Use objectives and action plans to guide the cycle time improvement strategy. I explained to Gus that since there are many factors affecting repair cycle time, I have found it best to start with those activities not involving the technicians or equipment. Administrative and management actions cause far more repair delays than the techs or their equipment. The claim-repair process is filled with numerous land mines that if not detected and managed early in the process, will cause unexpected damage to the path the vehicle must take, and consequently obstruct the progress of the car through the shop and out the exit doors. To further help Gus understand the strategy I am using, we discussed the important emphasis placed on execution and implementation.
Shop management has to be involved in the rollout and implementation of a new process.
They have to do more than just give their staff the ideas and the tools. Furthermore, if a flaw in the new process is permitted to fester or go on unattended, frontline users of the new process will slowly and usually unbeknownst to management try to kill the new policy or process. Lucky for management, the employees are often right, and should try to correct a flawed process. Management must recognize that a new process review has to be orchestrated and conducted in an active and deliberate manner. This is critical especially at the start, when immediate success is needed to continue momentum and also for other new processes that will eventually have to be introduced to employees and staff.