Been spinning my wheels on this exact problem with K1. Still marinating on Adam’s affinity curve post — fits right in

@Scott Jennings I agree with you leadership from the office is in the mindset of a computer science lab in India versus real field knowledge. I believe it comes from the bottom up first, the biggest problem for them is field adaptation. If the field unites behind one standard protocol, demanding a change in the broken system If we solve the adaption problem with them, then they’ll listen, pie in the sky thinking I know

This is my initial thinking, I’m very interested in the old dawg take on it as I get more familiar with the affinity aspect of the curve, the two are interlocked and cannot be separated without human judgment in complete control. None of this works. The human is the most complex machine in this entire operating system and must be accounted for accordingly. The lean principles make this possible.

Technical truth without human truth is incomplete physics. Infinity gives memory, Affinity gives heart

@Mike Chiles Appreciate the welcome. What I’m focused on right now is simple: inverting the traditional top-down flow of construction technology. For decades, jobsite software has been built for the trailer, the PM, and accounting—pushing clerical burdens downward onto the field. That’s backwards. Real flow in Lean doesn’t start in an office; it starts where the tools hit the material. The technology I’m building is 100% field-first and mobile-first. The core philosophy: Zero administrative friction: Capture site conditions, trade coordination, and daily logs on the fly via voice and camera in under 10 seconds—no sitting in a trailer filling out 40-field dropdown menus. A true Pull system: Instead of pushing disconnected schedules from the top down, empowering foremen and supers at the last mile with real-time, offline-resilient data so trades pull work naturally without trade stacking or dead time. Rewarding the working man: Eliminating the duplicate paperwork and finger-pointing so field leaders can get back to what actually matters: running work, maintaining trade flow, and building safely. The goal isn’t another shiny dashboard for executives; it’s building tools that actually respect the field leader’s time. As a community of experienced builders this is what I’m fighting for that voice We aren’t just glorified no takers. We tell people what to do and how to move efficiently in the new future workforce we need to secure our place as fundamental leaders, not simply a “human in the loop” involved in a broken system, but rather a “human in command” in lock with the trades and the craft to preserve the future of the working man

Learning more about the production laws finally made the “why” of Lean Construction click for me. I believe the missing piece has always been reliable technical infrastructure that can actually support those laws in the field — real-time, field-origin data, sealed records at the point of work, and systems that live where the work happens instead of in the trailer The technology I’ve been working on is aimed at delivering the technical “how - not the wow” that makes those laws enforceable on real jobsites. Would love to hear from the Dawgs who’ve been living this longer than me. I’ve been working at exactly this Excited to hear from you

Wow, I’m in awe. Very impressive to see for my first posting on this form for many reasons. On the surface, people might just be impressed that you spoke it @ Yale but they might not be aware of is why? Yale is the bastion of the sovereign human mind, the Anti engineering powerhouse The Human in the “loop” if you will You sit at the intersection of machines and man quite literally through the lens of EI Raw field determandic truth meets human and EI at the edge of both worlds with high consequence decisions being made now. For the future of the Field worker The truth comes from the field, and emotional intelligence supports the truth. The field equals the truth, that all the executives need, through all their fancy dashboards and contraptions. The information should no longer flow from the office down to the field. It should flow from the field up to the office, always.