Our design principals
Patton continuously reviews backlog as a team and aligns manpower resources in advance to ensure work commitments are made on schedule. General foreman and project mangers are included in planning during the design phase. This enables the team to plan appropriate labor resources in advance of demand. Daily reports are communicated to project leads through PlanGrid software. Project leads can adjust man power needs based on the evolution of the project schedule on a day to day basis if the project necessitates this kind of flexibility.
Dedicated teams are the most effective way to handle large jobs. Patton works closely with the general foreman to ensure that adequate crews are available to handle the spikes in work load. This focus ensures that the right team members are available at the right time for the right job. This intentional adaptability enables Patton to maximize labor performance for each specific situation.
Long term, mutual respect and trust established between the Patton office and field team members, has become a key asset in meeting peek labor demands. Patton has extensive relationships with union members throughout the state. Patton's union team includes more than sixty committed members and also has full access to the local 104 and local 246 labor resources as needed.
“Having Patton as an integral part of our team on numerous projects, I’m always impressed with the high level of planning, execution and quality the client receives. We can always count on Patton to deliver on their commitments with integrity and a dedication to safety.”
— Mike Schussel
2. Client Satisfaction
In 2016, on a project completed for California State University, Fresno, Patton's construction team experienced a delay in the delivery of the major fan component of a central air handling unit (AHU). The original schedule involved installing the fan first, followed by the cooling and heating coils, filter racks and other components. Immediately after receiving the information of the delay, Patton's team decided to invert the design and fabrication schedule. The Patton team designed and built the coil supports over a weekend so they could be installed first, followed by the filter racks.
The fabrication and installation of the casing was modified to permit the installation of the fan at a later date. Patton's revised installation plan actually resulted in a three-day improvement to the original schedule.
The result was the project finished on time and budget with no additional cost to the client.
"If the client is not happy, Patton is not happy until the job is done. Patton’s proactive attitude with the client’s needs is what separates Patton AC from other subs.”
— Tony Pings
Anthony C. Pings Associates
Patton consistently utilizes last planner team planning during the preconstruction process to coordinate the critical path with the design team, constructing team, shop fabrication team as well as vendors and suppliers. Patton incorporates a form of pull planning (or reverse phase scheduling) into our design and preconstruction processes. The important aspects of Patton team planning are:
- Clearly state schedule needs by the owner and contractor, including known actual consequences associated with specific timeline milestones.
- Active involvement by all key individuals from each firm.
- Honesty and candor among all participants related to scheduling needs, work scopes, manpower and limitations.
Patton embraces continuous improvement. The Patton team actively and aggressively looks at opportunities for improvement on previous tasks and projects and adjusts methods to improve future execution. Consistent post construction meetings are utilized to evaluate Plus/Delta data to make adjustments to our process as needed. Patton consistently looks for innovation and opportunities hiding in the construction process.