Issue link: https://ppgrefinish-na.uberflip.com/i/742152
AT A GLANCE 1982 YEAR EST. 8 LOCATIONS 8,000–15,000 SQ. FT. EACH 14 PAINT BOOTHS ENVIROBASE ® HIGH PERFORMANCE PAINT SYSTEM The initiative began with participation in training courses offered in the MVP Business Development Series, designed to enhance the skills and effectiveness of personnel performing key functions at each of their collision centers. This included one- to two-day courses on Sales and Marketing, Advanced Estimating, and MVP Business in the 21st Century, a course that provides a comprehensive understanding of how to use key performance indicators (KPIs) in establishing a work culture of continuous improvement. With the goal of saving the customer's time by reducing the cycle time of the repair process, Bergstrom Automotive is also embracing MVP's Lean for Collision program on the practical application of lean six sigma for collision repair. They've had 25 people receive Green Belt Training, a multi-day comprehensive course that balances teaching the science of process improvement with how to lead the implementation of practical solutions in the real world. This class gives the business's formal and informal leaders the core knowledge necessary to lead the implementation process. Then, as a follow-up to Green Belt, more than 40 employees received MVP White Belt Training, a one-day overview of Green Belt content designed to get everyone on board with the need for change, while laying the foundation for implementing lean six sigma principles in the shop. Most recently, the company has been focusing on MVP's X-RAY REPAIR PLANNING ® process to identify all damage, and then receive and verify all required parts to allow working continuously on the vehicle without interruptions. Initially there was a little pushback from technicians who were accustomed to taking apart and reassembling their own vehicles. Now, Chris says, they appreciate how the repair process planning has resulted in fewer surprises and therefore, fewer delays. "It's helping reduce stress levels by simplifying our process, moving vehicles in and out less often, and overall making us a lot more organized." Chris says they are readily experiencing the benefits in improved touch and cycle times and an increase in overall throughput. "Mapping the repair process opened our eyes to new opportunities. It gets the cycle time down, and we just run more efficiently," he relates. "This high-level training really helps us grow our business." Being a multi-brand organization is a critical part of delivering exceptional service to the company's guests, adds Tim Bergstrom, president and COO. "If you're a Ford person and your wife or daughter prefers Chevrolet," he says, "we can service the whole family." No matter the car of choice, that service will include a conscious, company-wide effort to get the guest back on the road as quickly as possible, because time is the one thing everyone values most. 21