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Employee Productivity help!


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We have a lot of work that needs to be done but our employees just take their time on jobs and realllllly stretch it out instead of working faster and getting the job done so they can move onto the next one. They are payed hourly and I think that is part of the problem. We do custom work and our jobs are usually pretty random so I cant pay them by the job. Any suggestions?

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We are in the same boat as you. There just isn't book time for example a 1965 AMC Marlin or an AC Cobra. As a result we developed a pay scale with incentives for our guys. They earn their hourly rate and a percentage/commission on the hours that are billed, not the hours they take to do the job. The owner gives the tech an idea of what it should take to finish the job based on the quote given to the customer. They earn a percentage of the labor rate per hour billed to the customer, when the customer pays for the hours - which means customer pays for hours when the job is done. The percentage is based on tech's skill level and length of time with us.

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  • 2 weeks later...

The slowest employee needs to be the first one sent to the unemployment line. I pay hourly plus bonus, but I also work in the shop. I expect my guys to work as fast as me, if not they figure it out real quick that if I can do their job faster why should I bother paying them? Right now my top tech outworks me, he also makes a bigger paycheck than I pay myself. Slackers need to be sent packing asap, its hard but needs to be done.

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The owner gives the tech an idea of what it should take to finish the job based on the quote given to the customer. They earn a percentage of the labor rate per hour billed to the customer, when the customer pays for the hours - which means customer pays for hours when the job is done. The percentage is based on tech's skill level and length of time with us.

I really like this idea, and we've tried implementing an hourly + bonus, based on actual billed hours weekly. Can you give me an idea of how you structure the commission, or percentage basis? I really like that it;s based on skill/efficiency as well as time with your company. If you don't want to share publicly, I'd love to learn more about your process if you want ot message/email me.

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  • Have you checked out Joe's Latest Blog?

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      Auto shop owners are always looking for ways to improve production levels. They focus their attention on their technicians and require certain expectations of performance in billable labor hours. While technicians must know what is expected of them, they have a limited amount of control over production levels. When all factors are considered, the only thing a well-trained technician has control over is his or her actual efficiency.
      As a review, technician efficiency is the amount of labor time it takes a technician to complete a job compared to the labor time being billed to the customer. Productivity is the time the technician is billing labor hours compared to the time the technician is physically at the shop. The reality is that a technician can be very efficient, but not productive if the technician has a lot of downtime waiting for parts, waiting too long between jobs, or poor workflow systems.
      But let’s go deeper into what affects production in the typical auto repair shop. As a business coach, one of the biggest reasons for low shop production is not charging the correct labor time. Labor for extensive jobs is often not being billed accurately. Rust, seized bolts, and wrong published labor times are just a few reasons for lost labor dollars.
      Another common problem is not understanding how to bill for jobs that require extensive diagnostic testing, and complicated procedures to arrive at the root cause for an onboard computer problem, electrical issue, or drivability issue. These jobs usually take time to analyze, using sophisticated tools, and by the shop’s top technician. Typically, these jobs are billed at a standard menu labor charge, instead of at a higher labor rate. This results in less billed labor hours than the actual labor time spent. The amount of lost labor hours here can cripple a shop’s overall profit.
      Many shop owners do a great job at calculating their labor rate but may not understand what their true effective labor is, which is their labor sales divided by the total labor hours sold. In many cases, I have seen a shop that has a shop labor rate of over $150.00 per hour, but the actual effective labor rate is around $100. Not good.
      Lastly, technician production can suffer when the service advisors are too busy or not motivated to build relationships with customers, which results in a low sales closing ratio. And let’s not forget that to be productive, a shop needs to have the right systems, the right tools and equipment, an extensive information system, and of course, great leadership.
      The bottom line is this; many factors need to be considered when looking to increase production levels. While it does start with the technician, it doesn’t end there. Consider all the factors above when looking for ways to improve your shop’s labor production.
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