Chapter Corner

Ted Garrison

Ted Garrison is the principal at New Construction Strategies. As an International speaker, author, and consultant he is a catalyst for change within the construction industry. He can be reached at or followed on twitter @TedGarrison.

Where To Find Me

How to Immediately Improve Productivity and Profitability

You are not going to eliminate all your inefficiencies overnight. For one thing, improving efficiency is a journey, not a destination. In other words, there is always room for improvement. For example, new technology is designed to improve efficiency, however, there are inexpensive steps virtually every contractor can take that will produce very quick results. Quick-hitting actions are an essential part of the larger, long-term effort of improving productivity. First, in order to create a sustainable improvement process, people need to experience immediate rewards for their efforts. Far too often, improvement programs are too large and grandiose and take too long to bear fruit. In this situation, those individuals involved in the effort start to become frustrated and return to their old, comfortable way of doing things. Success is critical because nothing encourages people to keep trying something new more than success. The second important issue is that the immediate cost savings can be used to fund additional investments in the ongoing improvement effort, including possible training programs or technology.

United We Stand, Divided We Fall

"All for one and one for all, united we stand, divided we fall." The classic quote by the Three Musketeers is appropriate to the construction industry and is at the heart of supply chain management. Any discussion of supply chain management requires the term to be defined. While many people use the term, far too often they misuse it. They think of supply chain management in terms of cost or functions such as purchasing, transportation, or warehousing. Unfortunately, that is not supply chain management.