How do I train a project coordinator to take over my fabrication shop’s estimating?
Have the coordinator shadow your estimates first, then build their own for you to review, then price real jobs with you checking only the risky ones. Pair each stage with a look back at won and lost quotes, so the judgment behind your numbers is passed on, not just the spreadsheet.
Begin by writing down how you estimate. Where do material prices come from, how do you judge hours for cutting, fitting and welding, and what extras do you add for risk? Much of this lives in your head, so talk through three old quotes aloud while the coordinator takes notes. Include the jobs you regret.
Then change roles. Give the coordinator a real request for quotation, ask for a full estimate, and compare it with yours before anything goes out. Do not just correct the answer. Ask why they chose each assumption, and explain yours. Repeat with different job types until their results land close to yours.
After that, let the coordinator send quotes, but have them flag jobs that are unusual or large. Review outcomes together: what was won, lost or underbid, and what the actual hours showed. That feedback loop teaches more than any template. Do not forget the relationships. Introduce the coordinator to the customers and suppliers they will deal with. Your lawyer and accountant can help you decide how any new responsibility, title or pay is set, and what a future buyer will want to see.
Key takeaways
- Write down how you estimate, and talk through old quotes, including the ones you regret.
- Move from shadowing, to reviewed estimates, to flagged-only review.
- Compare quoted hours with actual hours on finished jobs so the coordinator learns from results.
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Sources
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- 01Business Development Bank of CanadaGovernmentWhat is succession planning?
- 02Business Development Bank of CanadaGovernmentAdvice for succession planning - Articles and tools
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