How We Support Complex Projects

Complex projects don't fail because of manufacturing problems. They fail because of communication problems, coordination problems, and problems that were foreseeable but not foreseen.

Here's how we approach complex projects to prevent those problems from occurring.

What makes a project complex

Volume alone doesn't make a project complex. Two hundred identical handles with a single delivery date is a large project, but it's not a complicated one.

Complexity comes from variation and coordination. Multiple specifications within one building. Phased deliveries matched to construction programmes. Design development continuing alongside manufacturing. Coordination with other trades whose schedules affect ours.

Heritage projects are often complex regardless of size. Matching existing metalwork. Working with conservation officers. Balancing authenticity against modern performance requirements.

Multi-site projects with location variations add complexity. Mostly identical, but some locations need different dimensions, different finishes, different fixing requirements.

Recognising complexity early matters. Complex projects need different management from straightforward ones.

Single point of contact

Complex projects require continuity. Someone who knows the full picture, not just their individual piece.

Every complex project gets a dedicated contact here. One person who knows your specifications, your timeline, your constraints, your concerns. When you call, you get someone who understands the context without explanation.

This sounds basic, but it's surprisingly rare. Many manufacturers route enquiries through general channels where each conversation starts from scratch. That works for simple transactions. It doesn't work when projects have history and nuance.

Our contact knows what's been agreed, what's being manufactured, what's been delivered, and what's coming next. They're the continuity that holds complex projects together.

Early problem identification

Problems identified early are problems that get solved. Problems identified late are problems that cause delays, cost money, and damage relationships.

We look for potential issues during initial specification review, not during manufacturing. Does the specification contain assumptions that might not hold? Are there dependencies on information we don't yet have? Does the timeline have realistic contingency?

Flagging concerns early isn't pessimism. It's professional practice. Clients appreciate knowing about potential issues while there's still time to address them.

The worst outcome is silence followed by surprise. Good communication means no surprises, even when the news isn't what anyone wanted to hear.

Phased delivery coordination

Many complex projects require deliveries matched to construction programmes. First floor hardware needed in March, second floor in May, third floor in July. Or multiple sites with staggered fit-out schedules.

Phased delivery requires manufacturing discipline. We can't make everything at once and store it. We need to manufacture in phases that align with your delivery requirements while maintaining consistency across those phases.

This is where quality systems developed for bespoke work pay off. Every batch verified against the same standards. Reference samples maintained so June's production matches March's. Documentation that tracks what was made when, what was delivered where.

Phased programmes change. Construction rarely runs exactly to schedule. We build flexibility into manufacturing programmes so we can accommodate the inevitable adjustments without compromising quality or consistency.

Design changes mid-project

They happen. Specifications evolve. Clients change their minds. Site conditions reveal requirements that weren't anticipated.

The question is whether your manufacturer can accommodate changes, and what that accommodation costs.

Changes are easier when manufacturing is local. We can adjust specifications, modify production, respond to new requirements without the communication delays and logistical complications of overseas manufacturing.

But changes have consequences. They may affect timeline. They may affect cost. They may affect consistency with work already completed.

We provide clear information about change implications so decisions can be made with full understanding. Sometimes the answer is yes, easily accommodated. Sometimes it's yes, but with these consequences. Occasionally it's no, not without unacceptable impact on other commitments.

Honest answers enable good decisions.

Documentation that serves the project

Complex projects generate paperwork. Specifications, approvals, variations, delivery records. The question is whether that documentation serves the project or just creates filing.

We maintain documentation that's actually useful. What was specified. What was agreed when changes occurred. What was delivered and when. Clear records that answer questions when questions arise.

For volume projects, documentation includes consistency verification. Evidence that batch one matches batch five. Records that connect specific handles to specific manufacturing runs.

If something goes wrong - and with enough complexity, eventually something does - good documentation enables quick identification of what happened and how to fix it.

The relationship that matters

Complex projects work best as partnerships, not transactions.

Partnership means shared commitment to the outcome. It means communication that prevents problems rather than just reporting them. It means flexibility on both sides when circumstances require it.

We've worked with clients on complex projects over many years. The relationships that work best are ones where both parties understand each other's constraints and capabilities, where communication is direct and honest, where the goal is successful completion rather than contractual positioning.

Complex projects are more demanding than simple ones. They're also more rewarding when they work well. The difference is usually the quality of the partnership behind the project.