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When a cash bonus is off the table because the company isn’t meeting its numbers, a “bonus by whimsy” can be a powerful tool for motivating and cheering field staff.
Once the project is sold, it's up to your production folks to keep clients happy.
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Homeowners have plenty to worry about when they're living through a construction project, from mess and disruption to a complete loss of control over their house, money, and life. Of the many tools we use to lock in our clients' trust, one of the most important is the pre-construction checklist.
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Do you charge for your production manager's time as part of overhead, or as a direct cost to specific jobs?
A full-service remodeling firm with annual sales of $3 million likely has a sales and office staff of six, including the production manager. Six people working 40 hours per week for 49 weeks per year (allowing 3 weeks for vacation/holidays) is a total of 11,760 hours.
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Tracking direct costs looks easy, but labor presents some sticking points. What, for instance, is to be done with labor costs for a production manager who spends part of each day on more than one jobsite?
Bob Weickgenannt's goal for Starcom Design Build is to grow 20% each year. To achieve this for his Columbia, Md., company, he reviews positions and changes job descriptions as needed.
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After building his vacation home, Tom Mitchell, owner of Mitchell Construction, in Medfield, Mass., wanted to take a month off and still be able to return to a thriving business.
Mission control at Mark IV Builders is the production board, a visual representation of all current projects, their supervisors, their schedules and status, and their current to-do items.
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Clean jobsites are half the battle of keeping homeowners happy. Remodelers' best practices fall into four categories.