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Posted (edited)

We finally pulled the trigger and are in the process of setting up Mitchell1 SE.

 

Right now my opinion is: what a nightmare!

 

I know I have to be patient to get everything set up, that is a given. I have done this in other industries. However, this, it will not be a smooth setup. Any tips?

 

My other question is: How do you handle retail sales? Once we get our THOUSANDS of retail part numbers transported into the program (at an extra $200 that we were not aware of until the programs were installed) how do you create a sale for a retail customers? I'm looking in the program, and it doesn't jump out at me. If this is not possible, then we have just wasted a lot of time, money and effort.

 

Some of the retail sales are made to "cash customer" in our old system. Do you recommend creating one in Mitchell?

 

Thanks

Edited by PAPShop
Posted

This is what i have found to be a problem with "retail sales". Assuming you would close out that sale as a counter sale in Mitchell. What I come to find out that in the reports, counter sales will count against your ARO. I find that to be absolutely retarded considering that you are selling a part or a product and not working on a car. Just a little annoying tidbit.

Posted

"what a nightmare" is an understatement.

 

We have been using Mitchel for 8-9 years & every day I complain about it. It is too difficult to change & learn another program at this point for us.

 

As far as parts sales you would use the "counter" button & choose to put the customer name/addy in or not. It is much better if you have the part numbers & pricing loaded into the system.

 

There are A LOT of hidden features in the program I do not like such as LABOR RATE is a button labeled "type", what's wrong with making the most important thing we do - charge labor at the correct rate - an obvious label & make it show up so no one misses it??

 

The only help I can give is you need to spend time on the trainings & forum resource to learn some of the idiosyncrasies. I have had difficulties with new employees & I find I need to go over everything they do to correct mistakes in write up.

Dave

  • 2 weeks later...
Posted

20 days out and I am STILL setting up Mitchell. The nightmare continues.

 

In the state of Mn, some labor is taxable and some is not. R&R is not, all other labor is. How did you set this up in Mitchell, or did each user memorize what to tax and what not to and change the tax code for each invoice as needed.

Posted

Agreed, spend time on the mitchell forum. There is an icon along the top row in Mitchell. Create an account and don't be afraid to ask questions. Also, the search function is handy in cases like yours where you have state specific stuff. Someone has probably already asked what your talking about and there is probably 1 or 2 solutions

  • Like 1
  • 1 month later...
Posted

After 2 months of set up, trying it and nothing going smooth, we are scrapping Mitchell. I has been a HUGE waste of our time.

Posted

1. Integration with QB problems

2. Constantly being told by Tech Support "you can't do that with this program" or "I don't know how to do that". I 'fondly' refer to any phone call to tech support as "playing the game stump the dummies".

3. Many of the accounting actions are multiple steps to do them, so instead of saving time, it takes more time.

 

The sad thing is, we see how it has greatly helped the front side of the business, dealing with customers and we are making more money on each vehicle.

 

We have contacted our Field rep and our original salesman. They are currently jumping thru hoops to keep us. I have mentally shut down on this program. It is not bookkeeping friendly.

Posted (edited)

"what a nightmare" is an understatement.

 

 

The only help I can give is you need to spend time on the trainings & forum resource to learn some of the idiosyncrasies. I have had difficulties with new employees & I find I need to go over everything they do to correct mistakes in write up.

Dave

 

I have watched all the videos, and have yet to find an answer on the forums. When I have a question, and I "click the question mark", it will not go to their online help page because my question is in a small screen.

 

How do you do a search in the online help page? You don't, tech support told me "you can't do that, our program isn't written for that ability" !!??!!

Edited by PAPShop
Posted

The transition to baymaster was easy, and tech support is top of the line. Still recommend giving them a try.

 

Sent from my SM-N920V using Tapatalk

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         0 comments
      The Technician Shortage Is Our Fault, And It's Time We Own It
      Nearly every day, I hear shop owners complain: "There's a technician shortage. We can't find qualified people. There's no one out there." If that's true, then who's to blame?
      The industry? The schools? The government? I don't know how you feel, but who promised us an endless supply of qualified technicians?
      Another common complaint is that young people do not want to work in the trades. Well, if that were true, then why are other trades such as HVAC, electrical, and plumbing growing? What are they doing that the automotive industry is not? 
      Here's the reality we need to face: We do have a problem, but we shouldn't look for someone or any entity to rescue us. Not the government. Not the trade schools. Not the recruiting companies. No one owes us a workforce. If we want great people in our industry, it's up to us. At some point, we need to own up to the truth: Building a pipeline of qualified technicians is our responsibility.
      In this blog article, I will break down the key reasons we are in this situation today and what we, as an industry, can do to solve the technician shortage. Are you ready to look in the mirror?
      Have We Pushed Technicians Away?
      Let's take a look at flat-rate pay. True flat rate, which pays a technician only for the hours they produce, is a controversial pay plan that emphasizes high production levels and creates a competitive work environment that, if not properly controlled, can lead to increased mistakes and a decline in morale and team spirit. Additionally, the stress and physical demands placed on technicians as they age are not favorable to long-term employee retention. What do we do with technicians as they grow older into their fifties and begin to slow down? 
      I have heard all the arguments and pros and cons of flat-rate pay, and I am not going to judge any pay plan. Let the facts speak for themselves. True flat rate has changed in most areas around the country and has evolved into a pay plan that gives technicians some pay guarantee.
      Many shop owners have learned that team morale, along with the opportunity to earn income, is important to technicians and to the company's long-term success. But let me ask you: how many technicians have left or been pushed out over the years because of the old flat-rate pay system?
      Another issue is the workplace environment. I remember being grateful to be hired as a young technician at a local repair shop. While very thankful, the work environment was not ideal. The shop owner kept the bay doors open year-round (I am from New York) unless it rained or snowed. He felt that if the bay doors were closed, customers might think we were closed for business. We had no heat and no hot water. Many of the jobs were done outside, year-round,  in all types of weather. The starting pay was minimum wage, with no benefits, sick days, or vacation pay. 
      Now, again, I need to point out that I was truly grateful for the opportunity this shop owner gave me. I learned a lot working there, and the experience was pivotal in my career. But looking back, I wonder how many people were discouraged by these working conditions?
      While the physical demands of the repair workplace are daunting, perhaps even more critical is the culture. Too many of my generation shop owners preached the mindset of "my way or the highway." We were the business owners, after all. We started our companies, took all the risks, and provided jobs. Why shouldn't we be the ones to set the ground rules our way?   
      Many of us found over the years that the "my way or the highway" mentality was a sure way to isolate employees and make them more likely to look over the fence for greener grass. In other words, it led many technicians to seek employment elsewhere, where they felt they could be appreciated and recognized for their hard work. The issue, however, was that there wasn't much green grass around. Disappointment after disappointment, bouncing from repair to repair shop, eventually led to despair. So, I ask you: were workplace conditions a contributing factor in today's technician shortage?
      Another factor that we are all well aware of is the complexity of the modern automobile. When I started, the work was mostly physical, and you were required to master essentially three vehicle models: General Motors, Ford, and Chrysler. Let's fast-forward to today. The evolution of automotive technology, along with the extensive training and tools required, has outpaced the typical technician's pay compensation, with no clear career path. Again, leading to frustration and insecurity about the future.
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      First, shop owners must become better leaders and understand that their ultimate success is directly dependent on the people they assemble around them. Any shop owner who mistakenly believes they can build an empire solely on their abilities is destined for serious disappointment. Business owners who think like this will eventually plateau. Without the collective contributions from a team of qualified people, your business will stall; it will not continue to grow.
      Create a workplace that attracts top talent: a clean, professional, well-equipped facility designed to support productivity, teamwork, and a career, not just a job. Build a great reputation in your community by getting involved locally. Become the auto repair shop that people take notice of as "the" place to work.
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      When it comes to culture, this is where the rubber hits the road. People crave recognition, praise, and a sense of purpose. Despite what you hear, people are not just money-motivated. Once people feel secure in their financial situation, retaining and motivating technicians can only be achieved by connecting with them on an emotional level. You cannot show enough appreciation. Give out praise for a job well done as if your business depended on it, because it does.
      As technicians age, we need to have a place for them. Expecting a 58-year-old to perform like a 35-year-old is unrealistic. We need to be more focused on career pathing. Provide training, skill development, and coaching to develop leaders and mentors within our older workforce. While their bodies may have slowed, the knowledge they have gained is priceless. 
      Our future is dependent on young people entering our industry. We need to give more young people opportunities. Every shop owner across the country should consider hiring an apprentice, then build an apprentice training plan and career path for them. If every shop did this, we could solve the technician shortage within five years. Get involved with the trade schools and high schools in your area. Look into the NAPA Apprenticeship Program. Don't sit on your hands with this one. Do it today.
      Lastly, don't get left behind. Commit to ongoing training for all your employees. Keep up to date with tools and equipment tailored to your business model. Don't try to be all things to all people and all vehicles. Identify your core profile customer and the vehicles they drive, and become an expert on those vehicles and the services you offer.
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