The appalling construction team before the project was put into operation
Thread Content
First of all, let me say that we are a large state-owned enterprise (with high-ranking officials who can crush anyone under their authority). I won’t go into further details, but you can imagine how complicated the network of relationships involved is…… In short, it’s neither simple nor easy to navigate. A recent project is about to be completed, and our superiors are pressing us to start operations as soon as possible, which forces us to work overtime every day while constantly urging the contractors to speed up the work. But the contractors behave like scoundrels at such times – they demand everything without giving anything in return; it’s clear that if we don’t provide what they want, they’ll keep delaying things. As a result, we had to leave the doors of our warehouse open: high-pressure rubber hoses, metal gaskets, screws, valves…… Whatever we had, we gave it to them! Let’s not talk about penalties; state-owned enterprises........
This is a common phenomenon; you’ll get used to it gradually – it’s no big deal.
There are a few methods for reference. 1. Please have the leader of the construction unit go to the site to supervise, appeal to them emotionally and reason with them logically, and hold a joint coordination meeting ； 2. Create a list of the remaining tasks to be completed, assign a responsible person for each task and set a deadline for its completion; establish several incentives for accelerating work, using both rewards and penalties, with rewards being the primary focus ； 3. Any materials taken shall be recorded in a register, and settled upon settlement ； 4. Maintain another small installation team with comprehensive capabilities that can step in at any time; the cost of their labor will be deducted from the construction company’s payment. To be honest, at this stage of the project, everyone needs to work together as one and do everything possible to move forward; there must be no distractions or half-hearted attitudes, otherwise, all efforts will go to waste.
Hehe, it seems that many people have prejudices against state-owned enterprises. Whenever state-owned enterprises are mentioned, it’s as if they’re beyond redemption. In fact, they remain the backbone of the national economy; they are also the driving force behind reform and opening up as well as innovation. The majority of state-owned enterprises are good, and a few abnormal cases or bad practices cannot represent all of them...
Is this construction company so arrogant that it’s not afraid of facing consequences later?
This is indeed a common phenomenon: toward the end of the construction phase, there is a desire to bring the project online as soon as possible. Of course, the benefits of going live far outweigh the costs incurred in the final stages, so managers are usually under pressure and tend to meet all the requirements put forward by the construction contractors. Material issues, however, cannot be resolved overnight. In Chinese projects, no attention is paid to matters in the early stages of the project, and by the later stages nothing can be found. The key is to establish a sound material management system and start implementing controls from the very beginning of the project; you can provide those materials later on, but you can also deduct them from the final settlement
The key to this issue lies in the institutional framework; the power struggles within the state-owned enterprise system are not something that ordinary people can understand, while such phenomena are less common in private enterprises
Haha, that’s true. Towards the end of the construction process, the contractor, concerned about costs, is reluctant to use large amounts of materials. Moreover, there are many changes made later on, so the contractor uses this as an excuse to ask the client to provide the materials. Our solution: give it to them first, but keep it on record, with it being agreed in advance that the charge will be 110% of the current price ； Let’s resolve the issue of changing some working hours through negotiation. Driving is the key at the end; as for corrosion prevention and insulation, those can be dealt with later. If it doesn’t meet the standards, a discount will be given; otherwise, rework will have to be done after driving it.
The construction company can’t just keep doing this, right? The construction companies I’ve seen seem to want to work double shifts just to finish their tasks and then take on other projects
Agree with the person above. It’s not calculated on a daily basis now
Most construction teams in the country go through multiple layers of subcontracting, which results in very low profits for those who actually do the work, forcing them to find other ways to make a living. In the end, the owner also understood and tried his best to provide support. Most construction teams are good. But there are some contractors in between who always try to reap as much profit as they can from the workload, the materials provided by the client, and the tools supplied by the client.