Recently, EYA has altered the construction of its houses. Because its strategy of building near existing infrastructure is already sustainable, the company decided it was time to increase the energy efficiency of the homes as well. “The commitment we’ve decided to make over the past six months—starting with this project we have going on down in the Capital Quarter [near the new Washington Nationals Baseball Stadium]—is to embrace Energy Star and LEED for Homes on that and all future projects,” Warren says.
Surface Appeal: EYA’s projects feature an eclectic mix of materials such as stucco, wood windows, fiber cement, corrugated metal siding, and synthetic slate.
Credit: Courtesy EYA
Older projects used high-efficiency HVAC systems, low-E windows, and upgraded roof insulation, Shron says, but now the builder is upgrading a variety of energy-related features and will be performing blower door, duct leakage, and thermal bypass inspections.
“We have aggressively increased the scope of our insulation contractor to provide all kinds of air-sealing measures on the exterior building envelope,” Shron says.
SYSTEMS ANALYSTS
Another improvement to EYA’s systems is an in-house training program for project managers, superintendents, and subs to focus on areas of the home that are prone to defects. It’s especially important to offer this training, the company says, because it builds unique projects in tricky locations, and training ensures the work is executed correctly.
The company also is using in-line, mobile inspection software by Latista to improve communication among subs, site superintendents, and the office. Conducted five times throughout the construction of each home, these inspections occur at foundation, pre-mechanical, pre-close-in, building envelope, and final close.
“Latista has standardized the way we want to evaluate the house at particular points,” says Anthony Procaccini, construction manager of the Capitol Quarter project. “Regardless of a worker’s level of experience, we’re able to show them what we need them to look for at various points.”
Latista employs handheld tablets, digital cameras, and computers to relay messages and inspection information, so that issues can be addressed within 48 hours. “To the extent that we can systematize how we build,” says John Fahey, vice president of construction and warranty services, “it takes out the goof factor, so to speak, and really makes [our subs] organized and methodical on building the homes.”
This extremely serious approach to construction has made EYA that much better, the company believes, and helps the builder deliver defect-free homes. And the company makes sure it relays this message to home buyers at the various pre-construction, pre-drywall, and pre-settlement orientation meetings the production team holds. The warranty team also meets with buyers three times, during pre-settlement orientation, at the 90-day walk, and at a one-year walk. “It’s just so important that home buyers know we’re building the home to the highest level of quality we can achieve,” Fahey says.
True grit: EYA excels at building homes with classic detailing.
Credit: Courtesy EYA
The builder wanted to quantify whether or not its changes were working, so it hired the research and consulting firm Woodland & O’Brien to help gauge the customer satisfaction program and its buyers’ “willingness to refer.” Tied to EYA’s annual employee incentive compensation, the customer satisfaction metric is an extremely important part of the company’s operation and culture. EYA says it normally achieves a 92 percent to 95 percent willingness to refer from buyers but has been running 100 percent in the past 18 months. This proves the changes are working, the company says.
EYA’s latest drive to be better happened around its 10th anniversary when the company launched E², a program that set goals to raise customer satisfaction to 92 percent willingness to refer (from 82 percent); improve employee satisfaction and productivity; identify quality standards and establish processes to meet them; and reduce construction- and service-related costs by $2,000 per home.
The program has been very successful, Warren says. “Since 2005 we have made significant improvements in construction cycle time, we save thousands on interest and carrying costs, and warranty costs are dropping,” he explains. The company also is saving more money per house, he adds.
Going forward, EYA will be doing bigger projects and more mixed use but with a steady focus on attached townhomes. “We want to grow the organization modestly, but we don’t want to chase growth for growth’s sake,” Warren explains. “We know what we do well, and we also like to be hands on. If [the company] got too big, it would be hard for us to stay hands on.”
EYA
Chairman: Terry Eakin
President: Bob Youngentob
CFO: Frank Connors
COO: Andy Warren
Company Focus: Mixed-used, mixed-income urban infill development
Employees: 60
Year Founded: 1992
Web site: www.eya.com
Notable: Started in suburban edge cities, but now develops dense, mixed-used urban infill projects near transit and existing neighborhoods. As a commitment to green building, it recently began construction on what is targeted to become the nation’s largest LEED for Homes residential for-sale neighborhood. One of the first builders in the nation to use Latista inspection software.