Services

R.G. ANDERSON COMPANY

SERVICES

R.G. Anderson Company (RGA) provides comprehensive construction services from preconstruction planning to project closeout; when this is coupled with the firm's financial stability and bonding capacity, it ensures that RGA has the ability and leadership necessary to complete your project successfully.

Professional construction services are provided for a diverse Client base, including: commercial, educational, healthcare, recreational, municipal, historical, industrial, as well as multi-family/ residential construction.

PRECONSTRUCTION SERVICES

Most of the projects that RGA constructs, we provide some degree of preconstruction services. These services range from categorical cost comparisons to in-depth lifecycle cost analysis by system and sub-system. Typically, we begin with a basic project assessment, which includes the following:

Review of drawings and specifications as they are being prepared and making recommendations of alternative solutions whenever design details affect construction feasibility.
Provide an analysis of the types, quantities, and availability of labor and equipment required for critical phases of the contract.
Review of design and construction methods with state and local authorities to ensure adherence to all applicable codes and laws.
Advise on the methods to be used for selecting subcontractors and awarding subcontracts. If separate contracts are to be awarded, RGA will review the drawings and specifications to: ascertain if areas of jurisdiction overlap, verify that all work has been included, allow for phased construction, and provide coordination of the Contract Documents and a review of the bid packages to be prepared by the Design Team.

All parties participating in the project shall attend a preconstruction conference to establish project goals and details which need to be addressed to accomplish the project's objectives.

VALUE ENGINEERING

After the preliminary project assessment is made, RGA will review the plans and specifications for possible design improvements or cost savings opportunities. For example, some of these activities include:

Advise of the trade-off's between alternative building systems as to cost and construction schedule.
Engagement of mechanical and electrical advisors for a review of those systems, their compliance with local codes, and appropriate level of sophistication for the building's requirements.
Performance of side-by-side comparisons of recent projects which utilized similar building systems and/ or materials.
If appropriate, we will familiarize the Architect with other projects where solutions were developed for design and engineering problems similar to those which might be encountered on the new project.
Invite specialty contractors to comment on the feasibility of planned construction methods and similar experiences that they may have had, as well as any state-of-the-art technology which may have recently been developed.

ESTIMATING

Every project is unique and RGA's estimate reflect the each project's specific needs. All estimates are reviewed and carefully examined by our Project Management Team until comprehensive component costs are in-line with the Client's budget. A Guaranteed Maximum Price (GMP) and schedule can be provided to aid in the development of the Construction Documents.

BUDGETING & GMP PREPARATION

Because projects of a certain type frequently share many similarities, RGA's first step in budget preparation is a comparison of the project with other projects, both completed and under construction if possible, using a sixteen-division breakdown.

After this preliminary comparison is made, the assigned Project Manager along with the coordination from the Project Management Team will perform iterations of the estimating process (i.e. take-off's, comparisons, local averages, and subcontractor input).

DOCUMENT REVIEW

Review of the Construction Documents begins thoroughly prior to beginning any work at the jobsite. Code related problems, design deficiencies, etc. should be pointed out and a written request for clarification or change should be initiated at this time.

SUBCONTRACTOR & MATERIAL SUPPLIER QUALIFICATION

The subcontractor and material supplier qualification and selection will play a major role in determining the quality of the completed product. RGA will not use marginal or questionable subcontractors and material vendors.

SUBCONTRACT AGREEMENT & PURCHASE ORDER ISSUANCE

After the qualification process is completed and a selection is made, the Project Manager and Project Superintendent shall meet with each new member of the "Building Team" to ensure that they have a complete understanding of the work to be done by their companies prior to signing a formal Subcontract Agreement. Any differences will be addressed at this time, before misunderstandings result in delays.

The "Building Team's" commitment to meeting the project's completion sequence and schedule is essential. The completion schedule shall be made a part of the contractual obligations of each subcontractor and supplier.

SUBCONTRACTING

Because the majority of the work on any project is performed by subcontractors, RGA places special emphasis on this phase of the construction of the project. Some of the steps of successfully subcontracting are:

Evaluation and prequalification of subcontractors.
Conduct a pre-bid conference to familiarize bidders with the Contract Documents and RGA's management techniques.
Secure quotations, make bid comparisons and check for technical compliance with the specifications.
Conduct pre-award conferences with the successful bidders.
Prepare and issue Subcontract Agreements and Purchase Orders.
Establish cost control procedures and prepare the purchasing control schedule.
Familiarize the subcontractors of RGA's quality control procedures, as necessary.

PROJECT MEETINGS

At the discretion of the Client/ Architect, weekly or bi-weekly project meetings will be held. These meetings shall include the following members of the "Building Team": Owner representatives, the Architect(s), RGA's Project Manager and Project Superintendent, as well as key subcontractors and suppliers. Scheduling, quality control, safety, coordination, and weekly goals shall be addressed.

QUALITY CONTROL

Quality construction is a primary aim of RGA. It is the responsibility of the Project Manager and the Project Superintendent to ensure that quality control is maintained throughout the course of the project. The completion of a quality project is as important to RGA as it is to the Owner. All operations personnel responsible for the project must place primary emphasis on the quality that our Client deserves. Every member of RGA's Project Management Team must present themselves in a business-like, professional manner to the Owners, Architects, Engineers, subcontractors, and material suppliers. the consideration and professionalism of our Building Team will set the tone for a high quality project.

COST CONTROL

RGA has developed a standard cost control system for use by all levels of management, and which will be integrated into the records maintenance requirements of the Owner. The cost control system is key to the project estimate developed during the early project stages, which serves as the basic control document. With this process, the Project Manager continually monitors the estimate and gathers historical data.

Our cost information system is a computer-based system that provides RGA's Project Management T eam with timely and accurate cost information. The primary reports that are utilized and examined by the Building Team are: the labor report, the monthly cost projection worksheet, and the monthly cost projection report.

The labor report collects information on quantities and expenditures for all labor. From this data, our system analyzes and calculates meaningful cost information for use by the Project Management Team. Our system facilitates the analysis of labor cost information, which results in a forecast of final labor costs based on current cost information to the Owner on management labor charged to the project.

All job related costs (i.e. labor, material, subcontractors, suppliers, and equipment) are collected and used as the basis of our 2 fundamental monthly reports: the cost projection worksheet and the cost projection report. The worksheet is generated showing the most current job cost information and is the tool used by the Project Management Team to predict the final cost of the project.

The worksheet permits the computation of a variety of cost information, which the Project Management Team uses as a basis to analyze the final projections. When management judgment on final project cost is given to and organized by the computer, a projection of final costs, management judgment of costs, and a comparison of these projections' estimates are formulated.

The overall responsibility for the proper execution of the cost information system for the project lies with the Project Manager. The cost information generated, however, is reviewed by all levels of management. Although the above reports are the most used management tools, other cost reports are generated for use by the Project Management Team. Examples of some of these reports are: expense distribution, labor, summary, projection summary, and subcontract status reports.

SCHEDULING

A preliminary project schedule is developed at the earliest stages of project design. The first schedule is usually a simple precedence diagram showing only major components of the project and is based on a comparison of similar projects schedules which have been adjusted for location and seasonal variations. As the design becomes more formal, a computerized Critical Path Method (CPM) schedule is developed using Primavera Project Planner software with input from the assigned Project Manager and Project Superintendent with advice from other members of the Building Team, including the Owner, the Architect, major subcontractors and suppliers, as well as the Project Superintendent.

This master schedule will be updated as the project progresses. Long lead time items are identified during this process and early purchases are recommended and coordinated with the Owner and the Architect.

CONSTRUCTION DOCUMENT CONTROL

A complete working knowledge of the Contract Documents is a must. The Project Manager is responsible for making certain the plans and specifications are kept up-to-date and that the Project Superintendent's jobsite plans and specifications reflect the latest information. This is especially important to guarantee no delays in the project's completion.

SAFETY

Jobsite safety inspections are conducted on an ongoing basis to ensure safe, orderly, and drug-free project sites. RGA utilizes substance abuse testing procedures and encourage our subcontractors to engage in similar testing procedures once they begin work on RGA's project site.

CONSTRUCTION SERVICES

Prior to and during construction of a project, RGA will perform a variety of services, some of which include:

Organization, planning, management, and coordination of all facets of construction of the project.
Furnishing a Project Superintendent and field support staff to exercise general field management of the project.
Providing the services of our main office staff, including: estimators, schedulers, accounting and clerical, as well as technical advisors, as necessary for the successful administration of the project.
Planning, scheduling and conducting design and construction conferences.
Regular updating all CPM networks and/ or precedence diagrams which affect the project.
Obtain or see that all necessary construction accessing permits are obtained from the proper sources at such times and in such order as not to interfere with the progress or construction.
Maintain cost accounting and cost control records.
Maintain a daily log of the field activities of the project.
Review of each subcontractor's monthly application for payment.
Preparation of monthly reports to the Owner stating the progress of the project, existing quality control and alternative methods or materials of construction.
RGA will conduct weekly/ bi-weekly/ monthly (at the discretion of the Owner/ Architect) meetings with the Owner's and Architect's representatives at the jobsite.
Preparation of monthly updates of the final cost of all construction work associated with the project.
Preparation of punchlists and arrangement of required corrections.
Requests for inspection by the proper governing authorities.
Coordination, start-up and training of personnel by subcontractors and manufacturers' representatives in the operation and maintenance of the major building service equipment.
Preparation of as-built drawings.
Coordination and assurance of adherence to Affirmative Action and Safety Programs.
Ensuring the provision of all services and temporary facilities necessary for the construction of the project.

POST CONSTRUCTION SERVICES

During project closeout, RGA's key construction personnel continue to remain on-site until the facility is ready to be occupied. An Owner move-in schedule is utilized to ensure a smooth transition into the new facility for all departments and users.

Our goal is complete owner satisfaction and ensuring that each project is a success throughout the preconstruction, construction, and post construction processes.

"Building Excellence... One Project at a Time."