After years of work to get to this point, we are finally opening the doors to my new shop on Monday. I did a small friends and family test on Friday. We stubbed our toes on all procedures but the actual shop work. It was horrible, but a great learning experience. Most issues were procedural in nature, so this weekend was procedure repair. We really weren't ready to open, but it needed to happen. Still not ready on all fronts. My website is built, but awaiting my detailed review to go online. It'll happen in the next day or so. We're still buying shop tools. Many are in, but I wanted to let my staff be part of the tool choices. (Yes, we're going to have to pare back some of their big wish list).
Hiring is still ongoing. I had my 3 critical positions covered for a while now, but I still have more left to hire.
I chose Protractor as my SMS. I'm mostly happy with this decision. My biggest gripe is that the software is unforgiving of mistakes and new users make many mistakes. I now need to learn how to undo my mistakes so that the accounting part remains accurate.
Today, my entire computer network went down and it took us over 2 hours to get it back online. Next on the list is to practice recovery procedures.
One of my major marketing spend items was to be on a busy corner. It appears that this may indeed work out for us. We serviced about 9 cars on Friday and turned away about 15 drive-up customers. Have 1 appointment booked for tomorrow. Wish me luck!
Whether or not we realize it, each shop has a similar workflow process. Like many areas of life, we think that we are all unique in our business strategy. However, reality is we are all very similar, our differences lie in management styles. Our attitude and approach, from employees and customers, defines how we achieve success.
Check In Inspection Estimate Building Customer Authorization Work In Progress Completion Follow Up The process, is often hijacked by two elements. The first element is service center employee(s) and their attitude(s) and the second element is the software your business uses.
Your employees are your team, and that’s exactly the best way to approach your business. When you look at employees as team members and not as just “the new guy/girl” or “Jack the mechanic who never combs his hair”... everyone’s attitude begins to change.
Being a part of a team is a mindset that everyone ‘shares in the responsibility’, everyone is accountable for their role and if one person fails… everyone has failed. This mindset is used to build all types of companies, some of which end up being valued into the billions of dollars. Teams help each other pick up the slack and work with one another to get through personal and professional barriers.
The most important thing to remember about the team, is that everyone can have a bad day, week, month or even months. We are all human and too often we forget everyone is going through something. The team element opens the door to communication among the facility and if people are comfortable enough to communicate, they are open to moving past whatever ails them. We are all too quick to give up on someone we have invested an immense amount of time and energy training to our standards. With the right team, dedication is matched on all ends, resulting in happy customers that not only return... they refer. Which lowers acquisition costs and keeps business growth healthy.
You can read more about team building here and we also encourage you to search for ideas on team building and how to achieve the optimal team at your auto repair facility.
This article originally published in CAR's News Section
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By James Boswell
I am trying to get some real-world perspective on using the Mitchell 1 system. Specifically, I am trying to account for bad debt, but setting it up as a payment type doesn't seem to be a good idea because it shows in my Revenue reporting as a taxable sale. Is there any way to adjust this or is their a best practice for tracking bad debt?
On another note, I would love to be able to chat with someone who has used this system for years and is willing to share some of their best practices in general. Let me know if you might be open to starting a dialogue.
I'm curious how many shop owners on here have an actual WRITTEN budget for their operation expenses. Not just a budget for advertising, but for all expenses. Last year, my sales grew quite a bit, but I managed to ignore the expense side of things. I would also be curious how some of you came to set budgets/benchmarks for things such as uniforms, utilities, accounting, shop supplies, office supplies, phone/internet, etc. And how often do you review your expenses.
I'm currently toying around with a spreadsheet, but I kinda feel like I don't know where to start on something like this. Any input/advice would be appreciated.
By Jay Huh
I started out cheap, I price things cheap, and I used cheap labor.... until now. Hired an ASE master tech whom I thought was out of my ability to pay.
Last week was his first week and he knocked out 63.5 hours of work!!!!!!! Previous record to that was like 43 hours? Had the highest grossing week in 2 years of business. I didn't give him 63 hours of work.. HE FOUND IT. My car count wasn't different, still the same customers, just a different attitude.
He brought his prodigy so I took 2 of my old guys to my new shop and hired these 2. We open at 8:30 am and expect techs to get there around 8:20, they show up at the shop at 6:45 am.... I had to give them a key lol
Haven't been excited about my business in a while. I pay him flat rate- he was making $28 before but I got him at $25 and promised him $28 in 2 months. I think a big factor was me being able to hire his friend as well. So far so good. Looking back, cheap labor ended up costing me more money with comebacks and inexperience.