When a buyer says “I’ll close on this home as soon as you’ve completed my orientation items” (28 of them to be exact), the builder springs into action and within a few days is at the closing exchanging keys for a check. This proves that, properly motivated, it can be done quickly.
Delays are not always from weather, schedules, trades, or the building department. Sometimes it is simply a matter of motivation. Working toward a goal of moving new homeowners into “complete and clean” homes begins when the builder decides to do so. After that it’s all just details, which include several factors.
Vision. Step No. 1 is creating a shared vision of what a home looks like when it is ready to deliver. This means what it includes (all parts present and accounted for, caulking complete, cabinet doors level, drywall and paint touchups finished, and so on) and what it excludes (dust, dead bugs, useless scraps, and so on). Achieve this common vision by walking homes together, pointing, talking, and debating until all team members have reached consensus.
Trades. The trades might ask “When does it close?” but the real issue is “When is the orientation?” The home needs to be move-in ready for this presentation to the buyers. While a pragmatic point of view suggests that the super’s punch list and the orientation list can be addressed most efficiently with one visit by needed trades, efficiency is not the primary goal. The more important objective is to impress the home buyer. Educating trades about this reality is critical to reaching the target.
Scheduling. Some builders have extended their construction schedules to include a week (or even more!) between the orientation and the closing in order to have time to react to the orientation list. Three days should be adequate—the list should be short enough and the items noted minor enough to complete within three days. Taking longer drains company funds for carrying charges; builders can increase customer satisfaction and profit with effective control of their operations. Establish a sense of urgency about these items.
Expectations. Few of us would be satisfied picking up a new vehicle and being told the dent in the front fender and the missing knob on the radio will be addressed “soon” or within a “reasonable” time frame. Set an expectation that items will be completed within 10 business days unless other scheduling is arranged. Then manage the exceptions with good communication.
Follow Through. That cabinet door that was damaged 10 minutes before orientation is likely to take a couple of weeks to receive. Likewise, weather-related items (charging the air conditioner with coolant, painting the shutters, planting the shrubs) may require considerable time before completion is physically possible. Track these accurately until every last item has been addressed. While the superintendent may be focused on getting the roof on the next home, these last details on the just-closed home impact future business and income.
