BCC Construction Thrives on Keeping Its Customers Coming back for More (Advertisement)

by Arkansas Business Staff  on Monday, May. 10, 2010 12:00 am  

Shawn Tyler and Boyd Corley of BCC Construction in their Little Rock office.

BCC Construction
12410 Cantrell Road, Suite 200
Little Rock, Ark. 72223
(501) 280-3433
(501) 280-3466 (fax)

Number of Employees: 30
Top Executive: Boyd Corley and  Shawn Tyler, owners.
Product or Service: Commercial Contractor / Construction Management
Year Founded: 2001

Some might assume the chances of success for a large-scale construction project begin to be determined the day ground is broken … or when the slab is poured … or when the steel starts going up.

But long before a building ever begins to take shape, the professionals at BCC Construction have taken several systematic steps to ensure success. It is a regimented, pre-defined due diligence process aimed at getting a handle on a project – and discovering and planning around potential constructability obstacles before construction starts.

“When we first get a new project, within four days we have a Phase I preconstruction meeting with our project manager and our construction superintendent where we go through every page of the specifications, every general note and section detail of all drawings, and preplan every step of construction and every aspect of quality, budget, and critical path scheduling,” said Shawn Tyler, who is co-owner of BCC Construction with Boyd Corley. “Before construction starts we diligently look for constructability issues, we find and plan around any potential pitfalls – you might call them ‘skeletons.’ This process is very tedious and time consuming. We basically build the project in our minds and on paper before any work is started in the field.”

Corley and Tyler each have almost 20 years’ experience in the construction industry, and they learned the business from the ground up – literally – on job sites and while in upper management of large construction companies.

‘Have to Have Ownership’

Early in his career, Corley worked as an estimator, project manager and superintendent before becoming director of business development for some well-known Arkansas construction firms. Tyler spent four years in the field as a site manager on large industrial and commercial projects and later worked as a vice president at AFCO Steel.

So both know first-hand the importance and the make-or-break nature of having the construction superintendent and project manager fully bought-in on a project.

“In this business lots of superintendents may be totally qualified, but if he has somebody back in the office obligating him to a schedule, obligating him to a budget, obligating him to use certain subcontractors – and he has no input – then he’ll have no buy-in,” Tyler said. “That’s why from the very beginning we plan through every detail of the project with our team and make sure they agree and are invested in all aspects of the job and the subs we’ll be using. Everyone on our team has to be very involved during planning to truly have ownership of the task ahead.”

Proactive Problem Solving

On the heels of those initial, detailed conversations and examinations comes the Phase II preconstruction meeting with subcontractors, again to make sure every member of the construction team is on the same page and that anything and everything that can be identified as a potential stumbling block is identified and dealt with.



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