around 43,” Di Vito notes.“That’s thanks to mentoring, layout changes, and streamlining processes. Technology played a role, but it’s mostly been about improving the way we work.” One example? The elimination of the so-called “hospital area,” where problematic pods were once sidelined for later repair. “If something’s wrong, we fix it right there,” he says.“Because we all know when you say, ‘I’ll do it later,’ that often becomes too late.” SHIFTING FROM PROJECTS TO PROCESSES Among Di Vito’s most significant innovations has been transitioning SYNC from a project-based to a process-based business model. “Before, we were structured around individual projects. That meant different teams, supervisors, and resources for every job,” Di Vito explains.“It made planning and continuity difficult.” In a process-based model, SYNC organizes around consistent workflows—like framing, joinery, or plumbing—rather than specific jobs. “The process never changes,” he says.“Only the project inputs do. That way, we keep the same management structure, even when the projects change.” This restructuring has improved both productivity and morale. “Instead of everyone reporting to one overwhelmed project manager, each leader is responsible for a specific process,” Di Vito says. “Problems get solved faster, and people know exactly who to go to.” By moving away from the start-stop nature of project-based work, SYNC has created a steady rhythm of production that maximizes resources and minimizes downtime. “We’ve reduced labor inefficiency from 20% to around 7%,” he adds. “It’s made a big difference.” BALANCING OUTPUT WITH WELL-BEING SYNC currently employs about 100 people, with 56 dedicated to pod assembly alone. That number is expected to increase by roughly 10% each month as production approaches 20 pods per day. “We split labor into three main areas: joinery, 16 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 07
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