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Lean Lies

Every time I walk into a training or boot camp, I find myself addressing what I call lean lies. These are ideas that get passed around in construction, sometimes even repeated by well-meaning practitioners, but they are simply not true. The problem is that when people believe these lies, they hold back projects, frustrate teams, and block the very results lean is supposed to deliver. Over time, I started writing these down. The list kept growing, and I realized these aren’t just small misunderstandings. They are deep misconceptions that create waste, chaos, and mistrust in our industry. Today, I want to unpack some of the most common ones.

Planning Too Soon

One of the biggest lies I hear is that you can “plan too soon.” In some last planner circles, people actually say you shouldn’t do too much predictive planning, or that you should wait until a three-week pull plan to really think about the work. That mindset is completely backwards. If you wait too long, you won’t have the supply chain lined up, you won’t have a strategic plan, and the last planners won’t be empowered to make meaningful decisions. All you’ll have is chaos. Strategic planning with tact and early alignment of the supply chain sets projects up for stability and flow. Planning late does nothing but guarantee reactivity.

Sticky Notes and Pull Planning

Another myth is that pull planning only works with physical sticky notes. I cannot tell you how many times I’ve heard, “If it’s not sticky, it’s not lean.” That is just not true. Virtual boards, when used properly, can be incredibly effective. In fact, they often give you better visibility, clearer handwriting, and faster sequencing. What matters is not who physically moves the sticky but whether the trade is owning and declaring the work. The best pull plans are built day by day, with each trade capturing their flow clearly, and with forward and backward passes to check against milestones. When this is done well, the stagger and diagonal trade flow are easy to see and manage. That is what creates rhythm, not whether a sticky is on paper or on a screen.

Morning Huddles

I’ve also spoken many times about foreman huddles. The lie I hear over and over is that morning huddles are the best way to prepare the day. The reality? Morning huddles create variation, wasted time, and materials that are not staged. The most effective huddles happen in the afternoon. That’s when you can reflect on the day’s performance, see what went wrong, and actually prepare for tomorrow. Workers leave the site knowing what to expect, and materials can be staged overnight. It makes for better flow, better accountability, and stronger results.

Implementing Lean Bit by Bit

Another common lie is that you can implement lean systems gradually, one small piece at a time. While it is true that you can improve bit by bit, you cannot implement a system that way. Lean is like a human body or an HVAC system. You can’t install just a heart or just a duct and expect it to work. You need the whole system in place, and then you can improve it step by step. Trying to “start small” by implementing only huddles or only visual boards without the larger system is like trying to drive a car without an engine. It won’t take you anywhere.

Other Lean Lies That Hold Us Back

There are dozens of other myths I see constantly on projects:
  • “People will naturally adopt lean.” Not true. At least a third of people will resist change, and leaders must set standards, incentivize adoption, and create accountability.
  • “Lean tools are bad.” Tools are not the enemy. Tools, when used correctly, bring philosophies to life. A philosophy without tools is powerless.
  • “Trades decide milestones.” The GC and owner decide milestones. Trades decide how to meet them. There is a huge difference.
  • “CPM can fit into lean.” No, it cannot. CPM violates production laws, disrespects people, and overloads systems with work-in-progress.
  • “Constraints and roadblocks are the same thing.” They are not. Constraints are part of the system and must be managed. Roadblocks are obstacles that must be removed.
  • “Lean is about cutting costs.” Wrong again. Lean is about investing upfront in planning, flow, and stability, which saves far more in the long run.

The Truth About Lean

The reality is that lean begins with respect for people and creating stability. From there, we build flow, visual systems, and a culture that supports continuous improvement. Lean is not instant, it is not easy, and it is not optional for leaders to delegate. If you are implementing lean, you must own it. You must live it. You must teach it. That is the only way it works. So the next time you hear someone repeat a lean lie, stop and ask yourself: is this belief helping us build stability, flow, and respect? Or is it keeping us stuck in old ways of thinking? Because lean works. But only if we commit to the truth.

Key Takeaway

Lean only works when it is implemented as a full system with respect for people and a commitment to truth. Myths and shortcuts weaken culture, but clarity and discipline create real transformation.

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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.

 

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