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  • Have you checked out Joe's Latest Blog?

    • By Joe Marconi in Joe's Blog
         5
      Typically, when productivity suffers, the shop owner or manager directs their attention to the technicians. Are they doing all they can do to maintain high billable hours? Are they as efficient as they can be?  Is there time being wasted throughout the technician’s day? 
      All these reasons factor into production problems, but before we point fingers at the technicians, let’s consider a few other factors.
      Are estimates being written properly? Are labor testing and inspections being billed out correctly? Are you charging enough for testing and inspecting, especially for highly specialized electrical, on-board computer issues, and other complex drivability work?  Is there a clear workflow process everyone follows that details every step from the write-up to vehicle delivery? Do you track comebacks, and is that affecting production?  Is the shop layout not conducive to high production? For example, is it unorganized, where shop tools, technical information, and equipment are not easily accessible to every technician?  Are you charging the correct labor rate and allowing for variables such as rust, vehicle age, and the fact that most labor guides are wrong? Also, is there effective communication between the tech and the service advisor to ensure that extra labor time is accounted for and billed to the customer? These are a few of the top reasons for low productivity problems. There are others, but the main point is to look at the entire operation. Productivity is a team effort.  Blaming the techs or other staff members does not get to the root cause in most cases.
      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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      NAPA Auto Care Repair Shop of Tomorrow at https://repairshopoftomorrow.com
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      Email Hunt: [email protected]
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      Show Notes
          Finance and accounting with new clients- “I want to know more about my finances, but I don't understand them.”       Clients have to see the value in their numbers themselves       How do you want to make more money if you don't even know how much money you're making right now?       You need to set up your financials in a way that makes sense to you.       Profit is used to pay down debt. Profit is used for your distributions. Profit is used for you to buy inventory and equipment.       Paar Melis gives you a report card at the end of the month. Focus on the red items and that's going to tell you everything that you need to know.       Numbers don't lie, but they can be misleading       Instead of charging credit card fees, instead, raise your labor rate, and raise your parts margin 3%. Now you're making that credit card fee on every person    
       
       
      Connect with the Podcast:
       
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      Learn more about NAPA AutoCare and the benefits of being part of the NAPA family by visiting www.NAPAAutoCare.com
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  • By nptrb, in Automotive Industry,

    By nptrb, in Automotive Industry,

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