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The Safe Mind – Field Engineers

Posted on by Danny Jiménez⁩
Read 23 min

You’re Not Safety-Minded Enough Yet

Here’s some conflict for you. You’re probably not safety-minded enough yet. And before you dismiss that statement because you think you’re doing pretty good with safety, let me tell you why that reaction is exactly the problem. Most of us don’t realize our standards are too low until someone forces us to raise them. Until consequences arrive. Until we get called into an office and told we have a decision to make about whether we’re going to take this seriously or hit the road.

I’ve been there. I thought I was doing fine with safety. I’d grown up in my career not really relying too much on paperwork, having safety managers come around just when something happened or they needed to yell at somebody. I wasn’t used to total participation when it came to safety. Wasn’t used to actually enforcing the rules. That was just my experience.

Then I transferred to a new company as a superintendent on a job. The regional safety director wanted lights up on the sidewalk, wanted me to do walks every week at minimum, wanted pictures corrected within twenty-four hours. I blew her off a couple of times. Yeah, yeah, okay, okay. The third time wasn’t so nice. She came with the general superintendent. They sat me down and told me I had a decision to make. I was either going to take this seriously or I was going to hit the road.

The Pain of Unconscious Low Standards

You know what’s dangerous about low standards? You don’t know they’re low until someone shows you what high standards look like. You think you’re doing fine. You’re not causing obvious problems. Nobody’s getting hurt on your watch. And then someone with higher standards arrives and suddenly you realize you’ve been operating at a level that would never be acceptable to people who truly care about protecting others.

After that conversation, I snapped. I immediately switched. I all of a sudden cared about safety. I cared about the inspections. I cared about the pictures. I cared about the cleanliness. I cared about making sure the project was remarkable. I cared about the workers because they woke me up to a higher sense of living, a higher sense of purpose, and a higher sense of responsibility.

From that point forward, the project was beautifully clean. Worker huddles were amazing. I had zero tolerance for safety, respectfully done, but no tolerance for bad behavior. All pre-task plans were checked every morning. All permits, especially excavation and dig permits, were filled out that day. I planned cranes six to twelve weeks ahead of time. I was on it. Everything made sense. I became a safety fanatic.

But here’s the painful part. It took someone threatening my job to get me there. I had to be forced to care enough. And that’s the failure pattern that’s costing our industry too much. We wait until consequences arrive before we develop the mindset that should have been there from the beginning.

The System Doesn’t Teach High Set Points From Day One

Here’s what I want you to understand. The construction industry doesn’t start people with high safety standards. It teaches acceptable mediocrity. It teaches you to do enough to stay out of trouble. It teaches you that safety is about compliance and paperwork and avoiding incidents, not about genuinely protecting people because you value them.

I had another moment like this around the same time period. I was joking around at work with inappropriate humor. I didn’t think it was a big deal. I’d grown up in environments where that kind of joking was common. And then I got suspended without pay for a month. Not written up. Not warned. Suspended. Because my behavior created an unsafe environment for people who weren’t physically unsafe but emotionally and mentally unsafe.

I hated that man for years until I finally reflected that it was my fault. And now I thank God for him because he got my mind straight. He showed me that safety isn’t just about hard hats and fall protection. It’s about creating environments where everyone feels safe, respected, and included. Where inappropriate comments don’t happen. Where unconscious biases get challenged. Where we protect people’s dignity as fiercely as we protect their physical bodies.

My set point on both those instances wasn’t high enough. My safety set point should have been set to perfect. My set point for ethics and morals and interactions in the workplace should have been set to total inclusion and appropriateness. And it wasn’t. The system failed me by not teaching me higher standards from the start. And then two people cared enough to force me to raise my standards before I hurt someone or destroyed my career.

Safety Is a Value, Not a Priority

When I started working at DPR, they said something in orientation that changed how I thought about safety forever. They said safety is a value, not a priority, because priorities can change but a value will remain constant. That distinction matters enormously. When safety is just a priority, it competes with schedule and budget and customer demands. When it’s a value, it’s non-negotiable regardless of pressure.

Think about what that means practically. If safety is a priority, you might cut corners when you’re behind schedule. You might skip steps when the customer is pushing hard. You might tolerate borderline behavior because you don’t want confrontation. But if safety is a value, none of those pressures matter. You don’t compromise values when things get difficult. You protect them more fiercely.

This applies to physical safety and to what I call mental and emotional safety. Physical safety means proper fall protection, clean job sites, enforced rules, pre-task plans, planned crane lifts, excavation permits. Mental and emotional safety means total inclusion, appropriate language, no harassment, protecting the innocent, creating environments where diversity is welcomed and everyone is treated with dignity.

Both require the same mindset. Both require setting your internal standard, your set point, to a level where you won’t tolerate anything less than excellence. Not because someone is watching. Not because you might get in trouble. But because you genuinely value protecting people.

Here’s what raising your safety set point looks like in practice:

  • Going over the top with safety orientations when you’re asked to lead them, not just going through the motions • Putting heart and soul into safety walks and observations, finding real issues that protect people • Approaching tough, unapproachable workers within four seconds when you see something unsafe instead of walking by • Taking training seriously instead of treating it like a box to check • Developing safety mindset everywhere, not just at work

These aren’t suggestions. These are the disciplines that separate people who wait for consequences from people who prevent them by living at higher standards from the beginning.

The Everywhere Mentality

Let me challenge you beyond just work sites. Do you have a safety mindset at home? How many times do people put up Christmas lights on roofs without fall protection? How often do we put a ladder on top of something else, maybe in the back of a truck or on a scissor lift, with something else stacked on top, being completely unsafe? I’ve heard of people getting severely injured doing that. I knew someone who was paralyzed from exactly that kind of decision.

Do we have safety mindset in our volunteer organizations? At church? Are we protecting the innocent? Are we protecting children? Are we protecting people from inappropriate situations? Are we driving safely and making sure people wear seatbelts? Are we protecting people from COVID-19 by social distancing and wearing masks? Are we protecting people by doing proper planning everywhere, not just on construction sites?

My point is our mental set point needs to be set a lot higher for us to have a safety everywhere mentality. If we don’t develop and encourage and support a safety mindset that serves us at work, we’re going to have moments where we get in trouble for harassment or EEO violations. We’re going to have moments where we could have protected somebody in a bad situation but something bad happened. We’re going to have safety incidents where we could have said something and stopped it.

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. We work with builders who understand that protecting people physically and mentally isn’t optional. It’s the foundation of everything we do, and we teach leaders to set their standards high from day one instead of waiting for consequences to teach them.

The people who aren’t safe and clean and organized become nightmares to supervise. General superintendents dread going to their jobs because they know they’ll have to pester them into running a good job. It takes emotional currency to give someone the third butt-chewing of the day about things that should be automatic. That leverage, that emotional energy required to force someone to care, is draining and wasteful.

The Challenge: Raise Your Set Point Now

So here’s my challenge to you. If you’re a field engineer or entering the construction world, do not become someone’s nightmare. Don’t be that person who has to be forced to care. Become safety-minded and make it one of your core values now, before consequences arrive to teach you.

Do not get numb to the current condition. There are unconscious biases on every project. There are people sometimes outright prejudiced, racist, or sexist on our sites making inappropriate comments. There are people in unsafe situations. There are innocent people in bad situations where we’re not speaking up. There are people trusting us to return their spouses home safe, COVID-free, and we’re not always enforcing the rules as we should.

Begin right now to get exposed to inclusiveness, to safety, and to the concept of protecting the innocent. Take it seriously. Use all the tools you’ve been given. Learn them, study them, practice them, implement them. Make sure everything you do has purpose and care enough to spend time doing these things right. And if you care enough to spend time with safety and make everything purposeful, you can actually make it fun too.

I’m thankful for the two people who cared enough to force me to raise my standards. One who chewed me out about safety. One who suspended me without pay for a month when my behavior created an unsafe environment for others. They invited me to a higher level of existence. They showed me that my set point wasn’t high enough. And now I’m inviting you to the same higher standard, but without needing consequences to get you there.

As Eleanor Roosevelt said, “It is not fair to ask of others what you are not willing to do yourself.” Don’t ask your crews to be safe while you tolerate mediocrity in yourself. Don’t expect others to create inclusive environments while you make inappropriate comments. Set your own standards impossibly high, and watch how it transforms not just your projects but your entire approach to protecting people.

On we go.

Frequently Asked Questions

How do I know if my safety standards are high enough?

Ask yourself honestly: would you be embarrassed if a respected mentor watched you work for a week? If someone with higher standards showed up tomorrow, would they find gaps in how you handle safety, cleanliness, or inclusiveness? If you’re not sure, your standards probably aren’t high enough yet.

What if my company culture doesn’t emphasize safety the way you’re describing?

Then you have a choice. You can wait for that culture to change, or you can set your personal standards higher and become the example that shifts culture. The people who transform industries are the ones who refuse to accept current conditions as acceptable, regardless of what everyone else is doing.

How do I develop a safety mindset beyond just following rules?

Start seeing safety as protecting people you care about, not just compliance. Imagine every worker on your site is someone’s spouse, parent, or child who needs to get home safely. That mindset shift changes how seriously you take every decision, every inspection, every moment where you could speak up or stay silent.

What should I do if I see inappropriate behavior or unsafe conditions but feel uncomfortable addressing it?

Make the decision within four seconds to say something. The discomfort of speaking up is temporary. The regret of staying silent when someone gets hurt or harassed is permanent. Your obligation to protect people overrides your personal discomfort with confrontation.

How do I balance being safety-focused without becoming the person everyone avoids?

Safety done with respect and care doesn’t make you unlikeable. It makes you trustworthy. People avoid leaders who are inconsistent, who yell without teaching, who enforce rules arbitrarily. They respect leaders who consistently protect them, explain why standards matter, and hold everyone including themselves to high expectations.

 

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.

The Joys of Boot Camp Part 3

Posted on by Danny Jiménez⁩
Read 21 min

Control the Morning, Win the Day

Here’s the question that separates excellent field leaders from overwhelmed ones: Do you control your morning, or does your morning control you? Because if you show up at the job site and fifty questions hit you in the first hour before you’ve thought through your day, you’re done. You won’t get a single meaningful task completed. You’ll spend the entire day reacting, firefighting, and feeling like you accomplished nothing that mattered.

I’ve watched this pattern destroy good people. They show up with the best intentions. They care about quality. They want to lead well. And then the chaos starts. Questions from trades. Problems from yesterday that weren’t solved. Owner changes that need attention. Inspections that showed up unannounced. And by the time they catch their breath at three in the afternoon, they realize they never looked at tomorrow’s work, never called that subcontractor, never reviewed those submittals, and definitely didn’t spend any time developing their people.

The system doesn’t teach us to control our days. It teaches us to react to whatever screams loudest. And that’s exactly why standardization of your day matters more than almost any technical skill you’ll ever learn.

The Pain of Living Reactively

You know this feeling. You show up at work with a mental list of things that need to get done. Important things. Strategic things. The kind of work that actually moves the project forward instead of just keeping it from falling apart. And then the questions start coming. The fires start burning. The urgency takes over. And by the end of the day, you haven’t touched a single item on that mental list.

At our recent foreman boot camp, we watched teams struggle with this exact dynamic. They’d spend hours getting a lift drawing perfect, only to discover one mistake that sent them back to square one. They’d finally make progress on layout, then realize they hadn’t communicated with the rest of the team about what was done and what still needed doing. The pattern was clear: when you don’t standardize your approach, you spend massive amounts of time reworking things that should have been done right the first time.

One participant described it perfectly. He said he sat there for hours feeling like he was wasting his time because he couldn’t get the lift drawing right. Then when he finally showed it to the last person for sign-off, there was one mistake. He had to go all the way back, fix it, reprint it, and get it checked off again. In that moment, he realized that even though he spent more time than he wanted, he was grateful because now he had zero doubt it was correct.

That’s the difference between reactive chaos and controlled standardization. Chaos feels fast but creates rework. Standardization feels slow but creates certainty.

The System Doesn’t Teach Daily Discipline

Here’s what I want you to understand. The construction industry doesn’t teach you how to standardize your day. It teaches you to be tough, to handle pressure, to solve problems as they come. And those things matter. But without a disciplined routine that you practice until it becomes automatic, you’ll always be one crisis away from losing control of your entire week.

At boot camp, teams learned this the hard way. They’d make progress on one task while completely forgetting to communicate with teammates about challenges they were facing. They’d focus so intensely on getting something perfect that they’d lose track of time and miss critical checkpoints. The teams that struggled most were the ones without structured communication rhythms. The teams that succeeded had built in checkpoint times where everyone stopped what they were doing and synced up on progress, challenges, and next steps.

One team reflected afterward that if they’d put a full hundred percent into getting everything checked off properly on day one with more hustle and faster failure, it would have given them more time on day two. They wouldn’t have been struggling through challenges with two hours less margin. The lesson was clear: you have to give full effort at every single step because you don’t know what struggles the next step will bring or how it will push you into your cutoff time.

The system failed them by not teaching them to standardize their process from the beginning. And now they learned it through struggle instead of through discipline.

What Standardization Actually Looks Like

Let me walk you through what controlling your day actually means in practice. This comes from one of our lead instructors who lives this routine when he’s at his best, and he’s honest about when he’s not living it well.

The morning is about control. You focus on winning before the chaos starts. That means being up early. Working out. Reading at least ten pages of a personal development book. Studying drawings. Creating your to-do list with a minimum of five activities that must get done that day. Reviewing your meeting schedule so you’re not late. By seven o’clock, you’ve already won the day because you’ve created a plan, studied your work, and know where you’re supposed to be.

Then comes the chaos. Fifty questions in the first hour. Problems that need solving. Fires that need fighting. But here’s the key: if you can establish that morning routine and do it every day, you’re winning. Because when those questions start coming and people start trying to pull you into firefighting mode, you already have clarity on what actually matters today. You can help people find answers without losing your own focus. You can push them to exhaust their resources first, to look in the drawings, to check the specifications, to talk to their project manager before they come to you. That creates a standard for them and for you.

Control the chaos throughout the day. Keep moving through your to-do list. Make your meetings. Stay focused on what you identified as critical in the morning when your mind was clear and strategic, not reactive and frantic.

Then comes the evening. This is when you’re supposed to love life. When you go home, you standardize the love for your spouse and your children and your hobbies. You create time for those things. Put them on your to-do list. Reading a book with your kid. Telling your spouse you love them five times. Whatever matters to you. Because standardization isn’t just about work. It’s about practicing the things that matter until they become automatic.

Here’s what this looks like practically:

  • Morning routine before 7 AM including physical health, mental development, work preparation, and daily task planning • To-do list app on your phone with five must-complete activities identified each day • Scheduled checkpoints with your team where everyone stops and syncs on progress and challenges • Evening routine that protects family time and personal development as intentionally as you protect work time

These aren’t suggestions. These are the practices that separate leaders who control their days from leaders who get controlled by their days.

Why Repetition Creates Perfection

At boot camp, we watched people go through the painful process of redoing work multiple times until it was perfect. One instructor reflected on how impressed he was with everyone’s effort on lift drawings. The drawings were better than he’d seen in previous boot camps, and the effort people took to get them right was awesome. There were lots of red lines. Lots of times they had to print things over and over and go back and redo them. But they kept at it.

That’s the point of standardization. We preach quality. We preach pushing for perfection. But when you’re all over the place with no routine, it’s really difficult to be perfect. It’s really difficult to do a task perfectly when you’re not practicing it consistently. As you standardize your day and find your organizational rhythms, you have to keep practicing until it becomes boring, mundane, and monotonous. Because that’s when you become perfect at it. When it becomes so routine and thoughtless that it just happens automatically, you’ll continue to move forward and then you can move on to the next thing that makes you better.

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. We work with builders who understand that excellence comes from disciplined routines practiced daily, not from heroic efforts when things fall apart.

One participant described learning under high stress and accelerated timelines. He said his brain works faster when he’s forced to learn something quickly. He retains things more rapidly when he’s doing them with his hands while learning the concepts. Boot camp was built around learn it, do it, practice it, and quality control it, because that’s how it works in the real world. You might as well learn it in a controlled environment where mistakes are learning opportunities, not project failures.

The Challenge: Standardize Tomorrow

So here’s my challenge to you. Tomorrow morning, control it. Get up early. Work out if that’s your practice. Read something that develops you personally. Study your drawings. Create your to-do list with five must-complete activities. Review your meeting schedule. Win the morning before the chaos starts.

Then when the fifty questions come, you’ll have the clarity to help people without losing your focus. You’ll know what actually matters today versus what just feels urgent. You’ll protect your plan while still serving your team. And when you go home in the evening, you’ll standardize the love for the people who matter most. You’ll create routines that protect what’s eternal while you’re working on what’s temporary.

As Aristotle said, “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” Don’t wait for the perfect moment to start standardizing your day. Start tomorrow morning. Control it. Win it. And watch what happens when you practice excellence until it becomes automatic.

On we go.

Frequently Asked Questions

How do I establish a morning routine when I already feel overwhelmed and behind?

Start with one thing. Pick the single most important practice, whether that’s reviewing your to-do list or studying drawings, and do it for seven days straight. Once that becomes automatic, add the next practice. You don’t build a complete morning routine overnight. You build it one habit at a time until the full routine becomes effortless.

What if my job requires me to be reactive because I’m always putting out fires?

That’s exactly why you need a morning routine. The fires will always be there. The chaos won’t stop. But if you control your morning and identify what truly matters before the urgency hits, you can respond to fires without losing sight of strategic work. The question isn’t whether fires exist but whether you have clarity on what to protect when they start burning.

How do I balance a structured routine with the flexibility construction requires?

Standardization doesn’t mean rigidity. It means having a foundation that holds steady when everything else shifts. Your morning routine gives you clarity and focus. Your to-do list gives you priorities. Those things don’t prevent you from adapting to field conditions. They give you the mental space to adapt effectively instead of just reacting desperately.

What if I’m not a morning person and can’t do an early routine?

Then control whatever part of the day works for you. The principle isn’t about specific hours but about creating intentional space before the chaos starts. If you work second shift, that might be midday. The key is establishing protected time to plan, prepare, and get clear on priorities before demands start coming at you.

How do I know if my routine is working?

Track how many of your five daily tasks you complete. Track how often you feel in control versus reactive. Track whether you’re reworking things or getting them right the first time. If those metrics improve, your routine is working. If they don’t, adjust your practices until you find what creates the clarity and control you need.

 

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.

The Power of Moments!

Posted on by Danny Jiménez⁩
Read 18 min

Why the Perfect Project Lost to the Disaster Next Door

Here’s a story that should make every project manager sit up straight. I finished a hundred million dollar job on time, down to the day. The owner said it was the best team they’d ever worked with. We came in under budget, passed every audit, maintained zero major safety incidents, and kept the site so clean it became the benchmark in Arizona. Meanwhile, the neighboring contractor finished a year behind schedule, three million over budget, failed their audit, and created a PR nightmare.

Guess who got selected for the next job? You guessed it. The contractor who tanked it. Not because they did better work. Not because they had better relationships or deeper expertise. But because they created more moments. More recent moments. More frequent mental touchpoints. We were the unsqueaky wheel over here executing flawlessly, and they were creating constant interaction and memorable experiences.

That’s the brutal truth about construction that nobody wants to talk about. You can do everything right and still lose the next opportunity because you didn’t create moments that mattered.

The Pain of Being Forgotten Despite Excellence

You’ve felt this before. Your team delivers an exceptional project. Quality is outstanding. Schedule is tight. Safety record is clean. The owner sends thank you emails praising your performance. And then six months later when the next project comes up, they invite someone else to bid. Or they select a contractor you know had problems on their last job. And you’re left wondering what happened.

What happened is that while you were focused on execution, someone else was focused on experience. While you were filling potholes and solving problems quietly, they were building peaks and creating memorable moments. While you were keeping your head down and doing great work, they were showing up at the owner’s office, sending handwritten notes, celebrating milestones publicly, and making themselves unforgettable.

This is the pattern that costs us repeat work and long-term relationships. We believe that excellent execution should speak for itself. We think quality and performance will naturally lead to loyalty. And we’re shocked when clients choose contractors who underperformed but stayed top of mind through consistent, memorable interactions.

The System Teaches Us to Fill Potholes, Not Build Peaks

Here’s what I want you to understand. The construction industry doesn’t teach us to create moments. It teaches us to solve problems, manage risks, and deliver projects. Those things matter enormously. But they’re table stakes. Every competent contractor can execute work and manage a schedule. What separates the contractors who build multi-decade client relationships from those who chase every new opportunity is the discipline of creating defining moments.

The book “The Power of Moments” by Chip Heath and Dan Heath breaks this down beautifully. They argue that great experiences hinge on peak moments, which they call defining moments. These are short experiences that are both meaningful and memorable. And here’s the critical insight: we can be the authors of these moments by intentionally building them into our client relationships, our employee experience, and our project delivery.

Most organizations dramatically underinvest in building peaks. They spend all their energy filling potholes, solving problems, and avoiding failures. And while problem-solving is necessary, it doesn’t create the memories that drive loyalty and repeat business. A project without major problems is forgettable. A project with memorable positive moments is unforgettable.

The system failed me on that hundred million dollar job because nobody taught me to create moments alongside excellent execution. I assumed performance would be enough. It wasn’t.

The Four Elements That Create Defining Moments

The authors identify four elements that make moments memorable and meaningful. Understanding these gives us a framework for intentionally creating experiences that clients, employees, and partners will remember long after the project closes out.

First is elevation. Moments of elevation rise above the routine. They make people feel engaged, joyful, surprised, or motivated. Think about the hotel with the Popsicle hotline at the pool. It’s not a fancy hotel, but they have a phone by the pool where you can order a Popsicle and someone brings it to you. That small detail breaks the script, boosts sensory appeal, and creates a memorable moment. In construction, elevation might be the way you celebrate substantial completion, or how you handle the owner’s first walkthrough, or the experience you create when the project team tours the finished building.

Second is pride. Moments of pride commemorate people’s achievements. One story from the book describes how a CEO realized their company was undervaluing work anniversaries. They transformed it by having the CEO personally meet with every employee celebrating an anniversary, acknowledge them company-wide, and increase the service award to one hundred dollars per year of service. The result was employees feeling genuinely valued and proud of their commitment. In construction, this could be how you recognize trade partners who perform exceptionally, how you celebrate project milestones with the entire team, or how you acknowledge individual contributions during safety stand-downs.

Third is insight. Moments of insight deliver realizations and transformations. There’s a story about someone trying to standardize glove usage in their company. Instead of presenting a boring PowerPoint, they bought one pair of every type of glove being used across the organization, attached the price tags, and dumped them on the conference table. People started picking them up, looking at the price tags, and getting disgusted with the chaos, waste, and price differences. The insight hit them viscerally, and they quickly reached consensus on standardization. In construction, insight moments might be when you show an owner the cumulative cost impact of change orders visually, or when you walk a designer through the field to see constructability issues firsthand.

Fourth is connection. Moments of connection bond us together. Groups unite when they struggle together toward a meaningful goal. Individual relationships deepen through responsive interactions. In construction, connection moments happen when your superintendent stays late to solve a critical problem with the owner’s facility team, or when your project manager researches a permitting issue to help the designer, or when your team rallies together during a challenging phase of work.

Here’s how you can start creating moments intentionally on your projects:

  • Identify three opportunities on your current project to elevate an ordinary interaction into a memorable experience
  • Recognize individual and team achievements publicly and specifically, not just with generic thank yous
  •  Create insight moments by making abstract problems tangible and visible 
  •  Respond to client needs beyond your contractual scope when the moment matters

These aren’t expensive gestures. They’re intentional choices to turn routine interactions into defining moments that people remember.

Why Moments Matter More Than You Think

If you’re a project manager, superintendent, or business development professional, this should change how you think about your work. You’re not just managing schedules and budgets. You’re creating experiences that will determine whether this client becomes a partner or a one-time transaction. You’re building memories that will either make you unforgettable or invisible when the next opportunity comes up.

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. We work with builders who want to create exceptional experiences for their clients and teams, not just deliver projects.

Think about your current project. When was the last time you created a moment of elevation that surprised and delighted your client? When did you last recognize someone’s achievement in a way that made them feel genuinely proud? When did you create an insight that transformed how someone saw a problem? When did you respond to a need in a way that deepened connection and trust?

If you can’t answer those questions easily, you’re probably executing well but not creating moments. And that means you’re vulnerable to losing the next opportunity to someone who understands that business relationships aren’t built on competence alone. They’re built on memorable experiences that make people want to work with you again.

The Challenge for Your Team

Here’s what I want you to do this week. Look at your current project and identify one opportunity in each category. Find one place where you can elevate an ordinary interaction. One achievement you can recognize publicly. One abstract problem you can make tangible and visible. One responsive action that will deepen connection with your client or team.

Don’t wait for the perfect moment. Create it. Don’t assume good work will speak for itself. Make sure people remember not just what you built, but how you made them feel while building it. As Maya Angelou said, “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

On we go.

Frequently Asked Questions

What’s the difference between creating moments and just doing good customer service?

Good customer service solves problems and meets expectations. Creating moments exceeds expectations in memorable ways that people talk about and remember. It’s the difference between answering questions promptly and surprising someone with a solution they didn’t know they needed.

How can I create moments when my project budget and schedule are already tight?

Most powerful moments don’t require significant budget or time. They require intentionality and creativity. A handwritten note, a public recognition, or a responsive action when it matters costs almost nothing but creates lasting impact.

What if I’m uncomfortable with the marketing aspect of creating moments?

This isn’t about marketing or manipulation. It’s about being intentional with how you serve people and recognizing that relationships matter as much as deliverables. Think of it as protecting your people by ensuring the work you do together gets remembered and valued.

How do I know which moments to create on a project?

Look for transitions and milestones: first site visit, groundbreaking, substantial completion, final walkthrough. Look for challenges where responsive action would demonstrate partnership. Look for achievements worth celebrating publicly.

What if my client doesn’t seem to care about moments and just wants the work done?

Every client cares about feeling valued and respected, even if they don’t articulate it that way. Creating moments isn’t about forcing experiences on people. It’s about thoughtfully recognizing when an ordinary interaction could become meaningful with minimal additional effort.

 

 

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.

Field Engineering Commandments (The Field Engineering Non-Negotiables In Construction)

Posted on by Danny Jiménez⁩
Read 27 min

Field Engineering Commandments (The Non-Negotiables in Construction)

In this blog, I’m going to take you through the practices, and I’m just going to call them commandments, the things that you have to follow if you want to get your layout and control and your lift drawings and your building components right. Meaning, you want to build with quality. So let me tell you a story before I go back here to the board.

At Hensel Phelps, they have a rich history of field engineering, and they know how to do it right. Emeritus professor Wesley Crawford from Purdue University did a number of sabbaticals with Hensel Phelps, wrote Construction Surveying and Layout: A Field Engineering Methods Manual. And literally, Hensel Phelps to this day still does field engineer boot camps and has advanced training programs and follows these guidelines.

And I’m not blaming surveyors. I love surveyors. Although we do need everybody to step up in their understanding of field engineering, especially surveyors, because you can’t just go stake points and call it good. That’s not how it works.

The Pain of Not Following Field Engineering Commandments

What they started to do was try and talk a certain region of the company into just using surveyors. Hensel Phelps didn’t buy off on it. They’re smarter than that. But anytime those survey consultants came in, they were causing all kinds of problems. I mean, before it was caught, buildings that were laid out outside of the property line, elevations multiple inches off. I mean, big, big problems. And they’re like, “Hey, we can’t do this.”

So I worked at Hensel Phelps, and so this is a credit to them. They were like, “Hey, let’s push that influence out and get back to basics.” And I want you to know that this list of commandments, anywhere it’s tried, takes a group of performing field engineers or surveyors from making mistakes to being very good when it comes to quality because they’re double-checking their work and because they’re using the right practices.

And so I won’t say all mistakes are gone, but we all know that mistakes happen every now and then if we’re not doing the double-checks. But this literally will transform a business from failing when they’re doing their own layout, their own field engineering, or double-checking to massive success. So let me take you through these commandments. And they’re non-negotiable. Meaning, this isn’t Jason’s opinion. These are non-negotiable. If you don’t like me, at least love the information. If you follow these practices in your company, you will get this right.

Commandment One: Traverse Your Primary Control

Number one, traverse your primary control. If your building is in the middle of the site and your primary control is a set of points surrounding the building that’s permanent, that’s in concrete, that’s used to locate all structures, then you must traverse through these points. And I prefer the compass rule. You can use a least squares adjustment and you can take redundant shots, but compass rule is my preferred. And if you talk to surveyors, they’ll be like, “You’re crazy.” But you’ve got to understand that when you get down to the tolerances that we’re attempting to hit at the building, you have to do this. None of these are optional.

So you traverse the primary control with the total station using tribrachs, doing a distance shot, then a direct reverse, direct reverse, at a minimum distance shot point to point. Then mathematically you will close that traverse, and you want a good level of accuracy. You can find this in the book, in the Construction Surveying and Layout book, and you have different, basically, orders of accuracy. But I always wanted one in 50,000, meaning that it would take me 50,000 linear feet to be off a foot for that quality of survey work. I wanted above 50,000. I want it to close well. If you do that, you will have a good, solid base network of points for your primary.

Commandment Two: Tie to BOB (Basis of Bearings)

Commandment two, tie to BOB. I’m not talking about Monsters vs. Aliens, the kids’ movie. So BOB is basis of bearings. Meaning that hopefully two of the points are actual coordinate points, city monuments with city coordinates and a design benchmark on it, so that you’re tying your overall network to the actual basis of bearings from which the building was designed.

Commandment Three: Level Loop Your Primary Control

Number three, level loop your primary control. That means that in addition to your traverse, you will set up your automatic level and do a backsight, foresight. You’ll do automatic level, backsight, foresight, backsight, foresight, backsight, foresight, backsight, foresight, backsight, foresight, and close on that original point. And the benchmark that you got from the design benchmark is transferred through a closed level loop that meets the order of accuracy. All of those are adjusted, and the elevations are correct. I believe in version three, it’s page 716 that shows the formula to see if your level loop closed well enough. But you have to make sure you level loop your primary control to get your elevation.

Commandment Four: Go Through Two Benchmarks

Commandment number four, whenever you’re doing level loops, you need to make sure you go through two benchmarks, that you estimate on the rod to the nearest thousandth, and that you always close. If you don’t do this, you’ll be in trouble. If you do one benchmark and that benchmark is off, your whole level loop will be off. That’s why you check to two. If you do everything to the nearest hundredth, you will not close within the accuracy on page 716. And if you don’t close, you won’t know if any of your work is good.

Commandment Five: Use the Right Tool for Distance Measurements

Commandment number five. If you’re going to shoot distances, and let’s just say that it’s over 150 feet, you can make it 200 feet, you can make it 250. You could make any rule you want. Definitely past the limitations of your total station, you’re going to use GPS. But typically between 150 feet and 1,500 feet, if the total station can sight that far, I will use a total station for distance measurements. Anything over that, like 1,500 feet, I’m going to use GPS. Anything between 150 and 1,500, I’m going to use the total station. Anything up to 150 feet, I’m going to use a chain. And anything within 35 feet, preferably 30, I’m going to use a tape measure.

Now, some people are like, “Jason, I’m just going to lay out the whole building with GPS.” Well, you won’t be within tolerance. “I’m going to lay everything out with my total station.” You got 3/16 worth of air in there. You shouldn’t do that with everything. Your chain will measure accurate dimensions spot-on, especially if you make sure that it’s tensioned properly, no sag, and you adjust for temperature. And then your tape measure. There’s nothing better within 30 to 35 feet than a tape measure.

Here’s the breakdown for distance measurements:

  • Over 1,500 feet: GPS – Beyond total station limitations, use GPS for long distances
  • 150 to 1,500 feet: Total station – If the total station can sight that far, use it for distance measurements
  • Up to 150 feet: Chain – Chains measure accurate dimensions spot-on if tensioned properly, no sag, and adjusted for temperature
  • Within 30-35 feet: Tape measure – Nothing better than a tape measure for short distances

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

Commandment Six: Always Double-Check Your Work

The sixth commandment is always double-check your work. And that’s going to be with a different person, different technology, different approach, or a gut check.

Commandment Seven: Label Everything Permanently

Commandment number seven, label permanent. I want everything labeled. I want these on concrete monuments. I want them to have beautiful stamped brass monuments with stamped labels. I want LAF labeled beautifully. I want your secondary control, which is typically a baseline around your building, labeled beautifully. I want your grid lines labeled beautifully. I want everything labeled to the nth degree. Nobody should have to guess.

Commandment Eight: Setting a New Benchmark (Go Through Two Known Benchmarks)

Number eight, when you have a benchmark and I want to bring a benchmark into that location, somebody could say, “Hey, I just want to go ahead and set up and backsight and shoot the elevation.” No, no, no, no, no, no. What you’ll do then is you’ll then set up, backsight, foresight. And then you’ll set up, backsight, foresight, close the loop. Anytime you set a new benchmark, you have to go through two known benchmarks, and you have to close. And remember, you have to estimate to the nearest thousandth. This will make sure that that benchmark that you set is properly done.

Commandment Nine: Setting Baselines Properly

One other thing that I want to talk to you about is when setting baselines, there is a way to do it. When you set this baseline right here, you will set up, backsight, and shoot the end points. And then you will set up over here, backsight, and shoot the end points. Then you will shoot direct and reverse shots with direct distance shots and reverse distance shots and take the average. So baselines should be done from the end points, and then everything in the middle should be point to point, direct and reverse.

Commandment Ten: Use the End of the Tape Properly (Never Burn a Foot)

Now, this is a long list. We’re almost there. Stay with me. Number ten, use the end of the tape properly. The end of the tape on a tape measure is supposed to move. It moves out of its own way. So the thickness of that metal, that is the amount that it moves. So if you butt the tape up, it’s at perfectly zero. If you hook it, it’s at zero. It’s not ill-manufactured. It’s exactly what it should be.

Never, ever, ever, ever burn a foot. Even if you’re like, “Jason, you’re wrong.” Never burn a foot. It’s very easy to get zero holding perfectly with the end of a tape. Never burn a foot. You will start chipping down walls by one foot and having columns one foot in the wrong location. No professional carpenter or surveyor or field engineer or builder ever burns a foot.

Commandment Eleven: Radial Staking (Always Solve to a Known Point)

When you do radial staking, if you’re like, “Hey, I want to set up on this point, backsight, and go radial stake this point,” always solve to a known point to make sure that you’re oriented properly and set up properly.

Commandment Twelve: Use Prism Poles Sparingly

We’re going fast now. Number twelve, this is going to blow your mind. Use prism poles sparingly. And I would say when you use them properly, if you have a total station, it’s automatically going to have an inherent instrumental error of 3/16. By the time you shoot to a prism pole at the top of a prism pole to the bottom, typically there’s 3/16 to 3/8 of an inch of error because of how the level bubble works. Then you’re probably going to have at least 1/16 of marking error. By the time you add all this up, you could be up to three-quarters of an inch off.

Shoot to mini prisms. Shoot directly online. Avoid 4 ft prism poles. In fact, when I see surveyors out there with 4 ft prism poles doing everything, I’m like, they do not know what they’re doing because that will never be within tolerance.

Commandment Thirteen: Always Calibrate Your Equipment

Thirteen, always calibrate your equipment. Actually, 50% of the time you’ll get tribrachs wrong from the shop. And about 15 to 20% of the time, you’ll have something wrong with your automatic level. Very rarely with your total station, but always calibrate your equipment. We find chains, tribrachs, auto levels that are out of adjustment, and it’s going to cause you trouble.

Commandment Fourteen: Always Plumb from the Ground Floor

This is going to blow your mind. If you have a building, and I’ll tell you a story, and this happened in San Diego. We told the field engineering team and showed them how to plumb from the ground floor. We had those really high-powered green lasers, and it would shoot all the way up through the top, and we said every time you do a new deck and you need control, shoot from the bottom. Shoot from the bottom. If you got another deck, shoot from the bottom.

They started going from floor to floor, and the deck started to drift. By the time they caught it and called me in for help, 2 and a half inches. It was crazy. You always go, even if you’re on this upper deck, you plumb all the way back down to the first floor. That’s a crucial commandment.

Commandment Fifteen: Report Mistakes Immediately

And then the last one, if you find mistakes or errors, you report those immediately. Mistakes never get better with time. They only get worse with time. And so, if you find a mistake, you tell somebody right away, and you fix it right away.

A Challenge for Field Engineers

These commandments are crucial. If you implement these in a field engineering program, you’re set. If you don’t, you’re going to have massive problems everywhere and layout problems everywhere.

Here’s what I want you to do this week. Print out these commandments. Post them in your FE bullpen. Review them with your team. Follow them. They’re non-negotiable. They will transform your business from failing to massive success. That’s the power of these commandments. As we say at Elevate, field engineering commandments: traverse primary control, tie to BOB, level loop, double-check work, label everything, never burn a foot. Non-negotiables.

On we go.

Frequently Asked Questions

Why must you traverse your primary control?

Because you need a good, solid base network of points for your primary. Traverse with total station using tribrachs, distance shot, direct reverse, close the traverse. I always wanted one in 50,000 accuracy.

Why go through two benchmarks when level looping?

Because if you do one benchmark and that benchmark is off, your whole level loop will be off. That’s why you check to two. And estimate on the rod to the nearest thousandth. And always close.

Why never burn a foot on a tape measure?

Because you will start chipping down walls by one foot and having columns one foot in the wrong location. The end of the tape is supposed to move. It’s at zero when butted or hooked. No professional ever burns a foot.

Why use prism poles sparingly?

Because by the time you add instrumental error (3/16), prism pole error (3/16 to 3/8), and marking error (1/16), you could be three-quarters of an inch off. Shoot to mini prisms. Avoid 4 ft prism poles.

Why always plumb from the ground floor?

Because going floor to floor causes drift. In San Diego, they went floor to floor and drifted 2.5 inches by the time they caught it. Always plumb all the way back down to the first floor.

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

Takt Planning As Trains & Cars & Trucks

Posted on by Danny Jiménez⁩
Read 22 min

Trains and Freeways (Two Ways to Understand Takt Planning)

Hey everybody, welcome out to another blog. We’re going to be talking about trains and then freeways, and it’s a new insight with Takt that I think everybody would absolutely love. If you’re interested in that, please stay with us.

Welcome everybody, I hope you’re doing well and staying safe out there. I’m really excited to be with you again. We’re still driving home to Phoenix from Atlanta, Georgia from doing the Super PM boot camps. Let’s get into the topic today. I was doing this with a really neat company in Atlanta, and I had some insights.

Let me give you two insights about Takt planning that will help you understand it better.

Insight One: The Takt Governor (Standard Space Unit and Standard Time Unit)

Sometimes people, when they adjust their zones and their Takt time, sometimes on the calculator, the overall duration of the phase will increase as you get smaller zone sizes, and then once it sets back down to like a two-day Takt time or one-day Takt time, it will go back down again, so it ranges. I had this insight from Kevin, and it hit me that there’s two things in Takt which act like a governor.

You know what I’m talking about? A governor on a bicycle or a motorcycle or something like that is something that limits your speed, it limits your accelerator, and the governor on my ATVs that my dad had, it would prevent me from going full throttle, or you’ll see them on golf carts, you’ll see them on side-by-sides. It basically limits the amount that you’re able to accelerate. It’s a governor.

And I realized that in Takt, the governor for the speed of the train of trades is set by your standard space unit and your standard time unit. Let me say that again: standard space unit is the smallest divisible area within your zones, but it’s really in the phase. You can’t divide any less than that. It’s your standard space unit, and it also becomes like a flat or a room or a unit in multifamily, or like an office in a medical office building. That’s your standard space here. It can’t be any less than that.

And your standard time unit is your minimum time unit inside the Takt system, and in the United States, we use a day typically for commercial construction because everything—daily huddles, cycles, crew starts—everything is organized into a day. In civil work, I often go down to 10-minute Takt times. In shipbuilding, they’re in 10-20-minute Takt times. In really advanced Takt practitioners, they’ll be doing it hour by hour, but for the most part in commercial construction, we use a day, and that means the smallest divisible time unit for what our system culture and region will allow currently is a day.

Now, one of these days, I hope that that changes, but the bottom line is your standard space unit and your standard time unit are both like speed governors, like just like on the go-karts or the golf carts that limit how fast you’re able to accelerate. You can’t really go any faster than that. You can keep going faster if your zone sizes could be cut down in lower segments in the standard space unit and if your Takt time was less than a day, meaning if it was into the hours.

Here’s how I’ll explain it. Let’s say that you have seven wagons that all take five days, and then you split that into two zones, you’re on a four-day Takt time, three zones and you’re on a three-day Takt time, and then four zones on a two-day Takt time, then five zones on a two-day Takt time, but then when you go to six, seven, eight, and nine zones, it increases, and that’s because the Takt time divisions would go from five, four, three, two to 1.8, 1.6, 1.4, 1.2, then back to one. Then it would reset down to actually a faster speed, so it’s actually because of rounding to a day.

Like, typically, a commercial construction project is not going to have a 1.80 day Takt time. It’s going to round up to two, so that’s why those scenarios might get a little bit longer, and that’s where you get your trade time gained, actually. That was a really neat insight. Your train of trades will never go faster than your standard space unit and your standard time unit will allow. They’re like governors. That was an interesting revelation.

Insight Two: Trains Versus Freeways (Single-Train Versus Multi-Train Takt Planning)

The other revelation was that there’s, and this is something people trip up on all the time, is like, “Yeah, I love Takt. I love being on a rhythm, but it’s very hard to take different tasks and activities and package them all into even flowing wagons,” which I agree with. And they’re like, “Yeah, this just doesn’t seem practical.” But there’s single-train Takt planning and multi-train Takt planning.

And if I had been thinking all of these years, I could have called it train and tracks Takt planning and car and freeway Takt planning. And this is the analogy. If you really look into almost every single thing that we talk about in Takt is analogous, at least for when you’re doing wagon-based, ties perfectly into a train analogy. It works almost exactly like a rail line.

Even I used to be like, “Well, how did the materials get into the wagons?” Well, the train actually goes from the station to the depot, station, depot, station, depot. That’s when you go to your lay down, back to your zone, lay down, back to your zone, lay down, back to your zone. That’s where they pick up the material. So I actually got my brain wrapped around it. The analogy is almost exactly like a rail line. And you can understand Takt planning by understanding trains. And you literally package them into a boxcar or wagon on a train.

But there are some Takt planning practitioners and influencers that will say that’s the only way to do it. And that’s just absolutely false. 90%, at least in the United States, of Takt plans, and actually, I’ve seen this in Japan, which is a bit of name dropping for me. In fact, I was talking to Niklas Modig, and he’s like, “You don’t need any more validation than to know that they do it that way in Japan.” But most of Takt plans are task based.

And there’s some flexibility there. You’ll only have one phase per set of zones, but you can have multiple trains flowing through there. But if I had been thinking all of these years, I would have used the car and freeway analogy. And I’m driving home. So, it really hit me. We’re driving on a freeway. The freeway is planned. It’s leveled out. It’s cleared. They’re trying their best to keep it clear from roadblocks.

But I’m going a different speed than the big rigs. And it would be insane to have us all go the same speed. Because if you pace me at the pace of the big rigs going 55, 65 miles an hour, some of them are going faster, then it would take me a lot longer to get home. And I want to get home and see my family. We all go at different speeds, but we coordinate so we don’t hit each other.

So, there’s passing, there’s intersections, there’s sometimes where we’re dependent. There’s courtesy. You know, if I’m going to get around a truck and they want to tell me it’s safe to pull in front of them, they flash their lights. I click my blinkers. There are ways to do this, but we’re all on one road, but we’re different individual vehicles going different speeds or i.e. Takt time. And it works because we’re coordinated with a system of rules.

A train takes that all out of the equation. A train just says, “Hey, whether you’re big or small, get on the wagons. And we’re all going the same speed, the same distance apart.” And both scenarios have their place, quite frankly.

The Two Analogies for Takt Planning

Here’s how the two analogies work:

  • Train and tracks Takt planning (single-train, wagon-based, time-based) – The German way of doing Takt planning is wagon-based, strictly in the analogy of trains and train tracks. You package tasks into wagons. All wagons go the same speed. Same distance apart. It’s rigid. It’s disciplined. It works like a rail line.
  • Car and freeway Takt planning (multi-train, task-based, resource-based) – The flexible way is like cars and trucks on a freeway. The freeway is planned, leveled, cleared. The speed limits are set to the baseline bottlenecks—you design the roadways to accommodate the slowest vehicles, which are the trucks. But you allow the cars to go faster up within a certain range. You have a pace-setting train of trades in the phase, and then you let other trades have their own Takt time and go faster within reason, within a certain limit, just like a freeway.

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

Why Multi-Train Works (The Freeway Explanation)

The Germans often are like, “Well, if you do multi-train Takt planning, how can you do the calculator?” And it’s like you do the calculator based on your pace-setting train of trades in a phase. And that becomes the overall parameters and the scope of the phase. And then everything else fits around it. So it’s just like a freeway. The roads are designed for trucks to go 55 to 75 miles per hour. And that is the baseline speed. And the width and everything is based around the largest, slowest vehicles. And then the faster vehicles are allowed to go faster within a certain range.

Same thing with the car truck road Takt planning or multi-train Takt planning or task-based Takt planning or resource-based Takt planning is that you have a pace-setting train of trades in the phase and then you let other trades have their own Takt time and go faster within reason, within a certain limit, just like a freeway. And it works very, very, very well.

Takt planning isn’t about fitting everything into a Takt. Takt means rhythm. It’s an older word for rhythm in German. And it means can trades work from zone to zone to zone to zone in a flow in a highly coordinated system. And you can do that outside of the original train train track analogy.

A Challenge for Takt Planners

Here’s what I want you to do this week. Understand the two governors: standard space unit and standard time unit. Your train of trades will never go faster than those will allow. And understand the two analogies: train and tracks for single-train wagon-based Takt planning, and car and freeway for multi-train task-based Takt planning. Both have their place. Both work. Choose the right one for your project. As we say at Elevate, Takt governors are standard space unit and standard time unit that limit train speed. Single-train is like trains. Multi-train is like cars on freeways. That’s how Takt planning works.

On we go.

Frequently Asked Questions

What are the Takt governors?

Standard space unit (smallest divisible area in the phase) and standard time unit (minimum time unit, typically a day in commercial construction). Your train of trades will never go faster than these governors allow. They’re like speed limiters.

Why does duration increase when you add more zones sometimes?

Because Takt time divisions go from 5, 4, 3, 2 to 1.8, 1.6, 1.4, 1.2 days. But you can’t have a 1.8-day Takt time, so you round up to 2. That’s why duration increases until you reset to 1-day Takt time.

What’s the difference between train and freeway Takt planning?

Train (single-train, wagon-based): All trades go same speed, same distance apart. Freeway (multi-train, task-based): Pace-setting train sets baseline, other trades go faster within limits. Like trucks and cars on a freeway.

Which Takt planning method is more common?

Multi-train (freeway) task-based Takt planning is 90% of Takt plans in the United States and Japan. Single-train (train) wagon-based is the German way and is more rigid and disciplined.

How do you calculate multi-train Takt planning?

Do the calculator based on your pace-setting train of trades in the phase. That becomes the overall parameters. Everything else fits around it. Just like freeways are designed for trucks, then cars go faster.

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

Cleaning the Backyard

Posted on by Danny Jiménez⁩
Read 24 min

Cleaning the Backyard (How Organization Became a Career Booster)

Welcome everybody out to this blog. In this blog, I’m going to do something a little bit different today. I’m going to try and get to a hundred blog that not only would people like out there in the industry, but would be applicable to my family. Let’s say I died and they’re like, “I want to hear dad’s voice. Have him tell some stories.” I’m going to tell some stories.

And this one’s about cleaning the backyard. If you’re interested in that, please stay with us.

I hope you’re doing well and staying safe out there. And I hope everyone is about to enjoy the weekend. I was literally thinking the other day, I don’t have any historical records or anything from my ancestors or grandparents, other than the family history files. And it would be super neat to leave something that’s not only cool for the industry, but for the family. I don’t know if they would ever want to hear from me, but it’d be kind of fun. Like, let’s say when I’m gone to check out those blog, we’ll put it into a series. It’ll be called the family series, I think.

Let me kick it off by saying that throughout my career, one of the biggest, most important things that I focused on that I was taught was cleanliness, cleanliness and organization and perfect cleanliness and organization, not just mediocre, not just a little bit. And I’ll give you a little bit of history here.

The Roots of My Obsession with Cleanliness

Recently I went to Japan with Paul Akers and that whole country, there’s not a piece of trash anywhere. And there’s not a trash can anywhere because there was a foreign terrorist, I believe, that put a bomb in one of the trash cans. And so, the government was like, they’re a little bit like that in Japan. They’re like, “Okay, no more trash cans.” So now people carry little baggies with their trash and they take it to their end destination. And they have very little trash.

It costs them a hundred dollars per person per year to incinerate their trash and remove the pollution. I went to the incineration plants. And it was organized, beautiful. Not very many folks had to work there. It was safe. They can rebuild them every 15 years. I mean, it’s just a remarkable situation. And the Japanese people produce such little trash that they’re able to do it for a hundred dollars per person per year. It’s super-efficient, super amazing.

So even with no trash cans around, because the Japanese people are so disciplined and clean and because they don’t produce a lot of trash, they don’t have trash anywhere. They’re super clean. So, like cleanliness and 3S and 5S, you know, sort, set in order, sweep, shine, standardize and sustain. Like this is at the core of stability and standardization. I’m really big on that.

And I look back, there was a project manager. He was the project manager at the time. Now he’s a big time executive. Blake Christensen said on the cancer center, when I was an area superintendent, he was like, “Jason is clean, but it’s not clean enough.” And then watching the 1970s Patton movie made me just absolutely fanatical about cleanliness.

When I went to Germany, to visit Dr. Marco Binninger and Dr. Janus Louie, and then did a hop over to visit with Niklas Modig in Sweden, who I just talked to the other day, when I landed in Bavaria, Southern Germans don’t really like to be called Germany, they like to be called Bavaria because it’s a very specific part of Germany, and it’s beautifully clean. As soon as I got there, I was like, “Yeah, these are my ancestors.”

The reason I know that I’m mostly German is through family history. All of my known ancestors immigrated from Germany. And I felt that. If you remember Prussia, they were the very strict, pointy hat with the spear on the helmet, perfectly clean, crazy Germans. The Prussians were exact and everything. And I was like, “Yeah, these are my ancestors, but I’m a loud American.” And I love that about myself.

When I went to Japan, they were beautiful, clean, meticulous, and very kind. They were overly caring. So they were my kind of people. I keep teasing people. I think I’m really Japanese. But anyway, I just realized the other day, all of this actually had its roots in my childhood.

The Backyard Story (Age 13 and a Half)

And I did get a little bit obsessive compulsive. I used to, at one point when I was a teenager, vacuum my floor in one direction so that the carpet all looked the same. And I didn’t like footprints in the carpet. And I would make my bed to the point that I would pin the corners of the sheets to where they folded properly. And it was always clean, smelled nice. Everything was washed and beautiful.

But let me tell you this. 13, 13 and a half, having some scuffles with my dad. He was doing his best, but kind of coming from the old school way of disciplining. When your kids are tired as teenagers and probably instead of connecting, he accused me of being on drugs and some other things. And I wasn’t. And I was just getting tired of it.

And it was summer break and I remember playing Nintendo. I think it was Nintendo 64. There was a Star Wars game and I kept trying. And I just remember just having had enough one day of my parents teasing me. And I was like, “You know what? Screw it.” So, I just put the video games away.

And my parents had two and a half acres out in the high desert in Apple Valley, California. And the sand would blow all over. And my dad had a tractor and camper shell and railroad ties and all kinds of things that he was saving. My mom is a throw it away, buy it again kind of gal. She’ll just toss it all. That’s kind of how I picked that habit up, which isn’t great. I used to get accused early on of throwing away anchor bolts that we needed.

But I got fed up with it and we had a little tractor that ran. So, I just, on my summer break, I kid you not, no exaggeration, I just started moving all this stuff out of the back and then grading it out, moving the sand out to the front. We had berms out in the front and then restacking it nicely on pallets. And I remember going through the entire yard and it went from kind of like a sloppy, and I’m not making fun of Californians, but if you ever go to the high desert, it’s like a whole bunch of open lots without sidewalks and it looks like they’ve got 10 used cars in every lot. It just looks really trashy. And that’s kind of how the yard looked.

But then after a while, it looked like a pristine, almost Lean-like yard. It was really nice. And I remember getting so much love and praise from my entire family that I immediately got addicted. In fact, when we do Super PM boot camps and people identify their biggest blocks as having to work hard or needing to be perfect, I’m like, “Yeah, all of us had to, at a certain point, earn our parents’ love. And we probably did it through hard work. And now we’ve got to break through that block to leadership.” So, I know what that’s all about.

Anyway, a whole two and a half acres. And it still looks like that today, actually beautifully organized. I did the whole thing and graded the yard. We did everything, got the tree bushes trimmed back, everything organized, all the sand that had piled up over the years out to the front berms, regraded the front berms, graded the roads. And when I was done, then I asked, illegally actually, for a job with Conco construction. They were a tilt-up company and that was my career. And I worked, I’ve worked ever since then because I got addicted to doing a good job and working hard and gaining people’s love and approbation by doing those things.

How Organization Became a Career Booster

And so, I realized that, yes, I talk about Lean, Lean did change my life, but I’ve always been a fanatic for cleanliness and organization for a couple of reasons:

  • For mental health: Cleanliness creates stability and standardization. When everything is clean and organized, your mind is clear. When everything is chaotic, your mind is chaotic.
  • To earn love and praise and affection and to work hard: That summer when I cleaned the backyard, I got so much love and praise from my entire family that I immediately got addicted. I learned that hard work and organization earn respect.
  • Because it became a career booster: At Conco, I would never stand around. If we were waiting for concrete trucks, I would go literally just empty everything out of the back of those trucks. I would take everything out. I would sweep everything. I would clean the shovels, the rakes, the come-alongs, everything. I would clean the bull floats, I would oil them. I would make it nice. And the truck was always nice and tidy. And it proved to be one of those things that would make everything better. I was always that way at Hensel Phelps.

I remember quitting Hensel Phelps the first time around for like three and a half, four years because I needed to get my life in order for my family standpoint. And the first job I picked up was actually installing the foundation for and wiring pivots for irrigation, for agriculture. They trusted me so much that I had a truck with a trencher with a little backhoe attachment to it. And I would go dig, set, place all of the foundations for these pivots. The Mennonites out there in Texas would come set up the actual pivots. And then it was my job to go through and wire it.

I remember that’s when I used to cut the wires so short and neat that it was hard to repair the panels. And that’s where I learned to leave some extra, like to loop some extra cabling in the panel so that if we ever had to repair anything, you had some extra cable from the component connections. I would wire these things. And I remember just stripping down the entire truck. It was a big diesel and I had a welder on it. I had all kinds of cool stuff on it to go do this work. And I 5S and Lean that thing out like you would not believe. Like it was phenomenal what I did. And it was so tricked out and organized.

One day when it was raining, when we couldn’t work, I just worked in the shop and did that all day and got it so dialed in that like that rig was like the envy of the company. It was really quite cool. My point is that kind of organization has been a mainstay for me and a career booster like nobody’s business. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

The Lesson from the Backyard

So, I just figured I would tell this story. Hopefully everybody appreciates it. And every now and then I’ll do other stories like that. The lesson from cleaning the backyard at 13 and a half is this: cleanliness and organization are not just habits. They’re mental health. They’re respect. They’re career boosters. They’re stability and standardization. They’re the core of everything good that happens in construction and in life. As we say at Elevate, cleaning the backyard at 13 taught cleanliness and organization. Earned love through hard work. That discipline became a career booster. That’s the story.

On we go.

Frequently Asked Questions

Why did you clean the backyard at age 13?

Because I was fed up with being accused of things I wasn’t doing. I put down the video games and spent my summer break moving, grading, and organizing two and a half acres. I got so much love and praise from my family that I got addicted.

How did cleanliness become a career booster?

At Conco and Hensel Phelps, I would clean and organize trucks and equipment when waiting. The truck was always nice and tidy. That organization made everything better and earned respect. It became a career booster like nobody’s business.

What did you learn about organization in Japan and Germany?

In Japan, there’s no trash anywhere even with no trash cans. It costs $100 per person per year to incinerate trash. In Bavaria, it’s beautifully clean. That’s when I realized my ancestors were Prussian Germans who were exact and perfectly clean.

Why do you still talk about 5S and cleanliness?

Because cleanliness and 5S (sort, set in order, sweep, shine, standardize, sustain) are at the core of stability and standardization. It’s mental health. It’s respect. It’s a career booster. It’s everything.

What’s the lesson from the backyard story?

Cleanliness and organization are not just habits. They’re mental health. They’re respect. They’re career boosters. They’re stability and standardization. They’re the core of everything good in construction and in life.

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

Project Status Report

Posted on by Danny Jiménez⁩
Read 21 min

Project Status Reports (Stop Pencil Whipping and Go to the Gemba)

In this blog, I want to talk about project status reports or monthly status reports, whatever you call them. I’ve seen a number of different companies use them. Let me say this: I’ve never actually seen them be used to any positive effect. I think that that’s a shame because I think there is a way to do that properly.

In a project status report, typically, you’ll see your financials, you’ll see quality indicators, you’ll see other KPIs, you’ll see schedule indicators, key performance indicators, and maybe a summary, maybe the biggest problems. What typically happens is that it’s an excuse not to go to the gemba and to the place of work, to the field.

Let me explain why project status reports fail and how to fix them.

The Pain of Project Status Reports That Keep Executives from the Gemba

Here’s what happens with project status reports. Executives get very busy and they are incentivized typically to focus more on business things, sales and marketing, which is super fine, and to be about their shaking hands and kissing babies day job. They’re not really incentivized to dig deep into some of these hard issues because digging deep means you have more to do, which brings you closer. And most classical business management leaders think that the better you are at being an executive, the farther you are away from your business working in a four-hour work week in Hawaii somewhere.

And that’s just absolutely untrue and just not the way things are built. So, when they’re reviewing the project status reports and the monthly status reports, they’re just doing a high-level check, maybe making a phone call, but it’s basically pencil whipping and it’s not actually helpful. And the project teams are providing information that not only doesn’t help the project teams, but it doesn’t help the leader and they don’t find anything and nobody is benefited.

And it’s just one big waste of time with project delivery teams who are already overloaded, overburdened and busy. And so, this is a negative thing that we’ve got to get rid of. I very much think this is a mistake because a lean company is a company where leadership is connected to the field and a non-lean company is where leadership is not connected to the field. If a project status report keeps enabling leadership to not have to go to the gemba, to the place of work, to the scene of the crime, to the actual place where something happens, to the front line, then it’s only worsening your behavior.

How to Fix Project Status Reports (Real KPIs and Real Financials)

Now, let me give you a story with this. I remember one time doing a project status report as a project director for a company and I was looking at it and I’m like, “Well, where are the real financial numbers? How do I know what buyout contingency I have? How do I know the percentage of remaining buyout? How do I know labor gains and gains on insurance and gains on rentals? And how do I know what our overall strategy is for this project? How do I know what gross profit targets I need to hit? How do I know?” Anyway, it was like, “How is any of this helpful?” And so, I invented my own.

This is a real story, by the way. It actually forced the company to do better financial projections. And candidly, just in case you think I’m smart, let me disabuse you of that. The situation was that I’m not as good at the button pushing project manager things as career project managers. So, they had to dumb it down for me. But my questions were good because I was trying to make sense of it. And then it forced the KPIs to be good.

Anyway, so we’re going through this. And finally, it’s like, “OK, this is a project status report that I as a project executive and as a team that we can use to actually figure out some good stuff.” We’ve got on our financials. Not only do we see buyout, not only do we see percentages, not only do we see contingency buckets, but we also see our profit strategy and some of the numbers that people typically don’t normally see.

And now instead of seeing how much overall project float I have, which in the CPM system is absolutely worthless, now I see my perfect handoff percentage, my roadblock removal average, and I see the remaining buffer ratio and lots of really cool things that make a lot of sense. And then on and on and on, you know, and just real quick with quality, like instead of just seeing rework, which is like, “OK, how bad did we suck?” Let’s see how we’re doing to get ahead of it.

What is the percentage of crews that are actually using a feature of work boards? What is the percentage of crews starting with an effective pre-construction meeting? These are the important things. And my belief is that if you get the project status report KPIs solid, that incentivizes the right behaviors, according to W. Edwards Deming, then we can actually make some progress.

Here’s what a good project status report should include:

  • Real financials, not just high-level numbers: Buyout contingency, percentage of remaining buyout, labor gains, gains on insurance, gains on rentals, overall strategy for the project, gross profit targets. Not just total budget and spent to date.
  • Real schedule KPIs, not worthless float: Perfect handoff percentage, roadblock removal average, remaining buffer ratio. Not just total float or percent complete which in CPM is absolutely worthless.
  • Leading indicators for quality, not just rework: Percentage of crews using work boards, percentage of crews starting with effective pre-construction meetings, percentage of crews with full kit before mobilization. Not just how bad did we suck with rework numbers.

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

Project Status Reports Should Be Reviewed On Site (Not Emailed In)

But I don’t think that those project status reports should be emailed in. I think they should be reviewed on the job site by leadership. Now, if you’re like, “Hey, it would take me three days a month to go visit all the projects or five days a month.” That’s a part of your job, homeslice. Like that’s it. That’s what the do is like. That’s what you’ve got to do.

You want to prevent. Stop spending time with the lawyers in the main office trying to fight court cases. Spend more time with your teams out in the field providing clarity, training and support. Like that’s really what it’s all about. And I think those project status reports should be reviewed on the job site and actually provide relevant information.

Now, one other thing that I would say is, you know, if the project team is like, “Well, we’re having trouble with this trade partner and blah, blah, blah.” And then the owner is like, “Well, you better get on it.” OK, thank you. Like I wasn’t already going to do that. That’s not correct.

If you have roadblocks, if you have constraints that need to be optimized, then you’ve got to have that tiered system to where you know what is at the foreman level and what is at the foreman and super level and what is at the super PM level and what needs to scale to executive level leadership. Because if I’ve heard a lot recently, “Oh, what if the trade is failing? What if they didn’t show up? What if they’re telling us to F off? What if they want to leave with the tagline?” My first question is: Did the president of your company call the president of that company? Because those are high level things that the project delivery team shouldn’t have to deal with on their own.

That’s just a fact. And if we dig in and we stay close to these projects, not only will we develop a relationship where we will be more apt to have those types of calls, but we will also have familiarity with the job and be able to offer real help instead of patting them on the back and then forking off like a seagull cropping on the job and then flying away.

The Power of Macro-Level Takt Plans for Status Updates

And one other thing I would say, I would never want to be a project director or a general superintendent again or a field director without macro status, up to date macro-level Takt plans constantly educating me where the project was. If we can get real visuals, real connection, we can do real work with these things.

So, project status reports are almost as ineffective as constructability reviews in the industry right now. We’ve got to beef them up because if we do it right with the right KPIs, it can be remarkable.

A Challenge for Executives

Here’s what I want you to do this week. If you’re reviewing project status reports, don’t email them in. Go to the gemba. Go to the job site. Review them on site. And fix the KPIs. Add real financials: buyout contingency, percentage of remaining buyout, labor gains, gross profit targets. Add real schedule KPIs: perfect handoff percentage, roadblock removal average, remaining buffer ratio. Add leading quality indicators: percentage of crews using work boards, percentage starting with effective pre-construction meetings.

And if you’re like, “It would take me three days a month to go visit all the projects.” That’s a part of your job. Stop spending time with lawyers in the main office fighting court cases. Spend more time with your teams in the field providing clarity, training, and support. That’s what you’ve got to do. As we say at Elevate, project status reports fail when they keep executives from the gemba. Review them on site with right KPIs: perfect handoff, roadblock removal, buffer ratio. That’s how you connect to the field and provide real help.

On we go.

Frequently Asked Questions

Why do project status reports fail?

Because they keep executives from the gemba. Executives pencil whip them with a high-level check and a phone call. Nobody is benefited. Project teams are overburdened creating reports that don’t help anyone. It’s a waste of time.

What should a good project status report include?

Real financials (buyout contingency, labor gains, gross profit targets), real schedule KPIs (perfect handoff percentage, roadblock removal average, remaining buffer ratio), and leading quality indicators (percentage of crews using work boards, percentage starting with effective pre-construction meetings).

Should project status reports be emailed in or reviewed on site?

Reviewed on site. Go to the gemba. Go to the job site. That’s a part of your job. Stop spending time with lawyers in the main office. Spend time with teams in the field providing clarity, training, and support.

What’s the difference between a lean company and a non-lean company?

A lean company is where leadership is connected to the field. A non-lean company is where leadership is not connected to the field. Project status reports should connect you to the field, not keep you away.

When should problems escalate to executive level leadership?

When the project delivery team can’t handle it on their own. If a trade is failing, didn’t show up, or wants to leave, did the president of your company call the president of that company? Those are high-level things that need executive support.

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

Reactors vs Preventors

Posted on by Danny Jiménez⁩
Read 21 min

Reactors Versus Preventers (Stop Rewarding Fixers)

I want to comment on our mindset. It’s a very interesting thing that we have to be really dedicated to, and it’s the difference between being a reactor versus a preventer, and you could also say a victim versus a victor.

Here’s the key, and actually this is not a bad analogy that I’m about to give you. I just watched Coach Carter. I love movies like that because Patton, the 1970s movie Patton, and then Coach Carter are examples of the kind of discipline and tenacity you have to have in order to run a project well.

And one of the things I noticed was that a lot of basketball teams will be lax with their pre-preparation, their practice, and then they’ll hope for the best that the players can just magically pull one through the knothole during a game and be able to outplay the other team just as a one-off. And that wish thinking is so destructive.

Let me explain the difference between reactors and preventers.

The Pain of Reactor Victim Mentality

Here’s what happens when you’re a reactor. You don’t prepare. You wait for problems. And when problems happen, you react. You play victim. You blame someone else. You document the delay. You write the cure notice. You file the claim. And you say, “It’s not my fault. It’s the owner’s fault. It’s the designer’s fault. It’s the trade’s fault.” And you never ask: Why didn’t we prevent this?

And there’s so many institutions and systems and universities and schools that teach people to be professional victims. Teach project managers instead of getting out ahead of procurement to be good at documenting and being the victim. Teach legal departments and risk departments, instead of learning how to build the job properly and prevent a court case and be about prevention, actually get good at fighting in arbitration and fighting in an actual court case. Instead of preventing the loss of money through good pre-construction planning and through beefing up your pre-planning systems, the business unit leaders will get good at finding ways to strategically write down their gross profit, write down projects, and somehow make up for profits from other parts of the business.

I could just keep going on and on. Or instead of teaching superintendents how to plan properly out ahead, teaching them to always play the victim and be in a CPM world where we’re always crying poor boy and playing the victim that we didn’t have enough time and we don’t have enough design, always blaming it on somebody else, always passing the buck, always shedding risk, always never being accountable. And I just want to make it very very clear that this is a mindset.

The Reactor Mindset (Victim Examples)

You’ve got to ask yourself if you are reacting to a submittal. Let me even give you a really good analogy. Let’s say your trade partners come out and you’re about to submit a cure notice. Even that is victim mentality. Why did we not get ahead of it? Why did we not have two trades on the line to do this work? Why did we not have a contract clause to where we own the materials in case we did have to supplement? Why did we not interview the trade partner? Why did we not visit their projects ahead of time? Why did we not interview the foreman? Why did we not pre-qualify better? Why are we not grading contractors and only allowing A players to repeat bid our projects?

Even that, something that’s like, “Oh yeah, that’s a normal legal action to take.” Well, it’s a victim behavior. Why did we not get ahead of it? Now if you’ve done everything you can possibly do or had the capacity to do or knew to do and you still have to do it, that’s one thing. But if that’s what you’ve been trained to do and that’s what most of your corporate trainings are about, they’re training you to be the victim instead of the victor.

And the main reason why CPM is still more popular and preferred over systems like Takt is because it fits better with the victim blame somebody else mentality. It’s easier to blame somebody else with CPM. It’s harder to blame it in Takt because Takt requires the right environment and the right rhythm and for the general contractor and trades to all do their job including owners and designers. It is a non-blame system. It is an “oh crap we see immediately” and it’s an accountability system that prevents it. So this is all because of the victim mentality.

The Preventer Mindset (Coach Carter Example)

In the movie Coach Carter with one of my favorite, if not my favorite actor Samuel L. Jackson, he has them run suicides and do push-ups and do disciplined practice, and I think it’s the Richmond Oilers is the team, and he’s like, “When we play, we’re always driving forward, we’re going to play the Richmond Oilers way, we’re not going to play somebody else’s ball, we’re going to play our ball.” And it all comes from preparation so that they’re never having to become a victim.

And that in scene where at the end Coach Carter says, “We’re not going to play their ball, we’re going to play our ball, and we’re going to go out there, and they’re going to be a part of our game because we’re going to be driving the entire time,” that only comes from preparation. And so I thought it was a really neat analogy. If you don’t prepare, the only thing you can do is be a victim.

Here’s what preventers do:

  • They prepare and plan ahead: They get out ahead of procurement, host pull plans effectively, track their risk and opportunity register every week and realize opportunities, and learn constantly instead of reacting to problems after they happen.
  • They create the right environment: They host the pre-construction meeting effectively, do great lookahead and weekly work planning, do daily planning in the afternoon foreman huddle, create work packages with their trades, and have a queued up and well-operating supply chain.
  • They drive forward and make others react to them: When game time comes, they play their ball. They don’t react to the other team. They make the other team react to them. That’s a preventer. That’s a victor.

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

The Value of Preventers Versus Reactors

And so the key is that, and I don’t mean to be negative, I’m just trying to paint a picture. A reactor project manager and superintendent is not worth one penny of their salary. A preventer superintendent PM is worth three times the normal going rate. And I’m not trying to get everybody in trouble. You’re probably not going to be able to go ask for a raise and get it right away. But I’m just saying from a value perspective, that’s what it is.

I don’t care to pay for, I care about the person that may be a victim to this, but I don’t care to pay for or to work with ever under any circumstances a reactor victim wannabe builder. All true builders are preventers. And if you ever have to fix a job, don’t brag about it. If you ever have to go recover a job, don’t brag about it. If you ever have to ask somebody to recover a job, you thank them kindly and say, “This never happened and we’re not doing this again.” We should stop rewarding fixers because we need to start rewarding preventers.

The Ernest Shackleton Story (Why We Praise the Wrong Things)

There’s a really neat story. I once heard a story about Ernest Shackleton. He was an explorer in the Antarctic and he had funding and publicized his event, but Norwegian whalers at different ports on his way told him to turn back. They said, “The ice is worse than it’s ever been. Turn back. You’re not going to make it.” And he ignored it.

And then in the Weddell Sea, his ship, which I believe is called the Endurance, buckled under the pressure of the ice. Like literally the sea turned to ice and he had to work with his men for two years. Think about that. Two years of freezing and struggle and isolation. Two years to keep them alive. Eventually he ordered them onto boats to go out I think to Elephant Island. And they had to stay there, I believe, for at least eight months while he went on lifeboats, like 14-foot lifeboats, and crossed all the way to connect with civilization north of the Antarctic. And they barely survived. They got frostbitten, they had panic, they passed out, and magically he saved all of his men because of his leadership in the crisis.

And so, you know, that’s when you get Hollywood movies and praise and famous stories and everybody’s like, “Oh, Ernest Shackleton, the hero.” But here’s the thing, why are we praising that? Why did he ever put his men in that situation? And then you consider other explorers like Roald Amundsen. He led an expedition, paused when needed, and reached the south pole without any injuries or shipwrecks. We’ve got to stop this nonsense in construction.

Here’s the lesson. We praise Shackleton the fixer. We praise the hero who saved his men from a crisis he created by ignoring the warnings. But we don’t praise Amundsen the preventer. We don’t praise the explorer who planned, prepared, paused when needed, and reached the south pole without any injuries or shipwrecks. That’s the problem. We reward the wrong people.

A Challenge for Builders

Here’s what I want you to do this week. Ask yourself: Am I a reactor or a preventer? Am I playing victim or victor? When problems happen, do I blame someone else? Or do I ask, “Why didn’t we prevent this?” Do I get ahead of procurement? Do I host pull plans effectively? Do I track my risk and opportunity register every week? Do I learn constantly? Do I prepare so I can drive forward instead of react?

Stop being a reactor. Stop playing victim. Stop blaming someone else. Stop waiting for problems and then documenting delays. Start being a preventer. Start planning ahead. Start preparing. Start driving forward. Start playing your ball, not someone else’s ball. As we say at Elevate, reactors play victim and fix problems after they happen. Preventers plan ahead and prevent problems before they start. Stop rewarding fixers. Reward preventers.

On we go.

Frequently Asked Questions

What’s the difference between a reactor and a preventer?

Reactors wait for problems, then react, play victim, and blame someone else. Preventers plan ahead, prepare, and prevent problems before they start. Reactors fix jobs. Preventers never need fixing.

Why is submitting a cure notice a victim behavior?

Because it means you didn’t prevent the problem. Why didn’t you have two trades on the line? Why didn’t you pre-qualify better? Why didn’t you interview the foreman? Cure notices are reactive, not preventive.

Why is CPM more popular than Takt?

Because CPM fits the victim mentality. It’s easier to blame someone else with CPM. Takt requires everyone to do their job. It’s a non-blame accountability system that prevents problems instead of documenting delays.

What do preventers do differently?

They get ahead of procurement. They host pull plans effectively. They track risk and opportunity registers weekly. They host great pre-construction meetings. They do lookahead and weekly work planning. They create work packages with trades. They prepare.

Why do we praise Ernest Shackleton instead of Roald Amundsen?

Because we reward fixers instead of preventers. Shackleton ignored warnings, put his men in crisis, then heroically saved them. Amundsen planned, prepared, paused when needed, reached the south pole without injuries. We praise the wrong people.

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

A Lecture to Civil Contractors

Posted on by Danny Jiménez⁩
Read 20 min

How to Run Civil Work on Roads (Stop the Large Batch Waste)

This is probably just a little bit of a rant podcast. You’ll probably hear a condescending tone from me because I’m super annoyed. I just drove from Atlanta, Georgia, all the way to Phoenix and I am horrified, absolutely horrified.

We’ve all heard about the bullet train, the train to nowhere in California that was supposed to be finished in 2020. Now it’s going to be somewhere around 2030. It was originally going to be around $33 billion. Now it’s going to be somewhere upwards of, no, it’s north of $100 billion, probably $130 billion. It’s absolutely out of control. In China, they can do it for a third of the time and a third of the costs.

And I am just out of this world appalled at civil roadwork in the United States. I mean, it’s literally like nobody’s ever been taught how to do this. I’m going to go ahead and do a little bit of a lecture for everybody out there in the civil world so that you know exactly how to build.

The Pain of Large Batch Civil Roadwork

Here’s what I saw. I’m going through, I think it’s Midland. The entire freaking city from side to side is under road construction. Literally, I probably without exaggeration, at least saw 150 miles worth of worthless traffic control, worthless K-rail, worthless open active construction sites not being worked on because of sheer ignorance, laziness, and incompetence.

You have to stop opening up so much roadway. You are wasting so much money on K-rail or what people call Jersey barrier and open earth with your stormwater pollution prevention plans and literally just burning diesel, driving from one end to the other, instead of finishing in segments.

And you’re going to say the exact thing to me, like concrete contractors say, “Oh, well, it’s because of concrete. We have to have large deck sizes. We have to have large batch sizes.” Are you telling me that the batch plant and the asphalt can’t be procured in any other batch size than the whole effing city? Come on.

The Lesson We Learned 100 Years Ago (And Forgot)

Like literally this is like a lesson that was learned like 100 years ago. My grandpa used to tell me stories about his grandpa going down into Los Angeles and recovering civil projects. And they would have miles of trench open for utilities and it would be blocking all these residences, houses, and they’d be complaining. And the soil was bad. It would be caving in and it would rain and they would have to repair it. It would shut down traffic. And it’s just a nightmare.

And my great-great-great, I think it’s three greats grandpa came in and was like, “We need to work in sections. We need to only open up what we need and stop opening up the whole damn section” and literally recovered the project. And they were able to shore it properly. They were able to deal with the soil. And so that’s like a lesson, like 101, you learn this 101 in scheduling and in production.

This is large batch at its worst. Do you know how much money you’re spending on mobilizing that much K-rail? Do you know how much money you’re spending renting it? Do you know how much money you’re spending mass grading and letting it get damaged and having to regrade it? Do you know how much money you are spending burning diesel from one end to the other, because you want these wide open spaces? Do you know how much money you’re spending on SWPPP? Do you know how much money you’re spending on traffic control? Do you know how much of a burden you’re being to the public?

This is out of control and there’s not anything even being done on the roadway. This is ridiculous. And I can’t believe that we’re doing this.

The Right Way: Work in Segments and Finish Before Moving Forward

You work in segments and if you have to build bridges or you have major infrastructure projects, then do those as isolated individual projects and then let the roadway literally intersect with it. There’s no specs, no grading specs, no design requirements that make you leave all of that dirt open for years. There’s nothing that will require you to do that. I would say 70 to 80 percent of what you’re charging the client is absolute waste with batching. It’s absolutely out of this world.

You need to open up, I would even go with you, even if you’re like, “I’m going to open up a mile or two.” Even if you’re like, “I’m going to go open up a mile or two.” I disagree with it. I think you should open up a lot less than that. I think max a quarter of a mile. Even if you said to me, “Jason, I’m going to open up a mile or two of roadway and work in segments.” Okay, you know, whatever. I understand you have a little bit of workable backlog and a buffer.

But you’re opening up tens of like 20, 30, 40, 50 freaking miles of freaking roadway to do improvements that you’re not even working on. Then you reduce the speed limit and then you affect all of the drivers and you are wasting all of that money. And then we’re worried about having a worker shortage and a resource shortage. I know where everybody’s resources are. Everybody’s resources are on a damn road somewhere trying to make repairs across 30 freaking miles. And all of the people are out there mobilizing K-rail and filling up freaking equipment that’s not being used across the 30, 40, 50 mile expanse. It’s absolutely ridiculous.

Here’s how to do it right:

  • Open up a segment – Max a quarter mile, or if you want a mile or two with workable backlog that’s better than 50 miles
  • Grade the thing and get it stabilized – Even if you left it for a couple of months, even if you’re waiting for the rainy season so that it could stabilize, I totally understand that
  • Pave right behind it – Finish all of your hardscape up, make sure your as-builts are done, intersects with bridges and your major infrastructure projects
  • Open that segment of roadway – Move the K-rail and the traffic control forward, don’t utilize so damn much of it that it’s all wasted

Literally what’s happening. The traffic control company wants to rent it all. The K-rail companies want to rent it all. And the superintendents want to be lazy and just have massive areas open. The equipment operators want wide open spaces and everybody just wants to soak the system dry. Meanwhile, the United States infrastructure and all of the people are suffering.

The Disrespect for People on the Road

Do you know how many segments of worthless, non-active traffic improvements I’ve been through with stupid signage? Like literally I’m driving right now between Tucson and Phoenix. There’s been like 30, 55 mile per hour signs near no improvements, no active construction, no absolute reason, no consistency. Everybody’s just blowing through it. What are you doing?

That literally reminds me the other day of a road improvement. They were doing paving. I don’t even know exactly what they were doing. I was appalled at the traffic control. Literally civil contractors are so lazy nowadays. I shouldn’t say lazy. The processes are so lazy and they’re so ill-educated about how to do this that literally they’ll go repave a road or they’ll cap it or they’ll do whatever improvements they’re doing to it. And they won’t even give you temporary guidelines for the lanes. It’s the most dangerous thing I’ve ever seen in my life.

And the traffic control is freaking everywhere, everywhere, literally hitting the mirrors on cars and scratching paint. There’s no respect for a person. There’s no respect for the motorists. There’s no respect for people in this economy trying to go from end to end. There’s no respect for truckers that have to deal with this every day. There’s no even thought. Traffic control not even thinking about the people on the road when most of the injuries, literally millions of deaths happen on the roadway. We’re not even paying attention literally because of bad processes, bad teaching, and nobody being brought up anymore these days. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

A Challenge for Civil Contractors

Here’s what I want you to do this week. Stop opening up 50 miles of roadway. Work in segments. Max a quarter mile. Grade it. Stabilize it. Pave it. Finish it. Open it. Move the K-rail forward. Don’t waste money on renting K-rail for inactive sites. Don’t waste money on traffic control for 50 miles when you’re only working on 2 miles. Don’t burn diesel driving from one end to the other. Don’t leave open earth for years.

The civil industry has completely lost its mind. Airlines, the freeways, civil contractors, you have lost your mind. I can’t even believe I’m seeing what I’m seeing here. Large batch is the dumbest damn thing I’ve ever seen in my entire life. I’m so sick of this, America. I love you, wake up. You have no idea what you’re doing and you’re going to blame it on everybody else. No, it wasn’t. It’s a lack of good thinking. It’s a lack of education and everybody’s running around proud to not read a book and go to a training or to even get any kind of education and to learn how things are actually done. It’s embarrassing.

As we say at Elevate, civil roadwork wastes money on large batch: miles of K-rail, open earth, traffic control for inactive sites. Work in segments, finish before moving forward. That’s how you respect people and stop wasting money. Civil contractors, step it up. You’re absolutely an embarrassment to the United States. I can’t believe I had to go through this. I want to see us step it up.

On we go.

Frequently Asked Questions

Why is large batch civil roadwork a problem?

Because you’re opening up 50 miles of roadway when you’re only working on 2 miles. You waste money on K-rail rental, traffic control, diesel, SWPPP, regrading damaged earth, and equipment sitting idle across the expanse. It’s 70-80% waste.

How should civil contractors work on roads?

Work in segments. Open max a quarter mile. Grade it, stabilize it, pave it, finish it, open it. Move the K-rail forward. Don’t open 50 miles when you’re only working 2 miles.

Why don’t civil contractors work in smaller segments?

Because traffic control companies want to rent it all, K-rail companies want to rent it all, superintendents want massive areas open, and equipment operators want wide open spaces. Everybody wants to soak the system dry.

What about bridges and major infrastructure projects?

Do those as isolated individual projects and let the roadway intersect with them. There’s no spec that requires leaving all the dirt open for years. Finish segments before moving forward.

Why is this disrespectful to people?

Because you reduce speed limits for 50 miles of inactive construction. You create traffic control that hits mirrors and scratches paint. You don’t provide temporary lane guidelines after repaving. You don’t respect motorists, truckers, or people trying to get from end to end.

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

Project Setup For Field Engineers | Construction Start-Up Checklist (First 30 Days)

Posted on by Danny Jiménez⁩
Read 24 min

Project Setup For Field Engineers (Construction Start-Up Checklist: First 30 Days)

I’m going to talk to you about how a field engineer will approach a new project and literally get everything set up in the first 30 days. Now, I don’t mean the first 30 days of the construction project starting. I mean the first 30 days of the field engineers being there, which means that if you’re going to start in December and you want to have good primary and secondary working control system for December, then you should have those up in November. You should probably have field engineers on site in October. And so that first 30 days is what I’m talking about, which is typically about 2 months before the project starts at least.

If you have a mega project and a lot more lift drawings and you’re doing self-perform concrete, you might want them there even farther ahead. But we use field engineers for self-perform and non-self-performed projects. And it’s remarkable. Having them is not primarily about survey or lift drawings. Having field engineers is about building our future builders. And if we skip this step, we hurt the person and we lose the benefit of the survey, lift drawings, and frontline safety and quality management.

Let me walk you through the startup checklist.

The Pain of Field Engineers Who Don’t Set Up Properly

Here’s what happens when field engineers don’t set up properly in the first 30 days. They don’t have a startup schedule. So, they scramble. They don’t have site logistics mapped. So, the superintendent dumps a conex right on top of their control point. They don’t have utilities mapped. So, they hit a gas line or electrical line. Utility strike. Shutdown. Delay. Danger. They don’t have equipment ordered. So, they can’t do layout. The trades wait. They don’t have an FE bullpen. So, they work in isolation. No collaboration. No visual systems. And they don’t have a testing area. So, their equipment is wrong. Their tribrachs are off. Their levels are off. And the building is out of tolerance.

Field engineers who don’t set up properly hurt the project. They hurt themselves. And they hurt the craft. The first 30 days are critical. Get it right and everything flows. Get it wrong and everything breaks.

Step One: Create Your Startup Schedule

I’ve got a list here to save us time. I’m going to talk to you about each one of these one by one. What I’m talking about here is getting the project ready for the field engineering program. So, number one, your startup schedule. When you grab the macro-level Takt plan or the norm-level Takt plan or the construction schedule, you have that from the project delivery team and the superintendent. Then what you want to do is take these items and literally plan out when you want each of these things up and running so that your primary, secondary, and working control and your first lift drawings and your program are ready to go for your first trades.

Because remember, field engineers enable the foremen and the workers, the crews. Well, let me just say this. The industry is going back to field engineering, but it needs to go faster. And because for a while we didn’t have them because there was this misconception that you only need field engineers for self-perform. What happened is other techniques are popping up, like advanced work packaging, will say you need to have workface planners to plan the work for the foremen and the crews sitting in an office. No, no, no, no, no, no. We do not do that.

Field engineers with superintendent, especially assistant superintendents, do that with control, with lift drawings, helping them with information, providing an open area and working with them shoulder to shoulder. We do not delegate the preparation of work to workface planners in an office. It’s field engineers and assistant superintendents. But the first thing you do is get your startup schedule put together.

Step Two: Create Site Logistics Drawing

The second thing that I want you to do is put together a site logistics drawing. And what this is with the superintendent and the project team is a map showing where your office trailers, your conexes, your staging, your queuing areas, your morning worker huddles, your dojo, your tent power, your tent water, your hoist, your crane, your scrap-outs, your access ways, your craft bathrooms that are custom built. All of these things. This is going to show where everything is going to go.

And in case you’re like, “Jason, why would this be one of the first things that you do?” It’s because we have to design our primary, secondary, and working control around it. There’s no point in putting a point somewhere and then the superintendent just dumping a conex right on the top of it. It’s just not very practical. So eventually you are going to go out there and create a primary control network. Primary control is permanent. It surrounds the building and it enables all other layouts. Secondary control is typically a baseline, intersecting corners, intersecting baselines, intersecting inside baselines, or a box with offsets around your building, but it’s building-specific. And this is called secondary control. It allows you to basically build the building. It’s temporary and it’s building-specific.

Then working control is as if you put grid lines on the slab and then you laid out a column. Those are temporary lines for building components. So you got primary, secondary, and working control. So, you don’t want to put any of these points anywhere where the site logistics are. And that’s why site logistics is the second thing that I recommend you do during startup.

Step Three: Map Utilities (Five-Step Process)

Now the other thing here, utilities. This is crucial, and I need you to pay attention because this could make or break you when it comes to safety. What you need to do is go out and do your blue stake. Once you do your blue stake, you’re going to do a private utility locator. That means they’re going to go out there and, in addition to blue stake, find anything underground. Then you’re going to pothole. Then you are going to either with a surveyor or yourself with your field engineers as-built those intersections and know their depths. Then you’re going to create a drawing for any underground utilities so that you know with real points, real scale, where everything is on the site.

That way, when you go do your dig permits and a trade wants to go dig, you can do blue stake. And then you can also lay out anything else that may not be referenced to blue stake. You can literally be safe and hand dig or do vacuum trucks near the utilities and not have utility strikes. So this is important because additionally, not only do you want to be safe, but if you have different utilities or new utilities in there, you don’t want to put your points there as well. So those are crucial things that you have to do to set up your system. Now, later we’ll get into you actually doing your primary, secondary, working control, but for now, we’re just setting you up. That was number three.

Step Four: Order Equipment (To Spec)

Number four, you’re going to order your equipment. Now, this might seem self-explanatory, and you’re like, “J Money, why are you putting it in a video?” But I’ve got to make sure that you’re ordering the right stuff to spec:

  • Three-second total station or better – Don’t settle for less accurate equipment, you’re controlling the location of the building
  • Automatic level with eighth-of-an-inch error in 100 feet – Prefer 200 feet, and make sure you have really good optics on your automatic levels
  • Survey bags from Home Depot like it’s Black Friday – Get your consumables: lath, hubs, 60-penny nails, whiskers, everything you need
  • Computers powerful enough to run AutoCAD and Revit – Don’t skimp, field engineers need two screens and a nice open desk area with a place for drawings to the left

And so, what I want you to do is go get your survey equipment, get your bags, get your consumables, get your computers, get all decked out so that you have all of the equipment, anything that you need to go do your job. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

Step Five: Take Photos (Document Everything)

The other thing that I want you to do is take photos. You need to take photos, not only to document survey, but also to document the condition of the site. This is standard. It was always standard at Hensel Phelps. It should be standard on every job.

Step Six: Set Up FE Bullpen (Open Office Space)

Now, the FE bullpen. Where are you going to take this genius and all this awesomeness? You’re going to do it in an open office space in the trailer. So you’ll have different desks. I prefer that these desks are vertical to where you can stand or sit with drafting table chairs, but you’re going to have an open office space where you have visual schedules. And this is called the FE bullpen.

Now, this FE bullpen is crucial. And you might think to yourself, “Why do we get out in the open in some kind of ratty conditions?” No, no, no. Your whole job site team should be in an open office space. If they’re just getting too arrogant or too stuffy and they ask for their own offices, they’re in an ivory castle now. They’re disconnected. They’re losing trust, and it’s hurting the overall team. You do not want offices. It is a blessing that you’re out in the open. Set up your office so that you have visual communication systems and you have a place to house everything.

Step Seven: Create Equipment Testing Area

Once you have your office, the other thing is let’s say this is your office trailer. I want you to have a testing area. You’ve got to have a testing area so you can test your prism pole inside the office, but you’ve got to have a sidewalk where you can test your chain. You’ve got to have two poles somewhere where you can peg your levels and make sure that they’re good to go. You’ve got to have a different area so that you can test your lasers, your automatic levels, your total stations, your chains, your tapes, and your tribrachs. Tribrachs, half of the time, they come out wrong. You’ve got to have a testing and calibration area for your project site in order for you to make sure this stuff is correct.

Step Eight: Don’t Skimp on Computers and Software

The other thing is don’t skimp out on computers and apps. If somebody’s like, “Oh, you’re just a field engineer, you don’t get a second screen.” Well, you better be careful because these folks are controlling the location of your building and the location of your components. Most of the time, field engineers need a nice open desk area, a place for their drawings to the left, and two screens. And make sure you have a computer that’s powerful enough to run AutoCAD and Revit.

Step Nine: Read the Field Engineering Methods Manual

Now, the last thing that I’ll say is at this point, you need to make sure everybody on your field engineering team has read chapters 1 through 8 in version 3 of the Field Engineering Methods Manual and all of version 4, book one of the fourth update that we’re putting out in the next couple of months so that all of the field engineers have a baseline understanding of what a field engineer does. And if you have these key components, you are ready to go and you’re ready to jam.

A Challenge for Field Engineers

Here’s what I want you to do this week. If you’re starting a new project, work through this checklist. Create your startup schedule. Map site logistics. Map utilities with the five-step process. Order equipment to spec. Take photos. Set up your FE bullpen. Create your testing area. Get powerful computers. And read the Field Engineering Methods Manual. That’s your first 30 days. Get it right and everything flows. As we say at Elevate, field engineer project setup first 30 days: startup schedule, site logistics, utilities mapped, equipment ordered, FE bullpen, testing area. That’s the checklist.

On we go.

Frequently Asked Questions

When should field engineers arrive on a project?

About 2 months before construction starts. If you’re starting construction in December, have field engineers on site in October so you can have primary and secondary control ready in November.

Why do you need field engineers on non-self-perform projects?

Because having field engineers is about building future builders. You still need concrete layout, mason inspections, overhead and in-wall inspections, and future superintendents to train. The myth that you only need field engineers for self-perform is hurting us.

What’s the five-step process for mapping utilities?

Blue stake, private utility locator, pothole, as-built the intersections with depths, create a drawing with real points and real scale. That way you can hand dig or use vacuum trucks near utilities and avoid strikes.

Why do field engineers need an open office space instead of private offices?

Because private offices create disconnection and loss of trust. Open office space with visual communication systems creates collaboration. If people ask for private offices, they’re in an ivory castle now.

What equipment specs do field engineers need?

Three-second total station or better, automatic level with eighth-of-an-inch error in 100 feet (prefer 200 feet), two screens, computers powerful enough to run AutoCAD and Revit, and a testing area for calibration.

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

    faq

    General Training Overview

    What construction leadership training programs does LeanTakt offer?
    LeanTakt offers Superintendent/PM Boot Camps, Virtual Takt Production System® Training, Onsite Takt Simulations, and Foreman & Field Engineer Training. Each program is tailored to different leadership levels in construction.
    Who should attend LeanTakt’s training programs?
    Superintendents, Project Managers, Foremen, Field Engineers, and trade partners who want to improve planning, communication, and execution on projects.
    How do these training programs improve project performance?
    They provide proven Lean and Takt systems that reduce chaos, improve reliability, strengthen collaboration, and accelerate project delivery.
    What makes LeanTakt’s training different from other construction courses?
    Our programs are hands-on, field-tested, and focused on practical application—not just classroom theory.
    Do I need prior Lean or takt planning experience to attend?
    No. Our programs cover foundational principles before moving into advanced applications.
    How quickly can I apply what I learn on real projects?
    Most participants begin applying new skills immediately, often the same week they complete the program.
    Are these trainings designed for both office and field leaders?
    Yes. We equip both project managers and superintendents with tools that connect field and office operations.
    What industries benefit most from LeanTakt training?
    Commercial, multifamily, residential, industrial, and infrastructure projects all benefit from flow-based planning.
    Do participants receive certificates after completing training?
    Yes. Every participant receives a LeanTakt Certificate of Completion.
    Is LeanTakt training recognized in the construction industry?
    Yes. Our programs are widely respected among leading GCs, subcontractors, and construction professionals.

    Superintendent / PM Boot Camp

    What is the Superintendent & Project Manager Boot Camp?
    It’s a 5-day immersive training for superintendents and PMs to master Lean leadership, takt planning, and project flow.
    How long does the Superintendent/PM Boot Camp last?
    Five full days of hands-on training.
    What topics are covered in the Boot Camp curriculum?
    Lean leadership, Takt Planning, logistics, daily planning, field-office communication, and team health.
    How does the Boot Camp improve leadership and scheduling skills?
    Yes. You’ll learn how to run day huddles, team meetings, worker huddles, and Lean coordination processes.
    Who is the Boot Camp best suited for?
    Construction leaders responsible for delivering projects, including Superintendents, PMs, and Field Leaders.
    What real-world challenges are simulated during the Boot Camp?
    Schedule breakdowns, trade conflicts, logistics issues, and communication gaps.
    Will I learn Takt Planning at the Boot Camp?
    Yes. Takt Planning is a core focus of the Boot Camp.
    How does this Boot Camp compare to traditional PM certification?
    It’s practical and execution-based rather than exam-based. You learn by doing, not just studying theory.
    Can my entire project team attend the Boot Camp together?
    Yes. Teams attending together often see the greatest results.
    What kind of real-world challenges do we simulate?
    Improved project flow, fewer delays, better team communication, and stronger leadership confidence.

    Takt Production System® Virtual Training

    What is the Virtual Takt Production System® Training?
    It’s an expert-led online program that teaches Lean construction teams how to implement takt planning.
    How does virtual takt training work?
    Delivered online via live sessions, interactive discussions, and digital tools.
    What are the benefits of online takt planning training?
    Convenience, global accessibility, real-time learning, and immediate application.
    Can I access the virtual training from anywhere?
    Yes. It’s fully web-based and accessible worldwide.
    Can I access the virtual training from anywhere?
    Yes. It’s fully web-based and accessible worldwide.
    What skills will I gain from the Virtual TPS® Training?
    Macro and micro Takt planning, weekly updates, flow management, and CPM integration.
    How long does the virtual training program take?
    The program is typically completed in multiple live sessions across several days.
    Can I watch recordings if I miss a session?
    Yes. Recordings are available to all participants.
    Do you offer group access or company licenses for the virtual training?
    Yes. Teams and companies can enroll together at discounted rates.
    How does the Virtual TPS® Training integrate with CPM tools?
    We show how to align Takt with CPM schedules like Primavera P6 or MS Project.

    Onsite Takt Simulation

    What is a Takt Simulation in construction training?
    It’s a live, interactive workshop that demonstrates takt planning on-site.
    How does the Takt Simulation workshop work?
    Teams participate in hands-on exercises to learn the flow and rhythm of a Takt-based project.
    Can I choose between a 1-day or 2-day Takt Simulation?
    Yes. We offer flexible formats to fit your team’s schedule and needs.
    Who should participate in the Takt Simulation workshop?
    Superintendents, PMs, site supervisors, contractors, and engineers.
    How does a Takt Simulation improve project planning?
    It shows teams how to structure zones, manage flow, and coordinate trades in real time.
    What will my team learn from the onsite simulation?
    How to build and maintain takt plans, manage buffers, and align trade partners.
    Is the simulation tailored to my specific project type?
    Yes. Scenarios can be customized to match your project.
    How do Takt Simulations improve trade partner coordination?
    They strengthen collaboration by making handoffs visible and predictable.
    What results can I expect from an onsite Takt Simulation?
    Improved schedule reliability, better trade collaboration, and reduced rework.
    How many people can join a Takt Simulation session?
    Group sizes are flexible, but typically 15–30 participants per session.

    Foreman & Field Engineer Training

    What is Foreman & Field Engineer Training?
    It’s an on-demand, practical program that equips foremen and engineers with leadership and planning skills.
    How does this training prepare emerging leaders?
    By teaching communication, crew management, and execution strategies.
    Is the training on-demand or scheduled?
    On-demand, tailored to your team’s timing and needs.
    What skills do foremen and engineers gain from this training?
    Planning, safety leadership, coordination, and communication.
    How does the training improve communication between field and office?
    It builds shared systems that align superintendents, engineers, and managers.
    Can the training be customized for my team’s needs?
    Yes. Programs are tailored for your project or company.
    What makes this program different from generic leadership courses?
    It’s construction-specific, field-tested, and focused on real project application.
    How do foremen and field engineers apply this training immediately?
    They can use new systems for planning, coordination, and daily crew management right away.
    Is the training suitable for small construction companies?
    Yes. Small and large teams alike benefit from building flow-based leadership skills.

    Testimonials

    Testimonials

    "The bootcamp I was apart of was amazing. Its was great while it was happening but also had a very profound long-term motivation that is still pushing me to do more, be more. It sounds a little strange to say that a construction bootcamp changed my life, but it has. It has opened my eyes to many possibilities on how a project can be successfully run. It’s also provided some very positive ideas on how people can and should be treated in construction.

    I am a hungry person by nature, so it doesn’t take a lot to get to participate. I loved the way it was not just about participating, it was also about doing it with conviction, passion, humility and if it wasn’t portrayed that way you had to do it again."

    "It's great to be a part of a company that has similar values to my own, especially regarding how we treat our trade partners. The idea of "you gotta make them feel worse to make them do better" has been preached at me for years. I struggled with this as you will not find a single psychology textbook stating these beliefs. In fact it is quite the opposite, and causing conflict is a recipe for disaster. I'm still honestly in shock I have found a company that has based its values on scientific facts based on human nature. That along with the Takt scheduling system makes everything even better. I am happy to be a part of a change that has been long overdue in our industry!"

    "Wicked team building, so valuable for the forehumans of the sub trades to know the how and why. Great tools and resources. Even though I am involved and use the tools every day, I feel like everything is fresh and at the forefront to use"

    "Jason and his team did an incredible job passing on the overall theory of what they do. After 3 days of running through the course I cannot see any holes in their concept. It works. it's proven to work and I am on board!"

    "Loved the pull planning, Takt planning, and logistic model planning. Well thought out and professional"

    "The Super/PM Boot Camp was an excellent experience that furthered my understanding of Lean Practices. The collaboration, group involvement, passion about real project site experiences, and POSITIVE ENERGY. There are no dull moments when you head into this training. Jason and Mr. Montero were always on point and available to help in the break outs sessions. Easily approachable to talk too during breaks and YES, it was fun. I recommend this training for any PM or Superintendent that wants to further their career."

    agenda

    Day 1

    Foundations & Macro Planning

    • Introduction to Takt Production System® principles
    • CPM vs TAKT comparison
    • Macro planning, zoning, and density analysis
    • Quantities and production rates
    • Hands-on application to participants’ projects with LeanTakt PM experts

    day2

    Norm Planning & Flow Optimization

    • Review and refinement of Day 1 work
    • Pull planning and sequence optimization
    • Work packaging for balanced flow
    • Project integration session with LeanTakt PM coaching

    day3

    Advanced Tools & Comparisons

    • Macro work packaging and example walkthrough
    • Calculator Norm for production optimization
    • Stacking comparison to avoid trade conflicts
    • Hands-on application to participants’ own schedules

    day4

    Buffers, Controls & Finalization

    • Review of Day 3 implementation
    • Buffer management strategies and placement
    • Takt control principles and steering methods
    • Project plan finalization with expert guidance

    day5

    Control Systems & Presentations

    • Takt steering, control systems, and real project examples
    • Participant project presentations with LeanTakt PM feedback
    • Wrap-up, feedback, and action planning for post-training implementation

    faq

    UNDERSTANDING THE TRAINING

    What is the Virtual Takt Production System® Training by LeanTakt?
    It’s an expert-led online program designed to teach construction professionals how to implement Takt Planning to create flow, eliminate chaos, and align teams across the project lifecycle.
    Who should take the LeanTakt virtual training?
    This training is ideal for Superintendents, Project Managers, Engineers, Schedulers, Trade Partners, and Lean Champions looking to improve planning and execution.
    What topics are covered in the online Takt Production System® course?
    The course covers macro and micro Takt planning, zone creation, buffers, weekly updates, flow management, trade coordination, and integration with CPM tools.
    What makes LeanTakt’s virtual training different from other Lean construction courses?
    Unlike theory-based courses, this training is hands-on, practical, field-tested, and includes live coaching tailored to your actual projects.
    Do I get a certificate after completing the online training?
    Yes. Upon successful completion, participants receive a LeanTakt Certificate of Completion, which validates your knowledge and readiness to implement Takt.

    VALUE AND RESULTS

    What are the benefits of Takt Production System® training for my team?
    It helps teams eliminate bottlenecks, improve planning reliability, align trades, and reduce the chaos typically seen in traditional construction schedules.
    How much time and money can I save with Takt Planning?
    Many projects using Takt see 15–30% reductions in time and cost due to better coordination, fewer delays, and increased team accountability.
    What’s the ROI of virtual Takt training for construction teams?
    The ROI comes from faster project delivery, reduced rework, improved communication, and better resource utilization — often 10x the investment.
    Will this training reduce project delays or rework?
    Yes. By visualizing flow and aligning trades, Takt Planning reduces miscommunication and late handoffs — major causes of delay and rework.
    How soon can I expect to see results on my projects?
    Most teams report seeing improvement in coordination and productivity within the first 2–4 weeks of implementation.

    PLANNING AND SCHEDULING TOPICS

    What is Takt Planning and how is it used in construction?
    Takt Planning is a Lean scheduling method that creates flow by aligning work with time and space, using rhythm-based planning to coordinate teams and reduce waste.
    What’s the difference between macro and micro Takt plans?
    Macro Takt plans focus on the overall project flow and phase durations, while micro Takt plans break down detailed weekly tasks by zone and crew.
    Will I learn how to build a complete Takt plan from scratch?
    Yes. The training teaches you how to build both macro and micro Takt plans tailored to your project, including workflows, buffers, and sequencing.
    How do I update and maintain a Takt schedule each week?
    You’ll learn how to conduct weekly updates using lookaheads, trade feedback, zone progress, and digital tools to maintain schedule reliability.
    Can I integrate Takt Planning with CPM or Primavera P6?
    Yes. The training includes guidance on aligning Takt plans with CPM logic, showing how both systems can work together effectively.
    Will I have access to the instructors during the training?
    Yes. You’ll have opportunities to ask questions, share challenges, and get real-time feedback from LeanTakt coaches.
    Can I ask questions specific to my current project?
    Absolutely. In fact, we encourage it — the training is designed to help you apply Takt to your active jobs.
    Is support available after the training ends?
    Yes. You can access follow-up support, coaching, and community forums to help reinforce implementation.
    Can your tools be customized to my project or team?
    Yes. We offer customizable templates and implementation options to fit different project types, teams, and tech stacks.
    When is the best time in a project lifecycle to take this training?
    Ideally before or during preconstruction, but teams have seen success implementing it mid-project as well.

    APPLICATION & TEAM ADOPTION

    What changes does my team need to adopt Takt Planning?
    Teams must shift from reactive scheduling to proactive, flow-based planning with clear commitments, reliable handoffs, and a visual management mindset.
    Do I need any prior Lean or scheduling experience?
    No prior Lean experience is required. The course is structured to take you from foundational principles to advanced application.
    How long does it take for teams to adapt to Takt Planning?
    Most teams adapt within 2–6 weeks, depending on project size and how fully the system is adopted across roles.
    Can this training work for smaller companies or projects?
    Absolutely. Takt is scalable and especially powerful for small teams seeking better structure and predictability.
    What role do trade partners play in using Takt successfully?
    Trade partners are key collaborators. They help shape realistic flow, manage buffers, and provide feedback during weekly updates.

    VIRTUAL FORMAT & ACCESSIBILITY

    Can I access the virtual training from anywhere?
    Yes. The training is fully accessible online, making it ideal for distributed teams across regions or countries.
    Is this training available internationally?
    Yes. LeanTakt trains teams around the world and supports global implementations.
    Can I watch recordings if I miss a session?
    Yes. All sessions are recorded and made available for later viewing through your training portal.
    Do you offer group access or company licenses?
    Yes. Teams can enroll together at discounted rates, and we offer licenses for enterprise rollouts.
    What technology or setup do I need to join the virtual training?
    A reliable internet connection, webcam, Miro, Spreadsheets, and access to Zoom.

    faq

    GENERAL FAQS

    What is the Superintendent / PM Boot Camp?
    It’s a hands-on leadership training for Superintendents and Project Managers in the construction industry focused on Lean systems, planning, and communication.
    Who is this Boot Camp for?
    Construction professionals including Superintendents, Project Managers, Field Engineers, and Foremen looking to improve planning, leadership, and project flow.
    What makes this construction boot camp different?
    Real-world project simulations, expert coaching, Lean principles, team-based learning, and post-camp support — all built for field leaders.
    Is this just a seminar or classroom training?
    No. It’s a hands-on, immersive experience. You’ll plan, simulate, collaborate, and get feedback — not sit through lectures.
    What is the focus of the training?
    Leadership, project planning, communication, Lean systems, and integrating office-field coordination.

    CURRICULUM & OUTCOMES

    What topics are covered in the Boot Camp?
    Takt planning, day planning, logistics, pre-construction, team health, communication systems, and more.
    What is Takt Planning and why is it taught?
    Takt is a Lean planning method that creates flow and removes chaos. It helps teams deliver projects on time with less stress.
    Will I learn how to lead field teams more effectively?
    Yes. This boot camp focuses on real leadership challenges and gives you systems and strategies to lead high-performing teams.
    Do you cover daily huddles and meeting systems?
    Yes. You’ll learn how to run day huddles, team meetings, worker huddles, and Lean coordination processes.
    What kind of real-world challenges do we simulate?
    You’ll work through real project schedules, logistical constraints, leadership decisions, and field-office communication breakdowns.

    LOGISTICS & FORMAT

    Is the training in-person or virtual?
    It’s 100% in-person to maximize learning, feedback, and team-based interaction.
    How long is the Boot Camp?
    It runs for 5 full days.
    Where is the Boot Camp held?
    Locations vary — typically hosted in a professional training center or project setting. Contact us for the next available city/date.
    Do you offer follow-up coaching after the Boot Camp?
    Yes. Post-camp support is included so you can apply what you’ve learned on your projects.
    Can I ask questions about my actual project?
    Absolutely. That’s encouraged — bring your current challenges.

    PRICING & VALUE

    How much does the Boot Camp cost?
    $5,000 per person.
    Are there any group discounts?
    Yes — get 10% off when 4 or more people from the same company attend.
    What’s the ROI for sending my team?
    Better planning = fewer delays, smoother coordination, and higher team morale — all of which boost productivity and reduce costs.
    Will I see results immediately?
    Most participants apply what they’ve learned as soon as they return to the jobsite — especially with follow-up support.
    Can this replace other leadership training?
    In many cases, yes. This Boot Camp is tailored to construction professionals, unlike generic leadership seminars.

    SEO-BASED / HIGH-INTENT SEARCH QUESTIONS

    What is the best leadership training for construction Superintendents?
    Our Boot Camp offers real-world, field-focused leadership training tailored for construction leaders.
    What’s included in a Superintendent Boot Camp?
    Takt planning, day planning, logistics, pre-construction systems, huddles, simulations, and more.
    Where can I find Lean construction training near me?
    Check our upcoming in-person sessions or request a private boot camp in your city.
    How can I improve field and office communication on a project?
    This Boot Camp teaches you tools and systems to connect field and office workflows seamlessly.
    Is there a training to help reduce chaos on construction sites?
    Yes — this program is built specifically to turn project chaos into flow through structured leadership.

    agenda

    Day 1

    Agenda

    • Intro to Camp
    • Set Expectations
    • Morning Routine
    • Plan Day
    • Explain "Why"
    • Teams Intros + Yells + Expectation
    • Focus, Physiology, Words + Yells
    • Blocks to Leadership
    • 50 Million
    • Biggest Thing
    • Choose Your Word
    • Marketing Exercise
    • Interview for the Project
    • PO Homework and Close the Day

    Outcomes

    • Understand how to get into a proper state to lead
    • Understand how to dig deep to find the confidence to lead
    • Team work and collaboration
    • Understand marketing
    • Understand how to interview for and win a project

    Day 2

    Agenda

    • Morning Routine
    • Day Planner
    • Plus & Delta
    • Macro Takt planning
    • Setup jobs + Signs + Logistics
    • Explain the IPCS™
    • Detailed logistics training
    • Team balance & health training

    Outcomes

    • Learn the IPCS™ understand how to integrate the entire project from start to finish with First Planners™ and Last Planners® through the Takt Production System®
    • Learn how to review a project
    • Learn advanced logistics
    • Learn team balance and health

    Day 3

    Agenda

    • Morning Routine
    • Day Planner
    • Plus & Delta
    • Review How Big Things Get Done
    • Review IPCSTM
    • Fix (Schedule, zone, logistics, trailer, org & procurement)
    • Fresh Eyes Meeting
    • Pre-Con Overview
    • TAKT SIMULATION
    • Recap and Review

    Outcomes

    • Understand why and how to plan
    • Understand the benefits of using a Takt production plan
    • Learn the steps to proper pre-con that sets the project up for success
    • Learn how to review a project in a Fresh Eyes Meeting
    • Learn flow from Takt planning

    Day 4

    Agenda

    • Morning Routine
    • Day Planner
    • Plus & Delta
    • Opposing Squares
    • Pull Plan
    • Takt Remaining
    • Norm Update
    • Re Zoning
    • Risks & Pre-Con Align
    • Meeting System
    • Problems
    • Recap

    Outcomes

    • Understand the Norm level Takt plan for weekly/daily planning
    • Benefits and outcomes of rezoning strategies
    • Using meetings to feed information through the system and to the Foremen

    Day 5

    Agenda

    • Morning Routine
    • Day Planner
    • Plus & Delta
    • Huddle I.D.S
    • Day Plan
    • Worker Huddle
    • Norm Update
    • Team Huddle
    • Lean Systems Recap
    • Feedback Exercise
    • Final & Close

    Outcomes

    • Know what information is needed and how to get it to the Workers
    • Better understand how to give feedback and why it’s crucial for everyone
    • How to problem solve as a team
    • Understand how all systems tie together
    • Know how the information gets all the way to the worker
    • Have perfect clarity on the individual’s personal organization planner