Too often the construction industry will implement technology in the “back office” but overlook efficiencies that can generate cash flow and reduce costs on the jobsite. The net income of the top contractors in the U.S. is as much as 25 percent higher than the rest, and the major contributor to this difference is their use of technology. Accurate information that provides a business owner the ability to make immediate decisions about his/her operation resulting in a boost to profitability is crucial during an economic downturn. If revenue is down and the market mood does not permit price increases, then profitability can only be realized by reducing costs. So you must ask yourself, “what prevents me from 100 percent efficiency?”
Focus on “faster and better”
Every asset, machine, tool and person you have must be accountable and cycle more quickly. Your business cannot survive unless you know where your assets are and how they can be used efficiently. Imagine being able to view where your tools and equipment are at any moment so that you can plan to transfer them to the next job.
Take a proactive approach
Under normal circumstances a business owner will review financial (accounting) information, overhead and direct operating margin at the end of a month or quarter. But these aren't “normal” circumstances. “Business owners must plan their destiny and not look in the rearview mirror,” says Bill Allen of W.A. Allen Consulting. “Instead of flying blind (until a project is completed) it’s time to operate from a plan. Understand what prevents you from 100 percent efficiency.”
Buy-in happens from the top-down
Start by developing a culture that compels events to conform to your plan. Anything that deviates from the plan is an opportunity for cost savings and efficiencies. Do you have too much time loss in non-direct labor areas (idle or down time)? By evaluating what interrupts the workflow on a daily basis, you will uncover areas that with improvement will provide an increased bottom line. It is up to the business owner to make a conscious decision to manage from a plan rather than react to circumstances and to hold all employees accountable for following the plan. This transition will be easier if the technology tools available today are adopted.
Can you reduce or minimize the time spent looking for machines, tools and other assets or plan maintenance and calibration to avoid machine downtime? A tracking system using a barcode will show where your assets are at the time they are needed – who took them last or which jobsite they were checked out to. An integrated maintenance scheduler will flag required maintenance as it is due and assure OSHA compliance.
Do you make shrinkage unacceptable?
Proper control of tools and parts prevents costs that result from hoarding, irresponsibility or downright theft. It is up to the business owner to declare that shrinkage is unacceptable and to hold employees accountable for losses that are under their control. This policy is given “teeth” when you can effectively track your assets using technology.
Can you identify bottlenecks on the job - something that slows down productivity?
Although you may not be aware of the bottlenecks on your jobs this is probably the single most important variable. What are your capacities for output and what is the optimal load of people and tools to meet 100 percent capacity? How do you route the work to prevent idle or downtime? A computerized system that tracks labor hours to a specific function within the job and on the fly will help prevent these costly issues by identifying those points where workflow gets interrupted.
Minimize unproductive time
Does your staff spend unproductive minutes (or hours) manually recording transactions? Manpower that goes into manual recording and record keeping does nothing to increase revenue or control costs. Technology can provide the integrated systems control over asset use, capacity, maintenance, location – and do it 24/7.