1. Copyright 2013 Field Training Services www.leadcarpenter.com Pre Job Planning Tim Faller Field Training Services www.leadcarpenter.com 401-348-9698

2. Copyright 2013 Field Training Services www.leadcarpenter.com My History Remodeling in Georgia 1983-1988 Lead Carpenter 1988-1989 Production Manager 1989-2000 Consultant/Trainer 2000-Present Remodeler 2009-Present Project Manager for RIK&B Sept 2010- May 2011

3. Copyright 2013 Field Training Services www.leadcarpenter.com Planning Planning (also called forethought) is the process of thinking about and organizing the activities required to achieve a desired goal. Wikipedia

4. Copyright 2013 Field Training Services www.leadcarpenter.com Planning 1. A basic management function involving formulation of one or more detailed plans to achieve optimum balance of needs or demands with the available resources. The planning process (1) identifies the goals or objectives to be achieved, (2) formulates strategies to achieve them, (3) arranges or creates the means required, and (4) implements, directs, and monitors all steps in their proper sequence. www.businessdictionary.com/

5. Copyright 2013 Field Training Services www.leadcarpenter.com Main characteristics of planning in organizations are:  Planning increases the efficiency of an organization.  It reduces the risks involved in modern business activities.  It facilitates proper coordination within an organization.  It aids in organizing all available resources.  It gives right direction to the organization.  It is important to maintain a good control.  It helps to achieve objectives of the organization.  It motivates the personnel of an organization.  It encourages managers' creativity and innovation.  It also helps in decision making. Wikipedia

6. Copyright 2013 Field Training Services www.leadcarpenter.com Remodeling Planning Three important “steps”  Setting Goals  Defining Strategies  Implementing Two stages of planning  Sales/Design/Estimating  Production

7. Copyright 2013 Field Training Services www.leadcarpenter.com Step 1 - Goals Sales  Get the sale  At the right margin/profit  Create a buildable binder of info for production So they can meet their goals  “On time”

8. Copyright 2013 Field Training Services www.leadcarpenter.com Step 1 - Goals Production  On time  On budget  Satisfied customer

9. Copyright 2013 Field Training Services www.leadcarpenter.com Step 2 - Strategy - Sales Sales and Production must have an agreement on binder content Sales must see the production team as an Internal Clients  The problem with the boy that cried wolf. Create a sales schedule for a job from the time the client is “on board” to the handoff to production  A real schedule

10. Copyright 2013 Field Training Services www.leadcarpenter.com Step 2 - Strategy - Sales Sales schedule  Work backwards from “Projected start date”  Set milestones Phase 1 signing, selections, contract signing, etc.  Use to monitor progress  Use to direct the client  Use to ensure the job gets to production “on time”  Share it with the client – they can help you

11. Copyright 2013 Field Training Services www.leadcarpenter.com Task Due Date Responsible Party Preliminary Design Contract 14-Mar-13 FalCon/Smiths Initial drawings Due 28-Mar-13 FalCon Sign off on Initial Design 4-Apr-13 Smiths Selections 1-10 18-Apr-13 Smiths/Falcon Selections 11-20 2-May-13 Smiths/Falcon 90% Drawings due 16-May-13 FalCon Final Drawings due 30-Jun-13 FalCon Final Selections 10-Jun-13 Smiths/Falcon Final Contract signing 17-Jun-13 Falcon/Smiths Permit Application 18-Jun-13 FalCon Hand Off Meeting 24-Jun-13 FalCon Pre Construction Meeting 1-Jul-13 Falcon/Smiths Start Date 8-Jul-13 FalCon Production Construction Time 2.5 months FalCon Production End Date 20-Sep-13 FalCon Production

12. Copyright 2013 Field Training Services www.leadcarpenter.com Assumptions Willing to hold people accountable (everyone!) You have a macro schedule of all jobs You can accurately predict when a new job can come into production  You know when jobs will start and stop  Your production crew is realistic about their schedule  Your production crew can actually finish jobs on time

13. Copyright 2013 Field Training Services www.leadcarpenter.com Step 2 – Strategy - Production Have a hand off meeting  Sales downloading to production  Not the time for questioning the scope, estimate or plans  Focus on the parts that are not on paper Clients Unknowns Known issues Misc info

14. Copyright 2013 Field Training Services www.leadcarpenter.com Step 2 - Strategy - Production Lead Carpenter/ Project Manager planning  A time set aside for the LC/PM to carefully dissect the paperwork 1 – 8 hours depending on job size and complexity  A critical eye not a critical attitude

15. Copyright 2013 Field Training Services www.leadcarpenter.com Goals of Prod. Job Planning Intimate knowledge of the job An actual plan to meet goals  A plan for financial success  A plan for schedule success  A plan for customer success

16. Copyright 2013 Field Training Services www.leadcarpenter.com Incorrect Assumptions The job is in stages – we start and catch up as we go. Sticking to a schedule is simply a matter of doing it. Financial success is dependent on a good budget or it just happens Some customers are good and some are not so good

17. Copyright 2013 Field Training Services www.leadcarpenter.com What Do They/You Do? Read the entire scope/spec, budget Review the plans, compare to scope Read every sub contractor contract Create a schedule – Why LC/PM? Make material lists, quotes – Why LC/PM? Check the budget against the schedule Call subs to schedule

18. Copyright 2013 Field Training Services www.leadcarpenter.com What Do They Do? Check special order items – Why LC/PM? Think about how to best serve this client Create a list of questions and issues  Discrepancies from scope to plans  Details missing  Budget issues  Etc. Bring list to manager for discussion and answers – Why?

19. Copyright 2013 Field Training Services www.leadcarpenter.com Step 3 Implementation-When? On company time As long as it takes (within reason!)  If a large job - break the planning into sections Before the Pre Construction Conference

20. Copyright 2013 Field Training Services www.leadcarpenter.com Implementation - Where? Best place is the new job site  See the real situation In the office – access to people and info On current job site – perhaps too many distractions Home – Tele commute (?)

21. Copyright 2013 Field Training Services www.leadcarpenter.com What Makes This Hard to Do? Comes at the end of another job Many LC/PM are reluctant to “sit on their butt” LC/PM not used to reading/planning Distractions Poor planning of sales process Promises of start dates

22. Copyright 2013 Field Training Services www.leadcarpenter.com Let’s Do The Math (Planning Time) LC/PM cost you $50/hour Planning for a $200,000 job takes 4 hours Catch 10 out of the 20 issues that come up 4 X $50 = $200 Double it for time not spent producing on a job 2 X $200 = $400 Will the planning save you $400 in the field?

23. Copyright 2013 Field Training Services www.leadcarpenter.com Financial Issues Of Not Planning Many phone calls from site  Interruption factor – on site and in office Material runs from site People waiting till LC/PM gets answer Poor decision making – indecision, mistakes Subs not lined up properly Client distrust – huge at the end of the job

24. Copyright 2013 Field Training Services www.leadcarpenter.com How Do You Make It Happen? Use the sales schedule to be sure jobs are ready at least two weeks before completion of current job Schedule the handoff on the sales schedule Train the LC/PM to set aside planning time in last two weeks of current job Production Manager/ Owner follow up during close of job

25. Copyright 2013 Field Training Services www.leadcarpenter.com What About? “Just trying to keep people working”  First – do not use this as an excuse  Same process just shorten the time frame  Have the planning as the “first day on the job” Not while demo is going on!

26. Copyright 2013 Field Training Services www.leadcarpenter.com About Accountability Use Internal Change Orders  If something is seen in production that sales could have dealt with – ICO  If something happens in production that could have been seen in Planning but was not – ICO  Use the ICO’s as a training mechanisms Accountability should be about change

27. Copyright 2013 Field Training Services www.leadcarpenter.com Any Questions?

28. Copyright 2013 Field Training Services www.leadcarpenter.com Contact Info Tim@leadcarpenter.com 401-348-9698 Newsletter  www.leadcarpenter.com www.leadcarpenter.com  Sign up near top right side In house or on the phonetraining and consulting on production issues

29. Copyright 2013 Field Training Services www.leadcarpenter.com The End