How MonteVista Homes Helps Homebuyers Achieve the American Dream with Streamlined Business Processes

Introduction

Luke Pickerill, president of MonteVista Homes, helps home buyers achieve the American dream of owning a home by building custom homes at a production home value price. Building high-quality homes to clients’ satisfaction require a high level of efficiency. However, a lack of effective business process documentation used to cause setbacks. An attempt to resolve the problem with manual documentation was unsuccessful. Luke was convinced there was a better solution out there, and he sought it out online. He found several software solutions, but SweetProcess stood out for many reasons. Read along to find out those reasons and how the organization leveraged them to improve their workflow. First, let us have a backdrop of the company.

Luke Pickerill, president of MonteVista Homes

About MonteVista Homes

MonteVista Homes is a second-generation, family-owned home building company based in the state of Oregon. It offers clients a complete home acquisition experience from choosing a suitable neighborhood to choosing their preferred design specifications. 

Prioritizing the comfort and safety of its clients, the company operates on a 250+ Point Proprietary Quality Control Assurance system to maintain high standards in all its projects. Its home designs are created to suit the taste and lifestyle of homebuyers in Oregon. 

MonteVista Homes offers homebuyers good value for their money with competitive pricing. Its homes are built with high-quality materials and sold to clients at affordable prices. 

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The Biggest Pain Point

Construction work is highly technical. The intricate details can sometimes be complex even for an expert.

“It’s actually a very complicated process. From an operational perspective, it’s relatively complex,” Luke admits. 

The job requires a lot of manpower and it takes the collective effort of everyone to achieve set targets.

“There are all of the day-to-day operations that go along with that, but then we employ about seventy-five to a hundred individual trade partners in order to get these homes built. Each trade partner may have anywhere between one to forty employees.”

Although the various trade partners work on different projects, they all have to move at the same pace to complete the production circle. But there was a disparity in the knowledge base of workers that hindered a uniformity in operations. Luke laments that this was the hardest nut to crack. 

“The most challenging part is the operational organizational side of it. You have, at any given time, fifty homes under construction. You have a certain number of trades that are involved in any given market group. As one trade gets ahead of schedule early or late, that can affect all other buildings simultaneously.”

The team acknowledged the need for SOPs,