100% Disassembly Video

Duration - 48:51

• View Transcript

  SW 100- Disassembly.mp4 Slide Image: Instituting 100% Disassembly Presented by: Mike Anderson Version 1.0 February 2021 Speaker 1 [00:00:02] Hello, everyone, this is Mike Anderson from Collision Advice, along with my awesome teammate Tracy Dombrowski, as well as the incredible Mr. Ted Williams from Sherwin-Williams. Ted, are you with us today, sir? Yes, I am, Mike. I'm pretty excited about this session. Well, thank you so much and listen, everybody, we are here to share with you today our presentation on implementing a 100 percent disassembly practice within your organization. So with that said, let's get started. First of all, we always need to cover the antitrust guidelines, so please bear with me as I read these. It is understood that in today's webinar, we will not discuss any issues that would violate antitrust guidelines. Avoiding violations of the antitrust laws is the responsibility and legal obligation of the business owner. Any discussion of current prices or discounts, with a competitor should be avoided. And in our industry, this includes discounts, time, hourly rates, charges to insurance companies, individuals, fleet owners, dealers or other shops or repair vehicles. Surveys of prices, discount cost are permissible but only under strict guidelines, and only if they're not part of a conspiracy to fix prices or otherwise restrain trade. Cost studies that lead to price fixing or price stabilizing agreements violate both the United States and Canadian and our trust laws. So remember, the prices that you charge must be calculated and determined by you, the business owner and or manager, by yourself alone. These prices should take into account the cost of doing business and include allowances for a reasonable profit. All content in this webinar is based on standard economic and management principles. Profit margins labor rates, ect. used in this presentation, are to be taken as examples only. When the intent of this workshop or webinar is to provide attendees with basic management skills, leaving them free to determine their own individual rates, proper percentages and other operating management aspects of their business on a strictly independent basis using generally accepted management principles. So that's a mouthful. But just understand any time we use a labor time as an illustration, it's strictly for seminar purposes. So now, listen, everybody has been muted. However, questions are encouraged. So if you have any questions, please feel free to use the questions panel. And then my two awesome teammates, Mr. Ted from Sherwin-Williams, as well as Tracy Dombrowski. They're going to be monitoring the questions panel and they'll interrupt me. By the way, if you have any technical difficulties, right? You can always reach out to my teammate Tracy Dombrowski on her cell phone, and she just put it into the chat panel. And so if you have any technical difficulties, feel free to reach out to Tracy's. In addition, this webinar is being recorded. So if for some reason you got to jump off early or you see value in this and you want to share this with other members of your team, it is being recorded and it will be shared with you by the Sherwin-Williams team. So with that said, let's get started. First of all, what are we going to talk about today? We're going to talk about the importance of doing things with your team and not to your team. The second thing we're talk about is really an overview of how you implement the 100 percent disassembly process within your organization, meaning your four walls. We're going to talk about why it's important to identify what the benefits are for every single industry stakeholder as well as each member of your organization. Then we're going to focus on the why. Why components need to be removed. Talk about the importance of building definitions for each of those reasons why and then talk about examples of the what. And then last but not least, we're going to talk about what are some things you can do to audit the process to ensure sustainability? So we've got a lot to cover in a short amount of time. So first of all? I want to ask you a question. Do you believe that it is beneficial, ladies and gentlemen, in doing things with your team or to your team? So I want you go to the questions panel real quick. Tracy is going to type in the chat panel. Would you rather somebody do something with you or to you? So just I'm looking for your answers here in the questions. Would you rather somebody do something with you or to you? What would you prefer someone to do? All right, come on now. We got a lot of people on this webinar. All right. So Shawn said, I would prefer somebody do with me, Scott. Oh my God, we got Scott on here from Honda, Tracy. We love that brother, right? Oh, Scott, we love you. Miss your brother. All right. Yeah, with me, Audrey said I'd prefer somebody to do it with me. Greg Spooner said, Hey, I'd prefer someone to do it with me. All right. All right. Come on now. We got like almost 40 people on this webinar. I need everybody typing on the screen here. So let me ask you a question. What are some of the benefits in us doing something with our team versus to our team? All right. So can you type down the questions panel for me, please? What are some of the benefits of somebody doing something with you versus to you, right? What are some of the benefits? What are some of the benefits of someone doing something with you versus to you. All right. So Shawn said, you get better cooperation. Amen, my brother, Amen. You get better cooperation. All right. Come on, give me something else, y'all. All right. Let's see, Greg Spooner said. You have more of a team spirit and you'll get a positive outcome and production better. Aubrey Nass, love what you said there. Sustainability, right? When you do things with people, it's going to be more sustainable, right? Leroy said that we all have a common goal, right? OK, let's see who else here. Robert Manatee Hey, Robert, from up in Canada, he said. You get buy in, Scott. I absolutely agree with you. Here's the mistake I see. First of all right. I go into hundreds of shops. I'm not embellishing hundreds, right? And I see that most people are not doing it 100 percent disassembly. They're doing like an 80 percent or 85 percent, right? And at the end of the day, what I've seen is the reason most people aren't doing a hundred percent assembly is because people have tried to like for management, right owners and managers. They've gone in and tried to do it to their team versus with their team. And ladies and gentlemen, I'ma tell you the first thing you need to understand if you want to implement a culture of a hundred percent disassembly is to do it with your team, not to your team. Now there's something that I learned and that is something called guided discovery learning. And what this means is right. Too often as leaders and managers and owners, we just want to give people the answers because we just want them to hurry up and get it done. Ladies and gentlemen, I'm telling you that that is a short sighted vision, right? You see, if we just give people the answers, they probably will not retain what it is that we want them to know. So really, what your goal is as a leader is, what your goal is, is that you really want to take and ask your team a series of questions, which is called guided discovery and you want to guide them to discover the answer on their own. Right? So ladies and gentlemen if we can guide our team to discover the answers on their own. It creates like an aha moment where the light bulb goes off, right? And so if you do guided discovery learning with your team and you implement guided discovery, which is your guiding them to discover the answers. Number one is it's a collaborative process where everybody is exchanging information, right? And then what happens is you consolidate the best of everyone's ideas. So remember, ladies and gentlemen, when you're implementing a process in your shop, your goal is to do it with your team, not to them. And your goal was to lead them on a journey through discussion that allows them to discover the answers for themselves. And I'm going to give you an example about that here in just a few moments, right? So again, guided discovery is the process of leading your team through discovering the knowledge that you want them to have. The other benefit of guided discovery is that when you have a collaborative discussion with every single member of your shop, I mean, the estimators the parts departments, the CSR, the body techs, the plaint techs and the people in the detail department. You're going to get different perspectives. And the goal is that you want to have everybody's perspectives so that you can now get them all kind of rowing in the same direction. We're all seeing things from the same view to point. I mean, I'm sorry point of view. The other thing is is that when you lead your team in this discussion and I promise you, this is going somewhere and I'm going to connect the dots for you in a few moments. That when you lead your team through a discussion of building how you want things done with one hundred percent assembly, you will have a higher retention of the content, meaning people when a light bulb goes off, they're going to retain it, right? And this leads to sustainability. Now I'll give you an example, right? So one of my friends. His wife is a marriage counselor, and she says that when a husband and wife comes in, she does not tell the husband or wife, Look, you're at fault, right? They don't say, Hey, Tracy, you're the problem. Because if they do that, then the husband and wife will never come back to counseling, right? They're going to be defensive. So instead, what my friend's wife does, if she asks a series of questions of the husband and wife and to one of them, have an aha moment that goes off and says, Oh my gosh, you know what? I'm the problem here, right? So remember, like if you talk to anybody that's like a counselor or, you know, or anything like that that gives professional help like that they don't tell somebody, here's what your problem is, right? What they do is they ask them a series of questions until that person has the self-awareness or they have this acknowledgment. Oh my gosh, this is the problem. I'm the problem, right? So your goal was to create an aha moment, right, where a light bulb goes off. So now let me share this story, right? So many years ago, when I sold my shops, I actually moved to Hawaii and when I moved to Hawaii. Anybody that lives in Hawaii would know this, that it sometimes it takes a while to get parts right because everything has to come over by boat. So what happened when I went to work at this shop in Hawaii, where I lived at for a while, the shop would kind of like, you know, write an estimte, car would come in. They'd take it apart, they'd find some parts and then the car has to sit for seven or eight days, right? And then what happens is the parts come in and then they go and they fix the car and it gets painted. It comes out of paint and they gotta put the car together and now suddenly find out they need some more parts, right? So it was just killing their cycle time. So what I did was, ladies and gentlemen, is when I went to work with this shop called Central Body and Paint over in Hawaii, one of the things I realized was that because these parts delays, you got to remember I was an outsider, right? I was an outsider from outside of Hawaii. And when I went there, right? If I just went there and said, you need to take this off a car and do this, this and this, there were going to give me pushback. So I needed to do it with them. So what I did is I brought them all in and I said, Let's talk about all the reasons why you need to remove something off of a car. And what we ended up doing was creating a poster that they put on the wall of their shop that said, before you pull a car to your stall, make sure that you removed everything for these reasons. And ladies and gentlemen, they saw their cycle time improved by over seven days. Right? But let me just tell you right now it wasn't the poster on the wall that improved their performance. It was the discussion that took place and building the reasons why things need to come off of a car that went on the poster. So I'm going to say this in a minute. And again, I promise you all these dots are going to connect in a minute, right? But here's what I will tell you, ladies and gentlemen, when you're building out, you're one hundred percent disassembly standard for your organization, the value is in the discussion. So I'm going to ask you a question. All right. I want you to go to the questions panel. Slide Image: Cat walking on stairs When you look at this picture right here, do you see a cat going up the stairs or do you see a cat going down the stairs, right? I want you to go to the questions panel. When you look at this picture, do you see a cat going up the stairs or do you see a cat going down the stairs? All right. All right. So Scott Cabu said, I see a cat going down the stairs. Rick Finney said, I see a cat going down the stairs. Kerry said, I see a cat going upstairs. Leroy said, I see a cat going up the stairs. Alexander says I see a cat going down the stairs. So ladies and gentlemen here's the deal. We got 50 people in this webinar and we're all looking at the same picture. And some of you say that the cat's going down the stairs and some of you say the cat's going up the stairs. Let me tell you, ladies and gentlemen, one of the things I've learned as a leader and a manager is that oftentimes people will do what we call right fighting. That means they will fight to be right. So what happens is, Tracy says, cat's going down the stairs. I'm like, No, the cat's going up the stairs. And what we do is we just start butting heads. And all that does is create frustration, right? Ladies and gentlemen, I believe that this same principle applies to 100 percent disassembly. The body technician, he or she feels they've done 100 percent disassembly because that's their perspective or their lens that they're looking at. We, as an estimator we're looking at it and thinking this car isn't 100 percent disassembled or when the car gets to paint, the painter perceives that the vehicles at a hundred percent disassembly. So I believe that everybody truly wants to do a 100% disassembly, but I believe that everybody has a different perspective or different view, right? Just so you all see him, by the way. Depending on the way you look at this picture, it could be a cat going up the stairs or down the stairs. So both of you are right. Now, let me ask you this question. Slide image: photo that could be viewed as a duck or a rabbit When you look at this picture right here, Type in the questions panel for me. What kind of animal do you see in this picture right here? What type of animal do you see in this picture right here? Type in the questions speaking up for me, please. All right. So myself, I see a duck. OK, I gotcha. I gotcha. All right. Come on, everybody. Type in the question panel. Somebody said, I see a dunny. A dunny, alright Scott. Somebody else said, I see a duck. Somebody said, I see a bird. Somebody else says, I see a bird now, R.J. Henderson said. I see a rabbit. So right now we've got eight ducks and one rabbit. And ladies and gentlemen, we're all looking at the same venture, right? Let me just tell you this, ladies and gentlemen. One of the things that I learned is there's a book written by Stephen Covey called Seven Habits of Highly Effective People. And he says, seek to understand then to be understood, right? So ladies and gentlemen here's a deal. Instead of you saying it's a rabbit, I'm saying, no, it's a duck, rabbit, duck, rabbit, duck, rabbit, duck. And all we do is we start fighting and butting heads, right? What we need to do is try to understand the other person's perspective. So like Tracy, help me to understand. Why or how you're seeing a rabbit and then once I see her viewpoint, then I'll get her to start seeing mine. And ladies and gentlemen, all this boils down to a hundred percent disassembly, and that is, for example, you may see a rabbit. I may see a duck. At the end of the day, ladies gentlemen that's why the discussion with our entire organization, our team in regards to 100 percent disassembly is really, really critical. So everybody is seeing things from the same perspective, right? So let me just tell you, if you want to take and implement a culture of 100 percent disassembly in your business, these are the eight steps you need to do. Number one? You need to lead your team and a discussion and build consensus as to what the benefits are to everybody that's in the industry, that's a stakeholder, right? The CSR, the parts person, the estimator, the body tech, the paint tech, the mechanic, the parts vendor, the OEM, the insurer, the vehicle owner and then what we need to do, ladies and gentlemen is then we need to collectively build out a list of all the reasons why a part needs to be removed from a car. What are all the reasons why a part needs to be removed from a vehicle? Right? And I don't mean, why as in a benefit, right? So what do we know? Is that a bit like remove everything so you don't have supplements? That's a benefit. Remove everything from the car so that we have better cycle time. That's a benefit. Right? Remove everything in the car to make it easier to mirror match the parts. That's a benefit. Right? A reason why you would take something off of a car would be like or need a rocker cover in order to anchor the vehicle to the frame machine. So you want to lead your team through a discussion on everybody understanding what are all the reasons why we need to remove something off of a vehicle. And then once we do that, then we're going to work with our team to build out a definition that everybody understands what that means, and that's important for us to build that definition. So when we hire somebody new into our organization, they see the same lands with the same perspective that we do. And then once we build out the definitions, now we're going to provide examples of what OK? And then we're going to build our standard operating procedure or our worker quality standards, which is where the team from Sherwin-Williams can help you on this. And then what you're going to do, ladies and gentleman, is you're going to audit for sustainability. So let's go ahead and walk you through this process. Remember, the first thing you're going to do is you're going to list out all the benefits as to why we need to perform 100 percent disassembly. Once we build out a list of the benefits we're then going to identify all the reasons why a part would ever have to be removed from a vehicle. Right. The way you qualify is if it's a valid, you know, reason why you had to remove it off of the car is you would ask yourself, could I use the reason why as a line note on an estimate. Like you would never put on an estimate, you know, RNIAC line and have a line note that says improve cycle time or decrease supplements, but RNIAC line and then if you had a line note that said, in order to address and clean welds, that's the qualifier that that is a pure example of a reason why, right? And remember, the goal is to lead your team. So you're going to go out and buy like a big flip chart, like one of them big posted pads of paper and you're going to start asking your team, what are the reasons why we need to remove things off of a vehicle? And you're going to start writing them down and then you're going to make sure that if they say a benefit, you're going to move that to the other side of the pad of paper. Now let's go through and let's talk about some of the benefits. So first of all, ladies and gentlemen, it's really important that we start off by leading our team through identifying what are the benefits for every single stakeholder in our organization as well as outside of our organization. So let's go right here. Type in the questions panel for me, what would be some benefits to a customer service rep or a CSR if we performed 100 percent disassembly? All right, I'm looking in the questions panel, right? I'm looking at the questions. What are some benefits to a CSR if we perform a hundred percent disassembly? Anybody. What are some benefits to a CSR? All right. So Alexander said, we don't have to call the customer to move an appointment. Scott Cabu said we'll have to make fewer calls to the customer. I would agree with that, Scott. Right. Kerry said. We have a more complete estimate, right? Leroy said it helps the customer service rep to give a more accurate delivery date, right? Sean said it will help the CSR not have to deliver bad news to the customer and tell them why the car has not done the day it's supposed to right. So what are some benefits to a CSR, right? Number one is their on-Time delivery is going to be better from a CSI perspective, they're going to be able to give a more accurate estimated completion date. They're going to have more accurate updates. Would you all agree that 100 percent disassembly absolutely benefits the CSR? Can I get an amen in the questions panel if you agree with that, please? If you believe that a CSR absolutely benefits from 100% disassembly give me an amen. Awesome. Awesome. All right. Now let's talk about the estimator. How does doing a hundred percent disassembly benefit an estimator? Come on now, y'all. Come on, come on. Get them fingers going. Right? Give them fingers going, right? Let's go in to that questions panel. All right, Rick said. Less supplements. All right. I'm loving you, Rick. Love you, Rick. Love you and mean it, Kerry said. It makes the boss and the customer happy. High five on that Miss Kerry high five. That's like a Ric Flair comment right there. All right. Scott Cabu said we have fewer supplements or no supplements. You're absolutely right. That's a valid reason. What's another benefit for an estimator? We only have to touch the file once, right? We're going to better cycle time, right? Alright let's are the parts person. What are some of the benefits for a parts person? What are some of the benefits for our parts person ladies and gentlemen? If we do 100 percent disassembly. Right, go to the questions panel for me. Come on, y'all. I want this interactive. Rick said. You know what? You only got one to order. Harry said, You'll have less returns. Leroy said we'll have less orders. Let me ask you this, let me buckle up now, buckle up, buckle up. All right. Let me ask you a question. Would you agree that it's easier for the parts person to mirror match the parts if we do a hundred percent disassembly because now all the parts are in one common place, isn't it hard to go out and mirror match an AC condenser if it's still bolted in the car. Right? So would you agree that one of the benefits of the parts person is that if we do a hundred percent disassembly, it's easier to mirror match the parts? Can I get an amen, Tracy? Amen. That's I'm talking girl. All right. Let's talk about collision technicians. How does it benefit the body technician if we do a hundred percent disassembly? Come on, y'all. Get them fingers working, y'all get in them questions panels all right. How does it benefit the body technician if we do, a hundred percent disassembly? Come on now. Talk to me, right? First of all, they don't have to start in the car and stop and start and stop. Hey, Kerry, I agree with you, Kerry. They can turn the job around quicker, right? They're going to get paid more right. Their labor hours are going to go up, right? They're going to turn the job around quicker. What are some other benefits to the technician? They're going to have a higher efficiency. Absolutely right, Scott. Hey, let's move down to the let's move down to the parts vendor. How's it benefit the parts vendor? How's it benefit the wholesale parts department if we do 100 percent disassembly? How's it benefit the wholesale parts department? First of all, they only got to get one order, right? They don't have worry about these last minute orders. They don't worry about trying to absorb any freight charges or overnight fees, right? Yeah. Shawn, you're right. They'll have no rush orders. So ladies and gentlemen, at the end of the day, ladies and gentleman, right? What we know, ladies and gentlemen, what we know is that everybody benefits when we do 100 percent disassembly. Now, once we outline the benefits, right? And again, benefits are like less supplements, better cycle time. Your average R.O. is going to go up. It's easier to mirror match parts. These are all benefits. So listen to me now. Listen to me. I love you, right? I love you, right? Never confuse a benefit with a reason why something had to come off of a car. Don't again, ladies and gentlemen. Don't confuse a benefit with why we need to remove something off of a car, right? So let's talk about why. So here's what you're going to do, ladies and gentlemen, you're going to take a big flip chart. You're going to put it up out in your shop or the office. You got everybody around and you're going to say, Tell me the reasons why you need to remove a part off of a vehicle. Tell me the reasons why. Right? Not like remove it so I don't have supplements. Not like remove it to improve cycle time. But like again, what's the reason why you had to remove it? And the way you determine, like, what's the sniff test is? Could I use that as a line note? So basically, what you're gonna do is you're going to say, have I R&I'd everything for dot dot dot dot dot? Right? And your goal again? So here's the deal. Let's say that your your team has given you like a list of all the reasons why you have to organize something, right? Well, let's say that they don't give you one of the reasons that you think they should have. Listen to me. You don't want to give them the reason you want to give them an example to create that aha moment. And I'm going to show you that in just a moment, right? So again, Tracy, if you could type this in the chat panel for me please right. Have you R&I'd everything for dot dot dot dot dot? So ladies and gentlemen do me a favor. Go to the questions panel. Give me some reasons why you might have to remove a part from a vehicle, right? Give me some reasons why. Right. And and if it's a benefit, I'm going to tell you it's a benefit, but I want some reasons why. Give me some examples, right? So Kerry said, for proper blend, we'll say for paint. So have you R&I'd everything for access to refinish? All right, Leroy, have you RNI'd everything to discover hidden damage. That's a valid reason why Leroy. Give me some more, y'all. All right. I love it, Scott Cabu said. Have you are R&I'd everything to dress and clean your welds? Have you R&I'd everything to dress and clean your wells? That's a valid reason. Give me some more, everybody. What's some of the reasons why you have to R&I something, right? All right. So mirror matching parts that would be a benefit. All right. Javier, I don't disagree with you, but that would be a benefit. But how about this? Tracy, type, this one in the chat panel for me, have you R&I'd everything for access to set up and measure the vehicle. Have you R&I'd everything for access to weld, no welding within 12 to 18 inches. Have you R&I'd everything for access to discover one time use parts? Have you R&I'd everything for access to connect battery support. Ya'll see where I'm going with this. Do you agree with this? If you agree with me give me an amen in the chat panel. If you disagree, I want you to type in that dog don't hunt that dog don't hunt if you disagree, right? But do you understand what I'm doing here? I'm leading my team through a discussion to identify all the reasons why we removed something from a vehicle so that we can actually make sure we have a checklist to ensure that we're doing 100 percent disassembly. Right? So again, have you R&I'd everything for access to connect battery support? Have you R&I'd everything for access to measure the vehicle? Have you R&I'd everything for access to perform a repair? Right? So ladies and gentlemen listen. Leading your team in this discussion will provide huge value to your organization, right? Now listen, once we go and we identify all the reasons why, then what we're going to do is work with our team to build a definition, right? What do we all agree that we mean when we say, have you R&I'd everything to dress and clean welds? What do we all mean by that? Because remember ladies and gentlemen, you're building this standard operating procedure. Number one not just to benefit your current employees, but also any future employees that you may hire. OK, now what we at collision advice did was we actually took and we built a poster that has all of these reasons why on it. Have R&I'd everything for access to perform a repair on a part? Have R&I'd everything for access to inspect for hidden damage? Have you R&I'd everything for access to install jigs or fixtures? Have you R&I'd everything for access to remove welds? Have you R&I'd everything for access to anchor the vehicle for measuring and structural polls? Have you R&I'd everything for safety. No welding within 12 to 18 inches? Have you R&I'd everything to discover one time use or broken or damaged parts? And what we've done ladies and gentlemen is we have created this poster and we are going to give it to you. Now here's the deal. Listen to me now. Listen to me. The worst thing in the world that you can do is take this poster and go put it on the wall of your shop and just tell your people follow this poster. That's the worst thing you can do ladies and gentlemen. Why is that? Because what will happen is the value is not on the poster. The value is in the discussion that takes place to build this poster with your shop. Now listen, why are we going to send you our poster? Because we might have some reasons on our poster that you might not think about when you're building your list. And we just want to give you like a cheat sheet as an owner or manager so you can make sure your team captures all these reasons. And then you can customize this poster and put it on a wall in your shop and say, look, if we pull a car to your stall, make sure that you've removed everything for these reasons why? So give me some feedback in the chat panel or questions panel. If we were to send this poster to you, would you, would this give your shop value? Would this give your business value if we share this poster with you? And again, you can customize this and you might come up with some reasons we didn't have, right? And then you can take it and put them on this poster, put your shop's logo on there, your own pictures, etc, right? So listen, once we identify all the reasons why the next thing we want to do is we want to build out the definitions. So let me give you an example what I mean by that, right? And I'm going to give you an example, right? So when I'm in my shops, Tracy and I went through and we build out all the reasons why with our team and then what Tracy and I did was Tracy and I went through and we built out the definitions and said, Here's one of the things we saw. We saw that, like most people, they will put on their estimate, like R&I the door handles and the moldings and the mirrors for paint. We call that and Tracy, maybe you can type this in the questions panel we call that R&I for paint external, right? We see that 90 percent of people, right Tracy, they think about all the things we got to tick off on the outside of car for paint. Where we see people miss an opportunity at is what are the things they need to R&I for paint, for the internal refinishing when they got to paint the backside or underside or inside of something. So we said, OK, that's going to be a separate reason why. Have you R&I'd everything for paint external, but you don't R&I everything for paint internal? So what we did was we went through and we built a definition. Now this was our definition at collision advice, right? This was our definition. You may come up with a definition, but when we were training our team, what we said was, OK, what do we mean by R&I for paint internal? First of all, this is one of the most commonly overlooked reasons in the disassembly process. Most people overlook or forget what needs to be removed internally for the refinished technician to properly prep and refinish inner structure areas from repair or weld burn damage and remember paint times are for one side only. So you've got to ask yourself, what do I need to R&I and I have to I'm going to paint the inner or the outer or what do I need R&I remove and install if I'm going to paint the top and the bottom. And a good rule of thumb when training new estimators or disassembly techs is, just ask yourself if I fix this, and my painter has to paint it will he or she be able to fit their spray gun in there or they're sanding equipment, right? And so that was kind of our definition. And then what we did is we built the back up a little bit. So Tracy let's recap this is the chat panel if we can. Right? Number one, is we discussed the benefits. Number two, we built out the list of all the reasons why. Then what we did was we built a list of definitions, and then after that we said, OK, what are some examples of those reasons why? So we focused on the what's, right? Slide Image: dented car So for example, R&I for paint internal, what are some examples of things that you might have to remove to paint the inside of something, right? Well, you might have to R&I a door latch or a striker. You might have to R&I a weather strip. You might have to R&I a body plug right? As a matter of fact, let me ask you a question. If we don't, if the body technician doesn't remove that plug, there are 100 percent disassembly and it goes to paint what ends up happening to that plug? Can you just go to the questions panel for me, please? What happens if we don't remove this plug during a hundred percent disassembly? Talk to me now, talk to me! Yup. Kerry. It gets over sprayer damage on it, Bob Smith said it gets lost. Sean said it gets painted over. Listen, and then what happens is we blame the poor painter or prepper. We're like, You've got overspray on this right? Or you lost this. But at the end of the day, was it the painter or preppers fault? No, because we really should have removed this during 100 percent disassembly, right? We really, ladies and gentlemen, right? We really should have removed this during 100% disassembly. Now let me ask you this question, right? Buckle up now. Stay with me. Stay with me. Stay with me now, right? Let's say that we're going to paint the door and we're going to blend the right quarter panel. Do I need to remove that bumper slide bracket? Go to the questions panel for me yes or no? If I'm going to blend the quarter, do I need to remove that bumper slide bracket? Yes or no? OK. So here's the deal. All right. When I first started training estimations and disassembly technicians, I would always tell them what to take off the car, right? I would go out there and I would say, you know what, Tracy removed this, this, this and this, and I would tell Tracy what to take off the car and Tracy would take everything off the car that I told her to, but nothing more, nothing less. But then listen to me ya'll this is a mistake that I made right it's the lesson you can learn from Uncle Mike, right? When you tell people what to take off of a car, you're creating robots. All they do is take off what you tell them to nothing less or nothing more. What we need to do when we're training a new entry level estimator or technician is we need them to understand why we want them to take that part off. So if I was going to be training Tracy, I'd say, Tracy, I need you to remove this bracket. And here's why. Because in order for pink to adhere properly, we have to be able to sand and clean the area very, very well. And if we can't clean it really well, Tracy, and we don't sand it properly, the paint may not stick and it may flake off. So, Tracy, we need to remove this bracket so we can sand and pre-clean properly. And if I help Tracy to understand why I want that bracket to come off and I engage Tracy in a discussion and a dialog, then guess what? She's going to start to think for herself and say, what are some other parts that I may need to take off of a car for the same reason? So, ladies and gentlemen, listen, the mistake I made early in my career was always telling people what to take off. And they just took off what I asked them to. We don't want to create robots. We want our team to understand why that part needs to come off of a vehicle so they will start to think for themselves. And then they'll start to ask us, Hey, do you want this part off also? And I'm like, Yeah, glad you asked that right? So does that make sense, everybody so far? Can you give me an amen in the chat panel? Does that make sense? You got to go that extra mile when you're training your team for them to understand why you want something to come off of the vehicle, right? And then you can provide other examples of why as well. All right. So listen, we built out the benefits with our team, right, Tracy. We've talked about the list of the reasons why. We built a definition. We've given them some examples of a what. So the next thing ladies and gentlemen we need to do is we need to build our SOP, right? SOP, is our standard operating procedure. Right. And what I have found, ladies and gentlemen, is that when you're implementing a culture of 100 percent disassembly, you have to audit with frequency for a specific period of time before that becomes a habit. So I must say this again, when you want somebody to develop a habit within your organization, you need to audit with frequency. That means you need to audit them like several times a day every day until it becomes habit. So I'm going to ask you a question, ladies and gentlemen, how many days in a row? How many consecutive days in a row? All right. So Kerry said she lost audio. Can you all just let me know, can you hear me? Can you? Can you type in the chat panel for me, please? Can you hear me? Yes or no? All right, everybody. All right. Alexander said they can hear me. All right, Javier. So you can hear me, so I'm not sure what happened, Gary. Tracy, maybe you can Kerry up in the chat there. We want to make sure that we help her get our audio fixed. So ladies and gentlemen, here's a deal. What we need to do is we know, ladies and gentlemen, that based on several studies that people have to do things between 30 to 45 days in a row consecutively before something becomes habit. But if we are off on weekends, then our technicians and estimates aren't working 30 45 days in a row because we're off on weekends. So ladies and gentlemen, you may have to audit somebody for 70, 80, 90 days or six months before it becomes habit. So let me tell you what we've done at Collision Advice. We have built an audit form. We have built an audit form that you, as an owner/manager/estimator can utilize to audit your technicians and estimators to ensure they've done 100 percent disassembly. Now why do we build an audit form? Why do we build an audit form? We built an audit form, ladies and gentlemen, so that you can balance your feedback to the employee or your teammate with both the good and the bad. You see, too often we have a habit as managers and leaders in going out and just pointing out everything they did wrong. What we need to do, ladies and gentleman, is we need to be pointing out equally what they did right, as well as what they did wrong. Right? And again, Tracy, my teammate, being the awesome person she is. She went down this research that says, Hey, based on the person, it can take between 18 to two hundred fifty four days to develop a habit. So, ladies and gentlemen, you need to audit your team with frequency, until you start to see that they are trending in the right direction, right? So what we did was we built an audit form and we're going to share with all this. Everybody is on the webinar. We're going to share this with you, right? And this is an audit form. That has a list of all the reasons why something needs to be removed off of the vehicle. So you'll print this audit form out and you'll go out there and say, OK, did they R&I everything, remove and install everything for access to perform a repair? Yes or no? If it's a yes, check, yes. If it says no, then you're going to put over here, what was it that they missed? Did they R&I everything for welding. No welding within 12 to 18 inches, no. And then you're going to make a list of everything that didn't. And now when I take this audit form and I go to have a conversation with my teammate, I'm like Tracy, so I did an audit on your hundred percent disassembly. It looks like you R&I'd everything percent of a measure you. One hundred percent on that. You R&I'd everything to gain access to the battery. A hundred percent on that. So, Tracy, look, you've got a really good job. Here's three or four areas that you might need to work on. It looks like you didn't R&I everything for welding, and it looks like you didn't set the wire harness and you missed the airbag sensor that's on the lock pillar, right? But now I'm having a very, by the way, here's what I'm going to tell you, right? When you're working with someone and your auditing them, you want to attack the process, not the person. So you want to attack the process, not a person, by the way. Tracy, when we update this module, let's put that in there. Tracy. Attack the process, not the person, right? And here's the other thing ladies and gentlemen I learned this from a good friend in Canada, and here's what they said. They said, Say what you mean. Mean what you say. But don't say it mean. Ladies and gentlemen listen when we're using this audit form, the purpose of the audit form is that we have a very specific structured audit of whether they did or did not do 100% disassembly. The purpose of the audit form is that we're focusing on both the things they did right as well as the areas of employment. I'm sorry. The areas of improvement. Excuse me. And last but not least ladies and gentlemen when you're when you're having to criticize somebody that they didn't do things right or you're coaching them, remember. Say what you mean. Mean what you say. But don't say it mean. That's a lesson I learned from one of my friends in Canada. Now, listen, once we do 100 percent disassembly, we got to then start teaching our team what to look for right? When they do 100% dissembly. To learn or inspect for things like broken or stressed, spot welds. Learn to inspect for things like cracked or loose seams sealer. Learn to inspect for things like cracked or peeling paint or panel separations. So once we get our team to where they're doing a really good hundred percent disassembly, then what we need to do is we got to start teaching them how to look for damage. Now I'm going to give you a little golden nugget right here. Here's a little Uncle Mike Golden Nugget, right? If you're working on an Asian vehicle, for example, Honda's or Acura's they will have a document within their OEM repair procedures that's called a damage diagnosis document. And this damage diagnosis document will tell you, ladies and gentlemen, where to look for damage at based on how those engineers designed that vehicle. And that's a really cool thing that you might want to share with your team. In addition, when we do 100 percent disassembly, we want to look for things like any panel deformations, and you always want to examine any of your door latches or strikers for your hoods, your deck lids or even your doors, right? So let's kind of just talk about this as we wrap this up. Now ladies gentlemen. Fill in the blanks for me. We should do it, what? Do fill in the blank? Go to the questions panel. Do it. What's the word I'm looking for right there, ladies and gentlemen? How do we want to do it with our team? We want to do it with them, Alexandra, awesome. We want to do it with our team, not what everybody, to your team. All right. Remember, lead your team through a discussion to document all of the benefits to everyone in the organization. What are the benefits? Improved cycle time, better on-time delivery, better CSI. Right? Also then lead your team through a discussion guided discovery learning and say, let's flip chart out all the reasons why a part needs to come off the car. And remember the way you qualify if it's a valid reason why is because whatever that reason, why is you could use it as a line item on an estimate, right? And then build definitions out. So everybody is seeing the duck or everybody's seeing the rabbit or everybody's seeing the cat going up the stairs, everybody's seeing the cat going down the stairs. So we got to get everybody's perspective in there as we build our definitions and then we train our new hires, as to examples of what are some components they would move for that reason why. And then we want to audit for sustainability for at least 70 to 90 days. So listen, there are several things, ladies and gentlemen, that if you email our teammate Tiffany Driggers, she will send to you. Number one is she will send you a PDF of this entire presentation. Number two, she will send to you our 100 percent disassembly poster. And number three is she will send you the audit form. So, ladies and gentlemen, this is Tiffany's email address right here on my screen. If you email tiffany@collisionadvice.com, she'll send you the PDF of the presentation. She will send you the audit form and she will send you the poster that we designed and then you feel free to customize those for your facility. And then once you build out all your lessons of reasons why, make sure you reach out to the team at Sherwin-Williams because they can help you to build your quality and work standards around this. So one of the things, ladies and gentlemen, that we got some feedback from a lot of you on our webinars last year in 2021 was that you wanted us to allow a little bit more time for questions. So what we did is, ladies and gentlemen, as we wanted to allow some time for questions from all of you. So do you have any questions, any questions? Just ask them in the questions panel and if need be, we could always unmute you as well. So do you have any questions? Was again, please be honest with me, it was this a complete waste of your time, did it? Did it? Open your eyes to a different perspective on 100 percent disassembly? We try to keep it simple, right? What's that saying? Kiss? Keep it simple stupid, right? Just really it's it's helping your team understand the reasons why and not focus on the whats. Whats are what are what we take off the car. Let's talk about why so ladies and gentlemen I'm looking in the questions panel. Give me some feedback. Any questions? What are your thoughts? Do you buy into this? Do you see any value? What's your biggest takeaway? Do you think who audits 100 percent disassembly? Leroy said. Well, it could be the store owner or it could be the store manager, right? You know, if it's an estimator maybe they're going to be auditing the technicians Leroy. So every organization is going to be differently Leroy. But in my case, like, I'll give you an example. So I had multiple body shops, right? So I had somebody that oversaw all my shops and they would go into each shop and perform the 100 percent disassembly audit right? Or if I just had a store manager, then the manager would just do audits on the estimators and technicians to figure out where they needed to, you know, improve that. Where were those areas of opportunity? And if they weren't removing things for a specific reason why, like, maybe they weren't taking everything off or access to measure the vehicle, then what we did is we just used that as a coaching opportunity to talk to them. Gary, will definitely help create better workflow between the office and the body paint areas. Thank you, Gary. Alexander said, for a little shop in difficult weather, not having appraisal bay in small space, how could they implement that process without getting the tech? So here's what I would tell you, right? If it's a non DRP claim, let the insurance company write their estimate first, because then a lot of times they reserve the right to write the estimate before it's disassembled. And after that, I'm going to do one hundred percent disassembly right? Now remember, we did some sessions for you last year on storing of parts. And keep in mind when we do a hundred percent disassembly, only the damaged parts are going to go on the parts carts and the non damaged parts are going in 55 gallon tubs and they're just stored out of the way, out of sight, out of mind. Now I'll tell you, like if I'm in my shops, if I know a car is getting a frame, rail or an apron, I'd go ahead and R&I the engine and everything 100 percent. So my goal is once I get the parts there, I can fly through that repair, right? And remember, with supply chain issues today, you know, with parts, it's really important we slow down to speed up and identify all the broken parts we needed in the beginning, so we don't end up getting the car stuck because we didn't identify it. So I will tell you, though, to do 100 percent disassembly and write an accurate estimate is not something you're going to do in 30 minutes. We got to make sure we're scheduling properly, right, so we can allow our technicians and estimators enough to write a really good repair plan. What other questions or comments? Anybody else? Any questions or comments? And again, if you email Tiffany, you send all this stuff out to you. Bob Smith said. What did I say about parts carts? So Bob, what we have found is that you need one parts cart for every three cars you do a month. So if you're doing 30 cars a month, you're going to need 10 parts carts. If you're going to do a hundred cars a month, you going to be like thirty three parts carts. But Bob, we're only storing the broken parts or damaged parts on the parts cart Bob. If we R&I a part and it's not damaged, we store them in these fifty five gallon tubs so that we can store the parts so they're not on a parts cart to make it easier for the person to mirror match the parts. And Ted, could you unmute yourself for a second Ted? So last year, Ted, we did a couple of sessions on all of those parts staging areas and parts mirror matching. Can you tell everybody, Ted, how they would find access to those videos through Sherwin-Williams, sir? Not sure if your muted or unmuted Ted. Looks like your muted, sir. All right. Well, ladies and gentlemen, looks like Ted might be having some audio issues, but if you're interested in those videos, just send Tiffany an email. She'll connect you with Ted and we'll get you a copy of the videos of all the parts storage we did last year, Bob. And you can watch that and we cover that all. It was also covered in our team and sell system. So Alexander said, so it's not done at the estimate, necessarily. Yes, it is, Alexander. So again, depends on whether you're a DRP or non DRP. But honestly, we like to just take and disassemble the vehicle one hundred percent one time and then write our accurate estimate one time. We want to touch the car once we want to write one good thourough sheet right? Now again, if an insurance company needs to look at it first, then that might affect you. But Alexander, our goal is to disassemble the vehicle 100 percent and write one estimate one time. One tear down, one estimate, one parts order. That's our goal. And I can tell you, we absolutely can accomplish that 98 percent of the time. You know, the what ifs are going to be if you have some hidden suspension damage or something like that. Other questions from anyone. Questions, comments, thoughts, anyone else? Well, ladies and gentlemen, on behalf of Sherwin-Williams, we appreciate this webinar, we hope you got value out of it. Again this webinar was recorded and will be provided to you to share with your team. Leroy said is there an average time to conduct a disassembly.? So Leroy depends on how your shop is run. So in my shop, we had four people on a team, so it was like a pit crew. So when a car came in, I might have three people disassembling a vehicle Leroy. I might have, like one technician taking apart, the left rear door, somebody else taking apart the right road door and two people removing the back bumper and the tail lights. So it's going to be dependent on number one, do you just have one person tearing down the whole vehicle or disassembling it? Or do you have a team of people disassembling it? So I will tell you again, if it's one individual, you know, it could take several hours depending on the size of the job. So I don't think Leroy there's a specific answer to that because again, does it get a bumper cover or is the course board hit and I've got to remove the radiator? It's going to really vary by job, but I will tell you this it's going to take longer than 30 minutes or an hour. What if have you had to give the vehicle back to the client? Then in that in that instance, I'm not going to do a hundred percent disassembly, but once the vehicle gets dropped off for repairs, Alexandra, that's what I'm going to do my 100 percent disassemly. So if the customer you're like, I'm booked out for six months or something or I'm trying to preorder parts, I'm just going to do a disassembly to try to get an idea of what kind of parts I'm going to need, then I'll put the vehicle back together. So again, I'm not going to a hundred percent assembly if the customer's not leaving the vehicle with me, but once they leave the vehicle with me, once I have possession of it and I know it's there to get fixed, I'm disassembling that vehicle one hundred percent. Like I said, if he gets a frame rail, I'm going to remove the engine and the apron. I'm even going to go and remove all my undercoating and seam sealer to get access to the welds. I'm doing everything I can so that once I receive those parts that vehicle can fly through the process. Any other questions? Well, ladies and gentlemen, on behalf of Sherwin-Williams and Collision Advice, we so appreciate you making time for us today to share our insight and passion and again, feel free to email Tiffany@collisionadvice.com. She'll share everything with you and we'll make sure that Ted Williams at Sherwin-Williams also gets the recording. And we just appreciate you and value your business. So with that said, everybody make it a great day. Slide Image: Thank you for watching - Don't forget to tell your idea about this presentation and share it with us! Contact us: tiffany@collisionadvice.com www.collisionadvice.com

Join Mike Anderson as he discusses how to institute disassembly.