Issue link: https://read.dmtmag.com/i/51736
66 • JANUARY 2012 • WORLD FENCE NEWS Over the last few months we have been reviewing one possible fence franchise operating model for processes, procedures and systems that could be standardized for running the most efficient possible fence installa- tion company. We have reviewed some sales and marketing techniques and the creation of several methods for initial customer contacts. We examined some sug- gested procedures and systems to fol- low before, during and after the initial contact, and then the estimating pro- cedures for both residential and com- mercial sales estimates. Now I want to look at the order entry procedures required after the sale is completed and the job is ready to go, and the procedures that need to be fol- lowed for the shop and yard. We will discuss procedures that should be followed to assure the suc- cessful preparation, fabrication and staging of both commercial and resi- dential fencing jobs. Please remember we are using the processing charts and functional orga- nizational chart for our make believe fence company submitted by me in an earlier edition of the WFN, and reprinted at right. The Modules are based on the usage of those organizational charts and the personnel used in the proce- Efficient order entry procedures help assure successful job preparation, fabrication and staging dures are taken directly from that or- ganizational chart. Module V Order Entry Procedure This sales lead contact informa- tion for residential jobs will be entered electronically into your software sys- tem by the operations coordinator and into a proposal and acceptance con- tract, herein referred to as a PAC. The operations coordinator will also enter the info for a commercial job for the commercial estimators and he/she will use your company's commercial pro- posal contract, herein referred to as a CPC. Remembering back to my previ- ous column, the sales staff then used this info to make the sales call or bid proposal. Once the sales call is made and a quote given, that form becomes the contract. Once the job is sold, the PAC or CPC (these are arbitrary names, you can call them whatever you like; the only important thing is following the process and capturing the correct info contained within) would then become a contract and must be used through the process. Naturally they must con- tain all the necessary info needed for any type job. The PAC or CPC is also used as a request for installation and WIP (work in progress) and that con- tract will also be used for the work and collections process. A customer job folder, with the in- formation from the PAC or CPC, is then generated by the operations coor- dinator and a crew pack is created. That crew pack must contain all infor- mation about this job until it is suc- cessfully completed and turned into the operations manager for review and Your Fence Co. / Functional Organizational Chart President Special Assistant Branch Manager Receptionist Operations Manager Sales Manager Processor Scheduler Bookkeeper Sub – Contractor Crew Yard / Shop Supervisor Facilitator Residential Sales Staff Residential Sales Staff Sob – Contractor Crew Sub – Contractor Crew Crew Foreman Crew Foreman Crew Foreman Laborer Laborer Estimator Estimator Sub – Contractor Crew Laborer Estimator Estimator In house Crew Laborer Yard Assistant Residential Sales Staff Receptionist Processor Operations Supervisor Yard Assistant Residential Sales Staff Shop Assistant SALES- ANTOR Sub- Contractor Crew Sub - Contractor Crew In House Crew Foreman General Manager Branch Manager represent total Overhead Managers Supervisors / Foremen LEGEND Office Staff represent semi-variable costs / partial Overhead Sales Staff Communication Lines represent Direct Labor / No overhead Production Staff / Crews Sub Contractors This is what a typical functional or om an actual compan tractor operating tw t is fr c h ar ear . $4 million to $5 million, y ve been a bit lo ha In most areas of the countr wer f o r ob o branc depending on the economic en h y I consulted f es and r ganizational c oughl y , y 10 to 12 cre ar h o most residential and some commer vious economic reasons the past f r and their ann vir e w y t looks like fonment and sales that w us. al sales are rear This or o ganizational e r a f nce con- o ughl c y ial sales s. CHART BY TOM LUBY, PBI