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KINETIC 9/17/07

8:51 AM

Page 55

Is the project free from any asbestos, PCBs or lead-paint related work? Have a project manager and labor supervisor been identified who are capa- ble of overseeing the project? If a project does not meet these mini- mum requirements, the project is not pur- sued. Project qualification is the first step utilized to ensure the project will have a successful outcome. In addition, being part of a larger cor- poration has its benefits. These include, “the ability to leverage resources outside of the Southwest, share best practices and develop our supervision management by exposing them to different geographies, industries and management styles,” Gonzalez says.

Leaner Operations

Driven largely by semiconductor and general industries, Kinetic’s has ex- perienced significant highs and lows. From 2000 to 2001, revenues shot from $120 million to $210 million. The spike in the business was driven by several semiconductor, greenfield and retrofit projects occurring simultaneously within

the region. By the following year, the industry became sluggish and Kinetics experienced what Gonzalez describes as a “hangover” as business dropped off. As a result, it restructured the business to survive rapidly changing market con- ditions. “We’ve really pushed towards a sustaining site model,” he says. “The labor resource pool continues to shrink, which drives us to be more efficient and inno- vative in order to continue to deliver pro- jects safely, on time and within budget.” Reducing operating costs for the com- pany as a whole required it to take a clos- er look at the number and location of its offices. “We’ve progressed from 14 loca- tions in the United States and Latin Amer- ica in 2000 to eight in 2004 and now four in 2007,” Gonzalez says. “Consolidating them has made us more cost-competitive.”

Stepping Away from the Pack

“When you look at the landscape as a whole, construction is a very competitive market, and you have to constantly look at what sets you apart from the competi- tion,” Gonzalez says. “Building safely, on schedule and with-

in budget is our competitive edge.” Upon receiving a contract, Kinetics ensures the project is kicked off by con- ducting what Gonzalez refers to as an estimate turnover meeting. “The purpose of the estimate turnover meeting is to communicate information gathered by the sales and estimating teams during the pre-award phase to the project man- ager and lead supervisor, and to transfer ownership of the project from sales and estimating to the project team,” he says. After additional meetings to kick off the project, team members are briefed on customer expectations, scope of work, cost and schedule estimates and a clear defi- nition of each person’s role. For Phoenix-based Optima Development, the division supplied and installed the HVAC system for a 700-unit condo and mixed-use development in Scottsdale, Ariz. “It was an unusual, architecturally challenging project with- out a lot of repetition on the floor plans that required a great deal of coordina- tion, but they have been instrumental in completing it,” says T.J. Lenick, senior vice president with Optima.

in completing it,” says T.J. Lenick, senior vice president with Optima. OCTOBER 2007 ■ CONSTRUCTION TODAY
in completing it,” says T.J. Lenick, senior vice president with Optima. OCTOBER 2007 ■ CONSTRUCTION TODAY