Chapter I: The Idea
One day a certain builder had an idea for a spec house that would be a sure winner.
So, he got together with the best architect in the area and began to describe what he wanted.
“Mr. Architect,” he said, “I want the house to have a studio vault with no supports showing so the den will blend right into the living room. The vaulted ceiling in the living room should make it look as big as possible.”
“And while you’re at it, put a cambered ceiling in the kitchen so we can have indirect lighting. You know how popular that is. Just make everything volume, volume... and plenty of angles, too.”
The meeting went on and on and soon the architect’s notepad was packed full of the wishes and particulars of the enthusiastic builder.
Chapter II: The Plan
Several weeks passed during which the builder and architect met a few more times. Then finally they reviewed the finished plans and the builder was happy.
The architect had incorporated every idea and feature. Why the builder didn’t even balk when the architect submitted his bill for 180 hours at more than $50 per hour!
“It’s a complicated plan so I’m not surprised it took so much time to design it,” said the builder.
Yes, the architect had worked long and hard on the foundation, walls, room dimensions, soil tests, and the site itself.
But when it came to the roof and ceilings, he simply drew perimeter lines and added a note
– TRUSS BY MFG.–
then in the specifications he requested the designs be submitted for his records.
Is my little story beginning to sound familiar?
Brimming with confidence, our eager builder began to put the plans out for bid – to concrete and framing contractors and other labor bidders... and to his suppliers.
Chapter III: The Changes
The call from the truss estimator came within hours.
“At least a dozen changes must be made before the roof and ceilings will work,” he said. “Walls must be moved, others raised and some lowered. What’s more, we’ll need to put supports where none show and change some of the contradictory dimensions.”
Having no idea of the scope of the problem, the builder referred the truss estimator to the architect who quickly realized this was too complex to handle on the phone, so he asked the estimator to meet at his office.
“Let’s see what I can do to help you out,” said the architect, who then sat quietly as the estimator went down the list of problems with the plans.
“Well, what would you do with my design to make the trusses work,” asked the architect.
After a deep sigh, our friend the truss estimator explained in detail the many changes necessary... and the architect agreed to make them.
It seems like this should be the end of the story. But we all know better.
Chapter IV: The Bids
In pricing the job, the estimator considered dozens of different designs before he was satisfied that his bid was for the best trussed roof possible – $13,000 on the $180,000 house.
Of course, this didn’t include the estimator’s time nor the cost of trips back and forth to meet with the architect. Nor did the bid consider his expertise in showing the architect how to make the plan work.
“Even though I deserve compensation for these factors, I can’t add them in,” he thought to himself. “My competitors never do.”
Meanwhile, the architect had marked down his own time, including meetings with the estimator, and the reissuance of the plans with the changes – and he charged it all back to the builder.
As soon as the bids were all in, the builder called the lumber dealer’s salesman.
“Your bid on the trusses is $800 too high! You’ll have to get it in line if you want the job.”
So, the estimator reworked the bid because if they didn’t get the trusses, they’d also lose the $15,000 lumber package. Or as the lumber salesman said after the new bid,
“Hey, don’t look so glum, we got the order didn’t we!”
Chapter V: The Problem
Now the pace accelerated. Truss engineering and layout placement plans – incorporating the changes recommended by the estimator – were approved by the builder and in a short time trusses began arriving at the site.
But when they began to set the trusses, it was obvious something wasn’t right in the girder area between the living room and den. This was where the builder wanted that special vaulted ceiling effect and when he found out that something was amiss, he called the truss people, screaming bloody murder.
“You built the trusses wrong!”
Knowing there was no way to resolve this on the phone, the truss plant manager rushed to the site where he spotted the problem right away.
One of the changes the estimator had recommended to the architect – to move a support three inches – hadn’t been made, so the girder couldn’t be set according to the layout. This wasn’t going to be an easy fix.
“Sure, two more plies of the girder would take up the slack so the trusses on one side would fit okay. But that would make the trusses on the other side of the girder three inches too long.”
That meant a repair design so the three inches could be lopped off the trusses on that side. No fun, but the truss people did the best they could – especially with the builder hovering over every move – and had the rework done in a couple of days.
Chapter VI: The Payoff
At last, the house was completed and the builder was pleased. He had all the features and effects he wanted, and he basked in the many compliments he received for the beautiful house.
He congratulated the architect on his design and suggested they get right to work on another.
But there were no “thank yous” for the truss plant.
Oh no, they were the ones who built the trusses wrong and held up the job two days. What’s more, the builder doesn’t want to pay for the two plies, the engineering repair design, nor the repairs themselves.
“I’m certainly not going to use that truss supplier again!”
The salesman – who really didn’t know enough about trusses himself – was mad at the truss plant people too, because they lost him a good customer and he always takes the customer’s side.
And the architect, whose main contribution had been the note: “Truss by Mfg.,” was oblivious to the entire proceedings.
I’m sure you won’t be surprised to learn that after the highly competitive bidding and all the complications, the truss plant ended up losing money on the job.