Production Manager (PM)

GENERAL DEFINITION:

The objectives of the Production Manager (PM) are to develop, manage and lead a team of Construction Managers (CM), in an efficient manner while meeting cost, quality, time frame and quantity goals and to achieve and maintain the highest level of customer satisfaction. Lead by example – be there first and the last to leave. At the same time, PM must be able to directly manage the construction of up to 25 homes.

ESSENTIAL DUTIES AND RESPONSIBILITIES:

1.      Oversee operations for geographic assigned area to produce high-quality, cost effective homes that achieve a high level of customer satisfaction, on budget and on schedule.

2.      Oversee Construction Managers (CM) on a daily basis and make sure all production goals are being achieved.

3.      Establish the division’s goals and objectives for Customers Service, Construction, Estimating and Purchasing Departments.

·       Customer Service

1.      Daily Calls: review all CM calls and randomly check them for customer satisfaction.

2.      Touch-up kits (30 day lists): review weekly to handle all negative lists striving for a Positive Response.

3.      Year end lists

4.      Courtesy Calls: decide on warranty coverage

5.      Lawsuits / subrogation attempts: decide on warranty coverage

6.      Train CM at least 4 times per month on warranty standards and film role play scenarios.

·       Purchasing

1.      Bill approval

2.      Release code ordering

3.      Weekly status

·       Estimating

1.      Bidding

2.      Review estimates

3.      Cost management and purchase orders

4.      Variance purchase orders

4.      Land Development Function:

·       Coordinate home building operations with the company’s land development function regarding soil testing and soil remediation.

·       Oversee lot acceptance by home building operations from site development team.

·       Review soil conditions and post tension plans and site plans (per lot).

5.      Construction Operations:

·       Train and uphold field and office team to Saratoga Homes’ standard operating procedures and quality standards for new home construction.

1.      Roof leaks – 3 leaks per day of rain of homes within vicinity.

2.      Walk-through items – no more than 10 items per home.

3.      Pre-walk lists – 98% homes ready for pre-walk.

4.      Inventory turn – 3.5 times.

5.      Time Frames:

a.      1,200 sq. ft. – 1,500 sq.ft.90 days from date interim close to building final.

b.      1,700 sq. ft. – 2,500 sq.ft.120 days from date interim close to building final.

c.      2,500 sq. ft. – 3,000 sq.ft.145 days from date interim close to building final.

6.      Costs and gross profit.--Total gross profit – 30%

7.      Change order margin 35% - 75%

8.      Rebate amounts – 60K reviewed annually

9.      Quarterly evaluations superintendents within 30 days of end with quarter

10.   Specs started 30 days from date of “start release” or no later than the interim construction loan closing.

11.   Presales started 60 days from date of contact.

·       Insure these standards by verifying and spot checking standards are being executed in the field through a management by “wandering around” approach. Use this spot check method to train and educate Construction Managers and Field Technicians.

·       Distribution of plans, site plans and permits per the production schedule after reviewing budget import data.

·       Construction starts

1.      Pre-sales started 60 days from contract date.

2.      Prepare starts / plans 60 days before interim loan.

3.      Coordinate release of permits from municipalities.

4.      Prepare start package 2 weeks before interim loan closes.

5.      Complete start package given to Construction Manager before close of interim loan.

a.      City Plans

b.      Site Plans

c.      Site Plan check list

d.      Filed and City Accepted plan.

e.      Filed and City Accepted zoning site plan (if applicable).

f.       Zoning map (if applicable).

·       Daily dispense tasks and updates to Construction Manager and Field Technician staff.

·       Coordinate and conduct weekly safety meetings; reviewing procedures and equipment.

·       Maintain accurate status updates to production schedule and closing schedule.

·       Site supervision shall include structural and quality assurance inspections, safety, job status, environment and health compliance, code and scope / spec compliance, internal (employee) and external  (subcontractor or non-employee).

1.      Implement and maintain “Tool Box Meetings”.

2.      Assume and implement duties of Safety Director.

3.      Ensure all Construction Managers and VP of Operations are 10 Hour O.S.H.A. Certified.

·       Consistently maintain accuracy of working drawings. Constantly update and “refresh” plans based upon feedback from sales team.

6.      Purchasing & Estimating Operations:

·       Oversee the division’s responsibilities for the estimating, purchasing and contracting of field operations.

·       Recruit, select, train and manage subcontractors and suppliers.

1.      Seek and retain the services of high quality, low cost and low maintenance subcontractors.

2.      Eliminate high cost, low quality and high maintenance subcontractors.

3.      Ensure subcontractors are interviewed by all Construction Managers, and that references are provided and researched.

4.      Do not retain the services of subcontractors with minimal experience (i.e. 1-3 years in the industry), or that have poor references from past general contractors.

5.      Ensure subcontractors sign Subcontractor Agreement, in English and Spanish, the TWC-3 form and provide proof of viable general liability insurance in compliance with Saratoga Homes, Ltd.’s requirements before Subcontractor is allowed to begin working on a Saratoga Homes jobsite.

6.      Implement “Scopes of Work” and ensure subcontractors execute agreement before working on a Saratoga Homes jobsite.

·       Oversee division’s responsibilities relating to cost reduction programs through competitive bidding, contract negotiation, improve quantity take-offs, improve field control systems and value engineering process.

·       When necessary update job scopes and budgets to reflect identified changes and clarifications.

·       Constantly selling the long term goals of Saratoga Homes to the subcontractors and gaining their commitment to reducing costs and increasing service quality.

·       Help the Division President and Corporate Purchasing & Estimating Team to maximize the perceived value / cost ratio.

·       Control cost expenditures and focus on complying with budgets by closely scrutinizing the budget/variance management reports.

·       Communicate to Division President any hard cost increases.

·       Review estimating quantities, unit costs, extended costs at the onset of construction via WMS budgets. Review the “cost out” or actual costs versus budgeted cost after the completion of the home. If there are overages, quantify them and track trends in order to later eliminate them by creative means.

7.      Payables Process:

·       Control costs through a detailed review of Purchase Orders & Variance Purchase Order reports and detail.

·       Review and approve miscellaneous material and labor variance requests.

·       Review and process staff and contractor payroll.

·       Accounts Payable review, distribution of payments to subs and resolution of disputes

·       Lumber review and Customer Service review

·       Supervise the preparation, accuracy and timeliness of draws.

·       Monitor and control subcontractor General Liability and Worker’s Compensation Insurance and lien waivers prior to payment.

8.      Customer Service & Warranty Operations:

·       Train and uphold team to Saratoga Homes’ warranty guidelines and customer satisfaction objectives.

·       Achieve a high level of customer satisfaction

1.      Better Business Bureau—complaints not to exceed 1% of total closings per year.

2.      Touch-up Kits---98% favorable recommendation; no more than 2% negative. Investigate and report why the negative recommendation occurred and take corrective action.

3.      Year End List---98% favorable recommendation; no more than 2% negative. Investigate and report why the negative recommendation occurred and take corrective action.

4.      Buyer Satisfaction Group—98% success rate.

5.      Duty Roster service calls—average 60 items per week for all service work. Combined items under 100.

6.      Walk-through items – average 10 items

7.      30 Day List – no more than 12 items.

8.      Respond to service request – 7 to 10 days.

9.      Complete service work – 14 days.

10.   Better Business Bureau complaints – respond within 10 days.

·       Participate in high level customer service issues and disputes involving Customer Service, Construction and Sales.

9.      Staffing & Management:

·       Insure rapid response to any crisis situations that arise.

·       Recruit, train and develop managers who effectively and efficiently utilize their personnel resources to their maximum potential.

·       Provide continuous direction and goal setting for field staff.

1.      Construction Manager

a.      Walk homes with Construction Manager on a weekly basis to ensure proper and timely flow of construction. Identify possible labor constraints and work to reduce or eliminate work stoppages.

b.      Review all homes at structural inspection phase.

c.      Coordinate with pre-walk inspector (either third party or in-house) to inspect all homes; determine if there are any problem areas.

d.      Review 50% of all homes before field orientation to ensure that homes are complete and within Saratoga Homes’ quality standards.

2.      Foreman

a.      Walk all homes with Foreman on a weekly basis to ensure proper and timely flow of construction; proper construction techniques and procedures are followed; quality and costs are maintained at an acceptable level

b.      Review all homes at structural inspection phase.

c.      Coordinate with pre-walk inspector to inspect all homes; determine if there are any problem areas.

d.      Review 50% of all homes before field orientation to ensure that homes are complete and within Saratoga Homes’ quality standards.

e.      Ensure Foreman understands importance of warranty service and is executing warranty service in the appropriate timeframe based on Saratoga Homes’ guidelines.

f.       Ensure Foreman is spending the appropriate time performing field duties.

·       Implement and maintain the integrated software system into the construction operations at the division level.

10.   Process Improvement:

·       Oversee and secure by bid or negotiation—insurance; i.e. General Liability, Workers Compensation, Auto, Health and Accident.

·       Pursue and implement new systems with the support of the Division President and prior approval of the VPO, DP and COO.

1.      Commence study for the introduction of wall panelization system.

2.      Bring to the company a plan to implement a scheduling software program.

·       Work cooperatively with customers, government agencies and the general public.

·       Establish quality relationships with other home builders, developers, and industry consultants.

·       Effectively represent firm in local civic, political, and industrial activities; generate positive public relations opportunities from these efforts.

·       Administer self-improvement programs providing for both professional and personal development within the company.

11.   Saratoga Corporate Management Group (SCMG) Areas of Responsibility at the Division Level:

Requirements

Required education:

• Bachelor’s

Required experience:

• Construction Management: 10 years of experience

Required language:

• Spanish

Required licenses or certifications:

• Truck
• Basic Tools