With the recent success of securing construction projects, Rsquare has been buzzing with excitement. But what happens when those contracts do go through? This is when construction management is at its busiest.
The construction management department handles everything from project start to finish to even after-sales service (A/S). Manager Park Sung-yoon describes this team as "a versatile group that solves essential tasks without getting noticed." Take a closer look at this essential team.
R: What does your department do?
Park: Manage the entire process, directly or indirectly, from the time the project is secured to the construction and after-sales service. This includes project acquisition support, execution management, subcontractor selection and ordering, payment management, post-completion data management and project manual supervision.
The construction management department in Rsquare Design
There are three teams in the department: the subcontract management team, the engineering team, and the interior furniture team. The subcontract management team manages the project after the acquisition, selects subcontractors, processes orders, and processes documents. The engineering team focuses on electrical and mechanical estimates and drawings, while the interior furniture team handles large-scale project estimates and manages furniture quality and delivery.
R: Which departments do you collaborate with the most and how do you manage the process?
Park: 'The subcontracting management team' works closely with the construction department. Once the project is secured, the site manager and the subcontract manager will be deployed. The subcontract manager oversees the subcontractor selection and manages the entire process to support the site manager.
'The engineering team' mainly works with the design and estimation teams of divisions 1 and 2. They create estimates based on drawings and help with electrical and mechanical systems. Once the project has been secured, detailed plans are established and technical support is provided if necessary.
Interior furniture teams often work with construction departments and design teams to ensure high-quality furniture design and delivery.
R: What are the main strengths of the department compared to competitors?
Park: First of all, ‘fairness and transparency.’ We have a detailed construction management work manual. All business procedures and approval procedures are separated in detail. We create and distribute the ‘Construction Management Work Manual’. Minimize the involvement of personal opinions in work. We provide assistance so that new employees do not have any difficulties when starting work. Minimize noise (due to work confusion) between members with different interests, and make clear criteria for company selection, etc.
We eliminated most of the paper work. We use electronic bidding, electronic contracting, and construction ERP systems. Anyone can transparently check the status of company selection and subcontractor payments that occur during subcontracting.
Additionally, we have a high level of understanding of the on-site situation. Our top priority is ‘customer satisfaction’. So we cannot only focus on profits. We visit the site as many times as possible to make profits without compromising customer satisfaction. When necessary, flexibly takes on the role of public affairs and construction PM within the construction management headquarters.
We have order receipt and execution data, which are business management indicators. We are building various data, including customer inflow channels, order types, business scope, industry, and amount distribution.
R: What are the challenges of running the department, and how do you overcome them?
Park: The main challenges are the variety of tasks and the need for constant coordination. We don’t focus on just one job; we handle everything from before a project is secured to post-completion. I advise my team to think of their time like a “credit card limit”—don’t overextend, but use it wisely. I also have them create a daily time schedule to plan out their tasks.
Another challenge is the confrontation between ‘customer service’ and ‘execution reduction’. When it comes to construction management by other companies (especially outsourcing management), profit is the top priority. However, our first goal is ‘customer satisfaction’. We cannot only focus on execution and profits like other companies. However, we cannot give up profits. Visit the site as often as possible and check it with your own eyes. We look at the on-site situation and the tendencies of the person in charge of the ordering company. I have no choice but to think and judge every time. We want to make efficient decisions that fit the situation.
In the case of large-scale, long-term projects, the order of assignment of field manager → outsourcing manager is changed. As soon as an order is received, an outsourcing manager is assigned first, the execution is calculated in advance, and the cost reduction plan is implemented. After assigning a site manager, the preliminary savings details are sometimes handed over.
R: Can you share your background and what brought you to Rsquare?
Park: I spent my days working as a novice civil servant at a construction company. Afterwards, I moved to Company D and worked as part of the outsourcing management team for 15 years. We have established and updated the basic foundation, including outsourcing work processes and various documents. At that time, we created our own work manual and introduced a time and attendance program, electronic bidding, and corporate data system. We also developed and applied a construction ERP program.
The opportunity to join R Square came about when I met CEO Lee Yong-gyun by chance. When I heard about the company, my heart raced at the thought that it was an innovative company that was completely different from existing interior design companies. I am confident that the experience I have accumulated so far will fully blossom at R Square Design, which is growing rapidly.
R: What message do you want to give to others who may work with your department?
Park: One of the hardest and least liked topics is talking about "money." But our department has to focus on profitability while maintaining fairness. So, you might hear a lot of reminders from us, but I hope everyone understands. We love what we do, and we love Rsquare!
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With the recent success of securing construction projects, Rsquare has been buzzing with excitement. But what happens when those contracts do go through? This is when construction management is at its busiest.
The construction management department handles everything from project start to finish to even after-sales service (A/S). Manager Park Sung-yoon describes this team as "a versatile group that solves essential tasks without getting noticed." Take a closer look at this essential team.
R: What does your department do?
Park: Manage the entire process, directly or indirectly, from the time the project is secured to the construction and after-sales service. This includes project acquisition support, execution management, subcontractor selection and ordering, payment management, post-completion data management and project manual supervision.
The construction management department in Rsquare Design
There are three teams in the department: the subcontract management team, the engineering team, and the interior furniture team. The subcontract management team manages the project after the acquisition, selects subcontractors, processes orders, and processes documents. The engineering team focuses on electrical and mechanical estimates and drawings, while the interior furniture team handles large-scale project estimates and manages furniture quality and delivery.
R: Which departments do you collaborate with the most and how do you manage the process?
Park: 'The subcontracting management team' works closely with the construction department. Once the project is secured, the site manager and the subcontract manager will be deployed. The subcontract manager oversees the subcontractor selection and manages the entire process to support the site manager.
'The engineering team' mainly works with the design and estimation teams of divisions 1 and 2. They create estimates based on drawings and help with electrical and mechanical systems. Once the project has been secured, detailed plans are established and technical support is provided if necessary.
Interior furniture teams often work with construction departments and design teams to ensure high-quality furniture design and delivery.
R: What are the main strengths of the department compared to competitors?
Park: First of all, ‘fairness and transparency.’ We have a detailed construction management work manual. All business procedures and approval procedures are separated in detail. We create and distribute the ‘Construction Management Work Manual’. Minimize the involvement of personal opinions in work. We provide assistance so that new employees do not have any difficulties when starting work. Minimize noise (due to work confusion) between members with different interests, and make clear criteria for company selection, etc.
We eliminated most of the paper work. We use electronic bidding, electronic contracting, and construction ERP systems. Anyone can transparently check the status of company selection and subcontractor payments that occur during subcontracting.
Additionally, we have a high level of understanding of the on-site situation. Our top priority is ‘customer satisfaction’. So we cannot only focus on profits. We visit the site as many times as possible to make profits without compromising customer satisfaction. When necessary, flexibly takes on the role of public affairs and construction PM within the construction management headquarters.
We have order receipt and execution data, which are business management indicators. We are building various data, including customer inflow channels, order types, business scope, industry, and amount distribution.
R: What are the challenges of running the department, and how do you overcome them?
Park: The main challenges are the variety of tasks and the need for constant coordination. We don’t focus on just one job; we handle everything from before a project is secured to post-completion. I advise my team to think of their time like a “credit card limit”—don’t overextend, but use it wisely. I also have them create a daily time schedule to plan out their tasks.
Another challenge is the confrontation between ‘customer service’ and ‘execution reduction’. When it comes to construction management by other companies (especially outsourcing management), profit is the top priority. However, our first goal is ‘customer satisfaction’. We cannot only focus on execution and profits like other companies. However, we cannot give up profits. Visit the site as often as possible and check it with your own eyes. We look at the on-site situation and the tendencies of the person in charge of the ordering company. I have no choice but to think and judge every time. We want to make efficient decisions that fit the situation.
In the case of large-scale, long-term projects, the order of assignment of field manager → outsourcing manager is changed. As soon as an order is received, an outsourcing manager is assigned first, the execution is calculated in advance, and the cost reduction plan is implemented. After assigning a site manager, the preliminary savings details are sometimes handed over.
R: Can you share your background and what brought you to Rsquare?
Park: I spent my days working as a novice civil servant at a construction company. Afterwards, I moved to Company D and worked as part of the outsourcing management team for 15 years. We have established and updated the basic foundation, including outsourcing work processes and various documents. At that time, we created our own work manual and introduced a time and attendance program, electronic bidding, and corporate data system. We also developed and applied a construction ERP program.
The opportunity to join R Square came about when I met CEO Lee Yong-gyun by chance. When I heard about the company, my heart raced at the thought that it was an innovative company that was completely different from existing interior design companies. I am confident that the experience I have accumulated so far will fully blossom at R Square Design, which is growing rapidly.
R: What message do you want to give to others who may work with your department?
Park: One of the hardest and least liked topics is talking about "money." But our department has to focus on profitability while maintaining fairness. So, you might hear a lot of reminders from us, but I hope everyone understands. We love what we do, and we love Rsquare!