A BUSY CREW DOESN'T MEAN A PROFITABLE JOB.

A. How to fix it

1. Calculate true labour cost instead of quoting from wage plus a guessed burden or unproven charge-out rate.
2. Build the quote from labour, materials, expenses/equipment and third-party true cost, then apply the company's required profit treatment.
3. Translate the selling method into real task-level man-hours after the project is won.
4. Schedule the job by task, estimated hours and people — not by blocking the crew for a number of days or weeks.
5. Only schedule work that is startable: access, materials, equipment and preceding work considered.
6. Plan RT/OT instead of treating every labour hour as economically identical.
7. Capture employee time against the actual job/task as the work happens.
8. Separate extra work so the original job and added scope each have their own quote/cost/profit picture.
9. Compare quoted hours/dollars to actual usage and cost while the job is still live.
10. Close, review and invoice quickly from the same project record when the work is complete.

B. How profit stays under control

1. Build the quote from real cost.
2. Break the job into real tasks.
3. Schedule people by task and estimated hours.
4. Track hours and cost as the work happens.
5. Capture overtime, changes and extra work.
6. Compare cost, charge-out and the quote.
7. Fix problems while there is still job left.
8. Close the job cleanly.
9. Bill fast and get paid.

C. PWP gives you

• Accepted quote becomes the project so the job does not need to be rebuilt from scratch after it is won.
• Task-based schedule with employees assigned to specific work and time windows rather than only to a job block.
• Updated schedules sent to each employee's phone so intended job/task and schedule changes are clear.
• Time tied to employee, job and task; GPS is used for geofence verification at clock-in/clock-out.
• True labour cost applied to actual employee execution, including the real effect of OT when it occurs.
• Quote-standard hours/dollars compared with actual hours/cost during execution.
• Actual cost vs charge-out visibility and live project profit context on PWP's current 60-second live-job cycle.
• Materials, expenses and third-party project costs kept with the job so the project record tells one story.
• Extra work can be quoted and accepted as a linked sub-project with its own hours, costs, charge-out and profit picture.
• Quote, schedule, time, project costs, documents and closeout information housed in one project record for faster review and billing.

D. What gets better

• You know whether a quoted job is making money before the crew leaves the site.
• Labour rates are built from costs you can explain instead of a burden percentage somebody inherited years ago.
• The selling price has a real man-hour plan underneath it, regardless of whether the customer sees lump sum, square foot, linear foot, unit price or hourly pricing.
• Crews get scheduled to specific tasks and estimated hours instead of a calendar block.
• Idle and waiting time becomes easier to see and fix.
• OT becomes a visible cost decision instead of just more hours on a timecard.
• Added work stops disappearing into the original job.
• Owners and foremen can see problems while they still have a chance to move people, change sequence or correct the work.
• Finished jobs can be reviewed and billed faster because the quote, schedule, time and costs are already together.