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10 Pre-Planning Ideas For Electrical Contractors


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10 Pre-Planning and Productivity Ideas For Electrical Contractors. Session Presented At Electric West 2008.

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10 Pre-Planning Ideas For Electrical Contractors

  1. 1. Project Pre-Planning The First Step To Increasing Productivity
  2. 2. © 2004 by D. Brown Management /56
  3. 3. What You Will Learn – Project Pre-Planning <ul><li>The cost of problems </li></ul><ul><li>Understanding a typical construction day </li></ul><ul><li>Impacting change in an organization </li></ul><ul><li>The outline of a project plan </li></ul> © 2004 by D. Brown Management /56 Productivity | Quality | Safety
  4. 4. <ul><li>Change Orders </li></ul><ul><li>“ People Processes” </li></ul><ul><li>Profit Dynamics </li></ul><ul><li>Cash Flow </li></ul><ul><li>Priorities / Time Mgmt. </li></ul><ul><li>Const. Financial Basics </li></ul><ul><li>Construction Docs </li></ul><ul><li>Schedule Management </li></ul><ul><li>Pre-Planning </li></ul><ul><li>Impacted Productivity </li></ul><ul><li>Production Tracking </li></ul><ul><li>Customer Service </li></ul> © 2004 by D. Brown Management /56
  5. 5. About David <ul><li>In industry since 1988 </li></ul><ul><li>Apprentice, electrician, superintendent, project management, executive </li></ul><ul><li>Stints with GC and CPA </li></ul><ul><li>Projects from service calls through $20M design & build </li></ul><ul><ul><li>I love construction! </li></ul></ul> © 2004 by D. Brown Management /56 Field | Management | Consulting
  6. 6. About You <ul><li>What’s your name? </li></ul><ul><li>How long have you been in the industry? </li></ul><ul><li>What you do for the company? </li></ul><ul><li>What are your expectations from this class? </li></ul>/56 Introductions
  7. 7. Group Exercise: 30 Days Of Problems <ul><li>Re-Work </li></ul><ul><li>Drawing Revisions </li></ul><ul><li>RFI’s </li></ul><ul><li>Expedited Delivery Charges </li></ul><ul><li>Re-Inspection Fees </li></ul><ul><li>Additional Days On Job </li></ul><ul><li>Injuries </li></ul>/56 How Many Can You Name???
  8. 8. FEEDBACK “The Best Thing About Class Was Dinner” © 2004 by D. Brown Management /56
  9. 9. DO SOMETHING S.M.A.R.T © 2004 by D. Brown Management /56
  10. 10. The Big Picture – The $1 Trillion Opportunity <ul><li>US construction market is over $12 Trillion per year </li></ul><ul><li>10% of construction costs are for “Non-Installation” labor </li></ul><ul><li>Saving even 1% amounts to annual saving over $10 Billion </li></ul><ul><li>Labor shortages for all skilled trades will be several million people by 2010 </li></ul> © 2004 by D. Brown Management /56 Cost | Productivity | Manpower
  11. 11. <ul><li>What Are You Currently Doing / Not Doing? </li></ul>The Project Lifecycle “ In The Perfect World” © 2004 by D. Brown Management /27
  12. 12. Construction & Problems <ul><li>FACTS </li></ul><ul><ul><li>Nothing will ever go perfectly! </li></ul></ul><ul><ul><li>Problems are simply part of the construction process. </li></ul></ul> © 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.
  13. 13. The Cost Of Problems © 2004 by D. Brown Management /56 Early Detection Is Best
  14. 14. /56 PLANNING STORIES
  15. 15. <ul><li>… and you don’t have a workable plan then shut it down until you do. - Advice From Kiewit Superintendent Training </li></ul>If A Project Is In Trouble… © 2004 by D. Brown Management /56 Great Advice | Great Company
  16. 16. Planning Before The Project Starts <ul><li>Fixture install details </li></ul><ul><li>Details on submittals </li></ul><ul><li>Power install details </li></ul><ul><li>Consolidated homerun planning </li></ul><ul><li>Under slab detailing </li></ul><ul><li>Procurement / delivery plan </li></ul><ul><li>Value engineering </li></ul><ul><li>Room-by-room, circuit-by-circuit, fixture-by-fixture verification </li></ul> © 2004 by D. Brown Management /56 Overcoming Estimate Problems
  17. 17. Planning Making A Bad Situation Good © 2004 by D. Brown Management /56 Customer Service
  19. 19. How Time in Construction is Spent <ul><li>Planning makes actual installation more efficient </li></ul><ul><li>Other activities such as planning and layout shifted to beginning of the project </li></ul><ul><li>Other activities such as site movement, material logistics, general non-productive time and re-work are minimized </li></ul> © 2004 by D. Brown Management /56 Opportunities For Improvement
  20. 20. Understanding The Average Construction Day <ul><li>Source </li></ul><ul><li>RS Means Electrical Estimating Cost Data </li></ul><ul><li>NECA has similar breakdown </li></ul><ul><li>Labor units are based on these standards – watch over time and you’ll see they are very close </li></ul> © 2004 by D. Brown Management /56 Where Can We Improve On This?
  21. 21. Running 100’ of ½” EMT (3.5 Hours Time) <ul><li>6 minutes spent with plans </li></ul><ul><li>6 minutes gathering materials </li></ul><ul><li>10 minutes getting mobilized to work area </li></ul><ul><li>15 minutes laying out area </li></ul><ul><li>10 minutes moving around in work area, bathroom, etc. </li></ul><ul><li>6 minutes cleaning up </li></ul><ul><li>12 minutes breaks & general non-productive time </li></ul> © 2004 by D. Brown Management /56 How The Work Typically Happens Just over 2 hours is spent on actual installation
  22. 22. A Typical 5,000 Man Hour Project © 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.
  23. 23. /56 $75,000 15 Person Company (Saving A Few Minutes Per Day)
  24. 24. Four Areas of Focus – What Can You Save? <ul><li>11% Plans & Layout </li></ul><ul><li>6% Material Procurement & Logistics </li></ul><ul><li>13% Mobilization, Site Movement & Cleanup </li></ul><ul><li>6% Breaks & Non-Productive Time </li></ul> © 2004 by D. Brown Management /56 36% Of Your Labor Budget!
  25. 25. 1. Plans & Layout <ul><li>11% of your time is spent on these activities </li></ul><ul><li>550 man hours for a 5,000 man hour project! </li></ul><ul><li>That’s 1 person for 3 months! </li></ul> © 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
  26. 26. 2. Material Procurement & Logistics <ul><li>6% of your time is spent on these activities </li></ul><ul><li>300 man hours for a 5,000 man hour project! </li></ul><ul><li>That’s 1 person for 2 months! </li></ul> © 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
  27. 27. 3. Mobilization, Site Movement, Cleanup <ul><li>13% of your time is spent on these activities </li></ul><ul><li>650 man hours for a 5,000 man hour project! </li></ul><ul><li>That’s 1 person for 4 months! </li></ul> © 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
  28. 28. 4. Breaks & Non-Productive Time <ul><li>6% of your time is spent on these activities </li></ul><ul><li>300 man hours for a 5,000 man hour project! </li></ul><ul><li>That’s 1 person for 2 months! </li></ul> © 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
  29. 29. <ul><li>Planning </li></ul><ul><li>Field or Office? </li></ul><ul><li>Which is more efficient? </li></ul> © 2004 by D. Brown Management /56
  30. 30. Planning Means Nothing Without Execution <ul><li>“ 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 </li></ul> © 2004 by D. Brown Management /56 Planning To Get Things Done <ul><li>How will you discuss your project plan with your team? </li></ul><ul><li>How will you follow-up to make sure your plan is being followed? </li></ul><ul><li>What processes will you put in place to monitor progress? </li></ul>
  31. 31. Building & Communicating The Plan © 2004 by D. Brown Management /56 Cascading Communications
  32. 32. Group Exercise – Identifying Time Wasters <ul><li>For the project you are about to start brainstorm all of the time wasters you can think of </li></ul><ul><li>Vote on the top 4 time wasters on the current project </li></ul> © 2004 by D. Brown Management /56 Starting A Plan
  34. 34. Change Happening In Design Building Information Modeling © 2004 by D. Brown Management /56
  35. 35. Adaptation vs. Extinction <ul><li>“ It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change” – Charles Darwin </li></ul> © 2004 by D. Brown Management /56 It’s Your Choice!
  36. 36. Managing Organizational Change <ul><li>“ If you don’t like change, you’re going to like irrelevance even less.” </li></ul><ul><li>— General Eric Shinseki, Chief of Staff. U. S. Army </li></ul> © 2004 by D. Brown Management /56 Time Consuming, Frustrating & Worth It
  37. 37. Battlespace Awareness © 2004 by D. Brown Management /56 Better Planning = Better Execution
  38. 38. The Change Process – Crossing The Chasm <ul><li>One win = a small step forward | Multiple wins = momentum </li></ul><ul><li>Small loss = a huge step backwards | Big loss = idea death! </li></ul> © 2004 by D. Brown Management /56 Start Small | Win Big | Brag!!
  39. 39. Implementing Change From Below <ul><li>Pick 1 SMALL thing you have control over </li></ul><ul><li>Work UNDER the radar – less people = more results </li></ul><ul><li>Work like CRAZY to change that one thing </li></ul><ul><li>Document RESULTS thoroughly </li></ul><ul><li>BRAG loudly about the results </li></ul><ul><li>Give other people CREDIT as necessary </li></ul><ul><li>If no one responds – WAIT and try again later (go back to #1) </li></ul><ul><li>If people respond positively try something BIGGER </li></ul> © 2004 by D. Brown Management /56 8 Steps To Success Remember that people are watching what you do – both inside and outside your company.
  40. 40. Change In The Real Business World <ul><li>Change RARELY originates at the top </li></ul><ul><li>Change NEVER “happens” at the top </li></ul><ul><li>Change, like evolution, happens SLOWLY </li></ul><ul><li>Change usually starts as a GRASSROOTS effort and bubbles up </li></ul> © 2004 by D. Brown Management /56 Understanding The Process Start your “Change” library today!
  41. 41. “ 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 © 2004 by D. Brown Management /56 16 Years!
  42. 42. /56 IDEAS
  43. 43. Under Slab Detailing © 2004 by D. Brown Management /56 What Goes Where?
  44. 44. Submittal / Installation Details <ul><li>Get detailed installation instructions for ALL custom equipment </li></ul><ul><li>Contact info for technical engineer if not clear </li></ul><ul><li>Get photos if possible – worth 1,000 words! </li></ul> © 2004 by D. Brown Management /56 Standard Practice For More Info
  45. 45. Mounting Details <ul><li>Ring type, depth & orientation </li></ul><ul><li>Layout for mounting </li></ul><ul><li>Mounting height / location </li></ul><ul><li>Power feed layout & connection? </li></ul><ul><li>Wall covering? </li></ul><ul><li>Hardware included? </li></ul><ul><li>Other misc. parts required? </li></ul><ul><li>Structural support details </li></ul><ul><li>Earthquake details </li></ul> © 2004 by D. Brown Management /56 Lighting | Power | Low-Voltage
  46. 46. Light Fixtures <ul><li>Room-by-room count and verification of type </li></ul><ul><li>Verify mounting orientation in counts </li></ul><ul><li>Shipping details – what gets shipped / when </li></ul><ul><li>Create list of lamps </li></ul><ul><li>Create tracking sheets for receiving fixtures / lamps </li></ul><ul><li>Label all fixtures when receiving with room number </li></ul><ul><li>Plan delivery schedule with slack in it! </li></ul> © 2004 by D. Brown Management /56 Quantities | Mounting | Logistics
  47. 47. Room Detailing Packages <ul><li>Use CAD software to make changes easily </li></ul><ul><li>Create objects to match ACTUAL submittals </li></ul><ul><li>Detail floor plan & wall elevations </li></ul><ul><li>Detail under slab stub-up locations </li></ul><ul><li>Check for clearances, fit and conflicts </li></ul><ul><li>Verify EVERY circuit with the plans </li></ul><ul><li>RFI conflicts, missing circuits, etc. </li></ul><ul><li>Create panel schedules ahead of time – correcting conflicts found </li></ul><ul><li>Plan homerun and feeder layout </li></ul><ul><li>Complete bill of materials (BOM) – factor into budget! </li></ul><ul><li>Assemble details, BOM, panel schedules and submittals into binder </li></ul> © 2004 by D. Brown Management /56 Power | Data | Mechanical
  48. 48. Circuiting, Homeruns & Feeders <ul><li>Verify circuiting against panel schedules </li></ul><ul><li>If circuiting isn’t shown – draw it in during the planning phase </li></ul><ul><li>Consolidate as many homeruns as possible </li></ul><ul><li>Detail out EVERY conduit run 1-1/4” and larger checking routing against structural, HVAC and architectural plans </li></ul><ul><li>Put as much work in under the slabs, in the decks or above the HVAC as possible – wide open = FAST! </li></ul> © 2004 by D. Brown Management /56 Consolidation | Routing
  49. 49. Storage Containers & Gang Boxes <ul><li>Don’t save on storage and waste manpower </li></ul><ul><li>Organized job storage means efficiency on the jobsite </li></ul><ul><li>Standardize your storage setup </li></ul><ul><li>Own your storage containers and customize them </li></ul><ul><li>Locate gang boxes very close to work areas </li></ul><ul><li>Have suppliers keep the storage container stocked </li></ul><ul><li>Have a first year apprentice keep the gang boxes stocked </li></ul> © 2004 by D. Brown Management /56 Location, Location, Location Every time someone can’t find a bolt it costs BIG $$ Every trip to the storage container costs BIG $$
  50. 50. Pre-Fabrication Opportunities <ul><li>Fixtures & whips </li></ul><ul><li>Fixture mounting framing </li></ul><ul><li>Large cable runs </li></ul><ul><li>Box assemblies </li></ul><ul><li>Support assemblies </li></ul><ul><li>Forms for site / slab </li></ul> © 2004 by D. Brown Management /56 Build It In The Shop | Control Costs
  51. 51. Value Engineering <ul><li>Substitute raceway types / fittings </li></ul><ul><li>Dig into light fixture and gear package </li></ul><ul><li>Copper vs. aluminum feeders – do the math </li></ul><ul><li>Trading schedule time for money </li></ul> © 2004 by D. Brown Management /56 Saving Money While Making Money
  52. 52. Foreman Files <ul><li>Contract summary & scope </li></ul><ul><li>Subcontractor scopes </li></ul><ul><li>Project budget </li></ul><ul><li>Major PO’s including terms </li></ul><ul><li>Major material receiving forms </li></ul><ul><li>Test forms </li></ul><ul><li>Project forms – RFI’s, DEWR’s, Memo’s, Transmittals, Material Requisitions, Timecards </li></ul><ul><li>Submittals – including additional install details </li></ul><ul><li>Standardized file structure for storing information </li></ul> © 2004 by D. Brown Management /56 Project Organization
  53. 53. Safety Planning (By Phase) <ul><li>Underground </li></ul><ul><li>Work on floor decks / roof </li></ul><ul><li>Branch installation 0-9’ </li></ul><ul><li>Branch installation 10’+ </li></ul><ul><li>Power distribution / large equipment </li></ul><ul><li>Power turn-on </li></ul><ul><li>Fixtures, devices & trim </li></ul> © 2004 by D. Brown Management /56 PPE | Meetings | Special Info
  54. 54. © 2004 by D. Brown Management /56
  55. 55. Group Exercise <ul><li>Using the prior list of biggest time wasters on the project brainstorm everything you can do to minimize the impacts </li></ul><ul><li>Assign responsibilities and times to get these things done </li></ul> © 2004 by D. Brown Management /56 Starting A Plan
  56. 56. Infrastructure Enables You To Focus… © 2004 by D. Brown Management /36 Urgent Versus Important Activities
  57. 57. Another Resource – Kerry O’Brien © 2004 by D. Brown Management /56
  58. 58. Group Exercise <ul><li>Break into small cross-company groups max 4 people </li></ul><ul><li>Brainstorm the top 3 “gotcha” areas on a project that affect daily productivity </li></ul><ul><li>Dive deep into what could be done at the pre-planning phase to increase productivity </li></ul><ul><li>Get detailed – who will do what? How will it be done? How much will it save? </li></ul><ul><li>How would you roll this plan out to the project team? </li></ul><ul><li>Present your ideas to the class </li></ul> © 2004 by D. Brown Management /56 Starting A Plan