|The service side of Zernco came together for an all-day meeting to discuss the future of the department, and changing the name was on the agenda. While service and maintenance are a huge part of what the department does, the team decided to go by Self-Performance in order to encompass all of the important functions from installing a door, to tiling an entire building.
The term shows clients that they are getting more from the team than a basic service call, which sets the team apart from a lot of other companies.
The team has been working hard over the past few months to begin streamlining processes in order to take on more work, while still maintaining current client relationships. The jobs differ from some of the larger new construction projects, in that there may not always be a superintendent on-site. In order to better communicate, the team has started using more technology with tools like Face Time, which is an easy-to-use video conferencing system, so the men can see who they’re talking to and also the work around them. Utilizing job files on iPads has also helped the team be better organized to communicate better with clients. For example, the men now have access to the service job reports, so these can be emailed to clients as needed rather than waiting for a physical copy.
The management team has been reading the book Traction: Get a Grip on Your Business by Gino Wickman, and has incorporated some of the key points in departmental meetings. One of the first challenges was to create a Level 10 meeting agenda each week. This style of meeting includes time for small talk, sharing wins, and sticking to an agenda in order to stay connected and utilize everyone’s time effectively. Another focus area is time management. Getting individuals to manage their time more efficiently is crucial to the team’s success. By thinking in terms of major things that need to be accomplished each week like “large rocks,” and adding in things like meetings and paperwork, “pebbles,” down to usual time-suckers like email and social media “sand”. With this time-management analogy, the team is starting to find ways to streamline processes in order to better use their time. Adding a CSA has been a huge part of this way of thinking.
By streamlining communication, the team is realizing that what they do individually affects others, from filling out their daily job reports, to turning in receipts. “They understand now that they’re not just guys laying tile, but are a crucial part of the project and company.” – M.G.