Shop Operations Coordinator

DELMARVA ELECTRIC MOTORS AND MACHINE INCORPORATED (DEMCO); Baltimore (MD); On-site; USD 60,000 - 90,000; Full time

Job summary

DEMCO is expanding its shop operations and seeks a Shop Operations Coordinator to act as the operational hub among sales, shop floor, parts suppliers, and leadership. You will ensure every job moves through the shop with clarity, accountability, and proactive communication.

This role focuses on planning, coordination, and problem solving for an organized, operationally minded individual who can make judgment calls under pressure. It is not a floor technician role.

Qualifications

• Experience creating or redesigning workflows in manufacturing or repair environments.
• Hard requirement for job scheduling experience in manufacturing/repair.
• Strong organizational and planning abilities.
• Ability to make judgments with incomplete information.
• Excellent verbal communication with technicians, vendors, sales, and ownership.

Responsibilities

• Own the shop schedule from intake to delivery to meet client expectations and revenue goals.
• Improve shop workflow and processes as the business scales.
• Manage parts pipeline and flag risks to leadership.
• Triage repairs vs. replacements to protect technician hours and bottom line.
• Communicate job status to sales to set proactive customer expectations.

Skills

Operational workflows

Scheduling

Vendor coordination

Communication

Decision making under pressure

Job description

DEMCO is a growing motor repair and distribution company with a strong shop culture and an expanding book of business. As the company scales, we are building the operational infrastructure to match our ambition — and this role is a critical piece of that foundation.

The Shop Operations Coordinator is a newly created position at the center of our shop operations. Working closely with the Shop Foreman, this person will serve as the operational hub between sales, the shop floor, parts suppliers, and leadership — ensuring that every job moves through the shop with clarity, accountability, and proactive communication.

This is not a floor technician role. This is a planning, coordination, and problem-solving role for someone who is highly organized, operationally minded, and comfortable making judgment calls under pressure.

Key ResponsibilitiesOwnership & Outcomes

• Own the shop schedule from intake to delivery, ensuring we meet client expectations and the company's revenue goals.
• Own the evolution of the shop's workflow and processes, continuously improving them as the business scales.
• Own the parts pipeline for every active job, flagging risk early enough for sales and scheduling to react before a delivery date slips.
• Own the triage decision on repair-vs-replace calls, protecting technician hours and the shop's bottom line.
• Own job status communication to sales, so the team can manage customer expectations proactively rather than reactively.

About the Role

DEMCO is a growing motor repair and distribution company with a strong shop culture and an expanding book of business. As the company scales, we are building the operational infrastructure to match our ambition — and this role is a critical piece of that foundation.

The Shop Operations Coordinator is a newly created position at the center of our shop operations. Working closely with the Shop Foreman, this person will serve as the operational hub between sales, the shop floor, parts suppliers, and leadership — ensuring that every job moves through the shop with clarity, accountability, and proactive communication.

This is not a floor technician role. This is a planning, coordination, and problem-solving role for someone who is highly organized, operationally minded, and comfortable making judgment calls under pressure.

Shop Scheduling & Priority Management

• Maintain the shop schedule — tracking all active jobs, total hours on the board, and job status across the floor
• Run a weekly scheduling meeting with the Foreman and relevant team members to set priorities and surface conflicts before they become problems
• Ensure every technician hour is accounted for each day; flag unproductive or unassigned time to leadership
• Communicate priority changes to the Foreman clearly and in real time so he can direct the crew without having to make all the judgment calls himself

Parts Management & Vendor Coordination

• Track parts status for every active job, using updates from the parts person on what's been ordered, what's incoming, and what's at risk of delaying a job
• Partner with the parts person to stay ahead of delivery timelines, stepping in directly with a vendor if a delay is putting a job's schedule at risk
• Flag jobs where parts availability will push out a completion date so sales can communicate with customers ahead of the due date
• Coordinate internal parts needs between shop departments to prevent jobs from stalling mid-process

Job Triage & Repair-or-Replace Assessment

• Work with technicians on a hands‑on assessment of each incoming job before deep diagnostic work begins; use their reported findings to apply the standardized triage framework — cost of repair vs. cost of a new unit — and make the call
• Obtain current pricing from parts coordinator on new units and standard rebuild kits upfront so the triage decision can be made quickly and consistently
• When a major secondary component failure is identified, make the call to stop work — issue an inspection fee quote and free the technician for the next job rather than investing additional hours in an uneconomical repair
• Document triage decisions and communicate outcomes to sales so customers receive timely, accurate updates

Sales & Customer Communication Support

• Serve as the internal source of truth for job status — give the sales team real, current information so they can proactively communicate with customers
• Alert sales when a job is running behind schedule before the due date arrives, not after — enabling proactive customer outreach rather than reactive excuse‑making
• Work with sales to understand customer priority levels so the schedule reflects business impact, not just order of arrival

What Success Looks Like

In the first 90 days, this person will have:

• Assessed the shop's existing scheduling and workflow processes and built the infrastructure needed to scale with the business
• Documented all core shop processes: job intake, triage, assignment, parts tracking, status communication, and delivery confirmation
• Established clear standards for how jobs move through the shop at each stage, who is responsible for each handoff, and how exceptions are escalated
• Rolled out a shop schedule that the Foreman, sales team, and technicians all reference and trust
• Created a parts tracking process that eliminates surprise delays and gives sales a reliable heads‑up when timelines shift
• Implemented a job triage protocol that stops uneconomical repairs early and recovers technician hours for productive work
• Become the go‑to person for job status — so salespeople stop guessing and start communicating with confidence

What We're Looking ForRequired

• Demonstrated experience creating or significantly redesigning operational workflows in a manufacturing or repair environment — not just following an existing system, but building one
• Prior job scheduling experience in a manufacturing, repair, or production setting — this is a hard requirement
• Strong organizational and planning skills — this person must be able to hold a lot of moving pieces simultaneously without dropping them
• Comfort with ambiguity and the ability to make judgment calls with incomplete information
• Excellent verbal communication — able to interact clearly with technicians, vendors, salespeople, and ownership
• Experience in a manufacturing, repair, or field service environment
• Familiarity with scheduling tools and a track record of building or improving systems, not just using them

Nice to Have

• Background in motor repair, electrical equipment, or industrial machinery
• Experience in a role that required vendor management or supply chain coordination
• Prior exposure to job costing or repair economics
• Familiarity with the Entrepreneurial Operating System (EOS) — experience working in an EOS‑run company is a plus

The Right Person Is...

A natural organizer who finds calm in complexity

Someone who takes ownership — they don't wait to be told a problem exists; they find it and fix it

A builder — they are energized by creating structure where there isn't any, not frustrated by the absence of a playbook

Collaborative, not territorial — this role succeeds by making the Foreman and the sales team more effective, not by creating a new silo

• Comfortable delivering an uncomfortable message: the job is running behind, the repair isn't worth it, the part won't arrive in time