Ballots are due NLT 11 July 2002

June Meeting

At the sign-in table, members could pick up their 2002 IFMA-Austin Member Directory.  If you didn't get yours, Nancy Barooty  might have a few at the social on June 27th.  Charles Carpenter provided a superior booklet that highlighted the 2002 Golf Tournament sponsors and winners.

July Roessner opened her last meeting as President. She was very happy to be of service to the community.  She had fun and really enjoyed it.  She offered thanks to Charles for doing an outstanding job on the golf tournament.  He and his team raised a lot of money for Hospice and for our chapter. She thanked Nancy  for putting together the member directory which allowed the chapter to support 50% of the cost of the Christmas party.

Judy introduced or announced the new slate of officers.
President: Linda Delmas of Furniture Marketing Group
Vice President: Sharon Henson of National Instruments
Treasurer: Charles Carpenter of First American Flood Data Services
Secretary: Glenda Stubbs of Trilogy
Programs: Mary Duke of Millwood Brown Intelliquest
Programs: Mary Starr of Sulzer Carbomedics
Social Chairman: Julie Sheaffer of Technical Furniture Resources
Newsletter:  Priscilla Dannemiller of AIM Management Group
Membership: Nancy Barrody of Interior Resources
Webmaster: J. Robert Howard of FACServices

Sharon Henson asked if purchasing was a 4 letter word in your organization. She said they only got it her way until Pam Godfrey joined National Instruments 3 years ago.  Then things changed.  Pam brings value to the table.

Pam Godfrey on Writing Successful Request for Bids-
An RFB is the formal beginning to supply selection.  It defines who, what, where, when, why, and how much.   It provides suppliers with  execution requirements. How successful you are will determine how many questions are left over. Everyone has a style so there is no one right answer, but you don't want just a quote.
Executive Summary:  You should begin with a one sheet overview.  It should tell who you are, the purpose, pre-bid requirements, a due date, and supplier qualifications.  The heart of the RFP is the business requirements.  You would like to know if the bidder is private or public and it's years of operation.  Ask for financials.  Even if it is  public company, they should provide sufficient information to confirm their strength and staying power.  Get account team resumes and client references.  Determine their after sale support and services.   What is their capability?  
Provide good specifications.  Details are so import like square feet, products, quantities, staffing, testing, quality control, alternatives, electrical, ventilation requirements, weight, frequency, hazmet, and special company rules.
Pricing: The total cost is obviously important, but you need the details for comparison.  Get details for labor, material, freight, travel & expenses, currency rates, taxes, permits, future prices, by building, quantity breaks, minimum order, and stocking programs.
Contents: Identify the terms and conditions, FOB your dock or theirs, warranty (labor included?), rework rules, repair options, replacement and scrap procedures, clean-up and property damage rules.  Remember, everything is negotiable.  It doesn't hurt to ask.
Additional Requirements:  Support and maintenance could be a big deal.  What about upgrades and service calls.  Ask what are their bench marks where they stand out.  What out-of-the box ideas do they have.
Possible attachments:  Drawings, specs, photo's, supplies, survey, schedule, sample contract, spreadsheets, pricing response, reference request, statement of work, letter of acknowledgement, Non-disclosure agreement.
For an Equipment RFP, you might have a catalog or custom specification, conformance to government regulations, maintenance, warranty, positioning, training & manuals, spare parts & locations, electrical and ventilation requirements, pay terms, FOB.
For a Service RFP, include duties & responsibilities, staffing requirements, subcontractor rules, insurance, certification, uniforms, equipment service hours, square feet, record keeping, supervision, frequencies by location, by area.
A software RFP might include software, hardware, maintenance support, implementation, man-hours and schedule, travel & expenses, system integration, training, consulting, tech manuals, duplications, system enhancements, and who has the backups.
Bid your contracts for 1 to 3 years.  It takes time to do it right.  Plan ahead for the larger contracts and plan it so all don't come due at the same time.  
There was a good discussion after Pam finished speaking.  Someone said you should always be looking for long term relationships.  The more work you do on the RFP, the better you are able to defend not accepting the lowest bidder.

"This may not be the end, it may not be the beginning of the end, but it is the end of the beginning."  Winston Churchill

Veronica Bailey jumped up at the end of the meeting and presented a special award to Judy for being an outstanding President.  She will be remember for providing the Step education program during a time of rapid growth.  She went that extra mile and gave 150%.

Julie Sheaffer told everyone it was time to be social again.  The next event will be 27 July at the Iguana Grill.  Details on the web.

J. Robert Howard
FACServices

Unsafe Acts in Construction

While unsafe conditions as well as unsafe acts are responsible for accidents, almost six times as many construction work injuries are the result of unsafe acts as compared to those caused by unsafe conditions.

If we review the industry's accident experience over the years, we will find that the reduction in accident rates has occurred as the result of improved physical inspection of the jobs, improved safety-minded SUPERVISION. Yet, in spite of those noteworthy efforts, a large number of accidents continue to happen each year.

Workers who are protected by safety devices remove them or fail to use them. People who are told about hazards seem to ignore the warnings. Well-trained, experienced workers seem to forget what they have learned. It would appear, often times, that people want to hurt themselves or to be involved in an accident. Above all, they forget that nothing is so important as safety. Different groups of people treasure different things. Here in America, one of the things we treasure most is safety. What is your safety worth to you? You can spend time learning the common sense rules of safety, and you can pay attention to safety procedures at all times. When you follow correct safety procedures, safety can be like money in the bank.

What is safety worth to you? What would it be worth to you when you go to bed tonight to be sure that you would complete all your workdays free from injury? You can't buy this peace of mind, but you can be sure that all the time and effort you spend to keep safe, day by day, is a wise and sound investment in your family's happiness, and that is what safety should be worth to you. Why take a chance with an unsafe act?

You know when you're working in an unsafe manner.

You don't have to be told.

Think of your well-being. Think of your family's well-being.                STAY SAFE!

Gary Hulse
Safety Manager
FACServices, Inc.