sets clear, fair expectations and supports project success not just legal defense.
Understand lien laws in your state. For example, in Florida, subs must send a Notice to Owner within 45 days to preserve lien rights. That notice isn’t aggressive it’s smart business.
Present yourself as a professional. Your contract should be clean, consistent, and free from typos. Avoid Frankenstein documents stitched together from old templates and internet downloads.

“A sloppy contract tells a client you’re not a professional. A clean, clear, fair agreement sets the tone for everything.”

Contracts Should Enable, Not Divide

This is a key mindset shift: contracts should make collaboration easier, not create friction. The best contracts:

Clarify expectations
Define fair consequences
Include dispute resolution mechanisms on the ground so decisions can be made swiftly, without escalating into lawsuits

If a problem arises, you don’t want to default to court. A contract that empowers a local decision maker or neutral third party (before litigation or arbitration) can keep projects moving forward.

“Write a great contract and stick it in a drawer that’s the goal. You hope you never have to look at it again.”

Invest in Your Business Not Just Your Tools

Andy’s final challenge to contractors was simple but powerful, Treat your construction business like a real business.

This means having a team of trusted advisors: a construction attorney, business coach, accountant, insurance broker, and more. Many contractors got into the business because they were great with their hands but building a business requires a different skill set.

“Don’t look at professional help as a cost look at it as an investment in your business success.”

Final Thoughts

Success in construction doesn’t just come from doing great work it comes from building great relationships, having clear and fair contracts, and proactively managing risk before it turns into a problem.

Andy Wyman offered a deep, experienced perspective that blends legal savvy with practical, boots on the ground business wisdom. If you’re a contractor who wants to grow, lead, and protect your business, his message is one worth taking seriously.

Key Takeaway

Great construction projects are built on more than just skill they’re built on professionalism and clear communication. Establish trust early, clarify expectations, use professional, well drafted contracts, and proactively address risks. From the way you show up to how you handle delays or disputes, every interaction sends a message about your credibility. Contractors who lead with integrity, consistency, and professionalism are the ones who build trust, avoid litigation, and win repeat business because the best legal protection is not needing it at all.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Developing People, Feat. Donny Metcalf

Posted on August 20, 2025August 20, 2025 by Danny Jiménez⁩

Read 7 min

Unlocking the Creative Path with Thomas Arns

Thomas Arns, a remarkable thinker and leader who brought us insights on creativity, learning, and the power of approaching life as a path rather than a race. This conversation was rich with wisdom on how to balance structure and freedom, how to learn without limits, and how to lead ourselves and others with curiosity.

Thomas began by sharing how creativity has shaped his journey. For him, creativity isn’t a talent reserved for a few but a practice available to anyone willing to explore. He encouraged us to see creativity as a way of approaching challenges with openness instead of fear. In construction and in life, the problems are endless, but so are the creative solutions when we give ourselves permission to think differently.

One of the themes that struck me most was Thomas’s perspective on learning. He spoke about learning not as something we do to check a box, but as a lifelong process that builds depth over time. He reminded us that real growth happens when we move from simply consuming knowledge to actually applying it and then teaching it to others. That cycle of practice creates a culture where learning sticks and spreads.

Thomas also touched on the importance of curiosity. Rather than rushing through projects or trying to control every detail, he urged us to slow down and notice what is really happening. Curiosity is the fuel that allows us to see opportunities we might otherwise miss. It keeps us flexible, and flexibility is what keeps teams strong in the face of change.

Another insight he offered was about balance. In our industry, we tend to lean heavily on structure, process, and control. Thomas reminded us that too much rigidity suffocates creativity. The path forward is not to abandon structure but to use it as a foundation, a framework within which freedom and innovation can thrive.

Leadership, as Thomas described it, is less about directing others and more about walking the path alongside them. By modeling curiosity, creativity, and openness, leaders create permission for their teams to do the same. When people feel safe to experiment, to fail, and to learn, the environment shifts from one of fear to one of growth.

The final challenge Thomas left me with was to see life and work as a path rather than a destination. The path is where we grow, where we stumble, where we get back up, and where we discover new possibilities. It is not about arriving quickly but about walking well, step by step, with creativity and courage.

Thomas’s Top Insights

Creativity is a practice, not a talent reserved for a few
Learning sticks when we apply it and then teach it to others
Curiosity opens the door to growth and flexibility
Balance structure with freedom to allow innovation
Leadership is walking the path alongside your team
Fear limits creativity, safety fuels it
Life is not a race but a path where growth unfolds step by step

Key Takeaway:

Creativity is not a gift for the few, it is a practice for all of us. When we stay curious, balance structure with freedom, and approach life as a path to be walked instead of a finish line to cross, we unlock new possibilities for ourselves and for our teams.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

People Focused Productivity, Feat. Oskar Smeds

Posted on August 20, 2025August 20, 2025 by Danny Jiménez⁩

Read 6 min

From Patterns to Mastery with Nicholas Van Den Heuvel

Nicholas Van Den Heuvel, a fascinating thinker who brought us a new way of looking at growth: through patterns, reps, and the courage to break the mold. This conversation was loaded with insights on learning, leadership, and how mastery is really built.

Nicholas talked about how patterns run our lives, whether we’re aware of them or not. From the way we show up on the jobsite to the way we react under pressure, our habits define us long before we realize it. He challenged us to step back and ask: Are the patterns I’m repeating leading me toward growth, or keeping me stuck where I am?

What stood out to me was Nicholas’s courage to push against the “way things have always been done.” In construction, it’s easy to settle into rhythms that feel safe but limit our potential. He reminded us that growth often comes from disruption, from choosing to try something new, to fail fast, and to learn even faster.

One of Nicholas’s strongest points was around repetition. Nobody becomes great overnight. It’s the daily reps, the consistent practice, that carve the path to mastery. Whether it’s planning better, running effective stand-ups, or simply listening with more intent, the reps matter. Small improvements stacked over time create transformation.

Nicholas also emphasized becoming a student of learning itself. It’s not just about the content we consume, but about the way we absorb, apply, and teach it to others. That “say one, do one, teach one” cycle is how knowledge becomes wisdom, and wisdom becomes culture.

What struck me most was Nicholas’s humility. Instead of preaching leadership as a position or a title, he framed it as a pattern of behavior. Leaders model the reps they expect from their teams. When they show consistency, curiosity, and courage, those same traits multiply throughout the group.

Finally, Nicholas reminded us that real growth is uncomfortable. Patterns are safe, but courage is where breakthroughs happen. If we’re willing to step into discomfort, we can unlock potential that’s been sitting dormant all along.

Nicholas’s Top Insights

Patterns run our lives, so be intentional about which ones you follow
Growth comes from breaking molds, not staying safe
Daily reps are the foundation of mastery
True learning happens in the cycle: say one, do one, teach one
Leadership is behavior, not position
Humility and consistency multiply throughout teams
Courage always precedes growth

Key Takeaway:

Mastery isn’t about big leaps, it’s about patterns and reps. When we choose courage over comfort, break the molds that hold us back, and commit to daily practice, we transform not just our own leadership but the culture of our entire teams.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

The Right Order of the 8 Wastes, Feat. Adam Bean

Posted on August 20, 2025August 20, 2025 by Danny Jiménez⁩

Read 9 min

Unlocking Unused Potential with Adam “Beanie” Bean

I love Beanie’s perspective: instead of starting with overproduction as the “mother of all wastes,” he challenges us to flip the script and put unused or underutilized potential first. If our people aren’t fully engaged, if their creativity, skill, and insight aren’t being tapped, then the other seven wastes naturally follow.

Beanie shared stories of growing up in construction, learning hard lessons from his father, and later mastering principles of lean, scrum, and the theory of constraints. His emphasis? People over process. When we focus on autonomy, mastery, and purpose, we unleash the hidden potential of our teams, and projects transform.

From stand-ups to habits of daily learning, from “say one, do one, teach one” to the simple rule of “play the ball, not the player,” this conversation reinforced one truth: it’s not the giant breakthroughs that make us remarkable, but the small, consistent improvements practiced daily.

What really struck me is how often we overlook the talent already sitting in front of us. Instead of racing to hire outside help, how many times do we pause and ask if someone on the team could step up, contribute, and grow? That shift alone changes culture.

Beanie also emphasized the importance of building habits. Like going to the gym, leadership and lean thinking aren’t one-time efforts; they’re the result of daily reps. He reminded me that showing up consistently, even for 10 minutes a day, compounds into mastery.

Another golden nugget was his approach to conflict. He reframed it as a tool for growth rather than chaos. When teams “play the ball, not the player,” the energy shifts from personal attack to solving process problems. That kind of cultural change unlocks incredible momentum.

Finally, I left this conversation with a challenge to myself: to create more community. Tools, frameworks, and training are valuable, but real transformation happens when people connect, share, and hold each other accountable. That’s where potential is unleashed.

If there’s one thing I hope you take away, it’s this: unused potential is the real waste we must fight. When we invest in people, teach them to think differently, and trust them to lead improvements, everything else falls into place.

Key Takeaway:

The greatest waste in construction isn’t overproduction, it’s underutilized potential. When we flip the order and focus on people first, we unlock creativity, reduce waste at the root, and build better projects and better lives. Small reps, done daily, change everything.

Unlocking Unused Potential with Adam “Beanie” Bean

Key Takeaway:

The greatest waste in construction isn’t overproduction, it’s underutilised potential. When we flip the order and focus on people first, we unlock creativity, reduce waste at the root, and build better projects and better lives. Small reps, done daily, change everything.

Using the IPCS like a doctor

Posted on August 20, 2025August 20, 2025 by Danny Jiménez⁩

Read 5 min

The Integrated Production Control System as Doctors

Today I want to share something I have been thinking about a lot lately. The Integrated Production Control System, or IPCS, is not just another framework for managing projects. I see it as a kind of doctor for construction projects. Just like a doctor runs tests, analyzes the data, and prescribes preventative steps to stay healthy, the IPCS gives us a system to diagnose problems and keep our projects on track.

When I look at the IPCS, I see four main parts working together: First Planner, TAC Planner, TAC Production System, and Last Planner. Each of these has its own set of components, from building the right team, managing supply chains, and setting up culture, to steering and controlling with roadblock management, delays, and constraints. Put together, they create a full map of how a project can stay healthy.

What excites me most is that we now have books and scorecards for every one of these parts. On top of that, we have dashboards with checklists we can use on site. When I walk a project with this tool, it feels just like a doctor checking vital signs. Instead of guessing, I can see exactly where the weak spots are and prescribe preventative actions.

The key here is prevention. Too often, builders wait for problems to surface and then scramble to react. That is the equivalent of ignoring health until you end up in the emergency room. Master builders prevent. Subpar builders react. With IPCS, we can stay out ahead by running audits, strengthening our teams, and keeping our projects stable and healthy.

I even think back to when I was at my doctor’s office. She ran tests, gave me detailed results, and recommended small but powerful changes to keep me healthy. That is the model we need to apply on job sites. Not lagging indicators, not chaos, not fire-fighting. Prevention through data, clarity, and action.

If you want to build remarkable projects, start thinking of yourself as the doctor. Use IPCS to diagnose, prevent, and prescribe the right steps for your project. The difference between thriving and struggling is not in reaction but in prevention.

On we go.

Key Takeaway

Projects thrive when leaders use frameworks like the IPCS to diagnose and prevent issues before they appear. Prevention builds stability while reaction creates chaos.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Who Needs to Know, and Where Does It Go?

Posted on August 20, 2025August 20, 2025 by Danny Jiménez⁩

Read 6 min

Who Needs to Know and Where Does It Go

Welcome, everybody. I want to talk about something that I believe changes the way projects flow: asking the question, who needs to know and where does it go.

This habit started for me when I realized that just knowing information in my own head is not enough. On a construction project, clarity has to scale. If I read something on a drawing or hear something in a meeting, that information has to travel to the right people and the right places. Otherwise, it gets lost, and the project suffers.

One of the best habits that supports this is see one, do one, teach one. When I see something valuable, I try it. When it works, I teach it to others. That cycle helps me build momentum. But along with that, every time I learn or discover something important, I ask myself, who needs to know and where does it go.

Let me give you an example. Imagine finding a unique structural component in the foundation that is not typical for this type of building. It is not enough to say, okay, I know that now. The right approach is to share it with the team, the owner, and the developer, because it impacts preparation and timelines. And then it needs to be documented. It belongs in the schedule, in the procurement log, in the submittal list, and in the inspection register.

That mindset changes everything. Instead of information sitting in one person’s head, it flows into systems that the entire team can use. It becomes part of the plan.

In practice, this means using every available document and tool as a holding place for crucial information. Safety plans, production plans, job information brochures, logistics maps, zone maps, procurement logs, contracts, schedules, and registers. Each of these becomes a living record of what we know and how we will act.

This is what good planning looks like. Not just reacting but constantly asking the right questions and making sure important information is captured and shared.

So next time you come across something that matters, stop and ask yourself. Who needs to know? Where does it go? That simple habit can prevent chaos, increase clarity, and keep your projects on track.

On we go.

Key Takeaway

Information only adds value when it is shared with the right people and documented in the right places. Asking who needs to know and where it goes ensures clarity and alignment across the project.

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