Elevate Construction

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