Training programs, onboarding, SOPs, and organizational charts sound like big corporation words. But they are crucial for any business, including small repair shops and collision centers. Drew Bryant, owner and operator of db Orlando Collision Center, believes shops that adopt these practices can get big corporation results.
In episode 87 of Maximum Octane, Drew and Kim Hickey talk about the unproductive habit he dropped, the power of onboarding and orientation, what he learned working at Panera, why clear processes lead to consistency, and how to do onboarding right.
What You Will Learn
- Drew and the unproductive habit he left behind
- Never underestimate the power of onboarding and orientation
- Drew shares his learnings working at Panera
- When the process is clear, consistency is all you need
- Onboarding done right
The Unproductive Habit Drew Left Behind
Drew opens by sharing the unproductive habit he left behind and how improving his morning routine became a turning point. A better start to the day gave him more focus and energy for leading his team.
Morning routines help leaders start the day with intention rather than reaction. A few minutes of planning, reviewing priorities, and preparing mentally can make the rest of the day more productive. Drew’s experience shows how a small change in personal habits can have a significant impact on leadership effectiveness.
For shop owners, a morning routine does not have to be elaborate. Arriving before the phones start ringing, reviewing the day’s schedule, checking which vehicles are waiting on parts or approvals, and deciding on the one or two priorities that matter most can change the tone of the whole day. The unproductive alternative many owners recognize is walking in and immediately reacting to whatever is loudest. Over time, that pattern leaves no room for the planning, coaching, and process work that actually improves the business. Protecting even a short block of time at the start of the day is a practical way for a leader to model the consistency they expect from the team.
Never Underestimate Onboarding
Around the 8 minute mark, Drew explains why owners should never underestimate the power of onboarding and orientation. The first days and weeks at a new job shape how an employee sees the company, their role, and their future. Spending time with new hires, teaching them the shop’s culture, procedures, and responsibilities, sets them up for success.
Many shops skip onboarding because they are busy and need the new person producing immediately. That shortcut often leads to mistakes, frustration, and early turnover.
Research on employee retention suggests that new hires form lasting impressions of a company early in their employment. A well-organized onboarding experience signals professionalism and care. A chaotic first week, where the new hire is left to figure things out alone, can lead to early departure. Investing in onboarding is one of the most effective ways to improve retention.
Lessons From Panera
Drew shares what he learned working at Panera. Restaurant chains rely on clear processes, consistent training, and defined roles so that every location delivers the same experience. Those same principles apply to a collision center or repair shop. A new hire should be able to learn the process quickly and execute it consistently.
This kind of cross-industry learning is a core idea behind Maximum Octane, as Kim explains in the very first episode, The Teachings From a Profitable Business That Started Out Doing It All Wrong.
Restaurant chains invest heavily in training because consistency is essential to their brand. Every location must deliver the same experience. That requires documented procedures, clear roles, and regular training. Repair shops that adopt similar practices can deliver more consistent service, even as staff changes.
One lesson that translates especially well is the idea that a new employee should never have to guess. In a well-run restaurant, a new hire is shown where everything is, how each task is done, and who to ask for help. A repair shop can apply the same thinking with simple tools: a labeled map of the shop, a checklist for opening and closing, written steps for writing up a repair order or moving a vehicle through the bays, and a named person to answer questions during the first weeks. None of that requires a big budget. It requires an owner deciding that the way work gets done is worth writing down.
Clear Process, Consistent Results
Around the 19 minute mark, Drew makes a simple but powerful point: when the process is clear, consistency is all you need. Many problems in shops come from unclear or undocumented processes. When everyone knows exactly how things should be done, results become predictable.
Wendy K. Walters explains how to build systems in Building Systems to Gain Freedom and Get Better Results, and ATI’s Create a Consistent Process for Extraordinary Results offers a shop-focused example. For collision shops specifically, ATI’s Maximizing Collision Shop Performance in Busy Times is a useful read.
Consistent results build trust with customers and insurance partners, especially in collision repair. When every vehicle follows the same process, from intake to quality control, mistakes decrease and cycle times improve. Clear processes also make it easier to identify where problems occur and fix them.
Onboarding Done Right
Drew closes with what onboarding done right looks like. A strong onboarding program might include:
- A welcome packet with the shop’s mission, values, and org chart.
- A documented training schedule for the first 30 to 90 days.
- Shadowing experienced team members before working independently.
- Clear SOPs for the new hire’s role.
- Scheduled check-ins to review progress and answer questions.
The SBA’s guidance on hiring and managing employees also covers the basics of bringing new people on board.
Effective onboarding includes both practical and cultural elements. Practical elements cover tools, systems, safety, and job responsibilities. Cultural elements cover the shop’s values, history, and expectations for how people treat each other and customers. Balancing both helps new hires feel prepared and connected.
Scaling Corporate Practices for Small Shops
Small shops do not need corporate bureaucracy, but they can benefit from corporate discipline. A simple organizational chart, a few documented processes, a structured onboarding plan, and regular performance conversations provide much of the value without adding complexity. The goal is clarity and consistency, not paperwork.
Drew’s experience shows how lessons from large organizations can be adapted for collision and repair shops. By borrowing the practices that matter most and scaling them to fit, small shops can achieve the consistency and professionalism that customers expect from much larger businesses.
Common Onboarding Mistakes to Avoid
The most common onboarding mistake in shops is treating it as a single day of paperwork. Filling out forms and handing over a uniform is necessary, but it is not onboarding. New hires need a plan for their first several weeks that covers the shop’s systems, its standards, and its people. Without that plan, they learn whatever habits the busiest coworker happens to show them, good or bad.
Another mistake is assigning a trainer without giving that person time to train. If the mentor is also expected to hit full production, the new hire gets rushed explanations and the mentor gets frustrated. Shops also tend to skip the check-ins. A short conversation at the end of the first week, the first month, and the first ninety days gives the new employee a chance to ask questions and gives the owner early warning if something is not working. Finally, many shops never ask recent hires what could be improved. Their fresh perspective is one of the best sources of ideas for making the next onboarding experience better.
Big Company Practices for Small Shops
- Create or update your organizational chart.
- Document SOPs for your most important processes.
- Build a 30 day onboarding plan for every role.
- Assign a trainer or mentor to each new hire.
Al Sutherland shares how to help new hires adapt to culture in Helping Auto Repair’s Internal Customers Make the Right Choices. Bruce Spencer brings corporate experience to his shop in Bringing the Best of Corporate America Into the Automotive Industry.
Frequently Asked Questions
How long should onboarding last for a new auto repair shop employee?
Onboarding usually extends well beyond the first day. Many shops structure it over the first 30 to 90 days, with clear milestones along the way. The first week typically covers safety, tools, systems, and introductions. The following weeks focus on role-specific training, shadowing experienced team members, and gradually taking on independent work. Scheduled check-ins throughout the period help confirm the new hire is progressing and feels supported. The exact length depends on the role and the person’s experience.
What should be in an auto shop onboarding checklist?
A useful checklist includes completing required paperwork, a safety orientation, a tour of the shop, introductions to each team member, and training on the shop management system and any digital inspection or communication tools. It should also cover the shop’s mission and values, the organizational chart, written procedures for the new hire’s role, a training schedule, the name of an assigned mentor, and dates for check-in conversations. Keep the checklist in writing so every new hire gets the same experience.
Do small repair shops really need SOPs?
Yes, though they do not need to be long. Standard operating procedures simply describe how important tasks are done so they get done the same way every time. In a small shop, that consistency matters even more because one person’s absence can disrupt everything. Start with the processes that affect customers and quality most, such as vehicle check-in, inspections, estimates, and quality control. Write them in plain language, keep them short, and update them when the process changes.
What can repair shops learn from restaurant chains?
Restaurant chains succeed by delivering a consistent experience, no matter which location or which employee is working. They do it through documented procedures, structured training, clearly defined roles, and regular reinforcement. Repair and collision shops can borrow the same principles. When every vehicle follows a known process from intake to delivery, quality improves, training gets easier, and customers know what to expect each time they visit.
