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Have any of you guys made a step by step manual for specific jobs that is described in the E-Myth principle? I am considering doing this, or is it a waste of time? Thanks for your input.
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Neil,
Pardon my ignorance, but what is the E-myth principle? Is it anything like the isthmus principle, as in "Isthmus be my lucky day." ?
John
*Neil, doing that is the number one thing that divides companies that run by the seat of the pants and those that have a system. If you have a system, and if you have a good system, and you follow that system religiously every time, and never vary from that system unless there is a very good reason to change that system, and then that becomes the new system, then every time you put out a product you know it will be as good as the last product and the next one will be as good as this one.... This is the heart of ISO 9000 certification. You don't need to spend $10,000 to get ISO certified, just create a system along exactly the same lines as ISO 9000 and then follow it. Do not vary it, unless you have demonstrable proof that the new way will improve on the old way. Ummmmm.... don't ask me for my system please, I don't have it yet. Getting there though... good luck. And the E-Myth is something every construction company should read / listen to, it may be the most important thing you'll ever learn about business.
*Ross: I want to implement this system but how do you make up a manual say for a kitchen remodel. Each job is different. All are not a total gut. Do you just start as though they are and go from there? We do just about everything and I would need a manual for every type of job we do. Not to say it's not worth it but...This would take a lot of time. I can see how this would work for a deck but remodeling???
*Neil - I started reading that book this weekend too after Adrian Wilson and Sonny raved about it. I'm still on the pie lady, and agree that we couldn't practically write down every step of every task we preform. But we could develop standard operating procedures for a type of job. Maybe a sequence to follow as a sort of checklist. The problem I see with SOPs is that you are then reducing our profession to a series of steps, with a predictable outcome. I'll probably never be "sucessful" but I'd rather approach my craft as more of an art, allowing the flower to bloom it's own (sometimes) unexpected way as the job unfolds. I get bored pretty easy.
*Don't do a manual for "kitchen remodel". Do a manual for demolition methods, a manual for drywall installation/repair, a manual for cabinet (and counter?) installation, etc. etc.Break it down.Talking off the top of my head, I have no manuals.Rich Beckman
*I agree with Rich. What you will be attempting to create is a set of Standard Operating Procedures (SOP) as Jim mentioned.You want to make a sheet or two for each ""operation" that exists in any project you do, from even pre-demolotion, to warrantee call back procedures, so that means the SOP does not "just" include the trades to be performed.When you get a job, just pull (or print) the SOP sheets that apply to that particular project and hand it to your lead carpenter. To have the SOPs really correct SOPs, for their must effectiveness, you should also have those for your various subs.Developing SOPs takes a lot of time. I'd start with the basics and finish them first. At least you will have something to immediately begin using. Then you can expand on each individual SOP. Congratulations! You will be creating the basic concept of Michel Gerber's main concept in "The E-Myth Revisited."Jim, when usisng SOPs or systems, you don't have to sacrifice creativity. Even an artist starts with canvas, paint, brushes and an easel - and typically follows predetermined steps. The tremendous benefits of systems or SOPs as Gerber explains in his book, is that with regards to staff and in our case, subs, SOPs or "systems" eliminates discretion on the part of staff and subs. Here's an example:We had a large project renovating a penthouse on a high rise condo. Son Tom fired 4 successive tile companies due to the quality of their setting procedures. I asked Tom what he told the last guy he expected. Tom replied "A perfect job." I said, The word "perfect" means different things to different tile setters. It's an ambiguous word. Each uses his own "discretion" as to what they percieve to be perfect. So, I wrote and SOP, I called a "Tile Specification". In effect, by giving that to a tile sub, I totally eliminated his own "discretion" and substituted it with our "perception" of what we expected. It made the tile setter "accountable" to us - not what he considered a great job.Gerber says: "If it ain't written down, it doesn't exist." He's right. If it isn't written, we get as many intrepretations or people's individual "discretion" as there are people involved. So, for all intensive purposes, it does not exist.The reason most contractors don't use SOPs is because it means more paperwork - exactly what most of us hate. In reality though, SOPs make us more money, minimize grief and saves time. There is a saying I read which is true: "Do what you "have" to do, to get what you "want" to do." Like those who jog or work out at a gym X amount of hours per week. I'm sure most of them don't like to do it. They do it to maintain good health, which is what they "want".John, buy "The E-Myth Revisited. " I agree with Ross. It will completely change the way to think and run your business.
*When I was a maintenance manager for hotels, medical centers, etc., There were company Policy and Procedure manuals that were pretty much what you're talking about.The truth is, if we needed to replace a toilet, no one ever went to the book. The books sat and got dusty on a shelf. The only time I found step by step manuals to be useful was when we were troubleshooting something. We then knew what voltage to expect on each wire, blah, blah. And these service manuals came from the equipent mfr, not something we wrote.I can see value in standardizing bid forms, sales procedures, stationary, scripting your telephone answers, (if you're thinking to franchise) but remodeling has too many variables to make step by step manuals work. If you want to see how well these manuals work, check out any do it yourselfers book on home building.
*This is just a matter of defining why you are writing the manuals. My experience is that step-by-step instructions, or checklists, are best for tasks where 100% accuracy must be obtained all the time, or where they are being done by relatively untrained people. In any case they take a lot of time and effort to do so the checklist is functional. They are of very limited value for non-repetitive tasks.so, for a construction outfit policy manuals are a must to outline the working structure for everyone. But step-by-step instructions are a worse than a waste. They are a detriment because they cost time and money and open up liability channels that wouldn't exist otherwise. The exception to this is if you are training people and want to give the person something to help them learn the job.
*You guys are right. I should break it down. SOP or checklist should work for most work. I think the time that is spent making these lists is time well spent. You know about trainees or new employees. We do it this way and they do it that way. I strive to make the project the best it can possibly be. That's my name and reputation on the line. When I hear "you can't see it from my house", they never will see it again, cause they're out of a job.Thanks for the input.
*Neil, remember, it's not "what" you feed someone. It's "how". Use a little tact and marketing. No one likes "dictates." I used to introduce new procedures during a monthly company meeting at the office/warehouse at 3 PM with finger sandwiches and pop on the house. Decide the pros and cons of having the meeting on a Friday or on a Monday. You have to become a salesman once again. Put your self in their place - the standard operating procedure of a negotiator or diplomat. Mention the hard part getting used to the new procedures, but play it down while emphasizing it's importance to the future benefit of each staff member with concrete examples. The positive aspects should be emphasized.As with any new policy or procedure, it must be monitored and occasionally "adjusted." Get their imput and ideas about those adjustments. Get them involved and mke them feel an important part of the whole thing.Good luck.
*Yeah, those meetings go over best when you say something like "what do you folks think is the best way to..." instead of "this is how we are gonna do...". Give them some say and I bet you get a lot more folks thinkin' they are important to the company. That's what people want, to feel valued.
*Step 1. Get the job.Step 2. Do the job right.Step 3. Get paid for the job.Any questions?Ed. Williams ;-)
*Neil, the book "Flight of the Buffalo" is what you want to read. I exactly covers your situation and is about what Jim and I mentioned, getting the employees involved in the process. Buy it. It should be on anyone's shelf who has even only one employee.
*Thanks to all for your input. It is always good to know that you guys are there when we need help. I hope to return the favor sometime. Neil
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Have any of you guys made a step by step manual for specific jobs that is described in the E-Myth principle? I am considering doing this, or is it a waste of time? Thanks for your input.