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Employment Job Descriptions


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I have been working on job descriptions for my employees for quite some time now and am looking for anyone out there who may be using these in their business already. I am preferably looking for job descriptions for Apprentice, Journeyman and Master Technicians. If anyone has job descriptions they would be willing to share I would greatly appreciate the help. I am willing to share what I have so far also if anyone is looking for some ideas. You can email me directly at [email protected]

 

Thank you in advance for help, ideas or suggestions you may have.

 

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I have a list on my computer that I'll send you tomorrow. I based it off my days in the union.

 

One piece of advise I would give. We had a problem employee. He was hired as a smog tech. We do about 60 sniffs a day and have 3 dedicated smog techs and 1 office personal.

 

There was a lot of downtime where the techs would be on their computer or on the phone. I never minded because the shop was clean and there wasn't anything to do. Well, the repair side was slammed like always and we asked the tech to help us move cars. He response was"that's not my job". Classy response.

 

Long story short,I cut back his hours, loaded him with work and made it so he wanted to leave. He ended up quieting about 2 weeks later.

 

Morale if the story. Now in all job descriptions in the employer hand book it is written that everyone is to do anything and everything for the betterment of the company when asked by management.

 

I don't abuse it at all but it has prevented that from happening. I have a full time janitor to clean up after the techs,a parts guy that gets the techs the parts, and a shuttle driver so no one ever has to do what they weren't signed up for. I don't believe techs should be asked to mop up the shop if they aren't getting paid for it. However, if I'm paying you then you better move a car or help out if I ask.

 

We've never had a problem except for the one guy but I learned my lesson.

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  • Have you checked out Joe's Latest Blog?

         0 comments
      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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