Worked scenario
Ninety percent complete for six weeks
The last five percent of an interiors project consumes disproportionate time and delays payment, and it is managed with the least structure.
3 min read
A project reaches practical completion. A snag list is produced. The team has already moved to the next site, and closing snags means sending someone back.
Retention is the cost
Final payment usually waits on completion. Six weeks of open snags is six weeks of held cash, which for a contractor running several projects is a serious working capital cost.
Owner and date, not a list
A list without assignment is a list nobody is doing. Each snag needs a person and a date, or it will lose to whatever is happening on the live site.
Feed the pattern back
The same snags recur across projects — a specific joint, a particular fitting. Aggregated, they are a workshop or specification fix. Handled individually forever, they are a permanent tax on every handover.
What changes
- Snags recorded per project with an owner and a date
- Retention and final payment linked to snag closure
- Recurring snag types fed back into the workshop
- Handover defined by a closed list rather than by opinion
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