Keeping to Schedule
Who this book is for
Chủ thầu nội thất, thợ mộc, đội cải tạo nhà, và người làm dịch vụ tại nhà ở Việt Nam; quy mô từ một mình cầm đồ nghề tới đội mười lăm thợ và một xưởng nhỏ.
Sound familiar?
- The schedule lives in the contractor's head, so nobody else knows who's needed tomorrow.
- Trades wait on each other and those waiting days are counted nowhere.
- Promises a handover date based on the client's wish, not on real durations.
- The client notices the delay before the contractor reports it.
After reading, you can
Help a contractor sequence trades to minimise waiting days and manage the client's clock.
Each chapter answers one question
Chapter 1: Late because of slow work, or waiting?
On my latest job, how many days did nobody do anything?
Waiting days are a cost nobody invoices, and they make up most of every delay.
Chapter 2: Promise the date they want, or the real one?
On what basis do I promise a handover date?
The promised date should come from real durations plus contingency, not from the client's wishes.
Chapter 3: Why does the job freeze when I'm busy?
Who has to be on site tomorrow, and how do they know?
When the schedule lives in the contractor's head, the job stops whenever the contractor is busy.
Chapter 4: Admitting delay early: losing face, or keeping clients?
When do I find out a job is slipping behind schedule?
A delay found early is a conversation; a delay found late is an argument.
Chapter 5: Another job: more profit, or more delays?
How many jobs am I running, and how many can my crew handle?
Taking on another job when the crew is full is a sure way for both to run late.