Project Pre-Planning The First Step To Increasing Productivity

www.dbrownmanagement.com © 2004 by D. Brown Management /56

What You Will Learn – Project Pre-Planning The cost of problems Understanding a typical construction day Impacting change in an organization The outline of a project plan www.dbrownmanagement.com © 2004 by D. Brown Management /56 Productivity | Quality | Safety

The cost of problems

Understanding a typical construction day

Impacting change in an organization

The outline of a project plan

Change Orders “ People Processes” Profit Dynamics Cash Flow Priorities / Time Mgmt. Const. Financial Basics Construction Docs Schedule Management Pre-Planning Impacted Productivity Production Tracking Customer Service www.dbrownmanagement.com © 2004 by D. Brown Management /56

Change Orders

“ People Processes”

Profit Dynamics

Cash Flow

Priorities / Time Mgmt.

Const. Financial Basics

Construction Docs

Schedule Management

Pre-Planning

Impacted Productivity

Production Tracking

Customer Service

About David In industry since 1988 Apprentice, electrician, superintendent, project management, executive Stints with GC and CPA Projects from service calls through $20M design & build I love construction! www.dbrownmanagement.com © 2004 by D. Brown Management /56 Field | Management | Consulting

In industry since 1988

Apprentice, electrician, superintendent, project management, executive

Stints with GC and CPA

Projects from service calls through $20M design & build

I love construction!

About You What’s your name? How long have you been in the industry? What you do for the company? What are your expectations from this class? /56 Introductions

What’s your name?

How long have you been in the industry?

What you do for the company?

What are your expectations from this class?

Group Exercise: 30 Days Of Problems Re-Work Drawing Revisions RFI’s Expedited Delivery Charges Re-Inspection Fees Additional Days On Job Injuries /56 How Many Can You Name???

Re-Work

Drawing Revisions

RFI’s

Expedited Delivery Charges

Re-Inspection Fees

Additional Days On Job

Injuries

FEEDBACK “The Best Thing About Class Was Dinner” www.dbrownmanagement.com © 2004 by D. Brown Management /56

DO SOMETHING S.M.A.R.T www.dbrownmanagement.com © 2004 by D. Brown Management /56

The Big Picture – The $1 Trillion Opportunity US construction market is over $12 Trillion per year 10% of construction costs are for “Non-Installation” labor Saving even 1% amounts to annual saving over $10 Billion Labor shortages for all skilled trades will be several million people by 2010 www.dbrownmanagement.com © 2004 by D. Brown Management /56 Cost | Productivity | Manpower

US construction market is over $12 Trillion per year

10% of construction costs are for “Non-Installation” labor

Saving even 1% amounts to annual saving over $10 Billion

Labor shortages for all skilled trades will be several million people by 2010

What Are You Currently Doing / Not Doing? The Project Lifecycle “ In The Perfect World” www.dbrownmanagement.com © 2004 by D. Brown Management /27

What Are You Currently Doing / Not Doing?

Construction & Problems FACTS Nothing will ever go perfectly! Problems are simply part of the construction process. www.dbrownmanagement.com © 2004 by D. Brown Management /56 Get Use To Them! “ If a problem has no solution, it may not be a problem, but a fact, not to be solved, but to be coped with over time.” – Shimon Peres (Rumsfeld’s Rules) HOW problems are overcome determines success.

FACTS

Nothing will ever go perfectly!

Problems are simply part of the construction process.

The Cost Of Problems www.dbrownmanagement.com © 2004 by D. Brown Management /56 Early Detection Is Best

/56 PLANNING STORIES

… and you don’t have a workable plan then shut it down until you do. - Advice From Kiewit Superintendent Training If A Project Is In Trouble… www.dbrownmanagement.com © 2004 by D. Brown Management /56 Great Advice | Great Company

… and you don’t have a workable plan then shut it down until you do. - Advice From Kiewit Superintendent Training

Planning Before The Project Starts Fixture install details Details on submittals Power install details Consolidated homerun planning Under slab detailing Procurement / delivery plan Value engineering Room-by-room, circuit-by-circuit, fixture-by-fixture verification www.dbrownmanagement.com © 2004 by D. Brown Management /56 Overcoming Estimate Problems

Fixture install details

Details on submittals

Power install details

Consolidated homerun planning

Under slab detailing

Procurement / delivery plan

Value engineering

Room-by-room, circuit-by-circuit, fixture-by-fixture verification

Planning Making A Bad Situation Good www.dbrownmanagement.com © 2004 by D. Brown Management /56 Customer Service

/56 PROJECT PRE-PLANNING

How Time in Construction is Spent Planning makes actual installation more efficient Other activities such as planning and layout shifted to beginning of the project Other activities such as site movement, material logistics, general non-productive time and re-work are minimized www.dbrownmanagement.com © 2004 by D. Brown Management /56 Opportunities For Improvement

Planning makes actual installation more efficient

Other activities such as planning and layout shifted to beginning of the project

Other activities such as site movement, material logistics, general non-productive time and re-work are minimized

Understanding The Average Construction Day Source RS Means Electrical Estimating Cost Data NECA has similar breakdown Labor units are based on these standards – watch over time and you’ll see they are very close www.dbrownmanagement.com © 2004 by D. Brown Management /56 Where Can We Improve On This?

Source

RS Means Electrical Estimating Cost Data

NECA has similar breakdown

Labor units are based on these standards – watch over time and you’ll see they are very close

Running 100’ of ½” EMT (3.5 Hours Time) 6 minutes spent with plans 6 minutes gathering materials 10 minutes getting mobilized to work area 15 minutes laying out area 10 minutes moving around in work area, bathroom, etc. 6 minutes cleaning up 12 minutes breaks & general non-productive time www.dbrownmanagement.com © 2004 by D. Brown Management /56 How The Work Typically Happens Just over 2 hours is spent on actual installation

6 minutes spent with plans

6 minutes gathering materials

10 minutes getting mobilized to work area

15 minutes laying out area

10 minutes moving around in work area, bathroom, etc.

6 minutes cleaning up

12 minutes breaks & general non-productive time

A Typical 5,000 Man Hour Project www.dbrownmanagement.com © 2004 by D. Brown Management /56 How Many Hours Can Planning Save? Over a 1 year long project there are 6-7 hours per day spent on activities other than the actual installation. 1,800 man hours are spent on non-installation activities. This is what we will focus on with the planning process.

/56 $75,000 15 Person Company (Saving A Few Minutes Per Day)

Four Areas of Focus – What Can You Save? 11% Plans & Layout 6% Material Procurement & Logistics 13% Mobilization, Site Movement & Cleanup 6% Breaks & Non-Productive Time www.dbrownmanagement.com © 2004 by D. Brown Management /56 36% Of Your Labor Budget!

11% Plans & Layout

6% Material Procurement & Logistics

13% Mobilization, Site Movement & Cleanup

6% Breaks & Non-Productive Time

1. Plans & Layout 11% of your time is spent on these activities 550 man hours for a 5,000 man hour project! That’s 1 person for 3 months! www.dbrownmanagement.com © 2004 by D. Brown Management /56 Shifting The Process To The Front End Dimensioning off of plans Laying out walls for UG Cross-referencing with architectural, mechanical and structural plans Figuring out light fixture and equipment mounting Tracking down details on specialty fixtures / equipment What to do – daily work tasks Resolving problems via RFI Incorporating addendums, SK drawings and RFI answers Circuiting

11% of your time is spent on these activities

550 man hours for a 5,000 man hour project!

That’s 1 person for 3 months!

2. Material Procurement & Logistics 6% of your time is spent on these activities 300 man hours for a 5,000 man hour project! That’s 1 person for 2 months! www.dbrownmanagement.com © 2004 by D. Brown Management /56 Getting What You Need To Build With Making material lists Keeping the commodities stocked in storage container Moving materials from container or shop to gang boxes From gang box to work area Receiving fixtures and equipment Figuring out where fixtures and equipment go Staging fixtures and equipment around project Dealing with missing parts

6% of your time is spent on these activities

300 man hours for a 5,000 man hour project!

That’s 1 person for 2 months!

3. Mobilization, Site Movement, Cleanup 13% of your time is spent on these activities 650 man hours for a 5,000 man hour project! That’s 1 person for 4 months! www.dbrownmanagement.com © 2004 by D. Brown Management /56 Losing Money By Walking Around Time from pay-start time until actual installation starts Time before the end of the pay period that people start cleaning up Amount of time spent walking around site looking for material or information How you stage materials, gang boxes and storage containers Staggering of start times so apprentices start earlier and finish later handling logistics Project action item list / good layout

13% of your time is spent on these activities

650 man hours for a 5,000 man hour project!

That’s 1 person for 4 months!

4. Breaks & Non-Productive Time 6% of your time is spent on these activities 300 man hours for a 5,000 man hour project! That’s 1 person for 2 months! www.dbrownmanagement.com © 2004 by D. Brown Management /56 Breaks OK | Non-Productive Time Bad Only half of that time is actual break time The rest is time getting to and from break area combined with other non-productive time. Taking break by work area Bring your own lunch Using Project Action Item (PIA) list to make sure everyone has more than enough work laid-out in front Lead by example

6% of your time is spent on these activities

300 man hours for a 5,000 man hour project!

That’s 1 person for 2 months!

Planning Field or Office? Which is more efficient? www.dbrownmanagement.com © 2004 by D. Brown Management /56

Planning

Field or Office?

Which is more efficient?

Planning Means Nothing Without Execution “ Execution is a systematic process of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability.” — Larry Bossidy & Ram Charan / Execution: The Discipline of Getting Things Done www.dbrownmanagement.com © 2004 by D. Brown Management /56 Planning To Get Things Done How will you discuss your project plan with your team? How will you follow-up to make sure your plan is being followed? What processes will you put in place to monitor progress?

“ Execution is a systematic process of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability.” — Larry Bossidy & Ram Charan / Execution: The Discipline of Getting Things Done

How will you discuss your project plan with your team?

How will you follow-up to make sure your plan is being followed?

What processes will you put in place to monitor progress?

Building & Communicating The Plan www.dbrownmanagement.com © 2004 by D. Brown Management /56 Cascading Communications

Group Exercise – Identifying Time Wasters For the project you are about to start brainstorm all of the time wasters you can think of Vote on the top 4 time wasters on the current project www.dbrownmanagement.com © 2004 by D. Brown Management /56 Starting A Plan

For the project you are about to start brainstorm all of the time wasters you can think of

Vote on the top 4 time wasters on the current project

/56 ORGANIZATIONAL CHANGE

Change Happening In Design Building Information Modeling www.dbrownmanagement.com © 2004 by D. Brown Management /56

Adaptation vs. Extinction “ It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change” – Charles Darwin www.dbrownmanagement.com © 2004 by D. Brown Management /56 It’s Your Choice!

“ It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change” – Charles Darwin

Managing Organizational Change “ If you don’t like change, you’re going to like irrelevance even less.” — General Eric Shinseki, Chief of Staff. U. S. Army www.dbrownmanagement.com © 2004 by D. Brown Management /56 Time Consuming, Frustrating & Worth It

“ If you don’t like change, you’re going to like irrelevance even less.”

— General Eric Shinseki, Chief of Staff. U. S. Army

Battlespace Awareness www.dbrownmanagement.com © 2004 by D. Brown Management /56 Better Planning = Better Execution

The Change Process – Crossing The Chasm One win = a small step forward | Multiple wins = momentum Small loss = a huge step backwards | Big loss = idea death! www.dbrownmanagement.com © 2004 by D. Brown Management /56 Start Small | Win Big | Brag!!

One win = a small step forward | Multiple wins = momentum

Small loss = a huge step backwards | Big loss = idea death!

Implementing Change From Below Pick 1 SMALL thing you have control over Work UNDER the radar – less people = more results Work like CRAZY to change that one thing Document RESULTS thoroughly BRAG loudly about the results Give other people CREDIT as necessary If no one responds – WAIT and try again later (go back to #1) If people respond positively try something BIGGER www.dbrownmanagement.com © 2004 by D. Brown Management /56 8 Steps To Success Remember that people are watching what you do – both inside and outside your company.

Pick 1 SMALL thing you have control over

Work UNDER the radar – less people = more results

Work like CRAZY to change that one thing

Document RESULTS thoroughly

BRAG loudly about the results

Give other people CREDIT as necessary

If no one responds – WAIT and try again later (go back to #1)

If people respond positively try something BIGGER

Change In The Real Business World Change RARELY originates at the top Change NEVER “happens” at the top Change, like evolution, happens SLOWLY Change usually starts as a GRASSROOTS effort and bubbles up www.dbrownmanagement.com © 2004 by D. Brown Management /56 Understanding The Process Start your “Change” library today!

Change RARELY originates at the top

Change NEVER “happens” at the top

Change, like evolution, happens SLOWLY

Change usually starts as a GRASSROOTS effort and bubbles up

“ I love using CAD software for layout. Installation is going much faster and everyone is doing it the way I want the first time.” - Rob McCaskill, Foreman www.dbrownmanagement.com © 2004 by D. Brown Management /56 16 Years!

/56 IDEAS

Under Slab Detailing www.dbrownmanagement.com © 2004 by D. Brown Management /56 What Goes Where?

Submittal / Installation Details Get detailed installation instructions for ALL custom equipment Contact info for technical engineer if not clear Get photos if possible – worth 1,000 words! www.dbrownmanagement.com © 2004 by D. Brown Management /56 Standard Practice For More Info

Get detailed installation instructions for ALL custom equipment

Contact info for technical engineer if not clear

Get photos if possible – worth 1,000 words!

Mounting Details Ring type, depth & orientation Layout for mounting Mounting height / location Power feed layout & connection? Wall covering? Hardware included? Other misc. parts required? Structural support details Earthquake details www.dbrownmanagement.com © 2004 by D. Brown Management /56 Lighting | Power | Low-Voltage

Ring type, depth & orientation

Layout for mounting

Mounting height / location

Power feed layout & connection?

Wall covering?

Hardware included?

Other misc. parts required?

Structural support details

Earthquake details

Light Fixtures Room-by-room count and verification of type Verify mounting orientation in counts Shipping details – what gets shipped / when Create list of lamps Create tracking sheets for receiving fixtures / lamps Label all fixtures when receiving with room number Plan delivery schedule with slack in it! www.dbrownmanagement.com © 2004 by D. Brown Management /56 Quantities | Mounting | Logistics

Room-by-room count and verification of type

Verify mounting orientation in counts

Shipping details – what gets shipped / when

Create list of lamps

Create tracking sheets for receiving fixtures / lamps

Label all fixtures when receiving with room number

Plan delivery schedule with slack in it!

Room Detailing Packages Use CAD software to make changes easily Create objects to match ACTUAL submittals Detail floor plan & wall elevations Detail under slab stub-up locations Check for clearances, fit and conflicts Verify EVERY circuit with the plans RFI conflicts, missing circuits, etc. Create panel schedules ahead of time – correcting conflicts found Plan homerun and feeder layout Complete bill of materials (BOM) – factor into budget! Assemble details, BOM, panel schedules and submittals into binder www.dbrownmanagement.com © 2004 by D. Brown Management /56 Power | Data | Mechanical

Use CAD software to make changes easily

Create objects to match ACTUAL submittals

Detail floor plan & wall elevations

Detail under slab stub-up locations

Check for clearances, fit and conflicts

Verify EVERY circuit with the plans

RFI conflicts, missing circuits, etc.

Create panel schedules ahead of time – correcting conflicts found

Plan homerun and feeder layout

Complete bill of materials (BOM) – factor into budget!

Assemble details, BOM, panel schedules and submittals into binder

Circuiting, Homeruns & Feeders Verify circuiting against panel schedules If circuiting isn’t shown – draw it in during the planning phase Consolidate as many homeruns as possible Detail out EVERY conduit run 1-1/4” and larger checking routing against structural, HVAC and architectural plans Put as much work in under the slabs, in the decks or above the HVAC as possible – wide open = FAST! www.dbrownmanagement.com © 2004 by D. Brown Management /56 Consolidation | Routing

Verify circuiting against panel schedules

If circuiting isn’t shown – draw it in during the planning phase

Consolidate as many homeruns as possible

Detail out EVERY conduit run 1-1/4” and larger checking routing against structural, HVAC and architectural plans

Put as much work in under the slabs, in the decks or above the HVAC as possible – wide open = FAST!

Storage Containers & Gang Boxes Don’t save on storage and waste manpower Organized job storage means efficiency on the jobsite Standardize your storage setup Own your storage containers and customize them Locate gang boxes very close to work areas Have suppliers keep the storage container stocked Have a first year apprentice keep the gang boxes stocked www.dbrownmanagement.com © 2004 by D. Brown Management /56 Location, Location, Location Every time someone can’t find a bolt it costs BIG $$ Every trip to the storage container costs BIG $$

Don’t save on storage and waste manpower

Organized job storage means efficiency on the jobsite

Standardize your storage setup

Own your storage containers and customize them

Locate gang boxes very close to work areas

Have suppliers keep the storage container stocked

Have a first year apprentice keep the gang boxes stocked

Pre-Fabrication Opportunities Fixtures & whips Fixture mounting framing Large cable runs Box assemblies Support assemblies Forms for site / slab www.dbrownmanagement.com © 2004 by D. Brown Management /56 Build It In The Shop | Control Costs

Fixtures & whips

Fixture mounting framing

Large cable runs

Box assemblies

Support assemblies

Forms for site / slab

Value Engineering Substitute raceway types / fittings Dig into light fixture and gear package Copper vs. aluminum feeders – do the math Trading schedule time for money www.dbrownmanagement.com © 2004 by D. Brown Management /56 Saving Money While Making Money

Substitute raceway types / fittings

Dig into light fixture and gear package

Copper vs. aluminum feeders – do the math

Trading schedule time for money

Foreman Files Contract summary & scope Subcontractor scopes Project budget Major PO’s including terms Major material receiving forms Test forms Project forms – RFI’s, DEWR’s, Memo’s, Transmittals, Material Requisitions, Timecards Submittals – including additional install details Standardized file structure for storing information www.dbrownmanagement.com © 2004 by D. Brown Management /56 Project Organization

Contract summary & scope

Subcontractor scopes

Project budget

Major PO’s including terms

Major material receiving forms

Test forms

Project forms – RFI’s, DEWR’s, Memo’s, Transmittals, Material Requisitions, Timecards

Submittals – including additional install details

Standardized file structure for storing information

Safety Planning (By Phase) Underground Work on floor decks / roof Branch installation 0-9’ Branch installation 10’+ Power distribution / large equipment Power turn-on Fixtures, devices & trim www.dbrownmanagement.com © 2004 by D. Brown Management /56 PPE | Meetings | Special Info

Underground

Work on floor decks / roof

Branch installation 0-9’

Branch installation 10’+

Power distribution / large equipment

Power turn-on

Fixtures, devices & trim

www.dbrownmanagement.com © 2004 by D. Brown Management /56

Group Exercise Using the prior list of biggest time wasters on the project brainstorm everything you can do to minimize the impacts Assign responsibilities and times to get these things done www.dbrownmanagement.com © 2004 by D. Brown Management /56 Starting A Plan

Using the prior list of biggest time wasters on the project brainstorm everything you can do to minimize the impacts

Assign responsibilities and times to get these things done

Infrastructure Enables You To Focus… www.dbrownmanagement.com © 2004 by D. Brown Management /36 Urgent Versus Important Activities

Another Resource – Kerry O’Brien www.dbrownmanagement.com © 2004 by D. Brown Management /56 www.jobsiteproductivity.com

Group Exercise Break into small cross-company groups max 4 people Brainstorm the top 3 “gotcha” areas on a project that affect daily productivity Dive deep into what could be done at the pre-planning phase to increase productivity Get detailed – who will do what? How will it be done? How much will it save? How would you roll this plan out to the project team? Present your ideas to the class www.dbrownmanagement.com © 2004 by D. Brown Management /56 Starting A Plan

Break into small cross-company groups max 4 people

Brainstorm the top 3 “gotcha” areas on a project that affect daily productivity

Dive deep into what could be done at the pre-planning phase to increase productivity

Get detailed – who will do what? How will it be done? How much will it save?

How would you roll this plan out to the project team?

Present your ideas to the class

/56 EXECUTION DO SOMETHING IN THE NEXT WEEK!