Uncategorized Archives - Page 46 of 104

How Do You Enforce Safety Rules While Keeping A Good Relationship With The Crews?

Posted on June 5, 2025June 5, 2025 by Danny Jiménez⁩

Read 7 min

How to Enforce Safety Without Ruining Relationships on the Jobsite

“How do you enforce safety rules while keeping a good relationship with the crews?”

It’s a great and controversial question. In this blog, I’ll Walk you through how to answer it in a way that’s rooted in respect, not punishment. When you build your approach around that, you’ll not only enforce safety effectively, but you’ll also strengthen your relationships with the trades.

The Two Safety Camps:

There are generally two camps in our industry:

The Asking Camp:
This approach is about connection. You talk to the person, explain the why, ask for a change, document it, and use those insights to improve the system. It’s supportive and gentle—like the STOP program from DuPont. This camp is about recommending, not policing.
The Zero Tolerance Camp:
This is the camp I align with—but with an important distinction. Within this camp, there are two subgroups:
- The Punishment Camp (which I reject).
- The Respect Camp (which I advocate).

Why I Reject Punishment:

Our culture, especially in North America, is steeped in punishment. It’s a framework built on the idea that if you mess up, you pay the price. That approach may be familiar, but it’s toxic. It leads to control, fear, and often chaos.

Good people who reject punishment often swing to the other extreme: asking without enforcing. But human nature doesn’t thrive in a “just ask” environment. You’ll end up constantly reminding the same folks 50–80 times a day. It doesn’t work.

The Respect-Based Zero Tolerance Model:

Here’s the difference:
Zero tolerance with punishment is controlling.
Zero tolerance with respect is empowering.

Respect means we hold high standards because we care. It’s not about being mean—it’s about protecting people. Let’s look at a few examples from our job sites:

Clean bathrooms: Because I respect the craft.
Good lunch areas and BBQs: Because I respect the team.
Enforcing cleanup and sending people home when unsafe: Because I respect their lives, their families, and everyone around them.

A Framework That Works:

This approach relies on three key elements:

Build the Team:
Be visible. Be human. Be present. Meet people in orientations, huddles, and around the site. Shake hands. Know names. Show you care.
Be Clear About the Rules:
Everyone should know what’s expected. Repeat the basics—safety glasses, fall protection, cleanliness—at every huddle, meeting, and event.
Enforce Consequences with Respect:
If someone breaks a rule, don’t yell or embarrass them. Instead, say, “I love you, man. But I have to send you home. Come back through orientation tomorrow.” Not because we’re mad—but because we care enough not to let something tragic happen.

The Results

Here’s what happens when you really follow this model:

Over the course of two years, you may only have to send 20 people home.
People love the environment and the culture.
You’ll hear things like:
“I don’t want to work anywhere else.”
“This is the cleanest, safest site I’ve ever been on.”
“I respect you and want to come back.”

This isn’t theory. I’ve done it—over and over again—and it works.

Final Thoughts:

You can be friendly and still enforce the rules. Real friends don’t let each other get hurt. They care enough to draw a line when it matters most.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go

What Are The Most Important Quality Control Checks I Should Be Looking For During Construction?

Posted on June 5, 2025June 5, 2025 by Danny Jiménez⁩

Read 8 min

The Most Important Quality Control Checks in Construction: Where to Focus Your Energy

In construction, trying to be perfect with every single detail—outside of safety—can lead to burnout and inefficiency. That’s why one of the most important lessons I’ve learned is this: you must know where to invest your limited time and energy.

Years ago, a respected project executive gave me a powerful analogy: imagine you have 100 energy units. You can invest them wherever you want, but once they’re gone—they’re gone. That concept transformed how I approach construction leadership. Especially when it comes to quality control, your energy must be targeted and strategic.

This blog will help you zero in on where to focus your quality efforts so you’re not overwhelmed—and your projects don’t suffer.

The Trade Partner Preparation Process: Plan – Build – Finish

I follow a simple but powerful sequence for quality management: Plan, Build, Finish.

Here’s how it works:

Buyout Meeting:
Establish expectations for safety, quality, submittals, RFIs, and documentation.
Pre-Mobilization Meeting:
Gather everything the trade needs before mobilizing. Don’t just prepare to start—prepare to finish.
Pre-Construction / Pre-Installation Meeting:
Define exactly what “good” looks like with visual aids and bullet points.
First-in-Place Inspection or Mock-Up:
The first time something gets built—inspect it thoroughly.
Follow-Up Inspections:
Check progress and completion against expectations.
Final Inspection:
Ensure everything is buttoned up and ready to turn over.

This approach ensures quality is baked in, not inspected in after the fact.

Focus Area 1: The Owner’s Top 10

From the buyout meeting to final inspection, always ask: What does the owner care about most?
Communicate those priorities constantly. On one project, the owner’s top 5 included:

Neighbor relations.
Safety.
Waterproofing.
Cost.
Schedule.

Every crew member heard those five priorities over and over. When it came time for final walkthroughs, there were no surprises—and we nailed the waterproofing.

Focus Area 2: The Inspector’s Top 10

Your inspector has pet peeves. Know them. Respect them. Plan for them.

For example, I worked with an inspector in Tucson who was laser-focused on:

Concrete slump and mix.
Reinforcing steel.
24-hour close-out of inspection report comments.

Loop your inspector’s top 10 into your quality control conversations and pre-construction meetings. If you don’t, you’re setting yourself up for failed inspections.

Focus Area 3: Pre-Construction Visuals

During the pre-con meeting, develop what I call a Feature of Work Board—a visual reference with:

Pictures.
Bullet points.
Install expectations.

Without this, your field teams will either over-inspect everything or miss what matters. This simple visual tool keeps everyone aligned.

Focus Area 4: Testing & Inspection Register

Every job should have a Testing & Inspection Register that outlines:

What gets tested.
When it gets tested.
The frequency.
Spec sections.
Required actions.

Use ChatGPT or a project engineer to build a testing log directly from your plans and specs. You’ll identify key items like:

Window testing.
Waterproofing tests.
Sanitary sewer inspections.
Exterior envelope testing.

Discuss this list weekly in your tactical meetings to stay ahead of issues.

Focus Area 5: Don’t Forget the “Big Five”

If you remember nothing else, don’t overlook these critical areas:

Soils:
Bad compaction leads to settling and structural issues. Always test.
Concrete:
It’s never too late… until it’s gray and hard. Triple-check before every pour.
Waterproofing:
Improper QC here can lead to multi-million dollar failures. Inspect aggressively.
Closed-In Work:
Anything in a wall, ceiling, or chase must be inspected before it’s hidden.
Life Safety:
Always double-down on fire-stopping, egress, and safety systems.

Final Thoughts:

If you try to check everything, you’ll miss the most important things. Focus your energy on:

The Owner’s Top 10.
The Inspector’s Top 10.
Items from the Pre-Con Meeting.
The Testing & Inspection Register.
The Big Five Quality Areas.

If you follow this approach, your project quality will soar—without burning out your team.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

How Do You Keep Upper Management Or The PM Informed Without Overloading Them?

Posted on June 3, 2025June 3, 2025 by Danny Jiménez⁩

Read 6 min

How to Keep Upper Management Informed Without Overloading Them

In any construction project or professional setting, keeping upper management, project managers (PMs), and owners informed is essential—but it must be done without overwhelming them. In this blog, we’ll explore how to maintain effective communication with leadership using a practical framework rooted in transparency, clarity, and efficiency.

Radical Transparency vs. Smart Transparency:

There’s a spectrum of transparency:

Radical Transparency: Sharing everything—how the sausage is made, the process, the results. This works well in high-trust environments but can overwhelm some clients or PMs.
Basic Transparency: Always essential. Budgets, problems, schedules, staff updates—these must be communicated regularly, even when radical openness isn’t practical.
Lack of Transparency: Never acceptable. Withholding or siloing information leads to mistrust and misjudgment.

If you don’t share what’s happening, people will assume the worst. That assumption can erode your credibility—even if you’re doing excellent work.

A Proven Framework for Keeping Leaders in the Loop:

Once you’ve assessed the relationship dynamics and trust levels, here are tools and methods that ensure effective communication without information overload:

Dashboards:

Use project dashboards to display the current state of work. Include:

Visual production plans.
Procurement logs.
Zone maps and logistics plans.
Current issues and statuses.

Whether automated through Power BI or manually updated, a well-maintained dashboard is a powerful visual tool to keep everyone aligned.

Meeting Minutes (Condensed Format):

Forget long-winded documents. Instead, send concise summaries with:

Key decisions made.
Action items.
Next steps.

Deliver them through email, text, or project management apps to ensure leadership stays in the loop—even if they miss the meeting.

Quick Burst Communication:

Short texts or app notifications (like WhatsApp or Asana) can keep PMs updated without lengthy emails. Quick, direct, and effective—this method is ideal for fast-paced environments.

Meetings and Huddles:

Weekly Tactical Meetings: Involve PMs or directors at the beginning of the week to align on strategy.
Daily Huddles: Even 10–15 minutes per day can maintain clarity and cohesion on ongoing tasks.

Looping leadership into these touchpoints helps with problem-solving and roadblock clearing.

Two Key Reminders:

Don’t Assume They’re Too Busy:
Never hold back information because you think someone is too busy to hear it. Most leaders would rather be kept in the loop than left in the dark.
Share Anyway:
If leadership doesn’t see your work, they may underestimate your efforts. Regular, transparent updates remove the barrier of misunderstanding and build trust.

Final Thoughts:

Transparency isn’t optional—it’s a leadership tool. By using dashboards, concise updates, and short meetings, you can maintain alignment without creating noise. These are tried and tested methods that protect your reputation and help your projects run smoothly.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

How Takt Ties to other Systems – Takt Production System For Students

Posted on June 3, 2025June 3, 2025 by Danny Jiménez⁩

Read 8 min

Welcome to our free Takt University series. Today’s topic is one of the most powerful lessons in lean construction: how different planning systems — Takt, Last Planner®, CPM, Scrum, Advanced Work Packaging — all come together to form a cohesive and efficient production model.

If you’ve ever wondered how to integrate lean tools without confusion or redundancy, this blog is for you.

Starting Point: Takt as the Base System

At the heart of our planning model is the Takt Production System. Why? Because Takt organizes your project in a time-by-location format, offering a 4D production plan that visualizes the flow of work — not just the tasks.

Here’s what Takt incorporates:

Location-based scheduling (vertical axis).
Time-based progression (horizontal axis).
Flow of trades like a train on tracks.
Visual bottlenecks (zones or trades).
Integrated principles from:
- Gantt charts.
- Line of balance.
- Critical Chain Project Management (CCPM).
- Theory of Constraints.
- Lean tools (e.g. pull planning).
- Production theory (Little’s Law, etc.).

Takt isn’t just a pretty schedule — it’s a unified system that brings structure, motion, and clarity to the chaos of project delivery.

Pre-construction Planning: The First Planner

Before any boots hit the ground, you need a rock-solid strategy. That’s where the First Planner System comes in. Think of it like baking a cake — if you want your trades (the ones who eat the cake) to enjoy the outcome, you better plan the recipe right.

In this phase, you:

Analyze your CPM.
Optimize zoning.
Select the right takt time.
Identify trade and zone bottlenecks.
Validate all major constraints.
Ensure readiness before the Notice to Proceed.

Bottom line: Pre-construction is where you build your base (your Takt plan), and the First Planner process ensures it’s sound.

CPM: Use Only As Summary, Not Strategy

Let’s clear this up: CPM should NOT drive your production. The theory behind CPM — increasing WIP, removing buffers, pushing work — is flawed for execution.

However, if your contract requires a CPM schedule:

Use it as a Level 2 summary.
Avoid using it to plan or execute.
Align it to reflect your Takt production system.

It can serve as a summary or as-built, but never the master plan. In the book Takt Planning, this approach is clearly laid out using sequence or phase summaries.

Last Planner®: From Milestones to Daily Plans

Last Planner® is the system that brings your production plan to life — with the trades. Here’s how it beautifully ties into Takt:

Master Plan: Your macro-level Takt plan with contractual milestones.
Pull Planning: Maps sequences into your Takt zones.
Look Ahead Planning: Filters from Takt to identify roadblocks.
Weekly Work Plan: Focused, ready work, still aligned to flow.
Daily Plans: Keeps execution rhythmic and responsive.

Each plan is a filtered view of the Takt plan, maintaining diagonal trade flow throughout. It saves time, removes guesswork, and keeps trades aligned with production.

Advanced Work Packaging (AWP): Aligning Supply Chains

AWP focuses on system-based, not just zone-based, thinking. It enhances your production plan by:

Breaking work into Engineering, Procurement, and Construction Work Packages.
Aligning supply chains to support field work.
Using BIM for planning paths of construction.
Preparing visual dos/don’ts, Lego sheets, and clear scope definitions.
Ensuring all 17 pre-task items are ready before mobilization.

Paired with Takt, AWP works well. Paired with CPM? It creates unnecessary complexity and headaches.

Scrum: Solving Problems Before They Hit the Field

Scrum isn’t just for software. In lean construction, Scrum becomes the problem-solving engine of your project management team.

Here’s how:

Field issues get tracked on a Scrum board.
Roadblocks go from backlog → sprint backlog → doing → done.
Office teams handle constraints before they impact work.
Daily stand-ups ensure continuous communication and progress.

Scrum works best when integrated into the daily rhythm of your Takt system.

Putting It All Together: The Unified System

Each of these systems plays a vital role. But they’re not competitors — they’re complements. Here’s the full integration model:

System	Role
Takt Production System	The base — your 4D production plan.
Pre-construction/First Planner	Planning the base and making it robust.
CPM	Contractual summary only.
Last Planner®	Translating plans to field-friendly actions.
AWP	Packaging work and aligning procurement.
Scrum	Clearing roadblocks and enabling flow.

This is Lean Project Delivery, and it’s the future of construction.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

How Do You Effectively Communicate With Trades That Have More Experience Than You?

Posted on June 2, 2025June 2, 2025 by Danny Jiménez⁩

Read 8 min

How to Communicate Effectively with Trade Partners Who Have More Experience Than You

If you’re newer to the construction industry—or simply working with seasoned trade partners—it’s easy to feel unsure about how to communicate confidently and respectfully. This blog offers a practical framework that will help you not only navigate these interactions, but also earn trust and build lasting professional relationships.

This topic was prompted by a thoughtful question from a YouTube viewer. I’m always eager to address real-world challenges like this, so if you have similar questions, keep them coming.

Let’s explore how to work effectively with experienced trade partners—without overcomplicating it or feeling intimidated.

The Ideal Team Player Framework:

One of the most effective models I’ve found for navigating these dynamics comes from Patrick Lencioni’s The Ideal Team Player. It focuses on three key traits: humble, hungry, and smart. When applied consistently, this approach can transform the way you lead and collaborate on site.

Humble:

True humility isn’t about pretending to be modest—it’s about being willing to step in and help wherever needed. Whether that means taking care of basic tasks or supporting others, a humble leader shows up for the team. Trade partners notice this. When they see you working alongside them, not above them, you gain credibility and mutual respect.

Hungry:

Being hungry means showing initiative, working hard, and striving to deliver value. In fact, the term go-giver may be more appropriate than go-getter. When trade partners see that you are fully committed and eager to contribute, they are much more likely to support you in return.

Smart (with People):

This has nothing to do with IQ or technical knowledge—it’s about emotional intelligence. Knowing how to communicate, show appreciation, and avoid triggering defensiveness is essential. A great resource here is Dale Carnegie’s How to Win Friends and Influence People. I recommend reading it once a year throughout your career.

What to Avoid:

Do Not Play Boss:

Trade partners are experienced professionals. If you try to lead by control, threats, or micromanagement, you will lose their trust—and their cooperation. Authoritative behavior may work in the short term, but it damages relationships in the long run. Lead through partnership, not pressure.

Avoid the Term “Sub” with a Power Mentality:

While there’s nothing inherently wrong with the word “subcontractor,” it can unintentionally reinforce a hierarchy. Think of them as trade partners—because that’s what they are. Language shapes perception, and respectful language promotes stronger collaboration.

Practical Steps You Can Take:

Ask Questions:

You don’t need to be an expert in every trade. What you do need is curiosity and respect. Ask questions—genuinely. When you engage experienced partners by seeking their input, you’re not only showing respect, you’re activating their willingness to help. This creates a positive feedback loop based on significance and contribution.

Focus on Finding the Win-Win:

Challenges and conflicts are inevitable. When they arise, approach the situation with a commitment to finding mutually beneficial solutions. Let trade partners know you care about their goals. Be clear about shared responsibilities. Then stay with the problem until you reach a resolution that works for everyone. This kind of persistence builds trust and long-term collaboration.

Final Thoughts:

The majority of trade partners are not only willing to help—they want to. In all my years in construction, I’ve rarely met anyone who didn’t want to do good work and be treated fairly. If you show up with humility, energy, and emotional intelligence, you’ll have no trouble earning their respect.

And remember: the way you treat people—especially those with more experience—will determine how much support you receive in return. Build partnerships, not power dynamics.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

What’s The Best Way To Run Or Contribute To A Daily Subcontractor Meeting?

Posted on June 2, 2025June 2, 2025 by Danny Jiménez⁩

Read 7 min

How to Run or Contribute to a Weekly Trade Partner Meeting (Subcontractor Meeting)

What’s the best way to run—or even contribute to—a weekly subcontractor meeting? It’s a question I love answering, and in this blog, I’ll break down the exact approach you can use to lead or add value in what we now call the trade partner meeting.

If you have other questions, send them my way. I’m here to help.

Start with the Right Resources:

For a step-by-step guide, everything I’m about to explain is detailed in the book Takt Steering and Control. I’ve even read it on the podcast for those who prefer to listen.

Trade Partners, Not Just Subcontractors:

I prefer the term trade partners because it reflects our intent to collaborate. There’s a growing trend in the industry: if you’re not going to treat subcontractors with respect, calling them “trades” becomes just lip service. Let’s lead with true partnership.

Weekly Meeting System: Know the Purpose

To run or contribute effectively, understand the meeting system:

Monday: Team meeting + Strategic Planning & Procurement Meeting.
Tuesday: Weekly Tactical (Trade Partner) Meeting.
Daily: Foreman Huddle → Worker Huddle.

This structure creates a communication cascade: strategy → planning → execution → feedback.

At the weekly tactical meeting, focus on planning, coordination, and—most importantly—problem-solving.

Create the Right Environment:

A strong meeting environment supports visibility and engagement. Here’s what I recommend:

Two screens for shared visuals.
Full-wall zone maps (ceiling to floor).
Axonometric views for multi-story projects (expand views for clarity).
Visual boards for procurement logs and production tracking.

In Lean-built trailers, we even place a 3D model on the table—think General Patton-style WWII strategy table. Visuals create unity: see as a group, know as a group, act as a group.

Psychological Safety is Essential:

People won’t speak up if they feel shut down. Build a culture where foremen and crew members feel safe to voice concerns. When someone flags a problem, thank them, take it seriously, and move toward a win-win resolution.

Let Trades Do Most of the Talking:

The best meetings aren’t lectures. They’re collaborative.

Encourage trade partners to speak during:

Pull plans.
Look Ahead Plans.
Weekly Work Plans.
Problem-solving sessions.

If you dominate the conversation, they disengage. Give them the space to lead. Your role is to facilitate—not dictate.

Make It Fun:

Yes, you read that right. Fun.

Ricky Davenport from Oakland nailed this. He introduced humor, shout-out boards, and celebrated good work. These little things build positivity. He also took time for personal connections with tradespeople. Relationships matter—deeply.

Follow a Clear Agenda:

Structure matters. A successful meeting should include:

Review last week/day.
Discuss current week/day.
Plan for next week/day.
Solve problems (Identify, Discuss, Solve – IDS method).
Communicate solutions to field crews.

Let trades with shorter durations go first. Respect people’s time. Spend most of the meeting solving problems, not just talking about them.

Pro Tip: Use Visual Problem Boards

Before the meeting starts, have trade partners mark their issues on the zone maps with:

Magnets.
Stickies.
Red dots.

Start the meeting by going through and resolving them one by one. This preps the team for an efficient, actionable session.

Final Thoughts:

If you want to lead or contribute meaningfully to trade partner meetings, focus on these:

Understand the purpose.
Set up the right environment.
Ensure psychological safety.
Let trade partners take the lead.
Solve problems visually and collaboratively.

And yes—have fun doing it. When your team sees problems being solved and work improving, they’ll buy into the system fully.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

What Are Common Mistakes To Avoid When Managing Site Safety Or Logistics?

Posted on May 29, 2025May 29, 2025 by Danny Jiménez⁩

Read 8 min

Avoid These Common Mistakes in Site Safety and Logistics Management

What are the common mistakes to avoid when managing site safety and logistics? I was recently asked this question, and I’m taking this opportunity—right here in this blog—to answer it. If you have questions like this, feel free to send them my way. I’ll continue to answer them here in blog format.

In this post, I’ll share some of the biggest mistakes I see when teams attempt to create a remarkable safety culture and a clean, organized work environment. I’ll also introduce a framework that works on any site where it’s applied consistently. If you’re aiming for excellence in safety and logistics, read on.

The Non-Negotiables: Clean, Safe, Organized

Every project must be clean, safe, and organized. Cleanliness enables visibility and control over safety. Organization sets trades up for success. Safety is a value, a priority—it’s everything. These are non-negotiables.

Here’s how I think about it: when it comes to people, we’re like Brene Brown or Simon Sinek—empathetic, respectful, supportive. But when it comes to the environment and expectations, we’re like General Patton—demanding, disciplined, and precise. A clean, safe, and organized site is the ultimate sign of respect and care for people.

Daily Worker Huddles: The Heart of Communication

One of the biggest mistakes I see is skipping the worker huddle. Here’s how the flow should go:

Day 1 afternoon: Plan the next day in a huddle.
Day 2 morning: Hold a worker huddle to communicate the plan, train, connect, and listen.

When done right, and led by a superintendent who genuinely connects with people, this daily huddle builds a safe, logistically stable site. Without it, your site will suffer. You’ll end up with separate crews working in isolation—like rival gangs—with no shared direction or teamwork.

Following Jocko Willink’s laws of combat helps here:

Build the team – starts with the huddle.
Simplify – use visual tools to communicate.
Prioritize and execute – know what matters most.
Decentralize command – empower foremen and workers through clear plans.

Teaming: Everyone on the Same Page

Many leaders stop at teaming with the foreman. But without a worker huddle, the foreman might not pass along key communication, and the workers aren’t part of the team.

Everyone must be connected: project leaders, foremen, and workers. Without that connection, safety and logistics fall apart. A unified team requires unified meetings. If you want one team, you have to meet as one team.

Zero Tolerance: It’s About Respect, Not Punishment

Here’s the deal on implementation: if a crew isn’t working safely on a Jason Schroeder project—or any site using this system—they are sent home. Not as punishment, but as care. We’re saying: go get the training, the tools, the mindset you need. We’ll help you get there.

Same goes for cleanliness. If an area isn’t clean, the crew stops and cleans it immediately. That’s in the contract—no composite crews, no end-of-day cleanup. It’s clean all the time. If logistics are off, they’re fixed on the spot.

This system is applied through a Standard Operating System:

We plan for safety with specific protocols.
We assign cleanliness targets.
We plan for logistics: what materials are arriving, where they go, and how they’ll be placed using cranes, forklifts, or hoists—based on a logistics map made the day before.

Enforcement: Respectful Systems That Work

Enforcement doesn’t mean punishment. It means having respectful systems that uphold the rules. We don’t tolerate deviations, not out of control or authority, but out of love and respect for our teams.

When someone is sent home, it’s not because they’re in trouble—it’s because we believe they deserve the support and structure to succeed. Clean bathrooms? That’s respect. A clean site? That’s respect. It all comes from the same place.

Final Thoughts:

To achieve excellence in site safety and logistics, follow three principles:

Build the team – including every worker.
Establish a standard operating method – for safety, cleanliness, and logistics.
Enforce the rules – with respect and consistency.

Everyone can rise to the occasion when the system supports them.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

How Do You Approach Planning Site Logistics Like Material Staging, Deliveries, And Crane Usage?

Posted on May 28, 2025May 28, 2025 by Danny Jiménez⁩

Read 7 min

How to Plan Construction Site Logistics the Right Way

Planning site logistics—like staging, deliveries, crane usage, and hoisting—can make or break a construction project. If it’s done poorly, you’ll face delays, confusion, and wasted time. If it’s done right, your site will run smoothly and efficiently.

In this blog, I’ll share a proven approach to site logistics that helps you avoid costly mistakes and save time.

Step 1: Stop Trying to Get It Perfect Alone

Many builders feel pressure to figure everything out by themselves. But even the most experienced superintendents don’t get logistics right the first time.

Here’s the truth:

You won’t see everything on your own. That’s why the best approach is to create a visual logistics plan and then get input from your team.

You don’t need fancy software to start. A hand sketch works just fine. What matters most is making your plan visible so others can give feedback.

Step 2: Use These 6 Types of Logistics Drawings

For full coverage, create logistics drawings for each phase of the project:

Safety planning.
Wayfinding and signage.
Make-ready and mobilization.
Superstructure, interiors, and exteriors.
Final site work.
Commissioning and testing.

Each drawing should go through several revisions with team feedback.

Step 3: Plan for Staging and Deliveries

Staging and deliveries are a huge part of logistics planning. Here’s how to do it right:

Set clear entry and exit routes for trucks.
Make sure delivery drivers can find the site easily.
Design staging areas so materials can be inspected near the trailer before moving onto the site.
Use flags, ropes, or markings to define storage zones.
Include power sources, tents (if needed), and worker amenities nearby.
Keep materials close to where they’ll be installed to reduce unnecessary movement.

Your goal: Make deliveries safe, smooth, and efficient—for everyone.

Step 4: Plan Cranes, Forklifts, and Hoists with Data

It’s not just about where equipment goes—it’s about how well it supports the work.

Cranes:

Map out what the crane needs to do each day or week.
Make sure there’s enough time between tasks to handle everything (steel, forms, concrete, etc.).
Check for overlaps or downtime.

Forklifts:

Make sure you have the right size and enough pathways to move materials easily.

Hoists:

Estimate how much labor and material needs to move up/down during peak times.
Do a floor-by-floor analysis.
If one hoist isn’t enough, plan for two.

Example:

One team analyzed their building section by section, calculated hoisting needs, and added a second hoist car to keep up with the schedule.

Step 5: Get Feedback Early

Once your logistics plan is visual:

Share it with your team.
Include it in bid packages.
Ask trade partners for input before construction begins.

When everyone is aligned early, you prevent confusion later.

Final Takeaway: Logistics = Feeding the System

A well-built project isn’t just about how fast crews can install—it’s about how well we support them with materials, equipment, and information.

So, make your logistics plan:

Visual.
Collaborative.
Focused on flow.

If you do that, you’ll save time, avoid chaos, and build better.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

What Should I Focus On When Reviewing A Set Of Plans From A Field Management Perspective?

Posted on May 28, 2025May 28, 2025 by Danny Jiménez⁩

Read 8 min

Mastering Plan Reviews from the Field: A Practical Guide for Builders

As a builder in the field, reviewing a massive stack of construction drawings can feel overwhelming. But it doesn’t have to be. In this blog, we’ll explore a strategic, phased approach to plan reviews helping you stay focused, efficient, and proactive without getting lost in the details.

This content stems from a great question submitted by one of our viewers:
“What should I focus on when reviewing a set of plans from a field management perspective?”
Let’s dive into what I call the art of plan review—because it truly is an art form.

The Power of Phased Drawing Reviews:

Years ago, while working under General Superintendent Scott Berg at Hensel Phelps, I was taught to approach drawings in logical phases. Scott didn’t just toss me the full set—he directed me to study civil and structural drawings first. Later, as the project emerged from the ground, he shifted my focus to architectural and MEP drawings.

This phased approach allowed me to digest complex information in manageable chunks—and it’s a method I’ve relied on ever since.

Here are the five essential types of plan reviews I recommend for anyone managing construction from the field:

Early-On Review:

Purpose: Identify long-lead items and major constructability concerns.

At the design development or early construction drawing stage (e.g. 30%–60% CDs), I begin with a high-level strategic page flip—quickly scanning the drawings to spot:

Procurement-critical items.
Early Pre-construction risks.
Planning-impacting design elements.

Yes, I print them. Yes, I mark them up. And yes, it brings clarity and confidence to early planning efforts. This review sets the direction for your team and gives you a foundation to move forward decisively.

Detailed Review:

Purpose: Conduct a comprehensive drawing-by-drawing analysis.

This is where you slow down and go page by page. You’ll review:

General notes and callouts.
Detailed sections and geometry.
Cross-reference with specs.

Use this phase to populate your:

Procurement log.
Risk and opportunity register.
Testing and inspection register.

You don’t have to memorize everything. You just need to understand what matters and where to find it. Mark it up digitally (e.g. in Bluebeam) or on paper—but make your notes actionable.

Trade Review:

Purpose: Prepare for buyout, pre-construction, or pre-mobilization meetings.

This is a scope-specific review tied to trade packages. Focus on:

Scope completeness.
Pre-mobilization needs.
Visual quality expectations.

By reviewing trade by trade, you ensure all details are covered and that nothing falls through the cracks during mobilization or coordination.

Upcoming Review:

Purpose: Align your plan review with what’s scheduled 3–6 weeks out.

This is one of the most practical and impactful reviews—especially for superintendents. Take time in the office (or outside with a plan table and umbrella!) to study the portions of the drawings related to work happening in the next few weeks.

This review helps you:

Trigger critical actions.
Coordinate materials and labor.
Reinforce jobsite readiness.

You’re not just looking at the plans—you’re actively managing execution.

Daily Review:

Purpose: Stay situationally aware and responsive.

You don’t need to review the entire set every day. Instead, review the drawings that align with current and near-term activities. This keeps you sharp and helps you stay ahead of potential issues before they reach the field.

Field Management is an Art—Not a Science:

Each of these reviews serves a distinct purpose. When timed and executed properly, they prevent overwhelm and enable smarter planning. Here’s a quick recap:

Early-On – Set direction.
Detailed – Dive deep.
Trade – Focus by scope.
Upcoming – Plan proactively.
Daily – Stay sharp.

Final Thoughts:

This isn’t just a checklist—it’s an art form. Reviewing plans well requires timing, context, and repetition. Do it a little at a time, at the right time.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

What’s The Best Way To Interpret Shop Drawings And Compare Them To What’s Happening In The Field?

Posted on May 26, 2025May 26, 2025 by Danny Jiménez⁩

Read 6 min

How to Use Shop Drawings to Check Work in the Field

What’s the best way to interpret shop drawings and compare them to what’s actually happening in the field? That’s a great question—and it came from one of the viewers. In this blog, we’ll break down how you can effectively understand and use shop drawings for field checks, and share a few key safety tips to keep in mind.

Understanding the Construction Documents:

Let’s start with the basics. You’ve got:

Construction Drawings – the paper version of your building, showing what you’re supposed to build.
Specifications – the technical details that often accompany the drawings.
Shop Drawings & Submittals – what trade partners submit for review before installation.

Key Reminder: The contract drawings and specifications are your main source of truth. Shop drawings and submittals come after that in the order of precedence, as usually described in Division 1 of your spec book.

So, when there’s a conflict, always go with the contract documents. Inspectors will too.

Real-World Example:

In a previous job under OSHPD (California’s Office of Statewide Health Planning and Development), shop drawings showed clips at 3 ft on center—but the contract drawings said 4 ft. Even though the shop drawings were technically better, OSHPD required the 4 ft spacing because the contract docs ruled.

Moral of the story: Shop drawings are helpful—but only if they align with the contract drawings.

How to Read Shop Drawings:

Every trade, every vendor does them differently. That’s just how it is. So, if you’re confused, you’re not alone. Don’t assume it’s your fault.

Best Approach? Ask the foreman. Seriously.

“What does this symbol mean?”

“How do I read this sheet?”

“Can you walk me through it?”

Most foremen are more than happy to help. They’ve had to call and ask too—so don’t be afraid to speak up and learn the language of each shop drawing set.

Using Shop Drawings in the Field:

Once you’ve reviewed the shop drawings and highlighted what to check:

Go to the field.
Take the drawings and a foreman with you if possible.
Check key components and ask questions.

This isn’t about catching mistakes—it’s about collaborating with trusted trade partners. You’re both on the same team.

A good field check includes:

Key install components.
Correct product types.
Proper assemblies.
Right materials.

And again, always double-check with the contract documents. If you only use shop drawings—and those have errors—you risk replicating mistakes.

When to Use Shop Drawings:

Use them to:

Confirm material types.
Verify product assemblies.
Inventory delivered equipment.

But for compliance, final inspections, and third-party checks, the contract documents are king.

Final Advice:

Don’t leave shop drawings unchecked and assume they’re always correct. Always verify critical details. When in doubt—go back to the specs and contract drawings.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Subscribe Now !

Sign Up & Start Learning

The Foundation of Construction Excellence

© 2025 elevate construction ist LLC All Rights Reserved. |

SUBSCRIBE NOW !

Subscribe to our newsletters and stay updated!

faq

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

faq

UNDERSTANDING THE TRAINING

VALUE AND RESULTS

PLANNING AND SCHEDULING TOPICS

APPLICATION & TEAM ADOPTION

VIRTUAL FORMAT & ACCESSIBILITY

faq

GENERAL FAQS

CURRICULUM & OUTCOMES

LOGISTICS & FORMAT

PRICING & VALUE

SEO-BASED / HIGH-INTENT SEARCH QUESTIONS

agenda

Day 1

Agenda

Outcomes

Day 2

Agenda

Outcomes

Day 3

Agenda

Outcomes

Day 4

Agenda

Outcomes

Day 5

Agenda

Outcomes