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Case Design/Remodeling, Inc.: The GOV Understanding Sales, Administration and Production – PowerPoint PPT presentation

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Title: The GOV

Case Design/Remodeling, Inc.
  • Understanding Sales, Administration and Production

Todays Main Event
  • I want everyones involvement
  • Stop me as you have questions
  • The only stupid question is the one that isnt
  • Keep questions focused on topic
  • Lets keep the event moving
  • Please take notes
  • Constructive comments are always welcome

Goal of GOV Training
  • Case-itized
  • Create a clear understanding of general roles and
    your specific role on the team
  • Discuss techniques that will allow you and Case
    to improve and grow
  • Discuss Corporate enforced policies procedures

Setting The Agenda
  • Introductions/Background/History
  • Operations Training Team Introduction
  • Teams, what are they
  • Mini-Case Culture (themes, vision, mission, etc)
  • Team Expectations-Relationship Sales Production
  • Team Roles Responsibilities
  • Case Processes-Sales Production (Flow Chart)
  • Case Systems RH and CJES
  • HRS Training Grassroots
  • Summary

Operations Team and Introductions of your Team
  • Bruce Case Vice President of HM local and
  • Dick Ortner Director of Sales
  • Steve Todd Director of Production
  • Heather DeLand Director of Start-up
  • Richard Rocco Asst Dir of Sales
  • Allison DeLand Training Support
  • Liz Rose Franchise Operations Support
  • Steve Bowman Financial Business Analyst
  • Midge Torres Franchise Coordinator

Common Traits of Teams
  • Trust
  • Interdependence
  • Value Based
  • Accountable to One Another
  • Bounded and Stable Over Time
  • Operate in a Social system Context
  • Exist to Share a Common Goal
  • Authority to Manage Their Own Work and Internal

  • One of the most important aspects of teamwork is,
    how do you judge if you are successful?
  • You are successful whenever you make a co-worker
  • Look at the different roles today and the
    responsibilities of the roles then ask how can I
    help with a role that is not mine.

(No Transcript)
Our Corporate Mission is to..
  • Provide quality advice, design, and craftsmanship
    in a professional manner to our clients
  • Assist each other to reach individual and
    collective goals
  • Grow this business in an aggressive and healthy
    manner, which will provide greater opportunity
    for all involved

Case Themes
  • If you fail to plan, plan to fail
  • Exceed expectations
  • Remodeling is a process / experience, not a
  • On time on budget delighted client Success
  • Aggressive, but realistic
  • Listen / Learn / Respond
  • People are our greatest assets
  • If you give, you get
  • 113
  • You have to invest time to improve
  • It is our obligation to communicate, not others
    responsibility to understand
  • Create clients and projects will follow

Why is Case Different?
  • We are bringing a professional level of service
    to an industry that is overrun with
    unprofessional companies
  • We show up on time
  • We are in uniform, with ID badges
  • Background checks
  • We answer the phone-office personnel
  • We do what we say
  • Our clients trust us
  • We tell our clients what will happen to them
    BEFORE it happens to them

Where Will Our Business Come From?
  • Previous Client /Personal Refs
  • Direct Marketing
  • Signs (project and vehicles)
  • Grassroots/Networking
  • Other

15 min Break
With Delighted Clients Comes
  • Repeat Business
  • Referrals
  • Profit and Expanded Benefits
  • Growth
  • Relationships
  • A fulfilling work environment

Delighted Clients are our Future !
What Can you all do to Help Market Case?
  • Use Job Signs on EVERY project
  • Grassroots marketing (door hangers, flyers)
  • Cloverleaf market the house around where you
    are working
  • Write thank you notes to clients
  • Networking talk it up, pass out business cards
  • Ask for referrals
  • Exceed clients expectations
  • Wear your uniforms Be professional

Grass Roots Marketing
  • Getting your name out in the community
  • Trucks/Signs
  • Water Bottles
  • Cash Cube
  • Flyers/Brochures in local delis, drycleaners
  • Local small signs
  • Door Hangers
  • Parking the truck over the weekend at the
    mall/busy intersection
  • Key to every successful Franchise

  • Importance of alliances What a good alliance
    can do for you and vice-versa
  • How to find a good alliance

Roles at Case
  • Home Remodeling Specialist HRS
  • Owner- The Big O
  • Office Manager- OM or the little O
  • Remodeling Consultant- RC
  • Production Manager (future) - PM
  • Sales Manager (future)
  • General Manager (future)- GM
  • Helper (future)

Who Does What?
  • Owner
  • Hiring, fire HR functions
  • Manage staff general business growth
  • Marketing
  • Networking
  • Compliance
  • Training
  • Review oversee Financials
  • Review estimate and contract
  • Coordinate material, subs, craftsmen
  • Client relations
  • Team building
  • Pays the bills signs the checks
  • Sales mgr
  • Project mgr
  • General mgr
  • Helper
  • RC
  • Manages his/her schedule
  • Advise clients on projects
  • Follows the Sales Process
  • Follow the Production Process
  • Helps manage the client
  • Grassroots-Generate Leads
  • Networking
  • Improve knowledge relationship with subs,
    suppliers, industry
  • Assist w/collections
  • Office Manager
  • Respond to initial phone calls
  • Enter track clients in Red House
  • Schedule sales appointments
  • Enters Contracted/TM sales in Red House
  • Schedules walk through, Job starts
  • Sells/Schedules TM business
  • Assist with production
  • Assist with marketing efforts
  • Accounting / payroll
  • HR functions
  • Overall management of office
  • Home Repair Specialists
  • Reads reviews contract and scope of work
  • Pre-construction walk thru
  • Builds relationships with clients
  • Install job signs
  • Grassroots Marketing
  • Manages the job
  • Provide quality workmanship/ service
  • Communicates with the Team
  • Collects payments
  • Ask client for referrals/cloverleaf

Future Roles
  • General Manager
  • Review estimate and contract
  • Coordinate material, subs, craftsmen
  • Address client questions
  • Schedule walk-through
  • Team Mentor
  • Run Sales/Team Meetings
  • Responsible for numbers-getting them, tracking
  • HR-hires fires
  • Marketing
  • Owner functions
  • Production Manager
  • Pre-job visit
  • Review estimate and contract
  • Coordinate material, subs, craftsmen
  • Address client questions
  • Focus on collections, job status
  • Closes out allowances/open items works with HRS
  • Job visits
  • Team Mentor
  • Monitor manage jobs-POC
  • Sales Manager
  • Review estimate and contract
  • Responsible for numbers-getting them, tracking
  • Address client questions
  • Runs leads with RCs
  • Run Sales Meetings
  • Sets tracks goals contests
  • Tracks Health of Sales
  • Team Mentor
  • Helper
  • Go-for
  • Material Pickups, Trash
  • Helps produce jobs
  • Apprentice
  • Takes shovel, demo hammers, etc out of Lead HRSs
  • Set up/Clean up
  • Can go from job to job in order to assist

OK Lets Get Started
  • Case Systems
  • CJES Case Job Estimating System
  • Red House The storehouse for all the information
  • Quick Books Accounting and Bookkeeping
  • Now lets Follow the process

Case Systems
Client Management Application Lead
Tracking Client Data Resource Employee
Schedules Sales Data Customer Invoices /
Payments Job Estimate vs Actual Job Profitability
Job Costing Overhead Expense Tracking Budget vs
Actual Reporting Cash Management Financial
Statements Asset Tracking
Project Sales Tool Contract Creation Job Cost
Systems Integration
2) Job Estimates - Estimated Cost Data - Sale
1) Client Contact Information
4) Job Costs - Labor - Materials -
Subcontractors (only COGS items are sent to Red
House, overhead expenses are only in QuickBooks)
3) Job Information - Client Name - Client
Number - Job Number
Upload Estimates to Red House
5) Job Profitability Reports - Sales
Commission - HRS Bonuses - Job Profitability
The Lead
  • After initial client contact, the Office Manager
    determines if the lead is suited for TM or
    contract by using the Lead Placing Matrix.
  • The clients information is entered into Red
    House and a HRS or Remodeling Consultant is
    scheduled for the appointment.
  • Make sure you get all client info that it is
    correct home, work, cell numbers, address, lead
    source, email, notes etc

Entering New Client Into Red House and Scheduling
a RC
  • Show Red House demonstration

  • 15 minute BREAK

Making the Sale Using the Sales Process
Case Design/Remodeling, Inc.
  • The Job now has been scheduled so now
  • The Sales Process Steps

What are the steps of the Sales Process?
  • Warm-up Call
  • Pre-estimate
  • Introduction
  • Tour
  • Presentation Book
  • Budgeting
  • Proposal
  • Close
  • Follow-up

Goal of the Warm Up Call
  • Develop a relationship
  • How long have you lived in the area
  • Find out something personal about them
  • Tell them something personal about yourself
  • Qualify
  • Define scope of the job
  • Confirm time and length of an appointment
  • Find out if they are real

The Warm Up Call
  • Introduce yourself and confirm schedule
    appointment time, state that you would like to
    ask a few question concerning the appointment.
  • Ask a little about the job.
  • When do you plan on getting the work done or when
    do you want it completed.
  • Ask how long they have been thinking about doing
    the work.
  • Will all parties be present to be able to make a
    decision, and to discuss your goals for attaining
    completion of this?
  • Have you done any research or sought any other
  • Have you ever remodeled this house or any
    previous residences?

Warm Up Call Continued
  • When I get there we will (Setting the agenda)
  • Find a place to set down my computer
  • Look at the work or tour.
  • Review scope.
  • Tell client a little about Case.
  • Discuss levels of investment.
  • If appropriate print contract and get into
  • Most importantly the call is about building a
    relationship with the client, make the warm-up
    call yours

  • Pre-build the estimate based on the warm-up call
    before the sales call
  • To get an idea of costing
  • To cut down on the time it takes to produce the
    estimate in the home

The Introduction
  • What is the goal of the Introduction?
  • To make a good first impression
  • To start building value and confidence
  • Develop a relationship
  • Be aware of the environment, kids, cars, house,
    furnishings, pets, landscaping.

The Tour 3rd step
  • What is the goal of the tour?
  • Non stop building of client relationship
  • To build trust and confidence
  • Scope of work, specifications
  • Take notes and measurements
  • Offer advice and counsel
  • Have they sought any other advice
  • When they hope to accomplish the work or have it
    completed by.
  • What are they looking for in a contractor?
  • If they have had any previous construction
  • Find the sense of urgency.
  • This is when you need to overcome objections.

The Presentation Book Step 4
  • What is the goal of the presentation Book.
  • To build value in Case.
  • Written word is believed twice as much as the
  • Education
  • Tell our Story
  • Tell our processes and procedures

Budgeting is a Trial Close 4th step
  • Confirm scope
  • Confirm selection or allowances
  • Confirm client involvement
  • Then open the budget discussion
  • If the budget is confirmed then you would move
    forward to the next step
  • If the budget is not acceptable, pivot and figure
    out where you are in the process.

  • Once you have gotten a budget affirmation, it is
    time to generate a proposal or PA
  • When and where to set up the computer
  • Ask Permission
  • Know when
  • Know where

The Pre-Sale Walk Through
  • What Did YOU Promise to the Client?
  • Budget ranges
  • Plans/ Scope
  • Selections
  • Client involvement
  • Organize Your Next Steps to Keep the
  • Excitement Alive
  • Fail to plan Plan to fail
  • What is YOUR outline to success?

The Pre-Sale Walk Through - Continued
  • Determine Who?
  • Subs, PM, HRSs, Client, Owner/GM
  • Based on the scope of work, materials required,
    in-house abilities
  • Determine How?
  • The right vendors?
  • The right subs?
  • Understand the strengths weaknesses of you
    production staff?
  • Right timing? presentation sub coordination
  • The clients involvement?
  • Determine What?
  • What will be the drivers for the client?
  • What are the special order items?
  • What are our limitations? Code set backs
    existing conditions budget

The Pre-Sale Walk Through - Continued
  • Determine When?
  • Our production lead time weather client
  • What are our product/material lead times
  • When the client wants the project completed
  • This Pre-Sale Walk Through needs to happen within
    days of signing the PA
  • Determine Where?
  • Where will materials be staged?
  • Where your special order materials will be
  • Determine Why?
  • Now its time to sell this project to YOUR Case
  • Sell this project to your subs
  • Give production a chance at success
  • Help ensure the projected vs actual stays in line
  • Ensure that all the time required to put this
    package together is ALL THE TIME THAT IS REQUIRED

The Pre-Sale Walk Through - Continued
  • Once You Determine the 5 Ws the H
  • Schedule the Pre-Sale Walk Through with
  • Client, PM, HRS or Owner/GM Whomever will be
    accountable for actual production RC is
    responsible for the Production Binder
  • Contact the client
  • Client involvement at this juncture is huge
  • It will help further define budgets and
    selections you have the experts with you!

The Pre-Sale Walk Through - Continued
  • May Need More Than 1 Site Visit to Get All
    Production Staff on Board
  • It is tricky to get all the subs to the clients
    house on the same day at the same time
  • Does the client have to be there for ALL sub walk
    throughs? NO
  • What Do Sketches Look Like?
  • Not permit plans
  • The PA is for defining budgets in varying scopes
    in varying finishes
  • Graph paper
  • Surprise yourself and sit down with graph paper
    and a ruler
  • It will help you build the job (mentally)
  • It will help you think through process and
  • Digital picture tracing paper
  • Helpful for understanding existing conditions
  • Useful for the Production Binder in selling this
    project to Case
  • A little less impressive to a client - ?

The Pre-Sale Walk Through - Continued
  • Pre-Sale Walk Through
  • Very similar to the standard Pre-Construction
  • Walk Through
  • Introduction to the client
  • Measurements
  • Material list
  • Feedback
  • The Hood of the Truck
  • Hammer home the concerns the questions get
    the buy-in

The Pre-Sale Walk Through continued
  • Pre-Sale Walk Through The Goals
  • Firm pricing from YOUR Subs not exact Firm
  • Best advice and guidance from YOUR production
  • Best advice and guidance for YOUR client
  • Additional thoughts and wants from the client to
    better define YOUR budget ranges
  • To get the answers YOU need to satisfy the PA and
    closer to presenting the final contract(s) to the

The Close Step
  • Presenting the Contract(s) to YOUR Client
  • When you sold the PA you promised how many
    Budget Ranges?
  • No more than 3
  • When you sold the PA you promised how many
    Selections Allowances?
  • Are they per budget ranges and/or scope?
  • When you sold the PA you promised how many
    Products Samples?
  • Are they per budget ranges and/or scope?
  • Be prepared present the contract
  • All options and as many separate contracts as YOU

  • Once you have generated a proposal with the
  • Walk the project with the client explaining the
  • Ask if there are any questions
  • The last place to build value
  • Present the Proposal and get authorization
  • Get all Legal papers signed
  • Get the payment

  • What is the goal of the Follow-Up?
  • To prevent your clients from canceling
  • Continue building the relationship

The job now has been sold what was sold and how
does estimating work
  • Estimating
  • Cost Codes
  • Labor Burden
  • Time Cards
  • Lunch
  • Contracted Sale

Now Estimating the Project and How Cost Codes Work
  • An estimate is only as accurate as the projects
    defined level of scope and specifications.
  • The sales process involves several evolving steps
    that lead the clients through increasing levels
    of design detail, project definition, and
    budgeting or estimating.
  • A good understanding of estimating is the first
    step to assuring the financial success of YOUR

  • The estimating process is based on the premise
    that one can make a list of all of the events
    necessary to complete any given task.
  • Once that list is compiled, the estimating
    process / system, must be able to forecast a cost
    for each item on the list.
  • A projects sale price is determined by adding
    established overhead and profit factors to the
    estimated costs.

An Estimate IS
  1. a tool to establish a fair price, as well as a
    budget for production goals.
  2. a reflection of what the contract included and
    did not include in the scope and specifications.
    ( items )
  3. an outline of the events that need to take place
    and the their costs.
  4. derived from the Case historical average costs
    for a given job or task. ( cost coding )

An Estimate is NOT
  • Going to be 100 accurate for every task,
    situation, client or carpenter.
  • Shared in detail with the client.
  • The only information needed to build.
  • 4. To be looked at in detail
  • 5. A coaster for your coffee cup.

CJES Items
  • Items in the estimating system are broken down
    into four general categories
  • Labor
  • Materials
  • Subcontractors
  • Other

CJES Item, Cost Codes
  • Each of the four general categories are further
    broken down into cost codes.
  • Each cost code represents a specific
    distinguishable portion of the total costs
  • Labor and materials are broken out into 6 cost
  • Subcontractors are broken down into the major
  • Other costs are all lumped into one cost code

Cost codes provide budgets for their specific
disciplines, and they also provide a method for
tracking costs and creating usable job histories
Parts of an Item - Labor
  • Labor (Wage x Burden) x Mark-up Sale Price
  • CJES assigns a specific period of time to
    complete each unit (UOM) of an item.
  • The time assigned is derived from historical cost
    variation studies of completed projects.

Parts of an Item - Labor
  • Labor burden is a compilation of many indirect
    costs associated with the cost of the employee.
    These costs include
  • Social Security
  • Workmans Compensation
  • Holidays and vacations
  • Health insurance
  • Retirement / 401K

(No Transcript)
Parts of an Item - Labor
  • Labor is the only part of the estimate that can
    not be fixed in cost through diligent research.
  • Actual labor costs are never known until the
    client says your done with the final check.
  • Each HRS will have
  • Differing senses of urgencies
  • Differing craft experience and skills
  • Differing management and organizational skills

Labor Cost Codes
  • 1-015 Protection / Shoring / Site / Concrete /
  • 1-020 Steel / Iron / Rough Carpentry / Decks
  • 1-030 Roofing / Window / Ext Door / Ext Trim /
  • 1-035 Plumbing / HVAC / Electric / Insulation /
  • 1-040 Cabinets / Tops / Int Trim / Int Doors /
  • 1-050 Tile / Finish Floors / Painting / Punch

All estimated and actual Labor costs should
always be assigned to the appropriate cost code.
(No Transcript)
Time Card Details
  • Why its important to have timecards filled out
  • How to calculate overtime, vacation, and more.

Timecard Basics
  • All timecards should have your name both printed
    and signed.
  • Write in the week ending date.
  • Use a separate line for each client you work for
    in a day.
  • Write overtime on a separate line.
  • Ensure that all the project names and numbers are
  • Timecards must be filled out in ink.
  • Be sympathetic to the OM who has to read and
    input your timecard and ensures that you get paid
    correctly and on time.

Timecard Basics cont
  • Time is recorded in increments of 30 minutes.
  • Calculate the hours across making sure the totals
    are in the proper columns.
  • Calculate the hours down making sure the regular
    and overtime hours are correct.
  • Circle yes or no for the injury report. If yes,
    the owner should already know.

Timecard Basics cont
  • Non Job time to be used for meetings and training
  • Overtime must be charged to a job (make sure its
    correct), not Non Job and needs to be approved in
    advance by Owner/GM/PM.
  • All van maintenance and repairs should be
    performed on non-company time.

Turning in Your Time Card
  • Turn your timecard in to the OM on a weekly
  • You can fax or email your timecard once approved
    by the office but make sure you get a hard copy
    to the office.
  • You are responsible for getting your timecard in
    and in on time.

Material Cost Codes
  • 1-015 Protection / Shoring / Site / Concrete /
  • 1-020 Steel / Iron / Rough Carpentry / Decks
  • 1-030 Roofing / Window / Ext Door / Ext Trim /
  • 1-035 Plumbing / HVAC / Electric / Insulation /
  • 1-040 Cabinets / Tops / Int Trim / Int Doors /
  • 1-050 Tile / Finish Floors / Painting / Punch

All estimated and actual Material costs should
always be assigned to the appropriate cost code.
Staple Material Items
  • Staple item costs are maintained in the CJES
  • The quantities and costs are automatically
    calculated in the estimates
  • An estimate items material quantities are set
    from typical amounts used per Item UOM, plus a
    Waste Factor
  • The estimate quantities are then converted into a
    Purchase UOM which calculates how much to buy
  • The purchase price of each material item is
    determined by adding 15 to a quality
    lumber/hardware stores price.
  • 5 to 9 is for sales tax
  • 6 to 10 is for mistakes or other slippage you

Dont be pennywise and pound foolish with staples
Parts of an Item - Subs
  • The CJES sub costs represent typical costs for
    subs doing smaller remodeling projects
  • Specialized work of any size over the minimum
    should always be done by a sub
  • Your actual sub costs are very much determined by
    your relationships with subs
  • Larger sub estimates should always be backed up
    with a written sub proposal

The subcontractors quote is entered into the
Subcontractor Cost Codes
  • 2-112 Concrete/Masonry 2-146 Siding/Ext.
  • 2-114 Plumbing 2-147 Roofing
  • 2-115 Insulation 2-154 Finish Floor
  • 2-124 Electric 2-164 Ceramic
  • 2-134 HVAC 2-174 Misc Sub
  • 2-144 Drywall

  • Importance of use
  • How to use
  • How to find
  • What the ideal sub looks like

Parts of an Item - Other
  • Other costs are miscellaneous items that are
    classified as job costs but are not labor,
    material, or subcontractor costs. Examples
  • Permit fees
  • Permit service fees
  • Engineer or architectural fees
  • Dump fees

Im Hungry
Contracted Sale
  • When the Remodeling Consultant makes the Sale
  • He/she prepares the project for transition to
    production by
  • Assembling all pertinent details of the project
    (reports, contracts, legal documents, material
    info) using Job Binder.
  • Confirms special order (anything not on the
    shelf)details / scheduling requirements for
    special order materials and / or subcontractors.
  • Turns over Job Binder to the Owner / Production
    Manager for review.

The Remodeling Consultant is committed to the
NO SURPRISE rule internally or with the client
Preparing the Binder
  • Show and Tell

Preparing for Approval of the Sale
  • The Owner / Production Manager.
  • Reviews Job Binder for detail, paying special
    attention to special order items, subcontractors
    bids and the labor budget.
  • If approved, sign contract and pass binder to OM
  • If disapproved, return to RC with explanation and
    action items.
  • Office Manager starts contract process
  • Once the Home Remodeling Specialist is selected,
    the pre-construction walkthrough as well as the
    start date (use week of verbiage) is scheduled
    with the client using Red House.
  • Office Manager confirms the Red House schedule
    with the client, RC HRS.

The Production Board (show sample layout)
  • The person who approves the contract fills out
    the production Board
  • Job number is entered by the OM after the job is
    entered in Red House and a number is assigned
  • The production board is for everybody to give the
    team a good overview of what is needed or what is

Show OM Contract Process/Scheduling/Invoicing
  • Red House demonstration
  • Remember to schedule one float day for every five
    days of scheduled contract work

Team Building Between Sales and Production
  • It Can Be Done

Teamwork, The Sum of the Whole is Always Greater
than the Sum of the Individuals
  • Teamwork is the ability to work together toward a
    common goal. The ability to direct individual
    accomplishment toward organizational objectives.
    It is the fuel that allows common people to
    attain uncommon results.

Teamwork What we do not want What we want to
  • What is a team?
  • What we dont want - an environment where people
    have to be held accountable
  • What we do want - an environment where people
    accept their responsibility and are
  • responsible for their teammates actions
  • We hold children accountable, as adults we have
    the freedom of being responsible

Team Measured Growth
  • More
  • Enthusiasm
  • Learning from Peers
  • Comfort knowing help is there
  • Camaraderie
  • Shared Responsibility
  • Focus on the Organization
  • Responsibility for the team
  • Simple, visible measurement
  • Willing to take risk
  • Always self-analyzing
  • Leveraging conflict
  • Less
  • Individual opinion about whats important
  • Reliance on individual abilities
  • Panic when workload peaks
  • Backbiting
  • Protecting information
  • Whats in it for me?
  • Stress on the supervisor
  • Feeling unaccomplished
  • Lack of reflection
  • Avoidance of conflict

Differences Between Groups and Teams
  • Groups
  • -Members work on a common Goal
  • -Members are accountable to a manager
  • -Members do not have a clear stable culture and
    conflict is frequent
  • -Leadership is assigned to a single person
  • -Members may accomplish their assigned goals
  • Teams
  • Members are fully committed to a common goal and
    mission they developed
  • Members are fully accountable to one another
  • Members trust one another and the team has a
    collaborative culture
  • Members all share in leadership
  • Members achieve personal growth

Types of Teams
  • Work Group- A group of people working together
  • Team- A group of people working together toward a
    common goal directed by a manager who controls
    all aspects of the group
  • Self-Managed Team- A group of people working
    together in their own ways toward a common goal
    which is defined outside the team
  • Self Directed Team- A group of people working
    together in their own ways toward a common goal
    which the team defines

Evolution of a Team
  • The evolution of a team is as much about the
    growth of a team as it is about the personal
    growth of the team members
  • As the team grows they will need to face their
    preconceived beliefs of what a team is and what
    the team can grow into.
  • One of the most important aspects of teamwork is,
    how do you judge if you are successful?
  • You are successful whenever you make a co-worker
  • It is not easy, it requires constant work and
    maintenance supported by the other team members

Think Before You Leap
  • Before anyone would try to implement something as
    aggressive as a self-managed (and subsequently
    self-directed) team, they should be able to
    articulate the expected benefits. A mature
    self-managed team, when compared to typical
    hierarchical management, would have measured
  • Team building is about growth, it will not happen
    overnight or easily.

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  • Team defines what they want to accomplish
  • How they will operate as a team
  • Team sets goals and establishes measures to
    assure both progress and achievement
  • Sets ground rules the way the team will operate
  • Establishes a charter

  • Team needs to clarify and adjust its expectations
    because task goals and process rules tend to be
    made under the mantle of idealism
  • Adjustment in ground rules takes on an internal
  • As the team becomes focused toward being self-led
    the more volatile this period becomes
  • Absence of tension should be cause for concern
  • indication team members have become withdrawn
  • Apathy is a more dangerous enemy than tension

  • Teams need to push through the adjustment phase
  • setting clear short term goals
  • Celebrating early successes
  • Putting ground rules in concrete form with a
    charter and rituals
  • Confronting those who violate common rules
  • Team agrees to hold themselves and one another
    accountable for the teams success
  • This phase if successful is characterized by
    interest and energy. The team is making progress.

Actual Franchise Charter
  • We will admit to our mistakes without fear of
  • Always tell the truth
  • We will take ownership/responsibility of our own
  • We will work together to focus on fixing the
    problem not on who or why
  • If we do not have anything positive to say about
    a team member, we will keep it to ourselves
  • If others insist on talking negative about a team
    member, we will walk away
  • We will have FUN at work

Actual Franchise Charter
  • Ask the team for advice without fear or ridicule
  • We will be patient with each other
  • Treat each other with respect
  • It is OK to voice your opinion. Others do not
    have to agree
  • It is OK to be human and to vent our stress
  • We will be empowered to make decisions on our own
  • It is OK to turn down a problem TM client
  • We value constructive feedback. We will avoid
    being defensive when we receive feedback from
    team members
  • We will give feedback in a constructive manner

Actual Franchise Charter
  • New team members will undergo review approval by
    team members
  • All team members have an equal right to voice
    their opinion
  • We will provide complete and thorough solutions
    to the clients needs, not band-aid approaches

Actual Franchise Charter our Objectives and Intent
  • To provide quality remodeling work on time
  • To provide quality remodeling work on budget
  • To create delighted clients
  • To exceed GP goals on each job
  • To exceed quarterly GP dollars goals
  • To have a safe work environment
  • To function effectively and in a fun way as a team

How we will measure results
  • GP on the job
  • Actual vs. estimated by job report will be
    prepared for every job and totals will be totaled
    by HRS
  • Quarterly GP dollars actual vs. goal totals will
    be posted and tallied toward goals
  • Follow up phone call at the end of every job- we
    will have a 90 satisfaction rate
  • Satisfaction Surveys returned-goal?
  • Referrals per job done-?
  • No Call Backs
  • Repeat client job ratio-?

  • Attention focuses on tasks, teammates accommodate
    one anothers peculiarities
  • Teams starts to gel, ground rule issues revolve
    around participation
  • Team wants to improve internal processes,
    gathering information, and making sure team
    members feel accepted
  • Team members are working together, and making
    decisions in a spirit of cooperation
  • Life in the team is good.

  • Cohesion builds and homogeneity increases
  • Getting along becomes very important
  • Ground rules focus on confidentiality, anything
    to protect against stirring up trouble within the
  • Task issues focus on showing a solid front
  • Agreement assures the right course of action
  • The teams good ideas are remembered and
  • Life on the team is truly wonderful, everybody is

  • This breakthrough centers on comfort instead of
  • As the reinforcement stage evolves, it becomes
    too much of a good thing
  • The team tends to isolate itself from outsiders,
    suppresses disagreement, loses perspective,
    focuses on self-preservation
  • To break out team members use cohesion to take on
    new issues, and challenge their current methods,
    let trust encourage exploration and diversity
  • Task goals need to be stretched, outsiders
    brought onto the team.
  • Break-through strategy for the development stage
    is creating the freedom to explore and to change
    mindsets within and with-out the team.

  • Shrugs off the current way of doing things, team
    decides to push beyond its present limits
  • Outsiders become a source of useful
    information,and potential partners
  • Differing points of view are no longer
  • Team is focused on developing both as individual
    team members and as a team unit
  • Tension in the team returns, but it is positive-
    focused on issues rather than personalities
  • Commitment and mutual accountability have become
    a reality
  • The team has become high performing, it is
    revitalized, task assignments take on a new life
    with fresh ideas, the team propels into
    developing new ideas, and activities, its
    potential is awesome.

  • Team is at high energy, true synergy is displayed
    in the far-sighted, innovative resolutions the
    team suggests.
  • The team seems to have more ideas than it knows
    what to do with.
  • If the team issues remain the same the team will
    get bored.
  • There are only so many meaningful variations to a
  • The team needs a new challenge.

  • Transformation requires challenging all the team
    has built its assumptions, its progress, and its
  • It may mean disbanding the team, changing
    membership, partnering with a former enemy, or
    taking on controversial issues, it will be a
    departure from the past.
  • It may mean breaking into smaller core members
    and forming new teams
  • If the team can change, it can renew itself and
    continue to achieve on a higher plane

Cognitive Thinking-Retraining the way youThink,
Feel and React
  • Anger Management
  • Getting rid of being defensive
  • Being able to solve the problem without getting
    angry, looking at the problem as how not why
  • Conflict Management-two types of conflict
  • A type conflict anger, personal friction,
    personality clashes, ego, and tension
  • Cognitive conflict depersonalized, largely about
    merits of ideas, plans, and projects
  • Focus on goals, build team identity, make
    pledges, create a place for conflict, create a

Cognitive Thinking-Retraining the way youThink
and Feel
  • Changing behavior is not done by changing the
    behavior but by changing the way we think before
    we exhibit the behavior we want to change
  • Changing the way we feel is changed by changing
    what we think that makes us feel that way. Not by
    saying Im not going to feel like that anymore

  • Requires focus on the client so the mundane can
    be ignored.
  • Requires focus on the goal so the little things
    go by (keep your eye on the ball).
  • Requires acceptance of others, not everybody is
    perfect like you are.
  • Requires patience and disipline, not everybody is
    going to get it at the same time

  • Is it easy NO
  • Is it fun YES once you get there
  • Is work fun if you never attain teamwork- NO
  • Does it require change YES
  • Can everyone become a member NO
  • Does it require courage - YES

  • Dont waste your energy, always keep your eye on
    the ball, the client is the most important focus
    you can have.
  • Avoid bitch sessions, solve the problem.
  • If you need help ask, even if you dont need help
  • If you dont have anything good to say about
    someone keep your mouth shut.
  • When others dont have anything good to say, walk
    away, dont become part of the problem.

  • The key reason for a team to exist is
  • Decision-making is a caldron of
    controversy,diversity, creativity, and trust. It
    is not a peaceful process, it is the rough and
    tumble romp into new ideas, and risky goals.
  • Organizations that endure have several things in
    common. The survivors have strong core
    ideologies, an impatience with the status quo, a
    willingness to practice self-refection, to
    challenge their assumptions, and an eagerness to
    take on big issues.
  • Built to last teams are confident, risky, robust

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  • One of the most important aspects of teamwork is,
    how do you judge if you are successful?
  • You are successful whenever you make a co-worker
  • The walk through is where the RC makes the HRS/PM
    successful, the RC sets the tone for success, by
    addressing allowances, payment schedule, the TM
    work order and passing the job on to the HRS/PM.
  • Everyone needs to be positive and work toward the
    common goal of client happiness.

  • Job Reviews
  • Focus on good jobs
  • Why did they come out good
  • Who was working on the job
  • Who sold the job
  • Assign good blame on why the job came out well
  • Bad Job Reviews
  • Its too late anyway, everybody is already tired
    of hearing about it
  • Serves as lack of positive reinforcement
  • If there is something important, talk about it
    then move on, dont beat an already dead horse.

15 min Break
The Walk Through, how to use it to build a team
between sales and production
  • It Can Be Done

  • One of the most important aspects of teamwork is,
    how do you judge if you are successful?
  • You are successful whenever you make a co-worker
  • The walk through is where the RC makes the HRS/PM
    successful, the RC sets the tone for success, by
    addressing allowances, payment schedule, the TM
    work order and passing the job on to the HRS/PM.
  • Everyone needs to be positive and work toward the
    common goal of client happiness.

Questions you should never have to answer, being
  • Client would ask
  • Do we need to be home?
  • How much disruption will there be?
  • How long will this project take?
  • Will you do this additional work? / when?
  • Do I need to make this payment today?
  • Do we have to move anything?
  • What about my pet(s)?
  • I thought that was includedKNOW THE CONTRACT!

Anticipate questions and be prepared ! This is a
great opportunity to build value !
HRS Package
  • HRS receive Job packet min. 48 hours before
    Preconstruction Walk-thru for review
  • What are they reviewing? Contract, estimate,
    selections, subs, special orders, allowances,
    blank flow chart (to be filled out at walk-thru)
  • If HRS has serious problem with contract or
    estimate, they should bring it to the attention
    of the Owner/PM before the walk-thru

Preconstruction Walk Through
  • Scheduled 4 to 7 days after final contract
  • 1 Hour Event, so slow down and take your time -
    this is the planning phase of the project
  • Hints- Always use the noun we, do not use I or

Preconstruction Walk Through
  • Example WE need to get the selection made, WE
  • will complete this first. Address Allowances
    during the walk thru, a timeline for closing them
    out and how they get closed out
  • 15 min before a walkthrough, HRS, RC, PM will
    meet nearby the clients home to review contract
    and prepare for walkthrough, arrive together, on

Preconstruction Walk Through
  • Handoff RC, PM, HRS to work together
  • - RC meets greets and sets agenda
  • HRS starts building trust and the relationship
    with the client
  • By building rapport with personal questions.
    (examples ask about car, pets, children, etc)
  • Most important be yourself and be friendly

Preconstruction Walk Through
  • RC reviews contract with owner as they walk the
    job, HRS is taking notes, measurements for
    material list, telling the owner the when, how
    and where of the various steps they will take
  • RC to review allowances, open items and costs
    assigned to them during the walk-thru at the
    areas where they are located

Preconstruction Walk Through
  • Once complete, this is where HRS starts taking
    ownership of the project asks questions, etc
    (reviews the pre-mailed preconstruction
  • RC, HRS, PM make sure that a complete accurate
    material list for the project as well as an
    understanding of project is complete and
    understood by all parties

Preconstruction Walk Through
  • RC/PM/HRS to ask homeowner if job sign can be set
    and where
  • RC goes over payment schedule, allowances, when
    payments are to be made, and process for closing
    out the job
  • If you might be using a substantial completion
    form explain to the customer how it is used and
    presented. Leave a copy of the form behind, so
    the client can get used to the idea.
  • Set up your material delivery with the customer

Preconstruction Walk Through
  • RC to show blank TM work order to client for
    potential homeowner added work
  • Can be presented as Mr. X, we have been
    experiencing some problems with (HRSs name
    BOB) many of our clients really like BOB and
    they are always asking BOB to do additional
    work. This is the way we handle the extra small
    things you would like to have BOB correct.
    Present TM work order, and tell the client you
    will leave the TM work order on the counter and
    they can fill in requests or BOB can.
  • The presentation of the TM work order should
    create warm fuzzies.

Preconstruction Walk Through
  • Final Walk through meeting on hood of truck (HRS
    RC PM)
  • The planning stage of the project
  • This is where HRS/PM fills out blank flow chart
  • HRS/PM/RC ask questions regarding the project
    (working together)
  • Who what where of special materials orders etc
    resolve all outstanding issues
  • Serious questions about job need to be addressed
    asap while you are still at the house so that you
    can solve it.
  • Go back to the Owner at this time and resolve the
  • Go over checklist, how many did we hit?
  • HRS / RC / PM, do cloverleaf (door hangers)

RC / PM Special Orders and Off the Shelf Items
  • Small special orders to be delivered to office
  • Larger special orders speak to suppliers about
    holding product until start date of project and
    then deliver to the job site
  • Have the material delivered to the job the HRS is
    currently working on, so it can be checked and
    loaded for the next job
  • Delivered to your storage facility if applicable
  • Delivered to HRSs house

HRS Part 2
  • HRS confirms schedule/date of job per Office
    Manager ( OM, PM, call client to firm up start
  • Orders picks-up (accomplished night before) or
    has delivered all non-special order items or
    ideally has had the order emailed immediately
    after walk through to local lumber yard and had
    the material delivered.
  • Workday is 8-430 for max. production, material
    procurement is to be done after 430 or before
    8am (this time is paid)

HRS Job Start
  • HRS to plant job sign in approved location
  • HRS to cloverleaf door hangers
  • HRS starts at 8am, works till 430
  • HRS calls (during construction of project) OM/PM
    to give status of progress remaining/ time
    commitment / expected completion
  • HRS to do the agreed upon contracted work first
    then TM work last, if possible

  • HRS/PM do final walkthrough with client
  • Larger jobs the HRS needs to do a walkthrough
    when the job is 85 done
  • When 100 done conduct a final walkthrough with
    the client. On larger jobs the pre-presented
    substantial completion form will be filled out.
  • HRS asks for referral and final check (TM/
    change orders to be included) Says thank you to
  • HRS to cloverleaf again
  • HRS returns job packet to OM with all
    receipts/project documentation

Job Reviews
  • Focus on the positive
  • Avoid personal and negative comments
  • If something can be learned from a negative share
    it but dont dwell on it
  • Working together builds team atmosphere
  • Remember you will not have a team until the word
    is used freely by everyone and starts becoming

  • Job Reviews
  • Focus on good jobs
  • Why did they come out good
  • Who was working on the job
  • Who sold the job
  • Assign good blame on why the job came out well
  • Bad Job Reviews
  • Its too late anyway, everybody is already tired
    of hearing about it
  • Serves as lack of positive reinforcement
  • If there is something important, talk about it
    then move on, dont beat an already dead horse
  • Team meetings, suggested time, Friday afternoons

  • Remember the HRS/PM is the backbone of
    profitability and future successes
  • The walk through is where the team sets them up
    for success
  • They cannot do it alone, they need everybody's
    help to be successful

  • Close out Change Orders ASAP
  • Client selections needed ASAP
  • Good relationships with suppliers plumbing,
    tile, electric, etc- send them to your favorite
    salesperson for the best pricing
  • Better to use inflated price and have no
  • Avoid low-balling allowances-what happens? GP,
    how much you are throwing away how hard it is
    to collect.
  • Back of contract paragraph on Allowances

Examples of how to close out an allowance
  • Allowance for Hardwood (1000)
  • Actual 1,250 X 1.25 1,562.50 562.50
  • Client owes difference
  • Allowance for Hardwood (1000)
  • Actual 500 X 1.25 625.00 (375.00)
  • Case credits client
  • Works the same every time whether its
    materials, sub or other

Trash Removal
  • Off site dumpster for larger projects
  • Trash Dump
  • On site dumpster (office/designated area)
  • Local trash hauling company
  • TM - 25 trash charge / leave at clients bagged
  • Helper to collect trash
  • 4-6 HRS per helper

Systems Integration
2) Job Estimates - Estimated Cost Data - Sale
1) Client Contact Information
4) Job Costs - Labor - Materials -
Subcontractors (only COGS items are sent to Red
House, overhead expenses are only in QuickBooks)
3) Job Information - Client Name - Client
Number - Job Number
Upload Estimates to Red House
5) Job Profitability Reports - Sales
Commission - HRS Bonuses - Job Profitability