Elevating Construction Takt Planning – Part ‪3‬

Construction Teams Think Going Faster Finishes Earlier When Navy SEALs Know Slow Is Smooth and Smooth Is Fast

There is a famous saying from United States Navy SEALs. Slow is smooth and smooth is fast. Means rushing takes longer than going at right rate. But construction teams do not believe this. They think decision is between going fast and finishing early versus going slow and finishing late. So they choose speed. CPM slams everything to left toward early start dates. Superintendents push trades to accelerate. Project managers demand crews work faster. Everyone believes if we just go faster we will finish earlier. And projects crash. Behind schedule. Over budget. Workers burned out. Families sacrificed. Quality suffering. Safety incidents rising. Because the decision is not between fast finishing early versus slow finishing late. Real decision is between going fast and failing versus going at right rhythm and having fighting chance to win. Real decision is between going fast and finishing late versus going at right rhythm and finishing on earliest possible date. Navy SEALs understand this. Rushing into building creates mistakes requiring rework taking longer than doing it right first time. Going too fast means you cannot see roadblocks in time to remove them so you crash into them repeatedly slowing entire system. Pushing resources beyond capacity creates chaos where communication breaks down and coordination fails. Fast creates variation. Variation creates waste. Waste destroys throughput. And destroyed throughput means late project regardless of how fast individuals worked. So repurpose Navy SEAL saying for construction: rhythm is smooth and smooth is fast. Point is rushing takes longer than going at right rate. Not between going fast finishing early versus going rhythm finishing later. Between going fast failing versus going rhythm winning. Between going fast finishing late versus going rhythm finishing earliest possible date. Rhythm is key. It is pace at which flow units or work is completed within project. And that rhythm is determined by capacity. Rate at which we complete buildings is not determined by randomly turning dials of manpower money and other resources. Rate at which we complete buildings is determined by capacity of local market and how much manpower is available. How many materials can be produced? How much money owner will pay for project? Each of these resources have capacity. Critical to understand that capacity and adjust Takt time and throughput to incorporate it into overall plan. Little merit to just making plan to fit stipulated end date when there is no capacity to do it. Takt works when we follow rhythm. Takt planning really only works when we get rhythm right and focus on that rhythm. CPM slams everything left. When builders build implement and manage with Takt, focus is on rhythm. Rhythm, stagger, throughput—nearly interchangeable terms—allow design to be done just in time, material approvals and permits to be leveled, load of team to be even throughout construction. Following rhythm also reduces likelihood of overburdening trade partners and crew resources. Flow is king and right rhythm enables that flow.

Here is what happens when project teams confuse speed with rhythm. Cancer center project. Eighty million dollars. Superintendent implements CPM schedule. Slams everything to left toward early start dates. Tells trades: we need to accelerate to finish early. Mechanical starts overhead rough-in before coordination complete. Plumbing brings out materials for entire floor before layout confirmed. Electrical pushes conduit runs without knowing final locations. Everyone going fast. Everyone working hard. And chaos erupts. Mechanical discovers conflicts requiring rework after installation. Plumbing has materials staged everywhere creating congestion and damage. Electrical installed conduit in wrong locations requiring demolition and reinstallation. Trades start stacking in areas. Work gets buried. Defects multiply. Rework increases. Communication breaks down because everyone too busy fixing mistakes to coordinate properly. Project falls behind despite everyone going faster than ever. Why? Because going fast created variation. Variation created waste. Waste destroyed throughput. And destroyed throughput meant late finish regardless of speed. Meanwhile research laboratory project. Same eighty million dollar size. Superintendent implements Takt Planning. Creates rhythm. Each 10,000 square foot zone flows at consistent two-week Takt time. Mechanical coordinates overhead before starting. Plumbing brings materials just-in-time for current zone only. Electrical follows rhythm installing conduit after coordination complete and layout verified. Everyone going at steady rhythm. Not rushing. Not slowing. Just consistent flow. And project finishes on time. Under budget. Zero crash landing. Why? Because rhythm created stability. Stability enabled coordination. Coordination prevented rework. Prevented rework preserved throughput. And preserved throughput meant earliest possible finish date. Not because people worked harder. Because they worked at right rhythm instead of wrong speed. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

What Takt Planning Actually Is

Takt planning is detailed one page one piece flow schedule that focuses on throughput, bottlenecks, and ultimately creating flow. Accompanied by lean practices to be most efficient scheduling tool in industry for construction because inherently most effective at reducing waste. Takt is taken from German word meaning cycle time. Symbolizes need for responsible rhythm of work in certain production areas otherwise known as Takt zones as opposed to left justifying of activities to early start dates in CPM’s famous forward and backward paths. To builder Takt communicates need for flow.

Flow defined: as verb, of fluid gas or electricity move along or out steadily and continuously in current or stream. As noun, action or fact of moving along in steady continuous stream. When water flows it runs in relatively consistent and continuous stream down unobstructed path. When water does not flow usually due to twists turns obstacles changes in elevation or other hindrances. Additionally water flows when runs together in coordinated pattern with adequate space.

Water bottle demonstration: first jug tipped over pointed straight down allowing water to pour out without squeezing. Gurgling sound caused by friction of air and water fighting for space as jug empties in 11 seconds. Second jug turned over and bottle spun in circle creating spiral in water or flow vortex. As water spins center of vortex allows air to flow into bottle at same time as water flowing out. Only takes 5 seconds to empty second jug with flow vortex. Best flow developed by coordinating water in most optimized manner and creating space in center of vortex for air to rise. Forcing water through opening as fast as possible is not effective and causes splattering and turbulence. This is what happens in CPM by pushing construction activities through network of resources as fast and or as soon as possible like Early Start. Critical path erupts with roadblocks like air bubbles that interrupt flow and increase overall duration of project. Takt on other hand with its coordinated approach and space given for occurrence of roadblocks meaning air similar to flow vortex. When all parts working together to achieve flow water can move in steady stream while simultaneously allowing air to rise up through center of flow vortex. This beats other system every time because gives space and time for roadblocks to rise and be removed from flow of work.

The Train Analogy That Explains Takt Better Than River

Comparing flow of construction to water and river is problematic. Use train and railways instead to demonstrate practice of reducing waste. Land surveying: when railway is built path is determined by surveying terrain and finding path of least resistance. Therefore determining Takt time and throughput is like land surveying railway before construction. Design: overall design of Takt train is like printed Takt plan. Clearing path: important to fill in valleys and excavate hills before laying track. Leveling flow of work with trades by locking them into Takt time and plan is akin to clearing path. Railroad ties: railroad ties are foundation of train’s flow. Ties are what creates stability. Analogous to integrated control system—creating lean contracts, winning over workforce, implementing accountability systems, building team, creating team coverage, implementing team meeting cycle, creating safe clean organized project is foundation for stable Takt system. Rails: rails on tracks are what allow train to move quickly. This is prefabrication. If you have foundation system flow and team having prefabrication assemblies from coordination to largest extent possible is what makes Takt or train go fast. Cowcatcher: just like cowcatcher removes debris from track to clear path cowcatcher on project site is fanatical roadblock removal system using roadblock maps. Front engine: front engine is pre-planning team that prepares way and brings work into area on right start date. Freight cars or Takt wagons: wagons are resources that carry product forward. Work packages: work packages are scopes of work that resources carry out. Takt wagon covers: wagon covers keep any product from being left behind and symbolize effort to finish as we go in Takt system. Speed of train: speed of train is Takt time. Arrival sequence of trains to station: throughput of system. Mountains: mountains represent constraints. Roadblocks can be removed and constraints are things project needs to be built around.

Railroad is intentionally made. River is based on circumstances in moment. If you think about it most lean scheduling systems encourage reactionary planning in moment which is lot like floating on river you cannot control. Conversely creating railroad creating system of control is akin to Takt where we make our own destiny and control work. So do not build boats when you can build trains and railways. Should be noted that Takt has nothing to do with any dictation or old-time command and control systems. Takt is collaborative system where we predict as much of our future as possible and prepare for success instead of hoping for best in moment.

Why Flow Efficiency Beats Resource Efficiency

Focus on throughput not individual efficiency. Throughput through entire system is our focus not individual efficiencies for trades. Stated differently flow efficiency should be our focus not resource efficiency. Flow efficiency is efficiency of flow unit or work and resource efficiency is focus of resources being used at maximum capacity. Throughput defined as rate at which certain amount of material or items pass through system or process. More efficient that this material is as it passes through system and in this case building better our throughput.

Individual efficiency is concerned with production or utilization of individual resources or contractors which does not always help overall throughput. We need all contractors working at relatively same throughput and Takt time in order for there to be flow. If contractors working faster or slower than average it might seem helpful to that individual trade partner’s productivity but it interrupts overall throughput creates variation and increases inventory levels which increases defects. So in some instances we have to speed up certain resources and slow down others. This is called leveling out around bottlenecks.

Some may be very concerned about comment to slow down certain resources but consider what happens when after we have optimized and sped up all bottlenecks we continue to let faster trades continue to go fast. What happens? People are stacked in certain areas without flow without geographical control burying certain scopes and or installing too early which increases amount of defects and use of resources such as project management team’s time. This affects trades that really need help. Little merit to going faster than general Takt time within area of Takt zone or work package. Best practice is to first optimize bottlenecks or slower installations and then to even out flow rhythm throughput and Takt time of remaining work and therefore entire system.

One Piece Flow Beats Batching Every Time

One Piece Flow is concept centered around flow units progressing from inception to customer on shortest path possible. All parts working in unison accepting and passing work to next trade in line in sequence. Means we reduce amount of work in process and we finish one piece of work as we go and move work down line in smaller amounts as opposed to batching. Batching occurs when product work or assemblies are created in groups to increase efficiency of resources rather than flow. Batching work in construction looks like doing one scope of work throughout entire floor or entire building without respect to flow.

Envelope game demonstrates difference. Two contestants given 20 envelopes papers and stamps. First contestant told to fold all papers at once stuff papers at once lick them and seal them all at once and then stamp them at once. Second contestant told to fold stuff lick seal and stamp each of them one at a time. Each contestant starts at same time and asked to finish as fast as possible. Nerve-wracking to watch this game because batching contestant looks sure to win but with two minutes to spare One Piece Flow contestant finishes first. One Piece Flow is faster and always will be because it releases work on rhythm and allows work to flow. Batching system usually preferred because looks like it goes faster but that is simply because riddled with motion and transportation picking up envelopes putting them down over and over which is waste. With Takt systems or flow systems we finish as we go or follow concept of One Piece Flow which means work is delivered to customer in fastest way possible.

Signs You Need Rhythm Not Speed

Watch for these patterns that signal your team is confusing speed with rhythm:

• CPM schedule slams everything to left toward early start dates creating false belief that going faster will finish project earlier when reality is speed creates chaos finishing projects late
• Trades accelerate installation before coordination complete before layout verified before materials properly staged creating rework and defects taking longer than doing it right first time
• Superintendents push crews beyond capacity creating variation where communication breaks down coordination fails and mistakes multiply destroying throughput regardless of individual speed
• Project teams think they are behind so they need to go faster when real problem is lack of rhythm creating chaos preventing them from seeing and removing roadblocks in time
• Resources working at different speeds creating inventory buildup in some areas and starvation in others instead of everyone flowing at same Takt time creating stability
• Teams measure individual resource efficiency instead of flow efficiency celebrating trades that go fast without recognizing they are disrupting overall throughput and creating problems for everyone else

These are rhythm problems not speed problems. And rhythm problems require rhythm solutions. Takt Planning is that solution.

The Integrated Control System: Good Better Best

Current industry practice (good): master schedule built in CPM usually in proposal phase detailed to point it can be used for short intervals. Updated weekly or monthly to track progress identify red flags. Built with work breakdown structure completely logic tied with finish on or before constraint to force calculation of total float. Designed for production tracking and milestones. Milestones are main focus in addition to identification of critical activities within given month. Look-ahead schedules used by project team to orient subcontractors and plan materials manpower information equipment. Subs typically given this plan as directive from GC without much collaboration and expected by culture and contract to obey schedule and meet dates. Work carried out without asking: what do workers see? Workers do not see any of this planning. Told what to do by foreman who at best attempt to follow uncollaborative dictated schedule and at worst follow their own plan and ignore request of GC. Results in environment like firefighting. Chaos lack of direction siloed thinking accompanied by waste and variation causing project to fall behind. Teams start throwing manpower money materials at project in hopes to finish on time which is metaphorical equivalent of putting out fire with $100 bills.

Better practice with Last Planner: master schedule created at higher level of detail so Last Planner and Scrum techniques can take over at right level of detail. Milestones take on different role where they used to be compared to actual progress and three or six week look-ahead now form constrained end date for phase planning efforts with pull planning techniques. Phase planning is process where project team anticipates key milestones representing phase of work facilitated with pull planning. Pull planning is lean process where trade partners with project management team identify proper sequence of work. Create sequence together through practices and rules providing final sequence more realistic than dictated plan from GC made in silo. Make ready schedules coordinated with on-site constraints other activities capacity of resources. Main purpose to allow all members of team to plan accurate dates to which trades plan delivery of manpower equipment materials information. Weekly work plan is plan for next week where detail pulled from make ready schedules. Contractors detail out activities ahead of time arrive at meeting prepared to coordinate work so everyone has space materials time information needed to complete work. Trades leave with commitments to each other and single plan visually easy to understand well communicated coordinated daily in huddles. Daily huddle is where on-location and daily planning done to carry out weekly work plan. Success tracked with Percent Planned Complete showing team progress in making real commitments and producing as collaborative team. Teams that score under 80% historically have budget and overall schedule problems teams above 80% statistically do well. Although better still not getting as much information as possible to worker and primarily system based on milestones unrealistically planned in CPM setting up situation unattainable from start.

Best practice with Integrated Control System: process lovingly titled Integrated Control System intended to communicate need for project teams to collaborate plan lead as team control operationally stable environment in field. With CPM in old fashion this not possible because schedules created in silo. CPM with Last Planner or Scrum does not entirely work because first planner system CPM still done in silo even if that changes once Last Planner and Scrum take over. Only when we use collaborative tool like Takt with Last Planner and Scrum can entire system from beginning to end be fully team effort. Begin with Takt Planning. Takt Plan quickly created easy to see condensed enough for multiple people to interact with it effective as communication tool. Best tool for identifying proper overall project duration and can communicate problems with flow when schedule attempts to fit within stipulated end date or duration. Also very effective with showing how building should be broken up into work breakdown structure. Once Takt Plan created including all project phases per proper Takt time showing right throughput to meet end date then plan properly shows milestones. Phase planning done roughly same way currently advocated with few minor modifications—still plan up to appropriate milestones still do it together as team get commitments by consent done either by adding detail to Takt Plan in main higher-level format or on day-to-day Takt format as more detailed layout. Make ready schedules enable team to plan materials manpower information equipment to more accurate dates early enough to avoid variation. Removal of roadblocks should be main focus of effective collaborative team. Weekly work planning happens with tags tasks stickies on board or planning tool but with Takt can also happen directly within Takt plan. Day planning focuses group mind on end date next milestone key items that need discussed encompassing on-site interaction productivity location of all necessary resources. Goal is achieve highest percentage of planned comprehension from all workers on-site. Afternoon foreman huddle increases ability of foreman to plan and arrange supportive elements with roughly 16 hours between meeting and when next day begins. Morning worker huddle encompasses entire project site where major divisions of workers by functional area huddle together every morning to form social group with project management team. Workers leave huddle with clarity greater understanding of how to succeed on-site how to be safe feeling connected to overall plan. Crew preparation huddle where foreman spent 10 to 25 minutes with workers discussing pre-task plan preparing work 5S-ing discussing eight wastes doing general training. Every worker leaves with PTP for safety and quality able to work in right environment with materials tools space information equipment clear expectations to succeed in stable environment.

The Challenge

Stop believing decision is between going fast and finishing early versus going slow and finishing late. Start recognizing real decision is between going fast and failing versus going at right rhythm and having fighting chance to win. Stop slamming everything to left in CPM toward early start dates. Start implementing Takt Planning creating rhythm enabling flow. Stop measuring individual resource efficiency celebrating trades that go fast without considering impact on overall throughput. Start measuring flow efficiency ensuring all contractors work at relatively same Takt time creating stability. Stop batching work doing one scope throughout entire floor or building. Start implementing One Piece Flow finishing as you go moving work down line in smaller amounts with rhythm. Stop thinking you need to reduce resources to see roadblocks. Start stabilizing resources at right speed and quantities so roadblocks can be removed in timely fashion. Stop building boats to float reactively on river you cannot control. Start building trains and railways making your own destiny controlling work through collaborative system predicting future and preparing for success.

As Navy SEALs teach: slow is smooth and smooth is fast. Repurposed for construction: rhythm is smooth and smooth is fast. Point is rushing takes longer than going at right rate. Not between going fast finishing early versus going rhythm finishing later. Between going fast failing versus going rhythm winning. Between going fast finishing late versus going rhythm finishing earliest possible date. Rhythm is key. It is pace at which flow units or work completed within project. And that rhythm determined by capacity. Understand that capacity. Adjust Takt time and throughput to incorporate it into overall plan. Follow rhythm. Focus on rhythm. Create stability. Enable flow. And finish on earliest possible date not through speed but through rhythm. On we go.

Frequently Asked Questions

What is the difference between flow efficiency and resource efficiency?

Flow efficiency focuses on efficiency of flow unit or work moving through system (throughput). Resource efficiency focuses on resources being used at maximum capacity (individual contractor productivity). Flow efficiency should be focus because individual efficiency interrupts overall throughput when contractors work faster or slower than average Takt time.

Why does the water bottle vortex beat pouring straight down?

First jug poured straight down: gurgling sound from air and water fighting for space, empties in 11 seconds (push system like CPM). Second jug spun creating vortex: center allows air to flow into bottle at same time water flows out, empties in 5 seconds (flow system like Takt). Coordinated approach with space for roadblocks beats pushing through.

What is One Piece Flow and why does it beat batching?

One Piece Flow: flow units progress from inception to customer on shortest path, finishing one piece as you go, moving work down line in smaller amounts. Batching: creating product in groups to increase resource efficiency rather than flow (like doing one scope throughout entire floor). Envelope game proves One Piece Flow finishes faster despite batching looking faster because batching is riddled with motion and transportation waste.

Why use train analogy instead of river analogy for Takt?

Railroad is intentionally made, river is based on circumstances in moment. Most lean scheduling systems encourage reactionary planning in moment like floating on river you cannot control. Creating railroad creating system of control is akin to Takt where we make our own destiny and control work. Do not build boats when you can build trains and railways.

What is the Integrated Control System?

Collaborative tool using Takt with Last Planner and Scrum so entire system from beginning to end is team effort. Begin with Takt Planning showing overall duration and milestones. Phase planning to milestones. Make ready schedules enabling roadblock removal. Weekly work planning within Takt. Day planning with afternoon foreman huddle, morning worker huddle, and crew preparation huddle achieving highest percentage of planned comprehension from all workers.