Speak up!

Feb 1, 1997 12:00 PM, By RAY BERNARD

Make sure the system you ask for is what you really want Specifiers and contractors can become wary when they hear either of these statements from a new or prospective customer:

* I don't know what I want; that's why I hired you! * I know exactly what I want!

These expectations are at opposite ends of the spectrum, and neither can be entirely accurate. Experienced professionals know most customers are certain about some aspects of what they want but not about others. Customers may not ask for exactly what they want, but they will expect to get it anyway! This is especially true of system integration projects, of which customer expectations are usually high.

For specifiers and sales people, the primary objective of any project is to understand what the customer is certain about and to do the homework required to fill in the gray areas. Yet the number of projects that result in customer dissatisfaction tells us the objective could be handled better. Specifiers and customers want the results they expect from contractors, and contractors want to do the job right.

Plain English Writing and interpretating specifications is a difficult aspect of integration projects. Specifications are mostly written in technese - an application of English intended to be technically accurate. Still, specifications do not always mean the same thing to all involved parties.

Trouble can occur when a customer's interpretation of specifications is not the same as a specifier's or contractor's. To avoid the problem, tackle it early on. As part of the specifying process, customers should make a list of the important aspects of the project. Details concerning points of integration are especially important. Specifiers should find out who will be formally accepting the work and what they expect to see. Find out who else the project is important to, and get a similar list of expectations. The customer should then find these points in the specifications document, using a technical assistant if needed.

Customers should explain what each specification is saying - a good way to discover mismatches between the specifications and customer expectations. Sometimes the specification needs to be revised; sometimes the customer's expectations need to be revised - whichever, it is best done as early in the project as possible. Do not hesitate to include plain English description s the purpose or objective of each section of the specifications.

Reconciling sales efforts with specifications Sometimes, the customer builds expectations that are not communicated back to the engineering or specifying side of the house. These can come from friends and associates who sell the customer on expectations based on some project of their own. Integration projects often have more than one contractor or company involved, and something said by one can affect customer expectations of another's work.

Clarifying expectations helps any systems-based project. ABB of New Berlin, Wis., a manufacturer of variable-speed fan drives for HVAC systems, needed to improve its customer communications. Mike Olson of ABB says that two years ago they defined a way to do so and made it part of their ISO 9001 standards. Olson describes the process: Before any work is begun, we have a specific and formal review with the customer in which we explain what we expect to deliver. We do this in plain English as clearly as possible. The customer questions points that need clarification or further discussion. If we did not cover ground the customer expected us to cover, we will find out during this process. The customer will tell us about expectations we did not address, and we will address them then and there. It has been a very successful process that has made a significant and statistically proven increase in customer satisfaction at the end of a project.

The big picture Specifications focus on the details of work to be done, but trouble can also occur when specifications are too detailed. When decisions have to be made during the course of a project, the specifications alone may not show the complete picture. Sometimes the big picture gets lost. Documenting purposes and objectives can help clarify decision-making when implementing the system.

The age of new technology Now more than ever, customer expectations are influenced by changes in technology. New technology continues to increase the standard of living and the standards of doing business. For today's companies, security is no longer a stand-alone issue. Security technology once used only for access control is now used to control other systems, for cost control and accountability, and even to manage and implement revenue-producing operations. Movie and television portrayals of high-technology system integrations have also raised customer expectations. Security is now viewed as a means toward achieving the objectives of the customer company.

Fifty percent of our customers ask how security technology can contribute to the prime mission of their company, says Sandor Zirulnik of Online Electric, an independent consulting and design firm in Oakland, Calif. Zirulnik explains most companies interested in security do not want CCTV or card access per se. They want a facility secured in a way that furthers the company's objectives. When clients do not have a clear picture of what they want, Zirulnik's firm has them bring out their corporate mission statement and the mission statement of their security department if they have one. If the client company does not have a mission statement for security, Zirulnik says, we help them produce one. A mission statement provides a sound premise for selecting technology applications in support of the client's corporate objectives, and ensures the big picture they are working from is the right one.

Over-specifying Where specific system performance or reliability is critical, specifiers sometimes over-specify that part of the system, thinking overkill will guarantee success. Other times, it is a defensive move to preclude the assignment of blame if the customer is not satisfied. The overkill approach can raise the cost of a project unnecessarily. If an overkill approach is warranted, the reasoning behind it and the objective it is intended to meet should be included in the specifications. Often, experienced contractors can cost effectively achieve that objective without resorting to overkill. But if the objective is not stated, the contractor and others may make wrong assumptions, re-engineer that part of the project for cost reasons and fail to meet the objective.

Expectations over the life of the system Specifications do not usually include trade-offs made for the sake of cost or time, nor information about system operations or costs after the installation and warranty period are over. Sometimes, what looks like over-specification can be a cost-saving measure over the life of the system. I recall a project where a $25 wall fan was substituted for a $70 fan. The purpose of the fan was to ventilate an equipment room. It was installed 12 feet up in a difficult-to-reach location. The $70 fan had a three-year warranty, and the $25 fan had a 90-day warranty. The $25 fan failed several times in the first few years, requiring $30 each time for the labor to replace it. The $70 fan would have been a bargain. Such costs can be compounded into thousands of dollars of needless expenditures. If an expensive or high-quality item is specified for its reliability or longevity, the specifications should say so.

Value engineering Value engineering is often considered a euphemism for cost cutting, but it is broader. It is an organized effort to analyze the functions of systems, equipment, facilities, services and supplies for achieving the essential functions at the lowest life cycle cost consistent with required performance, reliability, quality, safety and aesthetics. Such analysis should include the corporate mission and divisional or departmental objectives and planned business growth. Small increases in cost for expansions to systems, equipment or facilities can provide a larger payback by furthering the corporate mission and objectives. By enhancing value characteristics - not simply cutting costs - value engineering increases customer satisfaction and adds value to the investment. It is a successful, long-term business strategy.

Get what you want Today's security technologies are highly functional and reliable, and customers have a high awareness of security issues and a keen interest in understanding the benefits of security technology. When all project participants take an active role in ensuring complete understanding of the project's objectives and requirements, getting what you want becomes a realistic expectation.

Avoid vague terms Some terms are so common they are not questioned by consultants, contractors or customers. The assumption is somebody knows what is meant by the term, even if the person reading the specification does not. Industry standard is such a term. Technology changes too fast for the term to have meaning any longer. If a standard actually applies, it should be quoted or referenced. Typical is another word to avoid.

What determines what is typical? Replace typical with a specific example or description. Another such phrase is must be capable of. Does that mean as installed, or through the addition of options not included in the project? The capable of item almost always needs further explanation. Will it be a manual or automatic operation? Will training be required? Give details.

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