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WeaverCooke Builds Winning Combination
Dynamic foursome blends new initiatives and old school customer focus to build success
![Pull-planning sessions are a key part of the Lean Construction Institute’s Last Planner System, which WeaverCooke implements on many of its projects to identify and mitigate issues that might negatively impact the quality, schedule and cost of a project.](storyassets/carolinas/cover_stories/S17-CS-WeaverCooke-Winning-Combination/S17_NC_CS_Interior1_530x370.png)
Pull-planning sessions are a key part of the Lean Construction Institute’s Last Planner System, which WeaverCooke implements on many of its projects to identify and mitigate issues that might negatively impact the quality, schedule and cost of a project.
![This aerial photo was taken by one of WeaverCooke’s Phantom 4 drones, which can also take video recordings to help staff and clients stay in touch with project progress.](storyassets/carolinas/cover_stories/S17-CS-WeaverCooke-Winning-Combination/S17_NC_CS_Interior2_530x370.png)
This aerial photo was taken by one of WeaverCooke’s Phantom 4 drones, which can also take video recordings to help staff and clients stay in touch with project progress.
In 1939, William “Herman” Weaver, previously a lumber company bookkeeper, founded W.H. Weaver Construction Co. and built single-family homes in North Carolina’s rapidly growing Triad area. From day one, he measured his company’s success on both client satisfaction and the company’s contributions to the community. Herman’s son, Mike, followed in his father’s footsteps and joined the company in 1961; later, he served as President. Mike guided the company through market and geographic expansions based on these same core tenets. In 1996, the business took on its current name, WeaverCooke Construction (WeaverCooke).
While these founding principles have proven effective for the company for the last 78 years, the construction industry has changed considerably, requiring new strategies to continue the legacy. Led today by President Dan Estes, WeaverCooke is building upon that old family recipe for success—with several new initiatives being taken on by four dynamic women.
New-and-Improved Ingredients for Success
Headquartered in Greensboro, N.C., with a brand new office in Asheville, N.C., WeaverCooke provides preconstruction, new construction, renovation, lean integrated project delivery and post-construction services.
The 75-person company builds projects typically ranging from $2 million to $35 million throughout North Carolina, South Carolina, Virginia, Tennessee and Georgia. WeaverCooke serves a variety of markets, including commercial, mixed-use, historic preservation, multifamily, affordable housing, hospitality, senior living and higher education.
The business takes pride in its ability to blend the old with the new. It utilizes the latest technology to the fullest potential, yet at the same time values and maintains client-centered relationships where one’s word and a handshake still hold meaning—a principle espoused by the company’s founder.
In 2013, the construction firm developed a new-and-improved approach to enhance company-wide success, which focuses on four key initiatives—outstanding subcontractor relations, lean construction, sustained staff recruitment, and ultra-contemporary technology.
With such an important agenda, getting the right people to steer these initiatives was paramount, and Dan knew the advantages to using the talent he had on hand. That’s when team members Courtney Field, Lisa Murphy, DeEtta Famiano and Savannah Murphy came into play.
Outstanding Subcontractor Relations
Newer project delivery methods, such as design-build, design-assist, integrated project delivery and preconstruction value-engineering, provide the most value to clients when everyone—including the owner, designer, contractor, subs and suppliers—works together as a true team.
WeaverCooke’s Director of Preconstruction Eddie Carroll explains, “Since we do not self-perform trade work outside of our in-house panel shop, we especially value our subcontractors and suppliers. But we needed to do more to stand out from the growing competition.” That’s when the subcontractor development position was established and Courtney was hired.
“We understand what it takes to work as a team, showing each other and our subcontractors the same respect we show our clients.” Dan Estes, President, WeaverCooke Construction
“No matter how good our staff, technology and project management skills are, we can’t meet our high customer satisfaction goals without the best subcontractors and suppliers contributing as fully valued members of our project team,” shares Courtney, Manager of Continuous Improvement and Subcontractor Development.
It’s Courtney’s job to identify the best subcontractors and suppliers in the industry and develop long-term, mutually beneficial relationships with them. One of the ways this is accomplished is through subcontractor appreciation luncheons and socials, where WeaverCooke staff gets to know these representatives on a more personal basis and in a fun, relaxed atmosphere.
Courtney adds, “We’ve also found partnering with The Blue Book Network to be mutually beneficial. The Blue Book has a vast network and does the heavy lifting when it comes to sourcing and pre-qualifying specialty contractors and suppliers in various locations. We’ve had a lot of success co-sponsoring networking events that we call “Untapped Connections.”
Lean Construction
Courtney analyzes and creates improved workflow systems for preconstruction, accounting and operations. Not surprisingly, she jumped in with both feet and earned the Associated General Contractors of America (AGC) CM-LEAN designation, the first–and believed to be the only–person carrying the designation in North Carolina. Her expertise helps Dan facilitate the execution of the Lean Construction Institute’s Last Planner System with field operations teams, including pull-planning sessions, daily huddles and planned percent complete progress modeling.
Lean construction was born in the manufacturing industry but now has been adapted to construction. Its aim is to reduce costs, materials, time and effort. For this construction process to function effectively, every team member must work together toward the same goals. And for a general contractor, that means—you guessed it—including the subcontractor and suppliers!
Lisa can speak to this process firsthand. Prior to becoming an Assistant Project Manager at WeaverCooke, she was Director of Construction/Facilities for more than 200 Taco Bell restaurant locations. “Construction is an underappreciated trade that takes a lot more intelligence and coordination than most people give credit,” says Lisa. “You can’t appreciate how important an inch is until you speak to someone on a construction site. Teamwork, coordination and attention to detail are critical.”
Sustained Staff Recruitment
According to a 2016 AGC survey, seven in 10 construction companies are having a difficult time finding enough qualified workers to meet their workloads. Three-quarters of those surveyed expect to have a more difficult time this year. It’s considered a nationwide, industry-wide challenge.
WeaverCooke had no intention of waiting for others to address the issue and that’s why, in late 2016, Dan tasked Savannah (who was at the time WeaverCooke’s Marketing Coordinator) with developing a strategic and sustainable recruitment effort.
“Our company has grown a lot in the past few years, and recruiting new talent has become one of our primary concerns,” shares Savannah, now the Marketing and Recruitment Director. “WeaverCooke never had an internship or recruitment program before, so I had both the challenge and the opportunity to build it from ground zero.”
The company reached out to local universities, attended career fairs and set up special information sessions for students who showed the best interest and aptitude. While this was helpful for the students, it was equally beneficial for WeaverCooke staff in building relationships with the construction departments at the schools.
This year, WeaverCooke representatives have already attended career fairs at Appalachian State University, Clemson University, East Carolina University and Western Carolina University. “We have generated a lot of interest in our paid internship program and connected with schools where we didn’t have relationships before,” reports Savannah. WeaverCooke is in the process of reviewing resumes and cover letters and plans to extend offers to its first group of interns to begin work this summer. “We’re continually assessing the program and are looking to expand our reach to community colleges and even area high schools.”
Ultra-Contemporary Technology
While some may say the construction industry has been slow in integrating technology into its work systems, this observation doesn’t apply to WeaverCooke. In fact, the use of technology helps set WeaverCooke apart from its competitors, thanks in large part to DeEtta, LEED AP, Director of Virtual Design and Construction.
“My main job is to ensure we are using the latest and greatest software available in the construction industry so that we can meet our clients’ needs,” DeEtta states emphatically. “My team and I are responsible for all things 3D.”
During the proposal phase, the virtual design team generates 2D and 3D animations to help demonstrate a clear understanding of the project and how challenges can be overcome.
Throughout the preconstruction phase, DeEtta’s department helps the estimating team develop budgets using 3D software to extrapolate accurate material quantities. “Design changes are often taking place while we are developing budgets,” explains DeEtta. “The architect supplies us with a 3D model, and we immediately can pull the new quantities and quickly adjust the budget figures accordingly.”
It’s in the construction phase where 3D modeling really shines. Looking at architectural, structural, mechanical, electrical and plumbing systems, virtually and concurrently, allows WeaverCooke to identify potential clashes between systems and make adjustments prior to actual construction. “This saves our clients time and money and reduces risk. That makes for a better project for all,” adds DeEtta.
Last fall, WeaverCooke invested in two Phantom 4 drones. In North Carolina, the drones have been used primarily at the Twin Lakes Community retirement living project in Burlington, and the Deacon Place student housing project at Wake Forest University in Winston-Salem. Drones significantly lower the cost of aerial photography, and a flyover can quickly and efficiently survey job sites.
“The advantage of drone technology goes beyond that,” clarifies DeEtta. “It is an investment into the fast-evolving technology that will play a major role in the future of construction.”
In Dan’s mind, technology advancements—paired with continuous improvements in networking, recruitment and construction processes—are the essential ingredients needed to brew victory for his team in the years ahead.
“WeaverCooke truly is different from any other construction organization I’ve known,” Dan summarizes. “All of our employees focus on providing total client satisfaction. With the commitment and dedication of Courtney, Lisa, Savannah, DeEtta and all our other staff, we’re able to succeed as a company. We understand what it takes to work as a team, showing each other and our subcontractors the same respect we show our clients.”