Issue link: https://read.dmtmag.com/i/53564
have been reviewing a fence franchise operating model for processes, proce- dures and systems that could be stan- dardized for operating the most efficient possible fence contractor model. We have gone through systems and procedures to find customers, to prepare a presentation, to sell our fence products, and to then process the sold jobs. We have completed all prepara- tions and entered the order for pre-pro- duction. We have discussed the systems and procedures required for the yard and for the shop, and now we 36 • FEBRUARY 2012 • WORLD FENCE NEWS Continuing series Over the last several months we Establishing the most efficient business processes, procedures and systems BY TOM LUBY, PROFIT BUILDERS INTERNATIONAL are ready for systems and procedures for the crews to install and complete both commercial and residential fenc- ing jobs. The installation procedures I want to discuss will be void of any technical detail, as fence installation is not my forte. Other than actual hands-on train- ing and time tested experience – the best teachers of all – another great sug- gestion for learning fence installation techniques is the American Fence As- sociation's Fence Installation School. For my fence franchise model I want to look at the systems and proce- dures for preparation before the job and follow up after completion. Module VII Installation procedures: 1. The operations manager, field superintendent or crew foreman must double check the bid proposal for ma- terials required and assure that all re- quired materials are in stock and staged for this particular job. Any materials required that are not in stock must be ordered through the purchasing department. Once a PO has been issued and a delivery time estab- lished, the job work order is then trans- ferred to scheduling. 2. When the materials are either in stock or a firm delivery date has been established, the crew is assigned and the job is scheduled for a start week. 3. Once the job is on the schedule board, the underground utility locates are called in and a timetable estab- lished for the crews to begin. 4. Once all the above has been completed, the customer is contacted and given an exact start date for his/her job to begin. At this point a more exact timeframe for the start of the job is as- signed, and at the weekly sales and production meeting all concerns about the job are discussed between sales and production/installation depart- ments. 5. On the first day of work, the crew foreman must walk the job with either the customer and/or the sales personnel. It is also strongly recom- mended that after the customer and foreman walk the job and agree on the scope of the work, the foreman should relate to the customer the approximate completion date and time and the fore- man should make arrangements (whenever possible) for the customer to be present to walk the job, approve (or state any concerns for the foreman to correct) the job and receive the final payment. 6. It is the job of the crew foreman to ensure the work is completed to the satisfaction of the customer and that a walk through is completed and a check is secured. See my column on A/R col- lections procedure in the past few pre- vious editions of World Fence News for more detail. The final but probably most im- portant step in all of the systems and operating procedures necessary for a successful fence franchise model is the collection of all of our money after the job has been completed. If we don't get paid, what is the use of doing the job in the first place? As an old fence professional and good friend of mine once told me many years ago; when I'm through I need to get paid; I don't need the practice any more. I want to be able to do justice to this most important final step in the contin ued on pa g e 38