Finding success in SOPs and supply lists

March 14, 2014
Small changes through standard operating procedures and supply lists can make all the difference in shop efficiency and profits.

As with many competitive activities, success comes down to finding the small changes that can greatly affect the end result. At the Indianapolis 500 or in the Olympics, the race is often won by tenths of a second. In business, specifically the collision repair business, finding changes that shave small amounts of time or cost off of each job will markedly improve the profit for each repair and the overall profit of the business.  

Many operations view standard operating procedures (SOPs) as helpful; but not many have taken the time to establish procedures for each type of job. Operators often look at the task of creating SOPs as more work than they are worth. Some get bogged down with what they perceive as an impossible job: to write a procedure for each type of job that comes into the shop.

If you think having SOPs means that you must have a procedure for how to change every make, model and year of door skin, you would be correct in deeming it a never-ending job. But SOPs are useful for large categories of jobs, such as masking, surface prep, new part replacement, welded-on part replacement and air conditioning evacuation and recharge. When using established SOPs, the shop can increase productivity, reduce cost, increase quality, reduce job time and build a sense of teamwork within the shop.  Engaging employees to help build the SOP also further helps ensure it is followed. 

SOPs and productivity
Establishing a standard for each major activity in the shop informs workers of what materials will be needed for those jobs. The technician can then gather them prior to starting the work, getting the job done faster. For example, an SOP may indicate that if a fastener is broken during disassembly, a replacement should be ordered by the parts person. This ensures the part is ordered at the beginning of the job, and not when the job is being re-assembled, possibly causing a delay. Checking ahead that all parts for the repair are on hand (and are correct) increases productivity. If the manufacturer gives specific procedures for the repair, they should be reviewed before the job is started. If specialty items for that repair are needed, they can be gathered prior to starting the job. Sublets that cannot be carried out in house should be dealt with at the beginning of the job, with an appointed person held accountable to ensure it is carried out in a lean, cost-effective way.

Figure 1

Blueprinting the repair — that is, writing directions on the repair vehicle itself — is a form of SOP. If the vehicle is marked (Fig 1), the technician can see at a glance each R&R or repair, where to refinish and if blending is written on the estimate. Many businesses agree that this method makes it less likely that items will be missed. Some argue that all the information is written on the repair order, and that blueprinting is redundant; however, small items can and are missed. Also, many technicians are more visually acute when inspecting the vehicle and so are more comfortable following directions with a blueprinted vehicle, as opposed to finding the needed information on the work order.  Blueprinting also aids the repair process in the event a technician or team member is off or sick. It’s a good way to communicate customer requests and concessions to other team members that may not be on the repair order, such as, “please touch up front bumper scratch.” It also protects the shop by identifying pre-existing conditions or damage. Green markings for related repairs, yellow for supplemental repairs and red for not related or approved repairs is also nice visual indicator.

Figure 2
Figure 3
Figure 4

Production carts
A production cart is a cart set up for a specific task or tasks, such as a detailing cart (Fig 2) or for prep with an SOP. Using standardized products, the cart can be loaded with all the needed supplies for specific task. In collision repair, each crash is different and you cannot anticipate the exact supplies that will be needed for an individual job. However, you can anticipate almost all of the things that will be needed. Consider this: Assume each time you need a supply item and must leave the vehicle to get said item, it takes 90 seconds, which in itself is not a lot. But add up multiple trips over each job, and then multiple jobs per day. The lost time becomes significant. The supply cart can be restocked once or twice daily, perhaps at the morning release meeting or just after lunch, so that technicians will always be able to work on the job at hand.

The same theory can and should be applied to using a movable tool cart (Fig 3). With all the tools neatly tucked into a movable tool cart directly at hand, the technician can, in this case, roll over to the tool cart and get what is needed for the job. In most cases, when the technician is standing to work, the tools can be even closer and speedier to get and use. When the job is finished, the cart can be rolled back to the worker’s larger box, cleaned, stored and maintained for perfect operating shape for the next job. In larger shops with multiple technicians, a supply cart for every two body techs is not a bad idea. This concept also gives operators insight into which team members are frugal with supplies and which ones are wasteful.

Clean up
Let's talk about the time spent cleaning and straightening the work area. It is a job that most of us don't like; however, most of us also don't like working in a messy area. Each task becomes more difficult and dangerous if we must walk over tools, old boxes and other trash in the work area. At the end of each job, or even as a worker takes a break for coffee, he or she could straighten up the stall and organize the tool and supply carts. A clean work environment is also a reflection of the work being performed in the eyes of customers and insurers. 

Figure 5

Vehicle movement/parking
Each time a vehicle is moved, no one is being paid. Minimize these lost moments by parking vehicles so technicians can move to them to do the work. The way a vehicle is parked also has a significant impact on the through-put time of its repair. Traditionally, vehicles are pulled into a stall. But if the vehicle is parked so the damaged area is toward the aisle (Fig 4), parts can be rolled to it easier (Fig 5); trash and debris are more accessible for clean up; and if the technician needs a second set of hands, help can get there faster and more easily.

How does all this help?
The first and most important advantage of SOPs is the control over quality. Many shop managers argue that using a flat-rate pay schema short-changes quality for speed. Those that use flat rate say it is a built-in incentive to get the job done fast and with less supervision. By adding SOPs into any repair pay plan, quality will go up. Also, by having the supplies on hand, it is less likely to have a technician skip a step.  As an example, if the painter has a spray can of etch primer on hand and sees a small breakthrough in the final sanding, he or she can quickly apply it and continue with the job. If painters need to stop, mix, spray and then clean up the gun, they may be inclined to prime over the "small" spot. (Yes, the spray can of etch primer is the most expensive way to apply the primer, but its convenience and speed outweighs its cost in this case.)

Figure 6
Figure 7

The second benefit is cost. Initially, it may seem that the cost would be higher when using SOPs. However, while many specific SOPs will need to be created, which takes time, many can likewise be obtained from your paint materials supplier. They can be retrieved online from I-CAR, and now many vehicle manufacturers also supply procedures for specific tasks. By using these procedures as is or modifying them to fit your shop and its conditions, the upfront work time is lessened.   Employee engagement is one of the best ways to tailor specific SOPs for your shop layout. 

Let's say that you are selecting which type of clear or clears are best for your shop. By looking at your paint supplier's array of different clears, you surely will find those that best fit your shop and your production style. On I-CAR’s website, you can utilize — for free — the Uniform Procedures for Collision Repair (UPCR), a great source for your shop’s SOPs. The 3M website also has multiple SOPs for prep, blocking, detailing and more that can be a great help for you and your shop.   

A third function of SOPs is that they will help form your repair team into just that: a team. Instead of a shop having multiple technicians who do things the way each thinks best, demanding individual supplies and materials, the shop will complete repairs in a standard form, and you can be assured that each repair is correct and to your standard. With all technicians working toward this common goal, they will also become more of a team.

Standard supply list
Using a standard supply list can only be accomplished when each technician does repairs in a standard way, as with SOPs. The shop can then order a set list of supplies such as sandpaper grits, paint and detail supplies. This list can be organized in a central supply area (Fig 6) where the technicians can add to it themselves. Also of importance, your jobber (Fig 7) can check this supply area on a regular basis and order in what is needed. By allocating this part of your inventory over to an "outsource" labor pool, it no longer is a cost of the repair. With carefully constructed standard supply lists and SOPs, your shop’s quality, cost control and through put are designed into each step.

SOPs and supply lists will, from time to time, need to be modified and updated, of course, like many areas of shop procedures. Once put in place, however, SOPs and a standard supply list become assets to your shop with cost, quality and reduction of cycle time.

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