Framing Better Through Lessons Learned, Part 2

Framing Better Through Lessons Learned, Part 2

A Collection of Shared Lessons That Turn Experience into Improvement

In every framing company, there are moments that leave a lasting impression. A project that ran more smoothly than expected. A mistake that could have been avoided. A process that saved time, money, or stress. Over time, these moments become lessons, and when those lessons are shared, they become tools for improvement across the entire industry.

Following the November 2025 issue of Framing Today magazine, we are exploring more lessons learned in framing from framers. As we’re all aware, framing is more than just swinging a hammer or throwing up walls. It is a coordinated profession that has many moving parts, challenges, and factors. In the previous installment of this article series, we talked about continuous improvement and organization on the jobsite. In this article, we’ll be covering quality and labor, preconstruction, and how people matter to any project.

Hearing how others approach their work can provide valuable perspective. Across every conversation, one theme remains consistent: the companies that invest in preparation, people, and process are the ones building not only better projects, but also stronger businesses.

Consistency Through Quality and Labor

Several framers emphasized the importance of setting quality standards early on, and making sure they are upheld consistently across projects. Mistakes are always more expensive to fix than to prevent, which is why companies are investing in systems that help get things right the first time around.

For example, at Morin Construction, the focus is on quality assurance. The team flips through hundreds of pages of plans before framing begins and creates a checklist for each unit type, called their QA Checklist. These checklists highlight the critical details that must be correct and are tracked live as the project progresses. If a superintendent marks a unit as complete, it can be verified by a lead super or project manager, and photos are uploaded to document work quality and cleanliness before other trades move in. “In essence, we’re building the project around a conference table before we ever build it on site,” says Greydn Morin, Owner/CEO of Morin Construction, Inc.

Additionally, onsite labor can be an issue when it comes to the number of crew members and workload, but it can also be a challenge when it comes to skillset and experience. With many different crews and various project types, Straight Up Framing is developing score cards to match the right crews with the right projects. “This is new for us and we’re just starting to work on it,” says Todd Mason, Field Operations Manager at Straight Up Framing. “Creating score cards will make it easier to know which crew would be good for what jobs. Some crews are good at custom houses, and some are good at spec houses; this will allow us to plan our crews out better based on the project load.”

Whether through detailed checklists or new tools like score cards, the goal is the same: to ensure quality and consistency on every project. 

When quality expectations are clear and crews are aligned with the right work, companies are better positioned to deliver predictable results—even in complex or fast-moving markets.

Laying the Groundwork

Preconstruction was one of the most consistent lessons shared across conversations. Entering into a project without taking the time to prepare almost always costs more later. Investing in preconstruction sets up projects for success.

At Next Level Construction, this involves client expectation meetings, coordination with MEP trades, and even building wall mock-ups. It is important that all necessary information is gathered, conversations are had, RFIs are requested, and trades are in communication as these are what makes for a successful project and future work. As part of this phase, Next Level produces a wall mock-up to ensure that everything they are doing matches the plan and aligns with what the client wants. Once approved, it also creates a documented reference for the work done, which provides protection to the framer.

“ Laborers will follow the leader’s attitude, so it is important to be a good example and to also know what your people need and want.”

“If you start the job without all the necessary information, then you’re likely going to have to go back and do rework, create change orders, and create stress between you and the client,” says Gil Capelini, Vice President at Next Level Construction. “We’ll start a project only once we have all the information we need.”

Another part of the preconstruction process is RFIs. At Next Level Construction, they have created phases for their RFI process. In Phase 1, RFIs are requested to get general answers in order to produce an estimate to complete the proposal. In Phase 2, which is in the preconstruction phase, they are submitting more detailed RFIs to ensure all information is correct. “By meeting with our clients and asking them how they want RFIs submitted, we learned that RFIs could be categorized,” says Gil. “By breaking down the RFIs within the process, it helps streamline the process and the client knows whom to send the RFI to.”

Suppliers also see the difference when preconstruction is a priority and the focus of a project. Jarred Swope, Director of Framing and Building Products at International Forest Products (IFP), explains that preconstruction lookaheads and clear communication make deliveries smoother and pricing more predictable. “Having some sort of preconstruction call or meeting, where the dates, materials, schedule, and more are discussed among the trades, makes the project much more productive,” says Jarred. “Communication is everything, really, from the vendor to the framer and from the framer to the client.”

From the jobsite to the supply chain, preparation creates alignment, and alignment creates momentum.

People at the Center

Beyond systems and processes, people are at the heart of every successful framing company. Strong relationships, clear communication, and good leadership all play a role in their successes.

For Kenny Shifflett, Owner of Ace Carpentry, connecting with clients and partners has always been a priority. His team has successfully implemented Lunch and Learns, which are used to engage general contractors, share framing methods, and highlight their company story and philosophy. “Building relationships is key to success,” explains Kenny. “It is important to develop these relationships and get involved in some sort of activity in person. These relationships are what helps grow your business.”

Scott Stevens, President of Modu-Tech, emphasizes the same lesson across the industry. “One thing I’ve learned is that collaborating with my peers is important for growth. I have unquestionably learned more about the business with others than I ever could have on my own,” says Scott. “Being curious about what others are doing in this industry is extremely beneficial. Networking with your peers, especially through the National Framers Council (NFC), made a major impact on my overall career in this industry.”

Todd Mason also points to the importance of knowing your people. His company holds quick check-ins throughout the day so crews can regroup, share updates, and adjust plans as necessary. Leaders pay attention not just to progress but also to morale. “As foremen and leaders, you need to know your people. If you don’t know your people and you don’t know what makes them tick, then they will be less productive,” explains Todd. “Laborers will follow the leader’s attitude, so it is important to be a good example and to also know what your people need and want.”

At every level of a project, success is shaped by the people doing the work, and the leaders guiding them.

Lessons That Last

Every project leaves behind more than a completed building. It leaves behind experience. When that experience is captured, shared, and applied, it becomes a powerful tool for growth.

The lessons shared in this installment reinforce three core ideas: quality starts with preparation, consistency comes from strong systems, and long-term success is built on people. From QA checklists and crew score cards to preconstruction planning and relationship-building, these framers are proving that improvement is not a one-time effort, but rather a continuous process.

Together, these framers’ stories show that the best framing companies are not just building structures. They are building processes, teams, and cultures that allow them to perform at a higher level on every job. As this series continues, these shared lessons will remain a reminder that when one framer learns, the entire industry gets stronger.

Editor’s Note: Thank you to everyone I interviewed for your insights and willingness to share your challenges, successes, and the many lessons learned helping to grow not only your business, but the overall industry through NFC’s Framing Today magazine. This is part of an article series of Lessons Learned; if you are interested in sharing lessons you’ve learned and being a part of this article series, please reach out to Christine Wagner at cwagner@sbcacomponents.com | 224-236-3724.