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CCIF – Cycle Time Committee January 15, 2005 Canadian Collision Industry Forum Toronto, Ontario. Committee Members. Ken Friesen, Concours Collision Tony Canade, Oaktown Collision Bob Dubreuil, Akzo Nobel Paul McFarlane, The Boyd Group

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CCIF – Cycle Time Committee

January 15, 2005

Canadian Collision Industry Forum

Toronto, Ontario


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Committee Members

  • Ken Friesen, Concours Collision

  • Tony Canade, Oaktown Collision

  • Bob Dubreuil, Akzo Nobel

  • Paul McFarlane, The Boyd Group

  • Mark Bonsor, Dupont

  • Nuell Carrothers, Fix Auto

  • Peter Burnham, Summit Software

  • Wayne Riley, Aviva Canada

  • Neil Anderson, Anderson Consulting

  • Tom Bissonnette, Parr Auto Body

  • Colson Cole, Trinity Collision


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Halifax Meeting – June 2004

Action:

“Create an events line from accident occurrence through to insurance file close”


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Quebec Meeting - Oct. 2004

Event Line:

  • Report Claim

  • Pre Administration

  • Damage Analysis

  • Parts Management

  • Scheduling

  • Production

  • Post Administration


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Breakout Group Action

Damage Analysis

  • DRP

  • Insurance Non DRP

  • Customer Pay (C/P)

  • Fleet

  • Public Insurance


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Insurance Corporation of British Columbia

  • Historical Processes

  • Current Processes


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ICBC - Historical

Drivable:

Contact Telephone Claims Center

Make an Appointment for an Estimate

Bring Vehicle to Claim Center

ICBC Provides Original Estimate


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ICBC - Historical

  • Drive to Shop – make appointment

  • Shop orders parts

  • Car arrives and is torn down

  • Supplement is written


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ICBC - Historical

  • ICBC is contacted

  • Shop waits for adjuster / approvals

  • Additional damage found – repeat process

  • Vehicle is fixed and returned to customer


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ICBC - Historical

Non – Drivable

  • Phone Telephone Claims to make an appointment

  • Go to claims center to report accident detail

  • Decide on shop to repair vehicle and make contact

  • Vehicle towed to ICBC for estimate


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ICBC - Historical

  • Vehicle towed to shop with estimate

  • Shop orders parts – performs teardown

  • Shop contacts ICBC for supplement

  • More damage found = more supplements


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ICBC - Historical

  • In both of these scenarios there was considerable time wasted before the shop could actually repair the vehicle. Shops on average needed to have about 4 to 6 vehicles per tech if they were to achieve any hours for production


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ICBC - Express

Drivable

  • Phone Telephone Claims to report accident

  • If express qualified go directly to an express shop

  • Shop books appointment to repair vehicle


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ICBC - Express

  • Shop writes estimate

  • Uploads to ICBC with necessary documentation

  • Shop repairs vehicle


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ICBC - Express

  • Virtually no supplements with the exception of parts price changes

  • Shop sends in final bill


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ICBC - Express

Non - Drivable

  • Phone Telephone Claims to report accident

  • If express qualified, pick a shop

  • Shop does tear down and submits estimate

  • Shop repairs vehicle

  • Sends in final bill


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DAMAGE ANALYSIS

“ We need to Slow Down so that we can Hurry Up”


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Damage Analysis

  • The Appraisal forms the Foundation of our Business (Tenders – RFP)

  • Detailed and Accurate Damage Analysis should be Fundamental Business Practice

  • There is an overwhelming need for the successful collision repair facility to apply a greater focus on accurate and complete damage analysis


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Traditional Model

  • Incident or Occurrence

  • Customer Contact (customer calls or facility contacts customer – RFA)

  • Appointment Arranged

  • Customer Arrives

  • CSR provides the Obligatory Preliminary Appraisal (OPA)

  • Customer often proceeds to gather additional Obligatory Preliminary Appraisals (More OPA)


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Obligatory Preliminary Appraisals (OPA)

  • Initial Damage Appraisals

  • Often Incomplete and Inaccurate

  • Cursory view of damage and repair procedure

  • Often the basis by which initial parts are ordered

  • Often the basis by which initial production is scheduled

  • Often our Starting Point (Right or Wrong)


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“What If” Model

  • Detailed and Accurate Damage Analysis

  • We Actually Slow Down to Hurry Up

  • “Pit Crew”

  • “Blue Printing”

  • Concise Damage Assessments

  • Complete and Accurate Vehicle Information

  • Accurate Damage Analysis leads to Accurate Production Scheduling which leads to Efficient Production which leads to Reduced Cycle Time


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Eventually We Get It Right

  • Eventually we Accurately and Completely Assess the Damage – that is at some point during the repair process

  • Key to reducing Cycle Time is to continually find ways to shorten the time from the Damage Analysis to the point where we “Eventually Get It Right”


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Repair Planning

Repair Planning Goal

  • 100% Accurate Repair plan

  • 100% Accurate Parts order

  • Receive 100% of the parts

  • Mirror match every part

  • Structural Alignment Done in Repair Plan


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WIIFM

Customer (Insurer)

  • One Estimate to Imaging Desk

  • File Closed Sooner

  • Less Adjuster Management Required

  • Higher Product Predictability

  • Lower Cycle Time


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WIIFM

Customer (Vehicle Owner)

  • Predictable or Guaranteed Delivery Date

  • No Confusion with Multiple Prices

  • Correct Final Invoice

  • Higher Satisfaction


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WIIFM

Parts Vender

  • One Parts Order

  • One Delivery

  • One Invoice

  • Parts Returns 0 – 2%

  • Lower Costs


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WIIFM

Collision Shop

  • Eliminates Start and Stop

  • Predictable Delivery Dates

  • Faster Paper Work Turnaround

  • Happy Technicians (No Supplements)

  • Lower Costs – More Sales


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“THANK YOU FOR YOUR TIME!!”

Please join us in our Breakout Session this Afternoon!!


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