Collaboration, communication and ongoing accountability are key to success.

Is the pain of the current situation greater than the pain to change? Have the challenges with supply chain and labour shortages created enough of an impact on your throughput that you’ve chosen to do something about it? Is a DFE and DFR Process the choice?

The goal seems simple enough: capture all the damage by investing some time at the beginning of the process to shorten the repair cycle. Taking more time per estimate may not seem like the way to get more cars repaired. Performing a full dismantle and waiting for all critical parts to arrive before commencing repairs isn’t always intuitive.

More impact

It doesn’t matter if you’re implementing a new process like DFE or DFR. How you manage that change can have more impact than the change itself. People deal with change differently, and those with the entrepreneurial mindset, who eat change for breakfast, can’t always understand why everyone isn’t as adaptable.

There are two ways to implement change. You can be a tyrant and force the change with a “My way or the highway” attitude, or you can build a structured plan and bring your people along by leading them to a better way of doing things.

Obviously, the latter is better, and there are some simple steps to keep in mind when going down that road.

Choose your measurement

What are the one or two top KPIs you most want to affect? Whether it’s cycle time, length of rental or supplement frequency, ensure you have an accurate, consistent, and repeatable way to follow that measurement.

Build your plan

This works best when it can be done collaboratively with your people, so they don’t feel like it’s being done to them. Clearly lay out how the process is going to be implemented. Everything from the location, the tooling, and the people. Ensure all parties understand expectations and actively solicit feedback.

Communicate well and often

Continual reinforcement of the “Why” is important to keep the eye on the prize. Have regular team huddles, discuss what’s working and fix what isn’t. Stay focused and on point; it can be easy to let a one-off scenario derail an initiative, and that often comes from those who resist change the most.

Test and measure

Once the road is paved, you have the map, everyone is on the bus, and you’re headed down the road, don’t forget to keep an eye on the road signs, those KPIs. This ensures you stay on course and arrive at the correct destination in the right amount of time with no one getting left behind.

Accountability

Often the hardest part is sustaining change. Keeping yourself and your people accountable to the change you have all agreed to participate in is where success lives or dies. Old habits die hard, and it’s easy to slide backwards. Devise a plan or use an outside source to help you stay on track and hold everyone accountable.

Remember: Change is a process, not an event. Success comes from sustained effort, authentic leadership, and genuine care for the people who make your organization successful.