Industry
Construction and maintenance
Estimation, Project Costing and Field Service
Where the difference between a profitable job and a loss is decided before anyone arrives on site.
What usually goes wrong
The failures we see again and again in construction and maintenance.
Estimating lives in one person’s experience
A supervisor can price a job by walking the site: materials, man-hours, wastage, the awkward corner behind the door. When he is unavailable, the company cannot quote to the same standard.
Stock usage does not equal invoiced usage
Technicians consume chargeable materials and operational consumables. If stock only deducts what is invoiced, inventory drifts from reality and manual counting becomes permanent.
Revenue is visible, true cost is not
A project can look commercially healthy while materials, labour hours, consumables and procurement cost are absorbed somewhere nobody is looking.
Jobs scheduled by phone and whiteboard
Work assigned by whoever is nearest the phone rather than by skill and availability, with no record afterwards of how long it actually took.
What we implement
Mapped to the four pillars.
If this sounds familiar
Work in this sector
Construction and maintenance questions
Can our estimating knowledge become a system?
Usually yes, and it is often the highest-value work available. Material rates, consumption per unit, labour by trade, wastage and contingency become a repeatable calculation the company owns rather than an individual does.
Do you handle project costing as well as quotations?
Yes. Materials issued from stock, materials purchased for the project, technician hours, consumables and procurement cost against budget, so profitability reflects resources actually consumed.
Does any of this describe your construction and maintenance operation?
Tell us which part, and we will tell you whether it is worth fixing now or later.