Lean Built

Month: October 2024

Mastering The Art Of Scheduling With Your Design Team

Posted on by Danny Jiménez⁩

In this blog, we’re going to explore why, despite my love for the Last Planner System (LPS), it might be holding you back—especially if you’re pairing it with Critical Path Method (CPM). We’ll dive into specific reasons why this combination could be limiting your project success and how you can fix it.

Understanding the Last Planner System
The Last Planner System operates on a series of steps:

Master Schedule: Usually, this is a CPM schedule.
Milestone Planning: Pull key milestones from the master schedule.
Pull Planning: Create a detailed sequence with your trade partners.
Look-Ahead Planning: Typically, six weeks in advance.
Weekly Work Planning: Coordinating the upcoming week’s tasks.
Day Planning: A daily check-in with your trade partners.
Percent Plan Complete (PPC): Track performance by measuring how well commitments are kept.
The structure sounds great, but here’s the catch: if your master schedule is based on CPM, the entire system can break down. Here’s why.

The Master Schedule Problem
When using CPM, the master schedule often becomes either too aggressive or too lenient. This leads to oversized zones and inaccurate durations, ultimately wasting weeks, if not months. The milestone dates become unrealistic, meaning the subsequent pull plans are set up for failure. This misalignment starts a chain reaction, where every step down the line—from look-ahead planning to daily huddles—gets misaligned.

The Pull Plan Breakdown
When the milestone dates are inaccurate, it’s impossible to create an effective pull plan. Teams end up batching large areas instead of focusing on smaller, more manageable zones, leading to significant inefficiencies. Even if you try to incorporate the pull plan back into the CPM-based schedule, it often becomes too detailed to be useful.

Some teams attempt to separate the pull plan into a different format or software, but this creates another problem: misalignment between the master schedule and the pull plan. The lack of vertical alignment means changes in one schedule aren’t reflected in the other.

The Look-Ahead Plan Fails to Simulate Flow
Because CPM doesn’t account for trade flow, the look-ahead plan becomes chaotic. It lacks the zone-by-zone sequencing necessary for smooth project execution. Weekly work plans then suffer the same fate—without a flow-based schedule, commitments are difficult to manage, leading to confusion and frustration for trade partners.

The Daily Plan Becomes Reactive
By the time teams reach the daily planning phase, they’re often just scrambling to get through the day. Without a solid weekly plan based on flow, daily huddles turn into reactive sessions rather than proactive planning. This impacts the entire system, including Percent Plan Complete (PPC) scores, which dip below the critical 80% mark necessary for successful project execution.

Why CPM is the Root Cause of LPS Failures
The real issue with the Last Planner System isn’t the system itself—it’s the reliance on CPM. CPM creates unrealistic milestones, and when milestones are inaccurate, the entire LPS process becomes ineffective. Pull plans don’t align, look-ahead miss key roadblocks, and weekly and daily plans fall apart.

The Solution: Takt Planning
All of these problems can be avoided by replacing CPM with Takt Planning. With Takt, milestones are realistic, pull plans are accurate, and trade flow is prioritized. Your trade partners can make meaningful commitments, and the entire project benefits from a system based on flow rather than arbitrary timelines.

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!

Lean Tools For Integrated Project Delivery You Need To Know

Posted on by Danny Jiménez⁩

In this blog, we will explore essential lean tools for integrated project delivery (IPD) and how you can use them in your construction projects. While IPD is a formalized approach, the tools and concepts it leverages can be applied even if you’re not fully embracing IPD in its entirety. Let’s dive into these tools and understand how they can transform your team dynamics and project outcomes.

The Current Problem with the Construction Industry

Imagine you’re part of a professional basketball or football team, but instead of playing on the same field, each player is confined to their own office, unable to see the ball or communicate with others except through email. 

How successful would the game be? Not very. This is a perfect analogy for the current state of the construction industry. Designers, engineers, contractors, and owners often work in isolation, communicating sporadically and without real-time collaboration. This fragmentation leads to delays, misunderstandings, and inefficiencies.

How We Can Improve the Construction Industry

The solution is simple—tear down the barriers. Just like in sports, construction teams need to work together, communicate in real time, and share a clear understanding of the project goals. This is the core idea behind integrated project delivery: integration. By adopting an integrated approach, you enable smoother communication, better teamwork, and faster problem-solving.

What Integrated Project Delivery Really Means

Think of IPD as playing a game of basketball, but this time, everyone is on the same court, communicating, and working towards the same goal. IPD emphasizes co-location (having team members physically together), streamlined communication systems, and shorter feedback loops. It’s about creating a cohesive unit where everyone understands their role and how it contributes to the overall project success.

Key Tools to Foster Integration

You don’t need a formal IPD contract to start integrating your team. Here are some tools you can implement on any project:

  1. Early Involvement of Key Participants
    Bring the right people—owners, designers, engineers, contractors, and trade partners—into the project early. Collaborating from the outset ensures everyone is on the same page and contributes their expertise to the planning process. This early partnership is key to preventing costly mistakes later.
  2. Shared Risk and Reward
    Construction contracts are often written like rival gangs fighting for survival. Instead, aim for contracts that encourage collaboration, where everyone benefits from the project’s success. Shared risk and reward models ensure that the team works together rather than against each other, creating a win-win scenario.
  3. Joint Project Control
    Involving all stakeholders in project decisions increases accountability and commitment. When team members feel that they have a voice in the process, they are more likely to deliver on their promises. Even if you’re not in a formal IPD setup, fostering joint control can make a huge difference in project outcomes.
  4. Lean Principles
    IPD projects often embrace lean principles like Takt, Last Planner, Scrum, and value stream mapping. These methodologies enhance efficiency and productivity by focusing on eliminating waste and optimizing workflow. You can apply these lean tools to any project to see immediate benefits.
  5. Transparent Communication
    Clear, open communication is critical. Whether through transparent emails, shared project dashboards, or real-time visual planning tools, keeping everyone in the loop ensures the team stays aligned with project goals.
  6. Physical Tools for Integration
    IPD projects often use tools like building information modeling (BIM), Kanban boards, and collaborative platforms that streamline communication and project management. Even without an IPD contract, these tools can bring immense value to your project by enhancing visibility and coordination.

Conclusion

Incorporating these lean tools into your project, even outside of a formal IPD structure, will make your team more integrated, efficient, and successful. Take small steps—start by involving key participants earlier, fostering shared risk and reward, or improving communication—and you’ll be on your way to a more cohesive and productive construction process.

Want to dive deeper? Check out the book Integrating Project Delivery and explore the specific tools that can elevate your team’s performance. With each improvement, you’ll get closer to full IPD integration, even if you don’t have an official IPD contract in place.

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!

Can A Superintendent Be Fired?

Posted on by Danny Jiménez⁩

In this blog, we’ll address a question that doesn’t get enough attention: Can a superintendent be fired? The short answer is yes, but it rarely happens. I’ll explain how it can happen, what to look out for, and what considerations to keep in mind if you’re thinking about firing a superintendent.

What Job Hoppers in Construction Look Like

First, let’s talk about a common issue in the industry: job hoppers. These are superintendents who talk a big game, show up to a project site, and know almost nothing. They don’t understand drawings and believe that being a superintendent is just about pointing, yelling, and delegating without offering real guidance. These people tend to last three to four months, and then they leave, lie on their resumes, and hop to the next job with a signing bonus and a good salary package.

This type of superintendent is more of a “non-starter” than someone who gets fired. They leave before they get to that point. You’ll likely see a lot of these people around nowadays.

Common Reasons Why Superintendents Get Fired

Now, when it comes to superintendents who do get fired, a key reason is their failure to adapt to new ways of doing things, like implementing lean methodologies or aligning with company culture. These individuals might resist learning and developing, and this is a serious issue.

It might sound harsh, but if a superintendent refuses to change, adapt, and grow with the company, they should be let go. We need superintendents who are constantly improving, not ones who are stuck in their old ways.

The Current Problem with Bad Superintendents Not Getting Fired

Here’s the problem: superintendents aren’t fired often enough, even when they should be. One reason is that we can make project managers faster than we can make superintendents. The superintendent role is more physically demanding, and fewer people want to take it on, so companies often feel like their hands are tied. They’ll keep a “high-performing a-hole” on staff even though they’re destructive to the team because they don’t have a better option.

This needs to change. We live in a mindset of scarcity, thinking we can’t fire bad superintendents because we don’t have enough of them. But if we were stricter, fired those who aren’t performing, and let the market create a vacuum, it could push the industry forward.

My Opinions on When to Fire Superintendents

Personally, I have a zero-tolerance policy on a few things. For me, these are the automatic grounds for firing a superintendent:

  1. Not holding the line on cleanliness, safety, or organization – If they can’t keep these basic standards, they’re gone.
  2. Disrespectful behavior – If a superintendent is disrespectful to the team or others, they’re out.
  3. Keeping the plan in their head – If a superintendent doesn’t share the plan and keeps everything in their own head, that’s highly destructive, and I’d fire them immediately.
  4. Unwillingness to implement lean practices – If they won’t learn and grow with modern methodologies, they’re done.

Reasons to Fire Superintendents

Now, let’s dive into the key reasons that could get a superintendent close to or fully terminated:

  1. Performance Issues
    This one’s tricky because, as I mentioned earlier, even if you’re moderately bad, you can often keep your job simply because there aren’t enough superintendents in the industry. But it should come down to performance. If a superintendent fails to meet deadlines, work within the team, implement the Last Planner System, or complete the project on time and within budget, this should absolutely lead to termination.
  2. Misconduct
    This is a big one. Anything that violates company policies, ethics, or laws should result in consequences. Harassment, theft, dishonesty, drug and alcohol abuse, and unethical behaviors like racism and discrimination—these are all grounds for immediate dismissal.
  3. Attendance Problems
    If a superintendent can’t be on-site on time or has bad attendance, that will eventually lead to termination. A company might tolerate bad habits, but not if the person isn’t showing up.
  4. Insubordination
    Not being able to follow orders, partner with the team, or get along with others is another leading cause of termination. Disrespect, disobedience, and ongoing conflict with the team cannot be tolerated.
  5. Downsizing or Bad Economic Conditions
    I’ve seen this happen during recessions or when companies are downsizing. However, I’ve also noticed that companies rarely fire people who are truly worth their paycheck, even in bad times. If you’re laid off during downsizing, you’re likely in the bottom 5-10% of performers.
  6. Lack of Skills or Qualifications
    A lack of skills will eventually lead to termination. For example, I once saw a company fire a superintendent who was excellent at building beautiful, high-quality structures but consistently failed to stay on budget. No matter how skilled he was at construction, his lack of financial skills led to his termination.
  7. Not Being a Cultural Fit
    If a superintendent isn’t a good fit for the company’s culture and core values, it could lead to termination. Companies should be stricter about cultural alignment and not tolerate employees who don’t fit in with the team or its direction.
  8. Violation of Company Policies
    Any violation of company policies or legal requirements, or anything that presents a conflict of interest, can lead to immediate termination.
  9. Owner Request
    If the project owner asks for a superintendent to be removed, that’s a bad sign and could lead to termination.

Conclusion

In summary, yes, a superintendent can be fired. It’s not as common as it should be, but when it does happen, it’s often for clear reasons like poor performance, misconduct, or refusal to adapt to new practices. I believe we should be stricter in holding superintendents accountable. By doing so, we’ll create a healthier, more productive industry.

Hopefully, this blog has helped you understand the reasons why a superintendent might be fired and offered insights that can help you make decisions in your own organization.

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

Pre-Mobilization Meeting: The Game Changer In Construction

Posted on by Danny Jiménez⁩

In this blog, I will dive into a crucial but often overlooked aspect of the construction process—pre-mobilization meetings. While many are familiar with pre-construction meetings or first-in-place mockups, pre-mobilization meetings are less common yet essential to ensuring project success. 

These meetings are held after the contract has been executed but before the trades even step on-site. They serve to prepare the trade partners, aligning them with project expectations and setting them up for success from the get-go.

Why Pre-Mobilization Meetings Matter

Simply having a trade show up on-site or attending a pre-construction meeting isn’t enough. The real game changer happens when you incorporate a pre-mobilization meeting, immediately after executing a contract. 

This meeting is where you clearly communicate the project’s expectations and deliverables, ensuring the trade partner is fully prepared to meet them. Imagine how much smoother your projects would run if you did this for all the high-risk tasks. It could truly be a turning point for your construction site.

Key Meetings in the Trade Partner Preparation Process

Pre-mobilization meetings fit into a broader system that starts with the buyout meeting, where the right scope and contract are finalized. The pre-mobilization meeting ensures that trade partners are prepared to meet the requirements that will be discussed in the pre-construction meeting.

 By the time the pre-construction meeting happens, you should have all deliverables ready—plans, specs, submittals, RFIs, and more. These meetings provide the foundation for creating a quality checklist, which guides the first-in-place mockup, initial inspection, follow-up inspections, and ultimately the final inspection.

Different Approaches to Pre-Mobilization Meetings

Pre-mobilization meetings don’t always need to be formal sit-downs. Depending on the complexity of the work, they can be an email, a phone call, or a full-blown meeting. For more intricate tasks like mechanical, electrical, or curtain wall installations, a meeting is advisable. But for simpler tasks like insulation, an email outlining expectations might suffice. The goal is to set the trade partners up for success, so tailor your approach based on the scope of work.

The Key People Involved and the Meeting Agenda

At a minimum, the pre-mobilization meeting should include the trade partner’s project manager and the general contractor’s project manager or project engineer. The purpose is to confirm the deliverables required by the pre-construction meeting and ensure the trade partner can commit to meeting these expectations.

One of the first agenda items is to review the owner’s top 10 priorities, which often extend beyond what’s communicated in the plans and specs. For example, owners may have specific aesthetic expectations or performance standards for key spaces like a lobby or stairwell that go beyond standard tolerances. Addressing these nuances early on helps avoid costly mistakes and delays.

Confirming Expectations with the Trade Partner

This meeting is also the time to review any company-specific quality checklists, historical data, or work packages. These expectations should be confirmed with the trade partner to avoid any surprises down the road. Repetition is key here—reinforce these expectations during the buyout, pre-mobilization, and pre-construction meetings. This ensures that everyone is aligned and prepared.

Reviewing Expected Deliverables

Your deliverables list should be comprehensive. It includes everything from submittals, RFIs, and safety plans to emergency contacts and insurance certificates. Get a commitment from the trade partner on when these items will be delivered, and schedule the pre-construction meeting accordingly. The more detailed you are upfront, the better prepared your trade partners will be.

Definable Features of Work & Scope Breakouts

Understanding the definable features of work is crucial for the success of your project. For example, a mechanical contractor might think they only need one pre-mobilization and one pre-construction meeting. 

However, their scope likely involves multiple phases—such as overhead mechanical, in-wall, equipment installation, and final commissioning—each requiring its own pre-construction meeting. Ensuring that these breakouts are clearly communicated allows for better labor allocation, tailored submittals, and more effective quality checklists.

Final Steps in a Pre-Mobilization Meeting

The final part of the pre-mobilization meeting is to cover any project management or office requirements, such as billing, RFI submissions, and other administrative tasks. This is your opportunity to onboard the trade partner into the project’s systems and ask for anything else you need to get them fully prepared for their work.

Conclusion

Pre-mobilization meetings are a key step in preparing your trade partners for success. They allow for early alignment on expectations, deliverables, and project nuances that are critical to the timely and successful completion of the work. 

The earlier you engage with your trade partners through this process, the more successful your project will be. If you’re looking for guidance on how to implement this in your projects, feel free to reach out to us. We’re here to help and can train your team on this crucial process.

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!

The Ugly Truth By CPM: What You Need To Know

Posted on by Danny Jiménez⁩

In this blog, I’m going to break down some critical flaws with the Critical Path Method (CPM), which I believe has no place in construction today. After working with it for years and creating dozens of CPM schedules myself, I can confidently say that it’s a failed system. 

In fact, I would go so far as to advocate for its removal from schools, project management courses, contracts, and the industry as a whole. It has done more harm than good, particularly when it comes to productivity. Here’s a deep dive into why CPM is a flawed approach.

Why Our Brains Cannot Understand CPM

One of the most glaring issues with CPM is that it’s far too complex for the human brain to process. After creating countless CPM schedules, I’ve realized that by the time you reach five printed pages of activities, even the person who built the schedule loses track of what’s going on. 

If the scheduler can’t understand it, how can anyone else on the team be expected to? This complexity results in a lack of understanding, leaving construction teams to blindly follow a plan they don’t fully grasp.

The Complexity Problem

The second issue is closely related to the first: humans simply can’t manage the complexity of CPM schedules. The system requires tracing ties between activities across vast pages of data, something that would require a computer to track.

 While some might argue that computers can handle this logic through forward and backward passes, the reality is that if the input is flawed, the output will be flawed too. Garbage in, garbage out, as the saying goes.

Misconception About Complexity and Accuracy

Another significant issue is that complexity is often mistaken for accuracy. Owners and clients are easily impressed by these massive schedules, believing that their intricacy guarantees precision. But complexity doesn’t necessarily mean correctness. In fact, the more convoluted the schedule, the harder it becomes to identify mistakes, ultimately leading to poor project execution.

How CPM Hides the Project Plan

With CPM schedules, it’s virtually impossible to get a clear, concise overview of the entire project plan. Unlike a more straightforward Takt production system where the plan is clear and easy to understand, CPM hides the big picture behind pages and pages of data. This lack of transparency makes it difficult to follow the project’s flow, adding confusion rather than clarity.

Unchecked Power of CPM

CPM is deeply embedded in construction contracts, often with no room for flexibility. This unchecked power extends across the industry, from government contracts to legal cases. Unfortunately, this rigidity forces teams into a system that does not allow for the fluidity and buffers necessary in real-world construction. It can lead to unnecessary delays, contractual disputes, and penalization of contractors for issues beyond their control.

Delays and Buffers in CPM

One of the more egregious flaws of CPM is its lack of buffers for delays. The system only accounts for the critical path, meaning that if delays occur outside of this path, contractors are often left without recourse. This lack of flexibility often results in teams being blamed for delays and denied extensions, even when the issues were unavoidable.

How CPM Hides Problems

CPM schedules have a knack for obscuring real problems while flagging issues that may not even exist. Reports generated by CPM often highlight slippage and float trends without providing actionable solutions. Instead of offering strategies to recover from delays, the typical response is to add more labor, work overtime, or increase spending—solutions that rarely improve the situation and usually end up extending the project timeline.

Waste Created by CPM

Another byproduct of CPM’s complexity is the sheer waste it generates. The need for schedulers, owner’s reps, forensic analysts, and legal professionals to manage these convoluted schedules adds unnecessary costs and complexity to the project. All this wasted effort takes attention away from the actual work being done on the job site.

Overshooting and Extending Projects

CPM often incentivizes overshooting work and extending projects. Because of the way forward and backward passes are built into the system, CPM encourages teams to spend more money upfront and push their resources beyond their capacity. This ultimately results in longer project timelines, rather than the efficiency the system was designed to create.

Disadvantages of Not Having Fixed Dates

Another pitfall of CPM is its lack of fixed dates, which results in frequent schedule shifts. Start dates and production targets constantly move, causing unevenness, delays, and unnecessary stops and restarts. This creates chaos on the job site, leading to inefficiency and frustration.

Conclusion

CPM has failed the construction industry in more ways than one. Its complexity, lack of transparency, and rigid structure create more problems than solutions. If you want to improve productivity on your construction site, it’s time to look beyond CPM and embrace systems that allow for flexibility, transparency, and efficiency. I hope this blog gives you the insights needed to steer clear of this outdated system and prevent any failures on your next project.

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!

The Golden Rules Of Achieving Flow In Construction

Posted on by Danny Jiménez⁩

In this blog, I’m going to cover the three critical keys to achieving flow in construction. This concept is vital because it permeates every activity, effort, and aspect of your construction project. These three keys to flow will help you understand how to streamline operations effectively and avoid common mistakes. I’ll also discuss what not to do to achieve flow and touch on some pitfalls of outdated methods like the Critical Path Method (CPM). Let’s dive in!

Why The Critical Path Method is NOT Flow

When you think of flow, you might initially think of the Critical Path Method (CPM). However, CPM is far from achieving true flow. In a CPM schedule, tasks are often linked together based on a work breakdown structure, but this method does not account for the complex nature of construction systems. 

As highlighted by Eli Goldratt in his work on systems thinking, CPM schedules offer a projection that is likely to change dozens of times and often do not mirror how construction actually works.

CPM is similar to having a factory where workers are randomly placed throughout the facility, moving at different speeds, crossing paths, and creating chaos without a system in place to guide them. The result is a lack of flow. Achieving flow requires a more structured approach, and this is where the Takt Production System comes into play.

How to Achieve Flow with the Takt Production System

The Takt Production System doesn’t rely on a time-by-deliverable format, which can lead to confusion and inefficiencies. Instead, it organizes work based on a time-by-location approach. Imagine your project site as a series of zones—let’s call them Zone 1, Zone 2, and so on. Alongside this, you have time increments at the top. 

The goal is to see trades flowing smoothly through each zone in a diagonal, uninterrupted rhythm. This is how flow should look, and it mirrors the station-based production flow used by companies like Toyota.

Instead of relying on a CPM schedule that leads to inefficiencies, the Takt Production System organizes space to accommodate flow units, ensuring work progresses smoothly from one zone to the next. This method results in a streamlined, predictable process that maintains flow throughout the project.

Disadvantages of Using a CPM Schedule

While some people still advocate for CPM schedules, there are significant drawbacks. CPM often narrows the overall project duration while increasing work in progress beyond the capacity of the system. 

This only extends the project timeline. Earned Value Management (EVM) can further exacerbate the issue by incentivizing early spending, creating the illusion of progress while increasing work in process and adding unnecessary complexity.

Common Misconceptions When Handling Too Much Work in Progress

One common misconception in construction is that pushing harder—through overtime, adding more labor, or increasing materials—will result in faster progress. But this approach is like asking a group of kids to clean a room and, when they don’t work fast enough, adding even more kids. The result is more chaos, not more productivity. Similarly, in construction, adding more crews, materials, or overtime doesn’t help; it hinders flow.

3 Ways to Achieve Flow in a Construction Project

  1. Level Your Zones: When moving from one zone to another, ensure each zone has a similar amount of work. This prevents bottlenecks and ensures smooth transitions between zones.
  2. Level Your Trades: Make sure the crews working in each zone are leveled, meaning they take about the same amount of time in each zone. This keeps the work flowing consistently from zone to zone.
  3. Have the Right Number of Zones: Having too few or too many zones can disrupt flow. The number of zones should align with the project’s scope and the available labor force to ensure a steady pace.

How Bottlenecks Are Created

If the zones in your project are not properly leveled in terms of work density, bottlenecks will form, causing delays and disruptions. For example, if one zone has more work than the others, trades will pile up and get stuck, hindering overall progress. Leveling the zones is critical to ensuring that trades can move seamlessly from one zone to the next.

How to Level Your Zones and Trades

Let’s revisit the importance of leveling. If the zones are adjusted to have an equal amount of work, and the trades are leveled to move at the same speed through each zone, the project will flow much more smoothly. This method eliminates bottlenecks and keeps the project on track. It’s essential to balance the workload and maintain a steady rhythm across zones and trades.

How Achieving Flow Can Shorten the Duration of Your Project

By leveling zones and trades and ensuring the right number of zones, you can significantly reduce the duration of your project. When work is properly distributed, and trades move efficiently through each zone, the project timeline is shortened, leading to faster completion and fewer delays. Using a Takt Time formula, you can calculate the exact duration of your project by adjusting the number of zones and keeping work consistent throughout.

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!

Follow up inspections How They Can Save Your Construction Project

Posted on by Danny Jiménez⁩

In this blog, I’m going to cover how it’s not just enough to set up the process properly. We also have to stay with it, verify that the installations are going well, and ensure we’re finishing as we go. This blog will dive into the game-changing magic of follow-up inspections, when they are needed, and the agenda to follow. If you’re passionate about doing a great job on your project, you’re in the right place!

The Role of Follow-Up Inspections

Let’s anchor the follow-up inspection within the broader trade partner preparation process. After the buyout meeting where the right scope was identified and an executed contract was secured, the pre-mobilization meeting takes place.

 Here, the superintendent and foreman are onboarded for the trade partner. The first-in-place inspection is conducted to check if the project has started in the right direction.

Now comes the follow-up inspection—a crucial step to ensure the work continues to follow the right path. This step is essential because it verifies that work is being done properly and that excellence is maintained throughout the project.

Importance of Follow-Up Inspections

Human nature tends to conserve energy and prioritize safety, leading us to eventually reduce efforts to the bare necessities. Over time, workers may subconsciously cut corners, which can compromise the quality of work. 

Follow-up inspections are designed to counteract this natural tendency by regularly verifying that the key aspects of the work are still being followed.

These inspections can be scheduled on a time interval, such as every four to six weeks, or whenever significant changes occur—like weather shifts, crew changes, or new leadership on-site. These are moments when a follow-up inspection can be particularly valuable to ensure nothing has been overlooked.

Key People in a Follow-Up Inspection Meeting

The follow-up inspection meeting typically includes:

  • The foreman
  • The workers
  • The superintendent
  • The assistant or area superintendent
  • The field engineer or field-focused project engineer

Anyone responsible for the day-to-day work on the site should be involved. The purpose is not just to ensure quality but also to support the crew in achieving excellence in their installations. 

This meeting allows the team to verify if all the quality standards are being met and whether the installation is on track. It’s also an opportunity to praise the crew for their efforts and to discuss any necessary changes.

The Follow-Up Inspection Agenda

Here’s a typical agenda for a follow-up inspection:

  1. Review the owner’s top 10 priorities: Understand how these impact the work.
  2. Review company-specific requirements: Go over any checklists or company standards.
  3. Verify installation instructions: Ensure the crew is following the steps outlined during the pre-construction meeting or by using visual quality boards.
  4. Gather input from the foreman and workers: Praise their work and discuss any steps that need to be adjusted moving forward.
  5. Ask what the crew needs: It’s essential to provide the necessary knowledge, motivation, and resources to support their work.

The goal of the meeting is to ensure quality is being maintained and to provide the crew with whatever they need to continue delivering excellent work. This also includes checking how workers are progressing within their zones, meeting deadlines, and using the correct materials. As a leader, it’s important to connect with your team, ask about their well-being, and see if there are ways to improve their working conditions.

Establishing Daily Quality Control Habits

In addition to regular follow-up inspections, daily zone control walks should be performed. These walks involve superintendents, area superintendents, assistant superintendents, or field engineers visiting work zones to verify that tasks are completed and that the crews are ready for the next steps. This habit of finishing and preparing on a daily basis ensures that the project remains on track.

The ultimate aim is to maintain quality at the source. This means ensuring that each crew is committed to delivering high-quality work and doesn’t move forward until everything is done right. Follow-up inspections, coupled with daily checks, minimize rework and save time by addressing potential issues before they escalate.

Final Thoughts on Follow-Up Inspections

Follow-up inspections are an essential part of ensuring a successful project. They don’t cost time; they save time by reducing the need for rework. These inspections verify that the crew is finishing their tasks to 100% quality and is prepared for the next steps. Quality must be a priority from the start, and everyone should be empowered to ensure that quality is maintained at every step.

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!

“Reference Class Forecasting: Predicting Construction Success “

Posted on by Danny Jiménez⁩

In this blog, I want to share an incredible concept that should be implemented during the pre-construction phases of your project: Reference Class Forecasting. This approach can drastically improve your project outcomes, helping you avoid common pitfalls and ensuring that your projects start off right. 

I’ll guide you through what it is, how it fits into your construction workflow, and provide a valuable resource that could change your life. If you’re ready to take your planning to the next level, read on.

What is Reference Class Forecasting?

Reference class forecasting is a method of gathering data from similar or relevant projects to predict success for your own. Whether you are evaluating the overall budget, schedule, or anticipating potential overages, this method uses historical examples to help you estimate a more accurate timeline and budget.

 The key is to combine this with a risk analysis. As Bent Flyvbjerg and Dan Gardner explain in their book How Big Things Get Done, risk management is essential. You must identify risks, plan for them, and either eliminate them through proper planning, cover them with contingencies, or absorb them—although nobody likes that option.

The lesson here is simple: don’t rely on wishful thinking. If a risk exists, it will likely materialize. By estimating your days and dollars for each risk and planning accordingly, you can mitigate potential issues before they happen.

Importance of Reference Class Forecasting

One of the biggest challenges in construction is the tendency for people to think that their project is unique, or that their team can beat the odds. The truth is, projects aren’t as different as we often believe.

 Anchoring to a reference class helps you face reality: if projects similar to yours consistently go over budget and schedule by 20%, it’s likely that yours will, too. If you don’t plan for these overages, you’ll face serious consequences—budget overruns, missed deadlines, unhappy owners, and even financial losses.

How to Properly Implement Reference Class Forecasting

Let me take you through the process step-by-step, so you can start implementing this forecasting method in your projects.

Step 1: Identify a Reference Class

Start by identifying a reference class of similar projects—ideally, 50 projects, with at least 20 of them from your local region or market. This might sound daunting, but it’s crucial to get a robust dataset to draw from. In the beginning, you might not be able to get 50 right away, but over time, this should be your goal.

Step 2: Establish Parameters

Once you have your reference class, define the parameters. Are you looking at the overall duration, budget, or just the overages? What data is valid for your forecast? For example, in cases of a force majeure event, you might choose to exclude that data. But in general, you want to aggregate your data in a way that allows you to create a comparative analysis.

Step 3: Dive Deep into the Projects

Next, perform a deep dive into these projects to uncover the root causes behind their results. Understanding what led to their budget and schedule overages will help you adjust your own project’s parameters accordingly. You should base your adjustments on a normal distribution, avoiding outliers and focusing on a more realistic projection of your timeline and budget.

Mitigating Risks Based on Previous Projects

Once you’ve established your forecast, you need to analyze the risks involved in the projects within your reference class. This will allow you to mitigate potential problems early on through proper planning. The goal is to minimize wishful thinking, ensure realistic expectations, and implement a thorough risk management strategy.

Closing Thoughts

In conclusion, reference class forecasting is a powerful tool that can significantly improve your project planning. By basing your budget and schedule estimates on real-world data, you can avoid the pitfalls that have derailed similar projects in the past. Additionally, you’ll be better equipped to mitigate risks, giving your project a better chance of success.

Don’t forget to check out the book How Big Things Get Done—it’s a must-read for anyone in construction. Remember, projects don’t go wrong; they start wrong. By using reference class forecasting, you’ll be giving your project the best possible start.

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!

How To Name A Construction Business

Posted on by Danny Jiménez⁩

How to Name a Construction Business: My Story and Key Considerations

In this blog, I’m going to share the story of how I named my construction business and give you some key considerations before you dive into naming your own. A great name can impact everything from the direction of your company to your ability to market and sell your services effectively. If you want to make your business name remarkable, read on.

Our Business Names

I’m really excited to talk about this. First, let me introduce you to the names of our businesses:

  • Elevate Construction (our parent company)
  • Lean Takt
  • Lean Survey
  • Lean Superintendent
  • Lean Built (our construction arm)

Eventually, we’ll add Lean Business and Lean Logistics. Elevate Construction owns all of these, and it stands for Insights, Solutions, and Training.

Elevate Construction has been a fantastic name. It resonates with people, and when we discuss it during training or in groups, people say, “I want to elevate my business.” That alignment with our name is powerful. Plus, it’s memorable, easy to market, and tells you exactly what we do and where we’re headed.

How We Chose Our Business Name

I had some terrible ideas for our business name at first. Names like “Integral Insights and Solutions” or “XL inss” were on my list, but our CEO (and my partner) Kate was quick to shut them down, and rightfully so. She told me to go back, reflect, and come up with something better.

I took her advice, and after some thought, I realized the answer: our name had to describe what we do. And that’s when Elevate Construction was born. The name fits our mission, describes our business, and makes sense to people. Once we landed on that, coming up with the rest of the names was easy.

Key Factors to Consider When Choosing a Business Name

Now that you’ve heard my story, let’s dive into some important factors to consider when naming your own business:

  1. Relevance and Meaning

Make sure your name is relevant to your industry and communicates what you do. I’ve seen too many businesses rebrand because their original name was either too niche or too vague. Your name should immediately give people an idea of what you offer.

  1. Simplicity and Clarity

Your business name should be simple and easy to remember. Avoid long or complex names. Think of it as something that rolls off the tongue. The simpler it is, the easier it will be for people to recall and talk about.

  1. Uniqueness and Originality

A unique name helps you stand out. For example, one of our close partners renamed their company to “Hups.” It’s unique, memorable, and distinct from more generic industry terms like “Operational Excellence.” The name itself doesn’t explain what they do, but the brand and their work tell the story.

  1. Domain Availability

Before you finalize your name, check if the domain is available. I usually use Google Domains for this. Once you’ve selected a name, secure the domain, as it will be crucial for your online presence.

  1. Scalability and Flexibility

Choose a name that allows your business to grow. Hensel Phelps, for example, changed their name from “Hensel Phelps Construction Company” to “Hensel Phelps Plan Build Manage” to reflect the various services they now offer. Make sure your name can evolve with your business.

  1. Legal Considerations and Registration

Before registering your name, make sure it’s not infringing on someone else’s trademark. A lawyer can help ensure your name is legal and protect your intellectual property.

The Bottom Line

Getting the right name for your business is crucial. It’s not just a name – it’s part of your vision, clarity, and marketing. A great name can set you up for success by attracting the right people and establishing a strong brand identity from the start.

If you follow the tips in this blog, you’ll have a great foundation for creating a powerful business name that stands out and grows with you.

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

Communication: The Secret Weapon In Construction Management

Posted on by Danny Jiménez⁩

In this blog, we’re diving deep into one of the most essential aspects of construction management: communication. Communication is not just about exchanging information—it’s about truly connecting with your team, expanding your mindset, and ensuring everyone is aligned. This is especially important in lean construction principles, where operational excellence is key.

The Biggest Problem in Organizations: Communication

Let me share a story about a lean consultant and influencer, Paul Dunlop, who works with companies across Australia. In an interview, I asked him what the biggest issue he sees in organizations is. His answer was simple: communication.

 Not unhealthy conflict, lack of vision, or process issues—it all boiled down to poor communication. This shows how much of a barrier it can be to project success. A lack of communication prevents teams from working well together, which is why improving it must be a priority in construction management.

Seeing Systems in Lean Construction

In lean construction, every system is a “seeing” system—meaning it’s designed to provide visibility into the workflow, processes, and progress. Whether it’s a pull plan, a tact plan, or even integrated project delivery, these systems allow you and your team to see what’s happening. This visibility is crucial because, as the saying goes, “You can’t manage what you can’t measure.” And, more importantly, “You can’t measure what you can’t see.”

During a visit to a BMW plant in Germany, I realized that all successful systems share one core feature: the ability to visually communicate and ensure transparency. Whether it’s planning meetings, budget reviews, or day-to-day operations, effective communication boils down to seeing as a group, knowing as a group, and acting as a group.

What Successful Communication Looks Like in Construction

A crucial point to remember: communication isn’t just about giving orders. It’s about ensuring that everyone is on the same page. In one conversation with a fellow lean professional, I pointed out that even though he knew the solution to a problem, the way he communicated it wasn’t effective. It was directive and lacked collaboration, which can cause friction. The goal is to help everyone see what you see, not just tell them what to do. That’s the foundation of successful communication in construction.

Tools for Effective Communication in Construction

Here are a few practical tools you can use to improve communication in your team:

  1. Master Plans & Budgets: Large, complex CPM schedules might be detailed, but they’re useless if no one can understand them. Break down your master plan into a visual format like a tact plan, so everyone can see and understand the key milestones. Similarly, ensure that your budget is visible and easy to understand for all stakeholders. Clarity in these areas is key.
  2. Look-Ahead Plans: One of the reasons the Last Planner System is so effective is because it enables teams to see the next six weeks clearly. Look-ahead plans help identify potential roadblocks in advance, such as material or labor shortages, and allow teams to collaborate on solutions before problems arise.
  3. Day Plans: Daily plans are essential for keeping everyone informed about the day’s activities, deliveries, inspections, and safety concerns. They ensure that all workers have the same information and can collaborate effectively.
  4. Visual Communication: Use visuals whenever possible—whether it’s through 3D models, field walks, or visual tools like Building Information Modeling (BIM). The more clearly your team can see what’s happening on the project, the more effectively they can work together.

How to Evaluate & Improve Your Communication Systems

To take your project to the next level, audit your communication systems. Ask yourself the following questions:

  • Are your systems visual, concise, and effective?
  • Do they foster collaboration and ensure that everyone is on the same page?
  • Do your meetings provide enough clarity for all team members?

If you find areas for improvement, that’s great! It means there’s room to grow and evolve your communication strategy.

Final Thoughts

At the end of the day, communication is the cornerstone of successful construction management. By ensuring that everyone can see, know, and act together, you create a cohesive team that can tackle any challenge. 

If your communication systems aren’t visual or collaborative enough, take steps to improve them now. Once everyone is on the same page, your projects will run smoother, with fewer delays and better outcomes.

In conclusion, lean construction is all about visibility and collaboration. I hope this blog has given you some insights to improve communication within your team, and I encourage you to continually refine your systems to make them more effective.

Ready to take your communication skills to the next level? Let’s make it happen together!

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!