Direct Answer
Communicate with the GC proactively, in writing, and in advance of problems — not after. Send weekly status updates showing current production progress, upcoming deliveries, and any emerging risks. Raise schedule concerns or design issues as soon as you identify them, not when they've already caused a delay. All project decisions, approvals, and commitments should be confirmed in writing.
Full Explanation
Effective GC communication practices: (1) Weekly status email — 3–5 sentences covering: this week's accomplishments, next week's plan, any open RFIs affecting schedule, any risks to upcoming deliveries. (2) Formal notifications — any event that could affect the project schedule or cost (design change, material delay, inspection hold) must be communicated in writing within 24–48 hours of discovery. (3) Meeting attendance — attend project coordination meetings and pre-erection meetings, and send a representative if you can't attend. (4) Documentation — follow up every verbal conversation with a brief email summarizing decisions made.
What This Means for Your Shop
GCs give their best projects to the fabricators they trust — and trust is built by reliable communication. A fabricator who raises problems early and in writing is far more valuable than one who is always reacting to crises.
Common Mistakes
Hiding problems from the GC until they become visible. A late delivery that the GC knew about three weeks early can be managed. The same delivery that surprises the GC causes a crisis — even if it's the same number of days late.
Recommended Process
Schedule a standing weekly progress email to the GC PM every Monday. Agree on a status report format at kickoff. Assign one person on your team as the GC liaison — single point of contact prevents mixed messages.