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Posted

Where I work now when I first started 26 years ago we use to have a second shift come in from 5-10 pm . We slowly got rid of it since the night guys would pick and choose what they wanted and leave the rest for the day shift. It got to the point where they were setting up all the Gravy "easy" work for the nights and the daytime guys had all the difficult stuff. On another note we use to stock almost everything you needed of course back then cars were much simpler, as the years went by and parts houses became more abundant and delivery times came way down we got rid of all the stock. Also with the change in business it was better to get rid of all the overhead. 

That being said is it cost effective to have a second shift? Will it end up costing more keeping parts in house? Will it be a gain or a drain on the wallet? Lots of factors need to be looked at and analyzed before implementing such a plan

just my $.02

  • Like 1
Posted

Before opening my own shop, the job I had required you to be there every Saturday, rain or shine.  Basically, you worked 6 days a week.  When I did open my own shop I tried the Saturday routine and found, (just has Joe commented on) the Saturday customers tended to be "Saturday only" customers.  I got really tired of the 6 days a week routine so, I opted to not be open on Saturdays.  

The amount of business I probably lost over the years is hard to measure without comparing what could have been if I was open on Saturdays.  

As far as longer hours, or two shifts.  I did try a late Thursday rather than all week.  On Thursdays I would stay open until 10.  Seemed to work, but profit wise I doubt it brought that much in.  The other thing was the weather.  In the summer the shop can get over 110 and since the doors face west you get the setting sun glaring down on you all the way to the back of the shop.  Way too friggin hot for my tastes.  So, that pretty much put an end to the late Thursday approach.

Now, after three decades of service I'm more content to go home early, and come in early.  I'm more selective than I used to be with new customers and I'm more likely to say NO to certain jobs than ever before. 

 

Posted

The only problem I see from opening late is that commercial parts stores are closed. Napa closes at 6 and there are no delivery drivers past 5:30 for most other stores.

Saturdays are our busiest days but I opted to close Sat for 2 out of 3 stores so I can give my employees weekends off/ have rotating Sat. 

One of the things I am trying to figure out right now is opening hours for my 2 new shops. With having to pay overtime, extended hours makes overhead a killer. One of my shops hours is only 9-5 mon - fri - 40 hour work week for my crew. We have a nightdrop box and options for picking up after hours. Hard to gauge if I am losing customers from the limited time I am open.

My first shop hours were 7:30am - 6pm Mon- Fri and 9am - 3pm Sat. I changed that a few months back to 8:30 open time

 

Posted

I'm open 7-7 six days a week. The main driver in that decision was to make things more convenient to my customers.

Techs work 7:30 - 6:30 and Advisors work bell to bell. We run a rotating schedule so everyone works a 4 day work week, and I'm able to have a full staff every day I'm open. Because of the way the schedule rotates, everyone gets a 5 day weekend every 3 weeks.

Back when I opened my shop I said I'd never be open Saturday because when I was a tech it was a wasted day. Nothing but oil changes. But the way I do Saturdays is different than the way most independent shops do Saturday. Most shops are open half day with half staff, and do almost exclusively oil changes all day. Not profitable for anyone, and techs especially hate it. By being open all day, and having a full staff, Saturday isn't much different than any other day. We're able to get some real work done, so it's worthwhile for the techs and advisors to be there. We have slightly higher car count, and slightly lower average RO, with revenue being just like any other day.

Posted
1 hour ago, AndersonAuto said:

I'm open 7-7 six days a week. The main driver in that decision was to make things more convenient to my customers.

Techs work 7:30 - 6:30 and Advisors work bell to bell. We run a rotating schedule so everyone works a 4 day work week, and I'm able to have a full staff every day I'm open. Because of the way the schedule rotates, everyone gets a 5 day weekend every 3 weeks.

Back when I opened my shop I said I'd never be open Saturday because when I was a tech it was a wasted day. Nothing but oil changes. But the way I do Saturdays is different than the way most independent shops do Saturday. Most shops are open half day with half staff, and do almost exclusively oil changes all day. Not profitable for anyone, and techs especially hate it. By being open all day, and having a full staff, Saturday isn't much different than any other day. We're able to get some real work done, so it's worthwhile for the techs and advisors to be there. We have slightly higher car count, and slightly lower average RO, with revenue being just like any other day.

This is very similar to what we keep talking about doing.  We are a much smaller shop as of today, but we are planning to grow quite a bit over the near future.  How many employees do you have to make that system work?

Posted
59 minutes ago, J.P. GLENN said:

This is very similar to what we keep talking about doing.  We are a much smaller shop as of today, but we are planning to grow quite a bit over the near future.  How many employees do you have to make that system work?

We did this also as part of a big growth phase. It was definitely not without challenges. I currently have 6 techs and 3 advisors. The schedule works on a 3 week rotation, so we have 3 "teams" of 2 techs and 1 advisor. They're not really teams, just guys who are on the same schedule. The biggest challenge I had when going to this model was that I had more hours to cover than work to do. I had to hire more people than I needed just to cover the hours. For the first year I didn't have the 3rd advisor, but I needed the hours to be covered, so I worked 6 days a week until I could justify the 3rd advisor. I also ran with holes in the schedule out in the shop as well. As I added techs, I filled in the holes, but there was a lot of months where I had only one tech in the shop certain days of the week. Of course I made sure the times I had one tech also coincided with having one advisor.

The other big challenge that took a long time to get over was the fact that jobs have to be shifted from one tech to another or one advisor to another. I didn't really come up with a solid policy on this, the guys pretty much figured it out on their own. It's been a few years since I've had a lot of problem with this, but at first it was very difficult. Techs didn't want to jump into a half done job, and advisors would forget about monitoring a job that wasn't theirs. Now they're all just used to it. Techs know to pass off a job before they get started on it if it's going to need to be finished while they're off, and the advisors know to pass off a vehicle to the other advisor who's still going to be there the next day. It's all better now, but it was tough.

Posted

We are open M-F from 7:15 A.M. to 6:00 P.M. Techs work from 8 to 6. Sat. 8 to 12. We bust ass hard all day long and 4 hours really hard on Saturday, and we get done all we need to do during these hours.

Back in the day I ran a diesel engine machine shop and we worked 2 shifts in order to keep the work flow going and to run some of the machines 16 hours per day. It worked well for the type operation it was.

Nowadays our clients appreciate our weekday hours and Saturday mornings being open,  so that is what we are sticking with.

 

Hi-Gear

  • 2 weeks later...
Posted

We are open late and on Saturdays but it is due to the amount of fleet work that we do. If we did not do fleets that require extra hours, we would be closed on Saturdays for sure and shorten the day as well. 

M-F: 7am-8pm

Saturday: 7am-3pm (closed to public at 3pm, often work after to finish up)

Sunday: Closed to public (occasionally have work that needs doing before Monday pickup)

 

 

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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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