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Welcome everybody out to podcast number 1105. In this podcast today, what are we going to talk about today? We're going to talk about some additional definitions of lean. 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 everybody. I hope you're doing well. I'm super stoked to talk to ... I can't even talk, so I don't know why I would be excited about that.

I'm super excited to talk to you. I've had a great weekend, and it's the start of a great week. Here are a couple of updates.

The Elevate Construction Forming Book is now done in Spanish and uploaded and on audio. Oh my gosh, what would it mean if all of your folks had a book that they could read in their own language, English or Spanish, and really understand the concepts of what it means to be a foreman, to integrate with the last planner system, and to be able to follow a tactile rhythm in one process flow? I hope that you see the value in that because that book is out now, ready to go. Actually, I should probably do this.

I'm going to butcher the name, so forgive me. Elevando Lideris de Guadrilla de Construction, so elevating leaders of crews in construction. You can look it up by typing in the art of the builder, and you'll find the series, or just look up Jason Schroeder, or Elevating Construction Forming or Crew Leaders, and then once you click on it, it should bring up the Spanish versions as well.

But anyway, this is a great resource. The other thing is the tag planning book, all of the edits, I may have already told you this, but all of the edits were made in the book, and it's quite fantastic. I think there's actually 16 new pages, is what Katie was telling me.

Kate was telling me. And then all of the formatting edits and changes, even people were asking, please make it lowercase. We changed everything to lowercase, which sucked.

I just want everybody to know that really, really sucked. But we did it for you because we love you. And then I bought an author's copy, so if I can buy my own book, you can buy it too.

It's not a big deal. So like I did, and I did it just to check it and I went through it and much to my chagrin, I saw a hundred other little things. Like one of the biggest things was Todd Zabel says, don't call them schedules, call them production plans.

So I changed any reference to schedule to production plans. So those were the most of them, but most of them. But also made some other things and some really cool additions.

So please get it. So those are some updates. And this week, Kate still, we're working on formatting the first planet book.

So we're really excited. Anyway, those are the updates. Let's talk about some feedback from our listeners here and we'll go right to it.

So, hi, Jay. Our neighbors saw, oh, this is from my parents actually. Hi, Jay.

Our neighbors saw the whiteboard in our garage with your stuff written on it. He was impressed. We told him to look up elevate construction.

He listens to your podcast and his senior Facebook posts. He said he didn't know you teach. He said your podcasts are great because you have a great way of stating things.

We told him, of course, we are proud of you. Love you. Ah, that's awesome.

Always, always count on parents to beef you up and to say nice things. So I appreciate that. All right, let's get right into it.

This is a jam. I was, so this is a dual podcast. This is a shout out to Kate.

And it's also a, what do I want to call it? An expansion of the definition of what lean is. And so let me, let me just cue this up. So every now, so Kate has spent the better part of 20 years basically building our family, which 11 kids, happy, healthy, well, in a family, you know, budgeting through hard times, all of the things is a feat that I don't know that I could win at like it's a, it's a big deal and there's no diminishment whatsoever.

She chose for many different reasons to be a stay at home mom, but she's quite brilliant and was always learning. And now she's the CEO and the industry sometimes is like, Oh, are you Jason's wife? Well, no, she's the CEO and she's Kate, right? And I don't know that, that the term hair you Jason's wife is intentionally negative or anything else like that. It's just not a true, accurate representation of who she is.

She's the CEO of our company and has earned it. But because there's such a stigma about women in high positions and in construction and you know, for a person who may not have as much direct job experience as somebody like me, there's sometimes where she feels like there's an imposter syndrome. Like, uh, you know, I do a great job, but do I deserve this? And the answer is most definitely yes.

So I constantly attempt to reinforce the reasons why it's crucial that she's the CEO, by the way, it wouldn't be, we wouldn't be doing any of the things that we're doing now without her. And so she's a fantastic CEO, the best I've ever been around. Um, but I, I'm constantly trying to reinforce and I say, okay, I had a thought and insight that I was like, you know, why you're one of the lead lead, lean, uh, experts in the industry today.

And she was like, Oh no, why? You know, probably not expecting a serious answer for me. But I was like, you know, lean is a lot of things. If you asked, um, people, what is the definition of lean? Somebody would say waste elimination, the improvement, adding more value.

You know, all these things would be great answers. And Felipe engineer opened my mind up to some new learnings on this. He said, lean is learning.

And I've been noticing that lean is about seeing and, uh, everything really to me with lean allows you to see, it allows you to, you know, a threes allow you to see a gimbal walks, allow you to see tack plans, allow you to see pole plans, allow you to see everything allows you to see. So you can learn. So seeing and learning.

And I say, Kate, you are one of the best or most capable seers in your ability to see things that people don't see and you learn at an accelerated rate. And I said, that's what makes you, in my opinion, one of the lead lean experts in the industry, because you have those cores is that you have those fundamentals, and I would say that hearkens back to some of the other podcasts that I've done where I say, you know, Hey, if you're like, Hey, I know the last planner system and I'm a lean expert, are you, are you constantly learning? Are you constantly questioning? Are you constantly adapting and are you seeing what you need to see? And so what there's two things that might sound a little bit critical here. But if, if somebody's like, Hey, I don't notice what's wrong with CPM.

Uh, do you have eyes to see? I would question that very seriously. If you don't see the problems with CPM, right? So as soon as somebody starts defending it, I'm like, oh my gosh, this person's blind, right? Which is judgment on my part. Just so you know.

Um, and then learning, you know, I was dealing with a local lean consultant here in Phoenix, which is, which is a nightmare for me to deal with. Uh, he's always like, I teach this CM lean course and I've got my way of doing things and this is it. And there is no more it.

And I'm like, well, I have to question if you're a lean, um, uh, consultant or, or while you can be a consultant, but a lean leader, if you're not learning and questioning all the time. Um, I would, I would question that very seriously. And so like seeing and then improving and learning, those are keys, the key things that people don't often talk about when it comes to lean and they're very, very important and it's, it's hard.

Like I'll tell you, uh, when I started writing alone, the attack planning book, the, uh, Kate, I was like, Kate, I need help with some of these graphics. And she's like, this is all wrong. It's all wrong.

The try again, this is not how you're going to write this book. And I was, uh, I was upset. It's hard to have your work turned apart.

And I went back to the drawing board and she's like, put it in an outline. And that's how we came up with, uh, programs and projects, milestones, phases, zones, tack time, trains and trade flow, production, laws, buffers, interconnections, independent activities in the path of critical flow. And first and last plan of coordination, because she pushed me to do it right.

And there it's constantly this seeing what needs to be seen and learning. And so I wanted to give you that definition and invite all of us, uh, to see more and to learn more and to be the lean leaders that we know we can be and that we probably want to be. I hope you've enjoyed this podcast.

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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