By Gregg M. Schoppman, Principal, FMI Corporation 

Instruction manuals.  For some, they bring great solace; for others they bring great anxiety.  Whether one is feverishly comparing “A” bolts and that woefully minuscule Allen wrench or simply scrutinizing the location of said “A” bolts into holes that do not appear properly reamed, instruction manuals should provide support and guidance rather than palpitations. Ikea, the Swedish furniture icon that has an almost cult-like following around the world, has provided some of the most memorable instruction manuals.  If you prefer the Malm to the Bekant (both desks, for the non-Ikea-ites), you are furnished with a step-by-step roadmap to create your affordable piece of Swedish accoutrements.     

On the other hand, Apple makes an event of its annual iPhone release similar to the way U2 or Taylor Swift announces the latest tour.  Yet, when one opens the box of these technological marvels, they receive an instruction manual that might be compared to that of a bubble gum wrapper.  A device that probably has a thousand times the computing power of the Apollo 11 lunar module, completely lacks a user’s manual. However, even with an increasing level of sophistication with every release, the controls are not only intuitive, but users immediately gain access to their data and leverage the device’s capabilities.  How is something that comes with no instructions have users worldwide clamoring for new options and applications with, dare we say, even less instruction? 

Now think about the instruction manuals or standard operating procedures for a construction firm.  Whether discussing the appropriate way a project gets kicked off or how change orders are presented to customers, many organizations think they are Apple. For instance, they provide little guidance to their teams “out of the box.”  They also think they are providing a level of rogue-like independence by shirking the confines of structure. On the other hand, many of these same firms have manuals sitting on shelves that have stoic titles like “Brand X Standard Construction Operations Procedures E Pluribus….”  With all of that pageantry, the manuals seem better suited to a museum rather than a practical application like a construction firm. 

  So, which is it – management by Ikea or Apple? 

A Little Bit Ikea 

It is a bit audacious to think that firms can survive without an operational guidebook.  The first question to ponder is the efficacy of the instruction manual. Is this manual an accurate representation of your firm’s operational model?  Written narratives on “How to <INSERT ITEM HERE>” fail to drive processes.  Imagine if Ikea began every instruction with “Connect the irregular shaped board and insert the medium bolt – no, not the average size bolt, the MEDIUM bolt.…”  Consistency in operational procedures should be an easy, user-friendly illustration.  The first step to creating efficient operational models is to examine the state of the process from the perspective of a new associate. Often, leaders use a lens that provides the optics of a senior-level associate, without considering the recipe guide for that a newer or mid-level associate.   

The second consideration is the relevancy of the processes. For example, using the Malm guide for the Malm desk.  If the last time the operations manual was consulted was when it was created 30 years ago, there might be a relevancy issue. Ensure that the processes have the right applications in mind. For instance, if the firm has design-build and hard bid business units, there should be guides that provide instructions for each. Similar to relevancy, there should be tools in the kit that apply across this diversity in projects. Crowbarring tools that fail to support the manager and supervisors simply leads to obsolescence of the operations, no pun intended. 

A Little Bit Apple 

There isn’t a day that goes by that we don’t learn a new “hack” related to our smart devices.  It is almost through trial and error users discover ways to leverage the capabilities of the iPhone without even reading a guide.  More importantly, there is a clamor to share these newfound time-savers like that of early man discovering fire. Apple, or these various application programmers, developed these features on the phone, so it is hardly as if the user developed something new.  However, discovery creates a certain level of control and empowerment.  If there was a manual, it would probably be discarded as a relic of bygone “instructionalism” (fancy word for a world predicated on massive tomes of instructions). How many individuals learn by doing and experiencing something rather than using a step-by-step guide to drive change. 

 For construction organizations that feel, confined by too much process, must realize that the road map provides a guideline to manage. The real power is enabling managers and supervisors to channel that creative energy into problem solving. For instance, if a firm was to ask for every version of a pre-construction planning agenda that existed within a firm, how many would exist? Put another way, would creating Version 6.0 be prudent or would the teams be better suited to use the better version that exists and channel the creativity into solving project specific problems. Like the iPhone, there is more reward in finding that “project hack” that will help a client, expedite a project schedule or provide margin enhancement.   

Processes should exist to provide guardrails for associates to live between and also enable senior management something to measure against.  For instance, without the Ikea manual, how does one know what success – or the Malm desk – looks like?  On the other hand, once the baseline is established, building efficiencies and improvements can be achieved.  If that desk was to be built again, what can be improved to build it quicker or what enhancements could be done to improve the finished product?  Energy is channeled towards the right activities rather than reinventing the desk. Processes and tools in any construction organization should strike a balance between control and creativity. In the end, do you really want to build the Dagstorp (fancy couch) with an out-of-date app?   

FMI is the largest provider of management consulting, investment banking, and research to the engineering and construction industry. FMI works in all segments of the industry providing clients with value-added business solutions. For more information visit www.fminet.com or contact gschoppman@fminet.com.