So my nephew William, who manages our shop, got serious about improving how quickly we moved cars through. We didn't do anything unique, but as you'll see, we've made some dramatic progress. Here's some of what we did:
- More disciplined scheduling. We've long known the advantages of "flat scheduling," bringing in the same amount of work each day as we are producing. But we found our techs sometimes were adjusting their workflow based on how full the back lot was. William has done a great job helping techs understand that just because they don't "see" a lot of work waiting for them, that work is coming in. "I now get real uptight if a car comes in that we're not starting to work on that day," William said.
- Changing job duties. We now have one person dedicated to "blueprinting" and another person focusing on parts and sublet – just-in-time procurement, mirror-matching parts, etc. – all of which reduces in-process delays. We don't have many "last-minute parts emergencies," but if we do, we can send our parts manager to pick up a part if it's the only way to get it the same day.
- Improvements to the booth. We have an older heated downdraft paint booth, and though we have kept it well maintained, it has never run as hot as it should. No fewer than a half dozen booth specialists have looked at it over the years, but it was not until this past fall that our paint rep noticed the gas line from the regulator to the burner had been reduced in size, and that the regulator was improperly mounted and may need to be replaced. Those changes boosted our booth temperature – and cut our turnaround time. Small jobs that had almost always been in the shop overnight now leave on the same day.
- Using the numbers. We're scrutinizing – and sharing with all employees – our management system numbers showing cycle and touch time. We also get daily updates comparing our performance to that of other shops in our network. Employees know the score now, William said, and want to help ensure we're hitting the mark.
- Don't stop pushing. When an insurer tells us it will be four days before an adjuster can come out, we remind them that that affects our cycle time. "We just had a company get someone here in two days instead of four, I think because I pushed," William said. "We do the same with parts. We may order supplemental parts even before the supplement is approved, and we're following up to make sure things are here when we need them."
So what are the results? During the last four months of 2009, our monthly average cycle time (measured keys to keys, including weekends) was more than 12 days. For the same period in 2010, that number was below eight.
Granted, like many shops, our average repair ticket was a little lower in 2010 than in 2009, so we also review "touch time," or the number of labor hours we average on each job on a per-day basis. In the fourth quarter of 2009, our touch time averaged two hours per day. It improved each month this past fall, more than doubling from what it had been a year earlier.
Insurers are taking note. But even more important is that fewer customers are commenting on how long their repairs took, which tells me they are leaving even more satisfied with us than they had been.
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