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Managing Punchlists
"The end of the job is the job." I heard this sentence from Paul Winans, Winans Construction Inc., Oakland, California recently and it stopped me in my tracks. It is the perfect summation of one of the most difficult issues in remodeling. It is so easy to fritter away the client's trust and affection during the last 2% of the job even though we may have been heroes over the first 98%. Yet all profitable remodelers are critically dependent upon referral leads and making loyalists of clients.
Here is a test: Would your company handle punchlists more expeditiously if your draw schedule gave you ten percent of the money upon signing and ninety percent upon completion of the punchlist? If so, you need to create a system for finishing each job with a flourish.
Start by declaring 2002 the year of the Zero Defect Punchlist. That means, working to finish jobs so there are no punchlists. The concept of the punchlist is that, "Heck, we've done the job. The client can use the space. There are just a few dangling loose ends. No sweat. We'll get to it as soon as we can." Thus the subs who've forgotten some part decide they'll handle it in the punchlist. The carpenter figures we can add those knobs when we come back to do the punchlist. That one cracked tile can be replaced "when we come back." The concept of a punchlist attracts work like a magnet.
Instead of a punchlist phase, create quality control inspections at each phase. Train your carpenters to your level of quality and be sure they step back regularly and look at the job with fresh eyes. Be sure that whoever has the role of production manager, walks the job with carpenter regularly picking out areas that might be problematic later. A new set of eyes i more perceptive about what needs rework. All rework should be documented on paper with a copy left at the job and a copy in the file.
This new Zero Defect Punchlist system has to be communicated to your subcontractors as well. Your Lead Carpenter will be their quality control and discourage any phase from having leftover work. If they need one more part to finish, they will have to go and get that part and return to finish -- not leave it for the end of the job. Your carpenter will want to document these leftovers on paper and give the sub a copy and put a copy in the file.
Because professional remodelers often fix areas that disturb only the client, you want their input during the job -- especially in the later stages. Meet with the client regularly and walk through the job getting their thoughts. Many of their concerns can be handled with explanations, but you'll also hear how one corner of the trim doesn't look right to them. Again, all legitimate concerns should be documented on paper with a copy left with the lead carpenter and a copy in the file.
By using regular quality control inspections, getting subs to fully finish each stage and getting regular input from the client, you will reduce those "loose ends" tremendously. Will you still want to have a final walkthrough with the client? Of course and you will probably still have a few items to finish. Again, document each item on paper and list needed materials as well.
Documentation is an important part of a zero punchlist program. It's the way busy minds keep track of details. It's the way we communicate expectations to other parties and are able to check off what is done and what is not. If your company is technologically savvy, substitute PDA's and laptops and e-mail. It doesn't matter as long as the items are tracked and monitored.
Treat any remaining items to completion as a small job of the highest priority. Schedule all parties to come on the same day and have your carpenter there to expedite, and quality inspect. Your goal is to knock out the final items with the least inconvenience to the owner and with someone managing from your firm.
Pulling a valued Lead Carpenter from the new job he/she is on, is the test of your commitment. Often remodelers leave punchlist work for filling in empty time. No more. If you are serious about this program, remember that finishing is higher priority than starting. Just tell the new client before you start their job, that you will be scheduling their carpenter to return to his previous job to complete some work and that it is expected to take a day. Remind them that they will want this service when their job is finished.
Reward what you want to happen. Start giving out prizes at company meetings for the closest Zero Defect Punchlist performances -- you could do it monthly or quarterly. Make lots of buzz about this system. Reinforce just how important it is. Have those Lead Carpenters who come closest teach their techniques to the other carpenters. Add a question to the client evaluation on just how well you finished their job.
There is no magic here. There is just commitment. It must come from you the owner and then you too must adhere to the new Zero Defect Punchlist System in every way possible. It works. It's the right way to do business. It's how you turn affectionate clients into apostles. So what's not to like?
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Official Charity of 2008
Remodelers Advantage Inc.
535 Main Street, Suite 211
Laurel, MD 20707
ofc: 301-490-5620
fax: 301-498-6869
Info@RemodelersAdvantage.com