Elevate Construction

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
• 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
• BSRL example: Turned deliveries around for non-compliance, denied hoist access for non-prefabricated materials
• Contractor grading system: Make performance visible, track against expectations
• 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
• 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