As I reflect on my summer here at McKinstry, I’m blown away at what I’ve learned. Not only have I expanded my knowledge of the construction industry, I’ve grown as a human being. Distilling all of that growth into three main takeaways is difficult, but it helps me mentally digest what I’ve learned in the past 12 weeks.[Read more…]
Every facility management organization has horror stories of late-night repairs or equipment failures on the worst day of the year. Teams scramble to fix the problem and work overtime to get the building back up and running.
Nobody enjoys working reactively. But small teams, tight budgets, big workloads, daily issues and a growing backlog of deferred maintenance force most facility operations teams to prioritize emergencies over prevention. This resource-constrained world is the constant reality for facility management, and it’s unlikely anyone will start being asked to do less with more any time soon.
Organizations that efficiently use what they already have, value the time and expertise of their facility teams, and look around the corner can thrive in this world of scarcity. One common factor in their success? These best-in-class organizations rely on thoughtful capital plans to help them reduce the likelihood of unexpected failures – and they use facility condition assessment information to get them there.
Originally published in the August 2018 issue of HVACR Business. Republished with permission.
McKinstry, like many construction companies, is a family. As a family, our top priority is making sure everyone goes home safe and healthy after each and every day. That’s why we take safety so seriously.
Numbers don’t lie; construction is dangerous. According to the U.S. Occupational Safety and Health Administration (OSHA), one in five workplace fatalities are in construction. Improving construction safety cannot happen by accident. We must make a conscious, deliberate effort to do better. Big data and business intelligence dashboards offer a platform to drive awareness, accountability and change.
McKinstry started its analytical data safety transformation in 2013. Over the past five years, we’ve developed a safety analysis and reporting program based on deep data tracking, analytics and reporting. Here are the six steps we followed along with some insights gleaned along the way.
Innovation is one of McKinstry’s core values.
Throughout 2016, McKinstry’s Western Washington Region organized an “Everyday Innovation” campaign that set out to share innovations and recognize innovators company-wide. We chose this name for the campaign because even smaller-scale or “everyday” innovations can make a big difference in improving the way we work.
All said, the organizers of the campaign have received more than 60 submissions that highlight an impressive array of creative thinking and have sparked discussions about innovation throughout McKinstry.
While the campaign is ongoing, we’ll be featuring nine of the very best innovation submissions we’ve received thus far in a series of Everyday Innovation posts. This post features the first three submissions.
“Blueprints” is a new Spark series exploring McKinstry’s core business philosophies from our leaders’ perspective. This is the first story in the series, from McKinstry’s CEO: Dean Allen.
Whether you’re shopping for a car or building a skyscraper, your goal is the same: making decisions that maximize value and minimize cost over the long-term.
Constructing a multi-story building is obviously a bit more complex than buying a minivan, but the principle remains the same in both cases: educated decision-makers with comprehensive information in hand will make superior choices.
When it comes to being fully informed, there’s no better strategy than conducting a Total Cost of Ownership (TCO) analysis. TCO may sound like an intimidating and technical concept, but it’s much like the process of buying a car.
The U.S. Department of Energy’s Quadrennial Technology Review (QTR) may be a mouthful, but here’s an easier way to think of it: it’s an important report covering energy technology that comes out every four years.
McKinstry is always on the lookout for the latest and greatest research and thinking in our field, so we’ve been taking a look at the QTR ever since it was released a few weeks ago.
Feel free to chime in with your own opinions and questions in the comments, but here are our five main takeaways from the whopper, 505-page document: