DEVELOPMENT AND MANAGEMENT OF ORDERS
The construction and management of orders are structured according to an operational model consolidated over time, which has now become an integral part of the company organization. It is structured along a horizontal axis that defines/redefines things to be done, how they have to be done and with whom (redesign and reconfiguration on the one hand and supplier partnerships on the other); and along a vertical axis that organizes activities, plans them temporally and controls their progress (organization of orders, activity planning system, control of costs and financial flows on the one hand, site organization, flow of operations and control system of work progress, on the other).
RECONFIGURATION AND REDESIGN: order analysis
The order is analyzed as a whole, identifying critical areas for economic value and/or technological complexity. Afterwards, with priorities defined from time to time, we proceed with all the in-depth analyses of the case for technologically homogeneous parts (foundations, structures, shells, roofs, systems …) and for functionally interdependent areas (structural stability and space optimization; energy performance and shell, structures and heat bridges, acoustics and ergonomics, materials and stratigraphies…). For any positive outcome from the search for qualitatively more convincing, more efficient and more reliable solutions, we carry out an autonomous reconfiguration of the project. The conclusions are promoted during the tender and, if accepted, they are defined up to construction details, during realization.
PARTNERSHIP WITH SUPPLIERS: choice of travel companions
The company, starting from a technological segmentation of supply markets, over time has create a portfolio of reference suppliers. Actual partners, selected based on recognized skills and abilities, are the actors of a network of stable relationships. From the early stages of redesign, they are involved in research, each for its own scope, of the best solutions in terms of quality, efficiency and innovation.
PLANNING: organization of activities and site organization
The organization of operating activities is planned at macro level already during the offer stage. Criticalities are identified, and the most appropriate solutions sought at a preliminary level. Once the order has been acquired, we proceed with the planning of all activities, identifying critical paths. Compatibly with timing, before starting works, the whole organization of the construction site is defined and planned, with macro time structures, security systems and logistics.
CONTROL: management of operations, economic management, financial management
Competition levels are constantly increasing. Customers are more and more demanding about price, quality, flexibility, versatility, safety, efficiency. Each order is managed with advanced operating, economic and financial control systems, able to confirm or modify the work plan on a weekly and/or monthly basis. These systems, by now tested over time, allow us to identify, in due time, operative constraints, to know saturations and bottlenecks and to measure efficiencies, costs and profitability.
(Site and headquarter) human resources and (market and proprietary) information technology constitute now an integrated, disciplined and reliable organizational system.