I work with companies that do commercial work only, commercial and residential work only and residential work only.
I also work with these same companies that are service work only, install work only and those who do both service work and install work.
Wait…it gets more complicated.
Some companies like to distinguish between small install and big install. Or they like to separate AOR [add on replacement] typically for residential or light commercial from new construction which can be residential or commercial.
I’m not finished. I also work with companies who then through in the fact that they do one trade only like plumbing, heating, cooling, electrical, roofing and carpentry. And many more companies who now do 1, 2, 3, 4 or more trades and create separate divisions for each.
The problem is that with so many factions brewing at these companies divisiveness can spring up and it usually does!
It gets super complicated to track what work was done by which of these multiple divisions and who is producing profit when we borrow labor from one another.
Ultimately, you do either service work or you do install work.
To be clear, the way I define service is a tech goes to a home or business prepared to solve a problem, they present the solution, sell the repair, do the work and collect the money. The definition of install is a job typically a day or more of work sold by someone else, at our company it was our salespeople who we call system engineers, and now they the installer is installing equipment and trying to bring the job in on-time and on-budget.
Another problem with creating too many divisions on your Organizational Chart at your company is that it becomes a financial nightmare to track it all.
Worse than tracking all this from a financial stuff that too many divisions cause is that too many divisions create sub cultures that create an unhealthy rivalry for the owner’s attention and the company’s resources
Moving away from focusing on it being either service work or install work and tons of divisions is this breeding of micro-companies at your company don’t work to the right order of things which is: “What’s the best way to serve the customer first, the company second and the staff third?” Nothing can benefit the staff or the company if it doesn’t first benefit the customer. In other words, you, the staff, can’t win at the expense of the customer first and the company second.
At my own shop years back, we had guys who were service techs only and guys who were installers only too.
But, the problem that crept coming up for my company years ago [as it now does with most of my new clients] was we were either swamped with too many service calls or swamped with too much install work and we need to steal guys from each division occasionally to keep up.
As a matter of fact, I recall it being a divisive culture at my own shop. Understand that our installers worked very hard Monday through Friday from at least 8 to 5 PM and many times very late into the night to complete their work. But, when it was freezing cold, broiling hot or flooding, they’d just finish their job and they’d just wave goodbye to the service techs as they headed home knowing full well that these guys would be out nights, weekends and holidays working crazy hours to keep up with the increased demand.
To make matters worse, the installers despite constant pleading would invariably do maddening things like bury circulators in inaccessible locations or put furnaces in so that the blower access doors became a service nightmare. They probably thought to themselves, “Why should I care…I’m not coming back to do the service?”
And the Service techs, knew how to play the game too. They’d call for an installer anytime something so simple as cutting a 1” piece of pipe needed to be done.
Hey, you know what they say about payback.
Finally, I had enough. I explained that from here on out you, my service techs, are also going to be cross-trained to do appropriate install work when I need you to do so. And I explained to my installers that from here on out you’re installers primarily but you’re going to be cross-trained to handle appropriate service work the right way too.
I also realized it was really my fault because I hadn’t done cross-training and I hadn’t provided an incentive to the techs that addressed their “What’s In It For Me” so why should they help out?
When they got cross-trained the right way, I paid them more for their additional levels of skills and they loved the added responsibility of moving up the Org. Chart.
The other great thing was the inter-company divisiveness began to disappear.
We had more capable hands on deck for when the stuff hit the fan on service or we were getting backlogged on install work. For the first time ever, the installers actually installed stuff with access in mind just because they knew that they might now have to come back and actually work on this equipment. And service techs knew that they would be required to do simple install tasks that they could no longer dump on installers anymore.
It was lovely!
Okay, I’m not suggesting you push this change until you have documented procedures for how you do your service and install work and a training center or at least your own building and home to work on how to do the work the right way. But, I am suggesting that if you commit to this path your dispatch nightmares and workflow issues will be greatly reduced. Plus, you company will start acting more like a team if you do this the right way!