By Alicia Garceau
It rained for the better portion of a week. The electrician called in sick. The ceramic tile order came up short. It rained some more. Because of the delays, job No. 1 now threatens the on-time start of job No. 2. Sound familiar?
If you struggle with scheduling—and who doesn't, really?—Bruce Case, vice president and director of kitchen, bath & handyman for Washington, D.C.-based Case Design/Remodeling Inc., has some strategies to put time on your side.
First, if you're in a situation where you've promised a client a set-in-stone start date that is in jeopardy because of schedule overruns on another job, pick up the phone and let that client know the start date must be pushed back.
"What's more important?" Case asks. "Is it more important to start the job at 8 a.m. on a Monday, which I promised a client we'd do 14 weeks ago, or is it more important to finish the job you're on?" Finish the first job before moving onto the next one, he advises.
Case used to give his clients exact start dates. While undoubtedly clients like circling that start date on their calendars, most would prefer a tentative start date. Why? It's all about client expectations. If a remodeler schedules a concrete start date and misses it, he disappoints the client right out of the gate.
On the other hand, if the remodeler gives the client a tentative start date or a window, it allows for some wiggle room should the prior job run a bit longer than expected. A letter to clients thanking them for their business and confirming the pre-construction conference date also offers the perfect opportunity to confirm the tentative start date. As that date draws closer, perhaps at the pre-construction walk-through, "Then you can start firming up," Case says.
Knowing when to wiggle
At the end of that pre-construction meeting, Case suggests the lead on the job and the estimator work together to map out the project. A simple flow chart (Case calls the one he uses "ugly" and "simpleminded") works nicely. The person leading the job should wield the pen and jot down the course he or she thinks the project will take.
When the lead finishes the flow chart, compare the number of labor days he or she thinks is required versus what the estimate calls for. Any discrepancies can be addressed on the spot.
"It forces you to think about the job," Case says. "The real benefit is you can say 'OK, Joe Johnson, you've mapped out 30 days. I had 20 days in the estimate.'" Rather than waiting for accounting reports at the end of a job to show a beleaguered bottom line, you can use the flow chart as a proactive tool to head-off schedule overruns.
While you can control some aspects of scheduling, you can't control the weather. However, you can minimize the impact Mother Nature has on your schedule. Case offers this trick: If a project calls for outside work, add one day to the schedule for every week. "On average it's going to rain, snow, or something once [in any given week]," he says.
Even with tentative start dates, flow charts and rain days, on occasion one job may run over into the next. One option is to have a rotating schedule where, at any given time, one lead carpenter (or project manager) is not scheduled. In the event of a schedule overrun, this "permafloater" can start the new job. "I have mixed opinions [about permafloaters]," Case says. "You can debate it either way. In some ways, I'd rather delay the start of a job. It's a tricky balance."
But probably no trickier than trying to run two jobs with one crew—and keeping both clients happy.
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