The Best—and Worst—of Times
Who likes meetings? Raise your hands, please.
That’s what I thought—no one likes meetings! If done right, though, meetings are essential for progress.
Consider job site meetings. A construction project is a complex activity. Everyone involved shares the same ultimate objective: the satisfactory and timely completion of the building. Subcontractors early in the process tremendously impact the ability of later subs to complete tasks. Job site meetings make all subs aware of delays that might affect them. Subs later in the schedule have the least control over the ability to complete their jobs on time.
One of our dealers was known for always attending job site meetings. Even if they didn’t need to install our product for three years, they’d be there. When an early sub faced a challenge that would delay them a month, our dealer would point out how this might affect their ability to complete their installation on time. When the contractor said not to worry, that the contractor would make certain the month was made up, our dealer would ask how this would be done. Which other subs had extra time in their schedules to make up a month? Our dealer put their concerns in writing, pointing out the potential additional costs to the project.
For example, if that month was not made up but the project had to be completed on time, there weren’t many options with our dealer. First, our product could be delivered as scheduled, but would be put in storage until the project was ready for it. Second, the product would still be put in storage, but installers would have to be paid overtime to get the project back on schedule. Third, the release of the product from the factory could be delayed, but this risked late delivery. Factory capacity could not be guaranteed for whenever the new release date was approved. Factory lead times are dependent on factory capacity. When factories are full, lead times stretch out. It is not uncommon for a “standard” (minimum) lead time to become 26 weeks as a result of fluctuations in seasonal demand. The third option is never good. If you already have dedicated factory capacity, it is best to keep it there.
When it was time to release our product and that delayed month had not been made up, our dealer had the documentation to prove they had warned the contractor of the change order charges required.
Good meetings for complex projects require attendance from all interested parties. They require full disclosure of potential delays and the effects they will have on later subs, including additional costs. Later subs cannot be held accountable for problems associated with challenges caused by earlier subs and/or poor project management by contractors.
Yes, construction projects are team events. Successful teams work with each other, voice concerns, and candidly discuss how to improve. Job site meetings are no different.
Dave can be reached at dwithee@alum.mit.edu or 920-737-8477. All opinions expressed in Across the Table with Dave Withee are exclusive to the author and are not reflective of Lab Design News.
