The flagship service
Blueprint
Find where your delivery system breaks down, redesign it with your team, then put the Last Planner System and Takt to work on a live job of yours before we leave.
For owners and directors of established UK construction contractors who keep seeing the same delays, overruns and firefighting turn up on every job, no matter who runs it. This is the only one of our services that looks at the whole business rather than one project.
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A short explainer is being finished. The week-by-week below covers the same ground.
The problem it solves
You’ve got good project managers, planners and QSs. You’ve probably got the software too. But good people working inside a poorly designed system still get poor results, and they end up working evenings to hold it together.
Another hire won’t fix that. Neither will another system. Changing how work flows through the business will — and that means looking at the business, not just the job. That is what separates Blueprint from everything else we do.
What happens in the 20 days
One of your live projects. Four weeks. Your team involved from day one, so what we build is theirs, not mine.
Week 1 · Days 1–5
See how the business really runs
We spend the week with your directors, office team and site team, following how a job actually moves from winning it to handing it over, and drawing what we find on the wall rather than in a document.
You get
Your operating model as it is today, on one page
Week 2 · Days 6–10
Diagnose it, then design the replacement
We trace the delays and the rework back to where they start, agree the handful of failures that explain the rest, and design with your team how the business should run instead. Day 10 is the readout, in the room, to you.
You get
The Blueprint: what is broken, what it costs, the operating model you move to, and the roadmap that gets you there
Week 3 · Days 11–15
The Last Planner System, on a live job
Your managers and site leads learn it by doing it: a pull plan built backwards from the milestone with the trades in the room, a six-week look-ahead, a constraint log, and the first weekly planning session run by them with us alongside.
You get
A team making promises and counting whether they were kept, on a real project
Week 4 · Days 16–20
Takt, on the same job
Now the pace. The building split into zones that hold roughly equal work, the trades put in sequence, one beat agreed with the foremen, and the daily routine that keeps the whole thing honest once we have gone.
You get
A takt plan running on the live job, and a team who built it and can build the next one
In week one we look at six parts of how your business delivers:
01
How a job moves
From winning it to handing it over
02
Who decides what
And who owns the result
03
Where the work happens
Office, site and supply chain
04
What information people need
And when it arrives
05
How subcontractors and suppliers work
How they commit and deliver
06
How you plan and control
The work, week to week
What you get
Not a 100-page report. Three things: an honest picture of how the business runs today, the model it runs on instead, and a team already working the new way on a live job.
One · the diagnosis
How the business actually runs
Not how the handbook says it runs. Drawn on walls with your own people, in their words, over the first two weeks.
- Your operating model on one page, strengths and problems marked
- The value chain from win to handover, with the steps that reliably go wrong
- A Delivery Health Assessment across all six areas
- Who really decides what, and how much of it lands on you
Two · the design
The business you move to
Handed over in the room on Day 10, written for the owner rather than for a board, and short enough that it gets read.
- The three to five failures that explain the chaos, and what each one costs
- The design principles the future has to obey, agreed with you
- The target operating model: process, people, places, information, suppliers, and how you manage
- A roadmap in three phases, every item with a name and a date against it
Three · the capability
A team who can run it
Weeks three and four are not a classroom. Both systems go in on one of your live projects, run by your people, with us alongside.
- Pull plan, six-week look-ahead, constraint log and weekly work plan, running
- A zone map, a wagon list and a takt plan with real handover dates
- Managers and site leads trained in both systems by using them
- Three numbers you can read in a minute, every week, after we go
Illustrative sample
Delivery Health Assessment
Part of the diagnosis: where the delivery system breaks down, area by area, and what to fix first.
Illustrative sample
The way you will deliver instead
- Win and hand over to the delivery team
- Build the takt plan with site and trades
- Make work ready: six-week look-ahead
- Weekly commitments, promises tracked
- Learn from misses, improve
- Hand over on the date you said
Part of the design: how the business runs a job from win to handover once it has been rebuilt.
The questions directors ask first
About Blueprint specifically. The questions about choosing between our four services are on the homepage.
Can anyone understand my business in four weeks?
The aim isn’t to learn everything. It’s to follow real work through a live job and find where it breaks. Four weeks is plenty for that, and a year is not enough to learn a business the way you know it — which is why your people are in the room for all of it.
Why can’t my own people do this?
They’re capable, but they’re too close and too busy. An outside view can follow a job from win to handover without a department to defend, and can ask the question nobody inside wants to be the one to ask.
What if my senior team pushes back?
They’re part of the diagnosis from day one and they check the findings before you see them. Nothing in the Day 10 readout will be new to the people in the room. People back what they helped build.
What if you find something uncomfortable?
Then you’ll know, privately, with a plan attached. The findings are about the system, not about blaming anyone — and a conservative figure you can defend is worth more to you than a large one you cannot.
Do we have to stop work for four weeks?
No. We work on a live project while it runs. Weeks three and four are your own managers planning their own job, which is work they have to do anyway — the difference is how it is done and who is in the room.
Why teach both the Last Planner System and Takt?
Because each one is weak without the other. Takt sets the pace and the sequence; the Last Planner System is how the people doing the work commit to it and flag what is in the way. A takt plan with no promises behind it is a drawing. Promises with no pace behind them drift.
What happens after day 20?
Your team runs it. The programme is built so it does not need us to keep going, and the roadmap you get on Day 10 carries past day 20 in three phases, out to a year. We come back at six months to review the business against the report.
What do you need from us?
One live project we can follow from win to handover, with the people who ran it. Access to your directors, office and site teams. And a willingness to hear something uncomfortable about how the business works.
Is this the same as the shorter services?
No. Commit, Pace and Cadence install a way of working on one job. Blueprint asks why the same job keeps happening, redesigns the business behind it, and then installs both systems anyway. It is the only one that touches the whole company.
How much does it cost?
A fixed fee, agreed before we start and sized to the business. No day rates and no open-ended retainers. We’ll talk numbers on the call, once I know what you need.
Not sure if this is the right one? Let’s talk.
You tell me what keeps going wrong. I’ll ask how your jobs run from win to handover. Then I’ll tell you straight which of these is right for you, if any.
- 30 minutes, by video call
- With me, not a sales team
- No slides, no pitch
Pick a time that suits you
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