Company: Gerber Collision & Glass
WELCOME TO GERBER COLLISION & GLASS
Our Team Members Drive Us! Gerber Collision & Glass is one of the largest collision repair companies in North America. With $2+ billion in sales, over 800 locations and growing, our 10,000+ team members across the United States and Canada are passionate about delivering our goal to WOW Every Customer and Be the Best!
We invite you to join our team. Gerber offers a great place to launch and grow careers. As we continue to grow, we have endless opportunities for you to grow with us.
Gerber Collision & Glass recognizes, values and welcomes all applicants with unique talents and abilities from all backgrounds and characteristics. All qualified individuals are encouraged to apply, including individuals with disabilities and Protected Veterans.
Job Description:
Position Description
The Continuous Improvement Manager (CIM) will drive increased performance across the network through the execution of proven behaviors and activities. They will have an intrinsic understanding of the Gerber Operating Model as a foundation for driving a Continuous Improvement Process. The CIM will track and monitor performance and adherence to the operating model through use of various reporting mechanisms all of which are part a comprehensive system for management. Ultimately, the CIM will prove successful when a sustainable culture of continuous improvement is installed and maintained throughout all of the Boyd/Gerber Repair Centers and at the corporate level.
The CIM will need to ensure sustainment and maintenance of the following elements:
• A clearly defined statement of strategic intent and performance goals tied to the overall operational and financial objectives of the Boyd Group, i.e. Customer Satisfaction, LOR, Repair Cycle Time, Revenue Targets, Production Throughput.
• A clearly defined burning platform for change which ensures that everyone understands the overall strategic and financial objectives.
• Commitment rather than just compliance to the Boyd/Gerber Operating Model.
• An effective communication strategy for any changes/additions to the Boyd/Gerber Operating Model.
Reporting Relationships
The CIM will report to the Director of Process Development and Improvement.
Accountabilities
Ensure consistent execution of “OUR” operating plan
Achieve industry best cycle time
Achieve industry best customer service scores
Ensure that Area, Regional and Executive Performance Review Meetings are occurring consistently and are used as a platform to discuss barriers in order to drive continuous improvement
Ensure that General Management(GM), Market Management (MM/AM), and Regional Management (RVP) Scorecards are being tracked and monitored and are used to further drive individual performance
Responsibilities
Assist the Internal Development Team in ensuring that the Boyd/Gerber Operating Model is maintained and updated as needed to account for any future operational changes or changes in best practice
Maintain a complete understanding of all performance metrics (how to review, where to find, dependencies of and implications of)
Liaise, as necessary, between different departments and resources in order to drive action and continuous improvement
Attend all required meetings and be prepared to discuss performance shortfalls and barriers as well as specific (regional, market, repair center) performance improvement plans
Provide as needed individual training to MMs/RDs to promote the implementation of the Boyd/Gerber Operating Model
Conduct accurate, objective and consistent shop audits on the Boyd/Gerber Operating Model in terms of both process and metrics
Follow-up to ensure that barriers are thoroughly and consistently being identified, addressed, and actions plans are created through performance reports and meetings
Prioritize areas of focus in order to ensure that areas of highest needs are addressed in a timely manner without neglecting overall focus through effective scheduling of audits, visits, and reviews.
In addition to the standardized key meetings, communicate any additional findings/concerns with Regional Leadership
Create action plans with RDs for career development of Area and Market Managers in terms of implementing the operating model, effectiveness at confrontation and sustaining performance
Key Meetings
Leadership Performance Review Meeting
Inputs: Review of Regional Scorecard Performance Metrics and Executive Weekly Performance Report
Output: Understanding of new barriers to performance and a clear plan to address barriers; discussion of previous barriers and what was done to address them
Regional Weekly Performance Review Meeting
Inputs: Review of Area Scorecard Performance Metrics and Area Weekly Location Performance Report
Output: Understanding of new barriers to performance and a clear plan to address barriers; discussion of previous barriers and what was done to address them
Area Weekly Performance Review Meeting
Inputs: Review of GM Scorecard Performance Metrics and Location Weekly Performance Report
Output: Understanding of new barriers to performance and a clear plan to address barriers; discussion of previous barriers and what was done to address them
Weekly CIP Progress Review Meeting
Inputs: Summary of feedback from CIP audit process and repair center visits
Outputs: Understanding and calibration on audit process and shop progress; clarification of issues regarding the audit process; review of variances in process
Quarterly Process Improvement and Development Review
Inputs: Summary of feedback from CIP Specialists and Internal Trainers as to the progress and maintenance of the Boyd/Gerber Operating Model
Outputs: Understanding and calibration on training, development and process improvement leading to a review of barriers and creation of action plans to address barriers
Key Success Measures and Metrics
Quantitative Metrics
Audit Scores and demonstrated improvement at the repair center level week over week
Demonstrated KPI Improvement week over week
Qualitative Metrics
Review of CIP Team Audit Process
Review of CIP Training abilities
Associated Standard Operating Procedures and Required Knowledge Base
Performance Metrics and Key Levers
All Customer Service, Cycle time, Production, Length of Rental, Capacity and Repair Center Financial Metrics
Metering the business
Reducing the time from rental start to repair start
Maximizing production
Reducing the time from completion to delivery
Applying this model to short repairs
Boyd/Gerber Operating Processes
WOW Manual
WOW Videos
Boyd/Gerber Operating Tools
Shop tools
Sales Planning and Daily Production Plan
Days to Repair Promise Calculator
Audits
Variance Identification Forms
Certification KPI Scorecard*
Weekly Location Performance Reports
Network Tools
Daily Network Operating Report
Demand Capacity Planner and Staffing Plan
Rental Car Management and Reconciliation
Vehicle Delivery Activity Report
Executive Performance Report
Education, experience, and certifications
Required: Five to seven years of applying Lean Six Sigma techniques, preferably within the automotive or manufacturing industries; Excellent interpersonal skills, presentation skills, communication skills, detail oriented, leadership; Bachelor’s degree in Business, Supply Change Management; Industrial Engineering or related degree; management of diverse groups of people; knowledge and aptitude of Microsoft Office products and the ability to learn and utilize proprietary software platforms.
Preferred: Lean Six Sigma Certification(s); project management experience; management experience in a manufacturing environment; MBA or graduate degree, understanding of the technical aspects of the repair process.
Physical factors (examples)
Sedentary – Lifting 0-10 pounds
Light – Lifting 10-20 pounds
Moderate – Lifting 20-50 pounds
Heavy – Lifting 50-100 pounds
Pulling/Pushing, Carrying
Walking (hours)
Sitting (hours)
Standing (hours)
Exposure Limitation (Specify)
Disclaimer
While we have attempted to make this position description as comprehensive and useful as possible, it cannot encompass all aspects of the job that an employee may be called on to perform. Every employee must be ready and willing to undertake all other duties that may be assigned by his or her supervisor to ensure the effective and safe operation of a collision repair center.
Benefits That Drive Your Success
Gerber offers the comprehensive benefits you expect from an industry leader, including:
Gerber Collision & Glass is proud to be an equal opportunity employer committed to an inclusive and diverse workplace. All qualified candidates will receive consideration for employment, regardless of race, color, religion, sex, sexual orientation, gender identity, national origin, protected veteran status, disability, age, pregnancy, genetic information, creed, marital status, or any other consideration, prohibited by law or by contract.
About Us
Gerber Collision & Glass has been WOWing customers with our collision repair services for over 80 years. Please visit gerbercareers.com to learn more about our company.
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