Criswell Collision aims for consistent growth after achieving Audi certification

Jan. 1, 2020
It's been full speed ahead for Criswell Collision Center since the 44,000-square-foot shop opened for business in November 2008.

It's been full speed ahead for Criswell Collision Center since the 44,000-square-foot facility opened for business in November 2008. The shop's latest asset is recognition from Audi of America as Maryland's first and only certified Audi Collision Repair Facility following a year of staff training, along with acquiring numerous special tools and equipment designed for working with aluminum and other less-conventional materials.

"It has taken a lot of determination to meet the requirements of the Audi program, both financially and logistically," says owner George Criswell, who also is president of the Criswell Performance Cars of Annapolis auto dealership operation.

IMAGES / CRISWELL COLLISION

The shop also is a ProFirst Collision repair provider for Honda of America, along with being an active member of the Washington Metropolitan Auto Body Association. It participates in 20 direct repair programs (DRPs), amounting to approximately two-thirds of the jobs, and holds several fleet service accounts.

Every aspect is geared toward "meeting the expectations of excellence" that Criswell has set forth and manager Kevin Marvin has assisted in executing. Despite a stagnant economy, particularly in the collision repair industry, Criswell anticipates continued market growth again this year. The shop grosses more than $3.9 million annually with a weekly average repair ticket of $1,500.

"All of our work reflects the idea that any of us would feel completely comfortable putting one of our family members behind the wheel of a vehicle that has been repaired here," Criswell says. "When I decided to build a collision center, I felt there was a need in the Annapolis market for a shop that provided a welcoming atmosphere, top-quality repairs, fair prices and the ability to complete repairs in a reasonable amount of time."

Kevin Marvin

With an expanse of more than 60 work bays, the sleek, modern facility has central air conditioning, an elevator, a designated employee break room, plus a conference room for I-CAR training that also is made available for insurance personnel and community groups. A dedicated parts and materials department managed by Joey Izzo and Kevin Beans is another element aimed at increasing efficiency.

The air conditioning maintains specific temperature ranges and humidity levels for a waterborne paint system that was implemented well in advance of a pending statewide mandate.

"Our industry is so dependent on the efficient performance of the materials that we use," Marvin says. "Anything we can do to maximize that efficiency helps to increase our overall production. In addition to air conditioning increasing materials' efficiency, employee productivity increases too. A comfortable work environment definitely helps to keep things moving."

At a Glance

The operation continues to expand and grow. "As our industry evolves, I see a tremendous advantage in our manufacturer partnerships. Technical training and proprietary access to model-specific collision-related information are only two of many advantages found in these company relationships," Marvin says.

"Experiencing disappointment after disappointment with the collision repairers in his area, Mr. Criswell recognized a need for a quality repair facility in his market – one that could turn out work in a reasonable amount of time for his Acura and Audi customers. Our relationship with the Criswell Audi and Criswell Acura dealerships draws a significant amount of repairs associated with those brands."

The stand-alone body shop was established as Criswell "saw a need in our market for cutting-edge technology and a facility that could redefine the stereotype of what traditionally comes to mind when most people think of body shops," Marvin says.

"Mr. Criswell did a lot of research and development when he decided to expand his business portfolio and enter into the collision repair business. He visited other shops in his area and around the country. He asked them what worked well for them and what didn't work so well."

"Armed with his research, he set out to build a collision center that would meet the needs of his community. When construction was completed, what he had built was a collision center that fulfilled the promise he made to himself years before: Provide a state-of-the-art collision center that provides market-leading service for its customers now and well into the future," Marvin says. "Overbuilding from the start gives our facility the advantage of having 'growing room' without the added expense and time-consuming aspect of needing to build more later."

Maximized potential

Four key principles are foremost in the shop's mission: presentation, expectation, perspiration, and dedication. "Each is tied to the other," Marvin says.

"Presentation through our state-of-the-art modern facility, personnel appearance – all of the writers wear a shirt and tie, as does our parts manager – and a comfortable lobby. Management is directed to prevent disappointments by setting the customer's repair expectations correctly from the start and keeping the clients informed during every aspect of the repair process."

"The perspiration component comes from our carefully selected production staff who are not afraid to work and who are dedicated to getting the job done right and on time. Dedication also applies to our clients and continues even after their repairs have been completed. All customers are made aware of our commitment to their complete satisfaction, our willingness to listen to their concerns and continued loyalty to our relationship with them," Marvin says.

Ongoing I-CAR training gives employees the opportunity to maximize their earning potential while also meeting the shop's standards. "Techs are paid flat-rate, so they have incentive to produce," Marvin says. "The more repair order hours they complete, the more they earn; so obviously not only is it in their best interest to work quickly and efficiently, but also to find hidden damages and supplemental repair areas. Administrative staff members are incentivized as well. Everyone's compensation relies on the others' performance. From volume and quality, to cycle time and CSI (Customer Service Index), incentives are in place to keep everyone's eyes on the numbers and maximize productivity."

Most every repair is kept in-house from start to finish. "We have a mechanical area with lifts, a suspension alignment machine and a press as well as wheel and tire mounting and balancing equipment," Marvin says, adding that "lean overall operations happen through keeping all of the processes efficient; every member of the team communicating effectively adds to that efficiency. That's not to say frustration is nonexistent, but whenever there is a breakdown in the process, we all work together to correct it, modify the process and make an effort to prevent that breakdown from re-occurring."

He adds that "compared to some business models I have heard about, I do not feel we fall into the 'lean' category. There are many processes we have in place that maximize efficiency and cut down on waste, but I feel strongly that if you are too lean, it costs the business money. For example, having one employee doing three jobs may seem like a good a way to save money on payroll, but if you're losing money on hastily written estimates, growing accounts receivables or poor CSIs because of quality control missteps, then in the long run, you have not saved anything. In fact, you are likely to cost yourself repeat business and lost revenue due to poor quality and overall process inaccuracies."

Parts management

Heightened efficiencies are additionally reflected in how the various repair components are procured. "We are fortunate to have a forward-thinking parts manager. He is always looking for new ways to improve the efficiency of the parts process. Ordering, receiving, returning, invoicing and inspecting parts are all critical to the overall repair. Parts management in a collision repair facility is one of the most detrimental aspects of the entire process," Marvin says.

"Production can come to a screeching halt whenever there is an issue with parts. Having one person in charge of that department helps to keep things running smoothly. We rely on our parts manager and his assistant to negotiate the best margins with our vendors and stay engaged with the jobbers and retailers for insight into the latest training and technology. Communication is also key to keeping with the efficiency philosophy: All of the staff members involved in the process are incentivized in a way so as to police one another and keep the 'machine' running well."

The shop's administrative and support personnel are equally adept at performing their jobs. "The daily demands that today's collision shops are faced with require it," Marvin says. "Our office staff is comprised of four writers, two account managers, two parts managers, one customer service representative, one receptionist and myself. All are very knowledgeable in their respective departments. Everything always runs better when everyone is at work and the 'machine is hitting on all cylinders,' but if someone is out of the office, our cross-training processes help to keep things on track."

Most of the employees are hired via word-of-mouth referrals. "I also put a lot of stock in the opinions of veteran insurance field appraisers," Marvin says. "They are in the trenches daily and see techs, writers and other shop personnel come and go. They usually know who is reliable and who is not. I feel that retaining good employees has much to do with developing a mutual respect for one another. If someone enjoys their work environment and feels well-received, they will thrive in that environment and will not be afraid to offer suggestions or take initiative to help make improvements."

Recruiting additional DRPs is an ongoing effort, as is ensuring positive interactions with insurance carriers. "Understanding the undeniable need to maintain healthy relationships with insurers, we do so willingly in order to better serve our collision repair clients. Even though we enjoy direct repair relationships with many, we provide DRP-like service in cases of companies for which we enjoy a more traditional relationship," he says.

"Keeping knowledgeable administrative personnel in place who are ready and able to explain insurance company procedures is an invaluable step in that process. Recognizing that most of our clients have just been through a traumatic experience and need some guidance, maintaining positive relationships with the insurers helps to keep things moving forward. Every step in the repair process should culminate in an upbeat experience for the client. When that happens, the insurance companies benefit from the positive CSI which, in turn, should pay dividends in terms of referrals from the insurer and the customer."

Navigating the insurance system to obtain proper payment remains an ongoing challenge. "The vehicles we repair become increasingly more difficult to restore," Marvin says. "Specialized and expensive tools, equipment and training are required and profit margins continue to shrink. The collision repair industry is currently on a financially unsustainable course. If the insurance industry does not soon recognize the value of investment in qualified human resources and updated materials and equipment, the number of shops capable of meeting the needs of the collision repair consumer will continue to decline."

Rods and customs

Having been involved with the collision repair industry for more than 25 years, Criswell's is just the third shop at which Marvin has worked. "Before taking the body shop manager position at Criswell Collision, I worked for a smaller independent shop owner and helped him to expand his business to a second location. Involvement with that project made starting from zero something with which I became familiar. I applied some of the same strategies I used with my former employer to help get things moving in a positive direction at Criswell, except on a much larger scale," he says.

Marvin's interest in the industry began during his high school years in Germany, where his father was stationed with the U.S. Air Force. "While in Germany, I was introduced to bodywork as a hobby when a friend and I did some repairs to my father's BMW 2002 at a military-owned garage. The garage loaned out tools to members of the military and their dependents, so we had the basics of what we needed to do the work. When my family moved back to the U.S. and settled in Maryland, I bought an old Datsun 240Z to get back and forth to college. As with most Datsuns, it needed some work and I became increasingly interested in doing bodywork."

Important professional and personal influences include Dave Iskow, Richard Glymph, Ray Bartlett, and George Barksdale, along with Robert and Torchy Chandler. Street rods and other customized vehicles were an added attraction.

"Being a part of that scene gave me a lot of contact with the artistic side of the industry," Marvin says. "It was all impressive enough to keep involved and excited and turn what started out as a part time job into a lifelong career."

"Currently I absorb a lot from George Criswell. Vision, fortitude and ambition are adjectives I would use to describe Mr. Criswell. This industry is constantly evolving. It takes steadfast determination to put together a facility like Criswell Collision Center. Knowing that you are never done learning how to improve is probably the single-most common denominator among those that have influenced me in my career."

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