Plumbing Company HQ

Start here: how this workspace runs

Customers

Homes and businesses you serve, with what you have billed them and what is still owed.

Jobs

Every call and project, who is on it, what it costs and the margin.

Parts and van stock

What is on each van and the shelves, what it costs and what needs ordering.

Invoices

What has been billed, what is paid and what is overdue.

What lives where

A job from first call to paid

Your weekly rhythm

Making it yours

Change the work types, priorities and neighborhoods to match your area. Add your real vans in Kept on. Delete the sample customers once you have entered ten of your own. Nothing here needs special setup: type into any cell, drag cards between columns, and every total updates by itself.

Overdue jobs

My jobs

Overdue invoices

Awaiting payment (sent and overdue)

Callbacks

The first two minutes on the phone

Dispatch

On site

Example: a split line in a crawlspace

A customer calls at 6:40 on a January morning: water in the basement, no idea where it comes from. The dispatcher talks her to the shutoff in the crawlspace hatch, books Keisha for 7:30, and texts the window. Keisha finds a frozen split on the cold line, replaces two feet with PEX and a pair of couplings, and insulates the run. Parts were under a hundred dollars; the job was four hours with drying. The invoice goes out from the van before she leaves.

After the visit

If the damage is large, tell the customer to call their insurer and give them a written list of what was found and what was replaced. Do not guess what their policy covers. Note the cause on the job so the next plumber knows the history of that house. If the same leak brings you back within thirty days, tick Callback on the new job: the Dashboard counts them, and a rising count usually points to a training or parts problem, not bad luck.

Before the day

On the day

Pricing it

Price the swap as one flat amount the customer can say yes to: heater, standard parts, haul-away, permit and labor. Put the real parts cost and hours on the job so the Margin column tells the truth. A good swap should leave at least thirty percent margin; the Margin check marks anything under twenty percent as Thin. Add-ons such as a new gas shutoff, an expansion tank or a code-required pan are quoted separately and written on the job sheet.

Example

A family's 50-gallon gas tank fails at eleven years with rust at the base. The office quotes a flat price on the phone from the data-plate photo, files the permit that afternoon, and Bram swaps it the next morning in five and a half hours. Parts were about half the price; margin lands above forty percent. After the inspection passes, the office sets Permit to Inspected and offers the yearly Water heater flush plan, which shows on the customer's card from then on.

After the swap

Every Friday, before the vans go home

What every van carries

Setting reorder points

Start with how many you use in two weeks, then add what one bad day eats. If you use six fill valves a fortnight and a big apartment call can use four, set the reorder point at ten. Review the points every quarter: the Stock value column shows how much money is sitting on shelves, and a shelf full of slow parts is cash you cannot spend.

When something runs out on a job

Example

On Friday Keisha counts Van 2 and finds six push couplings against a reorder point of ten. The row shows Reorder, and the office adds a box to the Inland Pipe order. On Monday a burst pipe call needs four; she has them, and the job is done in one trip.