Recent challenges associated with a significant--almost 900 highly customized Guestroom installation, reminds me that to pull off successful FF&E procurement and installation, all of the projects many team members must live life in the projects most minute details. Of course no team, or organization is ever perfect, yet how often do I see the same mistakes made over and over again! On a US west coast project, cord lengths for lighting were confirmed by the designer based on the projects mock-up room where all electrical locations were placed perfectly per plan. No consideration for field variations associated with conditions the contractor would likely encounter, were weighed or factored into the final product specification. The result was the discovery during the FF&E installation of cord lengths too short for many hundreds of fixtures, producing costly delays to the projects final fit-out. On another project in a US mid-west city, arrival of the FF&E on site revealed the lack of adjustable glides on nightstands, desks, wardrobe units and tables. The manufacturer provided a standard plastic button-type glide with nail attachment into the products substrate/ frame. A review of the product shop drawings indicated that adjustability was not addressed during the design phase, and subsequently not included in the final product make-up. This proved to be a costly mistake for the project, especially given the properties age and wildly unleveled floors.
These types of innocent mistakes challenge the notion that effective FF&E purchasing can and does save the client money over more turnkey methods. Industry reported project savings in FF&E procurement of 12-18% can evaporate very quickly when care and attention to product design, sourcing, procurement, logistic and installation details are overlooked. In fact, much of the savings attributed to projects through private procurement companies fail to materialize when the projects final budget, and the various extras associated with fixing mistakes, is taken into account. How widespread an issue this is, remains to be accurately measured, and the blame does not fall fully on the procurement companies, many of whom execute very exacting processes in their sourcing and procurement actions. Most hospitality projects are team efforts, meaning there is always more than one individual involved in the selection and specification of products that eventually fill a property. When the project team is properly aligned--and to the extent where assumptions are not tolerated, and where deep thought on consequential actions are encouraged, the results are often extremely satisfying.
As I continue to work in this dynamic and fast-paced industry, the single greatest shortcoming I seem to witness over and over again, is the belief that somehow, all the details in a project take care of themselves--they just seem to come together. The unfortunate reality is that unless we are diligent in making the details a priority, they never take care of themselves, and come back to challenge us--often in very demanding, costly and unpleasant ways. Of course the best way to secure a successful project outcome is to first engage a winning team. To do so often means laying aside egos, while understanding the contributions and benefits an engaged team brings to a project. As an example, I regularly recommend to my clients to engage the procurement firm early on to work with the Designer through the product sourcing and budgeting process. As product specifications and budgets begin to finalize, I recommend the inclusion of a logistics manager and installer to help guide the final design and procurement process. A great logistics manager will confirm the challenges of shipping stone clad FF&E halfway around the world, and a great installer will measure protected elevators and to ensure oversized packaged FF&E will fit!
Other recommendations I frequently offer include regular, or as often as reasonably possible, face-to-face meetings by the project team to review plans, specifications procurement and installation issues. As good as conference calls can be, even with computer aided visuals, face-to-face meetings in a room are best for eliminating misunderstandings, assumptions, and for clarifying needs and next actions. Also, incorporate a system of document control that allows team members to access and use the latest and most up-to-date project materials. Additionally, work from a schedule that encourages, next actions and a 'return and report' system of regular communication. The best advice though, is really the most simple--invest the time to think critically about what it is the team is trying to achieve, and then open your month and ask questions. When the project team is focused not only on the big picture, but is also looking out for the small, but important items that can crush a budget, or delay an opening, then the real magic begins to happen, and great work blossoms!
As I continue to work in this dynamic and fast-paced industry, the single greatest shortcoming I seem to witness over and over again, is the belief that somehow, all the details in a project take care of themselves--they just seem to come together. The unfortunate reality is that unless we are diligent in making the details a priority, they never take care of themselves, and come back to challenge us--often in very demanding, costly and unpleasant ways. Of course the best way to secure a successful project outcome is to first engage a winning team. To do so often means laying aside egos, while understanding the contributions and benefits an engaged team brings to a project. As an example, I regularly recommend to my clients to engage the procurement firm early on to work with the Designer through the product sourcing and budgeting process. As product specifications and budgets begin to finalize, I recommend the inclusion of a logistics manager and installer to help guide the final design and procurement process. A great logistics manager will confirm the challenges of shipping stone clad FF&E halfway around the world, and a great installer will measure protected elevators and to ensure oversized packaged FF&E will fit!
Other recommendations I frequently offer include regular, or as often as reasonably possible, face-to-face meetings by the project team to review plans, specifications procurement and installation issues. As good as conference calls can be, even with computer aided visuals, face-to-face meetings in a room are best for eliminating misunderstandings, assumptions, and for clarifying needs and next actions. Also, incorporate a system of document control that allows team members to access and use the latest and most up-to-date project materials. Additionally, work from a schedule that encourages, next actions and a 'return and report' system of regular communication. The best advice though, is really the most simple--invest the time to think critically about what it is the team is trying to achieve, and then open your month and ask questions. When the project team is focused not only on the big picture, but is also looking out for the small, but important items that can crush a budget, or delay an opening, then the real magic begins to happen, and great work blossoms!