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Multiple Service Advisors


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If your 1st service adviser has some tenure and you think he has some managerial skills, make him the "service manager" and have the new "service adviser" report to him. Let them figure out the work load. That's how it works in my shop. If that isn't that isn't the case you could split it up into two "teams" of 1 SA and 2 techs. 

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What are toying around with is having a parts manager. Got the idea from my mastermind group where some of the shops are doing this with great success. The parts manager can have less or more responsibilities but the gist is that they estimate parts (sometimes the whole ticket), order parts, perform returns and credits, warranties, help to dispatch work, dispatch parts, inventory, procurement of parts, handles vendor issues etc. It leaves the service advisors time to do what you want them to do which is SELL and CUSTOMER SERVICE. I think its an amazing idea because most of what my service advisors get frustrated with is their gigantic job description where they are responsible for everything front end. It can also open up opportunities to find amazing sales people that don't like backend work and also a parts manager that is not necessarily a people person. Its an option. 

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we have two and there is no need to assign techs to them or find a solution, it generally works out easily enough when customers walk up to the counter. We rarely see an imbalance. Plus, one is the service manager so he can delegate if needed.  We also have a parts guy but he only handles parts as they come in, if it is a wrong part, part inventory, part returns and tracking. We also have a body shop so he handles those parts as well.  He does not write up tickets, the service writers do.

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We hired a Parts / job Estimator approx 3 years ago - Nice thing it keeps estimates consistent , they can stay on top of who has what , pricing changes , new products available ,Stock needs ,  They learn how to to communicate with tech's for specific facts needed to find parts , They learn warranty's so we get the best warranty for dollars spent , They know time lines for parts , and can have all electronic look ups , Google  , Etc. , Communicate with Tech's what part really works and or not - Aftermarket or OE  , or TSB.

The Tech's turn their sheets into S/A's they then prioritize what needs sold and or can be by knowing clients better  , then that goes to Parts / Job Estimator .

We sell a lot of Big job's so it would hamper S/a's to do this and they do not stay consistent , they let emotions buy parts and who is their friend at part store not what normally best interest for shop or customer.  

In closing - The savings in parts cost alone should pay for their salary .

 

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We just went to two advisors a couple months ago. I made my current SA the service manager/operations manager, and I let them work out the work flow. They've tried different things, but I'm leaving it up to them. BTW, my ARO went up immediately since there is now time to slow the process down. I'm playing with the parts person idea, trying to use my previous asst SA as parts/admin. Still working it all out.

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  • Have you checked out Joe's Latest Blog?

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      Maintaining adequate production levels is the responsibility of management to create the processes that will lead to high production while holding everyone accountable. 
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