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SCHEDULE OF EVENTS
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1. Area Meeting Owners Retreat 2011Welcome to Alabama Mississippi Franchise Owners
6. Goals and Objectives for Corporate (2011)
a.) 15% Overall Volume Growth
b.) 20% Pre-Tax Profit Margin
c.) Optimize franchise work process, training, and validation systems
d.) Facilitate the use of the operating system
e.) Quality Franchise Owner, executing the operation system in every license
f.) Aggressively grow commercial market
g.) Advance the SERVPRO franchise management system management training
7. II. Goals and Objectives for WT (2011)
8. Audits
A. Progress in the Making
9. Audits (Continued)
B. New Audit Scorecard Audit Measurements
(Great News!)
C. April 1, 2011 Scorecard Measurement Only
Weighted Criteria - Handout
10. a. Generate Additional Revenue (Its all about the $, isnt it?)
Great Learning Experience for All
.Better Qualified for Larger
Jobs or Events at Home
c. Additional Employee Earning Opportunity
d. Pay Off Debt
Accelerate Snowball!
Generate Surplus Funds to Purchase Additional Assets
Great Team Building Opportunity
Storm Work Volume Can Offset Those Slow Revenue Months
The Golden Rule
..Benefits THE BRAND!
11. V. New Storm Areas Assigned
Missouri, Arkansas, S. Illinois, S. Indiana, Kentucky
in addition to current states of Alabama, Mississippi, Georgia, Florida and Tennessee
RESPONSIBILITY FOR 10 STATES!
We have created a new alert format to be able to easily email out to each storm team when an event occurs. (Listed by State)
Best Practices for Participation
Storm (Goal At least one 3 person team per franchise)
A. Preparation to Participate
Option #1 - Owner/Crew Chief/P.T.
Option #2 - Qualified Production Manager/Crew Chief/P.T.
Option #3 - Qualified SMR/Crew Chief/P.T.
* Great reason to have second SMR/Project Manager
Note: All three options could/should be supplemented
with temps.
* Pre qualified and approved (PM or SMR) prior to Event by Storm Team.
12. Storm (continued)
B. Roles of Each Position on Storm
Owner/Qualified Production Manager/Qualified SMR
I. Minimum Credentials
a.) WRT Certified
b.) Xactimate Trained
c.) Understands and has experience in First Responder
d.) Has experience in the documentation requirements and can provide the quality control function on each job, including all forms, files, etc.
1. Has the ability and understanding to do own estimates in a timely manner. (OPEN DISCUSSION on timely manner)
Note: Failure to provide timely and accurate files will result in Franchise losing 5% quality control fee.
2. Understands the requirement to have Storm Team sign
off and Team Leader sign off on document that Franchise
Quality Control person has provided all that Storm Team
needs prior to leaving Storm Event (Release).
13. Storm (continued)
Drop/Rock/Roll (Ready for Whatever Happens)
I. Alert sent out via email
II. Assignment area dispatched from Corporate CAT Loss Division
a.) Goal Get there within 24-36 hours of GO call.
III. Stay until Event is deemed by Storm Site Team to be under control For the Sake of the Brand.
* Storm Teams Agreement to Cooperate Release Required
.
Example: Scott and Joni Craft SERVPRO of LDB
SMR for 3 years - Started business in August 10
Largest month Volume: 5th month - $23,129.36
Has one employee
.brought their entire staff
Came early
stayed late
# of Jobs 10 for Volume of $36,040.00
14. Storm (continued)
LLRT Approved Franchises
Commercial spread out among participating franchises
Expected to help with Res Claims until Storm Site Team feels they can be handled in a timely manner by those who typically only do Res Claims
Required documentation for handling Commercial Claims
a.) Asbestos testing for floors/ceilings/dry wall removal
b.) Lead Base Paint test
c.) Mold in certain states
Other Franchises performing commercial work
a.) Should you be assigned any commercial work , you too have to follow the same guidelines for handling/performing work on these claims.
XTREME Team Members
a.) You are dispatched by Corporate to go and sell larger losses (commercial). If you choose to sign up with our Storm Team and you are assigned any commercial losses, you have to produce, finish and inform us of your sold work.
b.) As an XTREME Team member, you are not allowed to secure help from any Storm Team franchises to assist in your production of jobs unless approved by Storm Team
15. LLRT Participation Requirements Current Inventory
Subcontractors
Safety Equipment & PPE
Office Equipment
Mobile Office Set-up
Financial Requirements
Experience Requirements
Scope and Action Plans
Penalties
Additional Guidelines
16.
Red Light Status No Storm Jobs can be assigned
Remote Call Center
Assignment of jobs from Storm Site Dispatch Leader
a.) Your requirement:
1.) Confirm appt and inform dispatch leader within 2 hours of dispatch
2.) If customer chooses for us not to come, let dispatch leader know it is cancelled.
Completion of Job(s)
a.) Bring completed files and all documents to audit team in Command Center for processing. Note: Do not wait until the end of the event to bring all files in to Storm Site Team
What happens if you hold the files until the end of the event?
1.) You delay auditing of files
2.) You delay estimating process
3.) You delay billing process
4.) You delay collecting process
5.) You delay distributing of funds
6.) You cause the Storm Site Team to have to stay behind longer than planned.
Note: Overall you could lose your 5% quality control fee for creating delays.
17. TRAVELING Generate Additional Revenue (Its all about the $, isnt it?)
Great learning Experience for All
Better Qualified for Larger Jobs or Events
Additional Employee Earning Opportunity
Pay Off Debt
Accelerate Snowball!
Generate Surplus Funds to Purchase Additional Assets
Great Team Building Opportunity
Storm Work Volume Can Offset Those Slow Revenue Months
The Golden Rule
Benefits THE BRAND!
18. FIRST RESPONDER PROGRAMBRADY WILSON
19. Objectives / FAQ History of Why a First Responder?
What is a First Responder?
What are their Roles and Responsibilities?
What Type of Equipment do they use?
What Type of Technology do they use?
How do they report?
Who can First Respond?
How long should it take?
What is the process?
What about After Hours and Weekends?
Is there any additional compensation?
First Responder and Crew Expectations/Consequences?
20. History Beginning of 2009 Closure Rate
Jobs (Opportunities) being called in but not closing
Crews not getting jobs signed up
Crews not being productive Too much paperwork
Crews not being thorough on paperwork causing office additional headache
Quality of work hindered
Too many jobs being lost
Expectations not be set with Customer
Job Process
You dont really know your number unless you track it
21. Sample Water Closure Rate Report
22. Sample Fire Closure Rate Report
23. What is a First Responder? Question: Who responded to losses when you were first started in business?
Answer: The Owner
Question: How was the quality and productivity of the work?
Answer: Met or Exceeded Customer expectations
Question: Why did that change?
Why wouldnt we want someone with an Owner
like mindset to respond quickly and set the expectation with the customer and ensure the quality of work each and every time?
You never have a second chance to make a good first impression - Unknown
24. What is a First Responder? A First Responder in our business most of the time is a Production Manager
Can be a Sales Rep
Reps do not help unless absolutely necessary
In spiked events and storms
Water ECTP Required
WRT Not required at the beginning, but needed
ASD a plus
First Responder Rotation and Monitoring Scheduling
A Production Manager can handle 6 jobs per day in a normal 9 hour Work Day
First Responder Rotation is set based on Job Number Capacity
25. What are their Roles and Responsibilities? That of a Production Manager (Directly from Stages)
Job Estimates
Develop clear and accurate estimates
Scheduling
Project Management
Review Job Scope, job estimate, and job brief with production staff (critical in First Responding)
Monitor Subcontractors
Manage communication with customers
Note: we try to get the same person who First Responded to a loss to also monitor that loss (Cradle to Grave)
26. What are their Roles and Responsibilities? That of a Production Manager (Directly from Stages)
Project Management
Manage Work-in-Progress (every job monitored)
Inspect services and final walk through
COS, ATP, etc.
Ensure compliance with safety practices
i.e. Electrical Safety (Breaker Box, Generator, etc.)
Production
Job Documentation
27. What are their Roles and Responsibilities? That of a Production Manager (Directly from Stages)
Manage Production Staff (3 to 6 people)
Recruit production personnel
Train production personnel
Manage production personnel
WIP meetings (STA / Toolbox Talk)
Manage communication with Centers of Influence
Adjusters, Contractors, etc.
28. What are their Roles and Responsibilities? That of a Production Manager (Directly from Stages)
Financial and Asset Management
Job cost analysis (i.e. $3.50 sf, AM - $100 DH - $400)
Damage Reimbursement
Manage operating expenses
Expense Control
Asset Management
Manage vehicles, equipment and facilities
29. What Type of Equipment / Technology do they use? Server setup with Remote Access to Applications
ManagER
Drying Workbook
Xactimate
Etc.
Laptop
Inverter in Vehicle
Air Card we use Verizon MiFis
Smart Phone Blackberry, iPhone, Android
Laser Measuring Tape
30. Day in the Life of an FNOL This is the Timeline in our Operation
FNOL comes in
FNOL is emailed to fnol@servproofbirmingham.com (everyone)
Based on First Responder Rotation, a First Responder replies to email stating they are calling customer
Once the First Responder has made contact with the customer, they will reply to email with general directions for crew
Example: Roughly 1,000 sf affect. Crew will need 16 AM and 2 DH
This should occur less than 10 minutes from the FNOL being sent out
This is mainly for the Scheduler/Dispatcher to know what the crew needs to load up
31. Day in the Life of an FNOL This is the Timeline in our Operation
First Responder arrives at loss
Walks through property with customer
Gets initial paperwork signed
Authorization
Customer Information
ATR (if applicable)
Once initial paperwork is signed, First Responder calls for crew
First Responder then fills out the other paperwork
32. Day in the Life of an FNOL This is the Timeline in our Operation
Drying Workbook
Summary Cover Page
Drying Zone Calculation Worksheet
Air Mover Calculations
Dehumidifier Calculations
Sketch in Xactimate
For accurate measurements
Pictures Taken with Smartphone
Front
Loss Site
Every Affected Area
Email pictures to pictures@servproofbirmingham.com
33. Day in the Life of an FNOL This is the Timeline in our Operation
Scope Sheets
One for every room affected
Record Measurements
Measurements should match the Drying Zone Worksheet in the Drying Workbook and Xactimate
Note: Water Damage Estimates are not done in the field.
Circle Services that need to be done. The Crew Chief will fill in what was actually done
34. Day in the Life of an FNOL This is the Timeline in our Operation
Complete Water Damage Protocol (Checklist)
Notes:
How long did it take for you to respond to home?
Have you downloaded the latest Drying Workbook?
Customer Information (We need a way to get a hold of them in the process)?
Phone 1
Phone 2
Phone 3
What is the best time to Monitor the Job (Morning/Afternoon)?
What was the cause of the damage?
35. Day in the Life of an FNOL This is the Timeline in our Operation
Complete Water Damage Protocol
In what year was the house built?
In what year was the affected floor put in?
What areas were affected?
How much sf is affected based off the Drying Workbook?
How long has the water been there?
What work needs to be done?
Have pictures been taken?
Front of Structure?
Loss Site (What caused the damage)?
Affected Areas (at least 1 picture of each room)?
Did you send the pictures to the office from your Blackberry to pictures@servproofbirmingham.com?
36. Day in the Life of an FNOL This is the Timeline in our Operation
Complete Water Damage Protocol
Insurance Information
Does the customer have insurance?
Who is it with?
Have they turned in a claim?
How much is their Deductible?
Did you collect the Deductible?
Has an adjuster been assigned yet?
Adjuster Name:
Self Pay
If Self Pay, did you collect half of Customer Estimation Agreement (We take Check, Visa, MasterCard, American Express, Discover)?
If Self Pay, did you explain to the customer that balance of payment is due upon completion of services provided?
37. Day in the Life of an FNOL This is the Timeline in our Operation
Complete Water Damage Protocol
Water Category (1,2,3)
What Category of Water Damage is it?
Why did you choose this Category?
Water Class (1,2,3,4)
What Class of Water Damage is it?
Why did you choose this Class?
If Category 1 and a State Farm Loss, are we doing In-Place Drying?
38. Day in the Life of an FNOL This is the Timeline in our Operation
Complete Water Damage Protocol
Equipment
Air Movers
How many Air Movers are needed according to the Drying Workbook?
What types of Air Movers are needed?
Regular?
Axial?
Dehumidifiers
How many Dehumidifiers are needed according to the Drying Workbook?
What types of Dehumidifiers are needed?
Conventional?
Low Grain Refrigerant?
If Class 4 (i.e. Hardwood Floors), do we need a Floor Drying System with LGRs?
Power
Can the house hold the power or do we need a generator (i.e. 30KW, 50KW, 100KW)?
Would this job be better suited for the TES Unit (can dry about 1,500 sf)?
Would this job be better suited for the E-TES Unit (can dry about 500 sf)?
39. Day in the Life of an FNOL This is the Timeline in our Operation
Complete Water Damage Protocol
If Liberty Mutual, what was the name of the representative you spoke with?
If Liberty Mutual, call 1-800-969-4307 ext. 45766 and answer the following questions:
What is your IICRC #?
Insureds Name, Claim Number and Loss Address
Franchise Name
Category of Water Loss?
Class of Water Loss?
Cause of Loss and any pertinent details
Affected Areas (need rooms and what damaged)
Any potential demolition needed
Moisture Readings from outside, unaffected and affected areas including moisture content
Total count of dehumidifiers and air movers
All dehumidifier readings including AC is utilized
Date and time we were notified of the loss
Date and time we contacted the insured
Date and time of onsite arrival
Drying Plan to include equipment, scope and estimated days of drying
40. Day in the Life of an FNOL How long does the entire process take?
Should take 1 to 1.5 hours for experienced First Responders
Will take longer for inexperienced
Pitfall
Do not wait to call for crew until all paperwork is complete
This is not taking care of the customer
41. Expectations / Consequences First Responders
Rejection Ratio < 20% Monthly
Crew Chief
Rejection Ratio < 20% Monthly
Helper
Rejection Ratio < 20% Monthly
Everyone is Responsible
42. Sample Rejection Ratio Report
43. Sample Rejection Ratio Report
44. After Hours / Weekend Manager On Call
$100 / Week
First Responder On Call
$100 / Week up to 4 Calls
$200 / Week for over 4 Calls
Weekend Monitoring
Performed by First Responder On Call
$150 / Day
45. Objectives / FAQ Covered History of Why a First Responder?
What is a First Responder?
What are their Roles and Responsibilities?
What Type of Equipment do they use?
What Type of Technology do they use?
How do they report?
Who can First Respond?
How long should it take?
What is the process?
What about After Hours and Weekends?
Is there any additional compensation?
First Responder and Crew Expectations/Consequences?
46. This has dramatically improved the quality of work by having a manager handle the job from Beginning to End.
47. VIDEOLEADER TO LEADERJACK WELCH
48. Employee Retention Team Building
Dream Building
49. 212 Degree VideoClick Here
50. Goals for each Division
51. Marketing General Contractors
Mold Estimates
Independent Agents
Commitment Tracking
Adjusters
Direct Sales
52. Production Science of Drying
Roles & Responsibilities
Know and Follow
Management / Leadership
Employee Training on every service we offer
Commitment Tracking
53. Office Client Rules / SLAs
Accurate Numbers
Jobs Estimated Timely / Accurately
Commitment Tracking
Collections
54. Evaluations (A,B,C)
55. Teamwork makes the Dream work
56. The Strangest SecretClick Here
57. Dream Building
58. Dream Building Criteria
No more than 2 Tardies per Month
No more than 4 LWOP for the Year
No more than 4 Write Ups
No C Players as deemed by your manager
Cannot be deemed C more than 4 months out of the year
Must be employed here at least a year Starting January 3, 2011
59. Dream Building 2 People from each Division
Production
Production Manager
Crew Chief
Production Technician
Office
Marketing
Wilson Trainership
60. Dream Building Reward
Note: Draw 2 names from each division
61. Dream Building Birmingham
Do not achieve goal of $6,500,000
$1,000 per person
Achieve goal of $6,500,000
$2,000 per person
Achieve Pinnacle volume - over $7,000,000(?)TBD
$3,000 per person
1 out of the 2 from each division, drawing for additional $2,000
62. Dream Building Wilson Trainership
Do less than 2010 - $50,000,000(?)TBD
$1,000 per person
5% increase from this year
$2,000 per person
10% increase from this year
$3,000 per person
1 out of the 2, drawing for additional $2,000
63. Total Potential Payout$48,000.00
64. Finish StrongClick Here