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Body Shop Creating and Implementing Team


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Body Shop Creating and Implementing Team

  1. 1. “ Working managers, not managed workers,” is the way of the future.
  2. 2. <ul><ul><li>Many shops are moving away from flat rate into a regular hourly wage or a Team Based Pay Plan which pays a group rate based on the hours produced in the shop. How technicians are being paid is based on how efficiently and accurately they are working. </li></ul></ul>
  3. 3. Set Goals Define the Tasks Set the Timeline Understand the Objectives Create a Vision
  4. 4. <ul><li>Set Goals: Goal-setting ideally involves establishing specific, measurable, attainable, realistic and time-targeted objectives. An organizational goal-management solution ensures that individual employee goals and objectives align with the vision and strategic goals of the entire organization. Goal-management provides organizations with a mechanism to effectively communicate corporate goals and strategic objectives to each person across the entire organization.   </li></ul><ul><li>Define the Tasks:   A task is an activity that needs to be accomplished within a defined period of time. An assignment is a task under the responsibility of an assignee which should have a start and end date defined. One or more assignments on a task puts the task under execution. Completion of all assignments on a specific task should claim the task as completed. Tasks can be linked together to create Task dependency. </li></ul><ul><li>Set the Timeline:   Timelines are used to help team members to know what milestones need to be achieved and under what time schedule. </li></ul>
  5. 5. Objectives A process of agreeing upon the common goals within an organization so that management and employees agree and understand what they expect from their team and within the organization. Ideally, when employees themselves have been involved with the goal setting and choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities.
  6. 6. <ul><li>KEYTO DESIGNING A MATRIX DRIVEN ORGANIZATION. </li></ul><ul><li>Keep them simple </li></ul><ul><ul><li>People must understand for them to be effective </li></ul></ul><ul><ul><li>People must trust the measures - most powerful if people create them for themselves </li></ul></ul><ul><li>Measurements must be in place to drive improvement </li></ul><ul><ul><li>Provides the motivation for change </li></ul></ul><ul><li>Ensure the objectives are measureable </li></ul><ul><ul><li>Real-time, hourly, by shift, by day, by week, etc </li></ul></ul><ul><li>Lean measures change as the business changes </li></ul><ul><ul><li>As the processes improve, so too must the way we measure success </li></ul></ul><ul><li>4 key Matrix’s </li></ul><ul><ul><li>We will Select the top 4 key matrix that drive overall performance </li></ul></ul>
  7. 7. <ul><ul><li>Define </li></ul></ul><ul><ul><li>Takt time </li></ul></ul><ul><ul><li>Can be defined as the maximum time per unit allowed to produce a product in order to meet demand. It is derived from the German word Taktzeit . </li></ul></ul><ul><ul><li>Takt time sets the pace for industrial manufacturing lines. In automobile manufacturing, for example, cars are assembled on a line, and are moved on to the next station after a certain time - the takt time. Therefore, the time needed to complete work on each station has to be less than the takt time in order for the product to be completed within the allotted time. </li></ul></ul><ul><ul><li>LIKE A DRUM BEAT, TAKT TIME SETS THE PRODUCTION RATE FOR THE WHOLE SYSTEM. </li></ul></ul>DESIGNING A MATRIX DRIVEN ORGANIZATION You will need to understand Takt time ,Capacity , Scheduling and Cycle Time
  8. 8. <ul><ul><li>Define </li></ul></ul><ul><ul><li>Capacity </li></ul></ul><ul><ul><li>Understanding the real capacity of a repair facility or system is always a challenge. Actual capacity can be masked by so many variables such as inventory levels, labor issues, equipment downtime, quality levels to name a few. In addition, scheduling strategies and techniques as well as product mix can play a large roll in determining the true capacity of a collision repair facility. </li></ul></ul><ul><ul><li>You will need to have a starting point to help you come as close to achieving this level as possible. </li></ul></ul><ul><ul><li>Looking back at your facility historical data can help you set a bench mark and can serve as one way to proactively determine the current capacity of the facility. </li></ul></ul><ul><ul><li>Once forecasted capability is established this will assist you in identifying which scheduling strategies will provide you with maximum capacity while still meeting your model goals. </li></ul></ul>
  9. 9. <ul><ul><li>Define </li></ul></ul><ul><li>Scheduling </li></ul><ul><li>A process of evaluating and forecasting variations and specify allotted time to performing work or achieving a current operating schedule. </li></ul><ul><li>The primary data used to develop the schedule should be correct and based on reality. </li></ul><ul><li>Durations should be realistic and feasible not success oriented. </li></ul><ul><li>A base line schedule is just a starting point. </li></ul>
  10. 10. Define Cycle Time Is often perceived in two measures, production biased and customer biased. Production Biased Cycle Time The average number of calendar days elapsed from the date the vehicle was received at your business, to the date the repairs were completed. (Formula: Date Received / Repairs Completed) NOTE: Production biased is the traditional (read: “old school”) method of calculating the average calendar days for auto repairs. Customer Biased Cycle Time The average number of calendar days elapsed from the date the vehicle was received at your business, to the date the customer took delivery. This is also commonly referred to as keys-to-keys. (Formula: Date Received / Date Delivered)
  11. 11. Helpful tools to aid you in leveling your schedule and workload SUMMIT WORKLOAD SCHEDULE VIEW
  12. 12. Helpful tools to aid your team to manage their workload Visual Control System Project teams need information to help keep the project on track in order to meet objectives. By doing so, this will allow the team to take corrective action and reallocate team resources to where they are needed. SUMMIT SCORE BOARD
  13. 13. Create A Vision <ul><ul><li>Takt time </li></ul></ul><ul><li>Paint shops will set the takt time by completing </li></ul><ul><li>“ X” paint labor hrs./$ per day and send them to assembly </li></ul>Scheduling The Team must disassemble & write a correct repair plan to replace “X” paint labor hrs.$ back into the replenishment buffer Cycle Time The team will assemble, detail and deliver completed vehicle representing the “X” completed paint labor hrs./$ per day <ul><ul><li>Capacity </li></ul></ul><ul><li>Metal shop must repair and fill paint shop to daily capacity with “X” paint labor hrs./$ per day </li></ul>What does it look like?
  14. 14. 5 MAN TEAM What does it look like?
  15. 15. <ul><ul><li>4 Measurable matrix </li></ul></ul><ul><ul><li>Schedule The Team must disassemble & write an accurate repair plan to replace 30 paint labor hours back into the replenishment buffer. </li></ul></ul><ul><ul><li>Parts must be ordered, pricing confirmed, and received with in 24 hours </li></ul></ul><ul><ul><li>Measurable matrix – Team will maintain a supplement ratio of 3% or less per month. </li></ul></ul><ul><ul><li>Capacity Metal shop must repair and fill paint shop to daily capacity with 30 paint labor hours per day </li></ul></ul><ul><ul><li>Measurable matrix – Team will maintain daily, weekly and monthly labor sales goal to achieve desired outcome. </li></ul></ul><ul><ul><li>Takt time Paint shops will set the takt time by completing 30 paint labor hours per day and send them to assembly. </li></ul></ul><ul><ul><li>Measurable matrix – Team will maintain maximum time per unit allowed per hour to produce a product in order to meet demand. </li></ul></ul><ul><ul><li>Cycle Time The team will assemble, detail and deliver completed vehicle representing the 30 completed paint labor hours per day. </li></ul></ul><ul><ul><li>Measurable matrix – Team will maintain a Production Biased Cycle monthly average of 4 days. </li></ul></ul>
  16. 16. <ul><li>Developing Compensation Plans </li></ul><ul><li>Rewarding your star performers and creating an environment where people feel valued and well-compensated for the work they do . </li></ul><ul><li>Just because you have managed to engender a culture where people work for you loyally and diligently because they agree with the companies mission for example and indeed they would even work for you for less than they could make elsewhere because of this intrinsic motivation, doesn’t mean you should pay them less! Indeed perhaps even you should pay them more! Intrinsic motivation is a rare thing indeed and at all costs you should aim to keep those individuals who have it. </li></ul><ul><li>A bit of extrinsic motivation on top therefore may well do no harm at all. </li></ul><ul><ul><li>Define </li></ul></ul><ul><li>Intrinsic Vs. Extrinsic Rewards </li></ul>
  17. 17. Intrinsic Vs. Extrinsic Rewards Extrinsic Rewards Intrinsic = Inside Feeling of Job Well Done Pride Sense of Achievement Extrinsic = Outside Praise Salary Increase Status Recognition Promotions Gifts
  18. 18. Employee PAINTER A TEC BLUEPINTER B TECH PAINT PREP Hrs Worked Commission Share Share % Pay Due Effective Hrly Rate 40.00 28.0 28.0% 1,552.32 $38.81 40.00 25.0 25.0% 1,386.00 $34.65 40.00 25.0 25.0% 1,386.00 $34.65 40.00 13.0 13.0% 720.72 $18.02 40.00 9.0 9.0% 498.96 $12.47 - 0.0% 0.00 $0.00 - 0.0% 0.00 $0.00   0.0% 0.00 $0.00   0.0% 0.00 $0.00   0.0% 0.00 $0.00 200.00 100.0 100.0% 5,544.00 $138.60 Target Payroll Cost % 42.0% Billed hours (this period) 300 Average Bill Rate/Hour $44.00 Actual labor sales $13,200 Payroll Due $5,544
  19. 19. Thank you for giving me the opportunity to train your company in the Creating and Implementing Team . PRESENTED BY: RANDY S FERRESE SR 824 BLUEBIRD CIRCLE MAYS LANDING ,NJ 08330 [email_address] 609 553 4244