The Company’s dedicated operating approach sheds light on the value of a strategic partnership.
Why a Strategic Partnership
As a mason and interior finishes contractor we have more than 15 years’ experience working in commercial restaurant kitchens, bars and dining facilities. We are well versed in the challenges when undertaking the renovation of operating facilities and the [sometimes] organized chaos of new construction.
We feel it is important to understand the need for high standards in installing and most importantly protecting new installations of expensive architectural finishes and even the common quarry tile used in most commercial kitchens and minimizing the disruption of an operating restaurants. In new construction the coordination with other subcontractors and the general contractor is a key priority. Supervisors must monitor progress daily and quality check all work, recording protective efforts and performance in real time via mobile tablet and communicating that with the general contractor or facilities manager.
Site management must understand the need for clarity and flexibility is key. Site management of all the stakeholder’s should be periodically trained in communication skills and working around various language differences and work to a code of conduct that includes clear processes for responding to workers, management and client enquiries, concerns or complaints.
Working together to meet and exceed contract requirements
Subcontractor estimating and project admin personal need to work closely with Project Managers, client administrators and site teams to ensure that every aspect of the contract specifications and billing process are understood and carried out to a high standard. Stringent quality and performance measuring and monitoring processes need to be implemented that actively seek ways to improve quality and productivity. This includes regular update meetings with Senior Management and Project Management | Estimators so that any potential issues can be raised and resolved swiftly and any areas for improvement can be noted and actions agreed and implemented.
Benefits of this approach
This proactive approach ensures that General Contractor and Facilities Management client’s input and expectations are heard and acted on. That client’s have the information and data that will make our job more productive and eliminate excessive Punchlist items and Change Orders items focusing on the finishes of the facilities. This approach also significantly reduces the administrative burden on the our clients, as we join in a common AIA billing programs and increasing productivity in these departments as well.