Fixed Ops Magazine - 2020 Vol17 03 - 57

time in a repair cycle that we cannot control but silos

ery, revenue and customer satisfaction. The importance

in the traditional collision business model represent op-

of an effective damage analysis process cannot be

portunities for improvement.

overstated. This process is critical in today's collision
center allowing the business to be more agile and re-

SCHEDULING, ANALYSIS AND
PARTS, OH MY

sponsive to changes on the production floor and in your

Some of our biggest opportunities lie within three pri-

The changing role of the parts department and the

marketplace.

mary areas: scheduling, damage analysis and parts
correctness. Improving our scheduling capabilities and
loading the production floor with the right amount of
work begins to open opportunities for improvement in
processing those vehicles. Just as the
opposite is true, overloading the production floor diminishes our opportunities for improved flow and creates
more WIP.
Poor analysis can also adversely affect WIP and cycle time, while accurate
damage analysis will reduce your WIP
and improve cycle time, on time deliv-

MAY JUNE 2020 || FIXED OPS MAGAZINE

management of our parts inventories on a production
floor are equally critical. Ordering, receiving and moving parts to numbered shelves, simply creating a secondary warehouse, is a failing model in today's collision center. The parts department

The changing role
of the parts
department and the
management of our
parts inventories
on a production floor
are equally critical.

must manage these inventories to
meet cycle time demands, removing silos and allowing the agility a
proactive parts management process. With 45% of our revenue and
80% of our problems coming from
parts, it's time to rethink our business model.

57



Fixed Ops Magazine - 2020 Vol17 03

Table of Contents for the Digital Edition of Fixed Ops Magazine - 2020 Vol17 03

Fixed Ops Magazine - 2020 Vol17 03 - 1
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