Issue link: https://www.e-digitaleditions.com/i/480616
16 FEDA News & Views continued on page 20 Foster Frable There's a Lot that Goes into a Successful Project By Foster Frable Jr., Clevenger Frable LaVallee fosterf@cfldesign.com A t the end of a project, do restau- rateurs or chefs love or harbor frustration toward the team that equipped their new or renovated kitch- ens? In my experience as a consultant for a wide variety of clients, I often find that projects rarely end smoothly due to a number of missteps, many of which are preventable. Let's look at some reasons for common misunderstandings that occur during a project and how some of the pain might be avoided or at least mitigated. Issues usually start with unrealistic commitments. The worst thing dealers can do, during or after signing a contract, is to agree to something that can't be executed. Sometimes salespeople are so desper- ate to make a sale that they promise anything to close the deal. Of course, when customers are told something is possible, they expect it. When promises are broken, the project feels like a disap- pointment to the customer (no matter what the dealer may rationalize), and anger builds with the stress of opening a new facility. Make sure everyone knows your name. Selecting the right equipment is only part of the process that makes for a suc- cessful project. Regular site visits and coordination with the general contrac- tor (GC) and trades are essential to mak- ing sure plumbing, electric and HVAC issues in the kitchen are addressed promptly, especially any issues that will keep equipment off-line, or hold up inspections and certificates of occu- pancy. The issues may not be the dealers' responsibility, but if a problem is even slightly related to kitchen equipment— the dealership will be perceived as one of the culprits. Frequently visit the site and encourage communication. Complete field condition surveys are not often possible at the beginning of a renovation project (when the space may still be occupied or walls and finishes are still in place). Despite best assump- tions, the structural elements may not align from floor to floor as precisely as expected, and walls may not be com- pletely plumb or square. If there is any risk that (what appears to be) available space may become unavailable, encour- age the designer, consultant, or operator to resize or find alternates for equip- ment that may push the limit of space availability. In other words, build flex- ibility into the equipment layout in the shop drawings, and don't order equip- ment that is questionable. If it turns out that the available space is less than first assumed, the owner/operator isn't dis- appointed. Flexibility in the layouts can make the difference between a quickly resolved request for information without costly change orders, compromised lay- outs, and disappointed owners. Don't complicate the change-order process. When change orders do occur, mark- ups should be reasonable. Don't bid a project at 10 percent, and then add 50 percent markup to change orders. Owners and project managers can access pricing from a number of sourc- es and will quickly recognize the over- charge. This isn't the way to make up the money that should have been in the base bid. On many projects, change orders are reviewed (and approved) by a number of people, and some may have limited knowledge of the issues. Provide full documentation for all requests including signed work orders and pre-approvals. Provide individual prices for each issue or change; don't lump them into a gen- eral line item. Take a picture. Have a qualified person on your team inspect equipment when it arrives. Photograph and document damage while equipment is still on the pallet. If something is damaged, contact the factory and arrange for a replacement. Don't pass damage issues that occurred in the field onto the manufacturer and consultant. Never, ever wait for someone else to find the damage during an inspec- tion or even worse, during startup. Organize, organize, organize. Collect and organize all manuals, accessories, and spare parts in a secure area that is accessible to trades who may need an item or piece of informa- tion to finish their work. Parts, equip- ment, and related paperwork that are strewn all over is a clear indication that a project is poorly managed. Consider that when parts are lost or discarded during cleanup, replacement costs usu- ally come from the dealer's budget and could delay the project.