AME Milwaukee 2026 International Conference
PRESENTATIONS
Presentation
Construction Production 2.0
A system designed to create good days, everyday
OVERVIEW
Twelve years ago, Story developed and deployed Construction Production 2.0 (CP2.0), a low-tech, high-collaboration construction scheduling and planning platform used on all of its projects. The primary purpose was to create good days — each day — for every craft person on its projects by reducing variability for crews, ensuring the inputs crews need are available, providing the proper work zone, improving the installation process with each cycle and identifying the career development opportunities that each day’s work provides for team members.
In short, Story needed to change the way supervisors discussed and planned work to create the opportunity for crew members to have more frequent and consistent good days. The system is based on many lean concepts and tools, with scientific thinking at its core, using daily, weekly and monthly routines of plan, do, check, reflect.
Six years ago, Story combined CP2.0 with the Story Way, its culture and behavior blueprint that integrates elements of the Toyota Way, kata, Shingo, TWI, work standards and Story’s core values. This framework shapes and informs behavior and specifically Story’s facilitative leadership approach at both the corporate and project leadership levels to best support the tools and processes of CP2.0.
This talk will share Story’s journey and learnings to date, the impact on its people and the many opportunities that remain in the years to come.
Please note that this talk could apply to Track 1, Track 2 and Track 3.
In short, Story needed to change the way supervisors discussed and planned work to create the opportunity for crew members to have more frequent and consistent good days. The system is based on many lean concepts and tools, with scientific thinking at its core, using daily, weekly and monthly routines of plan, do, check, reflect.
Six years ago, Story combined CP2.0 with the Story Way, its culture and behavior blueprint that integrates elements of the Toyota Way, kata, Shingo, TWI, work standards and Story’s core values. This framework shapes and informs behavior and specifically Story’s facilitative leadership approach at both the corporate and project leadership levels to best support the tools and processes of CP2.0.
This talk will share Story’s journey and learnings to date, the impact on its people and the many opportunities that remain in the years to come.
Please note that this talk could apply to Track 1, Track 2 and Track 3.
Key Learning Objectives
1. Examples of how Story has incorporated scientific thinking into CP2.0’s daily, weekly and monthly tools and routines, as well as at the overall system and complete project level.
2. The positive impact facilitative leadership at Story is having on the systems and tools used to advance improvements.
3. The alignment between the behaviors that best support the lean tools and processes of CP2.0 and the Story Way.
4. The impact of Story’s “why” — “everyone having a good day, every day” — in reducing resistance to change as Story deployed, updated and modified tools, processes and systems.
5. The engagement that the experimentation portion of scientific thinking has sparked among Story team members.
2. The positive impact facilitative leadership at Story is having on the systems and tools used to advance improvements.
3. The alignment between the behaviors that best support the lean tools and processes of CP2.0 and the Story Way.
4. The impact of Story’s “why” — “everyone having a good day, every day” — in reducing resistance to change as Story deployed, updated and modified tools, processes and systems.
5. The engagement that the experimentation portion of scientific thinking has sparked among Story team members.
Presenter
Pat Geary
President
STORY CONSTRUCTION
Pat Geary joined Story Construction as a project engineer in 1992 after graduating from Iowa State University’s construction engineering program. He first 13 years were spent leading projects a project engineer, project manager and operations manager ultimately becoming chief operating officer in 2005 and then president in 2025.
President
STORY CONSTRUCTION
Pat Geary joined Story Construction as a project engineer in 1992 after graduating from Iowa State University’s construction engineering program. He first 13 years were spent leading projects a project engineer, project manager and operations manager ultimately becoming chief operating officer in 2005 and then president in 2025.
Over the past decade, Geary has overseen the creation and deployment of Story’s lean project production system, Construction Production 2.0, as well as the Story Way, the company’s scientific thinking leadership and behavioral model.
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Management systems
Level: Intermediate
