This document discusses punch lists, which are created after an installation to track any deficiencies or items that do not meet the agreed upon objectives. Punch lists have several objectives, including conveying non-conformities, providing a tool for customer-integrator communication, and establishing clear tasks and deadlines. Punch lists should be categorized into items that are the integrator's mistake, safety issues, scope items, engineering changes, or customer changes of mind. Managing the punch list involves holding regular meetings, checking on task progress, communicating openly with the customer, and deciding on priorities based on customer needs. For new lines and processes, the punch list approach should involve small, prioritized changes and evaluating metrics like speed, capacity, accuracy and costs through

1. HANDLING THE PUNCH LIST
SATISFYING CUSTOMERS AFTER THE INSTALLATION IS DONE

2. DEFINITION OF PUNCH LIST
 A punch list is the “snag” list. After an installation ( of any kind ), upon inspection the customer and the
contractor, developer, integrator; must agree on the outcome. Ideally, there should have been an end
objective that was agreed upon. If the contractor has not met that objective, or there are known
deficiencies, a punch list is created and it gives the customer a tool to track progress.
 On the other hand, the contractor needs to use the punch list as a springboard for engineering changes,
which would generate positive business for the contractor. Ie, did the customer change their mind.
Does the customer have additions? Does this create a new business cycle?
 Reference: Punch List 101 | Fieldwire
 How does this apply to control systems integrators?

3. PUNCH LIST 101
Objectives of the Punchlist:
1. Convey non-conformities.
2. Give a tool for customer/integrator interface.
3. Provide clear objectives with an assignment and an end date.
4. Reference back to original agreement as a way of distinguishing between new business and dissatisfaction.
1. THIS DOCUMENT IS CALLED SYSTEM REQUIREMENTS. If you are missing this document, then we have other things to
discuss.
5. Have an overall time period to bring a close to the project on amicable terms, based on business needs.
1. What do I mean? Integrators may not stay on site forever. It is not personal, it is not what integration companies do.
2. Application users have end goal production in mind. Ie, there is an expected outcome for purchasing a production line
or machine. Can customer and integrator make it work to meet their needs? What were the system requirements to
begin with?

4. DERIVING A PUNCH LIST
 Deriving a punch list is simply doing a walk down and seeing what the assembly or process line can do
or not do.
 Everything that is “unsatisfactory” should be documented.
 Next, all unsatisfactory items should be categorized.

5. PUNCH LIST CATEGORIES
Integrator mistake.
SAFETY. The finished
product does not match
the SCOPE or
requirements originally
put forth by the customer.
Engineering changes go
here. These are process
changes or add-ons that
were not in scope and not
an original requirement.
Customer has a change of mind
that is small, and doable. IE,
screen item placement, color
change. OR, there is a
component failure within a
warranty period and that
component should be
reevaluated.
MUST DO--
SCOPE
DISCRETION (CUSTOMER
SERVICE)
ENGINEERING CHANGE NOTICE
(ECN)

6. PUNCH LIST EXAMPLE
Item Unsatisfactory Reason CATEGORY Assigned to? Completion Date
HMI Stop Button is
Orange not RED
Yes Customer specified
color pallet for HMI
functions.
SCOPE Bob the
programmer.
2 Feb 2022
Add a palletizer. No There is a delay in
offloading.
ECN Customer Manager TBD
Servo motor 5 only
works 80 percent of
the time. At some
speeds it is sluggish.
Yes Possible component
failure or wiring.
Bad tuning.
CS Engineer 1 15 Feb 2022
2022=re-eval
performance.
Electrical As-builts
were redlined but
new package not
delivered.
Yes Changes made on
installation.
CS/SCOPE Drafter 1 April 2022

7. MANAGING THE PUNCH LIST
 Hold weekly or daily meetings.
 Check on assignments before feedback to customer.
 Convey all changes openly with the customer.
 DECIDE ON PRIORITIES IN WEEKLY MEETINGS.
 Priorities are dictated by the customer needs.

8. IF IT’S A NEW LINE AND NEW PROCESS
 Approach it like unit testing.
 Make small changes and evaluate priorities.
 Speed
 Capacity
 Accuracy
 Costs
 Help the customer know what the line/machine can do and show data as to where the line is at for each
run.
 Define run parameters in conjunction with customer by combining hardware/software/process
knowledge
 If the end goal is not evident (production goals) then push to do bench tests to understand current
baselines.
• OEE
• PRODUCTION GOALS
• CUSTOMER ROI ON MACHINES IS INVERSELY
PROPORTIONAL TO INTEGRATOR SUCCESS
• INTEGRATOR COSTS INCREASE LONGER ON
CUSTOMER SITE

9. CONCLUSION
 Start ups are a joint effort between the customer and the integrator.
 Testing starts at proposal. Propose wisely.