I was browsing the progress at my site (this is a euphemism for me clearing out trash, debris and dust in Rubbermaid bin sized loads) on a regular basis over the past month. A few of these involved my friendly helper assisting with the heavy volume and lifting in managing the chaos and dust and depositing it into our dump trailer, final destination Alcop waste station. This rather mindless toil was a good opportunity to appreciate the skills of ‘my boys’ and their handiwork, plus ponder the dearth of innovation in our tactics and approach to our overlapping vocations. So much of what we do is either ‘wet set’ or ‘applied in connected components’ it really demands skilled hands and a large wood framed work space. It doesn’t lend itself to modularity, factory prep, or panelized delivery. The custom, one off nature of these builds means there is no scale or potential for scale. The homes are built more like a custom vehicle restoration than an automobile factory producing huge numbers of identical cars. For this reason, our costs tend to be higher than we’d wish them to be, as we have to fund the labour necessary to install on site all the structure and mechanical systems. Frequently we struggle with planning on paper how we want to install some of these systems, only to have the trades show up later and completely alter the install, because their profound knowledge of the trade is much greater than our paper understanding of what goes where. Even involving the trades up front in pre permitting value engineering and design workshops has proven to be rather feckless in many instances. We’ve had to adjust our mindset to let go of some preconceived notions of how jobs will be done, not without some foul language directed at our boys when we don’t get what we wish. Overall, the compromises we have made tend to work out and we all emerge as winners, as in the homes get built well, and function through occupancy in all types of weather.
I think you will not encounter a group that as a whole is more set in its ways than builders and their long term trades. Time and repetition filter the trades into operating within a certain window and beyond this they won’t adjust their practices. Often it is better not to struggle against someone with a dozen years of experience in installation of these systems, because they know everything, can predict every outcome, and know so many steps in advance what will happen, more than I do. They don’t need to adapt they need to finish the job and move on. For these reasons I don’t see much near term horizon where major changes will be viable in how we build. I don’t see innovation in how to execute these infill projects. They are hard to do well, and don’t get much easier over time. They can get more fun only because the guys are so good they take away some of the brain pain of running the project. Despite the quality of the crew the work takes seemingly forever. I’d prefer not to be stuck at the site for eight months to finish a house. I wish to snap my fingers and see immediate progress. The time from digging the hole to the drywall phase is particularly difficult, exposed, risky and chaotic. Little innovation seems likely to make this quicker or easier. Despite this, production of these homes can be rewarding, and at this point we have such a niche that it is risky to not continue to repeat proven practices, some of which have tens of thousands of hours of evidence that our techniques lead to success.
All of this random information seems to suggest I’m going to continue to do what I’m doing and resist all change, as change likely will cost more, take longer, and result in worse outcomes. Thats a lose lose. Process improvements are like hair splitting micro details, the details themselves are convoluted and complex to explain. Instinct and knee jerk reaction greatly impacts our openness to change. We know that the natural order of the project is chaotic and disorganized and a mental price needs to be paid to bring order and quality to the site. We have such a finely honed instinct of risk and cost that comes from losing control of the budget so many times we have a jaundiced view of newness and hype. We don’t even like to meet new people except in rare instances because we have a good group that functions as a team. Deviation from proven performers or product could mean grass isn’t greener. There is 50 years of logic behind our order of operations - we inherited how we do what we do from builders we never met, as did the journeymen from their teachers. Talk about resilience and resistant to change!