Insurance Restoration & Reconstruction (34 Active Jobs) · Colorado & Multi-State
01 · The "Before" Reality
Production Manager Dylan was trying to manage 34 open restoration/rebuild jobs in the field while also being responsible for building work orders in Dash, calling subcontractors to confirm arrival times, and updating homeowners. Because Dylan was constantly driving between job sites, Dash work orders went unscheduled, compliance tasks in Dash turned red, and Tyson had no idea which of the 34 jobs were actually progressing vs. stalled.
02 · Single Constraint Diagnosis
Production Manager Bottleneck around Dylan across 34 active jobs in Dash - work orders were not being scheduled or updated in Dash, leaving subcontractors and homeowners in the dark, while inbound calls routed through Jill's Office / Google Voice and unsigned contracts with Brady lacked a centralized daily follow-up cadence.
Strip 100% of desk-based Dash CRM work order entry, subcontractor confirmation calls, and homeowner scheduling updates off Dylan's plate and make Iris Padilla the centralized Dash Production Coordinator. Dylan stays in the field managing quality and scopes; Iris runs the Dash board.
03 · What Was Built in the Sprints
Audited all 34 active jobs in Dash CRM, mapped the Fulfillment & Work Order Scheduling Workflow (Sprint 1), and built the Dash Work Order Creation, Subcontractor Dispatch & Daily Status Playbook (Sprint 2), shifting Dash administrative scheduling and customer update calls from Production Manager Dylan to Operations Manager Iris Padilla.
04 · Real Rollout Friction & Course-Correction
When Iris first started auditing the 34 jobs in Dash, she couldn't tell which work orders were ready to schedule because field updates were sitting in Dylan's head or scattered text threads. Rather than waiting for Dylan to type notes into Dash, Iris instituted a brief Daily Production Sync with Dylan where he verbally rattles off field status in 10 minutes, and Iris immediately translates those updates into scheduled Dash work orders, subcontractor dispatches, and homeowner notifications.
05 · Before vs. After Operational Shift
| Operational Dimension | Before EdgeOS | After EdgeOS Install |
|---|---|---|
| Owner & PM Involvement | Dylan was buried under 34 active jobs, trying to run field sites and enter Dash work orders simultaneously; Tyson had to step in on stalled jobs. | Iris manages all Dash CRM work order scheduling, sub confirmations, and homeowner updates; Dylan focuses purely on field execution. |
| Workflow Execution | Work orders in Dash sat unscheduled; subcontractors were booked via unrecorded phone calls. | Standardized Dash Work Order & Subcontractor Dispatch Playbook with mandatory stage checklists. |
| Visibility & Cadence | 34 open jobs in Dash with outdated dates and missing notes. | Every one of the 34 active Dash jobs audited and updated weekly against the Sprint 3 Role Library standards. |
06 · In Their Own Words
"The production area process is delayed due to the production manager's organization. Plan of action: Set weekly reviews with PM to record everything on CRM, schedule Work Orders and check calendar twice a day to make sure everything is booked... What I have right now is a Google Voice number, and it actually goes to a company called Jill's Office."
Additional Sprint Workstream 01
Additional Sprint Workstream 02
