Elevate Construction

Jason shares Chapter 7 of "Calumet K" by Merwin Webster. Bannon waits for clear insubordination case. Carpenter Riley deliberately drops hammer into bin where men are working below, laughs. Bannon fires him. Riley rushes at Bannon, Bannon pulls revolver, ends confrontation. Brown's letter arrives: 2.2 million bushels must be in bins by January 1st. "Never mind what it costs you." Peterson protests: "He can't expect us to do it." Bannon cuts him short: "He don't pay us to make excuses. He pays us to do as we're told. When I have to explain why it can't be done, I'll send my resignation in a separate envelope." Bannon calculates: 120 days of work divided by three (three 8-hour shifts per day equals 21 days per week). Builds in hard luck margin. Orders hoist to carry four to five sticks at once instead of two, Peterson objects, too risky. Bannon: "My god, don't I know it's a risk? We've got to do it somehow." Tuesday: hoist breaks. One man injured. Bannon rebuilds hoist in two hours. Orders: "Carry the same load as before." What you'll learn in this episode: Why waiting for clear insubordination beats halfway measures, Riley deliberately drops hammer, laughs about "accidents will happen," gets fired immediately with no debate The no-excuses principle: "He don't pay us to make excuses. He pays us to do as we're told", when you start explaining why it can't be done, resign Working backwards from impossible deadlines: 120 days of work, three 8-hour shifts per day, builds in hard luck margin for strikes and surprises Calculated risk management: ordering heavy loads on hoist despite danger because "we've got to keep up with the carpenters", then when hoist breaks, rebuild in 2 hours and continue same approach Why carrying a revolver matters: "Haven't been without one on a job since I've worked for the old man", not for one-on-one fights, for when "there's generally from 3 to 30" "My god, don't I know it's a risk? We've got something to do, and we've got to do it somehow." If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason shares Chapter 6 of "Calumet K" by Merwin Webster. Friday morning: 62 laborers show up (night work exhausted them), but work proceeds on elevator and annex. Hattie Vogle working through the books as new stenographer, produces clean balance sheet "as business-like as a metropolitan bank cashier." Bannon sends progress update to McBride Company: cribbing going up, Koopa timber ready for framing, 200,000 feet arrived by steamer. Asks about CNC railroad agreement, no papers found. Tells Hattie the Michigan wagon story. Bannon cleans up office: hires scrubwoman, brings doormat, posts sign "Wipe your feet or put 5 cents in the box." Leads by example: tracks mud himself, immediately drops quarter in box. Peterson acting strange, interested in Hattie, invited her to picnic, she declined. Peterson complains she's "stuck up" and thinks she's better than everyone. Bannon sharpens pencils in silence. Work progressing rapidly: annex growing, Koopa frame ready to start tomorrow. What you'll learn in this episode: Why cleaning the office matters: "It ain't a very cheerful house to live in all day" leads to hiring scrubwoman and implementing cleanliness standards immediately Lead by example principle: when Bannon tracks mud and violates his own rule, he drops a quarter in the box without excuses or exceptions Progress reporting template: update clients with facts (what's done, what's coming, timeline), ask direct questions (who's blocking us), keep it brief The importance of clear systems in chaos: Hattie produces clean balance sheet showing "hereafter there would be no confusion in the books" Managing personal dynamics: Peterson's interest in Hattie creates tension, Bannon listens but doesn't engage, sharpens pencils in silence "Well," he said, wiping his feet, but the whistle just then gave a long blast, and he did not finish the sentence. If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason shares Chapter 5 of "Calumet K" by Merwin Webster. The cribbing arrives by steamer earlier than expected, Bannon offers double pay and tells the men they're working all night to unload it. The railroad section boss tries to stop them from opening the fence to cross tracks. Bannon bluffs confidently: "We'll telegram the general manager right now." The boss backs down. Walking delegate Grady arrives demanding 10 men per heavy timber instead of 6. Bannon agrees immediately: "We aren't fighting the Union." When a train gets blocked by timbers on tracks, Grady won't let men clear it, Bannon negotiates by agreeing to relieve gangs every 2 hours. The railroad orders the fence replaced, blocking their path completely. Bannon improvises: stretch a cable trolley from the spouting house high over the tracks, slide timbers down to the other side. Works all night. Everything's unloaded by dawn. Max Vogle's sister Hattie becomes the new stenographer. Briggs (the fired clerk) brings the walking delegate to cause trouble, Max gives him a black eye. What you'll learn in this episode: Why "We aren't fighting the Union" is the right response when the walking delegate shows up, accommodate reasonable requests immediately, don't create unnecessary battles The improvisation principle: when the railroad blocks your ground path, build a cable trolley system in 30 minutes and slide timbers through the air instead How to bluff with confidence when challenged by section boss: "We'll telegram the general manager right now", know your authority and use it Why offering double pay and working all night beats waiting for perfect conditions, speed of execution compounds advantages Managing multiple stakeholders simultaneously: railroad, union delegate, workers, foremen, and keeping all of them moving toward the same goal without destroying relationships Before the work was finished and the last plank from the steamer's cargo had been tossed on the pile by the annex, the first faint color was spreading over the eastern sky. If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason shares Chapter 4 of "Calumet K" by Merwin Webster, a story that demonstrates resourcefulness, speed of execution, and creative problem-solving in construction. Bannon discovers the G&M railroad is blocking his cribbing delivery. Instead of waiting for lawyers and legal battles, he creates an alternative solution in one hour: organize farmers to haul lumber by wagon 18 miles to Manastagi, then transport by barge. Sloan wants to prosecute the railroad, Bannon wants the cribbing. They print circus posters calling farmers to action, post them at every crossroads, and drive through the rain to set up the operation. When they find a bridge out, Bannon arranges immediate repair by convincing a farmer to fix it overnight. The wagon procession becomes continuous as farmers grab the chance to get even with the railroad. When offered a chance to manipulate the wheat market for personal gain, Bannon refuses; his integrity matters more than getting rich. The chapter shows what execution looks like: identify the problem, create the solution, move immediately, and never compromise your principles. What you'll learn in this episode: Why "I want the cribbing" beats "I'll have the law on those fellows", execution over litigation when projects are time-sensitive The one-hour solution: how Bannon organized an entire alternative logistics system (posters, farmers, wagons, barges) in 60 minutes Creative problem-solving under constraints: when the railroad blocks you, use their enemies (farmers who feel discriminated against) to solve your problem The bridge repair principle: find the obstacle, fix it immediately, don't wait, pull down the farmer's house if necessary and rebuild it better Why Bannon refused to manipulate the wheat market even though he could have turned $15,000 to $50,000—integrity beats shortcuts every time "You don't want to get rich. That's the trouble with you," said Sloan. And he said it almost enviously. If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Chapter 3 of Calumet K continues the story as Bannon refuses to accept "we don't have the cars" from anyone, working his way up from the lumber yard to the division superintendent to a message sent directly to the general manager himself. In this episode, Bannon pieces together that a wheat speculation scheme is behind the deliberate delay of his cribbing, and then immediately pivots to find an entirely different solution to get his materials to the job. This is what it looks like to refuse to be stopped. What you'll learn in this episode: How Bannon moves through every level of the supply chain obstacle without accepting a single dead end as a final answer Why going in person instead of calling ahead gives Bannon the information and leverage he needs to act How Bannon connects the dots between a railroad conspiracy, a grain corner and his own project deadline under real time pressure What pivoting under constraint looks like when a superintendent refuses to let one blocked path stop the whole project How the story of Calumet K continues to model the relentless problem-solving ownership that separates great superintendents from average ones When one road is blocked, a great superintendent does not stop and report the obstacle; they find another road and keep moving. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Charlie Bannon has arrived at a struggling project, assessed the situation in a single day and is already moving to solve the most critical constraint standing between his team and the finish line. In this episode, Chapter 2 of Calumet K continues the story as Bannon sizes up the two weeks of lost time, has a direct conversation with Peterson about what a superintendent's real job is, and then quietly packs his bag and gets on a train that night to go get the cribbing himself. This is urgency in its purest form. What you'll learn in this episode: How Bannon identifies the single biggest constraint on the project and moves to resolve it personally without waiting for someone else to act What Bannon's direct coaching of Peterson reveals about the difference between doing labor and directing work as a superintendent How a clear-eyed look at lost time and contractual consequence drives decisive field leadership Why knowing your material quantities, your schedule risk and your procurement status is a non-negotiable part of running a job How the story of Calumet K continues to illustrate the kind of urgency and ownership that every superintendent should bring to their project A superintendent's job is not to swing the sledge; it is to know everything happening on the job and move the right pieces at the right time. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

About 30% of superintendents who come through Elevate Construction training say they struggle with developing a genuine sense of urgency, and this book is one of the most powerful tools to fix that. In this episode, Jason Schroeder introduces the continuation of the Calumet K audio series, a public domain story written nearly 100 years ago about an American superintendent named Charlie Bannon who steps onto a struggling project and immediately takes command. Chapter 1 sets the stage for one of the most compelling portraits of field leadership urgency in construction literature. What you'll learn in this episode: Why Jason recommends Calumet K as required reading for any superintendent serious about developing urgency and field leadership How Charlie Bannon asserts quiet authority on a chaotic project without a formal announcement or grand gesture What the story reveals about the difference between leaders who wait and leaders who move How to read historical field leadership stories through the lens of modern team health, psychological safety and personal balance Where to find Jason's earlier reflections and commentary on Calumet K in the previous podcast episodes Urgency is not about working yourself to death; it is about knowing what needs to happen next and moving without hesitation. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

A day in pre-construction will save a week in the field, and most projects are crash landing right now because that time is simply not being invested. In this episode, Jason Schroeder walks through the complete pre-construction system, from the first planner system and Takt analysis to team building, workforce planning, contract inclusions and risk reviews, laying out every step needed to win the war before ever going to battle. This is the final episode in the integrated production control system series and one of the most important. What you'll learn in this episode: How the first planner system works and why creating a project strategy before opening a scheduling tool is non-negotiable How to perform a Takt analysis of major phases and use production rates to build a schedule grounded in production theory Why pre-construction is the only time to plan bathrooms, lunchrooms, worker huddles, barbecues and the full workforce respect plan How to buy out lean behaviors, just-in-time procurement by Takt zone and BIM coordination so the right systems are funded and contractually locked in Why a fresh eyes risk review meeting before going to GMP is one of the single most powerful steps any project team can take If you are not dedicating serious time to pre-construction, you have already crash landed your next project. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

If you want lean behaviors on your project site, you have to buy them, not hope for them. In this episode, Jason Schroeder makes a direct and practical case for why every system, huddle, zero-tolerance expectation, and Takt zone delivery requirement must be written into trade partner contracts before the work ever begins. This is the principle that closes the gap between what you plan and what actually gets built. What you'll learn in this episode: Why lean systems fail when they are not contracted upfront and how to stop surprises that lead to costly change orders What a solid basis of schedule must include at a minimum to create clarity on budget, schedule, and operational systems Which specific lean behaviors and operational inclusions should be bought out in every trade partner agreement Why you cannot hold trade partners accountable to systems they never bid or planned for How contracting what you want in pre-construction is one of the most powerful steps in the entire integrated production control system If you want it on your project site, you have to buy it; lean does not fall out of the sky. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Takt planning is your long sword and the Last Planner System is your short sword, and the most effective superintendents and project teams know how to use both at the same time. In this episode, Jason Schroeder gives a clear and honest breakdown of the Last Planner System, what it does well, where it falls short on its own and exactly how it pairs with Takt planning to take production control to a completely different level. This is a challenge to stop treating these systems as competitors and start using them together the way they were always meant to work. What you'll learn in this episode: Why the Last Planner System and Takt planning are not in competition and how they fit together like peanut butter and jelly The key difference between a Last Planner only huddle and a Takt plus Last Planner huddle and why that difference changes everything The four things Jason would change about the Last Planner System to make it a true Last Planner 2.0 Why total participation of foremen and workers is not optional and what it actually means to respect the last planners in the system Why large complex projects cannot run on Last Planner alone and what has to be in place before the system can perform at its highest level If you disregard the Last Planner System, you do so to your own disadvantage; pair it with Takt and you have one of the most powerful production systems in construction. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

If you can't draw it, you can't build it, and that one principle is the foundation of why prefabrication changes everything on a project site. In this episode, Jason Schroeder breaks down why prefabricating as much as possible is one of the most powerful moves a project team can make, from protecting workers by creating safer and more stable environments to finding coordination problems before they ever impact the work in the field. This is a challenge to stop tolerating stick-built as the default and start treating prefabrication as the standard. What you'll learn in this episode: Why the two non-negotiable reasons to prefabricate are worker safety and early problem detection through coordination How to use BIM coordination, typical prefab, advanced prefabrication and room kitting as a layered system on your project Why the rule should be that everything is prefabricated and stick-built work is by permission only How prefabrication enables Takt to move faster by turning field assembly into a predictable, flow-driven process like putting Legos together Why thinking outside the box on prefabrication, even when it looks counterintuitive, consistently produces fewer defects and shorter schedules When you prefabricate as much as possible, you are not just improving production; you are protecting the people doing the work. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

You cannot expect workers to perform at a high level when the environment sends them the message every single day that they are not respected. In this episode, Jason Schroeder lays out exactly what it takes to win over the workforce, from remarkable bathrooms and lunchrooms to morning worker huddles, monthly barbecues and clean organized sites. This is not a soft topic; it is a direct challenge to treat the people building your project the way you would want to be treated. What you'll learn in this episode: Why winning over the workforce is one of the first things a superintendent must do when a team comes together on site The specific physical conditions every project site must provide before a superintendent has the right to complain about worker performance How morning worker huddles build a social group, create proximity and dramatically increase worker buy-in across the entire project Why clean bathrooms, good parking and smoking areas are not perks but foundational expressions of respect for people How creating an environment of reciprocity unlocks the hearts and minds of hundreds of workers and makes every other lean system on site more effective When you genuinely take care of your people, they will take care of your project. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

A project team that is running in energy debt will struggle no matter how good the system is, and most teams never stop to realize that is exactly what is happening. In this episode, Jason Schroeder breaks down what it actually takes to build a high performance project management team, from personal organization systems and time blocking to team health grading and the meeting structures that create real capacity. This is the foundation that every other lean system on your project depends on. What you'll learn in this episode: What organizational energy debt is, why it silently kills project teams and how to get out of the red How personal organization systems, clarity documents and time blocking create the individual capacity that teams need to function What a healthy team meeting structure looks like across all levels from the team weekly tactical to the morning worker huddle Why grading team health monthly is one of the most important leading indicators on any project site How fun, coverage systems and intentional culture directly increase productivity and continuous improvement capacity You build your people first, and those people will build great things. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Orientation is not a box to check; it is one of the most powerful opportunities a superintendent has to win over the workforce before a single tool is picked up. In this episode, Jason Schroeder walks through what a remarkable orientation program actually looks like, why the superintendent owns it, and why sympathy-voting workers through without real comprehension puts families at risk. This is a direct challenge to raise the standard and treat orientation as the first critical investment in your project team. What you'll learn in this episode: Why orientation is the superintendent's responsibility and how it connects directly to the entire integrated production control system What a remarkable orientation includes, from testing and translation to personal walkdowns with the project superintendent Why self-perform workers and foremen deserve their own dedicated orientation experience separate from the general site orientation How longer, more intentional orientations directly reduce recordable injury rates on project sites What world-class companies like Toyota, Lexus and leading construction firms are doing with orientation that the industry needs to adopt Every worker that comes through your gate is a captive audience, and how well you orient them is one of the clearest signals of the standard you intend to hold. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Your interaction spaces are either setting your team up to win or silently working against them. In this episode, Jason Schroeder breaks down how to intentionally design every environment on your project site, from the office trailer to the worker huddle area to the site fence line, so that communication flows, teams collaborate, and every space sends the right signal about the standard of excellence you expect. If everything on your job site doesn't bring you joy, this episode is your challenge to fix it. What you'll learn in this episode: Why your office trailer layout is one of the most powerful communication tools on your project and how to design it intentionally How open office spaces, production pods and visual wall systems work together to increase team throughput The specific interaction spaces every project site should have, from orientation stations to worker huddle areas to delivery inspection decks Why the condition of your fence line, traffic control and bathrooms sets the mental standard for how workers treat the entire site How proximity, intentional communication patterns and remarkable environments are the foundation of a high-functioning project team Everything on your job site should bring you joy, and if it does not, that is a signal worth paying attention to. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Amateurs study tactics, armchair generals study strategy, but professionals study logistics, and that one principle explains why so many projects with good plans still fail in the field. In this episode, Jason Schroeder breaks down what a self-sustaining logistics system actually looks like on a construction site, from deputizing the crane, hoist and forklift operators to implementing zero tolerance for staging, cleanliness and material flow. If logistics are not locked in, no other system on your project will perform the way it was designed to. What you'll learn in this episode: Why logistics is the foundational layer that either supports or undermines every other system on the project site How to deputize your crane, hoist and forklift operators to become self-sustaining enforcers of your logistical standards The eleven logistical rules every project site should post, practice and hold to with zero tolerance How a daily GroupMe correction system keeps your logistics carpenters and laborers accountable and moving in the right direction Why just-in-time deliveries by Takt zone are impossible without a stable, visual and actively maintained logistics system underneath them You cannot win with Takt planning, Last Planner or any other production system unless your logistics are locked in and self-sustaining. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

A well-designed meeting system does not steal your time; it gives it back by replacing fire-fighting with flow. In this episode, Jason Schroeder walks through the complete meeting system within the integrated production control system, from the team weekly tactical all the way to the crew preparation huddle, and explains exactly how each meeting scales communication further down the line until workers understand the plan as fully as possible. This is the difference between a project where the superintendent runs around telling people what to do and one where the whole system runs itself. What you'll learn in this episode: The full meeting system sequence and who belongs in each meeting, from the strategic planning and procurement meeting to the daily team huddle Why scaling communication all the way to the worker level can push plan understanding from 50% to 75% and what that means for production How Takt planning and the weekly work plan work together to make foreman huddles about roadblock removal instead of just status updates Why active visual information on the wall is the foundation of every effective meeting and what separates it from passive data buried in software How a remarkable meeting system creates the blank space that gives superintendents and project managers time for continuous improvement, career growth and leadership When your meetings are focused, visual and built to remove roadblocks, that is when stability becomes a culture. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

If your trade partners can't commit in the Last Planner meeting because their materials aren't there, the problem isn't the trade partner; it's the procurement system behind them. In this episode, Jason Schroeder makes a bold and necessary case for why superintendents own procurement, why Takt planning is the only path to true just-in-time deliveries, and what a fanatical weekly procurement meeting actually looks like. This is a field-level challenge to stop letting supply chains silently derail your project. What you'll learn in this episode: Why superintendents own procurement and cannot delegate it, just like safety and quality How Takt planning is the only scheduling method that makes just-in-time deliveries truly possible The six most common procurement failures Jason finds when auditing projects across the country What a weekly superintendent-led procurement meeting looks like and why it changes everything How stabilizing your supply chain is one of the most critical steps in the entire integrated production control system If the materials aren't there, nothing else on the project moves forward, and that supply chain is the superintendent's responsibility to own. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

A quality program only works when it lives in the bones of your team, not buried in a spreadsheet. In this episode, Jason Schroeder breaks down what an effective quality program actually looks like on a project site, drawing from real examples at two remarkable lean construction projects. This is a practical, field-grounded challenge to stop letting quality be a passive system and start making it the active heartbeat of your team meeting. What you'll learn in this episode: How a point of release chart transforms quality from a forgotten checklist into the driving force of your weekly team meeting Why visual feature of work boards are the key to foremen and workers truly understanding what needs to be built How fanatical quality leads directly to fanatical safety, better flow and ultimately a more profitable project Why implementation fails without continuous training and accountability, and how to nourish the seed until it grows What two real project sites are doing right now that proves remarkable quality at scale is achievable Quality is not a process you run occasionally; it is a way of life you build into your team until it is in their bones. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason continues the Integrated Production Control System series with daily issue correction, recording from the Rattlehog at 3:49 AM on day three of Super Boot Camp, heading to project tours. Every project needs a daily correction system to outpace entropy (the natural decay and chaos of construction projects). The system: two communication channels using GroupMe or WhatsApp, one for foreman, one for GC carpenters/logistics. Superintendents should do three things daily: read drawings 30 minutes, be in schedule 30 minutes, reflection walk. When you see issues during walks, take pictures/videos and text to the right person immediately. Projects from $5M to $80M will have at least 10-15 items per day that need correction. This helps everyone "see like you see", raises set point for cleanliness, safety, organization. After about two months, foremen start texting each other corrections without GC needing to chime in. Each item needs: picture/video, person/company to fix, location, definition of done. The feedback loop locks in when foremen send back pictures of corrected items. This daily correction system enables roadblock removal, zero tolerance, grading contractors, and continuous improvement. What you'll learn in this episode: Why entropy (natural decay/chaos) will overtake your project if you don't outpace it with daily correction—second law of thermodynamics applies to construction The two-channel texting system: GroupMe or WhatsApp for foreman and another for GC carpenters/logistics to communicate issues with pictures/videos How 10-15 daily corrections (pictures/videos) outpace entropy and raise everyone's set point to see cleanliness, safety, and organization like you see it Why you don't need Procore to track corrections when you walk the job three times per day and hold people accountable face-to-face within 24 hours The feedback loop that locks in the system: foremen send back pictures of corrected items, superintendent likes/comments, culture becomes self-sustaining after two months The prize goes to the team who can see and fix problems daily on the most addictive, practical, and relevant communication system. If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason continues the Integrated Production Control System series with roadblock removal—the primary focus of any project team. Recording from the "Rattle hog" with his kids, Jason explains why roadblock removal is the main job of PMs, supers, and executives. The system: Create visual roadblock maps where foreman and project management teams huddle daily, track number of roadblocks found, average time before impact to production, and average time from identification to resolution. Use the six-week make ready look ahead to identify work that's not ready and bring roadblocks to the surface. Collect roadblocks in afternoon foreman huddle and morning worker huddle, then bring to team daily huddle as first priority. Roadblock removal is a leading indicator system, PPC and other metrics are lagging indicators. The escalation analogy shows how to scale issues appropriately: handle at location level first, escalate to superintendent/PM if needed, call in executives only for critical roadblocks. When you become fanatical about this and make it a science, you clear the path for work and create flow. What you'll learn in this episode: Why roadblock removal is the main job of PMs, supers, and executives—not just a side task The visual roadblock tracking system: what to track (number of roadblocks, time before impact, time to resolution) and where to huddle daily How commitment surfaces roadblocks: trades won't identify issues until they're committed to Takt plans, Last Planner weekly work plans, or visual schedules The escalation framework: handle at location level → escalate to superintendent/PM → call in executives for critical roadblocks (like cartel hierarchy analogy) Why roadblock removal is a leading indicator while PPC and performance metrics are lagging indicators If a project manager or super asks what's their main job: roadblock removal, baby. If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason continues the Integrated Production Control System series with continuous improvement, the most difficult but most important element. The BSRL story shows what's possible: gave everyone 5S and eight waste cards, reviewed daily in morning worker huddle, got 160 lean improvement videos (could have been 600-800 with better implementation). The system requires everyone to learn the eight wastes by memory, 5S/3S every day to see problems, afternoon foreman huddles that coordinate AND create flow, and a feedback loop that works on a daily basis so crews know exactly what they need to do to win more the next day. What you'll learn in this episode: Why everyone on site must memorize the eight wastes and how they work as a system The afternoon foreman huddle structure: coordination for 15-30 minutes, then quiet one-on-one sessions with superintendent to plan next day's production and improvements How to track interruptions (the "in betweens") and connect missed production to the eight wastes with before/after lean improvement videos Why current condition fails: we focus on commitments benefiting GC, not actual coordination/changing actions that improve production and remove roadblocks Felipe Engineer's principle: if you're implementing Last Planner or Takt and not picking up time, you're not doing it right Until you have a continuous improvement system on site with your crews, you won't make the massive production improvements you could be making. If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Are you sure everyone will elevate on your project site to the needed standards for continuous improvement? In this Integrated Production Control System series episode on accountability, Jason unpacks the contractor grading system and why continuous improvement can only happen in stable environments. You'll learn the BSRL research lab story (graded all contractors with non-subjective criteria like foreman on time to huddles, deliveries on time, areas clean, everyone except electrician started C/D/F, all raised to A/B grades, owner's VP said "project felt like going to Disneyland"), why clear is kind and unclear is unkind, the Psycho-Cybernetics story about self-image and mental set points, why you need to stop playing "buddy buddy" or "savior" with trade partners (they need connection, relevance, measurement, not favors), the Bowl concept (grading system becomes the bowl so everyone addresses the problem instead of you using emotional currency), and why if you don't think it's good to hold others accountable, you're probably not accountable yourself. What you'll learn in this episode: Continuous improvement requires stable environments: Definition of lean—(1) respect for people/resources, (2) stable environments with flow that bring problems to surface, (3) total participation through visual systems, (4) continuous improvement and fanatical quality; can't have continuous improvement without total participation, can't have total participation without stable environments, can't have stable environments without respect for people BSRL contractor grading story: Graded all contractors with non-subjective criteria (foreman on time to huddles, making commitments, deliveries on time, areas clean/organized, crews have quality info, weekly safety reports); everyone except electrician was C/D/F when started grading, all contractors raised to A/B grades (one came from F to C), owner's VP said "coming to my project was like going to Disneyland" Cannot implement great system without grading: "If you do not implement a grading system, you will not achieve the results you want. I would rather you not tell people you're using the integrated production control system unless you're using a form of grading. You cannot implement a great system if you don't grade your contractors." Everyone wants clear expectations: Nobody wants you to fail, they're testing to see if your leadership is real; when people badmouth you and tear you down, they're waiting to see if you fall; eventually they'll say "thank you for staying strong, I wanted to believe in strong leaders"; need higher mental set points, imagine the project you want and the leader who'll get it there, then become that leader Stop playing savior with trade partners: Don't play "buddy buddy" or do favors expecting favors back; trade partners need connection (real human level), relevance (how they're relevant to project), and measurement (see what winning looks like), not savior relationship that doesn't get sustainable results "The grading system becomes your bowl. Everybody's looking at the grading and they're not looking at you. When you don't have a grading system, you're using your own emotional currency to influence people to perform. That takes a lot of effort and mental and emotional strain. Why not get that disassociated from you and associated with team goals so everybody can mutually hold themselves accountable?" If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Are you creating a feedback loop at your most critical point in the system? In this Integrated Production Control System series episode, Jason unpacks how to create a continuous improvement system with daily feedback loops. You'll learn the BSRL research lab story (gave everyone 8 waste cards, reviewed daily in morning worker huddles, got 160 lean improvement videos, could have gotten 600-800), why everyone must memorize the 8 wastes by heart, the afternoon foreman huddle system (turn in daily reports, coordinate to reduce 8 wastes next day, quiet 1-on-1 sessions for target production and improvements), morning worker huddles with training on improvements from yesterday, the $200-$500 reward for reciting the 8 wastes by memory, and why we're focused on commitments that benefit the GC instead of actual coordination that improves production and removes roadblocks. What you'll learn in this episode: Everyone must memorize 8 wastes: Give cards, review daily, post signs, give substantial rewards ($200-$500 gift card) if they can recite by memory and explain why they're created; cannot underestimate this, people don't know what they should/shouldn't be doing if they don't know 8 wastes Afternoon foreman huddle system: First 15-30 minutes, turn in daily reports, coordinate on plan for next day, discuss what held them up, collectively ask "How can we create more flow for each other?"; Next 30 minutes, quiet session where superintendent works 1-on-1 with each foreman on target production for next day, improvements to make, things to teach crews Morning worker huddles: Training on how to change and improve from yesterday; each crew needs to know WHY they weren't winning, discuss how to win tomorrow, record video with improvement based on lean principles Daily feedback loop: Gather videos daily when crews don't meet production, deploy morning training to correct it with daily feedback loop working on daily basis Current condition vs challenge: We only focus on commitments that benefit GC, not actual coordination/changing actions/beliefs that improve production and remove roadblocks; we focus too much on task dates, not making work ready in flow and removing waste ahead of flow; Huddles should coordinate BUT also create flow, every foreman should know exactly what they'll do to win more the next day "If you're implementing Last Planner or Takt and you're not picking up time, then we're not doing it right. We need to be improving not only crew efficiency but more importantly flow efficiency of everything we're doing, picking up time and getting it faster to the customer. Every day foreman should see what's going on, correct that, and plan the next day." If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Are you on the same page about lean beliefs? In this foundational episode before the Integrated Production Control System series, Jason delivers a comprehensive overview of the lean beliefs and concepts every construction team must understand. You'll learn why flow is the single most important condition we strive for, the difference between resource efficiency and flow efficiency (attach people to work, not work to people), the three types of buffers required for Takt planning (material, capacity, time), why overproduction and excess inventory are the mother and father of all wastes, the definition of lean in construction (respect for people/resources, stable environments with flow that see/fix problems, total participation with visual systems, continuous improvement and fanatical quality), and the 14 principles of the Toyota Way applied to construction. What you'll learn in this episode: Flow is everything: Single most important condition, path to increasing profits, employee satisfaction, customer delight, reduced durations; work on increasing and seeing flow every day Resource constraints are a gift: Lack of workers/materials forces us to respect people and resources like Japan (island, pay workers 54x China, rice culture); companies that don't start lean journey will fail with inflation and trained worker shortage The 3 buffers required for Takt: Material buffers (inventory just ahead of work, not excessive), capacity buffers (never plan 100% utilization, things break down), time buffers (1.5-5% contingency like financial); if you don't have visual schedule + crew/work flow + buffers + stabilized pace/one-piece flow/limited WIP, you don't have a Takt plan The 8 wastes: Overproduction and excess inventory are mother/father of all other wastes (transportation, motion, defects, overprocessing, waiting, not using team wisdom); when you overproduce you have inventory that needs transport creating motion, distraction creates defects, defects need fixing (overprocessing) creating waiting Definition of lean in construction: (1) Respect for people and resources, (2) Stable environments with flow in culture that sees and fixes problems, (3) Total participation with visual systems, (4) Continuous improvement and fanatical quality "About half the construction industry has these concepts wrong and are using them wrong—that's where most of our waste and lost productivity and financial losses are coming from. We have to believe the right things to act the right way. Usually if somebody isn't acting the right way, it's because they believe something that is causing them to do so." If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Are you focused too much on resource efficiency when you need to focus on flow efficiency? In this final episode of the flow series, Jason unpacks the critical difference between optimizing individual resources (keeping equipment and people busy) versus optimizing the entire system (getting work to customer in shortest time with highest quality). You'll learn the Japanese principle ("Do not attach work to people, attach people to work"), why US manufacturing overproduces to keep tools busy while Japan produces only what's ordered just-in-time, The Goal book example (equipment at full individual efficiency creating bottlenecks from overproduction), the submittal process problem (batching through siloed departments vs one-piece flow to worker), and why everything should flow to the worker, not be leveled within individual departments. What you'll learn in this episode: Resource vs flow efficiency: Resource efficiency = optimizing individual resources (keeping them busy); Flow efficiency = optimizing entire system (work to customer in shortest time with highest quality); Takt planning lets you see and optimize both, but always prioritize flow efficiency Japanese principle: "Do not attach work to people, attach people to work", don't attach work to resources to make them busy, attach resources to work you want to flow from start to finish Manufacturing examples: US overproduces to keep factory tools busy (creates inventory, defects, motion, transportation, overprocessing, waiting); Japan produces only what's ordered (375 cars → make 400-450 just-in-time, then switch tools for next order) Submittal flow example: Trade partners batch all submittals at once → GC batches review → architect reviews when convenient → supplier queues by their efficiency = individual siloed companies optimizing themselves, causing inordinate waiting; Instead: send one submittal package at a time (central plant, then floors), swarm submittals with PM help, invite architect to tabletop review = flow to worker Everything flows to worker: Focus on new work starting in 2-6 week window (why Last Planner's 6-week look-ahead and weekly work plans work); manage flow of layout/information/quality/safety/materials/workers/equipment to starting scopes, then nail the handoffs "Everything should flow to the worker. Stop worrying about 'Is that loader busy? Is that blade busy?' Look at: Is work flowing from one end to the other as quickly as possible? Stop worrying about optimal individual crew efficiency even if you bury other people. Ask: How can I work in sequence to optimize the whole flow of the entire project?" If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Are you more confident in working overtime than you should be? In this episode, Jason unpacks the truth about overtime based on a Construction Industry Cost Effectiveness Task Force report from November 1980. You'll learn why overtime disrupts the local economy and reduces productivity (60+ hours/week for 2+ months delays completion beyond what 40-hour weeks could achieve with same crew), the productivity decline timeline (starts immediately, recovers briefly, then steady decline, at week 6 working 60 hours you're at 75% capacity, week 12 at 62% capacity), why light work takes 3 hours to produce 2 additional hours of output and heavy work takes 2 hours to produce 1 hour, the auction atmosphere created when one project goes to overtime, and why the return on investment disappears after 6-9 weeks depending on hours worked. What you'll learn in this episode: Overtime extends projects: 60+ hours/week for 2+ months causes decreased productivity that delays completion beyond what could have been realized with same crew size on 40-hour week; disrupts economy, magnifies labor shortage, creates excessive inflation without benefit to schedule Productivity decline is brutal: Light work, takes 3 hours to produce 2 additional hours output; Heavy work—takes 2 hours to produce 1 hour additional output; 8-hour day = 120 pieces/hour, 9-hour day = 100 pieces/hour Timeline of decline: Productivity drops initially, recovers by end of week 1, holds 2-3 weeks, declines next 2-3 weeks, further drop at 5-6 weeks, hits low point at 9-12 weeks; Working 50 hours/week: Week 6 at 85% capacity, Week 12 at 72%; Working 60 hours/week: Week 6 at 75%, Week 12 at 62% Auction atmosphere: When one project goes to overtime, other projects go to overtime to hold labor creating bidding process; local labor supply constant but additional capacity of transient workers offset by reduced productivity of all workers on overtime Return on investment disappears: 60+ hours/week = no ROI after 6 weeks, 50-60 hours/week = 7.5 weeks, 40+ hours/week = 9 weeks; at 65 hours/week you pay twice as much per unit hour; all negative conditions still happen within those weeks "The current condition is we throw money and manpower at things to try and fix them. All of the negative adverse conditions still happen. After 9 weeks there is no return on investment even from a productivity or completion standpoint. When we increase manpower and overtime, it increases costs, safety issues, fatigue, and in most cases we're extending the overall project duration." If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

What do construction professionals need to understand when it comes to their children? In this special episode recorded in the truck, Jason sits down with his 16-year-old daughter Effie Schroeder for an unscripted conversation about raising remarkable children in the construction industry. You'll learn Effie's advice to construction parents (listen, watch for problems, maximize moments, one meaningful moment worth an hour of meaningless time), the study showing children's connection to family culture depends on whether dad is approachable, why you shouldn't overthink parenting (kids love their parents deep down, want to hear about work), examples of involving kids in construction (slip sheeting drawings, posting RFIs, cleaning trailers, job walks, boot camps), and how making construction family-friendly preserves families and elevates the industry. What you'll learn in this episode: Listen and watch: Be attentive, know your kid, know when they need to talk (especially mental health), if you're not there listening, that could really hurt them; also kick their butt when they need it Maximize moments over hours: Never going to have as much time as you want, so focus on making moments meaningful, one meaningful moment worth an hour of meaningless time; reconnect intentionally after trips (connection goes away when you're gone) Don't overthink it: Deep down kids love their parents, they want to hear about funny things at work, cool new techniques; don't stress or everyone gets stressed Be approachable: Study shows children stay connected to family culture/traditions based on how approachable the father is; being loving but firm shapes kids to be better Involve kids in construction: Take them to job sites (Effie excited to wear PPE at age 8-9, felt "so swag" walking through store in hard hat), have them help (slip sheeting, posting RFIs, cleaning trailer, job walks, boot camps), make construction family-friendly and inclusive so you can invite your children to work "Don't overthink it. Kids love their parents. They want to hear about the funny thing that happened at work or this cool new technique you learned. Love your kid. Love yourself. If you bring them into your work, they'll start to take ownership of that, be proud of that, be proud of you, and it works for everyone." If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Are you finishing as you go? In this final episode of the flow series, Jason unpacks why finishing as you go creates flow and reduces waste. You'll learn the banner quote ("Cleanliness, organization, and right sizing of inventory buffers are a project's best indicator of health and stability. Plan it first, build it right, finish as you go"), the California hospital wall-framing example (frame walls, do overhead MEP, bring branch lines down into walls as they go, finish as you go even if walls are in the way), examples across all trades (concrete patching immediately after stripping, grading building pad AND perimeter at same time, completing as-builts when utilities are installed), the Japanese manufacturing principle (switch tools in 5 minutes to produce only what's ordered vs US overproduction), and how finishing as you go reduces your footprint and allows teams to focus on smaller critical areas. What you'll learn in this episode: The banner principle: "Cleanliness, organization, and right sizing of inventory buffers are a project's best indicator of health and stability. Plan it first, build it right, finish as you go", put this on every project opening/door Finish areas as you move: California hospital example, frame walls, install overhead, bring branch lines down into walls as they go (walls may be in the way but waste of coming back multiple times is greater) QC/punch/clean as you go: Don't leave work without inspecting it; pull gang boxes/materials/greenies out; clean and turn over areas 100% complete Specific examples: Concrete, patch tie holes and clean cream immediately after stripping; Civil, grade building pad AND perimeter to stabilize for rain (don't come back); Underground utilities, camera lines and complete as-builts immediately Japanese vs US manufacturing: Japan switches tools in 5 minutes to produce only what's ordered (375 Tacomas then switch to Camrys); US overproduces for economies of scale creating waste; Construction application—have two tool carts so crew can finish area without coming back for different scope "When you finish as you go, you reduce work in progress, reduce operating area, allow team to focus on smaller critical areas, keep trades balanced and healthy, minimize waste/uncleanliness/trade damage/motion. You reduce your footprint in the building. This is a true principle, it will always be true and will make us a ton of money if we adhere to it." If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Do you have too many things going on on your project at one time? Should you limit your work in progress? In this flow series episode, Jason unpacks why one-piece flow and limiting work in progress make you a ton of money, even though most superintendents resist these concepts. You'll learn the Tucson project recovery story (sent everyone home, got a plan, brought them back one by one in flow order), the envelope game demonstration (one-piece flow wins every time even though batching looks busier), examples of one-piece flow in construction and office work, the three types of buffers (inventory, capacity, time), why overproduction and excess inventory are the mother and father of all wastes, and when it's okay to get ahead vs when it's damaging. What you'll learn in this episode: One-piece flow beats batching: Envelope game proves it every time, fold/stuff/lick/stamp one envelope completely vs batching all folding/all stuffing looks busier but takes longer; same principle on projects Site work in phases not all at once: Don't grade 500 acres and maintain it, bring out less equipment, better trained operators, work out ahead in one-piece flow; compare costs before claiming "we have to do it all at once" Three buffers you need: Inventory buffers (bar joist early if scarce, drywall 1-2 days if reliable), capacity buffers (mental capacity to plan/prevent roadblocks), time buffers Overproduction creates all wastes: Overproduction and excess inventory are mother/father of all other wastes (transportation, motion, defects, over processing, waiting), we lose money in the in-betweens not when crews are working When overproducing is damaging: Can get rained on, have to maintain, weather sensitive, can get damaged, brings team out of balance and disallows proactive roadblock removal; early foundations okay (low risk, one contractor) vs interiors with 20 contractors (high risk) "When a superintendent dispatches a trade partner into an area too soon, they stretch supervision, lose production, have less materials, more chaos, more quality problems, more materials in the way, costs go up, profits go down, using more unqualified people, everyone sandbags, areas get damaged sitting empty, team isn't focused on planning or removing roadblocks. That superintendent just created so much variation it's hard to recover from." If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Do you want a better way to manage your exterior? In this episode, Jason unpacks how to plan and execute building exteriors like a pro. You'll learn the Blue Beam exterior tracking system from DPR's Banner Good Samaritan Tower (polygons with status and colors matching the Takt plan showing daily updates and roadblocks), why exteriors are like site work (spatial/interface/rhythm management), how to do an exterior flow analysis (break into Takt zones, schedule Takt trains, plug in constraints, identify flow, it's all about interfaces not production), the critical steps from design development through testing, and the one rule that will save your project: never fail an exterior water test with your owner. What you'll learn in this episode: Exterior flow analysis is everything: Break exterior into production areas/Takt zones by types/scopes/interfaces, schedule Takt train, plug in constraints, pick bottleneck trades, do flow analysis, then align procurement with that sequence or you're in trouble Start in design development: Bring trade partners on early, start procurement ASAP, plan 8-9 months for curtain wall, do mock-ups at Field Verified location early (performance/design mockups not just assembly, 10% of cost), start bi-weekly coordination meetings Points of release management: Schedule every point of release as Outlook meeting (dye release, glass release, shop fabrication start, field measurements), show up Monday and call to confirm it happened Get drawings from trade partners: Field measurements vs standard dimensions, unitized vs stick-built, lead times written on drawings (8 weeks, 6 weeks, 20 weeks), transitions/constraints, staging/logistics—all the data to plan/schedule/manage Never fail owner testing: Pre-test yourself first with Field Verified or similar, pay extra money to test before owner sees it (unlean but necessary)—buildings leak at intersection of contracts AND at fluctuation of crews, need flow and consistent crews "Do not ever fail an exterior water test with your owner. Ever. As soon as you fail a test, they're like 'The whole thing is wrong.' I once failed some tests and they made me test every stinking window on the building. Do not lose their trust. Pre-test yourself first, pay extra money if you have to. That waste is a million times more tolerable than losing the owner's trust." If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Are you absolutely crazy, weird, over-the-top, fanatical, and creepy about roadblock removal? In this flow series episode, Jason unpacks why roadblock removal is the #1 priority, not PPC, not production tracking, not CPM. You'll learn the General Patton donkey story (shoots donkeys blocking the bridge to clear the path), the cow catcher and boat wake analogies, why PPC is a lagging indicator and roadblock removal is a leading indicator, the Duck Hunt game principle (bring roadblocks to the surface so you can shoot them), why "whiny" trade partners are actually angels giving you the key to success, and the systems to implement fanatical roadblock removal. What you'll learn in this episode: Flow is everything: Everything in lean leads to flow, "Plan it first, build it right, finish as you go"—precon, coordination, cleanliness, organization all create flow Roadblock removal > PPC: Stop tracking percent plan complete (lagging indicator), track roadblocks removed, time to resolve, how far out you're seeing them (leading indicators) Commitment brings problems to surface: Like proposing marriage vs dating, once you commit people with Takt planning, they raise their hand with roadblocks (this is GOOD) Whiny trades are angels: That electrician constantly complaining? Thank God for them, they're giving you the key to success, telling you exactly what to remove Systems and behaviors: Afternoon foreman huddle → morning worker huddle → team huddle with PM for fanatical roadblock removal; make it your #1 priority (RR underwear, bumper stickers, name your son Roadblock) "Your whiny electrician foreman that constantly tells you what's wrong? That's your angel. He just gave you the key to the universe. Get rid of their problems. Once you commit them, they will tell you what their problems are, then it's just like Duck Hunt." If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Do you know the best way to make your numbers? In this episode, Jason unpacks the biggest secret in construction: we don't lose money when crews are working—we lose it in the transitions. You'll learn why the bottom 25% of workers are more productive than average bid units when actually working, why focusing on production units is the wrong game, the whiteboard circles-and-lines visual (circles = productive work, lines = transitions where we lose money), and the four solutions to create flow: plan with Takt (not CPM), limit work in progress, fanatically prevent roadblocks, and finish as you go. What you'll learn in this episode: The secret: We lose money in the transitions/in-betweens, not when crews are in flow, focus on interruptions, roadblocks, sequence changes, not production units The wrong focus: Telling crews "make production" focuses their minds on the circles (when working), but we win in the timeouts and transitions, not when playing Unskilled workers myth: Bottom 25% still beat production rates when environment is ready, you make money by removing roadblocks, not complaining about skills Four flow solutions: (1) Plan with Takt not CPM to stack sequences with consistent crew sizes, (2) limit work in progress (overproduction is mother of all wastes), (3) prevent roadblocks fanatically, (4) finish as you go The comparison: Flow project = 20 weeks, 248 people, $1.6M saved vs non-flow = 24-36 weeks, 380 people, inflated costs, you gain 11% fee and 40% schedule by focusing on transitions "You will not make money by focusing on when the crew is working. You will make it by focusing on transitions, did you change sequence? Were areas ready? Did roadblocks hold up work? That's where we lose money." If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Do you want a secret to scaling excellence? In this episode, Jason unpacks the concept of anchor projects, putting your best people on your best projects with the best circumstances to create a visible standard of excellence that scales throughout your company. You'll learn the difference between craft production and production control systems, the getting started syndrome (waste from starting projects too early), why continuous learning beats the "tenure" mentality, and how anchor projects allow people to actually see what excellence looks like instead of just hearing about it in concept. What you'll learn in this episode: Continuous learning: The last day on earth you should still be learning, no such thing as "tenure" superintendent, you earn your paycheck every day Craft production vs production control system: With fewer skilled craftsmen, we need systems, prefabrication, and consistent results like car manufacturers Getting started syndrome: Starting projects before materials arrive creates waste, erosion control, supervision, security costs $5K-$30K/month for nothing Anchor projects: Take your best people, best owner, best contract, best trade partners, best budget, put them together and take it to the next level Challenge: Create visible examples people can tour weekly/monthly so they see what lean/IPD/Takt looks like, not just hear concepts The current condition is we're attempting to scale in environments where people can't see what we're talking about. "Let me go see what you're talking about." "Well, we don't have it up and running yet." That's very difficult to scale. If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason addresses setting realistic deadlines using content from Jim Collins' Beyond Entrepreneurship 2.0. Humans are horrible at estimating time and can be four times off in early design phases. Contractors often undercut budgets and durations by 15 to 20 percent forcing crash landing management style. Main focus is estimating effort not time, using Takt planning for accurate predictions, and building culture where missing deadlines is not an option. What you'll learn in this episode: Humans horrible at time estimation: Traditional project estimation error shows four times wrong in feasibility phase Estimate effort not time: Planning poker shows 25 percent error estimating effort vs much worse with time Takt plan better than CPM: Schematic design Takt estimating effort and flow beats CPM after finished design Jim Collins deadline story: Contractor moved from October 31 to March 31 at 5pm, hit deadline with 15 minutes to spare Culture of discipline on deadlines: Zero tolerance for missing, only two acceptable ways to miss Realistic deadlines required: Can't hold people accountable to unrealistic dates, they sacrifice families to meet them Deadlines stimulate progress but only if they are commitments, if everyone knows deadlines will slip then you have no deadlines. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason discusses asking for what you need based on Chris Voss's Never Split the Difference and Brendan Burchard's High Performance Habits. Most people say yes more than you think, with 80 percent success rate when asking for legitimate needs the first time. Main focus is understanding three types of yeses and avoiding the second yes problem when contractors lack proper planning and ask owners repeatedly for schedule and budget changes. What you'll learn in this episode: First and second yes principle: 80 percent get yes first time, second yes angers people when asking again Three types of yeses: Counterfeit yes plans to say no, confirmation yes is simple affirmation, commitment yes leads to action Get to no first: Start with nos to clarify what won't work, then commitment yes is more likely real Takt planning prevents second yes: Have clarity on budget and schedule first time, not schematic 11 months then CD 13 months Know what the is is: Make everything visual, show data and schedule, be factual not guessing Ask for what's needed: Stop leaving good decisions on the table, ask for right team budget schedule change orders Studies show people say yes to things actually needed, stop being afraid to ask for what protects workers and preserves families. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason shares mind-blowing lean concepts from Nicholas Modig's YouTube video "This is Lean Management" that changed his perspective on continuous improvement and quality. He uses airport toilets as proof construction does not continuously improve, highlighting how primitive our standards remain after 100 years. Main focus is quality must be built in at source and treating every day like day one with fanatical continuous improvement culture. What you'll learn in this episode: Are we lean? Hard to say because I wasn't here yesterday, lean is continuous improvement today vs yesterday Treat every day like day one: Quality and continuous improvement must be core rock solid belief system Stop, call, wait: Lexus plant workers trained for month on what to do when problem occurs Start with one crew experiment: Create anchor project to train and brainwash quality culture at source Check work before moving on: Crews notice defects, fix before moving, know what bugs them and eliminate waste Construction doesn't know quality yet: Need to experiment with companies ready for total participation and visual systems Joy is in the journey not just destination, if you have a crew ready to partner on quality and continuous improvement reach out. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason uses the metaphor of keeping a horse's head up on steep mountain trails to explain how to recover troubled projects and keep teams focused. Three key components are required: cohesive multiplier leadership, teams embracing five crucial behaviors, and strenuous but achievable performance goals. He shares three project recovery examples including removing leaders who prevented accountability and teams that became regional tour destinations after implementing Patrick Lencioni systems. What you'll learn in this episode: Three components for recovery: Cohesive multiplier leaders, five behaviors, strenuous performance goals PM and super must be united: Go to lunch twice weekly, get proximity, become friends or nothing else works Five crucial behaviors: Trust, healthy conflict, goal setting, accountability, performance in that order Focus on what teams can control: Keep eyes on contract work not uncontrollable change order volumes Sometimes leaders must be removed: Even on 200 million dollar projects if they prevent accountability Patrick Lencioni books turn teams around: Motive, Five Dysfunctions, Death by Meeting, Advantage provide vocabulary and systems If project team senses PM and superintendent are not cohesive nothing else will work, that relationship is foundation. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason interviews Dean Reed, DPR's former lean and IPD leader for 24 years and LCI 2020 Pioneer Award recipient. Dean introduced Jason to Takt planning and advanced last planner techniques. Main focus is creating lean culture rather than implementing lean systems, with emphasis on problem solving and understanding that lean is not about efficiency or working faster but about respect for people and making workers' lives better. What you'll learn in this episode: Create lean don't implement it: Don't go implement quality, go train and select people who create quality culture Spend 9/10 time understanding problem: Most people solve wrong problem by jumping to solutions too quickly Lean is not about efficiency or speed: Toyota doesn't focus on working faster, that is big misunderstanding Listen to frontline workers: They are closest to problem, most education makes you think you have solution Start with real meaningful problems: Pick problems carefully that make lives of people doing work better Respect for people comes naturally: Eastern thinkers have holistic view, Toyota doesn't even question it Executives want lean thinking it's about efficiency doing things faster, that is wrong, lean is about solving right problems. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason shares two game-changing observations: a cohesive group of senior superintendents operating as a wolf pack instead of lone wolves, and the concept of constraining time to drive effectiveness. He reads from Peter Kiewit's 1981 document on maintaining good health as essential for leadership. Main focus is reducing wasted hours and using freed time for continuous improvement and career advancement. What you'll learn in this episode: Wolf pack vs lone wolves: Supers who text, call, share solutions, have healthy conflict dominate Good health essential: Peter Kiewit says excess weight and lack of self-discipline limit effectiveness Constrain time to 55 hours: Use saved time for continuous improvement not more mundane work One-piece flow stops context switching: Do report immediately after visit, saves 30 to 60 minutes Stop unnecessary work: Eliminate reports nobody reads, 17 entry field forms, duplicate data transfers Leader standard work non-negotiable: Time block weekly, protect 20 percent that brings 80 percent return Working excessive hours masks ineffectiveness with wasted time, constraint forces hard questions about what advances you and company. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason outlines steps to improve company field operations while sharing podcast growth hitting 700 daily listeners and 50,000 total downloads. He addresses trade partners pulling workers from stable Takt projects to feed chaotic projects with excessive crews. Main focus is building strong field leadership through monthly meetings, training programs, and creating cohesive superintendent groups that share and collaborate. What you'll learn in this episode: Don't rob stable Takt projects: Trade partners pulling 3 workers from 15 person stable crew to add to 85 person chaotic project kills flow Monthly superintendent meetings critical: Get field leader input before decisions, create buy-in through participation Bi-monthly training flywheel: Craft, foreman, field engineer, superintendent training continuously running Home-grow superintendents: Craft progression program through field engineering path, not held hostage by industry hires General superintendent criteria: Must be humble fanatical learners and cultural fit, never promote stuck-in-ways leaders Turn lone wolves into wolf pack: Best super groups call each other, tour jobs, share advice openly Field representation must be on leadership team, if finances and marketing are represented but not your product that says something. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason addresses utilizing field engineers as superintendents' best support system. Superintendents plan and execute work while field engineers are builders who handle layout, quality control, safety, and production tracking. Contractors are incentivized to undercut costs upfront and pay for mistakes out of contingency rather than investing in field engineers. Jason argues spending 230k on field engineers prevents 280k in mistakes and black eyes. What you'll learn in this episode: Field engineers are builders: Superintendents plan and execute, field engineers do dirty work with foreman and craft Quality control frontline: Layout, production tracking, trend charts, high risk features of work, overhead sealing inspections Safety presence daily: Help with pretask plans, paperwork, build rapport with trades, brainwashed into right behaviors CM at risk incentive problem: Easier to negotiate contingency for mistakes than spend money upfront on field engineers Shortchanging extends duration and cost: Undercut project financially you spend more money, shorten duration you extend it Oakland on fire for field engineers: Great program, leads in each region, best boot camps and training right now If you try to shorten duration too much you increase duration, if you shortchange project financially you spend more money. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason interviews John Sladek and Jake Sladek from Rich Duncan Construction in Salem, Oregon while touring projects in Phoenix. They discuss scaling lean systems and last planner standardization across companies and projects. John shares his 10-7 board system with master schedule, roadblocks, milestones, PPC tracker, and TIMES reminders. Jake demonstrates how visual whiteboards work even on small remodel projects with client feedback showing organization matters more than cost. What you'll learn in this episode: 10-7 board system: Master schedule, roadblocks, milestones, PPC tracker, make ready planning boards TIMES acronym for reminders: Tools, Information, Materials, Manpower, Safety, Space to work at Visual whiteboards scale to any project size: Even $50k kitchen remodels benefit from schedule and checklists Client feedback on organization: Customers willing to pay more for visible organization and communication One-piece flow saves time: Mobile command center in vehicle completes reports before next job, saves 30 to 90 minutes Just start now: Get a mentor, customize systems to your company and circumstances Everything is fractal, lean principles and visual systems scale from small remodels to 250 million dollar projects. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason finishes the mega project implementation series with part two. Main theme is everything is fractal, smaller patterns repeat at larger scale which means methods for medium projects can scale to billion dollar mega projects. Jason breaks down team metrics, morning worker huddles, trade partner training challenges, and composite cleanup crews. He emphasizes breaking large projects into smaller functional areas with dedicated leadership. What you'll learn in this episode: Everything is fractal: Scale from small to large projects by breaking into functional segments Morning worker huddle non-negotiable: Even during COVID separate into smaller groups, no excuses No composite cleanup crews: If supers can't get trades to clean up themselves they can't do anything else Use runners for data collection: Senior super uses runners to gather status updates from field Train trade partners: Spend more time and be more intentional about team balance and coverage Break billion dollar projects into smaller areas: Assistant supers can make their segment remarkable Next week topic is what assistant superintendents can do for lean when project superintendent doesn't get it. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason addresses trade partners on how to survive working with bad general contractors. A trade partner VP told Jason to show him a superintendent who follows the principles in Elevating Construction Superintendents because they would bid on those projects. Main focus is controlling the flow and flowing within while holding GCs accountable. Jason argues CPM scheduling hides information which benefits owners and GCs at the expense of trades. What you'll learn in this episode: Control flow and flow within: Hold your GC accountable, always do right thing regardless of what people ask Don't go out of flow blindly: Have conversations before trade stacking or doing unsafe things GC requests Make flow visible: Don't let your flow be hidden, needs to be in everyone's face with data and dates CPM hides information: Benefits owner and GC when data is hidden, chaotic schedules shove risk onto trades Training is critical: Construction loses productivity every year, need 10 times more training than now Challenge: Measure of success is everybody wins, if you burned out contractor to finish you failed In United States nobody is incentivized to do the right thing, hidden information benefits owner and GC at expense of trades. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason interviews Brian Kaplan from Toronto, Canada, a residential construction expert and business coach with 21 years of experience. Brian started as a laborer and worked his way up to general manager. The main topic covers leveraging trade partner relationships for win-win-win outcomes by moving from transactional to relational approaches. What you'll learn in this episode: Alignment vs expectations: Use alignment language to get everyone paddling in same direction Move from transactional to relational: Construction is relationship based industry, not commodity transactions Opportunity to profit: Care about trade partners' financials, they need to pay employees and keep operations running Details matter: Clear RFPs and RFIs, bring trades in early to influence scope Trade days concept: Bring partners in before demo, they catch missed elements and code changes Challenge: Treat trade partners as true partners, stick up for people around you to drive project success We are only as strong as the people around us, whether employees, team members, or trade partners. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason argues there is no such thing as a critical path on well-planned projects. If a project has a critical path with zero float it already is set up for failure with no buffers or contingencies. CPM schedules hide whose fault delays are which benefits owners and GCs but hurts trade partners. In Europe owners have more contractual risk so they use Takt, in the United States everyone contracts out risk so CPM prefers to hide problems in chaos. What you'll learn in this episode: Critical path means failure: Zero float with no buffers already sets team up for crash landing and burnout CPM hides accountability: Nobody can prove whose fault delays are, owners and GCs can screw trades out of money Can't focus on critical path in chaos: Everything urgent, slammed left, random dates, can't actually focus anything Europe vs US incentives: Europe owners liable for project performance so use Takt, US contracts out all risk prefers CPM Takt shows problems in daylight: Immediately see what went wrong and whose fault, holds everyone accountable Trade partners add money to CPM bids: If you see critical path elevate risk profile immediately Projects should have at least 3 percent buffers not 100 percent efficiency, focus on flow of the entire system not critical path. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason shares feedback from an executive whose team succeeded by implementing podcast concepts. Website updates include leantakt.com, leansuperintendent.com, and leanfieldengineer.com. The main topic covers 41 destructive scheduling mistakes to avoid including falsifying data, dissolving logic, and failing to show real impacts. What you'll learn in this episode: Critical mistakes: Don't falsify data, don't dissolve logic, show real impacts in schedule Tell truth every time: One schedule shows truth, put every impact in Detail balance: Need detail for concrete, interiors, commissioning, site work Superintendents update own schedules: Do it weekly, don't delegate Get second set of eyes: Fresh eyes meetings before GMP Challenge: Follow good scheduling practice, get help with reviews Superintendents who update their own schedules weekly will win over those who delegate every time. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason interviews Brandon Montero about energy and high performance habits. High performance habits include seeking clarity, generating energy, raising necessity, increasing productivity, developing influence, and demonstrating courage. Brandon is excited about life itself, his amazing partner, the people he interacts with, and things on the horizon. Jason published the Elevating Construction Takt Planning book on audio for free and has a 68-page outline for the next superintendent book. The main topic is energy as the key to everything: movement, production, clean sites, and motivated teams. Brandon's challenge is to pave the way for energy with small steps like smiling, body language, and making personal connections. What you'll learn in this episode: High performance habits: Seeking clarity, generating energy, raising necessity, increasing productivity, developing influence, and demonstrating courage Energy is the foundation: No movement or production without energy, applies to workers, teams, and job sites Paving the way: Small steps like smiling, eye contact, and personal connections create energy Jason's research lab example: Trailer, parking lot, fence, bathrooms, lunch room, and entrance all brought joy Brandon's pink phone strategy: Pave the way with things or actions so you have to have a good day Challenge: What are you doing to pave the path for energy and happiness? What waypavers are you creating? No movement or production without energy. A worker with high energy produces more than a worker with low energy. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

This is Episode 250, the perfect way to close out with the final section of "Elevating Construction Takt Planning." Katie narrates this last chapter covering when the plan changes, building a Takt plan from software to zones to trains, Takt phases from proposal through execution, running different project phases (foundations, superstructure, exterior, interiors, site work), the complete meeting system (strategic planning, trade partner tactical, foreman huddle, worker huddle, crew preparation huddle), the integrated control system, using Takt with Scrum and Last Planner, company controls and procurement, KPIs, Takt reflections, and the conclusion. Flow is the single biggest consideration when it comes to lean, everything starts with flow. What you'll learn in this final section: Flow is everything: Flow allows us to reduce overproduction, material inventory, crew counts, and waste, without flow, nothing else matters in construction When the plan changes: Takt brings problems to the surface because it visually compels stability, problems are not a problem, thinking there are no problems is a problem Clean and steady (limpio e constante): The rally cry for the entire project site, plan it first, build it right, finish as you go instead of mad rush CPM world Building a Takt plan: Identify start/end dates, research drawings, identify Takt zones (10,000 sq ft standard in Phoenix hospitals), define Takt trains/wagons/work packages, break the system with fresh eyes meeting The integrated control system: Preparation (intentional preconstruction), lean in contracts, win over workforce, build PM team, orient people well, design interaction spaces, logistics systems, meeting system, procurement, quality program, roadblock removal, zero tolerance, grade contractors "Flow is the single biggest consideration when it comes to lean. We can go 5S, just-in-time deliveries, PDCA cycles, gemba, continuous improvement, they will never get us anywhere unless we have flow. Flow is everything in construction." If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw