Elevate Construction

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

Jason presents "The Concept" section from his book "Elevating Construction Takt Planning" (narrated by Katie Schroeder). Takt planning is a detailed one-page one-piece flow schedule focusing on throughput, bottlenecks, and creating flow. Core concept: Water bottle vortex demonstration, coordinated flow with space for roadblocks (air) to rise beats pushing water through alone. Train analogy replaces river of waste: Land surveying = determining Takt time, design = Takt plan, leveling track = operations, rails = prefabrication, cow catcher = roadblock removal, freight cars = Takt wagons, speed = Takt time, arrival sequence = throughput. Rhythm is key: "Slow is smooth, smooth is fast" becomes "Rhythm is smooth, smooth is fast." Industry comparison: Good (current CPM chaos), Better (CPM + Last Planner/Scrum), Best (Takt + Last Planner/Scrum via Integrated Control System). Takt rules: Hold dates, just-in-time deliveries, control Takt zones, remove roadblocks daily. Culture of Takt: Transparency, teamwork, collaboration. What supports Takt: Prefabrication, zero tolerance, clean environments, contractor grading. What you'll learn in this episode: Takt definition: One-page one-piece flow schedule focusing on throughput, bottlenecks, creating flow, taken from German word meaning rhythm/cycle time Water bottle vortex analogy: Coordinated flow with space for air (roadblocks) to rise empties in 5 seconds vs 11 seconds pushing alone Train analogy replaces river of waste: Railway system with cow catcher, level track, rails (prefabrication), freight cars (Takt wagons), speed (Takt time), throughput (arrival sequence) Rhythm is key: "Rhythm is smooth, smooth is fast", rushing takes longer than going at the right rate Integrated Control System (Best): Takt + Last Planner + Scrum with afternoon foreman huddles, morning worker huddles, crew prep huddles, workers see 75% of plan vs 50% with Last Planner alone Flow where you can, pull where you can't, push where you must. Takt is the way. 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 presents the fable section from his new book "Elevating Construction Takt Planning" (narrated by Katie Schroeder). Meet Olivia, the youngest director at Evergreen Construction, overseeing eight projects. Her $150M One Care Health hospital is struggling with safety incidents, declining morale, and slipping dates. Brad (superintendent) and Paul (PM) are experienced, but the project is unraveling. David (Elevate Construction consultant) joins to diagnose the problem. Key discoveries: Traffic analogy (Juan late to proposal), water bottle demonstration (Brad vs Juan, roadblocks slow flow), train analogy (Josie's toy trains clearing obstacles). The diagnosis: Not a people problem, it's a flow problem. The team implements Last Planner and Scrum but lacks a stable master schedule. CPM pushes too hard, creates chaos. Solution: Takt planning creates rhythm, stability, and predictable supply chains. "Flow where you can, pull where you can't, push where you must." Team switches to Takt mid-project, finishes on time, under budget, with remarkable health and stability. Your turn to take the Takt journey. What you'll learn in this episode: The fable introduces Olivia (director), Brad (super), Paul (PM), and David (consultant)—a $150M hospital struggling with safety, morale, and schedule instability Key analogies: Traffic flow, water bottle demonstration (roadblocks slow flow), train analogy (Takt trains, cow catcher clears path, level track = operations) Diagnosis: Not a people problem, it's a flow problem; Last Planner and Scrum can't succeed without a stable master schedule from Takt "Flow where you can, pull where you can't, push where you must.", Takt creates rhythm, stability, and predictable supply chains Team switches to Takt planning mid-project, finishes on time and under budget with remarkable stability Your Takt journey begins now. On we go. 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 presents the introduction to his new book "Elevating Construction Takt Planning" (narrated by Katie Schroeder), released early on the podcast instead of waiting for Audible. The book's mission: bring flow back to construction to respect workers and families. Five major CPM problems exposed: (1) too optimistic, hides inefficiencies and miscalculates duration, (2) masquerades as solid plan through excessive detail, (3) hides the plan in complexity, no one can read it effectively, (4) too much unchecked power, institutionalized in contracts, (5) institutionalizes hiding problems by making negative float disappear. Takt shows reality and brings problems to the surface. Lord of the Rings allegory: One ring (Flow/Takt) rules all others (CPM, Last Planner, and Scrum). Jason paired Takt with CPM his entire career, always finished on time. The book dedicates war on the 1-5% who don't care about people. Request: Please share this information to make Takt planning popular in construction. What you'll learn in this episode: Why the book was written: Most projects don't finish on time, improperly scheduled projects disrespect workers and families Five major CPM problems: Too optimistic, masquerades as solid plan, hides plan in complexity, too much unchecked power, institutionalizes hiding problems Lord of the Rings allegory: Flow/Takt is the "one ring to rule them all", governs CPM, Last Planner, and Scrum Jason's success secret: Always paired Takt with CPM throughout entire career, always finished on time The mission: Bring flow back to construction through correct scheduling practices, respect people and resources Flow must reign supreme. Share this message. 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 everything is fractal, systems that work on small projects scale to large projects. Scrum example: ideal 3-9 people, scrum of scrums for larger organizations. Google/Apple use Scrum at massive scale. Mentors critical, treat advice like gold. Tony Robbins: get around a mentor for massive progress. Ideal project size: $60-100M. Billion-dollar project = 7-10 separate but connected projects of $60-120M each with executive leadership coordinating. 70 people can't communicate effectively as one group (Napoleon vs Austrians). Break into smaller autonomous teams. Executive team focuses on training, KPIs, milestone alignment. Geographic control (specific buildings), not scope-based. Don't ignore common areas (stairwells, entryways, loading docks). Listener question: $1B+ mega project with 50-70 associates. Issue 1: New people/culture—Solution: 2-4x the training, standardize systems, project podcast 2-3x/week. Issue 2: Lean not happening—Solution: Worker/foreman huddles build lean culture through proximity. Issue 3: Composite cleanup, GC handles general logistics areas (loading docks, hallways, parking), not trade work. Four focus areas: (1) Takt planning, (2) operational control system, (3) personal organization, (4) team balance/health. Control what you can, make your project heaven on earth, even on a chaotic mega project. Part 1 of 2. What you'll learn in this episode: Everything is fractal, small project systems scale to mega projects Scrum: 3-9 people ideal, scrum of scrums for larger organizations (Google/Apple use this) Mentors are critical, the quickest path to massive success Ideal project size: $60-100M (prefer $80M) Billion-dollar project = 7-10 projects of $60-120M each, executive team coordinates 70 people can't communicate as one group, break into smaller autonomous teams Executive team focuses: training, KPIs, milestone alignment Geographic control (buildings), not scope-based separation Don't ignore common areas, assign the logistics team Listener question: $1B+ mega project, 50-70 associates, P6 required Break into $60-120M projects, each with Takt plan P6 needs 6-12 schedulers, begin with Takt, always align with Takt Issue 1: Culture/teaming, Solution: 2-4x training, standardize systems, project podcast 2-3x/week The Empire State Building had runners use helpers to coordinate Four focus areas: Takt planning, operational control, personal organization, team balance/health Issue 2: Lean not happening, Solution: Worker/foreman huddles teach lean through proximity COVID is not an excuse. Create a social group, implement a lean culture Issue 3: Composite cleanup, GC handles general logistics (loading docks, hallways, parking) Each trade cleans its own work, and the logistics foreman handles general areas Part 2 coming: short-term scheduling, team health, morale, trade partner chaos Everything is fractal. Scale excellence. On we go. 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 project management teams should use Scrum in daily morning huddles to remove roadblocks. Flow lesson: Machinery at 4-4-2-4-4-4 parts/hour has throughput of 1.2-1.8 (not 2) because inventory builds up. Either speed up slowest machine, add another, or slow everything to 2. Fastest = add machine (4 throughput). Second fastest = slow to 2. Slowest = different speeds with max efficiency (inventory buildup). Flow is everything. Inventory is bad for cash, work in progress reduces operating cash. Meeting system: afternoon foreman huddle (gather roadblocks, plan next day, create visual day plan) → morning worker huddle (communicate, ask about roadblocks) → crew prep huddle (pre-task plans, stretch/flex) → team huddle 8-9am (PM team removes roadblocks). Best practice: roadblocks on visual maps with plexiglass in common area, scrum major efforts. Scrum for PM team: 4 columns (product backlog, sprint backlog, in progress, complete). PM team tasks don't fit time scales—they're development work (coordination, buyout, change orders, RFIs, mockups, shoring design). Trade foremen want time scales (Takt, weekly work plans, day plans). PM team should scrum roadblocks/tasks from left to right weekly. Do twice the work in half the time. What you'll learn in this episode: Flow lesson: Machinery at 4-4-2-4-4-4 parts/hour = 1.2-1.8 throughput (not 2) due to inventory buildup Fastest solution: Add machine (4 throughput). Second: Slow all to 2. Slowest: Different speeds with max efficiency Flow is everything, inventory buildup slows entire system Inventory is bad for cash: Work in progress reduces operating cash flow Meeting system flows: Afternoon foreman huddle → morning worker huddle → crew prep → team huddle (8-9am PM team) Afternoon foreman huddle: Daily reports, plan next day, create visual day plan, gather roadblocks Morning worker huddle: 5-15 min with all workers, form social group, ask about roadblocks Crew prep huddle: Pre-task plans for quality/safety, 5S area, stretch/flex, lean training Team huddle (8-9am): PM team removes roadblocks gathered from field Best practice: Roadblocks on visual maps with plexiglass in common area, scrum major efforts Scrum for PM team: 4 columns (product backlog, sprint backlog, in progress, complete) PM team = development team moving activities left to right Trade foremen want time scales (Takt, weekly work plans, day plans) with rows as geographical areas/swim lanes PM team tasks don't fit time scales—they're development: coordination, buyout, change orders, RFIs, mockups, shoring design Why scrum PM tasks: More visibility, more collaboration, roadblocks gone faster Scrum fits development work better than scheduling work Do twice the work in half the time by scrumming roadblocks Use Scrum in morning team huddles. Remove roadblocks visually. On we go. 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 that construction should use Scrum in design instead of forcing designers into Last Planner time scales. Two lessons first: (1) Flow requires seeing multiple swim lanes together; one pull plan in one swim lane never shows flow. Takt lets you compare swim lanes to see how crews flow area-to-area. (2) Don't change schedules to the LEFT (falsifying data), but you CAN change to the RIGHT (making more accurate, updating Takt, reflecting impacts, refining from level 2→3→4→5). Normal IPD process: conditions of satisfaction, teaming, onboarding, clusters, overall master plan with milestones, pull planning to milestones using Last Planner. Jason's proposal: Keep everything the same, but use Scrum within cluster groups instead of Last Planner. Scrum = 3 roles (product owner sets vision/priority, scrum master helps team succeed, development team builds), 5 events (sprint, sprint planning, daily scrum, sprint review, retrospective), 3 artifacts (product backlog, sprint backlog, product increment). Designers procrastinate for creativity; forcing them into time scales makes them nervous. Scrum gives autonomy, creativity time, and manages complexity without forcing into timelines. If Apple/Google/Intel use Scrum, why aren't we using it in design? Do twice as much work in half the time with less complexity? What you'll learn in this episode: Lesson 1: Flow requires seeing multiple swim lanes together; a pull plan never shows flow Takt planning lets you compare swim lanes to see how crews flow area-to-area on time scale Lesson 2: Don't change schedule LEFT (falsifying), CAN change RIGHT (more accurate) RIGHT changes: Update Takt, reflect impacts, recovery schedule, refine level 2→3→4→5 Normal IPD: Conditions of satisfaction, teaming, clusters, master plan, pull planning to milestones using Last Planner Jason's proposal: Use Scrum within cluster groups instead of Last Planner in design Scrum = 3 roles, 5 events, 3 artifacts (353 framework) 3 roles: Product owner (voice of customer, sets vision/priority), scrum master (servant leader, helps team), development team (cross-functional, builds product) 5 events: Sprint (fixed duration), sprint planning (what to accomplish), daily scrum (huddle), sprint review (check minimum viable product), retrospective (how to improve) 3 artifacts: Product backlog (all tasks), sprint backlog (this sprint's tasks), product increment (completed work) Scrum board: 4 columns (backlog, sprint backlog, in progress, complete) Why Scrum for designers: More autonomy, creativity time, and manages complexity Designers procrastinate for creativity, forcing them into time scales makes them nervous Scrum = small teams, small durations, prioritized tasks, autonomous work Apple/Google/Intel use Scrum, why aren't we using it in design? Do twice as much work in half the time with less complexity, no bureaucracy Minimum viable product mindset: Speed to market, get feedback, iterate (like video games, Jason's books) Use Scrum in design. Designers will love it. On we go. 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 you are obligated to be rich, not for selfish reasons, but to give, help others, and make a difference. Rich vs poor mindset: poor people think success is evil, spend everything, use debt for spending, work paycheck-to-paycheck, and are victims. Rich people see success as obligation, invest money, use debt for investments, have financial plans, study/learn, focus on future, have multiple income flows, and are net-worth driven. Money is not evil, it's the love/covetousness of money that's evil. Gaining wealth to help children, start business, change world, give = good. Welfare story: 8 out of 10 have victim mindset. Person couldn't make ends meet but invited people to live rent-free, bought animals/fences, made excuses ("my boss was mean," "I can't, I can't"). Rockefellers vs Vanderbilts, mindset matters more than money. Jason's story: $80k debt (not student loans), worked way out with right mindset. Aunt said "you grew up rich, we grew up poor", victim mindset keeping people poor. Can't give from empty: wisdom from empty mind, food from empty pantry, money from empty bank account. Get vision for giving. Financial plan: donate, secure investments, 5-7% high-risk, whole life insurance, and tax planning. "Money doesn't buy happiness", you're shopping at wrong stores. St. Jude's, Operation Underground Railroad, foster kids, money CAN buy happiness through giving. What you'll learn in this episode: You are obligated to be rich, to give, help others, create legacy, make a difference Rich vs poor mindset: Poor think success is evil, spend everything, victims. Rich see success as obligation, invest, study, focus on future Money is not evil, it's the love/covetousness of money that's evil Gaining wealth to help children, start business, change world, give = good, not evil Welfare story: 8 out of 10 have victim mindset, 2 out of 10 legitimately need help Person couldn't make ends meet but invited people rent-free, bought animals, made excuses ("boss was mean," "I can't") Rockefellers kept wealth (trusts, advisors, give millions yearly). Vanderbilts spent everything (lost it all) Mindset matters more than money, bad mindset loses any amount, rich mindset recovers from loss Jason's story: $80k debt (not student loans), debt stacked, thrift stores, old cars, worked way out Aunt: "You grew up rich, we grew up poor", victim mindset keeping people poor Can't give from empty: Wisdom from empty mind, food from empty pantry, time from busy schedule, money from empty bank account Get vision for giving: Organizations to donate to, people to help, legacy to leave family Financial plan: Give to organizations immediately, secure investments, 5-7% high-risk investments, whole life insurance, tax planning "Money doesn't buy happiness", you're shopping at wrong stores St. Jude's funding = happiness seeing kids get cancer treatment. Operation Underground Railroad = happiness seeing kids rescued. Foster kids = happiness seeing placement. Money CAN buy happiness through giving, it's a guarantee You are obligated to be rich so you can give it away to lift people up. On we go. 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 integrity, doing the right thing even when nobody is watching. Definition: quality of being honest with strong moral principles; state of being whole and undivided. Story 1: Jason graded contractors on site, self-perform got Fs, asked Jason to mark them differently because "we're the same company." Jason refused for 3 months until they fell in line. Story 2: Basement/level 1 had 80% priority walls in contract, levels 2-4 had MEP overhead first (no priority walls). Self-perform asked Jason to force MEP trades to change on level 2 even though MEP had prefabricated for original plan. Self-perform complained to leadership, tried to get Jason in trouble, but leadership eventually supported doing the right thing. Story 3: Recent call, person dispatched to finish punch list noticed other issues (doors, lights not working), was told by project executive "don't add new items to the list, only do what they're telling us." Person went to another leader who handled it properly. Junior person had to remind senior leader of moral obligation. Challenge from "The Five Essential People Skills": 13 integrity questions (conducted personal business on company time? used company resources personally? called in sick when not sick? negative gossip? etc.). How you do one thing is how you do everything. Construction needs to be known for honesty and integrity. What you'll learn in this episode: Integrity definition: Doing the right thing when nobody is watching; state of being whole and undivided Story 1: Contractor grading - self-perform got Fs, asked Jason to favor them because "same company" Jason refused for 3 months, told them: "Fire me or fall in line because I'm not doing this" Self-perform should be safest, cleanest, most obedient, most helpful trade on entire site Story 2: Priority walls - basement/level 1 had 80% in contract, levels 2-4 had MEP overhead first Self-perform wanted to change on level 2, force MEP to adapt even though they'd prefabricated for original plan Jason: "That's dishonest. I'm not going to do that to the mechanical folks" Self-perform complained to Jason's bosses, tried to get him in trouble, but leadership eventually supported him Story 3: Person on punch list noticed other issues, told by project executive "don't add new items" Junior person had to remind senior leader of moral obligation to fix everything Never put your people in position where they're divided against what they know to be moral and right 13 integrity questions from "The Five Essential People Skills": Personal business on company time? Used company resources personally? Called in sick when not sick? Negative gossip? Violated company rules? Failed to follow through? Withheld information? Fudged time sheet/invoice? Delivered second-rate goods? Less than honest to make sale? Accepted inappropriate gift? Took credit for someone else's work? Failed to admit/correct mistake? How you do one thing is how you do everything What you do is who you are Always act with honesty and integrity. On we go. 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 war maps, the visual command stations and strategic planning areas superintendents need to lead effectively. Napoleon studied maps on the ground for days, planning options for Plan B, C, D. General Patton had war maps in his trailer. Leaders are only as effective as what they can see. Jason's dream: mobile mini command station with war maps, craned around the job site to stay with flow of work. The dilemma of command: stay at headquarters with communication or go to front line? Do both. Most superintendents get addicted to firefighting and playing savior, responding to trades, fighting fires, releasing dopamine in chaos. Instead, get addicted to planning: reviewing schedules, Takt plans, financials, roadblock removal systems, quality tracking. Your brain releases chemicals (otherwise restricted to licensed pharmacies) when you do things it rewards. Reprogram to get dopamine from strategizing, not reacting. War maps include: team health, roadblock removal, safety metrics, exposures, job cost, procurement, RFIs, buyout, quality observations, change orders, BIM status, and schedules. Intentionally design your war areas—never by accident. At minimum, walls should show: schedule/Takt plan, financial status, quality process, safety metrics, inspections, deliveries, roadblock removal. Great PMs read the owner's mind. Great supers see the future. What you'll learn in this episode: War maps: Visual command stations and strategic planning areas leaders need to see the future Napoleon's strategy: Days studying maps on ground, planning options for Plan B, C, D to adapt quickly Jason's dream: Mobile mini command station with war maps, craned around job site to stay with flow Dilemma of command: Headquarters vs. front line? Do both, stay connected but be present Most supers addicted to firefighting: Responding to trades, playing savior, getting dopamine from chaos Reprogram your brain: Get dopamine from strategizing (planning, reviewing financials, removing roadblocks) Your brain releases pharmacy-restricted chemicals when rewarded, train it to reward planning, not reacting War maps examples: Team health, roadblock removal, safety metrics, exposures, job cost, procurement, RFIs, buyout, quality tracking Visual areas: Inspection board, deliveries board, family wall, horizontal planning table, rolling 6-week boards Conference room essentials: Takt plan, logistics, roadblock removal, plexiglass plan views Intentionally design visual areas, never by accident or happenstance Minimum wall visuals: Schedule/Takt, financials, quality, safety metrics, inspections, deliveries, roadblocks Hensel Phelps "Book of 14": 14 key things audited and checked for project success Get addicted to: Morning worker huddles where everyone knows the plan without you Great PMs read the owner's mind. Great supers see the future. Challenge: Find key maps/visuals/logs you need to strategize and see the future Get addicted to strategizing, not firefighting. On we go. 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 and Charlie Dunn discuss the "buy what you want" philosophy: if you want lean behaviors, put them in contracts and pay for them. Don't assume trades will magically do morning huddles, afternoon foreman huddles, or keep sites clean without contractual requirements and transparency. Two $150M hospital comparison: one recovered with Takt flow (0.98 fee position, on time, delighted customer), the other refused help (6 months late, -$2.3M loss). The recovered project still had to argue out of $180k and $250k change orders for meetings because it wasn't in the original contract. Jason's integrated control system: collaborate as team to decide (prefabrication, room kitting, nothing hits floor), then enforce the plan. Turned deliveries around at BSRL for non-compliance. Standardization reduces mental load on workers, let them focus brainpower on quality instead of chaos. Manufacturing comparison: would they stick-build on the factory floor? No. Would anything hit the floor? No. Construction declined in productivity while manufacturing improved because we haven't standardized. Future ideas: zero dumpster requirement (everything pre-cut), yield rate tracking (defects per X produced), 40-hour lean orientation program for all workers. What you'll learn in this episode: Buy what you want: Put lean expectations in contracts—morning huddles, afternoon foreman huddles, cleaning standards Transparency + respect: If you want it to happen, specify it and pay for it upfront Two $150M hospitals: One recovered with Takt (0.98 fee position, on time), one refused help (-$2.3M, 6 months late) Even recovered project argued out of $180k/$250k change orders for meetings, should have been in original contract Lean community myths hurting us: "You don't need to buy lean," "Don't plan too early," "Command and control is bad" Reality: 1/3 bought in, 1/3 don't care, 1/3 fight the system—you need contractual clarity Communicate early: Exterior skin sequence in DD phase so fabrication matches Takt flow Jason's integrated control system: Team collaborates to decide (prefab, kitting, nothing hits floor), then enforce BSRL example: Turned deliveries around for non-compliance, denied hoist access for non-prefabricated materials Contractor grading system: Make performance visible, track against expectations Standardization reduces mental load: Clean site, on-time deliveries, Takt schedule = workers focus on quality Manufacturing comparison: Would they stick-build on factory floor? Would anything hit floor? No, so why do we? Construction productivity declined, manufacturing improved, we haven't standardized Visual management creates binary answers: You're either in the right zone Monday morning or you're not Mega project absorbed 10%+ change order mid-project, finished on time because of Takt standardization Future ideas: Zero dumpster (all pre-cut), yield rate (defects per X), 40-hour lean orientation for all workers Buy what you want. Communicate it. Enforce it. On we go. 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 and Katie Schroeder discuss why receiving help is actually a form of giving. Construction workers have the "tough exterior" mentality, thinking they should do it all themselves, never need help, always pay the bill. But refusing help is selfish because it's pride-based and denies others the opportunity to give (which is the ultimate form of happiness). Katie shares her sister's story: single mom, nurse practitioner, three jobs, won't accept help with cooking or cleaning. Katie herself struggles, 11 kids, homeschooling, helping with business—thinks "if I was enough, I could do it myself." Superintendents and PMs think the same: "I should be an expert scheduler, never need help, do it all myself." The result? Isolation, stress, working too many hours, hurting families. Book reference: "Goodbye Things" by Fumio Sasaki, everything around you sends messages, creates silent to-do lists, and causes anxiety. High-powered consultant story: Making $68k/day, reaches out to help Jason for free because it fits his core purpose. Jason kept asking "How can I repay you?" until consultant said "Stop, I want to help, that's my purpose." Receiving allows others to fulfill their purpose and creates human connection. What you'll learn in this episode: Construction workers think they should do it all, never need help, always pay the bill, maintain tough exterior Refusing help is selfish: It's pride-based and denies others the opportunity to give Katie's sister example: Single mom, nurse practitioner, won't accept help with meal delivery or house cleaning Katie's struggle: 11 kids, homeschooling, business help, "If I was enough, I could do it myself" Superintendents/PMs same mentality: "I should be expert scheduler, never need help, do it all myself" Result: Isolation, stress, too many hours, hurting families, feeling alone "Goodbye Things" by Fumio Sasaki: Everything sends messages, creates silent mental to-do lists, causes anxiety Undone tasks tell you: "You're not good enough, prove it by not asking for more help", perpetuating cycle Construction applications: Get help cleaning trailers, ask craft to help, hire consultant, nothing wrong with that High-powered consultant story: Makes $68k/day, helps Jason for free because it fits his core purpose If giving is happiness, refusing help steals that opportunity from others Receiving allows you to: Be present, form human connections, feel blessed by others' service Practical advice: Next time someone says "I got it," just say "Thank you" Let people help. Receiving is giving. On we go. 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 challenges superintendents and PMs to know their project financials, you can't manage what you can't measure, and you can't play the game without a scoreboard. Know your job cost report, contingency position, exposures, change orders, and projected fee (including staff labor gains, craft labor gains, insurance/bonds gains, and lump sum self-perform). Strategy matters: is your self-perform lump sum or part of GMP? If lump sum, coding COVID cleanup into project budget (not self-perform) protects fee. Don't leave money on the table, if budget is healthy, don't short-change final cleaning or remove tower crane early when you still need it and get rental gains. Add field engineers to increase labor gains. Four revenue streams beyond fixed fee: rented equipment, labor gains, insurance/bonds savings, and lump sum self-perform improvements. Tony Robbins example: 8% average increase across key areas = 134% total growth. If you can't rattle off contingency, internal reserves, buyout remaining, and fee position, there's a problem. What you'll learn in this episode: You can't manage what you can't measure - superintendents must know the numbers Key reports: Job cost, contingency, exposures, change orders, projected fee Strategy question: Is self-perform lump sum or part of GMP? Coding decisions affect fee Don't short-change yourself: If budget is healthy, don't cut tower crane, field engineers, or final cleaning early Four revenue streams beyond fixed fee: Rented equipment, labor gains, insurance/bonds savings, lump sum self-perform Tower crane example: If you own it and get rental gains from project budget, why remove it while you still need it? Field engineer example: Adding FE creates labor gains (difference between billing owner and paying employee) Lump sum strategy: Money saved in lump sum self-perform goes to your pocket (no shared savings clause means project budget savings go to owner) Tony Robbins business growth: Elevate growing 143% by increasing clients 30%, transaction value 25%, repurchase frequency 50% Optimization example: 8% average increase across 7 key areas = 134% total growth What you should rattle off: Contingency remaining, internal reserves, contracts to buy out, fee position (0.98 of target), labor/equipment/bond gains, exposure projections Know your numbers. You can't win without a scoreboard. On we go. 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 opens with a serious message about Operation Underground Railroad (rescuing children from sex trafficking) before diving into his most comprehensive defense of Takt/Last Planner/Scrum vs CPM. His official stances: CPM is a push system (worst - forces out-of-sequence work, crashes crews, creates chaos). Last Planner & Scrum are pull systems (queue work behind ready work). Takt is a hold system (everyone agrees to hold dates for even flow). You can't see flow when building a CPM schedule, only God could build a CPM network and see problems while constructing it. Follow the money: schedulers make $150-350/hour using a broken system that keeps them employed. Jason makes $0 criticizing CPM and loses friends. Trade partner problems? Mostly GC's fault for dictating schedules, crashing projects, interrupting supply chains. Don't fall for the tyranny of "or",use "and." Adapt systems to project needs like shopping at a grocery store. Complexity is the enemy of execution. Simple systems (Takt, Last Planner, Scrum) scale; complex systems (CPM) create 100,000 useless jobs. What you'll learn in this episode: Operation Underground Railroad: $150B spent on child sex trafficking, 30M slaves worldwide, 2M in US—$1,250 saves a child CPM = push system: Forces out-of-sequence work, crashes crews, pushes materials forward/back—worst possible system Last Planner & Scrum = pull systems: Queue work behind ready work, focus on making ready Takt = hold system or flow system: Everyone agrees to hold dates for even flow, best for construction You can't see flow when building CPM schedule: Only God could build CPM and see problems while constructing it Follow the money: Schedulers make $150-350/hour using broken system, Jason makes $0 criticizing it and loses friends Trade partner problems are GC's fault: We dictate schedules, crash projects, interrupt supply chains, treat them like crap When to see schedule quality: When you're BUILDING it (like QC inspectors placing concrete), not after with metrics CPM metrics = "watch your head" AFTER you hit it: Takt prevents problems from happening in first place Tyranny of "or": Don't choose this OR that, use AND, adapt systems to project needs Complexity is enemy of execution: Takt/Last Planner/Scrum are simple and scale; CPM creates 100,000 useless jobs Software recommendations: VPlanner, Hulu, SmartSheet with PowerBI, Mural for pull planning, Excel for Takt Jason's official stances, use the right system for the situation. Adapt. Protect workers. On we go. 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 challenges you to raise your expectations. Most contractors think "good" is good enough, but good is NOT good enough, it's a nightmare for workers. Successful projects mean 90%+ fee, on schedule, remarkable quality and safety, workers enjoyed it, team met career goals, and owner is delighted. Jason uses the mountain analogy: it's easiest to be at the top (excellent) or bottom (bad), hardest to be on the side (mediocre/good) because gravity pulls you down. Excellence is self-sustaining. Once systems are sustained and culture climbs on board, you could leave for 2 weeks and they wouldn't miss you. Being "good" requires constant babysitting, fighting fires, and trades disrespecting you, workers saying "this job's horrible." Paul Acres runs perfectly clean shops with 2-second lean improvements daily, easier to manage excellent teams than good ones. High expectations: nothing touches the floor, everything prefabricated unless permission, no trash, scheduled deliveries. You have to be fanatical about everything to run a remarkable project. High expectations equal respect. What you'll learn in this episode: Successful project metrics: 90%+ fee, on schedule, remarkable quality/safety, workers enjoyed it, team met career goals, owner delighted The mountain analogy: Easiest to be at top (excellent) or bottom (bad), hardest on the side (good/mediocre) Excellence is self-sustaining: Once culture climbs on board, systems keep working without you Good teams are the worst situation: They think they're good enough and resist change What "good" really feels like: Don't get home on time, babysitting/fighting fires, trades disrespect you, workers say "this job's horrible" High expectations create respect: Nothing touches floor, everything prefabricated, no trash, scheduled deliveries Paul Acres example: Perfectly clean shop, 2-second lean improvements, excellent teams easier to manage than good ones You have to be fanatical about everything to run remarkable projects Jason's personas: Schroeder (podcast), El Emperador Malvado (projects), The Coach (coaching) Elevate your game. Have high expectations. Be fanatical. High expectations equal respect. 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 sick daughter got sick then family got sick. Business Mastery Tony Robbins day 3 of 5, would pay 50k for just afternoon info. Elevate Construction big hairy audacious goal: preferred trainer construction with most addictive useful fast training. Main topic two second lean videos scaling excellence. Paul Acres method before after videos with iPhone and YouTube account. Video tools: Teleprompter for video app 12 bucks, ring light tripod, Vidyard presentations. If don't have capacity on job to do lean you need help doing it wrong. Free time to stay organized work with team plenty coverage implementing lean. What you'll learn in this episode: Business Mastery day 3 of 5: Would pay 50k for just afternoon info, learn more in 5 days than 2 to 4 years university Elevate big hairy audacious goal: Preferred trainer construction, addictive useful fast training Two second lean videos: Before after videos, scaling excellence quickest manner Paul Acres method: iPhone and YouTube account, super easy way to do videos Video tools: Teleprompter for video app 12 bucks, ring light tripod, Vidyard for presentations Challenge: Get started on 2 second lean journey today, scale excellence throughout company If don't have capacity on job to do lean you're doing it wrong, need free time stay organized work with team. 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 hit 40,000 podcast downloads. Business Mastery with Tony Robbins 2 days in, superintendent boot camps starting northeast south Texas southwest southern California. Three core services: recover projects, remarkable training, business consulting. Main topic distraction and stress come from fear. Tony Robbins quote two states fear and flow. Jason's projects had custom indoor bathrooms, indoor lunchrooms, worker huddles, cleanest project, wonderful material delivery logistics, barbecues games for workers. Made tough decisions from confidence not fear. Staying same is safe but you have same problems, new levels bring new problems new vistas of achievement. What you'll learn in this episode: 40,000 podcast downloads: Original downloads not listens, probably 80 to 120,000 listens total Business Mastery Tony Robbins: 2 days in, implementing notes incrementally, superintendent boot camps starting Three core services: Recover projects or teams, remarkable training, business consulting for construction companies Distraction stress from fear: Tony Robbins quote two states fear and flow, distraction is fear stress is fear Tough decisions from confidence: Custom bathrooms lunchrooms, worker huddles, cleanest project, zero tolerance, barbecues games Challenge: If distracted or stressed it's fear get out of it, make tough decisions head right direction Staying same is safe but ineffective hurting people hurting yourself, new levels bring new problems new vistas of achievement. 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 Mike Truelove from Plano Texas, 24 years construction experience. Mike worked cleanup gopher framing crew, KB Homes superintendent 45 to 60 houses at time, Hensel Phelps field engineer to superintendent 10 years. Main topic transparent leadership. DPR block game with pull planning, different teams plan differently, swap team members mid-exercise to cause disruption on purpose. Mike does gut checks with people, how did I come off in that meeting. Five dysfunctions of a team book recommendation. Challenge: recognize where you are as leader today versus where want to be tomorrow, check ego humble yourself ask trusted people how am I as leader. What you'll learn in this episode: Mike Truelove background: 24 years construction, cleanup to KB Homes superintendent 45 to 60 houses, Hensel Phelps 10 years Transparent leadership topic: Building trust teams through transparency DPR block game: Pull planning, different teams plan differently, swap members mid-exercise cause disruption Leadership gut checks: How did I come off in meeting, am I leading or just commanding controlling Five dysfunctions of a team: Must read if leading team Challenge: Recognize where you are as leader vs where want to be, check ego ask trusted people how am I Maybe I'm the problem, maybe it's not this individual, need to check yourself first. 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 Paul Dunlop from Dunlop Consultants Australia, lean manufacturing consultant six years. Paul learned from clients on shop floor, fell into manufacturing early career grew passion for lean. Main topic hearts and minds giving people voice. Jason's lean definition: respect for people and resources, stable environments bring problems to surface, total participation, continuous improvement. Paul's current condition: organizations hierarchies exist to support people at front lines generating revenue servicing customers, everything else exists to support that function. People get out of bed with best intentions want to do good job, process culture leadership impedes ability. What you'll learn in this episode: Paul Dunlop introduction: Dunlop Consultants Australia, lean manufacturing consultant six years Jason's lean definition: Respect for people resources, stable environments, total participation, continuous improvement Hearts and minds topic: Giving people voice, engaging with people remove impediments Current condition: Organizations hierarchies exist support front lines, everything else supports that function People want to do good job: Get out of bed best intentions, process culture leadership impedes ability Challenge: Think differently, let go everything we think we know about industry, let go power assumptions conditioning Lean is antidote to human problem where process culture leadership impedes people's ability to do good job. 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