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["Construction Company Self-Analysis Program  "]
[null,"v0.1 © Thomas C Schleifer, Ph.D. tom@schleifer.com",null,null,null,"About Dr Schleifer "]
[null,"Introduction",null,null,null,"Hide Introduction"]
[null,"Every organization can improve performance. Advancing a construction organization towards world class performance requires accurate identification of the organization’s strengths and weaknesses. Decades of research lead to this do-it-yourself diagnostic tool that provides the equivalence of an independent expert evaluation of every aspect of your business. Research suggests that most managers understand construction methods better than the multi-layered business side of the business and the complicated interdependent relationships between marketing, production and accounting. This tool will provide you with a comprehensive insight into the complex functional areas of your business. Once identified, most contractors have little difficulty correcting potential limitations or compensating for them. Identifying strenghts and weaknesses is the bigger issue. "]
[null,"A common error is to evaluate a construction enterprises on its profitability which fails to consider stability, potential and risk. For example we would not call a profitable enterprise that is unstable, lacks potential and/or is at great risk, a world class firm. The truly accurate evaluation is: \"Is the enterprise ORGANIZED for success?\" If not, it is at risk. If it is properly organized, it is, or will be, successful. This program tests a firm’s organizational strengths and weaknesses. \n\nThe yes/no question format is used for simplicity and requires less effort than complicated inquires. There is obviously no right or wrong answer, simply facts. Each functional area of the business is scored up to a hundred percent. The questions allow the user to recognize their organization's strengths and illuminats areas to be scrutinized. A composite of the individual functional area scores generates the overall corporate score. "]
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[null,"Financial Management\nGenerating and using financial performance data is a necessary element of a well-managed enterprise. The primary financial strength or weakness of a construction organization depends on its ability to produce accurate financial data and utilize it in the management of the complicated interdependent relationships between marketing, production and accounting. A primary measure of organizational strength is how well senior management interacts with their chief financial officer and outside accountants in the financial management of the business."]
[null,"Accounting proficiency",null,null,null,null,"Score","Area Score"]
[null,"1.1","Does senior management have a positive working relationship with the firm’s CFO? ",null,null,10,{"$f":"IF(ISBLANK(v1_1),\"-\",v1_1*F10)","v":"-"}]
[null,"1.2","Is the CFO knowledgeable/qualified in construction accounting? ",null,null,8,{"$f":"IF(ISBLANK(v1_2),\"-\",v1_2*F11)","v":"-"}]
[null,"1.3","Does management trust the financial information produced by the CFO? ",null,null,8,{"$f":"IF(ISBLANK(v1_3),\"-\",v1_3*F12)","v":"-"}]
[null,"1.4","Is the CFO regularly included in top management meetings? ",null,null,6,{"$f":"IF(ISBLANK(v1_4),\"-\",v1_4*F13)","v":"-"},{"$f":"SUM(G10:G13)/SUM(F10:F13)","v":0}]
[null,"Financial reporting"]
[null,"2.1","Is accurate project performance information received at a minimum monthly? ",null,null,10,{"$f":"IF(ISBLANK(v2_1),\"-\",v2_1*F15)","v":"-"}]
[null,"2.2","Is it reviewed by management each month (or in some orderly process)? ",null,null,8,{"$f":"IF(ISBLANK(v2_2),\"-\",v2_2*F16)","v":"-"}]
[null,"2.3","Is it circulated to the field people concerned?",null,null,8,{"$f":"IF(ISBLANK(v2_3),\"-\",v2_3*F17)","v":"-"}]
[null,"2.4","Is an actual estimate of the cost to complete undertaken for major projects at a minimum of the half complete point? ",null,null,8,{"$f":"IF(ISBLANK(v2_4),\"-\",v2_4*F18)","v":"-"}]
[null,"2.5","Is any deviation from planned project performance reacted to immediately? ",null,null,9,{"$f":"IF(ISBLANK(v2_5),\"-\",v2_5*F19)","v":"-"}]
[null,"2.6","Is internally prepared company-wide profit and loss (P&L) information received by top management monthly? ",null,null,5,{"$f":"IF(ISBLANK(v2_6),\"-\",v2_6*F20)","v":"-"}]
[null,"2.7","Is any deviation from planned P&L reacted to immediately? ",null,null,5,{"$f":"IF(ISBLANK(v2_7),\"-\",v2_7*F21)","v":"-"},{"$f":"SUM(G15:G21)/SUM(F15:F21)","v":0}]
[null,"Cash flow management"]
[null,"3.1","Is Cash Flow a major consideration in all corporate planning? ",null,null,9,{"$f":"IF(ISBLANK(v3_1),\"-\",v3_1*F23)","v":"-"}]
[null,"3.2","Is Cash Flow a consideration in all project planning? ",null,null,8,{"$f":"IF(ISBLANK(v3_2),\"-\",v3_2*F24)","v":"-"}]
[null,"3.3","Does management use three to six-month cash flow projection? ",null,null,5,{"$f":"IF(ISBLANK(v3_3),\"-\",v3_3*F25)","v":"-"}]
[null,"3.4","Is impact on working capital considered in accounting and management decisions?",null,null,4,{"$f":"IF(ISBLANK(v3_4),\"-\",v3_4*F26)","v":"-"},{"$f":"SUM(G23:G26)/SUM(F23:F26)","v":0}]
[null,"Debt management"]
[null,"4.1","Are major credit needs (borrowing) recognized and planned for six months to a year in advance? ",null,null,10,{"$f":"IF(ISBLANK(v4_1),\"-\",v4_1*F28)","v":"-"}]
[null,"4.2","Is cash flow managed to the extent that there have been very few occasions of unanticipated borrowing?",null,null,9,{"$f":"IF(ISBLANK(v4_2),\"-\",v4_2*F29)","v":"-"}]
[null,"4.3","Are banking relationships regularly managed and maintained even when no borrowing is anticipated? ",null,null,5,{"$f":"IF(ISBLANK(v4_3),\"-\",v4_3*F30)","v":"-"},{"$f":"SUM(G28:G30)/SUM(F28:F30)","v":0}]
[null,"Receivables Management"]
[null,"5.1","Are project invoices sent to the appropriate party no more than three working days after the requisition period or allowable date specified in the contract?",null,null,10,{"$f":"IF(ISBLANK(v5_1),\"-\",v5_1*F32)","v":"-"}]
[null,"5.2","Does management believe they are entitled to be paid in accordance with the contract on all projects?",null,null,8,{"$f":"IF(ISBLANK(v5_2),\"-\",v5_2*F33)","v":"-"}]
[null,"5.3","Does management pursue payment in accordance with contract documents?",null,null,8,{"$f":"IF(ISBLANK(v5_3),\"-\",v5_3*F34)","v":"-"}]
[null,"5.4","Is prompt payment within the terms of the contract discussed with the designers, owners or other appropriate parties prior to contract signing and no later than the commencement of the work?",null,null,6,{"$f":"IF(ISBLANK(v5_4),\"-\",v5_4*F35)","v":"-"}]
[null,"5.5","Are the discussion results caused to be recorded in meeting minutes or correspondence that confirms the company’s expectations to be paid in accordance with the contract?",null,null,5,{"$f":"IF(ISBLANK(v5_5),\"-\",v5_5*F36)","v":"-"}]
[null,"5.6","Prior to the first invoice, does the Project Manager, CFO or other senior manager contact whoever will approve the invoice to discuss the invoice approval process and reconfirm the company’s contractual right to be paid in accordance with the contract?",null,null,4,{"$f":"IF(ISBLANK(v5_6),\"-\",v5_6*F37)","v":"-"}]
[null,"5.7","After the first invoice is delivered, does the Project Manager, CFO or other senior manager, contact the person(s) who will approve the payment of the invoice to discuss the payment approval process and reconfirm the company’s expectations and contractual right to be paid in accordance with the contract? (Unless the customer already pays satisfacturally)",null,null,4,{"$f":"IF(ISBLANK(v5_7),\"-\",v5_7*F38)","v":"-"}]
[null,"5.8","Are accounts receivable consistently pursued immediately after the initial due date?",null,null,4,{"$f":"IF(ISBLANK(v5_8),\"-\",v5_8*F39)","v":"-"},{"$f":"SUM(G32:G39)/SUM(F32:F39)","v":0}]
[null,null,null,null,null,null,"Financial Management Score:",{"$f":"IFERROR(SUM(G10:G39)/SUM(F10:F39),0)","v":0}]
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[null,"Business Management\nBusiness Management capabilities define a construction organization from average to successful to world class. Functional categories include organization structure, management style and the policies and procedures that delineate the elements of a successful construction enterprise. This program provides a measurement of the extent to which your firm is \"organized\" for success."]
[null,"Organizational Structure",null,null,null,null,"Score","Area Score"]
[null,"6.1","Does the company have a clearly defined organization chart that identifies lines of authority and responsibility from CEO through field operations?",null,null,10,{"$f":"IF(ISBLANK(v6_1),\"-\",v6_1*F44)","v":"-"}]
[null,"6.2","Is the organization chart widely circulated internally to all managers whose positions are shown on the chart?",null,null,8,{"$f":"IF(ISBLANK(v6_2),\"-\",v6_2*F45)","v":"-"}]
[null,"6.3","Is the organization chart kept up to date and used as a management tool to clarify who is responsible for specific areas of the business?",null,null,6,{"$f":"IF(ISBLANK(v6_3),\"-\",v6_3*F46)","v":"-"},{"$f":"SUM(G44:G46)/SUM(F44:F46)","v":0}]
[null,"Record Keeping"]
[null,"7.1","Do field personnel consistently and accurately submit required company reports and paperwork on time?",null,null,10,{"$f":"IF(ISBLANK(v7_1),\"-\",v7_1*F48)","v":"-"}]
[null,"7.2","Do managers and supervisors regularly confirm in writing instruction and/or directions from designers, owners, or their representatives as soon as practical to the parties involved? ",null,null,7,{"$f":"IF(ISBLANK(v7_2),\"-\",v7_2*F49)","v":"-"}]
[null,"7.3","Are internal field directions and instruction to field personnel delivered or followed up in writing to the extent practical?",null,null,6,{"$f":"IF(ISBLANK(v7_3),\"-\",v7_3*F50)","v":"-"},{"$f":"SUM(G48:G50)/SUM(F48:F50)","v":0}]
[null,"Overhead Management"]
[null,8.1,"Are all general and administrative (overhead) expenses budgeted in detail annually?",null,null,10,{"$f":"IF(ISBLANK(v8_1),\"-\",v8_1*F52)","v":"-"}]
[null,8.1999999999999993,"Is every G&A cost scrutinized at least annually?",null,null,8,{"$f":"IF(ISBLANK(v8_2),\"-\",v8_2*F53)","v":"-"}]
[null,8.3000000000000007,"Is overhead managed in a manner to allow it to go up and down as sales fluxgate?",null,null,5,{"$f":"IF(ISBLANK(v8_3),\"-\",v8_3*F54)","v":"-"}]
[null,8.4,"Are the principles of “Flexible Overhead”* applied so that some overhead can be eliminated without penalty? ( * See ENR October 20, 2014, page 120)",null,null,3,{"$f":"IF(ISBLANK(v8_4),\"-\",v8_4*F55)","v":"-"},{"$f":"SUM(G52:G55)/SUM(F52:F55)","v":0}]
[null,"Change Order Management"]
[null,9.1,"Are designers and owners or GCs if you are a subcontractors, advised that the company expects to receive executed change orders in accordance with the contract?",null,null,10,{"$f":"IF(ISBLANK(v9_1),\"-\",v9_1*F57)","v":"-"}]
[null,"9.2","Are designers, owners or GCs if you are a subcontractor advised that the company does not cause change orders and prefers not to have numerous change orders?",null,null,5,{"$f":"IF(ISBLANK(v9_2),\"-\",v9_2*F58)","v":"-"}]
[null,"9.3","Does the company have a formal change order policy?",null,null,6,{"$f":"IF(ISBLANK(v9_3),\"-\",v9_3*F59)","v":"-"}]
[null,"9.4","Are change orders managed consistently in accordance with the change order policy?",null,null,7,{"$f":"IF(ISBLANK(v9_4),\"-\",v9_4*F60)","v":"-"}]
[null,"9.5","Do designers, owners and subcontractors and GCs if you ar a subcontractor receive a copy of the change order policy shortly after contract signing and before commencement of the work?",null,null,4,{"$f":"IF(ISBLANK(v9_5),\"-\",v9_5*F61)","v":"-"},{"$f":"SUM(G57:G61)/SUM(F57:F61)","v":0}]
[null,"Subcontractor Management"]
[null,10.1,"Are all subcontractors and vendors treated fairly and consistently?",null,null,10,{"$f":"IF(ISBLANK(v10_1),\"-\",v10_1*F63)","v":"-"}]
[null,10.199999999999999,"Are subcontractors and vendors paid in accordance with their contract or Purchase Order?",null,null,6,{"$f":"IF(ISBLANK(v10_2),\"-\",v10_2*F64)","v":"-"}]
[null,10.3,"Is lowest price a secondary consideration in subcontractor and vendor selection?",null,null,10,{"$f":"IF(ISBLANK(v10_3),\"-\",v10_3*F65)","v":"-"}]
[null,10.4,"Are major subcontractors and vendors pre-qualified financially before being considered for selection?",null,null,8,{"$f":"IF(ISBLANK(v10_4),\"-\",v10_4*F66)","v":"-"}]
[null,"10.5","Is performance history considered before subcontract or vendor selection?",null,null,8,{"$f":"IF(ISBLANK(v10_5),\"-\",v10_5*F67)","v":"-"}]
[null,"10.6","Does the firm have a written subcontractor management process or policy?",null,null,5,{"$f":"IF(ISBLANK(v10_6),\"-\",v10_6*F68)","v":"-"},{"$f":"SUM(G63:G68)/SUM(F63:F68)","v":0}]
[null,"Project Selection"]
[null,11.1,"Does management understand that their organization’s experience on similar projects has a direct relationship to the risks associated with a potential project? ",null,null,10,{"$f":"IF(ISBLANK(v11_1),\"-\",v11_1*F70)","v":"-"}]
[null,11.2,"Is prior experience with the size, type and geographic area of a project evaluated in the selection of projects to be perused?",null,null,8,{"$f":"IF(ISBLANK(v11_2),\"-\",v11_2*F71)","v":"-"}]
[null,11.3,"Is the firm’s experience with the designer and owner or GC if you are a subcontractor considered and evaluated in the selection of projects to be considered?",null,null,6,{"$f":"IF(ISBLANK(v11_3),\"-\",v11_3*F72)","v":"-"}]
[null,11.4,"Is the intended field team’s prior experience with the designer and owner or GC if you are a subcontractor considered in the selection of projects to be considered?",null,null,6,{"$f":"IF(ISBLANK(v11_4),\"-\",v11_4*F73)","v":"-"}]
[null,11.5,"Does the company have a formal \"Project Selection Process\"* that delineates if a potential project fits the experience of the organization? (* See ENR November 28, 2016 page 60)",null,null,8,{"$f":"IF(ISBLANK(v11_5),\"-\",v11_5*F74)","v":"-"},{"$f":"SUM(G70:G74)/SUM(F70:F74)","v":0}]
[null,"Management Style/Personnel"]
[null,12.1,"Do managers conduct themselves with genuine respect for all personnel without discrimination or favoritism?",null,null,10,{"$f":"IF(ISBLANK(v12_1),\"-\",v12_1*F76)","v":"-"}]
[null,12.2,"Does the firm provide safe and secure working condition for all personnel?",null,null,10,{"$f":"IF(ISBLANK(v12_2),\"-\",v12_2*F77)","v":"-"}]
[null,"12.3","Are key employees compensated equal to or above market?",null,null,8,{"$f":"IF(ISBLANK(v12_3),\"-\",v12_3*F78)","v":"-"}]
[null,"12.4","Does the firm conduct formal annual evaluations of employee’s performance?",null,null,7,{"$f":"IF(ISBLANK(v12_4),\"-\",v12_4*F79)","v":"-"}]
[null,"12.5","Are employees provided with complete details of their evaluation and afforded open and honest discussion of their performance Including recommendations?",null,null,5,{"$f":"IF(ISBLANK(v12_5),\"-\",v12_5*F80)","v":"-"}]
[null,"12.6","Does the firm provide a minimum of one annual activity or event to demonstrate employee appreciation?",null,null,4,{"$f":"IF(ISBLANK(v12_6),\"-\",v12_6*F81)","v":"-"}]
[null,"12.7","Does the company encourage employee professional development?",null,null,6,{"$f":"IF(ISBLANK(v12_7),\"-\",v12_7*F82)","v":"-"}]
[null,"12.8","Does the company encourage employee personal development?",null,null,3,{"$f":"IF(ISBLANK(v12_8),\"-\",v12_8*F83)","v":"-"},{"$f":"SUM(G76:G83)/SUM(F76:F83)","v":0}]
[null,"Multi-year business plan"]
[null,13.1,"Does the company have a formal, written business plan?",null,null,10,{"$f":"IF(ISBLANK(v13_1),\"-\",v13_1*F85)","v":"-"}]
[null,"13.2","Does the plan cover a minimum of three years?",null,null,5,{"$f":"IF(ISBLANK(v13_2),\"-\",v13_2*F86)","v":"-"}]
[null,"13.3","Is the plan developed by representatives of a cross section of the functional areas of the business including the field?",null,null,7,{"$f":"IF(ISBLANK(v13_3),\"-\",v13_3*F87)","v":"-"}]
[null,"13.4","Do middle and senior management operate in accordance with the plan?",null,null,7,{"$f":"IF(ISBLANK(v13_4),\"-\",v13_4*F88)","v":"-"}]
[null,"13.5","Are managers held accountable for plan compliance?",null,null,6,{"$f":"IF(ISBLANK(v13_5),\"-\",v13_5*F89)","v":"-"}]
[null,"13.6","Are any major deviation from the plan referred to the Planning Group for consideration before intentionally deviating from the plan?",null,null,6,{"$f":"IF(ISBLANK(v13_6),\"-\",v13_6*F90)","v":"-"},{"$f":"SUM(G85:G90)/SUM(F85:F90)","v":0}]
[null,"Succession Planning"]
[null,14.1,"Does management recognize that a closely held company consists of the sum and substance of its experience which resides in its people, particularly and more proportionately in senior managers?",null,null,10,{"$f":"IF(ISBLANK(v14_1),\"-\",v14_1*F92)","v":"-"}]
[null,14.2,"Does management recognize that some of the sum and substance is transferable, some may have become institutionalized, and some may be lost to the company when a key person leaves the firm?",null,null,8,{"$f":"IF(ISBLANK(v14_2),\"-\",v14_2*F93)","v":"-"}]
[null,"14.3","Does the firm have a succession plan for each key manager, even if there is no replacement available?",null,null,10,{"$f":"IF(ISBLANK(v14_3),\"-\",v14_3*F94)","v":"-"}]
[null,"14.4","Does the plan address the experience of the manager (sum and substance) that can be transferred, that has been, or can be, institutionalized and that which will be lost?",null,null,7,{"$f":"IF(ISBLANK(v14_4),\"-\",v14_4*F95)","v":"-"},{"$f":"SUM(G92:G95)/SUM(F92:F95)","v":0}]
[null,"Control/Threats"]
[null,"15.1","Does management recognize and measure potential threats to the business?",null,null,10,{"$f":"IF(ISBLANK(v15_1),\"-\",v15_1*F97)","v":"-"}]
[null,"15.2","Does management react quickly to any deviation from planned field performance?",null,null,7,{"$f":"IF(ISBLANK(v15_2),\"-\",v15_2*F98)","v":"-"}]
[null,"15.3","Are detailed re-estimates of costs to complete  each project conducted when appropriate and at a minimum at half complete to maintain a firm grasp of project performance?",null,null,7,{"$f":"IF(ISBLANK(v15_3),\"-\",v15_3*F99)","v":"-"}]
[null,"15.4","Does management perform a SWOT analysis (strengths, weaknesses, opportunities, threats) a minimum of annually?",null,null,4,{"$f":"IF(ISBLANK(v15_4),\"-\",v15_4*F100)","v":"-"},{"$f":"SUM(G97:G100)/SUM(F97:F100)","v":0}]
[null,"Risk Management"]
[null,16.100000000000001,"Does the firm work closely with an insurance professional to assure appropriate coverage for all insurable risks the firm is exposed to?",null,null,10,{"$f":"IF(ISBLANK(v16_1),\"-\",v16_1*F102)","v":"-"}]
[null,"16.2","Does management continuously attempt to identify risks in advance?",null,null,8,{"$f":"IF(ISBLANK(v16_2),\"-\",v16_2*F103)","v":"-"}]
[null,"16.3","Does management understand  the inherent risks in changes in project size, type, geographic area, key personnel and managerial maturity?",null,null,8,{"$f":"IF(ISBLANK(v16_3),\"-\",v16_3*F104)","v":"-"}]
[null,"16.4","Does the firm have a formal risk management policy?",null,null,5,{"$f":"IF(ISBLANK(v16_4),\"-\",v16_4*F105)","v":"-"}]
[null,"16.5","Are contracts reviewed by a qualified person including risk exposures?",null,null,5,{"$f":"IF(ISBLANK(v16_5),\"-\",v16_5*F106)","v":"-"},{"$f":"SUM(G102:G106)/SUM(F102:F106)","v":0}]
[null,"Dispute Resolution"]
[null,"17.1","Does management train office and field personnel in the importance of addressing and solving project disagreements with any party as quickly as possible before they escalate to disputes?",null,null,10,{"$f":"IF(ISBLANK(v17_1),\"-\",v17_1*F108)","v":"-"}]
[null,"17.2","Are all office and field personnel directed to advise there supervisor immediately of disagreements that they have been unable to resolve?",null,null,8,{"$f":"IF(ISBLANK(v17_2),\"-\",v17_2*F109)","v":"-"}]
[null,"17.3","Does management recognize that large and small disputes should be settled before escalating to legal action?",null,null,7,{"$f":"IF(ISBLANK(v17_3),\"-\",v17_3*F110)","v":"-"}]
[null,"17.4","Does management recognize that compromise in dispute resolution is often more economical than being right?",null,null,7,{"$f":"IF(ISBLANK(v17_4),\"-\",v17_4*F111)","v":"-"},{"$f":"SUM(G108:G111)/SUM(F108:F111)","v":0}]
[null,null,null,null,null,null,"Business Management Score:",{"$f":"IFERROR(SUM(G44:G111)/SUM(F44:F111),0)","v":0}]
[]
[null,null,null,"Analysis"]
[null,null,null,null,null,null,"Financial Management Score:",{"$f":"H40","v":0}]
[null,null,null,null,null,null,"Business Management Score:",{"$f":"H112","v":0}]
[null,null,null,null,null,null,"Corporate Score:",{"$f":"(SUM(G10:G39)+SUM(G44:G111))/(SUM(F10:F39)+SUM(F44:F111))","v":0}]

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[null,null,null,null,null,null,"Hide About Dr Schleifer "]
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["Thomas C. Schleifer, Ph.D."]
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["Tom Schleifer joined the construction industry at age 16 and brings more than 50 years of contracting and consulting experience to his research, consulting and presentations.  He has Bachelor of Science and Master of Science degrees in construction management from East Carolina University, and a Ph.D., also in construction management, from Heriot-Watt University, Edinburgh, Scotland.   Dr. Schleifer’s experience includes serving as foreman, field superintendent, project manager, and vice president of a construction company which he owned with his brother.  From 1976 to 1986 he was the Founder and President of the largest international consultancy firm serving the surety industry.  During this period, he assisted in the resolution or salvage of hundreds of distressed or failed construction firms and projects."]
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["This combination of practical, hands-on experience as a contractor and assisting financially distressed companies has given Dr. Schleifer a unique perspective on the causes of business failure and how to avoid them.  He wrote the books Construction Contractors’ Survival Guide and Managing the Profitable Construction Business both of which have been acclaimed by thousands of contractors and used as a text in numerous university graduate and undergraduate courses and for many years published  Schleifer’s Construction Industry Forecast newsletter.  Dr. Schleifer, sometimes referred to as a “turn around” expert because of the number of companies that he has rescued from financial distress, advises contractors on organization, structure, and strategic planning while he also writes, lectures, and teaches."]
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["The importance of education in the construction industry is one of Tom Schleifer’s favorite themes.  He is a former chairman of the continuing education committee of the Associated General Contractors of America and has lectured extensively at universities, professional and trade associations, and authored numerous articles and publications on construction and business management.  Dr. Schleifer has been listed in “Who’s Who in Finance and Industry”, “Who’s Who in America and “Who’s Who in the World.”  He was the first Eminent Scholar of the Del E. Webb School of Construction, Arizona State University in 1993."]
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["Books by Dr. Schleifer include: Managing the Profitable Construction Business, RS Means-Wiley; Construction Contractors’ Survival Guide, John Wiley & Sons; ITI Supervisory Training Program, International Training Institute; Glossary of Suretyship and Related Terms, CMA Press; Schleifer’s Construction Profit Series, video and audio; Schleifer’s Construction Forecast newsletter. "]
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["Contact Tom at Tom@schleifer.com or through his blog: letstalkbusiness.net"]