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Commercial Craftsman
Commercial Brywal!, Inc. Vol. 1 No. 5
March 1980
Boast variety of skills
gow® COB extra advantages Because remodeling requires special talents, the drywall contractor who has remodeling capabilities in addition to core and tenant work has an edge in the market. Commercial Drywall, with just such capabilities has this Important advantage—the ability to not only handle the rugged core and tenant work, but also the work immediately after or during tenant occupancy. CDI currently has four major remodeling projects underway in Houston. These are based in Greenway Plaza, Allen Center, Transco Tower, and the Houston Center. The latter of which, headed by Cliff Welsh, recently was honored as the remodeling group of the month. In recognizing our remodeling activities it should be pointed out that remodeling requires a variety of skills. Remodelers must work in and around office areas that are often crowded with people and property. This demands that they take extra measures to protect office items, interfere as little as possible with the office’s business, while at the same time do their job. And since the work is done under these circumstances, it is not practical to bring in several people to do the different types of work. Instead, a remodeler must be able to have adequate skills in a variety of jobs, and also be knowledgable in several wall systems. "The key to being efficient in this, remarks Cliff, “is to keep the same nucleus of people doing remodel work. But this is not always practical because of changes in work load we experience.”
Cliff’s crew has fluctuated greatly in the five years he has been with CDI, all of which have been spent at Houston Center. "I've had as few as five and as many as 35, but an average would be from 15 to 20 men”, says Cliff. Approximately 90 percent of the Houston Center remodeling is done in occupied tenant areas. So the need to be neat in the job and cleanup is really magnified. In addition, Cliff says that his men do a variety of jobs including doors and the hardware, wall coverings, ceilings, even glass framing, besides the regular drywall work. The Houston Center crew is led by carpenter foreman Joe Campise and leadmen Bill Murphy and Earnest Miller. Tom Satcherwhite is labor foreman while the finishing is under the direction of foreman Victor Inge. On the other end of Houston Center activity in sales and estimating is its project manager, Nelson Sanders. In his function, Nelson is well aware of the significance remodeling lends to a drywall company. "When you can tell a client that, sure, we can do your remodeling as well as your new work, it gives us an advantage all the way down the line,” says Nelson. "I’m sure that owners are happy to know that they can have a drywall company do the core and tenant work and remain in the building to handle all of the remodeling," he concludes. Nelson, who has been with CDI since 1974 works with Property Management Systems, the property management company for Houston Center. In his role, he provides
Since approximately 90 percent of Houston Center's remodeling is done in occupied tenant areas, a scene such as the one above is not uncommon.
guaranteed maximum prices for some jobs so that the client will have an idea of the costs involved. And in other cases, Nelson establishes a firm price for doing the work.
Inside... e A look at CDI's president, Dick Phillips • The story behind a carpenter team who do almost everything together ° CDI pays tribute to an "old-timer”
From the top
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Letters to Larry
ProdyctoBi key to beating inflation By Dick Phillips
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Dear Larry, In the last couple of months your newsletter has run a lot of things talking about Operation 3P. I feel like I am not too sure what it is all about, and I have a feeling neither do a lot of other guys. It’s not that the stories haven't been clear or informative, because I really enjoy the paper. But, I still wonder what is the purpose for Operation 3P and the people from the University of Houston who came out to our job. Unsigned In a nutshell, Operation 3P is simply an effort by CDI to reduce labor costs by 10 percent. CDI prides itself in being a company that provides a lot for its employees. But, our business is competitive and so are our prices, meaning that they are not rising as fast as the costs of the benefits we enjoy like the Christmas party, the turkey, the service awards, the BBQ lunches, softball teams, and the Christmas bonuses. To continue to receive benefits such as these, we must cut our costs a little to remain competitive and get the work we bid. When this happens, the company has the resources to provide job security as well as the extras I’ve mentioned. If we do it as a company, as a group, then the extra effort is minimal for each of us as individuals. The U of H representatives are taking surveys to see what we as employees feel to be important in the way of benefits and other areas. From this, CDI will use the information to fit both the needs of the company and its employees into Operation 3P. —Larry Williams, Editor
In last month's column we touched briefly on inflation and what we could do about it as individuals, families and as a company. Material costs in our business are 30 percent of our direct costs and we fight against increases everyday with some success. Where we and every other company have problems is in controlling labor costs. And it makes no difference whether it’s labor cost to do accounting, sales/estimating, or field production, the problem and the solution are the same. It stems from increased costs in wages, salaries, bonuses, taxes, etc. without a corresponding increase in work output. For example, an employee types 100 invoices a day at a pay rate of $37.00 per day. The employee then gets a 10 per cent raise or $3.70 per day more; however, the employee still produces the same number of invoices as before. Therefore, the cost per invoice rises from 37$ to 41$ each. The result is a cost increase in service performed but no increase in production. Therefore, the unit cost goes up. The obvious solution is that when the employee received a 10 per cent pay increase there would be a corresponding 10 per cent increase in production, so that the unit cost of the work performed remained the same. But this is seldom the case and this condition applies to every aspect of our business. Let’s say that a team of two hangers can hang nine foot board in a tenant space at the rate of 80 sheets per day. And they receive an increase in pay of 10 per cent. In order for CDI to stay even with factors effecting the cost of our business, these two hangers now need to hang 88 sheets per day. Eight sheets does not sound like much and, in fact, isn’t. But we are not getting it done. Therefore, the relentless climb of costs goes on in our company, in our 2
city, and in our country. This is inflation. And to combat it, we must find ways to build our products and render our services faster—whether this means using improved techniques or equipment or just working smarter. The only real offset there is to increased labor costs is speed. How do we decrease the labor costs in our company? It begins with everyone of us. It lie's totally in our attitude as to what we are willing to do to defeat inflation in the drywall business. The company that possesses the employees who want to work smarter and harder than they did last month and last year is the company that will win in the competitive marketplace. That company will have lower costs, a more competitive sales price and get the majority of the work at a profit sufficient to provide its employees with the fringe benefits and the good things of life that we all want. Can we do something about inflation in our lives, in our own company? Yes, we can! The only remaining question is—will we? It’s our future, it’s our jobs and its our opportunity.
Commercial Craftsman Editor: Larry Williams The Commercial Craftsman is published monthly by Commercial Drywall, Inc. for its employees and their families. Employees should send their news contributions to Larry Williams, Commercial Drywall, Inc., P.O. Box 10686, Houston, Texas 77018.
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whco Lhfcr Who is the man . who heads Houston’s largest commercial drywall company? He’s Dick Phillips, a handsome vibrant mo 44 with graying hair. ’ man 0 To many, he’s a low profile person, but only because of the many duties which consume a company president’s time. To some 0, in the office, he’s the guy either on the phone or on the run, the one in meetings and with something always in the works. To those in the field, he may be the guy who is not so much seen as he is noticed. And one who is comfortable talking to those on the job, not placing himself above anyone else. The son of a welder and a welder equipment salesman, Dick is a native of Oklahoma. He was born in 1935 when the Depression was still in full swing. His family moved frequently, before settling in Tulsa. In Tulsa, Dick starred on his high school football team, which earned him a scholarship to the University of Tulsa, where according to Dick, he quarterbacked three “mediocre teams.” His fourth year found him off the field and on the job, becoming both a husband and a father during this time. Following graduation, Dick served as a copy writer and creative person for a small advertising agency, one which had previously been responsible for the rise in fame of Oral Roberts. During the next several years, ne became involved in the building specialities business as an employee, manager and ultimate y an owner. His products included everything for the general contractor from lockers to flagpoles. And nis jobs took him from Tulsa to Little Rock and back again. Not too much farther into his career, Dick became intensely involved in religion, so much a and his family packed up and moved to the country’s most prosperous city—Houston, Texas. His goalwas to work and study religion in Houston
CDI's Dick Phillips behind his desk in one of his many roles as company president.
and eventually attend a religious seminary in Austin. It was at this time that Dick became totally involved in drywall, with the aid of an old college friend who was then with Flexible Walls, a Houston drywall contractor. With Flexible Walls, Dick's first assignment was estimating, and his first major projects were One and Two Shell Plazas. After approximately a year in this end of the business, Dick was brought into the office and placed in charge of sales. Not long after he worked his way to company vice president. His talents and abilities were being noticed elsewhere in the drywall market. Only months after becoming vice president he joined CDI as vice president and general manager. This was in 1973 when Commercial’s major projects were Transco Tower, Two Houston Center and the Conoco Building. At this time, CDI’s field operations were headed.by Bruce Marek with a work force of around 70 men and an almost non-existing office staff. * one year later, Dick was named GDI’s president, and the company was showing serious signs of growth. 3
Field people were brought into the office as superintendents, among them Jesse Hajdik, Roland Roe and Hoagy Cannon. Since assuming the role of president, CDI has experienced phenomenal growth and success, and today stands unchallenged as Houston’s number one drywall company. Personnel in the field and office have increased nearly 1000 percent over what they were in 1973. More than anything, Dick’s philosophy of a team effort has led to much of CDI’s success including his ability to attract and hire quality people in a variety of positions. In addition, his business philosophy of building relationships with clients seems to have paid off. The relationship that CDI has with its clients, Dick feels, is substantially more important than how much sales it generates or what size projects we take on. Today, Dick is a man happily into his second marriage. He and his wife, Sheila, have recently moved into a new patio home. As an active couple, they enjoy golf and tennis, which they pursue frequently. With extremely varied interests they also enjoy dancing and traveling.
‘Old-timer’ honored
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EMPLOYEE NEWS
DISCA beat
Drywall association benefits members
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For the past 10 years, Commercial Drywall has been a part of Flouston’s drywall association, the Drywall and Interior Systems Contractors Association. During this time, CDI has benefited in many ways from its involvement in DISCA, and solidly supports its efforts to enhance the drywall contracting profession in Flouston. DISCA was formed in 1961 and was originally known as the Flouston Gypsum Drywall Contractors Association. Its goal over the past 19 years has been to promote the drywall contracting industry through a variety of activities. The association currently has some 63 member companies—34 of which are local contractors, while the remaining 29 are suppliers who serve as associate members. DISCA strives toward its goal of improving the working conditions and the profitability of its members through a variety of programs, including business meetings conducted monthly at the Holiday Inn on the West Loop. In July, the association organizes an outing to help extend the fellowship of its members. And, every September, the association holds its annual trade show to display members' products and services. To bring each year to a close and install new officers for the following year, DISCA holds an annual Christmas Party, which has grown over the years to become a highly enjoyable event. Commercial Drywall is proud to be a part of an organization working to promote the good faith and craftsmanship found in the Houston drywall industry.
[Mtak Nunez re<eeiw@s sop®irwos®r award February's supervisor award has gone to a long-standing Commercial employee. In fact, with nearly 15 years of service with CDI, Nick Nunez, currently has the most seniority of any CDI employee. Nick first joined the company when it consisted of only three field people—a superintendent, a foreman anc| Nick. Since then, Nick has obviously seen a great deal of change in the size and scope of Commercial Drywall. During his tenure with CDI, Nick has made enormous contributions through his job performance as well as his leadership ability. Currently, he jS supervising the work at the Heights Flouse, a 10-story project for the elderly by Flarvey Construction, that’s a shining example of Nick’s dedication to a good job. The Heights Flouse has enjoyed great success since beginning late last October. In the 16 weeks of activity there, the job has beaten its budget on all but two of the weeks. And in doing so, has won the budget beaters contest some five times. "When we went into this project, we knew where the problem areas were likely to be, and we made the proper adjustments," says Nick According to Nick, the Heights House was extremely similar to a previous CDI project on which he worked—the Galleria Guest Quarters. Using the experience gained from that job has been the main ingredient in the success thus far of Heights House claims Nick Involving the other trades in upfront planning to avoid any potential problem also had a positive impact on the work flow. Nick says that cooperation was 100 percent among the various subcontractors difference63™ e"0r' helped make In winning the-several budget beater contests, Nick credits his crew s efforts on setting weekly goals and meeting them. "At the ery first we set our goal to beat the budget every week all the way up
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Heights House leader and supervisor of the month, Nick Nunez.
goals on what we wanted to accomplish, then everyone worked to gain them." The team effort included getting the materials distributed to the proper work areas ahead of time and making sure they were clean—all of which was handled by labor foreman, D. K. McDonald. "To let you know how organized we were, we went through the entire 10 floors with only one laborer and that was D.K.” says Nick. Others who played an important role were Johnny Ortiz who did the layout work and Isabel Barreiro, who was the lead man on the framing. Adding to the crew of 10 men at Heights House is Nick Nunez III, supervisor Nick’s 18-year-old son, a pre-apprentice carpenter. Nick and his wife of 21 years, Ninfa, have eight children in all—four boys and four girls. With such a big family, it’s no wonder mom and dad spend much of their leisure time in various school activities, Pee Wee football and / T-ball. Nick has been a member of the board of directors of the North Harris County Pee Wee Football League for four years, which he says is a year-round duty.
Taking the time
Key person Donna in hmy role /
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This month the Craftsman honors Donna Barker as its "key person " Donna is the hard-working lady who directs the chaotic time department —chaotic only in the sense that so much goes in and comes out of that office. Donna supervises the time department which includes three people in the office and five time keepers in the field. She numbers among her many responsibilities such jobs as assisting in taking time from the field (which is called in every day), balancing job costs, correcting computer invalids, checking incoming work orders, and sorting and stuffing paychecks. But as Donna jokingly adds, "There's more to it than meets the eye.” With this bit of sarcasm, Donna reflects the tremendous amount of work processed by her "four-girl” operation. In her responsibility for job costs, Donna must make sure that the information concerning the number A of hours delegated to certain jobs ■gets into the computer and then balances against her records on the printouts. When they do, everything is fine, but when there are differences, there's problems. In dealing with the computer information, one item that crops up
requently is invalid numbers on job and work orders and job codes. This means that labor and material costs have been charged to a code that is not correct, and often doesn’t exist. When this happens, Donna must contact the appropriate supervisor or foreman to determine what work was done and its correct code. Similarily, work orders must be checked to ensure that their amounts match those on the job cost ledgers. Donna does this prior to sending them on to billing. Tuesdays and Thursdays are definitely the busiest of the busy days for the time department. Every Tuesday, all time from the previous week must be prepared for the computer to process into printouts and paychecks. This means that all time must balance with each employee’s time sheet. Then, time sheets are put into batches and broken down into straight time, overtime, double time, and parking allowances so that everyone receives the proper amount on their check. Thursday is the big day when checks come to the office from the computer. Usually they are in-house by mid-day and ready to be separated by job site. The several hundred checks must be sorted,
stuffed into envelopes, and sealed by late Thursday—no easy chore since while this is being done, time is being called in by the supervisors and foremen in the field. Donna’s long hours reflect the workload of her department. Arriving each day by 6:30, she can usually be out by 5:30, except for Tuesdays and Thursdays, when the typical day lasts until 7 p.m. or later. "The girls here, Barbara Smith, Kim Antocilli, and now Edith Doolittle really come through. Their willingness to work the long hours says a lot for their dedication. To do their jobs, they have to stay until the work is finished,” says Donna. Donna has been with CDI for more than three years now. She began in billing and moved to budgeting prior to taking over her present responsibilities. She and her husband, Steve, came to Houston from California shortly before she joined CDI. Their off-the-job activities in the past have usually centered around sailing, as they own a 35-foot C & C sailboat. But, things have changed somewhat in recent months with the anticipated arrival of a new member of the family. Now in her seventh month of pregnancy, Donna and the doctor expect the newest Barker addition sometime in mid-May. The Craftsman congratulates Donna on this development, and her development as a dedicated, industrious CDI employee.
Mew faces
Organized chaos is order of the day as department. Key person Donna Barker is shown personnel file past in this weekly task.
Tuesdays in the time various CDI
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B. J. Ward . . . Peter Fresco . . . Cleofas Hernandez .. . Richard Amburgey . . . Douglas Hopson . . . Simon Medina . . . Michael Jones . . . Tuft Bowden . . . Julius Thacker . . . Andres Morin . . . Roger Gardner . . . John Cloyd . . . Wendell Meyers ... Charles Crockett. .. George Williams . . . Marcial Martin . . . Lowell Cravens . . . Oscar Perez . . . Kenneth Muzny . . . Stephen Harnick ... David Latourneau . . . Edith Doolittle . ..
Dynamic duo COMPANY NEWS
Cliff packs the sheetrock while Virginia operates the screw gun in this husband and wife carpenter team.
Hysbaoid and wSfe maEka g@®d team Because of the nature of their work, many Commercial carpenters are required to work in pairs. These “two-man” teams carry out such functions as putting up top track, studding and hanging sheetrock. But, there’s one pair of carpenters who are as much of a team off the job as they are on. They are Cliff and Virginia O’Banion, husband and wife. Cliff and Virginia have been working together since she joined Commercial two years ago. Cliff has been with CDI as a journeyman carpenter for the past four years, and the idea of Virginia serving as an apprentice under him sounded like a good idea. Two years later, he’s even more convinced. "There’s a lot of advantages of us working together,” remarks Cliff. “For instance, we get up together in the mornings, share a ride together
BBQ winners named With several new winners emerging in CDI’s weekly budget beater contests, the revised format which went into effect in January appears to be working well. Of the last four contests, two have been taken by first-time winners, while the other two have been won by the hard working Three Allen Center crew. The jobs new to the winner’s circle include the GTS lease for
Industrial Building Systems in the Brookhollow office building and Corporate Plaza, a three-story atrium office building core job. The GTS lease was essentially a fiveman operation headed up on the hanging end by carpenter foreman Randy Morgan. Working with him was Mark McKinney, also a carpenter. (see Budget, page 8)
to and from work that saves gasoline expense, and we know what each other goes through during the day. Its been a while since she's asked me how my day went,” jokes Cliff. Asked how it is to work with the same person you live with, Virginia replies, “A lot better than most people think, judging by how many times we’re asked that.” Virginia, who is now a fourth period apprentice, studied accounting and bookkeeping in college, but became disappointed at the potential in that field. So she decided to become a sheetrocker. She and Cliff, who have done remarkably well as a team, are generally assigned to small jobs requiring usually only them. And their success can be noted in a recent budget beaters contest in which they were the winners—and the only two people on the job. Cliff admires the success his wife has had thus far as a carpenter, although he admits to being slightly prejudiced. “She’s better than a lot of men that I’ve worked around in my 16 years of drywall,” claims Cliff. “But then she has the best teacher in Houston,” he boasts. But being a woman in essentially a man’s job, does present its demands, not to mention working with a man who is also your husband. Cliff says that he expects more out of Virginia than he would a male hanging partner. And, she realizes this. “I have to try harder because I am a woman. And I do work harder because I don’t want anyone to think that Cliff is carrying me,” stresses Virginia. The O'Banions have three children—two girls ages 16 and 13, and a boy 9.
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The winning team on the GTS lease (I to r) were carpenter foreman Randy Morgan. Mark McKinney. Randy Terry and finishing foreman Charlie Beaver Not shown is Herbert Hawkins who also aided in the finishing operations.
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What is their reaction to having a sheet-rocker mother? “Well,” sighs Virginia, “The girls say I don’t look as pretty as I use to. And my little boy goes around asking to feel my muscles.”
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Don’t he a fall guy Falls represent the greatest source of CDI accidents in the field and yet they are the easiest to protect against. Common sense and a watchful eye will prevent the majority of falls. Nationwide, falls injure 440,000 workers each year. One out of five CDI employees will be injured as a result of a fall in 1980, according to statistics for the construction industry.
The three-story IBM engineering building is CDI Austins largest proiect thus
'zzizizToiis, ssrcomote,e-me
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Project of the month
IBM: /h major undertaking f@r CDI-Austin group The Commercial Craftsman heads west approximately 165 miles to Austin for this month’s project of the month. There we find our IBM project which involves a three-story engineering and a single-story manufacturing building. These IBM buildings represent our largest undertaking ever in the Austin market, and are two of about a halfdozen projects done for IBM since opening offices there. Involved are some half-million square feet of floor space in the larger of the two buildings, while the other has approximately 200,000 square feet. Currently, the manufacturing building, which has been under the supervision of David Kovar, is virtually complete, while brother, Johnny Kovar with the help of assistant foreman Gene Doughtery, heads up work on the engineering building which is approximately 30 per cent complete. Work being conducted on the structures include framing and ^hanging of the interior partitions and ■exterior canopies. In addition, CDI is doing the lay-in acoustical ceiling and installing demountable full height Vaughan vinyl-covered walls.
Austin vice president and general manager Larry Hanvey reports that although the completion schedule has been moved up several times at IBM, the CDI crews have been able to maintain the pace necessary to finish on time. Current projections call for the larger engineering facility to be completed sometime in September, following 13 months of CDI involvement which began last August. At this time the IBM project is employing approximately 25 CDI carpenters and laborers. Our IBM job is a project of general contractor J. A. Jones. In other Austin happenings all core and lease work have been completed on the Data General Building. And a July completion date is expected for the 10-story E. O. Thompson Building which is currently about 50 percent complete. The Craftsman takes pleasure in featuring the fine effort being put forth on the IBM project. Austin is an up and coming market for CDI and look forward to saying more and we showing more of the excellent CDI work being done there.
Before using equipment such as ladders, saw horses, stilts and scaffolds check to make sure they are in good shape. Check the rungs on the ladder to make sure they are secure and never stand on or above the top rung of the ladder, and under no circumstances stand on the top of the ladder. Make sure saw houses are put together correctly and the wood is in good shape, if the horse is not sturdy, either don't use it or get it fixed and properly braced. When using stilts make sure they are mechanically sound and properly adjusted for you. Regardless of the equipment used, check to make sure the floors are clean and all floor openings are either covered or properly barricaded. Pay close attention to tripping hazards such as extention cords or anything that protrudes from the floor surface.
At the finish We talk about many of the jobs going on, here are just a sample of some recently completed . .. N. L. Petroleum . . . North West Atrium II . . . Brookhollow Office Building . . . Houstonian Building D . . . AMF Tuboscope . . . Two Woodway Office Building . . . South West Distributing Company . . . Weatherford Lamb . . .Rosewood Professional . . . North Borough Atrium . . . Eagle Supermarket... Point West Phase IV Core . . . plus numerous Hines Industrial and Vanco leases.
March birthdays
Members ol the Three Allen Center crew receive congratulations from their supervisor. Daryl Hammons, following one of their recent budget beater lunches
Budget beater wBrners honored (continued from 6) Directing the finishing operation was foreman Charlie Beaver along with Randy Terry and Herbert Hawkins. The GTS lease consisted of nearly an entire floor of the building, and included framing, hanging, finishing, door jambs and ceilings. The other Group One winner was Corporate Plaza a three-story office building core in Southwest Houston. The job was handled by the "twoperson” crew of Cliff O’Banion and his wife Virginia.
Commercial Craftsman Commercial Drywall. Inc. 3705 Piney Woods P O. Box 10686 Houston, Texas 77018
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Alternating with the Group One winners was Three Allen Center, which has taken the last two Group Two contests. Three Allen Center is headed up by supervisor Daryl Hammons with a "team” that includes some 45 carpenters, finishers and laborers. These two wins give Three Allen Center a total of six since the contests began last summer. In addition, the job finished first during the week between Christmas and New Year’s, which was not an official budget beaters contest week.
Willard Abbott. . . Jeff Abston Kenneth W. Allen . . . .Allen C Barlnu, .. . Clifford Barnes .. . John Blanchard . . . Michael A. Blazek ... Russell Bohon . . . Peter Bundegaard . William C. Carney, Jr. . . . Richard Conklin . . . Thomas Craddock Ronald Crawford . . . Warren DeMers . . . Michael Doerr Sr. . . . Joe Early . . . Heriberto Esquivel. . . Ron Foster . . . David Garcia, Jr. . . . Marvin Garner. . . Gearld Green . . . Larry Grimm . . . William Grissom Jr. . .. Guadalupe Galvan . . . Brent Hammond . . . Johnny Harvey Robert Hayes . . . James (Jay) Henderson Jr. . . . Douglas Hopson . . . Michael Kamuda . .. James O. Morris . . . Jack D. Mosley . . . Thomas Munguia . . . Donald Munzy . . . Wendell Myers . .. John McClain . . . Clifton Obanion ... Ben Oyler. . . Eddie Payne . . . Randall Pocevic . . . Douglas Rapp . . . Luther Reeves . . . Leo Ryza Jr.. . . Juan Salinas . . . Jeffery Slayton . .. Jerry Snider. . . Ted Sullivan . . . Roger Warman . . . Robert White . . . Thomas Williamson . . . Cynthia Williamson . . . Joseph B. Winn . . . Alvie Jones . . . Lee Jones . . . Libby Ciancia . . . Robert Bullock ... Sheri Pietsch . . .
A good supervisor, they say. Is someone who can step on your toes without messing up your shine.
BULK RATE US POSTAGE
PAID HOUSTON, TEXAS PERMIT NO 2840
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