Over the past three decades I’ve spent in the field, I have learned some incredibly valuable lessons. One: a toolbox says a lot about the person carrying it. Two: in this fast-paced, high-risk industry where change is the only constant, you need more than blueprints, Bobcats and boots on the ground to be successful. To get the job done right and delivered on time, you need the best tools at your disposal—from sophisticated, lean planning resources to emotionally intelligent operations leadership and a project-first team culture.

Like any industry veteran, I’ve experienced cycles of supply chain disruptions, skilled labor shortages and material cost escalation. Due to the aggressive nature of modern schedules, these economic and market forces have added an unprecedented level of scale and complexity to project planning.

When teams contend with additional challenges such as unforeseen conditions or extensive design revisions, the dominoes can crumble relatively quickly. We feel the impacts of these pressures every day in the field. Often, that means putting work in place at breakneck speeds and logging exhaustive hours to ensure our clients step foot in their buildings when we promised.

At Howard S. Wright, a Balfour Beatty company, we never approach a project with the mindset that failure is an option, because achieving the project mission is our measure of success.

Better Planning, Better Outcomes

Despite the industry’s concerted efforts and the grit and determination of workers in the field, it’s no secret that many projects do not finish on time. In fact, research initiated by the Lean Construction Institute (LCI) and Dodge Data & Analytics found that 61% of ‘typical’ projects finish behind schedule – which researchers differentiated from ‘best’ projects (projects defined as those adopting lean methodologies and collaborative contracting models.)

So how does this practically translate for those of us in the field?

When working under typical contracting methods, using typical tools and under typical market and labor conditions, our odds of completing projects on time are not favorable. But with the right tools, I am convinced we can significantly improve those odds and the overall job satisfaction of our frontline workers.

Investing in tools like LCI’s Last Planner System® equips project teams with a powerful advantage. Since being introduced to the Last Planner System® at LCI Congress more than five years ago, I’ve consistently championed its use on our projects. I’ve witnessed the Last Planner System® make measurable, positive impacts through improved task commitments and accountability, better workflow reliability, increased production rates and reduced waste in daily activities.

Touchplan and Bluebeam Studios are our go-to tools for digital planning, which drive greater accessibility and inclusivity for all parties into the planning process. Daily huddles, a foundational tenet of the Last Planner System®, enhance team communication, coordination and remove roadblocks before work begins.

At Howard S. Wright, a Balfour Beatty company, we believe so passionately in the Last Planner System® as a differentiator that it is sometimes written in our contracts. Every trade must raise their hand before the job begins and pledge, “I’m all in.”

As a result, everyone begins work knowing they are empowered to actively contribute to the plan and can grow as builders and leaders in the process. While application of the Last Planner System® doesn’t eliminate our core challenges, it gives us a strategic edge that helps us navigate them more effectively.  

Support-Driven Field Leadership

For much of my career, it was widely accepted that construction was an abrasive and authoritarian industry where the general contractor called all the shots. It’s been incredibly rewarding to see that dial shifting in a positive direction, but we still have much work to do.

When lean tools like the Last Planner System® are implemented, it sets the tone for a more collaborative culture where field leadership can leverage soft skills such as active listening, relationship building and empathy to achieve shared goals.

That doesn’t mean we won’t face tough conversations—about contracts, labor allocation or performance concerns just to name a few common issues. When you approach a trade partner from a place of support, seeking to understand their challenges and perspectives and then helping them prioritize workflow and resources, you have a much better chance of achieving optimal outcomes for every stakeholder. Over time, that support-driven approach cultivates trust, trust cultivates collaboration and collaboration cultivates team success.

On my projects, I define success as everyone ending the job whole—safe and healthy both physically and mentally, and with a sense of earned accomplishment in a job well done. While many in our industry and beyond primarily associate lean principles with waste reduction, it is not as widely known that the very foundation of lean is a deep belief in respect for people. This is one of my favorite aspects about lean as a philosophy and what initially drew me to its study. When we put people first by recognizing their innate value and investing in their growth and wellbeing, we ultimately put the project mission first. A people-first jobsite is a project-first jobsite.

My toolbox looks a lot different than it did three decades ago. Its edges are etched with wear, and its once gleaming veneer now dulled by Father Time. But don’t judge a toolbox by its cover. Inside, it’s taken on an entirely new life, rich with resources I never could have fathomed as a young builder. It’s been shaped by every project I’ve been entrusted to build, every craft worker I’ve been fortunate to encounter and even by the hard lessons I’ve learned along the way.

Now, more than ever, it’s critical to choose the right tools, and never be afraid to evolve or expand the types of tools you’re carrying.