Construction Health Check Assessment

The Construction Health Check will compare your business to industry best practices and grade your response. This will give you an idea of the potential areas in your business that are lagging behind the standard and could use some additional attention.

Upon completion, you will be provided qualitative results and an overall score that will allow our advisors to recommend potential solutions to your challenges through a free Innovation Workshop.

* This survey was intentionally created for construction companies with field teams and which are involved in at least one of the subcontracting disciplines. The Construction Health Check does not align well with companies whose primary area of business is general contracting.

Business Processes - Part 1

1. Does your business have performance targets related to: profits, such as bid versus final profit, budget to final; to scheduling, and milestones, etc.?

Yes - We have targets, and they are broken down by department.

Yes - We have some targets for the overall organization but not for everything.

No - We don't have targets.

No - We don't know what our targets should be.

2. Is there an understanding of each crew's maximum workload or capacity per skill level? Are you tendering enough / too much?

Yes - There is a full understanding of the capacities by crew / skill level, and they are understood by each employee.

Yes - There is some understanding of the capacities by crew/skill level, but they are not generally known.

No -There is not an understanding of our capacities by crew/skill level, but we do know the overall maximum workload capacity.

No - There is not an understanding of any capacities; we often find that we are running behind and overcapacity.

3. Does your business have intra-day reporting from foremen / supervisors for the progress of each site / project?

Yes - We have intra-day reporting, and it ties back to the organizational goals.

Yes - We have intra-day reporting, but it doesn't get looked at often.

Yes - We have reporting for each department, but it isn't intra-day.

No - We don't have intra-day reporting.

4. Does your business keep track of key operational metrics such as cost and time for rework; safety, average revenue, labour downtime, equipment utilization, change orders, margins, etc.?

Yes - We track all of our key metrics and they provide value through continuous improvement against the metrics.

Yes - We keep track of some key metrics, but they are often overlooked.

No - We don't track key metrics, projects/sites run fine without it.

No - We don't know what key metrics would add value.

5. Does each crew pre-plan and stage their work tasks to optimize field productivity?

Yes - Each department has a thorough understanding of their upcoming work and prepares for it to ensure the maximum efficiency.

Yes - Some departments pre-plan and stage their work and sites but there is not a consistent strategy across the organization.

No - The departments are too busy to pre-plan and stage their work.

No - There is no space, time, or knowledge to determine how to appropriately pre-plan or stage work and sites.

Business Processes - Part 2

6. How often are scheduled deadlines missed on your projects?

Never – We never miss deadlines.

Sometimes – We occasionally (multiple times a month) miss deadlines, but we are generally on time.

Frequently – We often (multiple times a week) miss deadlines. It is something we struggle with.

Always – We constantly feel behind and miss the majority of deadlines.

7. Is there a certain department(s) the organization is constantly waiting on?

No – There are no departments that miss deadlines.

No – There is not a department that stands out as the one which consistently meets deadlines.

Yes – There is a single department which consistently misses scheduled deadlines.

Yes – There are multiple departments which consistently miss scheduled deadlines.

8. Do you find that certain process steps or positions are idle while waiting for work from another department/position/resource?

No – Our people are constantly working and adding value to the final product.

Yes – There is a certain position/resource/department that often seems like they have time to spare.

Yes – There are a quite a few positions/resources/departments that often seem like they have time to spare.

Unsure – It seems as though our people are constantly working but it seems like busy work.

9. Do you find you run out of space to store raw materials or equipment?

No – We have no trouble finding space.

Occasionally - We occasionally run out of space at the same time every year.

Occasionally – We occasionally run out of space in an unpredictable pattern throughout the year.

Yes – We are constantly struggling to find space

10. Are you often fixing defects or performing rework over and above what has been budgeted?

No – We rarely, if ever, are required to fix defects or perform rework. Our budgets are always attained.

Yes – We sometimes go over budget because of defects or rework, but it doesn't happen very often.

Yes – It seems like we are constantly dealing with defects and rework and are rarely on budget because of this.

Unsure – We know that we fix defects and perform rework, but we don't track these metrics or know how it impacts our budgets.

Management Systems

11. Do you have a labour resource and / or project management system?

Yes - We have and use a system that meets all our current and future needs.

Yes - We have a system, but it doesn't cover all our needs. We often find we struggle scheduling our time and resources.

Yes - We have a system, but it is cumbersome to use and is not used often. Replenishment is done ad hoc.

No - We do not have a system.

12. Does your business use systems to optimize the use of resources, skill sets, and profitability?

Yes - We have a formal system (electronic, paper, etc.).

Yes - We have an informal system (estimations and / or not used regularly).

No - We have enough industry knowledge to organize information and resources as necessary.

No - We don't have the capability to optimize (lack of resources / lack of technical knowledge / lack of systems).

13. Do you have a preventative maintenance program for your equipment?

Yes – The schedule is followed on a consistent basis.

Yes – But the maintenance only occurs once in a while.

Yes – But it is not followed.

No – There is no preventative maintenance program in place, maintenance is very reactive in nature.

14. What is the closest representation of your office staff to production staff ratio?

90 :10

60 :40

50 :50

30 :70

Management Routines

15. Do employees understand generally accepted performance expectations for their position? Do they need frequent check-ins to ensure they are completing work?

Yes - There has been formal training and expectation setting.

Yes - There were discussions when the employees start the position, but little follow-up unless disciplinary action is required.

Yes - There is generally accepted performance metrics, but they are vague, and no one is quite sure of their relevance.

No - We don't have generally accepted performance metrics; the employees often are unsure of whether a job was done well or poorly.

16. Do employees require excess overtime?

No – We have paid little to no overtime in the past fiscal year.

Yes – Overtime is paid to all departments but on an infrequent, rare, basis.

Yes – There is one department that has significant overtime payments.

Yes – We have significant overtime payments to all departments.

17. Does management have insight into the production foremen / supervisors’s day-to-day progression?

Yes – We have consistent, formal, reporting and are aware of the foremen / supervisor’s daily activities.

Somewhat – We have some formal reporting but are unaware of how the foremen / supervisors spend their day.

No – We have no formal reporting but have a general idea of what the foremen / supervisor’s day-to-day activities are.

No – We are unsure of how the foremen/supervisors spend their day.

18. Is there a continuous improvement mandate in place?

Yes – We have weekly meetings addressing issues and assign champions to solve them permanently.

Yes – We have the occasional meeting to discuss challenges and how to fix them.

Somewhat – We talk about our problems and fix them on the fly.

No – We don’t have any continuous improvement mandate in place.

19. Is senior management critical to day-to-day operations in the company?

No - They are able to focus on strategic initiatives and organizational growth.

Yes - It is mostly administrative work.

Yes - It is mostly project/site-based requirements.

Yes – They have a significant administrative workload and are often the ones solving project/site problems.

Other

20. Would your company benefit from employee training? If so, what kind of impact would this have on your bottom line?

No impact.

5% profitability improvement.

10% profitability improvement.

Greater than 10% profitability improvement, plus intangible benefits (ability to scale, improved customer service and quality, improved onboarding).

21. What is your biggest inhibitor to growth and profitability?

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