Elevate Construction

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