Total Quality Management
The history of mankind has been the history of improvement. Darwin’s concept of the survival of the fittest certainly applies to the business community. In the construction industry, the failure rate is about 25% and although there are many reasons for this, one of the prominent ones is that companies do not organize for sustainability and do not continue to do the things necessary to face ever changing challenges which give them the fuel for sustainability. Total Quality Management is a process for continual improvement. Construction contractors should evaluate what TQM has to offer and from that evaluation customize concepts that are appropriate to its culture and needs. This webinar provides the guidance to construction contractors’ evaluation of the principles of TQM which can and perhaps should be implemented in a given company.
The 25/10 Concept: Improving the Probability of success
Too often the last 10% of a project stretches on to become 15% or more . . .like the battery, the project just keeps going and going. The 25/10 concept was conceived on the premise that when the first 25% of the project is well planned and executed, the probability of the last 10% being just that – 10% – is greatly enhanced. Based upon studies of the Japanese “stand down” approaches, Lean Management, and other “best practices”, a guide to the steps that should be undertaken in the first 25% was developed. This is the subject of this webinar.
The Role of Documentation & Key to Labor Management
Among trade contractors, meeting the labor budget is at best a strain. Some surveys show that but for change orders and buy-outs, the craft contractor would be hard pressed to make profit on its jobs. With a ripple of a trend of owners pre-purchasing equipment and material, leaving the contractor to be only a labor contractor, the challenge of managing field labor intensifies. Documentation, believe it or not, is one of the tools for enhancing the probability of making one’s labor budget. This webinar is a brief overview of the role of documentation in labor (and therefore profit) management.
Small Business: How to Become and Stay a Successful Construction Contractor
The Frisby Group has long been committed to working with small and medium sized construction companies, assisting them in reducing turn over rates and thereby improving survival rates of them. This webinar was prepared for small (including minority ) contractors attending a SAME convention in St. Louis several years ago. It is very timely in that the Federal Government construction projects will probably diminish over the next several years but the emphasis on small business set asides will increase, as will the Government’s O&M budget, especially relating to its goal of Net 0 buildings.
Lean Management: Old Bottle New Wine
Do the present methods of project management really work? How often are the CPMs not really effective management tools? Why do a huge number of projects overrun budget and schedule, and end up in litigation? The concept of Lean Management comes from the Japanese firm Toyota and its principles have largely been adopted by most of the “big boys” in this country, including firms like General Electric, Milliken, BMW. But do they work in the construction industry? Certainly icons such as Gregory Howell think so and his firm, Lean Management Institute, has been very successful in implementation of these concepts. This webinar is something of a Reader’s Digest version of Lean Management and the concepts which should be evaluated for application on your projects.
Being the Best We Can Be Through Working Together
This webinar is a template for partnering on a construction project. The concept of partnering is to create a collaborative process for project management in which all the parties have common goals and work as a team to achieve those goals. The partnering concept presented is not a “social science love fest” approach, but a reasoned structural approach for parties with sometimes diverse interests to use their resources collectively to work through conflicts to enhance the probability of success for the owner, designer, contractors and suppliers.
Soils: Differing Site Conditions
Unforeseen conditions contribute substantially to cost growth of construction contracts. Sometimes these conditions are hidden beneath the soil, sometimes in hidden risks in a building being renovated. But they often are costly and someone has to pay the bill. Therein is the conflict. Owners often attempt to shield themselves from these unforeseen costs through disclaimers and exculpatory clauses, and contractors seek to climb out of the financial hole they are buried in as a result of the unanticipated condition. This webinar discusses the risks to both the owner and the contractor when encountering conditions which the former says should have been foreseeable or for which he has no liability under the contract, and the contractor whose position is that these conditions are outside the shadow of foreseeability or the risk shifting clauses in the contract.