We can learn a lot about business when looking at machines. Most modern machinery is dynamic in its complexity. If you were to break open a laptop computer, you would quickly realize that it has many parts which are all vital to the right functioning of that machine. If one part breaks, it just might shut down the whole operation.
I strive to run my business like a well-oiled machine. Much like an engineer, I want to craft each department to accomplish a purpose that is distinct and serves the big picture of CPV. This requires a thorough knowledge of what each department actually does; I can’t afford to be disconnected from the grassroots of my company. It is helpful that I was introduced to the paint shop at 4 years old and then, for 23 years, I was a full-time painter and a student of business under my parent’s leadership. For this reason, I am well-acquainted with every aspect of what it takes to run this operation with excellence.
Nothing can be fine-tuned until it's consistent. - Gino Wickman
My goal has been to define and document core processes for every segment of my business. We have standards for the type of cleaning fluid we use, airflow in our spray booths, spray equipment, scratch profile for paint preparation, and many other things. One of the strengths of CPV is that we have clear-cut processes and expectations for every moving part of our operation, and we are flexible to learn and re-document as improvements are discovered.
Not long ago I was doing some consulting with another company that has similar painting operations to CPV. They were having anomalies in their final paint finishes that were cosmetically unacceptable. As we discussed these problems, I realized the ability to track the issues to a common denominator was going to be impossible because their operations were taking place without standardized processes. I was reminded of the importance of why we do what we do, how we do it, and ultimately how well our customers are served by it. Why would we define things to this level of detail? You cannot tune a guitar until you put the strings on; you cannot tune a business until your processes are defined and documented. Gino Wickman once said, “Nothing can be fine-tuned until it’s consistent.”
Authored By: Steve Wright
