Restaurant Fit Out

Aims and Objectives

Description of the Works:

Full fit out of a new restaurant on a ‘new build’ cinema complex. The new build was completed by Carters and the project was handed over to us as a blockwork shell.

Client Brief:

To design and install a second restaurant in a similar style and theme to the clients existing restaurant in Downham Market. To look at creating a brand image and theme for further developments in the future.

Aims and Objectives at the outset:

To complete the project on a full design and build basis. Working directly with the client to create and develop the design of the restaurant following the RIBA plan of works from strategic definition and creating a concept, to special design and technical drawings. Our remit was also all the construction works associated to the project, with the exception of the kitchen, which was to be designed and installed by a specialist commercial kitchen company. 

Implementation

Pre-Construction Services:

Various meetings were held with the client and with Carters to assess the build of the main cinema complex and ensure that the designs provided for the restaurant would still work within the space allocated. 

On site meetings were held with our own management on site prior to commencement or work to ensure all service runs would be possible.

The design team worked continually with the client in developing the designs and producing suitable cost budgets to suit so the client could see the financial impact of alterations to the design.

Construction Phase Health and Safety Services:

The following pre-contract documents were issued:

• CDM Documents
• HSE File
• Construction Phase Plan
• Programme of Work
• Full Design package
• RAMS
• Pre-Start Meeting Minutes

Cost Planning and Management:

The client would have weekly meetings with the PM and Site Forman and in these meetings we would manage and track costs. All provisional sums would be converted into fixed costs and agreed with the Client directly. Tesla Group would also issue a fixed cost quotation for any additional works requested by the client. These were approved by return via email. Overall, once all provisional sums were expended and all additional work completed, the project came in under budget.

Specific working methods for providing and maintaining high customer satisfaction:

Customer satisfaction is at the heart of all our operations. On this project a site foreman was appointed to oversee works on site. Whilst he was a working foreman one of his responsibilities were for continual snagging. He would ensure that the quality of works are to a high standard throughout the project. 

In addition to this the project PM would review the works on a weekly basis. Looking at the deliverables and installations completed to ensure standards are maintained.

Any items being assembled off site would be inspected prior to delivery to make sure they are correctly manufactured and without fault

Details of trades and disciplines subcontracted out and how suppliers were managed:

Tesla Group Ltd would be responsible for the overall programme of works, including the client’s own appointed kitchen contactors. 

Meetings were held with the client’s contractors prior to commencement of works to agree programme and how logistically the project would be delivered. Discussions were also held in how we could assist each other in the works and a good working relationship was established. All works were agreed to ensure the brief and scope were understood by all parties and the programme of works was achievable. Works on site would be reviewed and snagged and Tesla would ensure any remedial works were completed to a satisfactory standard.

Details of meetings, communications, and interactions between all parties:

During the works weekly site meetings were held with the Tesla Group Ltd project manager and all on site staff. These meetings would discuss progress, any programme issues, quality of works, HSE and any safety concerns, any client variations not notified directly to the PM by the client, risk management, staff housekeeping, and any other issues or points for note.

A weekly inspection of the works would also be carried out by the PM and a full photo log taken and recorded and a weekly email would be issued to the client to provide an update on progress.

Every week a separate site meeting would be held with the PM, the client and the site foreman to view the works, discuss programme and risk management, and to assess the quality of the deliverables. This was minuted by the PM and circulated accordingly. 

Every 4 weeks the company directors would inspect the site to review specifically compliance with all CDM requirements, HSE regulations and Quality Control and Management. Toolbox talks would be held if required to discuss any items of note and this is recorded internally. These inspections would not be pre planned.

Description of approach to handover:

On this project, 2 weeks prior to the completion date the PM would commence internal snagging and liaise with the site manager about any issues noted. In the final week of the project the client was invited to attend a snagging visit.

Following completion, a post project evaluation meeting was held in which feedback was provided and training given to all senior members of staff. A full demonstration of all equipment was displayed to ensure client satisfaction. 

A full O&M file is then drafted, and all certificates collated and supplied to the client for their records.

Outcomes

 How successful was the project:

The project was a huge success. The client was extremely happy with the finished project and the ‘trial opening night’ was dedicated to our site staff to attend and enjoy a meal together on the house.

Were there any variations to the delivery of the project that caused a cost time variation:

During the project there were various complexities and challenges, as you would expect with a project of this size and type. Any issue that arose was dealt with through prompt communication between all parties involved so as not to impact on the overall costs of the work or the time in which the project was delivered. 

Lessons learnt:

Communication is key to the successful delivery of any project. It is of paramount importance to ensure that all information is correctly and appropriately communicated so that it can be digested and understood by all parties involved. In this project the client was very hands on and would attend site to discuss issues and progress in person. This is not always the case and Tesla Group are aware of the importance of making all communication relevant to the particular project so as not to create obstacles in delivery.