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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.
We recently started doing courtesy inspections through bolt on technology. I have one technician that is being very resistant to writing any vehicles up for any maintenance or problems as he feels we shouldn't be pressuring the customer. Today we had one come in from Goodyear that they recommended upper and lower ball joint's. I asked him to check it out and to complete the multi point inspection. On the multi point he indicated that there were no problems with the ball joints. I had the owner recheck and he found the ball joints had significant play present. The owner was quite frustrated as this was $1500 that we could have potential he lost had he not rechecked him. The technician that originally came and checked it out came to me and asked why the owner was being such a dick. based on his resistance to completing the courtesy inspections, not knowing what he's checking out (has recommended fuel filters and timing belts when the car doesn't have one) and hey I'm calling the owner a dick I feel it made to be time to let this employee go. Should I write him up for insubordination or just cut ties with him?
By [email protected]
So this year I have taken my shop towards the next level and am at a point where I need good advice and wisdom before proceeding.
I went from a one bay facility to a two bay facility and added a second lift. I am the only person working. I am looking for an employee so I can get out of the shop and start doing sales and management. I have spent a lot of money over the last years in business on tools and equipment. I need to grow because I am just way too busy and slammed with work quite frequently and staying very late at the shop to complete tasks. I have very little personal time and need to delegate. Several large ticket repairs often cause my schedule to back up. I plan to save up money to hire a good technician and to be able to start them out and have money for the hard times until I can get them up to the "speed of trust". I have worked at shops in the past and have seen employee turnover and have seen where we found a great technician but the boss couldn't pay on time for whatever reason and the tech would end up leaving. I don't want to be in that situation.
Question 1: I need to know should I be looking for a master tech or maybe a mid level tech who knows their way around??? I dont really want to take on an apprentice because I don't have time to train them and babysit them. I want someone who can hit the ground running. It would be nice to turn them loose and not have to worry about the repairs they are doing. I want to make an employee handbook and agreement for shop procedures, cleaning, showing up on time, policies, etc. so they will know up front what is expected.
Question 2: What should I expect to pay them? Salary, flat rate, bonus, a combonation of any of these? Starting pay vs normal pay?
Question 3: How did you go from a one man army to having employees and bigger successes?
I really don't need help to find one at the moment although I am open to suggestions but I want to focus on the questions at hand. I am a good tech but I am also not the fastest because I am picky and want things done right. Call it OCD or whatever but I don't like come backs. I am also a great service adviser and would rather have a tech doing the work so I can run the business. Thank you
Hey everyone, I am one year into my business, Yet have no idea how much money im making! Im good at the working on cars, and doing jobs correctly but when it comes down to keeping track of every penny, Im a big slacker. Well This year is time for some change, I wanna know!
How do you guys keep track of everything? I used snap on manager se, But the numbers never match my bank accounts etc..And theres no way to keep track of expenses such as utilities, etc..Also how do you keep track of consumables like brake cleaners, wheel weights etc?
Im at a total loss.
Ok guys I am looking for some advice from different people with some different ideas. I am not grasping at straws just want some different ideas from other parts of the US. My dad opened this location in 1961 I have worked their since 1975. Dad retired in 96, My problem is my customer base is to large and it is working me long hours, to long. I just lost my right hand man of 17 years , he wants to try his own gig, Good Luck. My customer base is very very large. I am doing between 1 to 1.5 mil a year. I am really thinking about going to appointment only, selecting about 75% of my customer base , the really good ones and just cater to them, apointment only. I got a bout 5000k customers in my database . Have any of you guys tried this . It has completely got out of control, actually effecting some quality control issues. We are turning profits, not as much as 10 years ago, although that will be no good when I am in the ground. How have some of you guys dealt with this. I know I am not the first one have this problem. I got some ideas running through my head I just want to make the correct move.My labor rate just went to 100 dollars hour and not slowing down customers are just as happy as ever. I really appreciate your time to read this, I thank you in advice for any input.