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Business View Australia - September 2015 137
and manager remains involved in the
project and delivers the best possible
outcome.
Speaking about this, Loui says,
“I like to be hands-on in terms of
being visible on site. But I let the site
personnel take control of the work. My
site foreman and the project manager
make the decisions at the site. A lot of
times, bosses tend to walk on to the
site and give direct instructions to the
workmen.
“But I find that such an approach
negatively affects the atmosphere
on site. I like to put the problem on
the table and let my team work at it.
If there is an issue on site that I can
see or at the office, I call the project
manager and the foreman and have a
quick chat about what should be done
to fix the problem.
“I let them take charge of the work.
I find that this helps the staff to gain
experience and growwith the company.
They increase their confidence and
skills, and their trust in me.”
Strong Relationships with
Suppliers
Lewence Construction attaches
great importance to developing strong
customer relationships. It does not
readily switch suppliers unless there is
a very compelling reason to do so. The
company is of the view that changing
suppliers for the sake of a minor
reduction in rate is counter-productive.
Instead, it adopts an approachwhereby
it remains loyal to one supplier for its
requirements.