After establishing a debugging program, the formation of a comprehensive, standardized, company-wide construction system is the second most important thing that company owners and top managers can do to improve the construction.
A company-wide construction program involves information, policies & procedures, tasks, and standards that uniformly apply to all of a company’s projects.
For example, a mass-production tract housing builder may have 10 projects under construction. Three of the projects have grade-A quality superintendents, four of the projects have grade-B quality superintendents, two of the projects have grade-C quality superintendents, and the tenth project has a superintendent that is performing at a grade-D quality level.
This is not an unusual scenario…and this arrangement will function and complete tract houses that get sold and turn a profit for the builder. This scenario is being repeated many times for builders around the world…in variations on the same script…for builders having three projects or twenty.
The problem here goes back to the point made elsewhere in this book…that owners and managers of building construction companies with backgrounds in real estate, finance, accounting, or law…because they lack first-hand field experience in construction assume incorrectly that they cannot beneficially become involved in the nuts-and-bolts operation…and therefore delegate 100% of the field management to experienced superintendents and project managers…producing in the ten-project company example above ten different approaches to running the field construction ranging from grade-A quality down to grade-D quality.
A building construction company that relies upon the superintendents and project managers to bring in their own management and leadership systems…in lieu of the company having its own optimum system in-place and successfully operating…will create problems and conflicts throughout the company…from the human resources department to the sales team on every project.