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Don’t Be Afraid of the 2-day Takt Time

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

Read 6 min

Two-Day Takt Time: Why It Works and Why You Shouldn’t Fear It

We have been seeing more and more trade partners ask to move from a three-day takt time to a two-day takt time. This is exciting because it can speed up overall throughput and help us recover lost time on projects. However, I have noticed that this shift sometimes creates hesitation, especially from superintendents who worry about whether the logistics can keep up. Concerns about forklifts, material deliveries, scrap removal, and general site support are common.

In one recent situation, the team faced permitting and weather delays. Our lean tech team suggested moving to a two-day takt time instead of a three-day takt time. This would not just get the project back on track but actually put it 13 days ahead of schedule. The benefits were clear, yet hesitation remained.

Typically, I teach that three- to five-day takt times are a good starting point for teams new to the takt production system, while two- and one-day takt times work well for teams with more experience. In Germany, shorter takt times are common. What I did not expect was the level of fear that sometimes comes with the idea of shortening the cycle.

It is normal to be a little nervous, but here is the reality. The choice is not between a three-day and a two-day takt time. The choice is between a two-day takt time or a crash landing at the end of the project. Would you rather deal with aggressive but achievable pacing or face trade stacking, missed deadlines, and weekend work? A two-day takt time is a possible plan. It is challenging but doable with intentionality, teamwork, and discipline.

Changing this mindset is important. A project’s plan should not be dictated by one person’s comfort level but should be a decision made by the entire project team and trade partners. If fear of change could lead to schedule failure later, it is worth having the hard conversation now and making the right call.

We are moving toward faster takt times. At Lean Built, we started our first project knowing we could complete it with a three-day takt time, but we already have a path to two days and we are taking it. With the right buffers and planning, it is not just possible, it is better for the project and everyone involved.

Key Takeaway: Two-day takt times are not something to fear. They are a proven way to recover schedules, avoid chaotic endings, and finish strong without burning out crews.

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

Pre-kit, Not Same-kit

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

Read 6 min

Pre-Kit, Not Same Kit: A Lean Construction Mindset Shift

In this blog, I’m going to talk about the importance of pre-kit, not the same kit, and why this shift in thinking can transform how we plan and execute work.

We’ve discussed the concept of pre-kitting before. Pre-kitting means you do not start a task until you are ready to finish it. That means having all the tools, materials, equipment, labor, permissions, and information required to accomplish the task from start to finish.

The key point is that it is not pre-kit to just start. It is a pre-kit to start, do it, and finish it.

What Pre-Kit Really Means

In Lean Construction terms, we talk about working in a single process flow: plan, build, finish. Your kit should be prepared for all three of those stages. At Lean Built, our work package effort and trade partner preparation process (TP3) help teams achieve this.

As we move through buyout, preparatory meetings, inspections, and follow-up steps, we collect the information for the work package. By the end, we use a checklist of 17 key items to confirm whether we have a complete kit. If something is missing by the time we get past the look-ahead and weekly work plan, that is a roadblock and a red flag.

Why Same Kit Does Not Work

I grew up in a world of strict inspections and checklists with the Army Corps of Engineers, government quality control programs, and manufacturer startup lists. While these had value, they often became stale. Reusing the same checklist repeatedly without updating it turns it into the same kit rather than a true pre-kit.

Same kits are often walls of text, outdated, and generic. Human nature means that people stop actively processing them, and they lose their effectiveness. Pre-kitting, on the other hand, means creating a fresh, useful, frictionless set of instructions and resources for this specific job.

Designing a Useful Pre-Kit

When I design work packages, I use Canva to make them as clear, visual, and engaging as possible. The goal is to create information that trade partners will actually want to use. This means minimal text, lots of visuals, and custom-tailored content.

It is not about dumbing things down. It is about matching the format to how crews prefer to work. Many skilled tradespeople want to be hands-on, not spend time wading through unnecessary text. So we give them exactly what they need, in the way they want to see it.

The Bottom Line

Pre-kit means preparing the right information, in the right way, for the right job. It is about tailoring and refreshing content, not just reusing outdated checklists. If everyone on the crew starts with a true pre-kit, they are equipped to plan, build, and finish without unnecessary delays or mistakes.

Key Takeaway
True pre-kitting is about readiness to finish, not just readiness to start. Outdated, generic same kits slow projects down, while tailored, visual, and specific pre-kits empower crews to execute work efficiently and without roadblocks.

If you want to learn more we have:

Discover Jason’s Expertise:

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How To Show-up Like an A-hole PM

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

Read 6 min

How to Be an A-Hole Project Manager in Construction (and Why You Shouldn’t)

I’m going to talk about how to be an a-hole project manager in construction.

Let me be clear from the start: I love project managers. The reason for this blog is because I’ve seen destructive behaviors repeated in our industry over and over again, and I want us to spot them, call them out, and stop them. The tone here is tongue-in-cheek. I’m giving you a “how-to” list for being an a-hole so that you can do the opposite.

The A-Hole Playbook

Bully the trades. Treat them as inferior, throw your GC weight around, and make them feel like second-class humans.
Force cost reductions. Ignore the reality of their need to stay in business. Deny change orders, slash bids, and squeeze them until payroll hurts.
Play manipulative negotiation games. Twist “Never Split the Difference” into a win-lose weapon.
Be rude and disrespectful. Send curt, cold emails without even using their name. Make them dread seeing your messages.
Use abusive practices. Leverage bad systems like retainage, flawed contracts, and CPM scheduling to your advantage.
Blame others. Make sure mistakes land on the PE, the super, the designer, anyone but you.
Micromanage everything. Constantly check on work that isn’t due yet, eroding trust and morale.
Withhold information. Keep drawings and updates to yourself, then act surprised when things go wrong.
Set unrealistic deadlines. Demand the impossible, then use failure as ammunition.
Ignore safety. Brush off safety concerns until someone gets hurt, then blame the crew.
Change scope constantly. Shift directions mid-job without warning.
Trash talk trades. Stir up drama between crews and talk about them behind their backs.
Lie about change orders and payments. Hold back money to exert control.
Lead by absence. Show up late, leave early, and only appear to criticize.

If you follow this list, you’ll build resentment, destroy trust, and damage careers, including your own. Sadly, I’ve witnessed each of these behaviors far too often.

Why This Has to Stop

This isn’t just bad leadership. It is toxic to the industry. It erodes relationships, destroys collaboration, and puts projects at risk. My hope is that we can make these behaviors so unacceptable that they disappear from our job sites. Respect for people isn’t optional. It is the foundation of sustainable, high-performing teams.

Key Takeaway

Bad PM habits like bullying, micromanaging, and manipulating trades aren’t just unprofessional. They are industry poison. Learn to spot these behaviors, refuse to tolerate them, and lead with respect instead.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

The Last 5%

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

Read 7 min

The Last 5% – Why We Struggle to Finish Strong

In this blog, I’m going to talk about the last 5%.

This is something I’ve struggled with personally and something I’ve seen over and over again in our industry. Early in my career, before I learned to keep a to-do list and develop a strong personal organization system, my PM and superintendent would constantly remind me: “Jason, it’s the last 5%.” I was great at starting tasks, but not so great at finishing them completely.

At the time, I didn’t want to hear it. I thought it was nitpicking. But looking back, they were right. I’d leave tools lying around, drawings unmarked, checks undone. I’d stop once the “main” part of the job was done and overlook those final steps that make all the difference.

What is the Last 5%?

The last 5% means:

Putting tools away where they belong
Tidying the drawing after the change is made
Double-checking the measurements
Completing the inspection and documenting it properly
Verifying the submittal is complete and approved
Making sure the day plan actually gets into the worker huddle’s hands

It’s the part of the process that ensures the work is truly complete, not just “good enough for now.”

Why It Matters

In Lean terms, true excellence is plan, build, finish, and the “finish” part has to be 100%. Skipping the last 5% is like leaving a puzzle missing the final piece. From the outside, the job looks nearly done, but it’s incomplete, unpolished, and vulnerable to defects or delays.

The truth is, many of the issues we see on jobsites aren’t because people didn’t start well, they’re because they didn’t finish well. The missing detail becomes a rework item. The unchecked measurement leads to an error in the next phase. The incomplete documentation causes confusion down the line.

How to Build the Habit

Finishing the last 5% is a discipline, and like any discipline, it can be taught and developed:

Personal Organization Systems – Use to-do lists, checklists, and Lean planning boards to make sure tasks are carried through to completion.
Mentoring – Teach newer team members to always think in terms of “plan, build, finish.”
Accountability – Supervisors and foremen should actively look for the last 5% and call it out when it’s missed.
Culture of Completion – Make “the last 5%” a common saying on your site, so everyone understands it’s non-negotiable.

A Real-World Example

I’ve been watching a home inspection influencer here in Phoenix, and every video is a masterclass in spotting the last 5% left undone: missing grout, insulation gaps, cracks that weren’t sealed, sloppy finishes. None of these things take much time to fix, but they were skipped. And skipping them undermines the professionalism of the entire job.

If we want to be truly Lean, we need to model the last 5% ourselves, teach it to our teams, and make it part of our identity as builders. Finishing well isn’t just about looking good, it’s about quality, safety, customer trust, and pride in our work.

Key Takeaway

In construction, success isn’t just about starting strong, it’s about finishing completely. The “last 5%” is where quality, safety, and professionalism live, and we must make it a habit to see every task through to the very end.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

The “It’s Not That” People

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

Read 6 min

Beware of the “It’s Not That” People

In this blog, I’m going to cover the “It’s Not That” people.

I’m outside writing this, my wife’s in the office because her computer is down, and the cleaners are here. If you hear birds chirping in the background, that’s why.

Last week, we ran SuperPM Boot Camp with 40 attendees. It was an incredible session, thanks in large part to my co-trainer, Mr. Montero, but also exhausting. The more technical it gets, the more it depends on the instructor staying ahead of the group. I ended up sick and am now nine blogs behind, but I’m catching up.

The Problem with the “It’s Not That” Crowd

This isn’t me being petty, this is about clarity and truth. You’re the only one who can decide what’s true for you, but we all have a responsibility to communicate accurate, clear information. As Brené Brown says, “Clear is kind, unclear is unkind.”

Recently, I’ve noticed a marketing trend where people make big, provocative statements:

“Takt is not about flow, it’s about finding things that will prevent flow.”
“Takt control is not about meetings.”
“Lean is not about tools or processes.”
“Construction software should not depend on Excel.”

But then, if you read further, they end up saying the opposite:

The whole point of finding things that prevent flow is… to protect flow.
Takt control does involve short, focused meetings to manage field flow.
Lean tools and processes should lead to respect for people.
And yes, their software exports to Excel.

This “shock and awe” approach might be good for clicks, but it confuses people and distracts from what’s actually important.

The Real “It’s Not That”

If you hear someone say, “It’s not that,” ask yourself:

Is it a real warning?
Or is it just a sales hook?

For me, the only legitimate “It’s not that” is when something hurts people.

Let’s be clear:

Flow doesn’t hurt people.
Excel doesn’t hurt people.
Tools, systems, processes, if they help people, don’t hurt people.
Short, focused meetings to coordinate work don’t hurt people.
CPM, however, can and does hurt people. It causes overburden, late nights, and unrealistic schedules that burn people out.

That’s why I’ll say “CPM is not the right tool” without hesitation. It’s not about nitpicking, it’s about eliminating systems that consistently disrespect people.

Use the Right Tools for the Right Reasons

We should be able to use any tool, system, or process flow, meetings, Excel, takt, you name it, for the benefit of people. The litmus test is simple:

If it systematically disrespects people, it’s an “It’s Not That.”
If it doesn’t, then use it with common sense and human dignity in mind.

Key Takeaway

Don’t fall for “It’s Not That” statements unless they’re pointing to something that truly harms people. Marketing shock tactics create confusion, focus instead on using tools and processes that protect dignity, promote flow, and respect the humans doing the work.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

How to Treat Interns

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

Read 6 min

How to Use Interns the Right Way

In this blog, I’m going to talk about how to use interns. This topic came up at bootcamp, and even though I’ve talked about it before, it’s still a massive problem in our industry. An attendee told me: “Jason, when we get interns, our company just says, ‘You can come to the project site and do paperwork.’” And not even useful paperwork, just busywork no one else wants to do. That mindset is broken.

We Need People, So Let’s Treat Interns Like the Future

Right now, there are plenty of people who want to work in construction. I get contacted almost daily by people wanting to get into construction management, but recruiters won’t give them a shot because they lack a degree or five years’ experience. When I was at Hensel Phelps, we didn’t care about that. We cared about core values and mindset. We could train the right person into a great team member, whether they came from finance, performing arts, the craft, or anywhere else. But many companies today are stingy with people. They lean on staffing, then wonder why work is late. If you can’t run a full-blown training program, your intern program becomes your pipeline. And if that’s the case, you’d better make it count.

How to Treat Interns

Welcome them. Make them feel at home from day one.
Equip them. Give them a desk, a computer, and the tools they’ll need.
Train them on real work. Simulate the actual job they’d do if they were full-time.

Forget the “make them pay their dues with crap work” approach. Hard work should be the proving ground, not poor conditions. When I get an intern, they’re outside running total stations, doing level work, creating lift drawings, writing RFIs, processing change orders, reviewing submittals, and real work. If anything, the biggest “complaint” is that they’re doing full project engineer tasks while being paid as interns. That’s a conversation I’m happy to have.

Why the Old Boot Camp Mentality is Outdated

Movies like Full Metal Jacket made it seem like screaming at people and breaking them down was the way to train. But even the military doesn’t do that anymore, not in the same way. Modern training is about support, technology, and engaging people so they can perform at their best. The “treat interns like crap” mentality needs to die. Interns are an investment in your company’s future, not a cost to be minimized. Bottom line: Respect interns, train them on real work, and give them the resources they need. That’s how you build the next generation of talent and keep them in the industry. On we go.

Key Takeaway

An intern program isn’t busywork, it’s your talent pipeline. Treat interns with respect, equip them with the right tools, and train them on meaningful work, and you’ll build skilled, loyal team members for the future.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Best Intentions—Wrong Inputs

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

Read 7 min

Doing Your Best with the Wrong Inputs

I’m going to talk about doing your best with the wrong inputs.

LeanTakt is doing great right now. We work with large general contractors in commercial construction, projects that don’t slow down right away when a recession hits. And because we help projects remain financially stable and successful, our service is still needed even in tougher economies.

Still, I’m already hearing from people on the West Coast whose businesses are struggling because of tariffs and paused projects. Things are getting chaotic. Our Lean Belt project is still moving forward, but now we’ve gone from “fun and exciting” to “hard and grindy.” And I know for many of you, especially in residential and multifamily sectors, the economic shift is hitting hard.

That’s why today’s topic is important, because whether it’s in business or in life, you can work incredibly hard but still get the wrong results… if your inputs are wrong.

The Problem with Wrong Inputs

Let me share a few examples.

Example 1: A loving, considerate feminist debates her brother, an avid Andrew Tate follower who believes men should control women. Both are doing their best, but their “input” beliefs are completely different, one based on equality, the other on patriarchal control. The output? Endless arguments that never lead anywhere.
Example 2: A trade foreman storms into a meeting defensive and combative. His inputs? Years of being abused by general contractors, never being treated well, always feeling victimized. Yelling is the only thing that’s worked for him before. Wrong inputs, wrong outputs.
Example 3: Jordan Peterson’s public arguments. His data set focuses on male-driven environments and toxic religious underpinnings, excluding diverse and equal-opportunity contexts. He’s intelligent and persuasive but his inputs bias the outputs.

Why Inputs Matter

Our beliefs, experiences, and learned habits form our “inputs.” These shape our actions, attitudes, and results, our “outputs.”

The good news? Inputs can be changed.

I learned this firsthand. Early in my career, I believed I could work endless hours, boss people around, use them like resources, and skip education and structure. That mindset nearly got me fired.

Then I replaced my inputs:

The Hensel Phelps philosophy
Construction Surveying and Layout by West Crawford
Moral and ethical standards
How to Win Friends and Influence People by Dale Carnegie
Getting Things Done by David Allen
Tony Robbins, Jim Collins, Patrick Lencioni

Better inputs led to dramatically better outputs.

Seeing Others Through Their Inputs

When someone is failing, struggling, or even being difficult, ask:

What are their inputs?
Are they doing their best from a flawed or limited starting point?

If you can identify the wrong inputs and help change them, you can transform the outputs without manipulation, always aiming for a win-win.

The Big Picture

Human brains aren’t fixed-code computers, they’re advanced learning machines. They reflect the environment, systems, and beliefs they’ve been exposed to.

That’s why the woman raised in abundance may see stealing as immoral, while a woman in poverty may see it as a necessary act to feed her children. Different inputs. Different outputs.

Our job, if we want better teams, better projects, and better relationships is to engineer the right inputs for ourselves and for others.

Key Takeaway

You can work hard and still fail if your inputs are wrong. Success comes from consciously replacing flawed beliefs, habits, and information with better ones and helping others do the same.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

They Clean up When We Show up

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

Read 6 min

When a Job Site Only Cleans Up for Visitors, How to Turn It Into a Win

In this blog, I’m going to talk about a commonly perceived situation: when the bosses stop by the job site, everyone cleans up, and then it reverts back to its normal state. Basically, “clean up when they show up.”

I want to make the point that this can actually be turned into a good thing.

I saw a post recently that sparked this thought. It asked, “What does your job site look like on a normal day versus when leadership visits?” If a leadership team only visits once every few years and the site is clean only on that day to showcase a lie, that’s bad. But from a system and human behavior standpoint, this scenario can actually become a positive.

Human beings are social creatures. Culture eats strategy every time. If a team cleans up and organizes when leadership or a visitor shows up, they know what’s expected. The problem isn’t the behavior, it’s the frequency.

How to Make It Work

If visits happen once every three years, there’s no habit formed. But if leadership or a respected authority figure comes by regularly, say once a month,something changes:

They clean up for the visit – even if it only lasts three days.
Next time – maybe it stays clean for five days.
After a few cycles – people start to question why they can’t keep it clean all the time.
The clean-up becomes a habit – and the culture shifts toward continuous organization and operational stability.

The key is regular, meaningful visits from someone with both influence and a touch of authority, enough to set expectations without creating a rigid, stifling environment. I call it “a gallon of influence and a teaspoon of authority.”

Instead of mocking the “clean up for visitors” mindset, we can use it as a cultural lever. Social groups already influence behavior, whether in gangs, clubs, religious organizations, or political movements. Why not harness that same social dynamic for something positive, cleanliness, organization, respect, kindness, service, and growth?

So, if your job site cleans up every time the bigwigs arrive, great. Let’s make it a habit. Combine consistent leadership visits with a clear standard, and over time, you’ll embed cleanliness and organization into the culture itself.

On we go.

Key Takeaway

If a job site cleans up for visitors, that’s a sign they know the standard. Increase the frequency of visits, add a touch of authority, and you can transform a reactive behavior into a lasting cultural habit of cleanliness and operational stability.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Red Flashing Lights

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

Read 7 min

Blinking Red Lights, Why Projects Fail Without Them

In this blog, I’m going to talk about blinking wow blinking red lights. Stay with us. Just to clarify the topic for today, Kevin gave me a really neat analogy about the control panel on a vehicle, and I wanted to share it here. It was so good. Before we dive in, I want to share some feedback from a reader: “I’m a struggling assistant superintendent because I feel like I got in the door with very little qualifications. I don’t have much field experience and zero collegiate backing. What I do know is God put me in the position, and I am to do something great with it. I’d like to talk with you more about how I can excel in this industry. I plan to start reading more books and listening to your blog in the morning, but I know I’d benefit from a mentor.” First off, Yes, I super love mentoring. Anytime somebody needs help or a mentor, let me know. I’m not more important than anyone else, I’m just doing my best to share what I’ve learned and help where I can. On another note, we’ve just reached 40,000 subscribers on LinkedIn and are almost at 40,000 on YouTube. It’s been five years, a lot of investment, and countless hours of work. Is it worth it? Yes, for the impact. Easy? Absolutely not. But I’m committed to pushing through the current economic challenges, keeping LeanTech strong, and proving we can take care of people, stay profitable, and do it the right way.

The Analogy

Kevin’s analogy is this: Not having a macro-level takt plan for your project is like driving a car without headlights or a dashboard. Think about it:

Headlights let you see ahead, like a long-range, strategic plan.
Dashboard indicators (speed, RPM, fuel, temperature) are your KPIs. They tell you if you’re overburdened, underpowered, or in danger of breaking down.
Blinking red lights are your warning signals, procurement problems, missed constraints, unresolved roadblocks.

Without them, you’re blind. I had a real-world reminder of this recently. My Ford truck didn’t display the oil-change warning light, and when my son checked it, we were four quarters low, one quart away from engine damage. On a project, that’s the equivalent of running your team into burnout without realizing it.

The Lesson for Construction

Your macro-level takt plan, normal takt plan, and supporting KPIs are those “blinking red lights” for your project. They warn you before problems escalate. Without them, you’re driving or building blind. If you don’t see your problems early, you’ll crash-land the project, burn people out, and fail to deliver. We’ve got to have those red lights. On we go.

Key Takeaway

A well-structured takt plan and clear KPIs act like a car’s dashboard your project’s early-warning system. Without these “blinking red lights,” you risk running blind and damaging both your people and your project.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Focus on your Good Jobs more than your Bad Jobs

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

Read 7 min

Why “If It Ain’t Broke, Don’t Fix It” Is Holding You Back

In this blog, I want to share something that’s been weighing on my mind lately especially as I’ve crossed into my 40s and realized just how much energy and time it takes simply to maintain your physical and mental health. The truth is, by the time you hit 40–45, you’ll spend at least a few hours every day just taking care of your body. And that’s if you kept up with your health before then. If you didn’t, you’ll spend even more catching up.

So if you’re younger, take it from me: start taking care of yourself NOW. Don’t let it get bad and then fix it because digging yourself out of a hole is much harder than never getting into it.

All of that ties directly into the main mindset I want to challenge in this blog:

“If it ain’t broke, don’t fix it.”

Honestly? I think that’s one of the most destructive phrases in leadership and life.

One of our listeners sent in a great message. He’s working at a company that insists everything stays standardized no changes, no improvements, just “do it the way we’ve always done it.” He’s trying to innovate (even built his own Canva weekly report), but he’s reluctant to bring it up because management might reject it in the name of “consistency.”

That mindset might feel safe, but long term it kills progress.

Whether you’re religious or not, both perspectives point to the same truth:

If you believe in heaven, you believe in eternal growth, service, and progress not sitting on a cloud doing nothing.
If you’re an atheist, you believe the human race must keep evolving, solving problems, and improving if we want to survive long term.

In both cases, progress is required.

“If it ain’t broke, don’t fix it” ignores that reality. It stifles innovation, discourages creativity, and ultimately leads to stagnation. Blockbuster said “if it ain’t broke, don’t fix it.” We all know how that worked out.

The better mindset is:

Meet the minimum standard but never cap the maximum.

Tap into innovation after you meet the baseline. Encourage growth above the minimum requirement.

That applies to how we run projects too. Companies often rush straight to fix their worst jobs, assigning their best people to “save the day.” But that ends up hurting the best jobs and slowly brings everything down to mediocrity.

Instead:

Focus on your good jobs first.

Support them. Resource them. Reward them. Grow them. If you do that:

Year 1 – 50% good, 50% bad
Year 2 – 60% good, 40% bad
Year 3 – 70% good, 30% bad

Why? Because what you focus on is where you go.

If you spend all your time fighting fires, that becomes your culture. But if you spend time strengthening what’s already working, that becomes your standard and the rest of the organization will eventually follow.

So whether it’s your health or your projects or your career, stop waiting for something to break before you fix it. Improve while things are working. That’s how you create momentum and long term success.

Key Takeaway

Improve while things are going well. The best time to grow is when your health, projects, or career are already on solid footing because progress made from a position of strength creates powerful momentum. When you pour your energy into what’s already working, you not only elevate results in the short term, you also establish a culture of excellence that naturally pulls everything else upward. Don’t settle for maintaining the status quo intentionally move it forward and let that momentum shape the future.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Two-Day Takt Time: Why It Works and Why You Shouldn’t Fear It

What Pre-Kit Really Means

Why Same Kit Does Not Work

Designing a Useful Pre-Kit

The Bottom Line

How to Be an A-Hole Project Manager in Construction (and Why You Shouldn’t)

The A-Hole Playbook

Why This Has to Stop

Key Takeaway

What is the Last 5%?

Why It Matters

How to Build the Habit

A Real-World Example

Key Takeaway

Beware of the “It’s Not That” People

The Problem with the “It’s Not That” Crowd

The Real “It’s Not That”

Use the Right Tools for the Right Reasons

Key Takeaway

How to Use Interns the Right Way

We Need People, So Let’s Treat Interns Like the Future

How to Treat Interns

Why the Old Boot Camp Mentality is Outdated

Key Takeaway

Doing Your Best with the Wrong Inputs

The Problem with Wrong Inputs

Why Inputs Matter

Seeing Others Through Their Inputs

The Big Picture

Key Takeaway

When a Job Site Only Cleans Up for Visitors, How to Turn It Into a Win

How to Make It Work

Key Takeaway

Blinking Red Lights, Why Projects Fail Without Them

The Analogy

The Lesson for Construction

Key Takeaway

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General Training Overview

Superintendent / PM Boot Camp

Takt Production System® Virtual Training

Onsite Takt Simulation

Foreman & Field Engineer Training

Testimonials

Testimonials

agenda

Day 1

Foundations & Macro Planning

day2

Norm Planning & Flow Optimization

day3

Advanced Tools & Comparisons

day4

Buffers, Controls & Finalization

day5

Control Systems & Presentations

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UNDERSTANDING THE TRAINING

VALUE AND RESULTS

PLANNING AND SCHEDULING TOPICS

APPLICATION & TEAM ADOPTION

VIRTUAL FORMAT & ACCESSIBILITY

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GENERAL FAQS

CURRICULUM & OUTCOMES

LOGISTICS & FORMAT

PRICING & VALUE

SEO-BASED / HIGH-INTENT SEARCH QUESTIONS

agenda

Day 1

Agenda

Outcomes

Day 2

Agenda