WA9301-CS 980202PARTNERING FOR SUCCESS, INC.
NTWBC
WBE/HUB CERTII~ED
February2,1998
Ted Du~
City ofCoppell
255 Parkway Blvd.
Coppell, TX 75019
RE: Partnering Workshop
Dear Dutt:
Enclosed, please find three post workbooks from the partnering workshop with Bar Constructors,
Inc. and Dallas Water Utilities on January 22, 1998. Please keep one copy for yourself and
forward the others to:
Larry Davis
Ken Griffin
I hope you enjoyed the workshop and we look forward to working with you again soon.
President
(972) 255-1393 · FAX (972) 438-3292
4835 N. O'CONNOR #134 · IRVING, TX 75062
Constructors,
I Ip~C~
Dai i as Water IJti i ities
Partnering for Success, Inc.
5216 Ivlaple Springs BIrd., Dallas, Texas 75235
(972) 255-1393 Fax (972) 438~32-93
PAi~'rNERII~N3 ~VORKSi-10P
January 22, 1998
J PARTNERSHIP CHARTER
Mission Statement - We, Bar Constructors, Inc., Dallas Water Utilities and City of Coppell are partners in the
We Intend to deal with each other in a fair, reasonable, trusting and pro[essional manner which will Include:
· CommunIcate and resolve problems within the terms of Complete the project without litigation.
the contract.
· Decision making at the front line level.
· Open, honest communication.
· Treat each other with mutual respect and resolve
conflicts immediately.
·
· Finish project on time and within budget.
· Promote positive public relations.
· Provide safe passage of the public through
the project.
· Make project enjoyable to work on.
Hard Hat R~-v~r-~al
(~DWU appreciates when Bar Constructors .....
1. Gets submittals on time.
2. Stays within the budget (change orders).
3. Schedule.
4. Has qualified personnel.
5. Keeps the public happy.
6. Has good housekeeping.
7. Has a qualified product.
!
Hard Hat R~-v~r-~al
(~DWU is frustrated when Bar Constructors .......
1. Submittals aren't on time.
2. Asks for change orders.
3. Falls behind schedule.
4. Has poor craftsmanship - quality.
5. Does not keep a safe clean jobsite.
6. Gets complaint from public.
Hard H~t R~,v~-r-~al
Q Bar Constructors appreciates it when
1. Pays on time.
2. Responds on time to our RFL' s.
3. Has prompt review of submittals.
4. Doesn't delay the project.
5. Makes timely decisions.
6. Appreciates accurate plans and specs.
7. Is fair in contract administration and inspections.
8. Provides operations assistance.
Hard Hat R~-v~-r~al
Q Bar Constructors is frustrated when DWU ......
1. Is slow in process payment.
2. Has slow approval of submittals and RFL' s.
3. Won't allow change orders.
4. When there is red tape with Council approval and award.
5. Is slow to final out contract.
6. Restricts working hours.
/ROCKS IN THE ROAD AND
ACTION PLANS
ROCK: Communication.
/ Know who to call.
/ Get contact info. Form.
(See Issue Resolution ladder)
ROCK: Time frame.
/ Maintain strict schedule.
ROCK: Traffic.
/ Temporary roadway permits.
ROCK: Site conditions. :
/ Get information from Coppell.
ROCK: Pipeline tie in.
/ Plan for different pipe mat.
ROCK: Maintain Coppell water service.
/ Setup meetin,~ for tie-in schedules.
ROCK: Telernetry coordination.
/ Submittals. :
/ Coordination with DWU.
/ Phones lines.
ROCK: Submittal Approval RF! - Response.
/ Get submittals turned in, prioritize submittals,
proper procedure on RFI' s.
/ROCKS IN THE ROAD AND
ACtiON PLANS
ROCK: Weather.
/ Plan excavations.
ROCK: Con,~ested work area.
/ Coordinate with Coppell for storage area.
ROCK: Material delivery.
/ Get submittals approved.
/ Schedule deliveries.
ROCK: Inter city cooperation.
/ Keep communications open.
/ Resolve issues promptly,
ROCK: Noise ordinance.
/ Keep track of any complaints.
/ Address complaints. :
ROCK: DWU Bureaucracy.
/ Keep thin,~s simple.
ROCK: Utility Coordination.
/ Keep utility company phone numbers available.
ROCK: Restaurant.
/ Don't park on roadway.
/ Avoid debris on roadway.
/ Control water run-off.
Attendee List
Bar Constructors and Dallas Water Utilities.
January 22, 1998
Nc~ne
Stephen L. Hardy
Ken Griffin
Jennifer Cottingham
Sam Arrambide
Brad Wesberry
John E. Mathis
Paul Henning
Tonia R, Lichtenberg
Company Address & Phone
Number
Dallas Water Lltilities
320 E. Jefferson B!vd. Rm 204
Dallas, TX 75203
(214) 948-4630
City of Coppell
255 Parkway Bird.
Coppe!l, TX 75019
(972) 304-3679
Dallas Water Utilities
2 121 Main St. #300
Dallas, TX 75201
(214) 948-4563
Bar Constructors, Inc.
805 Katy St.
Lancaster, TX 75146
(972) 227-3287
Dallas Water Utilities
2121 Main St. #300
Dallas, 'IX 75201
(214) 948-4310
Dallas Water Utilities
2121 Main St. #300
Dallas, 'IX 75201
(214) 670-8548
(214) 683o5515
Dallas Water Utilities
2121 Main St. #300
Dallas, 'IX 75201
(214) 948-4518
Dallas Water Utilities
1500 Marilia - 4AN
Dallas, TX 75201
(214) 670-5886
Attendee List
Bar Constructors and Dallas Water Utilities.
January 22, 1998
Name
Charlotte Humphries
Randy Hodges
Hector Zamora
Ronaid Wagner
Larry Davis
Ted Dutt
gon Brookins
Company Address & Phone
Number
Bar Constructors, Inc.
P.O. Box 10
Lancaster, TX 75146
(972) 227-3287
Acme Electric Co.
4703 Martin St.
Fort Worth, TX 76119
(817) 654-1618
Acme Electric Co.
4703 Martin St.
Fort Worth, TX 76119
(817) 654-1618
Bar Constructors, Inc.
P.O. Box 10
Lancaster, TX 75146
(972) 227-3287
City of Coppell
255 Parkway BIrd.
Coppell, TX
(972) 304-3684
City of Coppell
732 Deforest
Coppell, TX 75019
(972) 304-3545
Dallas Water Utilities
Elm Fort Treatment Plant
Carrolton, TX
(972) 446°6778
Attendee List
Bar Constructors and Dallas Water Utilities.
January '22, 1998
NalTle
John Fields
Dennis Cave
Charles Stringer
Phillip Boyd
Hank Niblo
Roger Adams
Robert M. Barron
John Wilson
Company Address & Phone
Number
Dallas Water Utilities
2121 Main St. #300
Dallas, TX 75Z01
(214) 670-8548
Dallas Water Utilities
2900 White Rock Rd.
Dallas, TX 75214
(214) 670-8061
Dallas Water Utilities
2900 White Rock Rd.
Dallas, TX 75Z 14
(Z 14) 670-8060
Dallas Water Utilities
1500 Marilia St., 4 AN
Dallas, TX 75201
(214) 670-5887
Fax (214) 670-3154
Dallas Water Utilities
Z 121 Main St. #300
Dallas, TX 75201
(214) 948-4639
Dallas Water Utilities
4120 Scottsdale
Dallas, TX 75227
(214) 670-8459
Dallas Water Utilities
2121 Main St. #300
Dallas, TX 75201
(214) 446-6778
Dallas Water Utilities
2900 White Rock gd.
Dallas, TX 75214
(2 14) 670-8063
PARTNERING FOR
SUCCESS, INC.
ISSUE RESOLUTION CHART
Bar Constructors
Ron Wa,~;ner
Sam Arrambide
Sam Arrambide
Sid Arrambide
Sid Arrambide
DWU Time
Ron Brookins ] hour
John Mathis 4 hour
Jennifer Cottingham
Larry Rivers
Periodic Review
&
Renewal Of Partnering
Why Review And Renew?
Reasons To Follow Up:
El Celebrate Progress; You Earned It.
"If you aren't celebrating, you aren't partnering."
El New Dimensions & Midcourse Corrections
Parmering is a Journey, not a Destination
Unforeseen Developments Need Attention
Bring New Stakeholders into the Team
El Slippage ("The Road... Paved By Good Intentions")
People don't change quickly... change is lifelong
Theory is perfect... people are not
Partnering talks easy... works hard
El Deterioration...Danger... Trouble Ahead
Drift/Slide/Decline into a Semi-Team, Work Group... Crisis
Real Problem? PEOPLE
The Enemies Of
Successful Team Partnering
The Eternal Warrior
Sgt. Chauvin, A French soldier in World War I, set a
remarkable standard for tenacity in combat. Four
times he was seriously wounded, evacuated and
hospitalized. He recovered on each occasion. Four times
he was told that, due to his heroic and sacrificial conduct,
he was not required to return to combat. Four times he
insisted on returning, and did.
History tells us Sgt. Chauvin survived the war, as he surely
deserved. History does not reveal the curious and unfair
events that caused this hero's name to become a derogatory
title for aggressive single mindedness: chauvinist, as in
"chauvinist pig." In any event, he gave us a near perfect
example of the etemal warrior.. . a fighter who will not
quit.
Construction has its share of Eternal
Warriors. They are the pit bulls of
our industry. They are fundamentally
opposed to partnering which they feel
is consorting with the enemy. They '-'~
will destroy a partnering team. To~,' )
prevent that they must be retrained,
redirected or restrained.
The Underachiever
N"ot everyone is equally accomplished in such wide
ranging fields as singing, golfing, or gardening. In
fact some of us perform poorly in these areas.
Similarly, some people rank low in dependability,
responsibility and self discipline (e.g. someone who dumps
an auto ash tray onto the pavement at a traffic light or on a
parking lot).
These people become Underachievers on a partnering
team. They may behave agreeably and pretend to be part
of the team. But they don't hold up their end of the
bargain. They don't carry their weight. They don't follow
through. They lower the common denominator of a group
that is striving to excel.
These individuals usually improve in response
example and exhortation by other team members.
need to do is improve their
performance enough to join the rest of
the team. Occasionally they require
stronger motivation,
intervention (by
colleague, or two
members) to bring about an attitude
such as dramatic
their boss, a
or three team
adjustment. Otherwise, they must be
demoted or dispatched by members of
their own subgroup; then they are
either off the team, or everyone knows
they are only token members.
to good
All they
Been There, one That
Some older hands approach
partnering with an overwhelming
sense of deja-vu. They say "I've
been partnering jobs all my life." They
feel they have Been There/Done That.
They assume they are automatically
part of the team. They are not. They
think they are qualified when, in fact,
they are complacent. Their concept of
partnering is positive, but very shallow
and out-of-date.
In the past few years the construction partnering process
has made quantum advances, and the new concepts have
been refined to even higher levels of effectiveness.
Successful partnering teams use all available process tools,
and this can not happen if some members are not pen to
growth. Growth never stops and all team members must
subscribe to that fact.
Been There/Done That people usually have the right basic
attitude. They frequently come up to speed, and even
become outstanding contributors, with encouragement and
challenge offered under the right circumstances. However,
a few Been There/Don That people are closet recalcitrant.
Dealing with them requires different strategies. See
suggestions for the UnderaChiever.
The Blatant Cynic
ABlatant Cynic is o~en similar to a Been
There/Done That, but the cynic is far more
destructive. These characters are malignant non-
participants. They constantly broadcast bad vibrations and
they undermine the team.
They first indicate their attitude by consistently avoiding
the formation of the team, by not taking part in initial
activities. Later, they are present only in body, not in
spirit. They do not believe in partnering. They are cynical.
Sometimes their attitude is abundantly clear. At other
times they settle into sullen silence but continue to project
a negative aura. In either case their presence has a chilling
effect on the rest of the team.
Blatant Cynics must be won over.
bright star converts. Others won't budge.
individuals from this latter group
politely but firmly. Be sure to deal ~:
with cynics in private; their basic
behavior is a challenge to the team, and
they strongly resist group
confrontations.
Some have become
Deal with
My Dad Can Whip Your Dad
scalalion is a dirty word in partnering. It smacks of
the bad old days when problems were ignored and
E when disagreements festered until they became
disputes. These ugly overripe situations were then pushed
up into ever higher echelons, up to management levels too
far removed from project activities, up to levels where it is
too convenient to hand them over to in-house "enforcers"
or to lawyers who are expected to act as hired guns.
This process is obviously devastating to partnering.
However, the problem has a simple cure. Top management
must prohibit escalation of disputes, and solve problems
before they become complex. When that happens issues
will be examined and settled where they begin. There will
be no need or basis for saying My Dad Can Whip Your
Dad.
What Am I Gettin Out Of Partnerine?
It is natural to feel dedicated
performance should be rewarded.
Beyond simple recognition, team
members want something tangible
in return for devoted efforts. We all
want to be rewarded for achieving
goals. And we deserve to enjoy the
fruits of our labors.
But keepingscore can become a self-serving
preoccupation.Team goals will be forgotten and
individual contributions will wither. And, if team members
become obsessed by score keeping, erosion of trust will
follow. Since trust is the glue that holds partnering
together, the team will disintegrate.
This problem can be prevented or cured, during an open
group meeting, by firm candid insistence that the team get
back to where it began: Focused on their mission
statement (charter, agreement, or whatever it is called). If
the team had a sense of partnering in the beginning, it
should be able to return to that original commitment.
A Surprising Realization And A Conclusion
As we consider these caricatures we may find a ring of
truth or validity to them. If we recognize and relate to
these characters there is a.reason: There is a little bit of
them in each of us. This gives deeper meaning to Pogo's
observation that "We have met the enemy and he is us."
Review & Renewal:
How And How Often
On Scheduled Basis At Job Site Meetings
(Be Sure Partnering Is On The Agenda)
Weekly Meetings
(5 Minutes, Maximum, On Partnering)
Usually Involves Only Job Site Team Members
Monthly
Or Similar Intervals ( 10 Minutes)
Involve Off-Site Team Members Too
Often Combined With Other Monthly Meeting Items
(E.G. Monthly Estimate)
The "Report Card"
!
Put Results On Paper... Periodically
Two Approaches'
· Individuals Fill Out Forms Before/At Meeting.
Then Group Reviews Them
· Group Discussion At Meeting... Fill Out One
Master Report Card
Examples Of Evaluation Forms
Should This Paperwork Be Forwarded?
e~
· · · · · ·
· · · · · ·
· · · · · · i · · · · ·
Monthly Partnering Evaluation
Work Quality
Work Progress
Productivity
Changes
Safety
Public Relations
Issue Resolution
Reliability
Communications
Partnering
Goal Or Objectives
Comply with Plans & Specs; Do it right the first
time/every time
Meet or beat Project Schedule; keep Schedule current
and understandable
Effective use of resources ($ and MH Budgets); make
or save money & time
Find changes early; make prompt and fair written
agreements
No accidents on site, or caused by traffic or other job
activities
Few inconveniences; no complaints or bad press
Find problems early and solve them; no disputes; no
claims; no lawsuits
Keep Promises; Be Dependable; Meet Commitments
Understandable correspondence; honest candid talk;
good meetings; know who will do what/when
TEAM feeling; have fun; pride in project; feel presence
of Mission Statement; vertical empowerment; effective
evaluations
Rating
Out of a possible 100 points TOTAL
!
Monthly Partnering Evaluation
GOAL FROM MISSION STATEMENT
RATING
Resolve Disputes - No Litigation, No Lawyers
Speak Up; Speak Candidly; Speak Friendly
Maintain Positive Attitudes
Meet Response Time Goals
Finish on Schedule or Before
Safety - No Accidents :
No Permit Violations
Construct Quality Project - Short Punch List
Exceed Anticipated Profits While Staying Within Project Budget
Enjoy Work - Be Happy
Out of a Possible 100 Points
TOTAL