We've "scene" it all--The SceneExchange Blog

Researching lower impact driving solutions: part one, The Segway

As an extension to our blogging on alternative fuel vehicles and hypermiling I am kicking off a series of articles exploring interesting transportation solutions that save both energy costs and the environment.  The first installment explores the use of Segways at a local college campus.

A couple of weeks ago I was fortunate enough to spend an hour with a two individuals from the Rochester Institute of Technology talking about their use of Segways on campus.  The university recently purchased two different Segway models, the I2 and the X2, in a move to lower their environmental impact.  RIT is something of an early adopter of the Segway technology in the Upstate New York region, so of course I had to pay them a visit.  Having graduated from RIT, I was already aware of the cultural emphasis on new technology to both improve our quality of life as well as to protect the environment.  Thus it seemed fitting that the University was beginning to look to alternate modes of transportation and alternate fuel sources for their campus staff.

For those who don’t know, the Segway is a personal mobility solution.  The intriguing element is the Segway Smart Motion technology created by Dean Kamen.  This technology is the heart and soul of the Segway, allowing it to move based on the user'€™s stance.  The Segway website goes into great detail on Kamen's technology.

The introduction of Segways on campus was part of a green initiative, and the benefits have been impressive.  The Segways cost only 25 cents for a full charge, which takes about 6 hours and gives the Public Safety officers about 24 to 25 miles of use.  With the offset fuel costs RIT expects a return on their initial investment in just three years.

With a campus size of about 1300 square acres, 5 million square feet of which is building space, RIT's Public Safety Officers have a lot of ground to cover.  According to David Edborg (Major, Patrol Operations in the Public Safety Department) he can get from one side of campus to another in about 4 minutes.  The Segway offers a top speed of approximately 12.5 MPH and has noticeably reduced the department's response time.  This has been a noticeable improvement over use of traditional vehicles only.  With much of the campus inaccessible by car the ability of the Segway to easily navigate through crowded walkways has also been a great help.  In fact the introduction of the Segway has worked out so well that RIT plans to invest in more Segways in the near future and other area institutions have no jumped on the Segway bandwagon.

The university's ongoing effort to reduce their carbon footprint is seen not only in the incorporation of the Segway but also in plans to purchase hydrogen-powered vehicles.  Two new hydrogen-fueled cars will be introduced to RIT's fleet in the fall thanks to a grant awarded to the University.  These will be complimented by a hydrogen fueling station on University grounds that will be the largest in the area.

Of course I must say that the highlight of the day was trying the Segway out for myself.  At first the movement involved in moving the Segway either forward or backward seems strange, but it quickly becomes intuitive as you get your "Segway legs."€  The Segway is responsive to the littlest shift in weight or turn of the handles, making it very easy to maneuver.  While it can look easy to fall off of I actually felt very secure as I inched across the parking lot, trying very hard not to run David over.  The Segway easily handles hills and actually adjusts itself as you go up or down hills.  There'€™s almost no noise produced and the ride is exceptionally smooth.

Over 800 people had the opportunity to try out one of RIT's Segways at the University'€™s Innovation Festival this past fall, which tells you something about the interest and excitement surrounding the invention.  According to David, they have even had visitor’s children successfully trying out the Segway, which is also a big hit with the students.

Spend a couple of hours playing around with it and it becomes second nature, according to Senior Public Safety Officer Mark Koehler.  The zero turning radius had to be the coolest part, if a little dizzying.  My only problem now is how to get one for myself for morning Starbucks runs and the like.

Keep posted for more updates on my experiences with other new technologies with low environmental impact.  Also check out one Segway owner’s journey across the US in the award-winning indie film 10 MPH.

Here is a very short video of my co-worker, Robin, gearing up to zoom around campus on a Segway.

--Jen

Is your shop lean and mean?

Even with the number of auto body shops in the United States decreasing, the environment is becoming more and more competitive due to the state of the economy. How do you stay ahead of your competition? One way could be by implementing lean manufacturing in your shop to become more efficient and effective in the work you do every day. Lean Manufacturing is a systematic methodology that identifies and eliminates all types of waste or non-value-added activities. John Sweigart has written some interesting articles in Body Shop Business on this topic specifically for the auto body industry. In his article, Implementing Lean, John describes the how work should flow through your shop:

•  Work must be performed in proper sequence, which is:

1. Sales

2. Scheduling

3. Vehicle arrival

4. Determine exactly what’s wrong

5. Parts procurement

6. Customer communication

7. Structural repair

8. Body repair

9. Paint prep

10. Paint

11. Reassembly

12. Final paperwork

13. Detail

14. Delivery

• Work must be performed in the proper way – as a team, determine the best way to meet the customer’s needs with the least amount of steps while doing it right the first time. Examine all options presented by the team, come to a consensus, document it, and use it as a starting point in which to improve upon.

• Work must flow without interruption between these sequenced steps – this means that you start at step 1 and move continuously through to step 14, no exceptions. This may mean that you need to move parts, tools and materials to different locations within the shop to make them more easily accessible; or inform your techs what is coming next so they can prepare.

With a successful lean manufacturing system in place, you should see reduced cycle time, higher CSI and increased efficiency. Review your “flow” frequently to determine if there are any improvements that you can make to the process. Keep your team involved in this process – they are the ones who know the job inside and out, and this will keep them feeling empowered and more adaptable to the changes that are taking place. To read more about lean manufacturing in the collision repair industry, check out Improving Workshop Efficiency in the online edition of AutoInc.

--Shanna

 

 

Life in the slow(er) lane

Fasten your seatbelts (sorry, couldn't resist), the idea of lowering the speed limit is coming back.

Americans regularly cruise at speeds of 75 or more along the highways. The US Energy Department has determined that people could save 29 to 94 cents a gallon if they would slow down to 60 MPH. Yet, although we give lip service to burning less oil, most of us still hit the gas in order to save time on our trips. This habit could be changing if the federal government steps in and lowers the speed limit again.

In 1974, the Nixon administration put a federally-mandated 55 MPH speed limit into effect--and it was incredibly unpopular. (remember--if you are a certain age--other conservation efforts; the sixty-eight degree thermostat setting, carpools) Politically speaking, conservation is unpopular. That's a large part of why nobody is asking Americans to make any kind of "sacrifice" and use less oil.

Actually, one of the only guys willing to talk about it is Sen. John Warner (and he's retiring this year, so there's no need for him to worry about being "popular" enough to win another race) He's urging government to determine at what speed modern automobiles could run most efficiently. After all, today's cars have greater horsepower than their 1970's counterparts. A speed limit of 55 might not be the "magic number" any longer. A lower speed makes sense for energy policy--and even safety (speed-related crashes cost billions of dollars annually), but the power of the freedom of the road (indeed, of being American) lies in the soaring psychological speed that doesn't stop at 55.

In honor of today's topic, here are a few energy-saving tips for driving provided by the U.S. Department of Energy:

• Idling gets you 0 miles per gallon. The best way to warm up a vehicle is to drive it. No more than 30 seconds of idling on winter days is needed. Anything more simply wastes fuel and increases emissions.
• Aggressive driving (speeding, rapid acceleration, and hard braking) wastes gas. It can lower your highway gas mileage 33% and city mileage 5%.
• Avoid high speeds. Above 60 mph, gas mileage drops rapidly. The fueleconomy.gov Web site shows how driving speed affects gas mileage.
• When you use overdrive gearing, your car's engine speed goes down. This saves gas and reduces wear.
• Using cruise control on the highway helps you maintain a constant speed and, in most cases, will save gas.
• Use air conditioning only when necessary.
• Clear out your car; extra weight decreases gas mileage.
• Reduce drag by placing items inside the car or trunk rather than on roof racks. A roof rack or carrier provides additional cargo space and may allow you to buy a smaller car. However, a loaded roof rack can decrease your fuel economy by 5%.
• Check into telecommuting, carpooling and public transit to cut mileage and car maintenance costs.

--Beth

PS. Here's a little Sammy Hagar video on the topic.

 

Finding the Right Outsourcing Partner - Part One

In today's complex business world, it's virtually impossible for any business to have the resources, time, and expertise to perform all the functions and create and manage all the tools needed to be successful.  But the process of finding, choosing, and managing outsource partners can seem even more daunting. 

My post today is part one of a two-part posting on finding the right outsourcing partner.  In this section, I'll discuss reasons to outsource, how outsourcing has changed, and what to look for in an outsource partner.  Next week's part two will cover fee options, pros and cons of outsourcing, and measuring success.

Reasons to Outsource

There are many reasons why a company decides to outsource one or more of it services.  Reasons can include:

• Controlling costs
• Providing a service that is outside the company's core competency
• Expanding geographic or time-of-day availability of services
• Testing a new service
• Avoiding capital spending
• Reducing risk and/or liability

How Outsourcing has Changed

The most profound difference between outsourcing past and outsourcing now is the transition from vendor to partner.   And there is a difference. A vendor is a company you hire to perform a function or provide a service, and they send you a bill.  A partner, according to Inc. Magazine, is a company that can provide slammin' answers to the five questions below:

1. How focused will you be on our company? A vendor answers the phone when you call.  A partner knows your name, asks about the challenges you are trying to address, and meets with you regularly to ensure your needs are being met.
2. Who will be working for me? The only employee you're likely to know at a vendor is the salesman.  A partner brings the staff it takes to get the job done and ensure you're satisfied.  Do you see executive management at a once-a-year client conference, or around the table at a project planning meeting?  If you answered once a year, you've got a vendor.
3. What happens in an emergency? Murphy's Law ensures that a SNAFU will happen at 4:45 PM on a Friday.  Will you get voicemail?  A level one support rep?  Or will you get the help you need with one call?
4. How do I know you'll be there when I need you?  What if you need to ask you about compatibility with other partner services?  About supporting a change in strategy?
5. How hungry are you? The answer to this question is more complicated than you think.  If your potential partner is so hungry that they'll say yes to anything, even to their own detriment, they're not a partner.  A partnership relies on the relationship being beneficial for both parties.

  Next week we'll pick up with pricing, pros and cons, and how to determine if your partnership is successful.   

The Fine Art of Negotiation, As Demonstrated by Brett Favre

Although I may be a Jersey Girl, I've been married to a die-hard, blood-runs-green-and-yellow, cheesehead-wearing Packer fan for 18 years in August.  And I mean, hardcore fan.  Just to illustrate my definition of "hardcore," here's a picture of my half bathroom:

So - needless to say, I know more about The Packers than most women - or most men, for that matter - outside the state of Wisconsin.  And, as you can imagine, the topic of conversation / reading material / television viewing in my home the last several weeks has been non-stop Favregate.  If you don't know what's going on with Brett Favre and his, I'm-retired-I-wanna-come-back-I'm-not-welcome-in-Green Bay-I-wanna-be-traded saga, you've either been under a rock, or you avoid sports news like the proverbial plague.

What, you may ask, does Brett Favre have to do with auto insurance and collision repair?  Well, on the surface, nothing.  But if you think about it, ol' #4 and the Packers head office are giving us a perfect example of how NOT to negotiate, whether you're the side holding the check (insurer), or the side with the talent (shop).  Let's look at their faux pas, shall we?

Faux Pas #1: Succumbing to pressure, then whining about it later.

Brett told Greta van Sustern that he felt "pressured" to make a decision about retiring or staying back in March, which led to his decision to retire.  He said he just couldn't commit to giving football 100% effort after just 90 days to reflect after the end of the season.  Now that he's had more time to reflect, he CAN give 100% effort and wants to play.  And Green Bay won't let him.  OK - first, if you're the guy with the check, and a star talent, that has performed for you time and time again, says he can't commit, don't pressure him into committing.  Kind of like a DRP situation.  If a shop has the latitude to take jobs they can do and have the capacity to do, without worrying if one "no thanks" will get them dropped from the program, the quality of work stays high and cycle time stays low.  If a shop feels pressured to take every DRP job referred to them, no matter how profitable or how it fits into their schedule, and then complains that they are being unfairly measured and have problems with profitability, both the insurer and the vehicle owner will suffer.

Faux Pas #2: Badmouthing the front office - and the talent - to the fans.

That Fox News interview will, I estimate, go down as the biggest gaffe Favre made in this whole thing.  Rather than advocate for the team, praise the fans, and talk about what an honor it is to play in Green Bay, Favre blamed the front office for messing with his legacy, in the name of preserving it.  In a more subdued way than an nationally televised interview, the front office turned around and let selective "truths" leak out about what really went down when Favre asked to come back, and tidbits about what a prima donna he is, with his own changing room, and his flip-flopping on retirement.  What has that led to?  Packer fan distrust of the front office, and a serious case of tarnish on Favre's bloom.  Remember, insurers and shops alike, badmouthing the other party in front of your mutual customer will lead to a similar effect.  Both policy holder retention and shop referrals could go bye-bye if you air your dirty laundry in public.

Faux Pas #3: Saying you want out, when you really don't.

Favre asked for his release.  Then his agent said he wouldn't apply for reinstatement right away.  Now he's issued a letter to the Packer front office requesting his release.  Then he's calling their bluff and reporting to training camp.  Which is it?  Retired, or not?  Wanna be a Packer, or don't?  If you're part of  DRP, and you don't want to be anymore, then drop the program.  Don't stay a member of the program and complain about how horrible it is.  If everyone who thought a particular DRP was horrible dropped out of it, maybe the DRP program would have to evolve into something more palatable.  Insurers, if you have DRP shops telling you the program has flaws, listen.  That's the cornerstone of a good partnership.

Faux Pas #4: Now it's a pissing match (as my grandmother used to say).

Does either the front office or Brett Favre really care about what they want anymore, or are they both just so hell-bent to win, it's like Thunderdome?  Who wins a pissing match?  As my grandmother also said, nobody - because both people get pissed on.  If you've got a grievance, work in good faith with the other party to get it resolved.  If you're out just to win, you won't.

As I write this, the Packers annual shareholder meeting is underway.  While my husband, much to his dismay (and my relief) is not a shareholder, I'm sure to get a blow-by-blow of the shindig, thanks to the non-stop airing of ESPN in my living room.  By September, it will be all ironed out, I'm willing to bet.  And both sides are bound to lose, with this whacked-out circus they've created.  Take my advice - don't join the circus.  You'll have a good shot ending up as a clown if you do.   

--Chrisa

Don't go Hollywood--and other innovation lessons from Pixar

Pixar recently released their latest film, WALL-E. It has set records for tickets sales, provided tons of watercooler chatter, and loads of pop culture commentary. The reviews are so strong, there is talk it might be nominated for the Academy Award for Best Picture--a slot not filled since Beauty and the Beast in 1991. (Animation has its own category)

The real story is that Pixar has generated nine consecutive number one movies--no other studio has a record anywhere near that in terms of both commercial and critical success.  So how do they do it? How do they achieve such a high--and consistent--performance level?

They hire staff for the long-term--by creating a unique place to collaborate, learn, grow (and with a physically cool workspace as well). One unique benefit they have put into place is Pixar University. All employees take classes ranging from improv to animation--with over 110 classes to choose from. You might be in a class with an executive, a chef and an animator. Everyone is on equal footing, everyone is learning about creativity. Even if some people have better innate skills than others, the point is to teach people new ways to think and approach a project.

Another way Pixar is different than typical Hollywood is that they don't bring people together on a project only to disband when it is complete. Think about what your workplace would be like if everyone knew that they would be working together for the long term, having successes, recovering from challenges--all for the greater good.

• Would you be able to unleash more innovation?
• Attract the best talent?
• Create enduring connections with customers?

Now it's time to think about how to take the Pixar ideas of innovation and bring them into your business.

Can you begin conversations about who you are as a company--and what you're fighting for? The Executive Chairman of Southwest Airlines will tell you they are in the "freedom business", not air travel--a distinctive perspective that shapes all aspects of their business.

What is your business? Providing your customers peace-of-mind? Being your customers' "safety net"?

Companies can create transformation points--where they either move in new directions or go back to a commitment they aspired to at the beginning (like being in the freedom business) and use it to reignite themselves. Even if you are in a mature firm, the way business is being conducted may not reflect your current marketplace. It might be time to think hard about how you can bring people together just like Pixar does--for the long term.

Unleash a little bit of maverick in yourself and see where can impact your company.

--Beth

A Kumbaya of Sorts

I had asked insurers and shops to clasp arms and sing Kumbaya a few weeks ago. And, now, it seems it has happened, at least, in California.

Claims Magazine reported today that the California Assembly has unanimously passed a modified version of California Senate Bill 1371.  The bill outlaws arbitrarily capping paint and materials fees on repairs.  The definition of capping in the bill as it stands today is:

"Offering or paying an amount that is unrelated to a methodology used in determining paint and materials charges that is accepted by automobile repair shops and insurers."

Believe it or not, it took nearly two years to write this sentence.  Two years.  I've OWNED cars for less time than that.  But both insurer and shop organizations are reporting satisfaction with the bill as it is written today. 

This bill now must be voted on, again, by the California State Senate, as it was modified from the one originally passed there.  If it is passed by the Senate in this legislative session, and signed by Governor Schwarzenegger, then it will become law in January 2009. 

Virginia recently passed a similar law.  So 1/25 of the country is singing.  Time for the rest to join in.

--Chrisa

New car survey results

J.D. Power and Associates recently released information about their Automotive Performance Execution and Layout (APEAL) Survey where new car owners are surveyed about 80 different attributes of their new vehicle.

The article can be found on CNN. The attributes in the survey are geared toward how the new vehicle owner enjoys owning and driving their car, as compared to the Initial Quality Survey that focuses on more qualitative aspects of a vehicle such as repair costs. J.D. Power states in their press release that there was "heightened sensitivity to fuel economy among new-vehicle owners" which comes at no surprise because of the significant hike in gas prices recently.

I was surprised by some of the results. I was expecting the Ford F-150 to have a high ranking for the Large Pickup category, and it did not make the top 3 listed. The popular Toyota Camry did not make the cut either. The report only lists the top 3 in each category and I could not find any information about why certain vehicles did not make the top 3. If you are looking for a new vehicle, you should definitely check this out as well as the Initial Quality Survey. This may give you a different perspective on new vehicles as compared to other popular resources like Consumer Reports.

--Shanna

Till Paint, and our friends in the Delaware Valley

I wanted to use my post today to give--as my kids call it--a shout out to Till Paint, a Sikkens distributor in Southern New Jersey, and all the shop owners, managers and technicians that attended the user group meeting at the end of May.  Not a week goes by that I don't get at least one phone call from a shop that attended the meeting, asking when we're going to have SceneExchange in South Jersey.  Being a Jersey girl myself (Monmouth County), I have a warm spot in my heart for you, and I want to get there soon!  And, we will, in this quarter.  A big thank you to Till Paint for inviting me to attend.

It was a great meeting.  I love going out and talking to shop owners and managers about SceneExchange, because I love the energy and enthusiasm they have for the service. 

No other service provides qualified leads right to a shop's inbox with estimates already attached. Best of all, it allows a shop to decide for themselves whether to go for the job or not. There's no penalties, no expectations--it's unlike anything they've ever heard of.  That's what I heard from them, at the podium, in the lobby, even on the way out to my car afterwards.

We can't wait either.  Next user group meeting, I look forward to hearing about how using SceneExchange is helping your businesses be more profitable.

-- Chrisa 

Teaching the next generation of collision repair specialists

Today we're speaking with Donnie Smith, a collision repair instructor at Butler Community College whose main campus is in El Dorado, KS.  The two-year Butler Collision Repair program prepares students for a successful career in the collision repair industry. To learn more about the program, check out Donnie's blog.

Jen: Can you tell us about how the speed of change in the collision repair industry has impacted training?

Donnie: There is more of a focus now on teaching students to be lifelong learners.  We used to concentrate mainly on methods, but these now can become obsolete before the students finish the program. With all the different makes and models you can't just teach them how to work with a specific vehicle anymore. Instead we teach the students general repair procedures and how to find correct information.

I also think safety is a bigger concern today, both for the consumer and for the repair technicians. If the vehicle isn't restored to its original safety levels it could lead to injuries or death. Industry changes can happen so fast it can be hard for shops to keep up, but with the different materials and metals being used, as well as the voltage in hybrid vehicles and additional airbags repairing a vehicle can be dangerous unless you know what you're dealing with. We teach our students the fundamentals and then show them how to figure out the specific procedures before repairing a vehicle.

We use I-CAR curriculum in the program so students graduate with I-CAR credits.  This puts them in a good position with the shops, where they will likely continue with their I-CAR training.

Jen: Can you comment on using ASA ethics to prepare students for their professional roles?

Donnie:  We're an educational member of the ASA, which I think is very important today. I always ask shops what they look for when they're hiring new employees and just about everyone is looking for an honest employee with a good attitude. If the new hires are honest, dependable and have a good work ethic the shops will often work on their skills on the job.

I use the ASA ethics to teach my students that the customers expect and deserve to be treated fairly and that if you do treat them well they're going to come back. The students understand but I think sometimes it's a battle. The customer ethics is pretty clear; we talk about some of their experiences in stores and that part of the ASA ethics they really get. In schools, however, students are often given too much freedom so the dependability portion they have trouble with.

Jen: What changes have you seen in the collision repair industry in the last year that are interesting or exciting?

Donnie: The exciting thing about this industry is that it seems like there's something changing every day--so much so that it can be hard to keep up. The great thing about this is that there's always something new to learn; there's no getting bored in this industry. It keeps the interest. There are also more high-tech students coming into the industry these days.

Also, all the different metals (carbon fiber, aluminum, magnesium) can really change the way a shop does business.  Shops really have to look at their repair processes. One of the biggest challenges is just making sure the OEM procedures are followed. With a lot of the new materials the metal will be thicker or thiner in areas so finding the crush zone can be harder, as can simply working with the materials. A lot of the vehicles now have less open space, all the pieces fit together very tightly which can be a challenge.

The other result of the rapid rate of change in the industry is that we'll be moving more in the direction of the health industry, with technicians specializing in one area.  We're going to see a lot more specialized training in the future, which can change the student's perception of the career. Before, some students would get bored, but that won't happen now. If you're a lifelong learner this is the career for you, and Butler's Collision Repair program will prepare you for a successful and exciting career!