Tom Tylka opened his body shop in the 1980s and since has grown to operate five locations that operation like a franchise—without the corporate feel. Here's how he built his ideal shop culture across several locations.
In order to successfully revamp his shop without incurring significant debt, Tim Kilkeary put into motion a five-year capital reinvestment plan in order to update the facility and the shop’s equipment.
Every business is different—but the numbers that affect shops are universal. And knowing how to monitor and improve KPIs is an art. Courtesy of three standout shop operators and information culled from the 2018 FenderBender Industry Survey, here’s your guide for tracking KPIs.
Does your company resemble what you set out to accomplish from the beginning? Are you the leader you wanted to become? Are your employees part of a realized vision? Here are lessons from three top shop operators who had an idea, a plan and the diligence to realize their visions.
Managing paint and materials sales and costs requires careful attention to KPIs and a unified team effort. Ensure profitability is part of shop culture by discussing these numbers with your team, from the paint department to the estimators.
Whether you’re looking to expand your business or gain the upper hand with an MSO in your market, the plans these two owners have have crafted over the past several years of growth will help you be ready.
Melissa Marscin’s success with the Collision Repair Education Foundation program rests in her communication with both industry donors and collision repair instructors. It’s a twofold approach that keeps money coming in from companies and organizations, and gives schools the opportunity to promote updated curriculum and equipment to students.
From day one, Richard Romero's goal has been to shatter the traditional industry model and bring the lessons he learned from his years of dealership training into the independent side. That initiative is what helped Dan's Paint and Body increase revenue from $4 million when Romero was hired to $6.2 million in 2016.
In order to keep his team on the same page, Kyle Wharff holds update meetings on the first workday of every month to go over the previous month’s numbers and to set an action plan to address areas of concern. These are the key areas of improvement that he requires