December, 2019 | iRestore Restoration Software

HELP! Claims Review Shredded My Estimate | The Intentional Restorer Vol. 2 (with video!)

restoration management software, human resource softwareDecember 12, 2019

In the world of responding to water and fire damaged homes and businesses, Xactimate has become the primary language of insurance claims. Learning to master the tool is core to success for any property restoration professional. Clear communication, where all parties involved understand what is being transmitted, requires effort, interpretation and patience.

“They’ve shredded my estimate!” Exclaimed Estimator #1.

“Again?” Replies his peer, Fellow Estimator.

“It’s like they take joy in their sadistic responses.” Estimator #1 is moving from shock to anger.

“So brutal.” Fellow Estimator commiserates.

“They literally took my restoration estimate and ran it through an industrial cheese grater.” Estimator #1 wallows in misery.

“How do they expect us to make any money?” queries Fellow estimator, attempting to console their compatriot.

Fellow Estimator knows that their estimate will soon be the next victim of the insurance review gauntlet. They know that the next time they send an estimate to a reviewer or hit upload in Xactimate, the process will run its cycle with them.

Have you experienced Xactimate review and rejection?

If you work around insurance claims, you know this scenario is a common one in many restoration companies. Perhaps your bruises are still turning purple and your wounds are still oozing blood. We all have choices to make. We can play the game of the status quo like our peers, Estimator #1 and Fellow Estimator in their glum state, or we can work to find answers.

Many of you are saying, we have tried. That’s good. Even if I could give you a gold star it wouldn’t make things any easier. In my neck of the woods, MaxCare of Washington and Superior Cleaning & Restoration are consistent winners in the Northwest District for Contractor Connection. MaxCare, like so many contractors, is a one-shop independent outfit that consistently performs highly in the program metrics while remaining profitable.

Winning an award does not smooth out the path to Xactimate review success but it does mean that you have learned some of the keys to working within the program. We constantly have to adapt if we want to survive. Adaptation requires that we constantly assess our efforts and dive a bit deeper into making progress in the process.

What are some typical responses to third party or adjuster Xactimate estimate reviews?

“Who are they to question me?” Estimator #1 rises indignantly and then rattles off a hastily worded email.

“This claims review professional has never been to this job – they’ve probably never been to any job site ever.” Fellow Estimator exclaims.

Funny enough, this is both one of the issues as well as one of the keys to resolution as well. The person reviewing Estimator #1’s estimate has never been to this job.

  • Claims Reviewer #1 likely works in a regional claims center half-way across the country.
  • Claims Reviewer #1 likely hasn’t been to any job and possibly never will. It’s not their job. This is a fact of the process and it does no good to complain about it.

Their titles do not put them at odds, one writes an estimate for the claim and the other reviews the estimate for the claim. They may view their responsibilities to be at odds with each other but that is not inherent to the task at hand.

The presiding principle should be to restore the client to pre-loss conditions and both parties should be working together to make this as expedient as possible. The difference between what should be and what is leaves a lot of room for us to work towards a process that is clear and consistent.

We can start our process of improvement by asking better questions.

“What are the objections of Claims Reviewer #1?” Estimator Supervisor asks.

“Who invited you?” questions Fellow Estimator.

“My company header isn’t in the estimate,” replies Estimator #1.

Have you experienced this rejection note? I know I have. It seems silly but it’s a requirement. Should anyone on the contractor side be upset with the claims review process if they have not updated their program to have the correct company information in their estimate headers? Who’s responsibility is it to ensure that their organization is following the basic requirements for carriers and programs?





Restoration Company #1




Issue: Poor carrier and program basic level compliance.

Response: Clear training and consistent processes for estimate compliance.

“It appears that Claims Reviewer #1 composed a detailed list of their reasons for the rejection of your estimate. What is the next objection?” inquires Estimator Supervisor.

“My opening statement does not provide sufficient details per the carrier requirements,” Estimator #1 reads with a quizzical tone in their voice.

While we are laboring into the weeds a bit here we are also discussing elements of Insurance Claims 101. These are common rejection items that are easily addressed and yet continue to be hang ups for restoration companies large and small. If you read our article on the Habits of Xactimate Estimating Success, we outlined how your estimate is part of telling the story of the claim.

As estimators we have the responsibility to learn how to tell the story of the loss through the estimating tool that we use. The estimate has a language. Do you remember when you first sat down with Xactimate? It can seem like a foreign language.

  •          What is WTR EQD?
  •          What does HMR BARR mean?
  •          When is the right time to use PNT MSKLF?

Whether you like it or not, for the majority of insurance claims, Xactimate has become the recognized story delivery tool. When our story does not resonate with our audience we need to learn how to communicate more clearly. In serving our client, it is necessary to use the resources in our tool bag to assist them in achieving a well executed outcome.

Look in the mirror, if your estimate is not compliant with basic carrier requirements, rejection is not the result of sadism its self-sabotage.





Restoration Company #1




Issue: Poor execution of initial estimate components.

Response: Better attention to details. Learn to become a better claims story teller.

“They are picking apart my line items,” Estimator #1 yells, pounding a fist against their desk.

“They do that to me all the time,” Fellow Estimator raises their hands in disgust.

“I remember when I used to be an estimator…” Estimator Supervisor starts to chime in, thinking that they are a part of the group grievance session only to be interrupted.

“No one cares about what you did eighty years ago!” both Estimator #1 and Fellow Estimator blurt out.

We are now entering much more subjective territory. There are ongoing discussions about the best ways to approach insurance claims work from various levels of the business. Resources like Restoration & Remediation Magazine do a great job of giving a voice to industry leaders and their experiences.

What are our response options when faced with opposition from an insurance reviewer?

Option #1 – Dig our heels in

There are those of the mind that the carrier can never be right and the claims process is a war. If they want to question us we will know the fine print better than them and will throw it at them with everything that we have. If your organization has agreed to do program work then some of these line item concessions are part of the contractual agreement. This is why some companies have chosen to stay independent and refuse to engage in third party administrator (TPA) work. If you a person in a position of leadership you will have to decide if the potential volume is worth the trade-off.

Option #2 – Give in to expedite

Some professionals believe that a quick claim that is paid in part is better than a drawn out battle. Many of the organizations that regularly work with carriers or TPA’s exercise some level of pragmatism. As noted previously, the theory is that concessions will be made to build a relationship that will result in a volume of work that will outweigh the costs. For many of these companies this is survival mode, “We don’t know what we would do without program work so we have to do what it takes to keep the funnel open.”

Option #3 – Get educated

Whether you work with a TPA or are doing direct work for carriers, after a few claims you typically get a sense for the line items that are more likely to get rejected or questioned. Know your program outlines, your carrier specifics and what sequences can be approved (or overridden) by adjuster authorization. If you have a claim that requires a unique approach you should be in contact early and regularly with the adjuster to confirm authorization for your approach to assisting their client with a positive outcome.

Develop your process intentionally.

  •          Do some research.
  •          Tap into your peer network.
  •          Communicate with the adjuster.
  •          Make progress in your process.

Were Keith Richards and Mick Jagger in the property restoration business prior to forming The Rolling Stones? Did they have insurance estimate reviews in mind when they penned the timeless words, “You can’t get what you want. But if you try sometimes, well, you might find you get what you need.”

If you write a sloppy estimate and you are not learning from prior mistakes, expect to get rejected. At the same time, whenever the carrier or program initiates are rejection of an estimate this should be a time where the restorer reviews whether the objections are legitimate. This invitation to review the merit of the estimate is also a time when the estimator should review whether legitimate line items were missed in the prior submission.





Restoration Company #1




Issue: Lack of clarity regarding proper use of line items relevant to the claim.

Response: Skills development through research, peers and training as well as learning from prior rejections.

“They are saying we don’t have sufficient supporting photos,” Estimator Supervisor states looking up from the computer screen.

“Oh, and the photos that were uploaded aren’t properly labeled or associated with the rooms in which they were taken,” continues Fellow Estimator.

“What?” queries Estimator #1.

If a photo is worth a thousand words, in the world of insurance claims those photos could be thousands of dollars. One hundred dollars (or even less) can be the tipping point between a profitable project and a net loss. A clearly written estimate that follows industry guidelines must have supporting photo documentation – we aren’t yet talking about high level Xactimate skills and yet it continues to happen. I know because I have done this too many times.

Estimators are story tellers. Our audience likes their stories to be full of vibrant pictures that are captioned. Often we are communicating our claim stories to persons who will not be physically present at the loss. Pictures help the claim story to come to life for them. Develop your ability to tell a story and to support your story with multiple photos that are clearly labeled to illustrate your narrative. The more detailed or unique the work you need to complete the more quantitative as well as qualitative your photographs need to be.





Restoration Company #1




Issue: Poor illustrative support for proposed scope of work.

Response: As you develop your story telling abilities, make sure your stories are packed with good pictures.

If we have a losing mindset and we maintain the status quo of losing habits, we will continue to lose. Estimators have a job to do. Claims review professionals have a job to do. Organizations have a responsibility to train their people to execute with excellence when it comes to carrying out the essential functions of their roles.

“I don’t know what I am going to do,” Estimator #1 is on the verge of tears, “No matter how I respond they are going to tear me to pieces.”

“When the claims reviewer shreds your estimate, it’s time to make tacos!”

“Who said that?” Fellow Estimator yells into the abyss.

Suddenly, they can hear a familiar tune, “You can’t always get what you want…”

“But if you try sometimes,” Estimator #1 bobs their head.

“Is it lunch time?” Estimator Supervisor asks as they leave the room.

Unfortunately, more often than not, our responses to the estimate review process borders on burying our head in the sand or playing the victim. We throw our hands up and rail against the system. As noted above, we can choose to go to war, we can choose to give-in or we can choose to get educated. Neither of these decisions guarantee success.

Going to war will have casualties, giving in will cost you and getting educated does not mean that everyone will admire your knowledge to the point that they will see things your way. You may feel like you have lost in the past but today is a new day, it’s time for a new approach – the “scoreboard” is blank (but the clock is ticking).





Restoration Company #1




Issue: Frustration with the claims review process.

Resolution: Gather data that will inform decisions so that progress can be made.

How do we gain ground on the claims review process? Here are some suggestions to start tracking data to inform decisions and find resolution:

  1. Do you review your rejections for trends? You can do this as a team or you can do this as an individual estimator. You can download the attached PDF Tracking Claims Review Worksheet or you can develop your own system.
  2. Change your mindset. Above we framed the claims review process in wins, losses and ties. With this win-loss mindset our sample restoration company was not winning. What if we change our  mindset to founded (reasonable review queries based upon the standards, practices and carrier guidelines), unfounded (contradictory to standards, practices and carrier guidelines) or in the gray area (subject to interpretation). If you download our worksheet you will notice these are the categories.
  3. Change your process. The status quo is to complain about the system. If you are approaching your profession with a growth mindset you will work to find solutions to your issues. Start by tracking your rejections so that you can make decisions based upon objective data rather than your collective-subjective opinions.

Items in Review



Gray Area


You do insurance work. Claims review is part of the process. Our point here is not that insurance is right or that contractors are wrong, but that if we want to achieve progress in the process we have to control what we can control. Take ownership for roles and responsibilities.

  • If you are not collecting data on your rejections you should start immediately.
  • If you have data you need to use it to help educate your decisions so that you can gain ground.

Our conversation here is regarding mindset and process. Start gathering data so that you can make more informed decisions and work to find resolutions. Regardless of your chosen approach, develop your process intentionally.

Resources for estimators, managers and adjusters composing estimates in Xactimate:

Click here to view the link on Rand

Keep Running Productively Through The Season With Advanced Restoration Software

restoration software, human resource softwareFor many restoration companies, winter is the time of year when it is necessary to increase your manpower. It is also the time of year when employees are requesting vacation time for holidays or taking sick leave due to seasonal illnesses. It’s also the time of year when your employees (and y0ur company) are gathering and preparing all of the years’ documents for tax season!

When so much is going on with y0ur employees, keeping them on-task and productive may be a bit of a challenge. However, limiting their distractions can help keep your winter season running smoothly. The best way to limit distractions is to keep your HR department organized and efficient. That means documents are organized, vacation/sick time is thoroughly tracked, employee information is up-to-date, using the best onboarding processes for new employees, and easy access to communications with your employees. If getting this organized seems like a big task for your company, you can count on iRestore’s proficient Human Resource Systems to help you get organized quickly and painlessly! By the New Year, your human resources department could be one of the most effective and efficient departments in y0ur company.

Benefits of using Restoration Management Software

  1. Easy Tracking Of Certifications and Expiration Dates – Your employees need to remain at the top of their game to be the best in the restoration business. That means that they must maintain certifications and training. Whether your company has 5 or 50 employees on hand, managing certifications is a must! With our Restoration Management Software, your company can easily track and record employee certifications, re-certification dates, and expirations.
  2. Vacation Time/Sick Time – No more trying to track and record vacation and sick time with complicated formulas in Excel. Our system is set-up to make tracking vacation and sick time a breeze.
  3. Clear Communications – Do you need to update y0ur employees with new information from time-to-time? Is it difficult to get all of y0ur employees together at the same time? When you provide 24-hour service – you may not see some of your employees on a regular basis which can make it a struggle to get important updates and announcements to every individual. Keep y0ur employees in the loop with our easy-to-use employee communications, with a click of a button you can text or email every employee and keep everyone on the same page.
  4. Employee Tool And Equipment Tracking – If keeping track of employee equipment is proving to be a nightmare, wake-up and start fresh with a robust system that allows you to assign essential equipment like meters, ipads, and laptops to your employees. Get rid of the headache of trying to keep track of who has what – our unique and comprehensive software will help you stay on top of day-to-day tasks so that you can focus more on your customers and the health of your company.

Don’t brush it off until y0u have tried it. Our Restoration Management Software is an affordable and easy solution to your daily human resource challenges. Don’t take our word for it – Request Your Demo Today!

Burnout in the Restoration Industry: Managing Workload | Part 2

employee burnout, restoration business management

Editor’s Note: 

This is the second article of a multi-part series on employee burnout in the restoration industry.  Part one introduced the nature of burnout, and summarized findings from a study on burnout in the restoration industry. Part two begins a discussion on things restoration companies can do to manage one of the most complicating factors for burnout among restoration professionals – workload. Part three advances the conversation and discusses what restoration professionals can do at the individual level to manage workloads more effectively.   

Nature of Workload for Restoration Companies

The nature of our industry has inherent demands and fluctuations that seem challenging to control. At any given point, a variety of circumstances from a catastrophic weather event to the loss of a staff member can have a dramatic effect on the workload of the company and the team members. It is safe to say that a career in restoration is not a 9 to 5, 40-hour per week job; however, in consideration of the findings of the burnout study, there is much to be gained by proactively managing the workloads of our team, our most valuable assets.

When we consider workload, we can look at it from two related perspectives: organizational and individual. Can solutions be found by balancing volume and capacity at both levels? In part one of this series, we will delve into some potential solutions that allow us to control volume and capacity at the company level followed by the second part, which will examine the balance at the individual level. It should be noted that these concepts are not exclusive to each other, but rather are inter-related strategies that can be considered in our efforts to reduce workload.

As we consider taking control of volume and capacity in our companies, there are added benefits of a few sound principles that apply to the effective management of our day to day operations. While avoiding the epidemic of burnout from affecting your team, we may be able to improve in our service to others and find sound economics and financial benefits.

employee burnout, restoration business management

Volume of Work 

It may seem counterintuitive to control or decrease the volume of work coming into your company. You have strategized, invested, and have put great energy into having the phone ring and then we want to decrease it? At any given point, when your volume is exceeding your capacity, not only are we exposing the team to the threat of burnout, there is a risk of detrimental side effects to your reputation, customers, and quality of your services.

When do you know that it is time to dial it down in an industry where you could be inundated one week and waiting for the phone to ring the next week? There is not necessarily an exact science to this but rather an understanding of your capacity combined with intuition and being in tune with your team and organization.

In Eastern Pennsylvania, what started out as a steady summer, turned into an unrelenting series of individual localized flood events that continually moved around targeting and retargeting a localized area. The first of the flood events to wreak havoc presented itself in early July. The team worked diligently around the clock until everyone was taken care of in some way. Then another flood, and another flood, and another flood, with nothing but weather forecasts, there was no way to tell that the weather would cause extremely high volumes for over two months straight. After several weeks, it was time to dial it down for the good of the team and the quality of the services being delivered.    There is no crystal ball in our business; therefore, we must be able and willing to pivot at any given point.

When volume is exceeding capacity, the following are a few strategies that may help control and reduce workload:

  • Managing Expectations:
    • Evaluate and prepare to communicate realistic timelines that allow you a more manageable volume as a company.
    • Be honest and upfront to those you serve and make commitments based on reasonable workloads.  Example: “Normally we are able to respond to emergencies within an hour. However, due to the high volumes of disasters in our region, we are scheduling emergency responses two days out.”  If you are managing repair/reconstruction volume, give accurate and upfront timelines for repairs to begin.
    • Be prepared to help those who reach out to you. Refer other restoration companies who may be able to help sooner and/or give tips on how they can mitigate until you can respond.
  • Pausing / Controlling Streams:
    • Many in our industry have a variety of relationships and strategies that bring revenues to the organization. As an effort to control workload, the following is a sample of potential sources that can be temporarily paused or reduced:
    • Insurance programs:  direct and TPA (third-party administrators)
    • Lead generation and referral programs
    • On-line initiatives and advertising
    • Other preferred vendor lists
  • Territory/Coverage Area:
    • The territory or area of coverage that your company covers may be something to evaluate when attempting to dial down the volume.  Depending on circumstances and geography, reducing coverage area (even slightly) can have a reduction in volume that has an exponential effect on workload. As an example, if there are areas that you serve that require a 90 to 120-minute drive per day, you can potentially buy back three to four hours in drive time with a minimal effect on total revenues.  At times, there may be good economics to this approach as drive distance can also have an effect on job profitability.

Company Capacity

When we consider capacity, we are literally looking at the amount we can produce with our resources. Our resources can include but are not limited to human, equipment, vehicles, and facility. Depending on the timing, both internal and external forces can influence capacity. As we look at the environment today, unemployment is at a historic low, and this could be directly affecting your company’s capacity by making it challenging to hire and add to the team. During the polar vortex of 2014, due to the widespread effects of severely cold temperatures, equipment and supply inventories were affected.

In general, to be able to adjust and control capacity we need solid systems and operations in place that allow us to know what resources are available at any given moment.  Consider that you have depleted your equipment inventory, perhaps you rented additional equipment and that is also depleted, one may plan and schedule based on the timing of equipment being pulled and available by using systems and tracking.

Our team also influences capacity as it applies to the human resources within our organization. By employing a similar approach in scheduling and managing our equipment, we must also add the leaderships’ empathy and intuitiveness for the team.  The individuals who make up your team may have a vast array of skills, proficiencies, individual training, and circumstances that may also contribute to your overall company capacity.

employee burnout, restoration business management

As we consider some possible solutions to increasing your capacity as a company with a focus on our human resources, it can decrease the workloads on the individual team members. In addition, there is sound economics to some of the considerations that apply when operating at any given volume level.

Expanding Capacity

The following strategies may be helpful when trying to expand capacity to reduce the workload on the individuals within the company:

  • Improve Efficiency:
    • Examine and find ways to decrease the workload by improving efficiencies.
      • Duplication of efforts
      • Employing technology when possible
      • Routing and movements in our field operations
    • “The way we always did it.”  Be mindful of activity within workflows that may have little or no value to the organization and eliminate it.
    • Within the workflows there may be opportunities to reassign tasks to better utilize the individual’s special skills and improve their workload while increasing the capacity of the organization.
  • Expand your Resources:
    • Other Restoration Companies: Either referring other restoration companies or developing relationships to work together.
    • Subcontractors: Utilize your existing subcontractors and aggressively build new relationships.
    • Other Sources of Labor:
    • Employment agencies may be able to supply a variety of labor and support for your team. They may also be a resource to manage the HR and processing of seasonal and other type of employment opportunities that could help the team.
    • Be creative. For example, if there are local colleges in your area, you may be able to recruit college students to help monitoring water losses and other tasks which may prove to give some relief to your team on weekends and after hours. The college students could be run through the employment agency for your ease of management.
    • Specialty Resources: From accounting to estimating, there are a variety of specialty services, some that are even industry specific, that may be utilized at any given point in managing capacity.
  • Develop and Train:
    • Proficiency:  Encourage and develop individual’s proficiency in their skills.
    • Organization Skills: Including but not limited to email management, time management, etc.
    • Leadership and Soft Skills: Imagine a great technician who was trained and developed in their leadership and management abilities. This technician can run a loss with two less experienced individuals allowing the opportunity to increase capacity.
    • Cross Train: Cross training individuals within the organization not only gives team members the opportunity to increase their value to the company; it also allows the company to be nimbler when managing fluctuations in volumes.

Process and Structure

An overarching imperative to being able to proactively manage volume and capacity is having strong day to day processes and structure. Strategic scheduling, workflows, procedures, and best practices provide the ability to have information and structure to pivot and adjust these as needed.

At any given time, we can adjust volume and capacity to help us manage workload. Managing the company workload will help the individual team members enjoy the reward of being a part of the restoration industry and avoid burnout.

Lisa, Contributor and Co-Author

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Restoring Success: He’s Making a List (And Checking it TWICE!)

restoring success, restoration management

Why does Santa check his list twice? If we consider the practice of checking the list twice, we could speculate that there is a drive towards excellence and a desire to deliver legendary service. The list needs to be accurate and thorough; the list allows him to honor his commitments efficiently, and list is what is used to make sure that nobody is disappointed; so, he checks it twice.

Mistakes happen! Sometimes things go wrong and it’s not even human error, it just happens. When something goes wrong and we apply root cause problem solving which unveils that if we had checked our work, we could have avoided the issue, perhaps, there is a simple solution. Can problems be reduced with a little checking? Yes!

As a casual observation, when work habits include self-checking and processes that account for double checking things, the result is fewer errors, mistakes, and problems. As an ability, we may call it conscientiousness. Considering that errors, mistakes, and problems can have a ripple of disastrous consequences in our restoration organizations; it is deserving of some attention.

Have you ever wondered how someone gave you a message with the wrong phone number? It is likely because the number was not read back to the person who gave it to them. This is an example of a very basic self-check that everyone should be trained to do in the organization. When someone gives an email and/or phone number, you always read it back to them to make sure you recorded the very important contact information perfectly.  Being just one number off can make the difference between your ability to respond to a loss and/or honor the commitment to call a person back or not.  It’s a big deal and can be proactively managed by the work habit to double check.

True Story

As I walked into work one morning, I complimented a coworker on the speed and quality he executed in the reconstruction of a bathroom that experienced a water loss. He thanked me and qualified his response by explaining that he needed to go back that morning. He explained that the tank of the toilet leaked, and it needed a few parts. He had removed and reset the toilet. Since I had been pondering about an individual’s work habits and the ability to self-check work, as well as the supporting processes in the organization, I began to question him.

“How did you know the toilet was not working properly?”

“I flushed it to make sure it was working after I re-installed it.”, he responded.

“Why did you do that?”

As he looked at me with some dismay at my line of questioning, I answered for him, “Because you always check your work!?”

As I pondered, in over five years, I could not recall a defect or workmanship issue regarding the work of this individual.

I don’t know if he was specifically taught these work practices, if it is innate to him, or if he learned from mistakes; but I do know that I thought, what if everyone did that?

  • Equipment: Equipment would never be left behind. Even with the application of the software that tells you a piece of equipment is left on-site, if the person who installed it failed to scan it to the site, it can be left behind. A quick walk-through in the spirit of double-checking that all equipment is pulled can eliminate the call, “You left an air mover here.”
  • Repairs: Some trades lend themselves to easy checks. Install a faucet? Check that it works properly and is not leaking by turning it on.  Some trades require the detailed eye of a craftsman: is the drywall paint ready?
  • Instructions/work orders: Verify and review that all instructions were followed. We know that bad things happen When People Don’t Follow Instructions in their entirety and properly.

How do we improve by “checking”?

The examples of problems that can be reduced by checking are endless as are the potential solutions. It applies to everything from field execution to office, administration, marketing, accounting, etc. Here is a brief list to get started on helping our organizations and teams to improve with a little checking:

  • Organizational processes can support and contribute to checking in the spirit of reducing errors. A simple example is a co-worker double checking, inspecting (and signing off as “inspected”) contents before they get packaged for storage and/or returned to the customer.
  • Reconciliation is a concept that is often associated with accounting functions. A bank reconciliation is a check and balance that everything that is recorded in the accounting system is in perfect alignment with the bank system. Any discrepancy is identified and corrected. Reconciliation as a process can be applied to many areas within your company. As a simple example:

10 water losses to be monitored
10 monitorings are scheduled
10 readings/maps get submitted at day end
0 Steps were missed

  • Culture and Training always have a global impact in our operations and outcomes. We can incorporate checks (self-regulation) into the training of skills and tasks within the organization. Culturally, we should celebrate and hold people accountable to their level of conscientiousness in the performance of their work and be prepared to coach and develop them on improvements.

A little time in double-checking can have exponential value in time wasted and service-related issues.

Happy Restoring Success!


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