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Posted

I've been working on some yearly numbers for taxes - as many of you know we're a small shop just starting to expand. I've heard in the past the work mix should be close to 50/50 but we're finding ourselves at 64/36 with parts being the 64%. I've always struggled billing enough hours. Is this something I should try and adjust towards, and what methods should be used to improve this?

 

 

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Posted (edited)

The reason you want to have your Labor sales higher than Parts is simply you make more money off labor. If you are shooting for a 70% GP on labor and parts is around 50%, which would you rather be your biggest profit center. Its damn good that you are getting 55-57% on labor because that probably helps compensate for the off ratio. What is your Hours Per RO?

Edited by mspecperformance
Posted

Two easy ways to get your labor up is 1) raise your labor rate 2) start marking up your labor guide. If you're using mitchell manager, both are easy to do and takes less than a minute.

 

I personally mark up our labor guide 20% (16.67% GP). It's gotten me closer to 50/50, but I still run a little on the high side with parts, mostly due to me doing a poor job at selling diagnostic time

  • Like 1
Posted

Thanks! That's what I was thinking of doing. I sell diag time well, but struggle with jobs that take longer once already estimated. I hate going up after the fact. I think the 20% will help there

 

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Posted

Something else you might consider is setting higher labor rates for higher labor jobs. This is something I just set up this week and I've used on a few cars so far. It's not much, but an extra $2-4 each hour at the end of the year adds up. This will also increase your GP on labor and effective labor rate. Just an idea

 

https://goo.gl/photos/MbWDGu9FHde3MNAx6

Posted

Something else you might consider is setting higher labor rates for higher labor jobs. This is something I just set up this week and I've used on a few cars so far. It's not much, but an extra $2-4 each hour at the end of the year adds up. This will also increase your GP on labor and effective labor rate. Just an idea

 

https://goo.gl/photos/MbWDGu9FHde3MNAx6

Thanks Matt, that's an awesome management software you have!

With an option like that it'd make it easy to do!

 

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Posted

Something else you might consider is setting higher labor rates for higher labor jobs. This is something I just set up this week and I've used on a few cars so far. It's not much, but an extra $2-4 each hour at the end of the year adds up. This will also increase your GP on labor and effective labor rate. Just an idea

 

https://goo.gl/photos/MbWDGu9FHde3MNAx6

I like that idea! Have you had any customer complain / question why there is a sliding scale for labor rate?

Posted

Not at all. Granted I just started using it this week, but I can't imagine how anybody would ever find out that I'm using a labor matrix. My invoices don't print how many labor hours a job took. Also, almost all dealerships use a labor matrix. If a customer did somehow bring it up, I'd simply say I don't believe in charging our full labor rate for a job that only takes 0.5 hours to complete, so we have a lower labor rate for lower paying jobs. I'm pretty sure everyone on this forum doesn't use their shop labor rate for oil changes, so everyone is essentially already manipulating their labor rate, this is just a way to offset that. A job that pays 10+ hours is clearly a very labor intensive job that a C level tech is probably not going to be able to handle and is more prone to delays or mistakes.

 

Another benefit is when someone is price shopping and asks the dreaded question 'So, what is your labor rate?' Now I can honestly say we don't have a set, straight across the board, labor rate. This also happens with extended warranty companies.

 

Something else to keep in mind is that the math is compounding. So when you have a job that pays 3.6 hours, and you increase your labor rate by $4, your not just going to get an extra $4. You're actually going to get an extra $14.40 (3.6 X $4). This can really add up over the course of a year and have a pretty nice impact on your effective labor rate. In the grand scheme of things, The extra $14.40 is not going to sway a customer's decision on a $600 repair estimate.

  • Like 1
Posted

Something else you might consider is setting higher labor rates for higher labor jobs. This is something I just set up this week and I've used on a few cars so far. It's not much, but an extra $2-4 each hour at the end of the year adds up. This will also increase your GP on labor and effective labor rate. Just an idea

 

https://goo.gl/photos/MbWDGu9FHde3MNAx6

I think this is a GREAT idea. What management program are you using, though? It looks a lot like Mitchell Manager, but I don't have the ability to use a labor matix in my version of Mitchell.

Posted

Yes, I am using Mitchell manager. It'd been an option ever since I started using it 3 years ago, just never realized how to do it. Technically, it's not a matrix. You have the option to set different labor rates in the program settings. Mitchell says it's for things like diesel work/ fleet work, discounts, etc. I just thought one day, why not set it for labor hour totals and use it that way. So it's not automatic, but if you get in the habit, it's super easy.

  • Like 2
Posted

It's easy to know if your labor rate is right. Simply take the flag hour wage of your highest paid tech and divide by .3. My techs make 31 an hour so the minimum correct labor rate is $103. We use coupons to attract new customers, so my rate is higher to compensate for the discounts.

If you're getting 55% on parts (part cost divided by .45) and your labor rate gets you 70% margin on labor, then don't worry about P/L mix. A 4.5 HPRO tells me you're not likely giving away much labor. It's probably due to selling lots of high dollar parts, which is a good thing at 55%.

  • Like 1

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  • Have you checked out Joe's Latest Blog?

         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.
      Here is the bottom line: people don't leave their job; they leave their experience. We must do a better job. 
      The News Isn't all Bad; Your Next Steps to Fix the Technician Shortage
      To fix the technician shortage, it will take a combined effort from everyone in the automotive industry, particularly automotive shop owners. Shop owners are in the perfect position to make the greatest impact, not only on their businesses but also on the future automotive workforce.
      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.
      Next, shop owners must become more financially knowledgeable. Knowing your numbers and what you need to achieve for a strong bottom-line profit is essential to paying technicians the money they need and deserve. Profit will also allow you to compete with other trade industries by providing a benefits package that has real take-home value and security.
      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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