Like most shops, the majority of Gus s weekly production output is delivered within the last two workdays of the week. Consequently, the staff is in a sprint-mode by the end of the workweek, often leaving everyone drained. I explained to Gus there are many shops that have overcome this tendency because they have changed their operating point of view or perception of operations. Gus did not understand what I was talking about. The point I was making to Gus is that his output frequency was not matching the input or demand frequency of his customers.
Customers damage their vehicles throughout the day and week.
Every day of every week Gus s Garage is consistently trying to force the rhythm of the customer s demands to match the operating system of Gus s Garage. His operations have to respond to the customer s demands, not the other way around. Customers must always dictate operating specifications. Operators, who understand that autobody operations are more of a long distance race and not a series of high-powered weekly sprints, typically have highly profitable businesses that are in control, and often a fun place to work. They are conditioned to run the long distance race.