Masonry Magazine March 2007 Page. 57
The RFI: Your Golden Rule
Your client gave you plans and specs, but something not shown on those plans and specs has now jumped out at your client. Since his problem touches your masonry, he expects that you will solve it - and for free. When? Oh, yeah, he wants this done now! He reminds you of how important it is (to him) to not shut down the project. Gold is at stake.
Two questions for you: Who is in the bigger hurry right now, your client or you? Who is more concerned about this right now, your client or you?
Now, the biggest question for you: Why should you drop everything, change your planned work routine, and impact your own efficiency and profits when you don't believe it's your work to do in the first place? Second, you don't even know how and when or if you're getting paid? I say, that sounds crazy to me!
Since one of your business goals is to survive, how well can you do that when you allow your client to interrupt you-for free? Fortunately, we have a procedure for things like this the RFI (Request for Information). It all begins with the RFI.
Let's remember something else: When your client comes to you and asks you to do something (He's thinking for free!), why is he coming to you in the first place? It's because he has already evaluated the situation in his mind. He believes that your company can do this work in question. As a matter of fact, he will normally think that you can do this better than anyone else on the job.
This adds to your leverage, your position - your "gold." This also is part of your heritage as a problem solver. In fact, you're such a good problem solver that you should almost be able to swagger when you walk onto the job site or into a meeting! Yes, you are a problem solver. If it's in the specs, by gosh, you're going to do it for them. If it's not, or it's not clear, then you'll tell them-nicely-why it's not included, and ask them how they want you to proceed.
You are their problem solver. They need you more than you need them.
Your own roof still works, and you can still flush! You now have the gold. If you're smart, you'll be making a few rules yourself. And you'll do this by following the simple, proven, Full Contact PM procedure for protecting your profits. Getting paid.
Why, you and your gold are becoming quite beautiful. Got the picture?
Gary Micheloni is a project manager, consultant and author. He speaks on the subjects of project management and leadership. Ask him about speaking at your association meeting or convention, or write to him with your PM questions: coachgary@fullcontactPM.com.
Copyright 2007 by Gary Micheloni
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Achieve Safety Goals Through Incentive Pay
MASONRY NEWS CONTRACTOR TIP
Last month, we discussed why safety is the most important issue a mason contractor has to address to stay in business, grow and prosper. Now, the question becomes: What do we do about it? The answer is: Tie your safety goals to incentive pay for everyone. Here's the actual safety Incentive program Lang Masonry Contractors (LMC) uses and how this program works.
First, we set goals. LMC's safety goals are simple and easy to understand for all field employees. They are no lost time workdays and no OSHA violations. We have the no lost time workday goal because lost time workdays affect a mason contractor's workers compensation modification rating the most by causing premiums to go up. And, of course, enough OSHA fines could put any mason contractor out of business!
The personnel components of the safety incentive program are: Upper Management; Safety Manager: Safety Committee; and Field Employee Safety Program. For a small company, the owner may serve the first three functions, all in one, but the system still needs to be administered in the same way.
Let's start with Upper Management, and then work through each person's responsibilities from there. Safety must always start at the top: Upper Management is responsible for setting the goals and holding everyone accountable. For instance, don't look the other way when the guardrail is down. As we discussed last month, if employees feel that safety is not a top priority to you, it won't be important to them and your program will most likely fall. You have to practice what you preach.
The Safety Manager's responsibilities include inspecting each project every two weeks and writing up safety citations as if he or she is an OSHA official inspecting the job site. This person also holds monthly safety meetings where he or she conducts safety training for the field employees. The Safety Manager receives $1.000 incentive per quarter as long as the goals the company has provided have been met.
The Safety Committee is made up of field employee volunteers that monitor the safety on the job sites on a daily basis. This includes assuring safety equipment is being used, such as hard hats, steel toed boots, safety glasses and respirators, as well as assuring other safety measures, such as guardrails, are being implemented. The Safety Committee is also responsible for doing a Tailgate Safety Meeting each week and turning the report in to the Safety Manager for approval. The Safety Committee members proposed incentive is $300 per quarter, as long as the goals the company has provided are met.
The Field Employee Safety Program is where LMC puts $100 per field employee into a Safety Incentive Fund. Each employee will receive a percentage of the $100, or the total $100, depending on what percentage of the goals has been met. The Field Employee goals are no OSHA fines, no lost-time workdays, and no safety citations written up by their Safety Manager during the two-week inspection.
By having all of these levels working in unison, we make sure safety is at the forefront of everyone's mind. And, our success has been unbelievable.
This program is covered in full detail in my book, "RACE: Rewarding and Challenging Employees for Profits in Masonry." or you may elect to come to one of our seminars, held specifically for mason contractors.
To order a copy of my book or to attend one of my seminars, call Kerri Huck at Lang Masonry at (800) 417-9272.