Masonry Magazine October 1992 Page. 15
Concrete pavers, grid pavers, and special interlocking retaining wall block all make attractive contributions to landscaping for both private and open yard areas.
A post-tensioned, interlocking foundation wall, which can employ a variety of concrete block types, adds great strength to masonry, making more slender and economical walls possible.
The floor system makes it possible to use reinforced, fireproof, concrete masonry joists, light enough to be handled without a crane, in a residential construction site with increased safety and economy.
THE LIFESTYLE HOME'S terraced rear landscape features a mortarless concrete masonry retaining wall system and an upper patio of concrete pavers. The home's lower patio is constructed of concrete grid pavers, which offer both the "green" of the grass that can be cultivated in the open squares of the pavers and a hard, durable surface.
Getting Paid and Staying Out of Court
Companies must build a proactive management system to speed up the collection process and ensure they get paid for all they do. This is done by focusing on the beginning of the job.
IF YOU'RE operating as a subcontractor, developing a good relationship with your contractor is the key to getting paid for your work. It starts with the attitude of your front line people: They have the most contact with the customer.
With all the problems a contractor faces today-stiffer competition, smaller profit margins, shrinking labor, greater numbers of bankruptcies, vague plans and specifications-it's more important than ever to get paid for all completed work. These are fundamental changes; the good old days of construction are gone and aren't coming back-litigation for payment is skyrocketing.
# Developing a Proactive System
Companies must build a proactive management system to speed up the collection process and ensure they get paid for all they do. This is done by focusing on the beginning of the job, not the end of it. If you wait until the receivable is past due or until the final billing statement (for your retainage), there is nothing you can really do at that point to expedite the flow of money. At the very least, most of your opportunities have passed you by.
The first step is to redefine the customer. The challenge is to truly understand the general contractor's needs. Rely on your field supervisors. They are probably the most underused (though not underworked) people in your organization. They have the most contact with the contractor and, if properly directed, can do the most to develop good customer relationships. Make sure they, and everyone else in your organization, makes the general contractor top priority.
Make your front line people understand that changes are inevitable and that specifications and plans are usually flawed. When people get upset over changes and specifications, their egos get in the way and disputes result.
Purge the attitude from your front line people that the general contractor is nothing but a troublemaker. Contractors sense this. By developing a better attitude toward the contractor, you distinguish yourself from the rest of the subcontractors on the job.
# A People Business
Getting paid is very much a people business. Contractors will get you the check and look out for you if you establish a good relationship with them and maintain it throughout the job. It helps to take these precautions before beginning the job:
* Have a pre-job meeting to confirm objectives
* Reconfirm your source of funds
* Identify who can resolve disputes
* Identify all potential problems
* Take pictures before beginning a