Anticipation Is the Ultimate Superpower!

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

Read 5 min

I’m going to talk about how anticipation is the ultimate power.

I’m here in Kelowna, British Columbia, Canada, at the High Street Ventures trade partner boot camp. Absolutely fantastic event with great people. Before I dive in, let me share some feedback I loved, someone wrote saying they watch my YouTube videos, they’re helpful, and they appreciate the value brought to the industry. That kind of feedback fuels me, so thank you.

Now, let’s get into it: anticipation is the ultimate superpower. At one of our boot camp simulations, a team struggled because they wanted to push activities without preparing. They blew through buffers, had bad quality, and ended up with rework that cost them dearly. When I forced them to stop, plan, pre-kit, and huddle, their simulation time dropped from 14 minutes to 6 minutes and 45 seconds. The shift was huge from reacting to problems to anticipating them.

That’s the key: we know what problems are coming on projects. Long lead items, recurring issues, these aren’t surprises. Reaction is like driving a train blindfolded and then scrambling to fix it after hitting a boulder. Anticipation prevents the boulder from ever stopping you in the first place.

Our industry tends to glorify “firefighter” leaders, people who rush in when things go wrong. But the real heroes are those who plan so well that chaos never happens. The safest, most consistent job sites belong to leaders who prevent problems before they arise.

Yes, planning costs money. It costs time. But not planning will always cost more lost contingency, overruns, stress, and chaos. Anticipation is the ultimate power. It keeps people safe, projects steady, and teams moving forward with confidence.

On we go.

Key Takeaway

Reaction leads to chaos, while anticipation creates power. The more problems are prevented, the smoother projects and life become.

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

Professional Concrete

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

Read 5 min

I’m going to cover a topic about concrete and excellence. It’ll be a quick blog, and I’m excited to be with you, so stay with me.

I’m in Florida at the PGA National Resort running a Super PM Boot Camp with 60 people. It’s exciting, exhausting, and so rewarding. Shoutout to Bill, Connor, and Hannah for sending me such kind words. That type of kindness makes a difference. Keep living like that, be kind, fight for equality, stand up for others and you’ll live a remarkable life.

Now, onto the topic. Last week I was in Vancouver, British Columbia, assessing a fantastic company called MarCon. Absolutely amazing people, family-owned, professional, safe, and on top of everything. As I toured their concrete structures, I noticed something I almost never see in the U.S. they clean, patch, and scrape immediately after stripping forms. No waiting. No leaving a mess for someone else. Everything is clean, organized, and finished right away.

That level of professionalism matters. Too often, forming crews leave behind rough edges, leaks, and messes, while finishing crews go over budget fixing problems that shouldn’t have been there in the first place. Why not clean it up right away? Why not patch, scrape, and sweep so the work is complete in one flow? That’s the mark of a professional crew.

I was taught a trick years ago during tilt-ups: mix Dawn dish soap with water, brush it on adjacent slabs before a pour, and it neutralizes cement stains. After the pour, instead of scraping and grinding stains off, you just sweep them away. People laughed at me, but the results spoke for themselves. The slabs stayed beautiful, no stains, no mess.

If you want to know the quality of a concrete crew, look at how they clean up after themselves. Excellence isn’t just about the pour, it’s about the finish, the details, and the pride in leaving behind work that looks as good as it is strong.

On we go.

Key Takeaway:

Professionalism in concrete work isn’t just about the pour, it’s about cleaning, patching, and finishing immediately. True excellence shows in the details and pride crews take in leaving work both strong and beautiful.

If you want to learn more we have:

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On we go

Misalignment between Reality & Plan

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

Read 6 min

First of all, I’m excited to be with you all. In this blog, I want to talk to you about what happens when our field plans are misaligned with reality.

I’ve got a little analogy for you, so stick with me. On a recent trip to West Palm Beach, Florida, I was using Apple Maps to navigate. And let me tell you, it was a nightmare. Wrong turns, missed lanes, detours everywhere. Nothing lined up with reality. The maps showed four lanes, but there were six. It showed two forks, but there were four. It was chaos.

That’s when it hit me: if you don’t know where you are, you don’t know where you’re going. And that’s exactly what happens in construction projects when the look ahead plans and weekly work plans don’t align with what’s actually happening in the field. All your tools, all your systems, tact, CPM, whatever become worthless if you’re not aligned.

The best projects are the ones where field conditions and the plans actually match. You know where you are, you see progress in real time, you catch problems right away, and you can anchor your path forward. Without that? Everyone’s moving in different directions, wasting time, and causing delays.

I’ve seen this too many times. I’ve even jumped into field walks with teams just to get alignment, to make sure everyone’s anchored in reality, that the trades are protected, and that the plan forward is actually achievable. Because scheduling isn’t just about creating a future path, it’s also about identifying problems in real time and fixing them.

And let me say this straight: too many people are quick to badmouth tact or last planner because they don’t understand it. They’ll make excuses, wrong industry, wrong project size, wrong examples. But the truth is, CPM isn’t working either. Most CPM activities don’t even finish on time. The system itself fails projects, stresses people, and creates chaos.

So, don’t blame the tools. The real issue is alignment. If you’re not aligning your plans with reality, nothing will work. And if you’re making excuses, you’re just wasting time, yours and everyone else’s.

I know I got a little snarky here, but it’s because I care. Alignment matters. It’s not optional. It’s the difference between wasting months in detours or actually getting where you need to go.

Love you all. On we go.

Key Takeaway

When reality and the plan don’t align, projects fall into delays and frustration. Success comes from constantly adjusting plans to match real conditions on the ground.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

How To Make A Catch Up Plan For Construction

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

Read 6 min

How to Make a Catch-Up Plan in Construction

Falling behind on a project happens to everyone. The question is: how do you recover responsibly? In this blog, I’ll share some do’s and don’ts, why traditional CPM schedules make recovery nearly impossible, and how Takt planning gives you built-in flexibility to stay on track.

The Problem with CPM Recovery Plans:

Let’s be honest, recovery inside a CPM framework is like trying to dry the ocean with a mop. Here’s why:

Trade stacking & trade burdening happen naturally.
CPM schedules are too complex for field teams to use.
Recovery becomes endless: baseline → delay → recovery plan → repeat.

The result? Stress, wasted effort, and frustration.

Why Takt Planning Works Better:

A Takt plan gives you a macro-level, single-page production strategy that’s actually usable in the field. Instead of wishful thinking, Takt builds recovery options directly into the system.

Here’s what makes it powerful:

Slowest responsible speed drives your plan.
Zones flow in sequence, creating a cascade.
Built-in buffers give you space between target and committed dates.

This way, recovery isn’t reactive, it’s already accounted for.

The Best Recovery Plan: Use Buffers

When delays happen, first ask:

Can we swarm it?
Can we use workable backlog or swing capacity?
Can we adjust responsibly without adding labor, stacking trades, working overtime, or rushing?

If not, simply eat into one buffer day. That’s the safest, most reliable path to recovery.

What If You Don’t Have Buffers?

If your project wasn’t set up with buffers, don’t panic, you still have options:

Adjust zoning – Smaller zones = faster overall phase.
Remove trade bottlenecks – Support the slowest trade so successors can move faster.
Eliminate zone bottlenecks – Redesign or simplify tough areas.
Use work packaging – Prefab, redesign, or rethink installation to ease constraints.
Double down on planning – Lean harder into pull planning, lookaheads, weekly work plans, material procurement, and full kits.

Often, the real recovery comes not from dramatic changes but from intensifying discipline in planning and preparation.

Key Advice:

Always see the path to finish.
Understand your options through production science.
Make calm, intelligent decisions.
Keep the jobsite stable, clean, and organized.

Rushing, adding labor last minute, overloading crews, or panicking only make things worse. Production-minded recovery is the way forward.

Final Thoughts:

Catching up in construction isn’t about brute force, it’s about smart planning. Takt planning, buffers, and disciplined execution give you the tools to recover responsibly.

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

Stop Signs & Opportunities – The Truth

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

Read 5 min

Problems Are Not Stop Signs

In construction, it is easy to look at obstacles and treat them as immovable stop signs. I have seen it happen again and again, especially when working with concrete crews. The moment I suggest shortening a cycle time or splitting a deck placement, the pushback comes fast: “It costs more,” “the pumps won’t work,” “the rebar won’t fit,” or “we can’t coordinate with the core.”

Here is the truth. Most of the time, those excuses are not backed by data. They are emotional decisions justified with logic after the fact. I have been in concrete my entire life, from hanging off columns 28 stories in the air to forming, finishing, and operating equipment. I know what can be done. What I ask for is simple: if you tell me something cannot be done, show me the numbers, show me the RFI, show me the analysis. Words are not enough.

Every challenge we face in construction is not a stop sign. It is a point of research. A shorter workday? That is an opportunity to rethink logistics. A tricky deck-to-core interface? That is a chance to innovate. Resistance from the team? That is the time to collaborate and break down assumptions.

Problems are not barriers meant to stop us. They are opportunities to test ideas, run the analysis, and prove what is possible. If you want to reject an idea, put it on paper first. Show the cost, the time impact, and the data. Otherwise, you do not know. In Elevate, we do not accept “we can’t” without proof. We trust but verify.

When we stop treating problems as stop signs and start treating them as opportunities for research, we unlock a new level of performance. That is when cycle times shorten, crews align, and projects gain rhythm.

Key Takeaway

Challenges on the job are not dead ends. They are opportunities for research and innovation. Do not accept excuses without data, demand analysis, numbers, and proof before saying “it cannot be done.”

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Visibility with all LPS Deliverables

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

Read 6 min

Why One View of the Plan is Never Enough

I recently had a breakthrough about why so many teams struggle with the Last Planner System. It hit me during a session when I was mapping out different plans: macro Takt plan, norm Takt plan, pull plan, look ahead, weekly work plan, and day plan. At first I thought of these as separate tools. Then I realized something powerful.

All of these deliverables are simply different views of the same plan. Each one exists for a specific audience, with a specific purpose. The macro Takt plan gives owners and executives the big-picture strategy. The pull plan shows the sequence and zoning so last planners can see how the work fits together. The look ahead reveals rhythm, flow, and roadblocks to make work ready. The weekly work plan highlights commitments and handoffs. The day plan makes the daily strategy visible for workers in a clear, visual way.

Here’s the problem I see on too many projects. Teams proudly put their pull plan on the wall and think they have visibility. But that is only one view out of six. Owners cannot see strategy. Planners cannot see production details. Foremen cannot see roadblocks. Workers cannot see the daily plan. You end up with one-seventh of the visibility you need, and the system feels broken.

If we want Last Planner to truly work, we must provide all the views. Macro and norm level plans should be visible in the trailer. Pull plans should be on the wall or screen. Look aheads and weekly work plans must be formatted for foremen to identify handoffs, commitments, and roadblocks. Day plans must be clear and visual for every worker on site. Zone maps and logistics plans should be up on the wall so teams can solve problems in real time.

There is no rule that says stickies have to be handwritten, or that they must be on a physical board. What matters is that the right people see the right view in the right format at the right time. When you create visibility across all seven deliverables, you give your team the full picture. That is when the Last Planner System actually works the way it was designed.

Key Takeaway

One pull plan on the wall is not enough. To truly make the Last Planner System work, you need every view visible, macro, norm, pull, look ahead, weekly work plan, day plan, and logistics. Each view serves a different audience and purpose, and together they create the full picture your project needs.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Principles of Preparation

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

Read 5 min

Don’t Start Until You Know You Can Win

I just got back from some incredible boot camps, and I want to share a few lessons that really stood out. These all come back to one theme: preparation. If we want to build projects that flow smoothly, we can’t just dive in and hope things work out. We must prepare properly, plan intentionally, and never start until we know we can win.

One lesson came out of a Takt simulation we ran. Teams were pushing, fumbling, and losing time. Instead of letting them fail, I told them to stop, practice, and rehearse until they could consistently hit the target. Once they did that, they crushed the time goal. The insight? Don’t begin the work until you’ve proven you’re ready. Preparation beats pushing every single time.

This also connects to how we run huddles. Morning huddles sound good in theory, but in reality they create shallow conversations because there’s no time to change much. Afternoon huddles are far more effective. They let teams solve problems, remove roadblocks, coordinate handoffs, and prepare for the next day with real planning. That’s when you stop reacting and start building flow.

Another key point:

People often believe that pushing harder gets you there faster. The opposite is true. Pushing creates chaos, idle crews, poor quality, and wasted effort. When teams learn to slow down, follow rhythm, and stick to tact, they suddenly start winning. True productivity comes from preparation, rhythm, and discipline, not frantic speed.

Finally, I realized again that you can’t make work ready if you don’t know how to build. A broker who just moves resources around but doesn’t understand layout, quality, safety, or preparation can’t set the field up for success. Builders prepare work. Brokers just push. If we want projects to flow, we must be builders.

These insights all tie into one simple principle: don’t start until you know you can win. Plan, prepare, and line everything up before you begin. That’s the difference between chaos and flow.

Key Takeaway

Preparation is everything. You cannot push your way to success. Projects only win when leaders slow down, plan properly, and refuse to start until they know the team can deliver with quality and flow.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

What Is A Work Plan In Construction?

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

Read 7 min

What Is a Work Plan in Construction?

I am so stoked about this blog because I get to break down what I believe a work plan in construction really is. The truth? A work plan is whatever you need it to be so your team has a full kit – everything required to finish the job without delays.

When you understand and apply this concept, you’ll start to see construction in a whole new way. Let’s dive in.

What Is a Full Kit?

Think of a work plan like a box. Inside that box, you should have:

People – the right team members, ready to go.
Plan – packaged and communicated.
Resources – tools, equipment, and materials.
Environment – a clear, safe space to work.
Expectations – especially around quality and safety.
Information – layouts, permissions, and contingency planning.

The bottom line: Don’t start a task until you’re ready to finish it.

Different Ways to Build a Work Plan:

Work plans don’t all look the same. Here are some common formats:

Handwritten sheets.
Full work packages in PDF or printed binders.
Visual kits or illustrated “IKEA-style” instructions.
Room-by-room prefab kits with everything you need.

The format doesn’t matter; the key is having a complete, ready-to-go kit.

Real-World Example:

On a bioscience laboratory project, we faced constant drywall changes at the end, what I call the “drywall gremlins.” To solve it, we pre-coordinated every utility, device, and wall in Revit, then pre-cut and prefabbed everything.

Each room had its own pre-kitted box; Room 210 had a labeled box with every device, fitting, and piece of conduit needed. Crews could simply grab a box and build. The result? Faster, smoother, and cheaper than rework.

Using Crew Boards:

On well-run takt projects, crews use a crew board with:

Front side: lookahead schedules, weekly work plans, daily plans, logistics maps.
Back side: prep meeting agendas, scorecards, success metrics.

Each pocket holds a different work package so crews can pull exactly what they need.

The Work Plan Process:

A strong work plan follows a repeatable process:

Appoint a leader.
Understand the mission.
Gather information (especially from your crew).
Make the plan collaboratively.
Communicate the plan clearly.

The goal? For your team to see as a group, know as a group, and act as a group.

Why Communication Matters:

One of the biggest lessons we can learn comes from Japanese lean culture: total participation. Everyone is aligned, everyone contributes, and nothing starts until the team is unified.

That’s why communicating your plan isn’t optional, it’s essential. It ensures your team moves in the same direction, together.

Key Tip:

If an activity takes X days, then you should spend half that time planning and prepping your full kit before starting. This planning gate prevents wasted time, rework, and frustration in the field.

Final Thoughts:

A work plan in construction isn’t just paperwork, it’s the difference between chaos and flow. Whether you use a handwritten sheet, a prefab kit, or a digital package, the principle stays the same: Don’t start until you’re ready to finish.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Lean Lies

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

Read 10 min

Lean Lies

Every time I walk into a training or boot camp, I find myself addressing what I call lean lies. These are ideas that get passed around in construction, sometimes even repeated by well-meaning practitioners, but they are simply not true. The problem is that when people believe these lies, they hold back projects, frustrate teams, and block the very results lean is supposed to deliver. Over time, I started writing these down. The list kept growing, and I realized these aren’t just small misunderstandings. They are deep misconceptions that create waste, chaos, and mistrust in our industry. Today, I want to unpack some of the most common ones.

Planning Too Soon

One of the biggest lies I hear is that you can “plan too soon.” In some last planner circles, people actually say you shouldn’t do too much predictive planning, or that you should wait until a three-week pull plan to really think about the work. That mindset is completely backwards. If you wait too long, you won’t have the supply chain lined up, you won’t have a strategic plan, and the last planners won’t be empowered to make meaningful decisions. All you’ll have is chaos. Strategic planning with tact and early alignment of the supply chain sets projects up for stability and flow. Planning late does nothing but guarantee reactivity.

Sticky Notes and Pull Planning

Another myth is that pull planning only works with physical sticky notes. I cannot tell you how many times I’ve heard, “If it’s not sticky, it’s not lean.” That is just not true. Virtual boards, when used properly, can be incredibly effective. In fact, they often give you better visibility, clearer handwriting, and faster sequencing. What matters is not who physically moves the sticky but whether the trade is owning and declaring the work. The best pull plans are built day by day, with each trade capturing their flow clearly, and with forward and backward passes to check against milestones. When this is done well, the stagger and diagonal trade flow are easy to see and manage. That is what creates rhythm, not whether a sticky is on paper or on a screen.

Morning Huddles

I’ve also spoken many times about foreman huddles. The lie I hear over and over is that morning huddles are the best way to prepare the day. The reality? Morning huddles create variation, wasted time, and materials that are not staged. The most effective huddles happen in the afternoon. That’s when you can reflect on the day’s performance, see what went wrong, and actually prepare for tomorrow. Workers leave the site knowing what to expect, and materials can be staged overnight. It makes for better flow, better accountability, and stronger results.

Implementing Lean Bit by Bit

Another common lie is that you can implement lean systems gradually, one small piece at a time. While it is true that you can improve bit by bit, you cannot implement a system that way. Lean is like a human body or an HVAC system. You can’t install just a heart or just a duct and expect it to work. You need the whole system in place, and then you can improve it step by step. Trying to “start small” by implementing only huddles or only visual boards without the larger system is like trying to drive a car without an engine. It won’t take you anywhere.

Other Lean Lies That Hold Us Back

There are dozens of other myths I see constantly on projects:

“People will naturally adopt lean.” Not true. At least a third of people will resist change, and leaders must set standards, incentivize adoption, and create accountability.
“Lean tools are bad.” Tools are not the enemy. Tools, when used correctly, bring philosophies to life. A philosophy without tools is powerless.
“Trades decide milestones.” The GC and owner decide milestones. Trades decide how to meet them. There is a huge difference.
“CPM can fit into lean.” No, it cannot. CPM violates production laws, disrespects people, and overloads systems with work-in-progress.
“Constraints and roadblocks are the same thing.” They are not. Constraints are part of the system and must be managed. Roadblocks are obstacles that must be removed.
“Lean is about cutting costs.” Wrong again. Lean is about investing upfront in planning, flow, and stability, which saves far more in the long run.

The Truth About Lean

The reality is that lean begins with respect for people and creating stability. From there, we build flow, visual systems, and a culture that supports continuous improvement. Lean is not instant, it is not easy, and it is not optional for leaders to delegate. If you are implementing lean, you must own it. You must live it. You must teach it. That is the only way it works. So the next time you hear someone repeat a lean lie, stop and ask yourself: is this belief helping us build stability, flow, and respect? Or is it keeping us stuck in old ways of thinking? Because lean works. But only if we commit to the truth.

Key Takeaway

Lean only works when it is implemented as a full system with respect for people and a commitment to truth. Myths and shortcuts weaken culture, but clarity and discipline create real transformation.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Examples of Pushing

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

Read 5 min

To my knowledge, unless someone signs up with our half-a-million-dollar-a-year retainer option or pays for a massive boot camp, this will be the last time I fly this year. The only exceptions would be a project with High Street Ventures in Canada or a trip to Japan with Paul Akers. I’m excited to be home, working on my health, and feeling good.

Recently, I went through some intense boot camps and assessments, and while they were amazing, they also left me reflecting deeply on how our industry still struggles with pushing versus pulling. I experienced it first-hand in an In-N-Out drive-through and at the airport. In both cases, people thought honking, rushing, and pushing would make things faster. But it didn’t. It caused chaos, frustration, and delays.

That same disease exists in construction. Pushing work, rushing crews, and forcing progress doesn’t lead to success, it wastes time and hurts people. Lean teaches us that flow is created through pull, not push.

Now, let’s connect this with another misconception: the belief that superintendents inherently “know how to run their jobs.” This is simply not true on the aggregate. Too many supers are still trained by the old system to rush, panic, and overload the project. They start too many areas at once, bring in too many crews, order materials too early, and push people until things break down.

Real superintendents, real leaders are system builders. They use Takt, Last Planner, and Scrum. They implement operational excellence and empower teams to deliver with flow and reliability. Companies cannot afford to let dissenting supers dictate whether a proven system gets implemented. The truth is, operational excellence is not optional if we want sustainable success.

The bottom line: pushing creates chaos. Building systems creates results.

On we go.

Key Takeaway

Superintendents don’t succeed by pushing harder or rushing people. Real leadership is about building systems with Takt, Last Planner, and Scrum, because flow and operational excellence, not panic, deliver projects successfully.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Key Takeaway

Problems Are Not Stop Signs

Key Takeaway

Why One View of the Plan is Never Enough

Key Takeaway

Don’t Start Until You Know You Can Win

Key Takeaway

Lean Lies

Planning Too Soon

Sticky Notes and Pull Planning

Morning Huddles

Implementing Lean Bit by Bit

Other Lean Lies That Hold Us Back

The Truth About Lean

Key Takeaway

Key Takeaway

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