‘C’ Connection




All of us have become introduced to at least some of Weifield’s new systems – which all went live in early 2022. These systems include: 1) Workforce Go! for timecard entry, employee portal, and pay stubs/PTO; 2) Sage Intacct for project cost accounting; 3) Service Titan for mobile service team/work orders/time entry; 4) Sharepoint for the WeiShare Intranet, Rocky Mountain region project sites, as well as Tennessee and Texas division sites; and 5) PayMode X for AP invoicing and document control.

I am very proud of all the teams who worked to bring these systems online – and for Weifield for all of the support these past two years in selecting, testing, implementing, and then retesting these systems. This lift involved a lot of key individuals from our divisions and departments — and a major lift by Support Services. I am thankful for the support provided by the senior project management team from Operations as well.

For the rest of 2022, you can expect many betterments of these systems to take place—there will be more reporting and easier access to key information. A key piece that is still being built is job site production tracking that replaces Procore. In rolling out Sharepoint and all of the new systems, the production tracking process needed to be moved and will be in Sage Intacct. This will allow the field to make better plans for resource management of their various tasks—and increase efficiencies. Expect to hear more in Q2.

Developing Sage Intacct involved a close collaboration between Operations, IT, and the PM team – with the rollout of the forecasting tool, we were able to eliminate manual Excel reports and replace them with a cloud-based system for forecasting projects – with real-time data at our fingertips. The biggest impact of this is that the PMs no longer have to manually process individual reports and key in historical data, – the system does this automatically, allowing time to be spent on the forescasting process instead of the data gathering. With the standardized systematic forecasting, we now get roll-up reports of all departments, projects, and entities – and we can see in real time the data for average labor rate, projected prefab hours, forecasted manpower per month, material per man hour, etc. Everything is now available in one dashboard view of all current metrics per project. This dashboard reporting will be rolled out in Q2 for the Field teams.

With Service Titan, we were able to speed the time it takes to invoice customers which means, quicker payment and cash flow for Weifield (the faster we bill, the more we are able to collect before being written off by the business). Because these systems are cloud-based, the information across all our systems is much more accessible to all – we can share the data to help everyone and achieve success.

Key Performance Indicators (KPIs) within our company are comprised of leading indicators and lagging indicators – leading indicators show us how something will look in the future, and how we can make changes to improve our performance. Lagging indicators show us historical data of past efforts and reveal lessons learned that we can apply to do better in the future. With our previous systems, we were getting this leading and lagging indicator information 30 – 45 days after month-end closing of the books; with the new systems, we are able to get data real-time to enable our leaders to make quicker and better decisions based on metrics compared to feeling. For example, if we know a project was budgeted at a certain labor rate per hour and we are running a couple of dollars over that, we’re able to make better hiring and crew structure decisions to meet budgets. We also now know things like, how many prefab hours are expected to be performed across all projects – so we can execute better prefab resource allocation based on forecasted needed shop labor.

One important thing the new systems allow is trend analysis, we can now look at different numbers and measurables over time periods and do it easily, versus our past method of Excel where we couldn’t see month over month or year over year data to compare without timely analysis of data. This data helps the executive team understand the impacts of different changes that are made operationally, with sales, or from other initiatives. We then can work with our teams to make sure we are all accomplishing our business goals.

Our new systems strategy enables us to have a solid systems foundation which is accessible locally, regionally, and nationally – and helps us grow in an informed way – to achieve our goal of harmonizing the business across all regions. One last thought to leave you with; we do not makes changes for change sake, we make changes to be better together.

Thanks for the support and all the continued ideas for us to grow better!