March 2001
Gus's Garage

Gus insisted on going to Charlie’s café to discuss the staging process that he implemented last month. Dottie, who I think is the only waitress in the joint, always gives me the "evil eye" since I re-enacted the Jack Nicholson scene a couple of months ago. I have since restricted my orders to counter-muffins and coffee so that I can personally see them preparing my food.

Gus feels confident that the new staging is going well. Jose, the heavy hit technician who is participating in the new process with Gus, has already reduced his supplements per job and has not had to delay a job while waiting for last minute parts that were overlooked or incorrect.

During the month, Gus and I had several conversations regarding ways to improve the workflow and scheduling of Jose’s workweek to maximize his skilled production capacity. One issue was the difficulty Gus was having in getting "off-line" repair processing completed just in time (JIT) to match the time frame needed or when the vehicle is ready for hand-off. (Off-line repairs are repairs not performed by Jose in his workspace - for example sublet, wheel alignments, glass, upholstery repair, and steering-columns.)

The second issue dealt with a system to improve Gus’s ability to reload Jose’s work space with re-assemblies, continuation of repairs after ‘off-line repairs", and smaller new assignments without having one or multiple jobs waiting for long periods of time.

Gus could not figure out a simple way to manage these transition-processing steps. He knew he was impeding Jose’s workflow and still causing major delays.

We addressed these issues in five ways:

1. Created a personal two-week activity schedule with daily entries.
2. Added a new sheet for "off-line" repair steps to the work order package.
3. Built a new assignment board.
4. Assigned a metal tech assistant for limited repair activities.
5. Set a rigid sequence for repair processing steps.

First, since Jose repairs fewer units weekly, Gus considered it relatively simple to track Jose’s daily activities and availability.

The two-week schedule is a single page document with 2 rows of 5 empty blocks. Activity entries are basic: staging; disassembly; repairing; re-assembly. One row is for Monday thru Friday of the current week, and the second row is for next week.

Since the new staging process has been implemented, Jose is averaging one heavy hit a week plus 1 to 3 smaller day jobs. Gus wants the day jobs to eventually become larger jobs that Jose can repair-down to a less complex repair point for job hand-off to Kyle for final repair processing.

Second, we added a new page to the technician’s work order package called the "Off-line Sheet". It will use red paper and checkbox lists for the car’s repair processing that will be outsourced or performed off-line. The list of "off-line" line items originates with the estimator’s staging notes. Each line item will list who, what, and when each off-line activity should be performed. It will be positioned in the technician’s work order package as the top sheet for high visibility on Jose’s assignment board. As each ‘off-line’ process is completed, a large "x" will be placed in the associated checkbox. When all items are checked off and QC’d by Jose, Jose will place the red sheet to the back of the work order package so that it is not visible.

Third, an assignment board was installed in Jose’s work area to visually organize his work in process (WIP) inventory. As Jose receives a new job he will remove the work order package from the plastic pocket folder in each vehicle and place them on a clipboard. The red Off-line Sheet will be on top. Each job will have an individual clip board and hang in one of six columns on the ‘board’. (1-Staging; 2-Disassembly & Repair; 3-Off-line Processing; 4-Paint Dept; 5-Final Re-assembly & QC; 6-Hold) As a job progresses through the repair process, the clipboard will be moved to its associated column on the assignment board. With bold RO number labeling and red sheets; Gus can easily & quickly determine Jose’s workloads, availability and offline job requirements.

Fourth, to best utilize Jose’s skills and assure just in time availability for re-assemblies, the newest technician will provide limited assistance to Jose on his heavy hits. By working with Jose during disassembly and de-trimming, Kyle will subsequently be familiar with the vehicle to perform the re-installation of trim and final re-assembly. Since the wheel alignment rack is adjacent to Jose’s workspace, we also decided that Kyle would also perform wheel alignments on Jose’s jobs.

Fifth, we decided that the vehicle could not be handed off to paint until it is mechanically restored and quality checked. Therefore, all mechanical repairs, outsourcing, and interior trim have to be completed before paint. The mechanical and electrical items have to operate perfectly. To accommodate the painting process, this policy will sometimes require double R & R steps by Jose or his assistant.

Gus has established a daily routine with Jose by having two quick daily meetings, one in the morning and one in the afternoon. The meetings are used to update the daily schedule and review the week’s workflow. At first, both men considered the schedule a waste of time and demoralizing. Jose did not want to commit to a definite repair completion time and Gus was disturbed that the daily schedule was never on target. I was on the telephone with both men several times during the month to assure them that the schedule was never intended to be 100 percent accurate, but to guide both men through a consistent workflow process of multiple repair functions that have specified time constraints and allowances.

I have found that most techs and many shop owners are afraid to make a time commitment for specific repair processes. They prefer to fall back on "it will be finished, when it is finished right, do you want speed or quality?" In reality though, each one has almost an exact time expectation in their mind, which is usually pretty accurate.

The "when" or expected timing of repair activities will always be uncertain, but "who" and "what" have to always be absolute. Through the staging process and the new policies I am trying to create as many absolutes as possible to minimize the affects of those items that have a degree of uncertainty.

By conducting up-stream discussions on "off-line" processes like suspension, airbag diagnosis, test-drives, and sublet, Jose has become more aware of the importance of timing and coordination. Similarly, Gus as the production manager is constantly focusing on those repair processes that cause delays and missed promise dates.

Next month we will discover what the paint department is using for a work order, since Jose is now keeping the work order package at his station.