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Steel estimators identify all the steel items to be fabricated from the set of bid or contract documents. They list and price these items. They then provide a bid price to the potential customer, prior to their required bid date and time, in the format requested.
Learning to become a steel estimator takes time, practice, and repetition. It is a profession that is learned by doing. There is no set format for doing the job—only unwritten practices that have been handed down by predecessors to eager apprentices. Each estimator’s skill is developed over time and trial. What works or does not work to gain success is learned quickly.
All the information needed to prepare a steel estimate with regard to takeoff and pricing is indicated in the bid and contract documents. A complete price must include all the labor hours to fabricate the work; all costs for steel detailing, steel materials, fasteners, buyouts, forming, and specialty items; all paint and related labor; shipping; and last; all markup and profit extensions.
It is the steel estimator’s goal to include everything needed for the completed scope of the work and still be the low bidder against the competition. Although this task sounds impossible, it is not because all the other steel estimators bidding on the projects have the same set of information. The utilization and interpretation of that bid set information, together with the knowledge and experience of the steel estimator, are the trick to being successful.
It is highly unlikely that any two projects in the commercial marketplace will ever be the same. Because all jobs are different, it stands to reason that the methods for steel estimating vary from project to project. Nevertheless, the basics applications, as defined in this manual, remain consistent.
Consistency in the work structure helps to avoid confusion, both for steel estimators and for others who need to use the information created within the steel estimate. Developing a consistent format for the take off and estimating practices will enable others to quickly understand the information provided. Because the specifics of the steel fabrication company’s requirements will vary, the estimating format needs to be shaped individually.
The basic information contained in this book will get you started and move you along in the right direction. Your work activity will help you learn more. Each project may reveal something new and different in the plans and specifications. Be flexible in dealing with project inconsistencies. Learn to work with potential customers in order to resolve any problems that may arise from those issues.
Steel Estimating is a little like gambling—you throw down your dollar and place your bet. You never really know how other people arrive at their bid numbers. What is truly important is that you know how you arrived at your price. Don’t spend a whole lot of time trying to figure out how your competition arrived at theirs—the unknowns will leave you with many unanswered questions. In the end, the project sells for what the market will bear. Stay on top of what the current market values are by obtaining post bid information whenever possible. Having this information will help you know where your finished pricing has to be in order to create a successful quote.
Mentoring with someone who has a successful background and years of steel estimating experience is a great way to get started. Build a strong foundation for yourself by working with those who are successfully established in the industry, and stick with the winners.
The ability to read the contract drawings and the shop fabrication drawings is essential to steel estimators. Acquiring a working knowledge of these drawings is important. By understanding contract drawings—what the steel fabricated items look like and how they are used—you will know exactly what to look for and where.
After they are familiar with the drawings, steel estimators must then learn to list the steel materials, also referred to as “performing a take off.” Listing the materials from the contract drawings becomes easy once you know what you want to find. After the take off is complete, the pricing is installed and the shop labor is applied. All the rest is just math steps—with the extensions of weights, pricing, and markups—to arrive at the proposed sale amount.
It is essential that steel professionals know everything there is to know about the steel items being quoted. They must know the plan for detailing the steel; purchasing the materials, goods, and services; and the required time to schedule for the shop, as well as the anticipated final shipping date for the steel. As the steel estimator, you must create a good map to the project by way of your take off, using adequate and current pricing and labor hours; you should demonstrate the expediency and efficiency toward which the project managers and shop managers will need to perform.
Create a complete plan with everything itemized and listed, including contract drawing details and drawing references. Those who refer to the plan should be able to see the necessary steps for fabrication, using the guides provided for them to follow. This plan created by the steel estimators will be referenced during the entire course of the project. From bid day through to the final billing, all the information you put in your quote will be very valuable.
All information provided by steel estimators must be clear and concise. Any items that are not clear and concise will be the ones that will come into question later—guaranteed! When questions come up during the fabrication process, the steel estimate will always be referenced for answers as to what was bid.
Every job has situations that are unclear. Therefore, even the ambiguous items must be well documented along with what was priced to cover that work. The materials list together with the bid letter precisely documenting all of the information goes a long way towards a successful project.
Many shops assign their estimating department to their sales department. In many cases, the estimators double as the ones who will also choose the projects to quote. The estimator as salesperson is common practice with smaller fabrication shops; estimators have the working knowledge of the project they quoted or will be quoting, enabling them to work more efficiently with the customer.
Initially, choosing a job sounds like a simple task. One would think that if a project requires fabricated steel, well, you would then quote on providing that steel. However, when the bid documents are analyzed based on the items to be fabricated, the process of choosing or not choosing a particular job to quote becomes a bit more involved.
Selecting projects to quote for the shop is a responsibility that involves a realistic view of a combination of items. Use Table 1.1, The Elements of Project Evaluation, to help with your choices. Know where you are with these items listed before you choose to bid on a job.
Consider these items carefully. It is important to understand both your own estimating capacity and your work backlog. Don’t overload yourself and create a quote in a rush if you can avoid it. Overselling the shop has negative implications to project schedules and cash flow requirements.
Steel estimators must understand the types of projects that are a successful fit for the company. If the company is interested in expanding or diversifying, then looking for small projects with fabrications that are different than what the shop normally performs might be prudent.
Table 1.1 The Elements of Project Evaluation
| 1. | Your own strengths and weaknesses as an estimator |
| •The type of project that fits your expertise | |
| •The time available in your current estimating work load | |
| •The magnitude of the scope of work | |
| 2. | The type of work on which your company thrives |
| •Commercial buildings, smaller or larger projects | |
| •Specialty fabrication (nonferrous) | |
| •Private fabrication | |
| 3. | The type of work your company may want to do |
| •Common steel fabrication | |
| •Specialty steel fabrication | |
| •Nonferrous fabrication | |
| 4. | The size of your shop |
| •Manpower—how many hours a week does your shop have to apply to the work | |
| •Physical characteristics of the shop | |
| •Square footage under roof and yard fabrication space | |
| •Handling capacity, overhead lifting, and rolling stock | |
| •Equipment capacity and versatility | |
| 5. | Current work load |
| •How this potential project will nest with the current shop work load | |
| •Project completion requirements-duration of schedule | |
| •Future work to help create a backlog |
Be clear on the handling capacity of the shop equipment and what kinds of tools are available to use. Understand the specifics of the available shop equipment, such as:
•the throat allowance on the band saw
•the ironworker tonnage capacity for bending and cutting
•throat allowances for the different materials
•types and functions.
Know what type of welding equipment is available. Make a list of all the types, sizes, and capacity of
•overhead moving equipment
•forklifts
•hand trucks and dollies
•yard rolling stock
•small tools (like drills, grinders, beveling equipment)
•flat layout areas
•work tables
•saw horses
so that you are aware of the shop’s resources as you consider your estimate for a project.
Understand the strengths and weakness of the shop with regard to personnel, tools and equipment, handling capacity, and floor space. Shop size has to be considered, not only the square footage, but also the height limits of the building, the allowance for door openings, and space for yard storage. Would special equipment have to be rented or purchased to work the job you are bidding? Are the fabricated members in the contract drawings extra large and heavy? Allowance for such conditions need to be made in the pricing, either by additional labor or a buy out of certain labor functions, including, for example, special cutting of extra heavy or oversize materials.
Rolling, forming, bending of materials, bevel cutting of plate, special shapes cut to size—choices about these items need to be made prior to quoting the projects. Will they be provided as a labor function of the shop or as a buy out item from a vendor?
Target the markets that contain the elements that the fabrication shop is best at building. In the quest to fill the shop, don’t waste estimating time and dollars to quote on a project that has unrealistic fabrication and delivery requirements. If the shop labor staff is good at fabricating beams and columns, but lacks the expertise for fabricating stainless steel, then steer clear of bidding anything with stainless steel work. Avoid projects that may be too small or too large for the shop.
Check project specifications; make sure that there is nothing there that will disqualify your company. Watch for special requirements that you would not be able to meet—like being an AISC-certified shop or a union shop if you are not. Check on the project schedule that is indicated in the general conditions section of the specifications or may be advised by the customer; make sure that this schedule fits within current work load requirements.
Research past projects, especially if you are new to the shop where you are working. Get to know what jobs were successful and why. Also, get to know the jobs that were not successful and why not. Specific opinions on the good and the bad may or may not be the actual reason a project resulted in a loss for the company. There will be clues that will lead to the true answers when comparing the working file to the original quote.
Most companies now have computer programs for their job costing. Review the historical job cost files for projects to research. Once a project is identified as interesting, get the hard copy job file, then locate and review the original steel estimate. Review the entire quote for the total labor hours and all cost information that should be there.
If the project chosen to review was a successful project, then all too often it is automatically assumed that every element was completed under budget. However, even if the project as a whole was completed under budget, some specific fabrications may have had labor hours and costs that ran over budget, while others were under budget. Find out why. What did the job look like? Are the contract drawings still available for review? What about a set of shop drawings? Reviewing all of this information will enable you see how and why your company was successful with that work.
The goal is to find what works best for your company and focus on those elements. Find the work that suits your shop the best and you will be more successful as an estimator for them. Once you are clear on Table 1.1’s The Elements of Project Evaluation relative to the fabrication shop, you will have better defined your direction. You will be less likely to waste time quoting projects that are not going to be beneficial for your company.
Actually travelling to a plan center or a general contractor’s plan room has become a thing of the past. Most plan centers and general contractor plan rooms are online; you can review drawings right from your desktop and print out your own drawings. Using online plan rooms takes much less time and effort than borrowing bid documents. Now you can buy a set or get one on deposit—even at night or on weekends. Online plan centers vary in costs and services. Some offer free support for the subcontractors to the general contractors that are members.
Construction Newspapers and Bid Advertisements
Bid advertisements can be found in construction newspapers. They often can come over the fax or via email. Public works projects may also be advertised in local newspapers or posted on government web sites. These are the most common ways to find open bid construction projects.
You may get occasional phone calls from general contractors or other customers requesting a quote on a specific project. In addition, someone from your company may drop a set of drawings on your desk. Phone calls to your favorite general contractor or past customers with an inquiry on any up and coming projects is a helpful way both to both get your name out there and to find out about any attractive opportunities.
Most of the time, you can tell by the project’s title what type of project it is. You may also be able to tell just from the name of the job whether it is new construction or a remodel. For example (these are not actual names) “Joy Rider Middle School” might be a new school. But “Joy Rider Middle School Modernization” would be a remodel. Another example is “Big City WWTP.” This name would be a Waste Water Treatment Plant. You can never really tell exactly what a project is until you look at the drawings, but the name of the project can be a pretty good indicator of what you might find there.
No matter what the resource, approach every job like it may be the right opportunity. Then consider The Elements of Project Evaluation while making your decision. If it passes all five, then the project may be a good opportunity for the company.
Never knowingly bid work that is going to get your company into trouble! Positioning your company to take a job with a specific compliance your company cannot meet or specific scheduling requirements that are unrealistic is bad business practice.
If the project specifications indicate that structural steel fabrication is to be performed by an AISC-certified shop (see references) and pricing is provided by a shop that does not have this certification, this action may invite the opportunity for litigation should you be low bidder. Stay away from such projects. If the project schedule calls for steel delivery in six weeks and it would take your shop twelve weeks to complete, it may be best to pass on this opportunity.
If you are aware that you may have missed some item in your quote that has made your number too low, make this known to the manager or owner as soon as it is discovered. Moving forward with a project knowingly without disclosing such errors is a serious disservice to your company. The negative ramifications of such action will never go away.
Exposing errors and omissions upon discovery will allow the company and the customer to process them. Errors and omissions eventually become apparent all on their own over the course of the work; they will make a bad situation worse. Steel estimators are only as good as their last job, after all. Thus, so much work is needed to cover all bases.
Within a few days of bidding on a project, call the company where you submitted your bid and ask for bid results. You want to learn how your number stacked up against your competition. Knowing the pricing helps steel estimators become aware of what the current market is doing, guiding them towards efficiency in pricing. Get the names of the other companies that competed in the bidding as well as their bid price, if you can. If you can’t get exact numbers, ask for a percentage of the spread between the prices. After a few times of gathering this information, you may discover a consistency with the pricing and the companies that submitted them.
After gathering and reviewing the historical quote information, steel estimators may be able to surmise what the market will bear with the next quote. This accumulative history of projects quoted, together with what was won and by whom, provides clues as to which shops may be getting backlogged and which ones may become more aggressive in quoting projects.
Historical bid information helps steel estimators determine how aggressive they need to be, and whether their companies would benefit from expanding or switching markets. Check with the managers who make these types of business decisions to determine your company’s sales direction.
The industry standard for the bids won vs. jobs quoted indicates that good steel estimators usually get one job in ten. If the steel estimators find themselves consistently or unexpectedly doing better than that, there may be concern for an error in the pricing extensions or for some other judgment error.
The remaining chapters in this book will break down all the information needed to create a complete steel estimate. The guidance and suggestions will be specific with regards to the materials application of your estimating and, in general, the applied shop labor, painting labor, and handling time.
By the time that steel estimators have finished listing all the materials, extended all the labor hours, installed the pricing, and completed the bid letter, they should have a working knowledge of the contract drawings well enough to “see” the entire job. Mentally the project is completed—all the steel beams, columns, and miscellaneous fabrications have been fabricated in the shop; loaded on trucks; and sent to be framed together in the field.
