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The Virtual PM Boot Camp

Posted on September 8, 2025September 8, 2025 by Danny Jiménez⁩

Read 7 min

I hope you’re doing well. Danny, who leads our sales and marketing at Elevate, asked me to share some details about the upcoming virtual project manager bootcamp. She’s fantastic, and if you ever get the chance to meet her, you’ll see why. Rather than just write marketing material, I wanted to explain why this bootcamp matters and why it’s more than just another course.

Before diving in, I want to share a piece of feedback I received: “Thanks for the great content and structured information. It has helped me implement much of your teachings with my team. Phoenix could use a conference from you.” Notes like this mean a lot to me. Even though I live in Phoenix, most of my work is spread across the country, and I’d love to do more here locally.

Now, on to the updates. First, I’m thrilled to announce that Takt Book One, Version Two is finished. We’ve added all the feedback and updates you suggested, and it’s ready. The outline for the Takt During Control book is also complete, and the Last Planner System book is nearly done. Soon, you’ll have three books covering the entire system from start to finish: First Planner, Takt Planning, and Takt During Control. These books together will show you exactly how to run remarkable lean projects.

Now let’s talk about the Project Manager Virtual Bootcamp. It’s a four-day program, two and a half hours each afternoon, designed for busy professionals who can’t step away from their jobs full time.

Here’s the breakdown:

Day 1: Why projects fail and the key contributors to failure in our industry.
Day 2: The Integrated Production Control System, which combines First Planner, Takt, Takt During Control, and Last Planner working seamlessly together.
Day 3: Hands-on training with pull planning and creating a takt plan in time-by-location format.
Day 4: Last Planner in action, focusing on collaboration and connecting the plan to field execution.

It’s a compact, highly engaging course with exercises, interaction, and practical tools you can use immediately. Plus, the manual is free, packed with so much good content that it’s worth the price of admission alone.

I want to emphasize something. Takt planning is not a side tool. It is the foundation of all scheduling. You cannot coordinate trades, align procurement, or run flow effectively without it. This isn’t a trend or a random add-on, it is the way to schedule.

I realized this years ago when trying to link a CPM schedule to a 3D model for a 4D schedule. The CPM format simply didn’t work. The only way to make it coherent was to create a time-by-location format schedule, essentially a takt plan. Without it, the schedule didn’t align with how projects are actually built. From that moment, I knew: takt planning isn’t optional, it’s essential.

If you want to see how these fundamentals fit together and prepare yourself to lead remarkable projects, this bootcamp is for you. Danny, I hope this gives you what you need, and to everyone reading: I’d love to see you there.

On we go.

Key Takeaway

Takt planning is not optional. It’s the foundation of scheduling and the virtual project manager bootcamp will show you how to use it to lead remarkable projects.

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

Your Project Is NOT Unique

Posted on September 8, 2025September 8, 2025 by Danny Jiménez⁩

Read 7 min

I hope you’re doing well. Before I dive in, I want to read some feedback I recently received from a follower who said my content has provided clarity in an industry that can feel overwhelming. They told me the relatability makes it feel like a conversation with a trusted mentor. Comments like this energize me to keep writing and sharing ideas, even when I wonder if people want to hear my thoughts. The truth is, I’m only here because of you, and I’m grateful for every one of you.

Now, let’s get into the topic: your project is not unique.

Whenever we talk about lean systems, tact planning, last planner, or operational excellence, people often push back with excuses: “We don’t have enough people,” “We don’t have enough money,” “My leaders aren’t doing it,” or the most common one, “That doesn’t apply to me.”

Let me be clear, it absolutely does apply.

I’ll share an example. Years ago, Weston Woolsey and I were talking to a team about operational excellence on a tilt panel project. The superintendent said, “You don’t understand, this is different.” Weston and I both had extensive tilt panel experience, and the truth is, there was nothing unique about that job. It was the same principles, the same flow, the same need for excellence.

I hear this all the time:

“You don’t understand, this is an active airport.”
“You don’t understand, this is a hospital.”
“You don’t understand, this is a lab.”

Here’s the reality: I do understand. Your project is not special. It has been done before. Whether it’s a dam, a bridge, a hospital, or even something like the Guggenheim Bilbao, it’s not new. It’s not unique. And it’s not exempt from the systems of operational excellence.

Tact applies. Last Planner applies. Scrum applies. The fundamentals of team building, planning, supply chain management, safety, organization, culture, and training all apply. Every time. Everywhere.

Some people argue that “one size fits none,” but that confuses tools with systems. The Integrated Production Control System, which combines First Planner, Takt, and Last Planner, works everywhere. It’s not a one-size-fits-none model. It’s a proven, universal system of operational excellence.

Thinking your project is different is a mental block. It’s a diseased thought that keeps you stuck. The truth is, you can change things right now:

You can implement takt on your jobs.
You can use Last Planner once takt is in place.
You can pull your schedule in properly.
You can manage your supply chain effectively.
You can build a happy, balanced team.
You can train your people and improve your department.
You can create a quality product.
You can achieve work-life balance and take care of your family.

It all starts with changing your mindset. Stop believing that your project is different. Stop thinking you’re the exception. Operational excellence fits all.

So ask yourself: what would it take for you to shift your thinking, embrace proven systems, and unlock new levels of performance on your projects? Because nothing is stopping you except the belief that your project is special. It isn’t. And that’s the good news, it means you can start improving today.

On we go.

Key Takeaway

My project is not unique. Operational excellence applies everywhere and the only barrier is the belief that it doesn’t.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

The Diagonal Line – People

Posted on September 8, 2025September 8, 2025 by Danny Jiménez⁩

Read 7 min

Expect more. Let’s go. Welcome, everyone.

I hope you’re doing well. I’ve been a little behind on this blog, but I love being here with you. Recently, I’ve been pushing forward with the First Planner System book, making headway on the second version of the Takt Planning book, and working on new YouTube content.

Before diving in, I want to share some feedback I received. A reader reached out and said he discovered my post on creating a construction schedule using the critical flow path and found it insightful. That kind of engagement on LinkedIn, YouTube, and here on the blog does more than most people realize. It expands the reach of these messages so others can benefit.

Now, let’s talk about the diagonal line. In a time by location schedule, the trade flow line, the diagonal line, is the single most important thing in construction. Some may disagree, but I’ll stand firm: the diagonal line takes care of people.

There’s often confusion between resource efficiency and trade flow. Resource efficiency is when each trade goes at its own optimized speed, often creating imbalance and overburdening others. Trade flow is different. It’s when all trades move together at a common speed, with the right distance between them. The flow unit isn’t a single trade, it’s the chain of trades moving as one.

Why does this matter? Because focusing only on resource efficiency or productivity leads to burnout, unevenness, and wasted effort. I’ve seen this in real scenarios:

When companies prioritize productivity over supporting teams, workers burn out and projects suffer.
When preparing people for new assignments, some ask, “Why focus on their personal setup first?” The truth is, when people are supported first, they perform better and last longer.

Too often, the industry looks at productivity first instead of people first. But focusing only on output blinds us to capacity, balance, and flow. The diagonal line in a takt plan is a visual reminder of this balance. It shows what teams can realistically do without exceeding limits.

Think about it like an airline. Passengers matter, but without a functioning plane, nobody goes anywhere. In construction, trades are the plane. If we don’t maintain, support, and respect them, the whole project goes down. Owners and contractors often miss this point. The success of a project depends entirely on how well trades are supported.

This is why I always say: do not exceed capacity, do not overburden, do not create unevenness, and do not bury teams in waste. Take care of people first, and production will follow.

My identity, if I had to define it, is being a people first leader. That diagonal line represents flow, balance, and respect for capacity. It’s my guiding principle.

So here’s the question I’ll leave you with: are you a first person, or a people first person? Because until we understand that construction is all about people, we won’t truly succeed.

On we go.

Key Takeaway

I’ve learned that the diagonal line is really about respecting people. When we put trades and teams first, balanced production naturally follows.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

You Are the Hero

Posted on September 8, 2025September 8, 2025 by Danny Jiménez⁩

Read 9 min

I recently received some great feedback from listeners. One superintendent wrote to tell me that Elevating Construction Superintendents helped him tremendously as an up-and-coming leader. That’s the kind of message that fires me up, not because it praises the content, but because it shows people are implementing what they learn and making a difference on their projects.

Before we dive deeper, I want to highlight some of the resources available that not everyone knows about. Elevating Construction Superintendents has over 140 reviews and a 4.6 rating on Amazon. It is designed for PMs, supers, and anyone in construction who wants to anchor themselves in proven principles. This book is not just my ideas, it’s the result of extensive research, notes, cross-referencing, and lessons from years in the field.

We also have Elevating Construction Senior Superintendents, which we’re expanding and rebranding as Elevating Construction Teams. It focuses on building and leading high-performing teams. If you want to be a true leader, that’s your book.

The Takt Planning book is currently being updated to version two. Every time I revisit it, I’m blown away by how clearly it explains lean scheduling systems, Last Planner, Scrum, and operational excellence. There really isn’t another book like it.

Then there’s Elevating Construction Foremen. While other books focus on motivation and union perspectives, this is the only book written specifically for foremen in a lean production system. It’s highly rated and fills a major gap in the industry.

We’ve also translated Elevating Construction Superintendents and Elevating Construction Senior Superintendents into Spanish, and they’ve received strong reviews as well. For surveyors and field engineers, we created a dedicated guide. Even if you’re not a surveyor, you’ll benefit from it if you manage or coordinate with them. One reviewer didn’t like being called out, but the majority of feedback has been five-star, and the book continues to gain traction.

Finally, we’ve built personal organization planners for various roles in construction. These are practical tools to help balance work, manage tasks, and achieve success both professionally and personally.

Now, let’s move into today’s main topic: change.

Kate recently reminded me of something powerful. You are the hero we’ve been hoping for. I don’t share feedback to highlight myself, but to showcase how people are applying these lessons in real life. The ones implementing, experimenting, and scaling improvements on projects are the true heroes.

Here’s the challenge: people resist change. It’s human nature. Sometimes it’s hard to tell whether resistance comes from laziness, fear, or just being stuck in a comfort zone. That’s why the ones who lean into change are remarkable. You are not just resisting out of ego or complacency. You are trying new things, giving feedback, and advancing the industry. That makes you the miracle we need.

Progress comes from action. If all we do is resist, we never discover what works. We can’t test ideas, refine methods, or scale success. But when leaders like you act, experiment, and share what you learn, we move forward together.

I want you to know this: I’m talking directly to you. You are the hero. You are the miracle. You are the one who will change the industry.

And as you grow, you’ll face harder decisions. I’ve seen this in business, in faith communities, and in organizations. The higher you rise, the more you see behind the curtain. Sometimes you’ll be asked to compromise or accept things that aren’t right. That’s when true leadership shows itself.

The truth is this: the dark side wins when good people rise to positions of influence but fail to speak up or make changes. If you’re willing to stand firm, whether that means saying no, making a change, or even walking away, you keep integrity alive.

Imagine if every superintendent and PM today stood together and said:
We will not overburden trades.
We will not disrespect people.
We will not rush and panic.
We will not use broken systems.
We will not compromise ethics.

The industry would change overnight.

Think of the movie A Bug’s Life. Hopper, the grasshopper, realized he and his group were outnumbered by the ants. The same is true in construction. Supers, PMs, foremen, and workers vastly outnumber those clinging to outdated, harmful practices. Together, we have the power to flip the balance and transform the industry.

So thank you. Thank you for not resisting change. Thank you for implementing, for experimenting, for stepping into leadership with integrity. The change may not happen instantly, but with heroes like you, it is absolutely possible.

On we go.

Key Takeaway

The real heroes in construction are those who embrace change, act with courage, and move the industry forward.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Professional Babies

Posted on September 8, 2025September 8, 2025 by Danny Jiménez⁩

Read 5 min

In this blog today, I’m going to talk about the concept of professional babies. I think you’re going to like it.

I want you to know that I really appreciate the wonderful things you send my way and the fact that we’re together in this blog. It’s an honor.

We’ve had some great feedback from people using our diagrams, books, and videos to improve their projects. I’m also excited about the upcoming Super PM Bootcamp and would love your help filling it up. It’s one of my favorite events of all time.

On the publishing side, the First Planner System book is back on track, the updated Elevating Construction Superintendents textbook is nearly finished, and Spanish versions of our core books are coming soon. By the end of this year, you’ll be able to pick up all the main books and implement the integrated production control system completely.

Now, let’s dive into today’s message: professional babies.
Too often in construction, people act like toddlers. They demand what they want without considering what’s possible, they use tools like CPM schedules to blame others, and they throw fits when things don’t go their way. This behavior adds no value, creates toxicity, and disconnects teams from reality.

Here’s the truth: CPM scheduling is broken. These massive schedules are unreadable, riddled with mistakes, and the people who pay for those mistakes are always the ones in the field. Superintendents and project managers should build their own production plans, simple, visible, and collaborative. That’s how you get ownership and accountability.

Professionalism means moving beyond toddler behavior. Owners, reps, contractors, and leaders must communicate their needs responsibly, accept what is possible, and build plans that are realistic and clear. If we want to elevate construction, we need to retire CPM scheduling and the professional baby mindset once and for all.

Key Takeaway

I’ve learned that acting like a professional baby is far too common in construction, with people demanding without considering what’s possible and blaming others when things go wrong. The solution is to move away from useless CPM schedules and empower leaders to create visible, practical production plans.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Takt Planning Book – Chapter 3

Posted on September 8, 2025September 8, 2025 by Danny Jiménez⁩

Read 8 min

Breaking Projects Into Manageable Parts

Phases are one of the most important building blocks when organizing a construction project. They create clarity, structure, and flow helping teams manage complexity without getting buried in chaos.

At the simplest level, a phase is a grouping of zones. You may have multiple trains of trades moving through those zones, but the flow of work through those locations is the common factor. Each phase has:

A start milestone
A sequence
A pace-setting line of balance
A buffer
A finish milestone

Phasing is the first step in breaking a project into manageable pieces. Once you’ve identified your milestones, the next step is to define the phases.

How to Identify Phases

Start with the drawings and look for natural divisions of work. For example, a building might break into phases like:

Site work
Foundations
Structure
Interiors
Roof

Ask yourself: Does this phase contain consistent zones within it? For example, if the exterior has zones one through sixteen, those zones are unique to the exterior. They wouldn’t be used for interiors, structure, or site work. That makes it a phase.

Typical phases include design, buyout, procurement, site preparation, mobilization, demolition, foundations, superstructure, exterior, interior, site work, testing, and commissioning. Each phase should represent a path that a train of trades can flow through.

Scaling Phases for Any Project Size

Projects can be broken down into campus programs, projects, phases, areas, zones, and even micro-zones. Most normal-sized projects only need phases, areas, and zones, but the system can scale up or down depending on the size and complexity.

For example, on data centers, colos may represent phases or in some cases, zones depending on how you’ve broken down the overall project. The important part is flexibility, your structure must scale effectively without losing flow.

Why Phases Matter

Phases are critical because they link directly to planning and execution. You:

Pull plan three months before a phase starts
Begin pre-construction meetings three weeks before the first wagon of that phase
Align procurement and buffers to the wagons within the phase
Define sequence, line of balance, and ties to other phases to create the path of critical flow

Within each phase, you conduct look-ahead planning and weekly work planning. This creates a rhythm for the project and prevents chaos.

Functional Areas on Mega Projects

On large projects, one common pitfall is trying to run everything as if it were a single functional area. If you hold one massive team meeting, one procurement meeting, one trade partner meeting, and one set of foreman huddles, meetings will either become ineffective or overwhelming.

Instead, mega projects must be divided into functional areas each with its own PM, superintendent, field engineer, and dedicated foremen. These areas run their own meetings, visuals, and deliverables while still tying into the overall flow.

Yes, this means more meetings on large projects but not with the same people in every one. Each area gets the right level of attention and leadership. A billion-dollar project is really just a combination of smaller $100–250 million projects. Without this structure, you scale chaos instead of flow.

Final Thought

Phases are the backbone of successful construction planning. They give your team clarity, allow projects to scale, and ensure flow across trades and work areas. Without them, projects risk inefficiency, miscommunication, and chaos.

Key Takeaway

Phases are the foundation of flow in construction. By breaking projects into clear, scalable parts and aligning them with planning milestones, leaders can prevent chaos, create clarity, and deliver remarkable results even on mega projects.

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

Takt Planning Book – Chapter 4

Posted on September 8, 2025September 8, 2025 by Danny Jiménez⁩

Read 6 min

The Key to Unlocking Flow in Construction

Breaking projects into phases is powerful but the real speed, flow, and predictability come from how we define zones within those phases.

A zone is not just a space it’s a carefully structured segment of a project that allows the train of trades to flow smoothly. The number and type of zones you choose will directly determine how fast your project moves.

What Are Zones?

Zones are the breakdown of a phase by location. Generally, the smaller the zones, the faster the train of trades moves. But it’s not about equal square footage it’s about work density.

For example, one area might be 15,000 square feet while another is 7,000, yet both could represent balanced zones if the level of effort is similar. This ensures trades flow evenly without bottlenecks.

How to Define Zones

Study the drawings: Identify constraints like stair cores, chases, hoist locations, and access points.
Do a work density analysis: Break the floor into grids, score each block from 1–10, and calculate where effort is highest.
Level by density, not area: Zones should feel balanced in effort, even if the square footage doesn’t match.
Test with Takt planning: Use tools like Kevin’s Takt calculator to test zone strategies against wagons and takt time.

Macro vs Norm Level Planning

Macro level takt plan: Early, conservative, usually 5-day takt time with larger zones. It sets your promise the responsible project duration used for contracts and planning.
Norm level takt plan: Detailed production plan created with trade partners. It optimizes zone count and takt time for speed and buffers. This is your target what you actually build to.

For example, a team might start with 5 zones at the macro level but, after density analysis and collaboration, shift to 11 zones at the norm level. This adjustment reduces overall duration, levels workload, and gives trades the flexibility they need.

Zone Types to Consider

Horizontal zones: Standard floor-by-floor or area-by-area breakdown.
Vertical zones: Cores, elevators, stairs.
Workable backlog: Ready to go areas not on the critical flow path that can absorb extra labor or shifts when needed.

Why This Matters

Without smart zoning, takt planning fails. With it, you can takt any project large or small, repetitive or not. The difference is whether you’re leveling by area (inefficient) or by work density (efficient).

Key Takeaway

Zones are the foundation of flow. When leveled by work density not square footage they unlock speed, predictability, and flexibility in construction. Master zones, and you can takt-plan any project with confidence.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Takt Planning Book – Chapter 5

Posted on September 8, 2025September 8, 2025 by Danny Jiménez⁩

Read 8 min

Understanding Takt Time in Construction

In this blog, we’re diving into Takt Time as explained in Chapter 5 of the book on Takt production systems. Takt Time is one of the most powerful tools we have for bringing flow, predictability, and balance to construction projects.

Key Definitions

Before we get into the details of Takt Time, let’s define some important terms:

Takt Plan: A construction plan in a time by location format showing the flow of trades across the project.
Takt Planning: The process of creating that plan at the macro (big picture) or norm (detailed) level.
Takt Steering: Controlling the train of trades by steering around project constraints.
Takt Control: Clearing the path for trades and ensuring performance is governed properly.
Work Packages & Wagons: Scopes of work bundled into Takt wagons, which move through zones as part of the trade flow.
Constraints & Roadblocks: Conditions or obstacles that restrict trade performance.
Buffers: Built-in time to absorb delays and maintain flow.

These concepts along with others like flow units, bottlenecks, line of balance, and last planner provide the foundation for understanding how Takt Time functions in construction.

What is Takt Time?

In lean manufacturing, Takt Time is the pace at which products or services must be completed to meet customer demand while balancing workflow.

In construction, it’s the pace at which trades move through zones to achieve the project’s end date. It also represents the rhythm of finishing spaces for turnover to the owner.

You can have multiple Takt Times in a project:

Interiors may run on a three day Takt Time.
Exteriors might run on a five day Takt Time.
Phases can have multiple trains of trades moving at different speeds.

The key is that zone boundaries and Takt Time together define the process and this is what gives us visibility into trade flow and workflow.

Why Takt Time Matters

Takt Time enables teams to:

Establish intermediate deadlines by zone.
Balance trade efficiency (supply of installed work) with work efficiency (market demand).
Avoid inefficiencies like stacking trades, variation in pace, or downward productivity spirals.
Optimize zones using the formula:
Takt Wagons + Zones – 1 × Takt Time = Duration.

A strong analogy here is the airline business. Both planes and passengers are important but passengers aren’t going anywhere if the plane isn’t moving. In construction, trade flow (the plane) must be steady for the work (the passengers) to move smoothly.

Macro vs. Norm Level Takt Plans

Macro-Level Plans: Usually start with a five day Takt Time. These are quick, visual, and allow teams to align around a strategy.
Norm-Level Plans: Rarely stick with a five day Takt Time. Instead, trades adjust zone sizes and Takt Times for more precise flow.

Important rules to follow:

Never lock Takt Time to weekends. Delays should be absorbed by adjusting days, not pushing work into weekends.
Never assume one for one trade to wagon alignment. Work packages can be split or combined to achieve flow.

Multi-Train Takt Plans

Contrary to a common misconception, you don’t have to force all trades into the same Takt Time. Multi-train Takt plans allow trades to move at different speeds, as long as the overall plan avoids inefficiency gaps.

When creating these plans:

Start with the fewest number of trains possible.
Magnetize adjacent activities to those trains.
Optimize the largest train first.
Keep trains close and resolve intersections proactively.

Final Thoughts

Takt Time is not just about rhythm it’s about trade flow, balance, and optimization. Start simple with macro level planning, then refine at the norm level by adjusting zone sizes and Takt Times.

As our industry advances, we’ll continue pushing toward one day or even hourly Takt Times, but the fundamentals remain the same:

Pick your speed.
Stagger starts and finishes correctly.
Use Takt Time to guide trade flow and zone completion.

Key Takeaway

Takt Time is the heartbeat of construction flow. By balancing trade efficiency and work efficiency, and by tailoring Takt Times to phases and trains, project teams can achieve predictable progress, eliminate inefficiencies, and deliver projects with greater reliability and speed.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Takt Planning Book – Chapter 7

Posted on September 8, 2025September 8, 2025 by Danny Jiménez⁩

Read 7 min

Production Laws in Construction

It’s vital to understand that you are engineering the production system that will build your project. You develop the system, create the capacity for the trades, and then govern the system all while utilizing production laws.

Think of it like a train: the speed of the train (or rate of work) depends on how many zones are leveled and how clear the path is. We’ve adapted proven production laws from manufacturing into construction practices to ensure the most efficient and effective outcomes. With the Takt Production System and Last Planner, you can see the train and the work ahead clearly using these laws.

Little’s Law

Little’s Law can be translated into construction with three key rules:

Projects move faster when zone sizes are smaller.
Projects move faster when work is leveled.
Projects move faster when you finish as you go.

These rules are mathematically fixed ignoring them will cause problems like stacked work, misaligned zones, or non-rhythmic finishes.

The Law of Effective Variation

The more variation your project experiences, the longer it will take. Takt helps counteract this by creating rhythm and consistency.

Construction managers and superintendents often create variation when they:

Randomly change plans
React poorly to delays
Schedule without rhythm
Move start dates without discipline
Fail to prepare trades properly
Panic and throw more labor/materials at problems

The key is stability and discipline.

The Law of Bottlenecks

Every project will always have at least one limiting factor. Once you solve it, another will appear.

In construction, bottlenecks show up in trades or zones. Takt makes them visible quickly but you must fix them by leveling work and zones, not by throwing more labor or materials at the problem.

Kingman’s Formula

Work must be packaged not just by activity duration, but also with allowances for variation and crew productivity.

For example: if your takt time is four days, you shouldn’t schedule a full four-day activity. Instead, plan for three or three and a half days, leaving space for variation.

Brooks’s Law (and Lucy’s Law)

Adding excess labor late in the project doesn’t accelerate progress it often slows it down.

Trade stacking: too many trades in one area
Trade burdening: one trade stretched across too many areas

Both lead to chaos. More people increase complexity, reduce communication effectiveness, and require onboarding that delays productivity. Add overtime and fatigue, and you end up with rework, blown budgets, and missed schedules.

Like Lucy and Ethel on the chocolate assembly line, speeding things up by stacking more people doesn’t make it better it just creates a mess.

Supporting Lean Principles

Takt works because it’s grounded in lean concepts, including:

Respect for people: clean bathrooms, safe environments, and proper worker conditions.
Stability (5S): clean, safe, and organized sites.
One process flow: trades complete work in zones one at a time, correctly.
Flow together: trades move at the same speed, with rhythm.
See together: visual plans (like E3) make problems visible and solvable.
Continuous improvement: use visibility to adapt, improve, and recover.

The Bottom Line

To obey production laws and build projects that flow, ensure:

The right number of zones
Leveled zones
Leveled takt wagons
The right takt time
Proportional resources
A clear path ahead

This is how lean construction works.

Key Takeaway

Production laws aren’t optional they are fixed realities. Projects succeed when leaders respect these laws, reduce variation, fix bottlenecks properly, and build rhythm with lean practices like Takt. Ignore them, and your project descends into chaos.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Takt Planning Book – Chapter 6

Posted on September 8, 2025September 8, 2025 by Danny Jiménez⁩

Read 7 min

Trains and Trade Flow in Construction

In this blog, we’re diving into the concept of Trains and Trade Flow within the Takt Production System. This framework helps construction projects achieve flow, predictability, and balance by organizing crews and work packages into coordinated systems just like a train.

Why Trains Matter

Workers, crews, and work packages can only flow when they are organized to:

Move in the same direction.
Follow the same sequence.
Carry roughly the same amount of work in each Takt wagon.
Travel at the same speed and distance apart.

Organizing trades as a train is crucial to flow. In manufacturing, cars flow down a production line at the rhythm of Takt time. Construction is similar only in reverse. Instead of products flowing through fixed stations, trades flow through zones.

Takt First, Pull Second

Pull planning is valuable, but it is secondary to Takt time.

Pull ensures work is only released when needed, reducing waste.
Takt provides the rhythm and target for the supply chain.

Without Takt as the driver, supply chains with long durations would fail to deliver resources on time. Lean construction works on Takt first, pull second.

Flow in Construction

In manufacturing, the car is the value-receiving flow unit. In construction, the trades are the flow unit. The key is to get trades moving like cars on a line through phases, at a steady pace, and spaced apart correctly.

Every project has:

Phases: broken down into zones.
Zones: forming the “tracks” of the train.
Trades: forming the train cars (Takt wagons).

When zones are leveled and trades are organized into wagons, projects achieve true flow.

Building the Train

Trades don’t naturally move at the same speed. Some activities are faster, others slower. This is where work packaging comes in. To create flow, you can:

Combine activities into one wagon.
Split activities into multiple wagons.
Adjust crew size or resources to speed up or slow down work.

Each wagon must fit within the limits of Takt time and zone size. Buffers of 5%–20% are recommended too much buffer wastes time, too little causes chaos.

When packaged correctly, the Takt plan visually represents wagons moving through zones across time.

Macro vs Norm Level Planning

At the macro level, you estimate durations using builder experience, trade input, and historical data. At the norm level, you refine through pull planning with last planners (foremen). This collaborative process ensures accuracy, improves problem solving, and secures team buy in.

Multi Train Takt Plans

Not all projects work with a single train. Many phases require multiple trains of trades moving at different Takt times. The keys to managing multiple trains are:

Use the fewest trains possible.
Magnetize adjacent activities to the largest train.
Keep trains close together.
Map intersections and resolve conflicts early.

This flexibility allows construction teams to optimize flow while controlling work in progress (WIP) and maintaining productivity.

Putting It Into Practice

To package trades into flow

Build sequences with balanced work and trade flow.
Ensure buffers are included.
Enter the sequence into a Takt template and format it for clarity.

And remember “a project can only move as fast as its slowest trade, wagon, or package”.

Key Takeaway

Construction projects achieve predictable flow when trades are packaged into trains and Takt wagons, moving together through zones at a steady pace. By focusing on Takt first, pull second, and flexibly managing multiple trains, teams can eliminate chaos, optimize resources, and deliver projects faster and more reliably.

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