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Welcome everybody out to podcast number one, one, one, one. That's super fun. Um, that's so funny.

That's so stupid. Anyway, this, uh, this podcast is going to be about phases of implementation on your lean journey. Stay with us.

This is the elevate construction podcast, delivering remarkable content for workers, leaders, and companies in construction, wanting to take their next step, get ready to step out of your comfort zone with Jason Schroeder, as he encourages you to do better, live a remarkable life and expect more. Let's go. Welcome everyone.

I hope you're doing well. I am way behind on podcasts. So I'm, I'm here on a Saturday and the kids are watching a little bit of a movie before we go to the lake.

So I'm going to record a couple. Hopefully I get three and you'll be able to have them and I'll get caught up next week, a couple of cool things. The, all of the, uh, refined edits for the tack planning book and then the, the duplicate publication that we made, which was called lean construction planning, all of those are a hundred percent done.

It's amazing. And we did a tack production system course last week and the, the participants did fantastically. And we are updating, uh, the, that, that course, uh, quite rapidly.

And we also have a rise course with it and we're turning it into something that can be shared across universities. And so that's going really, really well. We'll also have a last planner and tax during and control course that we add to it so that somebody can learn the planning portion and then the field implementation portion.

So those are all exciting things. And I have officially finished the manuscript for the first planner system book. Kate is about halfway through with final formatting.

It is being reviewed by the folks that in the industry volunteered. It will be added as contributors and we are on target for August 1st. And then with the next book after that is tax searing and control.

These are all IPCS systems. Uh, we will not be redoing, well, maybe one of these days we'll do a last planner book, which, which could be fun. But as of right now, we're going to lean on the lean builder folks cause they're absolutely fantastic.

So the integrated production control system is first planner system, tech production system, and last planner. And I'm really excited about it. So those things are coming out.

So, uh, recently Kate is going through all of the Elihu gold rats book. We've reached out to his daughter to do a podcast actually. And so Kate's been talking to me about a number of really interesting ideas.

And, uh, one of those that is what I'm going to talk about today that I think you'll find interesting. But first, let me go ahead and, uh, uh, mention some feedback. Oh, the other thing is we're at 1 million downloads.

I maybe I have already talked to you about that. You know, it's interesting candidly as our YouTube channel, LinkedIn, website, blog posts, and all of our books are having more reach. The podcast numbers are going down and I don't know if that's because people are like, Oh my gosh, I don't know where to focus.

You know, it used to be that you just had a podcast and now you have a YouTube channel and a podcast. I don't know if it's just the summer. I don't know if it's because YouTube is making it harder to not YouTube.

Um, the, uh, Apple podcast is making it harder to actually listen to podcasts or what it is. But, uh, basically every episode has 600 downloads, 600 people listening to the podcast right away. And then another 300 after that, which is a total of 900 per episode.

That's good enough for me. I'll just go ahead and stick with that. Um, I don't, I don't need anything else.

Like that's that, that's super fantastic for the people. And I've got lots to say, and it actually helps me. It's more of a development tool for me and a connection for my friends than it is anything.

So we'll keep going on the podcast. Let me reach out with a bit of feedback, which is I'm almost out. Uh, when we head into may, June, July in the summer months, everything slows down, so I'm looking forward to getting more feedback, but here we go.

Thank you for reaching out. I hope, you know, I'll listen to your pod. I hope, you know, I listened to your podcast every day.

The first book that I bought was elevating, uh, construction and I think superintendents and it was an amazing book. I'm a lead superintendent with, and I can't mention the name over a year ago. My daughter started working here as a field engineer, and I also share the podcast with her specifically.

Uh, the one with the field engineers. Thank you for everything you do. Oh, by the way, I have some, I have two record recording dates where I'm going to, so when we, when I did the podcast episode for field engineers and attempted to have chat GTP, put it into chapters, it didn't work.

I think I was training it wrong. So I'm actually going to record all of the chapters exactly as I want the book to read and just knock that out in a day and just grind through it. And then send that to the editor so that we have elevating construction, field engineers, elevating construction, project engineers, and elevating construction, uh, project managers in the works as well as Kate and I are doing, uh, finishing the first planner book and then starting the tax steering and control book, which is already well outlined and, uh, all of the content behind the scenes has been developed.

It just needs to be put into a book. So I really appreciate this, uh, the feedback and we'll get right into the podcast topic at hand. So phases of implementation.

Um, let me say this, this is, um, pretty, this has been a discussion amongst some potential clients recently. And it's been a discussion with, uh, Kate recently, there are phases of implementation for a company when it comes to lean and they must go in this order, number one, that there is a paradigm and awareness of lean and operational excellence and production theory, uh, with company leaders. That's number one.

Number two, the adoption of the system. That means the company knows very clearly what business system and operating system and production systems that they want to use. And they're very committed to it together, collectively as a whole.

Uh, number three that you do, uh, you scale training throughout the organization. That means that now that you have a product, now that you have systems that everybody agrees upon or the leadership agrees upon that is trained throughout the organization. And then number four, accountability systems like check-ins monthly status reports and field walks to make sure that it is actually being implemented.

This is the rollout. And somebody asked me the other day, um, does it have to be top down? And unfortunately it does need to be top down because we have to understand workers, informant and lower level managers or leaders or employees, they're coming to work every day wanting to do a good job and as such, uh, they will do their best, but the more important, um, I would say factor is that they want to provide for themselves and their families and to get promotions and significance and certainty in a job. So if there's a situation where they can either speak up and have their job at risk or be quiet and go with the flow, they're going to be quiet because they need the money and they're there to support their families.

You are not going to have a grass roots movement, take over a company and change it. It has to come from the top down. That doesn't mean that all of the know-how comes from the top down.

The motivation directive money and decisions must be happened from top down because the, the top, the leaders have the money, the decision making power and the influence. And so that's what has to happen. So we're in this problem where in order to fix our industry, we have to fix the systems and in order to fix the systems, we have to have decision makers, change makers, actually fix the system.

And then the people in the system will benefit and reap the rewards and actually have a respectful environment. And we'll have the results that we're looking for from a lean implementation standpoint. But here's the main thing about this concept that I wanted to talk to you about so badly is that you can't skip a step.

You can't skip a phase. Kate was talking about, and she has a really great way of buffering some of the situations that we get into with potential clients. And she was talking to a client and basically said this, Hey, I understand what you want to do and we'll help you out, but you're skipping phases.

You do not have the buy-in for your leadership team. You do not have a decision or a commitment to follow this system, to adopt the system. And so you moving over into training will be absolutely worthless because you're not all bought in.

You'll have an isolated training and they'll either get minimal benefits at best, or they will reject the training for the new system because you haven't started at the right steps. So step number one, you've got to be united and have the right paradigm and exposure with your leadership team. And you have to decide what your operating system is and have that be consistent.

Then all training will be backed up with knowledge, information, motivation, uh, throughout the system and the circumstances throughout the company to allow you to execute the training. So somebody came to the super PM bootcamp, which we, by the way, I need everybody's help. I want hundreds of people coming to the super PM bootcamps.

I could do a super PM bootcamp here in Phoenix with 80 people, easy, remarkable experience, start changing the industry. We have got to figure this out. And in fact, we're going to start, uh, working on some new sales techniques to see if we can get that done.

But, um, let me, and, and there's people are ready. There's a lot of people that ready are ready. There are some people or companies that are going to send their folks and they don't have the paradigm amongst leadership.

They don't know that they want to implement lean and operational excellence. And so they send their people to training, but I'm not going to say that it's worth worthless. It's not, oh, no, no, here's what I want to say.

It's not going to result in full implementation, but it will result in an added paradigm and a benefit for that individual art. So here's what I want to say. If you send somebody a super PM bootcamp and the company hasn't bought in to lean from a leadership standpoint, and the company has not adopted the systems.

Then the best thing that you're going to get is you're going to radically change that person's life. You are going to enable that person to win on their job. You are going to benefit that person's personal life and you are going to create a paradigm for when that person goes into leadership positions where they can start to make the right decisions, but you won't get the full implementation from a company standpoint, if the company hasn't followed the right steps.

So if you said, so that's a lot of benefit, I would still send somebody. But from a company standpoint, if you want to send people to super PM bootcamp, then say, all right, we're bought in, we're doing this. These are the systems we want to use.

We're going to start to structure human systems around it, operating systems around it, methods of procedure around it. And now we're sending people to the training. Now you're going to get the individual benefit.

You're going to get the family benefit. You're going to get the influencer benefit. You're going to get the paradigm benefit, but you're also going to get the team implementation and company benefit from the effort.

And so, um, it comes in those four series. The paradigm, the adoption of the system, training, and then accountability. And you'll start to scale in a dramatic and fantastic way.

And so I hope you've enjoyed this podcast. This was something that Kate was prompting me to think about. And I hope you're able to implement it and that you enjoyed it.

On we go. Please join us next time in elevating the entire construction experience for workers, leaders, and companies coast to coast. If you're enjoying the show, please feel free to share with your construction colleagues and help us spread the word by rating, subscribing, and leaving a review on your preferred podcast listening platform.

We really appreciate it. We'll catch you next time on the elevate construction podcast.

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