WRITE-UP ON CONSTRUCTION PRODUCTIVITY AWARDS Essay

WRITE-UP ON CONSTRUCTION PRODUCTIVITY AWARDS - Essay Example As our organization has grown, we've thought about it not like a challenge but as just another thing to plan and construct. Most companies worry about growth: Idealistic founders are afraid that, as the company grows, their influence will decline or their values will be forgotten or that they will become the new Enron. But we at TeamBuild think that this is an engineering problem just like building a house. A solid foundation is one that can endure building across all sorts of sizes, and our business and organizational model makes us capable of that challenge. TeamBuild prioritizes teamwork and camaraderie at every stage of its processes and every part of its internal culture. This is the most important way we enhance productivity: By making sure that every single one of our members is providing their own unique skill set, we guarantee that the whole is far, far greater than the sum of its parts. Our corporate social responsibility initiatives are a source of great pride, and we also think that they're just good business. Our team-building philosophies are integrity, teamwork, environmental care, commitment and quality. Our recent changes to our business model demonstrate this ability to change, adapt and create new options for growth. In 2006, we formed a High Performance Team or HPT with senior management and top members. The idea was to expand our organizational house by dividing into three teams and embrace three initiatives: Strategic alliances, people and in-house subcontractors. Top management set the stage by putting down the vision, the mission to complete it, the goals to complete that mission and to provide benchmarks to measure that success, and a model (attached as the figure, 'Teambuild House'). Our vision is to become a leading integrated service provider through process innovation and strategic alliances. For the communities we serve, the customers who seek out our assistance, and the people who will end up living in or working in the buildings we provide, we feel that we owe being as integrated as possible and providing as many different services as possible: A one-stop-shop. Our work on projects like Cerelia Vista, the Canadian International School and the Marina Bay Golf Course show that appeal of that mission. By being integrated service providers, we were able to create architecturally appealing designs. We were able to make sure that each of our customers got the exact solution for their needs and organization. Productivity is guaranteed when the producer is capable of handling every element of a project in-house. We avoid the â€Å"mythical man-hour† this way too: All of our team members are up to date on all of our projects. We are proud that we were able to design complex buildings for complex needs without needing to bring in excessive outside help. By aiming to be the best integrated service provider, we guarantee long-term productivity and profitability. Why hire many companies when you can hire one? Why risk worrying about each new contractor and sub-contractor being qualified, bonded, and ready for the task? If one company can handle the task, how much easier is that for the customer? We feel that, when the customer only needs to worry about one thing, providing us with the information to complete their goals, we serve their needs to the utmost. Our mission is threefold. First: We aim to deliver quality products and services to our customers. Many people think of construction and project design as a â€Å"hard† task, with very little need for interpersonal skills. We instead think that the process of providing products, the completed building, is inextricable from and intertwined with the process of providing services. We provide our customer many services. We give them ease of mind. People don't just want a good