October 2024 - Page 9 of 9

How To Lead A Construction Crew: Crew Board

Posted on October 1, 2024October 1, 2024 by Danny Jiménez⁩

In this blog post, I will discuss how every foreman can prepare, build, and finish their work successfully. If you want to know how to prepare effectively and execute your tasks efficiently, you’re in the right place! Let’s dive into the overall system and the critical role of a foreman in a construction project.

The Role of a Foreman in a Construction Project

Many foremen believe that once they encounter a roadblock, they are stuck in that moment. However, this perspective overlooks the broader scope of their responsibilities. A foreman must think three weeks to three months ahead, participating in a process called “pull planning.” This involves committing to the sequence of tasks and ensuring smooth workflow across different zones.

Before starting a work package, a foreman needs to be involved in pull planning to interact with other trades effectively. This collaborative approach ensures that all contractors, including successors, work together seamlessly.

As the work progresses, foremen study plans and specifications to get up to speed. They also hold quality pre-construction meetings with trade partners and superintendents to align on expectations.

The concept of “Make Ready” is crucial. This phase focuses on removing roadblocks and ensuring that all necessary tools, equipment, materials, and information are in place before starting work. The foreman must aim to eliminate obstacles ahead of time and ideally finish the job with a buffer to manage unexpected issues.

What I disagree with is the notion that foremen should give up after hitting a roadblock. Instead, a foreman’s world extends from pull planning to quality preparation and ongoing roadblock removal, all the way to project completion. The expectation is clear: plan, build, and finish in a continuous flow.

How Foremen Can Use Crew Boards On Site

One innovative tool for foremen is the crew board, which you can create using Canva templates linked below. Imagine having crews in different zones, each equipped with a vertical whiteboard on casters. This board contains essential information, allowing foremen to engage with workers and gather their input, ensuring everyone is aligned with the plan.

How to Format a Crew Board

The crew board is designed for visibility and organization. Here’s how to set it up:

Look Ahead Plan: This section in the top left shows the upcoming tasks and the overall scope. A clip holds the weekly work plan and look-ahead plan in place.
Weekly Work Plan: This displays the specific activities the crew is committed to for the week, helping everyone understand their immediate goals.
Day Planning: Here, the crew can outline daily activities, detailing the zone, the people involved, and the necessary resources for completion.

Additionally, include a checklist to ensure all crew members have the required labor, equipment, tools, materials, layout, space to work, training, and time to execute their tasks efficiently.

The Purpose of Putting the Different Plans on a Crew Board

The look-ahead plan is essential for making work ready and identifying potential problems early. By pinpointing issues ahead of time, crews can address them before they impact productivity. The weekly work plan helps the crew understand their commitments, fostering a proactive approach to problem-solving.

The day plan focuses on execution, ensuring that resources are allocated efficiently. This systematic approach—from long-term planning to daily execution—provides clarity and structure.

Benefits of Using a Crew Board On Site

A crew board can also feature an axonometric 3D view of the site, displaying different floors and site logistics. This visual aid enables foremen to discuss potential problems directly with the crew, encouraging them to identify and resolve issues collaboratively.

It’s crucial for crews to understand the difference between roadblocks (temporary obstacles that can be removed) and constraints (permanent challenges that require adjustment). Clear communication about these distinctions is vital for efficient operations.

To further enhance the crew board’s effectiveness, include sections for:

Punch List: Activities that need to be completed from previous tasks.
Handoffs: Key items that need to be passed between crews, along with preparation requirements.
Prep Needs: Items needed for afternoon meetings to ensure everyone is prepared for the next steps.

What to Do Before Workers Leave

Before the crew finishes their shift, ensure they have a clear understanding of their tasks for the day. The best foremen guarantee that their teams know what’s expected and have all the resources they need to succeed.

In conclusion, these crew boards are formatted to enhance communication and efficiency on-site. I hope to see crews using this visual approach at every workplace. For further reading, I recommend the book Elevating Construction Foreman, which covers these concepts in greater detail.

Thank you for joining me in this discussion, and I look forward to sharing more insights in future blog posts!

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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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The Secret To Construction Project Stability: Flow

Posted on October 1, 2024October 1, 2024 by Danny Jiménez⁩

In this blog, I’m going to discuss what to keep your eye on in construction and why it’s so important. Would you like to know how to identify flow in construction, how you can create that flow, and what to focus on between work and resources? Let’s cover all that right now.

The Concept of Throughput

To start, let’s dive into the concept of throughput. Imagine a manufacturing plant where we want to know how much material is processed from start to finish for a specific grouping of products. Throughput refers to this rate of production. Picture a series of machines aligned in a single line, where the product flows from one to another until it exits the system.

Now, let’s analyze the throughput rate of each piece of equipment. For example, if we have a machine capable of producing four parts per hour, we could visualize the following rates along the line: four parts per hour, four parts per hour, two parts per hour, four parts per hour, and four parts per hour.

If our factory operates at 100% efficiency, many might say that the throughput rate is determined by the bottleneck—the machine that can only produce two parts per hour. But that’s just part of the picture.

Analyzing the Rate of Throughput

What if we consider options to improve flow? Some might suggest upgrading the bottleneck equipment or adding a second machine to split the output. If we split the flow from the bottleneck, we could achieve a throughput of four parts per hour.

Alternatively, if upgrading or adding resources isn’t possible, we might think of slowing everything else down to match the bottleneck’s rate. While that may sound counterintuitive, this approach could actually streamline the entire operation.

However, the crucial realization here is that if everything operates at full capacity without regard for bottlenecks, we risk creating excess inventory. This leads to increased labor demands to manage that inventory, ultimately slowing down the throughput of the entire system.

Effects of Bottlenecks in Your Operations

When we rush to increase production without addressing bottlenecks, we create a buildup of overproduced materials, leading to defects, excessive motion, and wasted resources. Therefore, rather than pushing everyone to work faster, we should focus on identifying flow and balancing our resources.

You can either acquire additional resources or level out operations, having machines work only when necessary. The key takeaway is that it’s better to have a smooth flow than to prioritize worker busyness.

Achieving Stability in a Construction Project

When managing a construction project, think of your workflow in zones. Workers and equipment need to transition through various zones efficiently. By mapping out the time taken for each zone, we can identify flow issues.

For instance, if you have three zones taking two hours, six hours, and two hours, you’ll notice a bottleneck that could affect overall project efficiency. The goal is to optimize flow by either reallocating resources or adjusting the pace of work in each zone.

Mapping Out the Flow of Operations in a Hospital

Let’s take an example from a hospital setting. Here, the patient is the flow unit. Mapping a patient’s journey through the system—from scheduling an appointment, checking in, seeing a doctor, undergoing testing, and finally receiving treatment—allows us to visualize and improve the patient flow.

The same principles apply to construction. If you map the flow through zones, you’ll be able to identify bottlenecks and optimize workflow efficiently.

Conclusion

To achieve stability and efficiency in your construction projects, you need to focus on the flow, not just the busy work of employees. Whether you’re in a manufacturing plant or a construction site, understanding throughput and flow will help you identify and resolve bottlenecks, leading to improved project outcomes.

As you map out your production system, consider how different elements interact and ensure you have a balanced workflow. By networking these production systems together, you can streamline processes and achieve the earliest possible completion dates.

I hope this blog has provided valuable insights into project stability flow in construction!

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How To Track Construction Progress

Posted on October 1, 2024October 1, 2024 by Danny Jiménez⁩

In this blog, I’ll share the real way to track progress on your construction project and what you should focus on for accurate measurements. You’ll also learn what not to do and why certain traditional methods can actually harm your progress. Let’s dive in!

Why Critical Path Method Isn’t Helpful

Measuring the critical path of a project might seem helpful, but it’s not. A critical path creates a network of activities, but it doesn’t support trade flow. Instead, it increases the work in process, which will extend the project’s overall duration.

It’s also not easily visible and will change multiple times. The fallacy is that you can always identify your most critical activities and apply extra resources to speed them up, which isn’t realistic.

What you should be using is the Takt production system, along with Takt plans, never CPM. This method allows for smoother operations and better results.

Why You Shouldn’t Use Earned Value Management (EVM)

EVM might seem like a good way to measure project progress based on money spent, but this isn’t effective. It encourages spending more money quickly, which leads to production losses—too many people on-site, too many materials, and a rush that causes panic. These problems inevitably slow the project down.

Other poor measurements include float trends and slippage reports. Float trends, especially in a CPM schedule, are inaccurate as they can dissolve logic and gain false float. Slippage reports just tell you what you already know—you’re behind schedule. They don’t offer any solutions or measurements to help recover.

Avoid These Other Useless Measurements

Percent Plan Complete (PPC): This metric can be helpful in the right context, but not in CPM. It doesn’t provide real data or help measure progress within a production system.
Budget: Measuring based on budget can cause teams to cut costs and overlook proper planning. The lowest bid is rarely the lowest cost, and cutting costs doesn’t equal project success.
Few Issues: If a team reports having few issues, it often means they’re hiding problems, which will only create bigger issues later.
Baselines: Baselines are static and unrealistic. They force the project to stay locked into an outdated schedule that doesn’t reflect the reality of the field. If you change the schedule, you can no longer compare it to the baseline, rendering the comparison meaningless.
Emotional Measurements: Basing project success on how the owner or architect feels about progress is a flawed metric. Real-world success should be measured by data, not emotions.

What You Should Measure

Now, let’s focus on what actually works.

1. Manage Handoffs in the Takt Production System

A handoff occurs when one trade finishes in a zone, and another takes over, ensuring a smooth flow from zone to zone. A great way to measure progress is to track the percentage of successful handoffs. Ideally, you want this number to be above 80%.

2. Track Roadblocks Removed

Tracking the removal of roadblocks is crucial. Look ahead at least six weeks and identify any potential roadblocks. Measure how far in advance you can remove them before they impact the project. Aim for a removal average of five to 15 days, which helps maintain flow and prevents delays.

3. Monitor Milestones and Inch stones

Milestones help track progress on a larger scale, while inch stones track smaller markers along the way. Monitoring both ensures you’re on track and can adjust if necessary. This method allows you to see how well you’re hitting your milestones and inch stones, providing a more detailed look at your project’s progress.

4. Measure Production or Trade Flow

In a Takt system, monitoring the flow of trades from one zone to another is vital. If one activity overruns, it will cascade down to the next, creating delays. Tracking repetitive activities allows you to spot issues early and make adjustments before they escalate.

5. Ensure Work Is Made Ready

One of the most important aspects of progress tracking is ensuring work is ready to go. This involves making sure the necessary labor, tools, equipment, materials, and permits are available when needed. A project that’s well-prepared is more likely to stay on track and meet its deadlines.

Conclusion

By focusing on these real metrics—successful handoffs, roadblocks removed, milestone tracking, production flow, and readiness—you’ll have a much clearer picture of your project’s progress. These metrics provide actionable insights, allowing you to make necessary adjustments and keep things moving efficiently. Avoid the flawed traditional methods and stick to a data-driven approach. It’s all about thinking, not guessing!

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Is Your Construction Project Running Behind Schedule? Find Out Why!

Posted on October 1, 2024October 1, 2024 by Danny Jiménez⁩

Is your construction project running behind schedule? If so, you’re not alone. In this blog, I’m going to explain why your project might be delayed and what you can do to get it back on track. Would you like to know why projects often fall behind and how to speed them up effectively? If yes, you’re in the right place. Let’s dive in.

It’s Not About Pushing Work, But Making It Ready

The common belief is that pushing work will help projects move faster, but that’s not true. Instead, it’s all about making work ready. Let me explain: When you push work, thinking it will accelerate the project, you end up facing more problems down the line. What we should focus on is preparing work before pushing it forward, a concept that’s often overlooked in construction.

The Bungee Effect: Understanding Delays

There’s a concept I call the “Bungee Effect,” which is key to understanding why projects get delayed. Picture this: You’re working in three different zones in a project. Let’s call them Zone 1, Zone 2, and Zone 3.

Now, if Zone 2 faces a delay, this will inevitably push back the timeline for Zone 3. What most construction managers try to do is stack work from Zone 2 into Zone 3 in hopes of catching up. But this approach is flawed.

When you stack too many trades in one area, it’s called “trade stacking.” When one trade covers too many areas, it’s known as “trade burdening.” Both lead to productivity losses because adding more workers doesn’t always mean faster completion. In fact, it often results in the opposite.

The Negative Effects of Adding Resources

When you add resources thinking it will speed up the project, what you’re actually doing is introducing “batching” and “context switching.” These slow down work because workers are trying to do multiple things at once, losing focus in the process. Studies show that context switching can add 15 to 45 minutes to each task.

Additionally, as your team size increases, so does the complexity of communication. More people mean more communication channels, which can lead to misunderstandings, delays, and mistakes.

Moreover, bringing new people on board requires onboarding, which takes time—often up to seven days before they’re fully productive. Then, there’s overtime. While it might seem like a quick fix, overtime leads to worker fatigue, which further decreases productivity and increases the risk of mistakes.

Handling Delays Effectively

So, what’s the right approach? Instead of trying to force work into a tight schedule, you should cascade your timelines to allow for better flow between different trades and phases. Think of it like a river flowing smoothly rather than being choked by debris. You should also ensure there are buffers built into your schedule, which can absorb delays without affecting the entire project.

The Importance of Trade Flow

Trade flow is one of the most crucial elements in ensuring productivity in construction. It’s better to have a steady, even flow of work rather than trying to rush and stack tasks. When you push too hard, the bungee effect kicks in, and your project stretches out even more.

Why Adding More People Doesn’t Help

You might think that adding more people to a task will make it go faster, but that’s a misconception. Here’s why: Every task has a set duration, and adding more workers doesn’t shorten that duration. Instead, it introduces variation and productivity loss. Even though the activity time may decrease slightly, the overall project time can actually increase due to inefficiencies.

For example, if a task typically takes four days, adding more people might reduce the activity time, but the variation and productivity loss often result in a longer overall duration—sometimes up to five days instead of four. This is another aspect of the bungee effect.

The Relationship Between Capacity, Utilization, and Cycle Time

There’s a strong correlation between capacity, utilization, cycle time, and work in progress (WIP). As you increase utilization (adding more work or workers), cycle time increases, meaning tasks take longer to complete. This happens because you exceed the system’s capacity, leading to bottlenecks and delays.

Imagine driving on a freeway. As more cars enter, especially during rush hour, the traffic slows down. The same thing happens on a construction site when too much work is crammed into a limited space. Just like traffic jams, too much work in progress extends the overall time it takes to complete the project.

Bottlenecks: The Real Culprit

Your project’s speed will never exceed the pace of the slowest phase or bottleneck. Pushing more work through a system that already has a bottleneck only worsens the situation. It’s like adding water pressure to a kinked hose—it won’t flow faster until the kink is removed.

Throughput and Work in Progress

Another factor that extends project duration is an increase in work in progress. The more work being processed at any given time, the longer it takes to finish everything. This is why construction schedules that try to cram too much in too soon often finish late. The key is to balance work, control your work in progress, and ensure smooth trade flow.

Conclusion: Fixing Delays the Right Way

So, why do construction projects fall behind? It’s not just missing materials or workforce issues. The real reason lies in the bungee effect and our tendency to rush, push, and add more people without fully understanding the consequences.

To prevent delays, you need to focus on production scheduling, managing work in progress, and respecting the flow of trades. By doing so, you’ll minimize delays, avoid bottlenecks, and ensure your project stays on schedule.

If you want to learn more we have:

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Being A Young Construction Superintendent

Posted on October 1, 2024October 1, 2024 by Danny Jiménez⁩

Being a young construction superintendent can be both exciting and intimidating. You’re stepping into a leadership role in a high-stakes environment, and it’s easy to feel overwhelmed. But don’t worry—this blog is here to guide you through the early stages of your career, offering key tips on what to do (and what not to do) to set yourself up for success.

Whether you’re new to the role or training others, the principles shared here will help ensure that you’re starting on the right foot and building the foundation for a rewarding and successful career.

What NOT to Do

1. Do Not Get Stuck on Bad Projects

As a superintendent, it’s crucial that you avoid being associated with multiple bad projects. Sure, you might find yourself on one difficult project—after all, it happens. But getting caught up in a string of them can cause something called “learned helplessness,” where you begin to expect mediocrity and believe things can’t improve.

One bad project is enough; if you’re asked to take on another, consider moving on to protect your mindset and career trajectory. You should be loyal to doing what’s right, not to a company that could replace you in a heartbeat.

2. Do Not Rush the Process

Patience is key. As a young superintendent, you might be eager to advance quickly, but slow down. Spend ample time as an assistant superintendent, gaining experience in planning, safety, and working with trades. The skills you develop now will set you apart in the long run. This is a long game—learn the trade deeply before moving up.

3. Do Not Settle for a Poor Mentor

Choosing the right mentor is critical. Avoid mentors who are stuck in outdated methods, neglect technology, and don’t prioritize planning or teamwork. Look for someone who is experienced, forward-thinking, and supportive. The right mentor will guide you toward innovation and success.

4. Do Not Ignore Training

Learning on the job isn’t enough. It’s vital to actively seek out the best training and education available. Relying solely on experience without formal training often results in learning bad habits. Instead, invest in your growth through structured training that provides you with the tools to excel.

5. Do Not Adopt a Negative Mindset

It’s easy to blame others or make excuses, but avoid this mindset. Stay positive, believe in the work you’re doing, and commit to making a difference in the industry. A passionate and positive approach will keep you motivated and help you inspire others on the job site.

What You Should Do

1. Learn Key Field Engineering Techniques

Start by mastering fundamental field engineering techniques. These skills are the foundation of effective project management. For example, the Construction Surveying and Layout Manual is a great resource. Understanding these techniques will serve you well throughout your career.

2. Read Recommended Books

Books like How to Win Friends and Influence People, Two Second Lean, and How Big Things Get Done are essential reads for any superintendent. These books will help you develop leadership skills, improve efficiency, and understand the importance of planning and continuous improvement.

3. Focus on Planning and Scheduling

Effective planning is crucial to success. Use tools like pull plans and quality pre-construction meetings to stay ahead of your project. Additionally, get comfortable with scheduling in a time-by-location format, which will help you see the big picture and keep your projects on track.

4. Master the Quality Process

Learn and implement the quality process specific to your company. By mastering this, you’ll ensure that your projects meet the highest standards, from pre-construction all the way through final inspection.

5. Keep Your Area Clean and Organized

A clean job site is a productive and safe job site. Take pride in maintaining an organized workspace—it will help you and your team work more efficiently and produce higher-quality results.

6. Build Strong Relationships with Your Workforce

Connect with your workers daily. Take time to shake hands, ask how they’re doing, and genuinely care about their well-being. A happy, respected workforce is a productive one. Make sure they have clean facilities, a decent lunch area, and that they feel respected.

Conclusion

Building a successful career as a young construction superintendent requires patience, the right mindset, and a commitment to learning and growth.

By avoiding the common pitfalls outlined here and focusing on continual improvement, you can set yourself up for long-term success. Remember to invest in your training, choose the right mentors, and always keep the work environment positive and organized.

If you want to learn more we have:

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The Shocking Truth About Construction Project Management: You Need To Know This!

Posted on October 1, 2024October 1, 2024 by Danny Jiménez⁩

In this blog, we’re diving deep into a truth that many overlook when it comes to construction project management—collaboration and integration are the keys to success. Often, people get caught up in the idea of competition, aiming to create win-lose scenarios.

But the real question is: do win-lose situations ever truly work? Spoiler alert: they don’t. Let’s uncover why maximizing your team and fostering collaboration is essential in this industry.

The Truth About Construction: It’s All About Teamwork

One thing many people fail to realize about construction project management is that success is a collective effort. No matter how skilled an individual or a team may be, true success comes from working together at every level—whether it’s construction companies, departments, or project teams.

At the core, we only win together. You can see this collaboration within functional groups, and more importantly, on the project site, among foremen and workers. It’s a simple truth: success in construction is a team effort.

The Win-Lose Concept: Why It Fails

One of the most harmful concepts in construction is the idea of “win-lose.” Let me explain with a scenario: Imagine you’re on a project site and you notice that a few trade partners are performing well, but others are struggling. You might be tempted to focus on helping the top performers while sidelining the others.

You may even think that by bullying or isolating the weaker teams, you’re helping your project. But this mindset is flawed. Why? Because when weaker teams struggle, it drags down the entire project. In construction, we cannot succeed if only some of us succeed. The weakest link will set the pace for the whole job.

The Real Impact of Poor Collaboration

Consider this: you could have a top-notch foreman leading a crew that’s always prepared and following all the rules. But if there are contractors who aren’t performing well—whether due to lack of training, materials, or other factors—the high-performing crew’s work will be slowed down by those lagging behind. The pace of your project is set by your slowest team members, not your best.

This scenario highlights a crucial point: you cannot win unless everyone on your team is performing well. In a win-lose mindset, everyone loses because the overall environment deteriorates. The pace of work will be determined by your weakest contractors, no matter how many extra people, tools, or materials you add.

Owner’s Reps: A Recipe for Failure

This collaborative failure extends beyond just trade partners. Let’s look at the role of owner’s representatives (owner’s reps). An owner’s rep might think they are protecting their client by putting immense pressure on the designer and contractors. But if that pressure leads to failure from those parties, the owner won’t get what they need either. A win-lose approach simply doesn’t work—it always ends in a lose-lose scenario.

The Importance of Win-Win Situations

So, how do we break away from this toxic cycle? By creating win-win situations where everyone benefits. Success in construction is about collaboration at every level: among contractors, designers, owners, and even trade partners. All parties must be aligned and working together to achieve success. The better the collaboration, the more successful the project will be.

The Role of General Contractors in Fostering Collaboration

General contractors (GCs) have a crucial role in ensuring collaboration among the teams. It’s not about controlling people but about controlling the environment. GCs must create clean, safe, organized job sites where everyone can thrive.

The GC is the conductor of the construction orchestra, pacing the teams and ensuring that all players are working together harmoniously. If one team is lagging, it’s the GC’s job to elevate them to the same level as the rest. Only then can the project succeed.

Unifying Internal Teams for Success

Collaboration doesn’t end on the construction site—it starts internally. A disjointed internal team can’t deliver the results needed for success. Teams need to break down silos and work as a cohesive unit. When everyone works together toward a common goal, whether on a job site or in the office, the chances of success skyrocket.

The First Step to Winning Together

Human nature tends to push us toward working in silos, but in construction, this is counterproductive. The first step to winning together is building a team that leverages the collective wisdom of all its members. It’s not about rushing ahead on your own but about connecting and collaborating from the start. By embracing this mindset, you’ll elevate your project management to the next level.

Final Thoughts

In the world of construction, win-lose scenarios simply don’t exist—there’s only win-win or lose-lose. Success lies in understanding that we’re all better together. Whether it’s the designer, the owner, the contractors, or the trades, everyone must work as a team to achieve a shared goal. Remember, the key to construction project management is collaboration, and only by embracing this truth will your projects truly succeed.

Let’s continue to learn and grow together—because that’s the only way we all win.

If you want to learn more we have:

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The Best-Kept Secret: Construction Can Be Fun!

Posted on October 1, 2024October 1, 2024 by Danny Jiménez⁩

The best-kept secret in construction is that it can actually be a lot of fun! In this blog, I’m going to share how you can create an enjoyable environment on your job sites. So, why isn’t construction fun sometimes, and what can we do to change that? Let’s dive into some actionable tips.

Creating a Fun Environment in Construction

When we build a construction project, we’re given a unique opportunity: we get to create our own office, environment, and team—all from scratch. That’s quite different from working in a corporate office where everything is already set. You have the chance to design a fun, productive atmosphere, which makes construction such an exciting field.

Why Construction Isn’t Always Fun

Unfortunately, sometimes we lose focus. Construction should always be about people first, then the plan, and finally, allocating resources. When we neglect to create a good environment and fail to bring the team together, work can become stressful and unenjoyable. If we don’t put enough effort into organizing our trailers, meetings, and systems, the job site can become chaotic. The key here is intentionality. When you don’t plan carefully, everything becomes harder. A poorly designed environment and a lack of structure can lead to dissatisfaction and, ultimately, a miserable job site.

How to Have Fun with the Design Team

Having fun starts with connecting with the design team. Take time to build relationships. For example, I remember visiting a designer’s office, going out for lunch, and just enjoying each other’s company. The banter and camaraderie created a great atmosphere that carried through the entire project. Creating a fun, cohesive design team will lead to better moods and greater productivity. Following the Scrum framework can also help make the process enjoyable by fostering team spirit.

Partnering with Trades During Pre-Construction

A critical step in creating a fun environment starts with partnering with the right trade partners. In pre-construction meetings, you can build rapport with key trades, select the right leaders, and ensure that your team is happy and collaborative. Co-locating with trade partners in the same trailer and sharing space fosters collaboration and allows for a more cohesive and enjoyable work environment. The fun, in this case, comes from a positive culture built on intentional planning and collaboration.

Making Pre-Kickoff Meetings Fun

Pre-flight kickoff meetings are another great way to build excitement. I’ve been part of kickoffs where we played games, had delicious food, and spent time connecting. It’s all about making the project launch a memorable experience for everyone involved.

Enjoy the Prefabrication Process

For me, prefabrication is one of the most enjoyable parts of construction. I love seeing the effort that goes into modeling and the results of the prefabricated pieces arriving on-site, ready to be installed correctly the first time. Prefabrication is an opportunity to celebrate small wins and boost morale.

Create a Fun Trailer Setup

A well-organized trailer setup can make all the difference. I’ve been fortunate to work on projects with customized trailers that include family walls, music, snacks, and plenty of space for collaboration. Making the trailer a comfortable, inviting space encourages productivity and improves everyone’s mood.

Make Meetings Fun

Meetings don’t have to be boring! Decorate your meeting rooms for different holidays, play music, and keep things light-hearted. You can even offer snacks or candy bowls. A well-decorated and engaging meeting space makes even routine huddles more enjoyable.

The Importance of Bathrooms and Lunchrooms

Even the bathrooms and lunchrooms can be fun! On one project, we tricked out our bathrooms with custom-built stalls, fresh paint, and even tunes. We stocked the lunchroom with snacks and drinks using the recycling money from scrap metal. People loved it, and it built a sense of respect and camaraderie among the crew.

Barbecue Parties and Team Competitions

Barbecues are a fantastic way to reward the crew and build team spirit. Hosting a barbecue for milestones or rewarding specific crews creates a positive, fun atmosphere on-site. You can also add some friendly competition by organizing games like a nail-driving contest, which helps everyone relax and enjoy their work.

Preparing Food for the Crew

Another way to create a fun environment is by cooking for the crew. I’ve worked with teams that made pancakes and waffles for the crew during morning huddles. Simple gestures like this can go a long way in boosting morale and creating a supportive, fun atmosphere on-site.

Awards and Recognition

One of the best ways to encourage fun on-site is through recognition. We used to give awards to the best crew based on their performance, cleanliness, and teamwork. We’d take the winning crew out for special dinners, such as crab leg feasts at a local casino. These outings became highly anticipated events, motivating the crews to give their best effort on every project.

The Fun Doesn’t Stop There!

The fun doesn’t have to end with barbecues and awards. There are countless ways to build a positive culture, from team-building outings and celebrations to giving out gift cards and creating rally cries for the job site. When the environment is designed intentionally, the job site can feel like a mini Disneyland—minus the long lines and heat!

Conclusion

Fun and construction don’t have to be mutually exclusive. By fostering intentionality and building a positive, lean environment, you can make construction an enjoyable and rewarding experience. With some creativity and a focus on team spirit, your job site can become a place where people look forward to working every day.

If you want to learn more we have:

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Is Safety First?

Posted on October 1, 2024October 1, 2024 by Danny Jiménez⁩

In this blog, I want to talk to you about why safety is first. It’s our top priority. It’s a value. And it’s always present. Let me share with you a touching story, one that’s common in the industry, and discuss how you can make safety a core part of your career. Keeping it top of mind is essential.

I once heard a speaker named Jeff Espenship, who shared a profound story about safety. He had a career flying planes, transporting them for airshows. On one particular occasion, he asked his brother and a companion to fly a plane to an airshow, but tragically, it crashed, and they didn’t survive.

Jeff explained the issue of hydraulic lock in older planes, where fluid gets into the cavity, preventing the pistons from moving. His brother hadn’t done the full safety checks, leading to the crash. Jeff realized that he had set a dangerous example when he rushed through a similar situation in the past, which ultimately cost his brother’s life. This is a stark reminder of the impact that a single action can have on others.

Safety as a Mindset

When I first started in construction, I was told that “safety is number one.” It sounded right, but as I grew in my career, I learned that safety isn’t just a priority because priorities change. Safety is a value—it’s at the core of everything we do. But it’s more than that. Safety is always. It’s a mindset.

How we do one thing is how we do everything, and our example sets the standard for others. If you skip steps, others will think it’s okay to do the same. The consequences can be tragic.

The Importance of Setting Good Examples for Safety on Site

I have my own story to share. My first boss was a mentor to me, guiding me in every way possible. He and his family welcomed me into their home and workplace. But the company didn’t have a good safety culture. One day, while his father was operating a blade, a horrible accident occurred, resulting in his son’s death. This was a father accidentally killing his son.

That incident shook me to the core and reinforced the importance of setting good examples. Safety must be a value embedded in every aspect of our work.

The Problem with Safety in the Construction Industry

As I travel around construction sites, I see this problem everywhere. Many believe it’s up to the workers themselves to be responsible for their own safety, but that’s not how human nature works. People often prioritize social acceptance over personal safety, meaning that if leadership doesn’t prioritize safety, neither will the workers.

Superintendents, project managers, and field leaders must take responsibility for ensuring a safe environment. It’s their job to make sure everyone goes home safely. You can’t just rely on the workers to handle it on their own.

How to Establish a Culture of Safety in Construction

There are three steps I want you to consider when it comes to safety in your career:

Learn It: Educate yourself on safety protocols. This includes completing OSHA 30 training, learning your company’s Environmental Health and Safety (EHS) Manual, and attending scaffold and site-specific safety trainings.
Implement It: Make sure that safety measures are actually in place. This includes ensuring job sites are organized and have the necessary safety equipment such as guardrails, lifelines, and safety nets.
Hold the Line: Do not tolerate unsafe behavior. If you see someone without proper safety gear or not following protocols, address it immediately. Send them home for retraining if necessary. Setting an example is crucial.

Final Reminder About Safety in Construction

You wouldn’t do anything on your job site if you thought it wasn’t going to make money, right? So why would you ever take risks with safety? The health and well-being of your team should be your first priority, your core value, and always on your mind.

I hope this blog has reminded you why safety must be at the forefront of everything we do. On we go, prioritizing safety always.

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The Ultimate Guide To Project Management For Construction: Don’t Start Without It!

Posted on October 1, 2024October 1, 2024 by Danny Jiménez⁩

In this blog, we’re shifting from the traditional project management mindset to a focus on project leadership. If you’re looking for an effective way to lead construction projects with the right approach and focus, you’re in the right place. Let’s dive in!

I’m excited to talk about this topic because it’s something every project leader should understand. To all of you PMP-certified professionals out there, this might be a bit different from what you’ve learned, but it’s crucial. So, let’s break it down.

What the Traditional Approach Misses

Having recently revisited the PMBOK (Project Management Body of Knowledge), I was struck by what wasn’t included. There was a noticeable lack of meaningful metrics that apply directly to the execution of construction work. Over the years, we’ve moved from Taylorism, where speed and quantity of workers were mistakenly linked to productivity, to an era dominated by excessive management and inefficient reporting.

In many cases, project management focuses too much on administrative layers, with countless managers relying on reports and systems that don’t add real value. What’s missing is an emphasis on the people actually doing the work—the foremen and tradespeople. This focus on non-value-added activities needs to shift to empowering those who execute the work.

Project Leadership: The Focus on Execution

When we talk about project leadership, we’re talking about focusing less on endless management layers and more on the actual work. Leadership means enabling your teams to be successful in their tasks by providing them with what they need. At its core, project leadership is about investing in your workforce, ensuring that the people on the ground have the tools, resources, and support to get the job done.

Let’s break this down with an actionable approach.

The Right Approach to Leading a Project

Imagine you have a construction zone with a foreman and workers assigned to complete a task within a certain timeframe. Their success depends on what I call the “work package,” which includes the people, materials, tools, equipment, and information they need to do the work. As a project leader, your job is to ensure these three things are in place:

People: The right workforce.
Plan: A clear, production-driven plan that aligns with the work rhythm.
Resources: Materials, tools, equipment, and permissions required for execution.

When you ensure that your team has the right people, plan, and resources, you’ve set the foundation for a successful project.

Successful Project Management in Action

Now let’s look at what it takes to be successful. Your role as a project leader is to enable your crews to plan, build, and finish their work efficiently. It’s not about pushing paperwork, handling pay apps, or ensuring insurance coverage—those tasks, while necessary, are just means to an end. The real goal is to help the crew complete their work with minimal friction.

For this to happen, it’s vital to ensure that the design, fabrication, and transportation phases of the project are all aligned with the work package. The key to this is breaking the project down by phase, area, and zone, then managing the flow of resources to ensure that workers have everything they need when they need it.

The Framework for Flow: Design, Make, Transport, Build

At the heart of this process is a cycle that I’ve found incredibly effective: Design → Make → Transport → Build. Here’s how this flow works:

Design: Enable the design process to be as efficient as possible, ensuring that any design issues are resolved before they reach the crew.
Fabrication: Manage the supply chain effectively, ensuring that materials are procured and fabricated in alignment with the work package.
Transport: Ensure materials and resources are delivered to the site just in time, without causing delays or creating waste.
Build: Finally, ensure the work is done according to the plan, with all resources in place for a smooth execution.

The Key to Success

The key to successful construction project management is ensuring that all phases are managed with the work package in mind. Design should flow seamlessly into fabrication, transportation, and building. If you can ensure that the crew has the right people, plan, and resources, you’ll see a significant improvement in project outcomes.

To sum up, remember: project leadership isn’t about layers of management and endless paperwork. It’s about ensuring the crew has what they need to complete their work effectively. Get rid of the unnecessary distractions and focus on what truly matters—delivering results.

If you want to learn more we have:

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The Future Of Building: Innovative Takt Planning Techniques

Posted on October 1, 2024October 1, 2024 by Danny Jiménez⁩

In this blog, I’m excited to share with you some innovative strategies that can help you create flow and establish rhythm in your construction projects. Whether you’re just beginning your Lean journey or you’re looking to expand it, you’ve come to the right place!

So, what is Takt, and how can you leverage it for better planning and execution? Takt, a German word for rhythm or baton, represents the concept of keeping things in harmony, similar to being in sync with a beat. This is especially important on construction sites where trades from various companies need to work together seamlessly. By aligning everyone’s pace, you create a unified flow—a critical element for successful project completion.

Key Elements of Takt Planning

When it comes to Takt planning, there are a few essential components to consider:

Visual Scheduling: This provides clarity and helps streamline the process.
Optimized Sequence: Ensuring that tasks are carried out in the most efficient order.
Leveled Trades: Creating a balance between the trades to avoid bottlenecks.
Mathematical Analysis: Evaluating the fastest pace, cycle times, work in process, and overall duration.

These are the building blocks of Takt planning, and they allow for an optimized workflow where everything moves forward smoothly. Think of it as flow production or flow scheduling.

How to Analyze if Your Trades Are Leveled

One of the key exercises you can implement right away is analyzing whether your trades are leveled. Let’s say you have a floor divided into three zones, and each trade partner takes a different amount of time in each zone. If you notice that the trades are not progressing at the same speed, you have an imbalance that needs addressing. The goal is to get everyone moving at a similar pace.

This can be done by increasing the capacity of slower trades, splitting crews, or improving process steps. Once trades are leveled, you’ll notice a significant improvement in your project’s flow, and timelines will tighten.

How to Identify and Fix Bottlenecks in Zones

Zones in a project are usually divided into equal square footage or meters. However, if certain zones have denser work requirements than others, this can cause bottlenecks. For example, if one zone has significantly more work than others, it will slow down the entire process. To avoid this, you should adjust the size and density of zones to ensure a consistent workload across the entire site.

By balancing the work across zones, you’ll maintain the flow and avoid delays that could disrupt the schedule.

Optimizing Your Project Schedule

The number of zones in your project is another critical factor in production scheduling. Adding more zones may sometimes speed up the process, but it’s important to ensure that the number of zones is appropriate for your trades. You don’t want any zone to be the limiting factor in your schedule.

The slowest trade or zone dictates the pace of the job, so optimizing for the right number of zones and trades will allow for a more fluid and timely completion.

Benefits of Using Takt Planning Techniques

Takt planning offers numerous benefits, including the ability to spot bottlenecks in real-time. By leveling your work in process, you prevent overloading your crews, which in turn helps to maintain the pace of the project. This keeps your project on track and allows you to punch and finish in real time, following a one-process flow.

These techniques also allow you to identify buffers in your system, providing a stable framework for planning, execution, and delivery. Whether you’re working on civil projects, commissioning, or even supply chain management, Takt planning can significantly improve your project’s efficiency and outcome.

Learn More with Our Resources

These basic tools can be transformative for your project. We’ve provided calculators and additional support to help you master productivity and production in construction.

Mastering these techniques will help you create flow, improve productivity, and achieve greater success in your projects. Happy building, and on we go!

By translating the techniques I’ve shared here into your project planning, you’ll see real improvements in how work flows and how your trades interact. It’s all about creating harmony—just like music, where every beat counts.

If you want to learn more we have:

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On we go!