How Helios cut project delays by 32% in two quarters
32%
Fewer Delayed Installs
11 days
Off the Average Project
Helios came to Bailey Hart with a delivery problem they had already tried to solve twice internally. Installations quoted at six weeks were routinely landing at nine or ten, and nobody in the business could say with confidence where the extra time was going.
The first four weeks of the engagement were spent doing nothing but measuring. We tracked forty live projects end to end, timestamped every handover, and built a picture of the real delivery path rather than the one described in the process documentation.
Challenge
Rather than restructure the departments, we redesigned the sequence. Procurement was moved to run in parallel with survey sign-off using a standard parts list for the four most common system types, which removed the fixed two-week wait on roughly seventy percent of jobs.
Crew assignment moved from an availability calendar to a simple complexity score applied at quote stage. A weekly delivery review was introduced with one named owner per stage, and any project slipping more than three days was escalated in that meeting rather than at month end.
“Bailey Hart helped us see exactly where projects were slowing down and gave our team a much simpler way to move installations forward.”
Jessica Mercedes
COO at Helios Solar
Approach
Within two quarters the average project ran eleven days shorter, and the share of installations finishing beyond their quoted window fell by thirty-two percent. Rescheduled surveys dropped below five percent once the deposit gate was enforced.
The more durable change was cultural. Delivery problems started surfacing in the second week rather than the eighth, while they were still cheap to fix, and the leadership team stopped relying on end-of-month reporting to find out what had gone wrong.
Solution
Rather than restructure the departments, we redesigned the sequence. Procurement was moved to run in parallel with survey sign-off using a standard parts list for the four most common system types, which removed the fixed two-week wait on roughly seventy percent of jobs.
Crew assignment moved from an availability calendar to a simple complexity score applied at quote stage. A weekly delivery review was introduced with one named owner per stage, and any project slipping more than three days was escalated in that meeting rather than at month end.