Our Focus Is Best Practices

FSN companies have done extensive work on improving our processes for capturing hours worked by field and office staff. Process improvements in this area in recent years have typically incorporated technology innovations.

Collectively fielding over 1,500 installers, our companies handle nearly every furniture line sold in North America. By routinely tracking our field hours and comparing them to estimates and quotes, we produce highly accurate benchmarks. Consequently, FSN is a major contributor to the “Installation Estimating” workbook published by OFDA, the industry standard.

A carefully sequenced and diligently enforced work order process is the engine of productivity for a furniture services business. Continual fine tuning of our work order processes keeps us responsive to client requirements and enables reliable scheduling.

FSN efforts toward a best-practice work order process have provided a natural foundation for an emphasis on automating work order fulfillment. Working with both off-the-shelf and custom software applications, we have developed best-practice approaches for estimating and quoting, project management, asset management, and delivery management. Some FSN companies are in various stages of extending selected functions of their primary business systems to the field via smartphone- and tablet-based applications. Web-based client interfaces with the primary business system are also in development.

FSN companies collectively own or lease over 300 trucks and tractors. Our best-practice exchanges in this area include self-insurance, acquisition budgets (dollars per monthly field employee), leasing, vehicle maintenance, and internal procedures for drivers and truck maintenance.

Through exchanges within the group and with outside specialists, FSN members are regularly updated on terms and conditions that reflect best practices in contracts. The group is about evenly divided between union and non-union, so prevailing wage issues are also regular topics in contracting discussions.

Presentations and exchanges within the group on sales and expense forecasting and techniques for managing overhead expenses led to a best-practice benchmark for overhead dollars per monthly working field hours.

Training and professional development are ongoing elements of excellence at FSN companies. In a field almost devoid of training beyond manufacturer certification programs, we develop and operate in-house training programs for leads and installers, providing a rational pathway for advancement based on knowledge and skills as well as seniority.

Our best-practice work in the HR area has produced position descriptions for office staff and the optimal range for the ratio of office staff to field staff. We have also developed ongoing programs for installer recognition and pay for performance.

Led by members with direct experience, the group has looked at best practices for the marketing and sales of specialty services. Such services include installation of retail fixtures and medical equipment, panel jacking and carpet replacement, millwork, delivery services for retail stores (Restoration Hardware, for instance), inventory management and installation for model homes, pool distribution, and corporate relocation.

FSN draws on guest speakers and members alike to stay on top of current trends in workers compensation and liability insurance. We have examined the use of internal safety programs as a means of reducing insurance costs.

Staying abreast of manufacturers’ materials and techniques for packaging allows us to refine our staffing plans and installation estimating and make appropriate recycling and waste disposal arrangements.

With sustainability a matter of ever-growing importance, we have developed best practices for organizing the job site, handling and disposing of project waste, and managing relationships with recyclers.