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Managing Comebacks and Quality Control [THA 319]


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It's time to shift your mindset on comebacks! Consider comebacks as a second opportunity to learn, make it right with the customer, have a training moment with your employees, and document and discover ways to improve your quality control.

Aaron Woods, X-tra Mile Auto Care, Stillwater, OK. Listen to Aaron’s previous episodes HERE

Clint White, Service Advisor Coach & Shop Consultant with CWI and currently holds multiple ASE certifications. Clint’s previous episodes HERE

Jim Fleischman, Automotive Alley, Arcade, NY. Listen to Jim’s previous episodes HERE. Deidre Parker, Chloe's Auto Repair, Woodstock, GA.

Show Notes:

  •  It's your second opportunity!
  • Address the issue promptly: When a customer returns with a complaint or problem, the repair shop should address the issue promptly and efficiently. This includes communicating clearly with the customer about the problem and what steps will be taken to resolve it.
  • Re-diagnose as a Team: The original technician and another technician/manager/Forman should thoroughly verify and diagnose the issue TOGETHER to determine the cause of the problem and the appropriate solution. Another misdiagnosis or underdiagnosis will damage the repair shop's reputation and further destroy the client’s trust.
  • Prioritize the repair: Comebacks should be prioritized over other work to ensure the customer's vehicle is repaired immediately. This demonstrates the repair shop's commitment to customer satisfaction.
  • Analyze the root cause: When a comeback occurs, the repair shop should analyze the root cause of the problem to identify any areas for improvement. This includes reviewing the repair process, technician training, and parts selection. Implementing changes to address the root cause can help prevent future comebacks.
  • It may not be your fault, but it is your problem- empathy, resolve, and quickness. Evidence will be the evidence, but there is an opportunity to have integrity.
  • Establish a healthy culture of accountability.
  • Assume derived from the individual, but what about your processes? Communication error? What is your definition of a comeback at your shop?
  • Documentation of the initial visit
  • What is the greatest prevention tool? Final QC process 
  • “Cherish the Customer” allowance for customers
  • Aaron Woods: We define comebacks as any reason a customer has to return due to an error in communication or workmanship. Each technician is responsible for ensuring their comebacks are at or below 2% of their total car count. We display each technician's scorecard at our weekly Monday morning production meeting and discuss all numbers as a group. This also helps establish peer-to-peer accountability as well.
  • Hunt Demarest- Accounting for Internal and Warranty Work


QC CHECKLIST:

  • Test drive the vehicle and verify that the PRIMARY CONCERN has been resolved.
  • Visually check that all other work has been completed according to the repair order.
  • Inspect the vehicle to ensure that there are no new scratches, dents, or other new damage (See Intake Pictures in the DVI for reference)
  • Verify that the vehicle has been cleaned and is free of any debris or grease marks/stains.
  • Verify that all peripheral components that were removed during the repair have been reinstalled and are functioning correctly (i.e. Engine Covers, Air Filter Box, Oil Caps, Lids, etc)
  •  Check that all fluids have been topped off to the correct levels whether they were serviced or not. NO FLUID LEAVES LOW
  •  Inspect the tires to ensure they have been properly inflated.
  •  Manually retorque lug nuts if wheels were removed for any reason.
  • Check that all warning lights and error codes have been cleared and are not displaying unless previously declined by the customer.  VERIFY ALL MONITORS HAVE RUN/PASSED
  • Verify the LOF sticker is present and ACCURATE
  • Reset the Oil Life Monitor -or- Maintence/Service Reminder.
  • Vacuum floors, clean windshield inside and out, and refresh wipers if not replaced.
  • Park vehicle in Launch Pad, remove seat cover & floor mat and place “gift” for customer on the dash or in plain sight.


Thanks to our Partners Shop-Ware and Delphi Technologies Shop-Ware: More Time. More Profit. Shop-Ware Shop Management getshopware.com Delphi Technologies: Keeping current on the latest vehicle systems and how to repair them is a must for today’s technicians. DelphiAftermarket.com

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  • Have you checked out Joe's Latest Blog?

         0 comments
      Auto shop owners are always looking for ways to improve production levels. They focus their attention on their technicians and require certain expectations of performance in billable labor hours. While technicians must know what is expected of them, they have a limited amount of control over production levels. When all factors are considered, the only thing a well-trained technician has control over is his or her actual efficiency.
      As a review, technician efficiency is the amount of labor time it takes a technician to complete a job compared to the labor time being billed to the customer. Productivity is the time the technician is billing labor hours compared to the time the technician is physically at the shop. The reality is that a technician can be very efficient, but not productive if the technician has a lot of downtime waiting for parts, waiting too long between jobs, or poor workflow systems.
      But let’s go deeper into what affects production in the typical auto repair shop. As a business coach, one of the biggest reasons for low shop production is not charging the correct labor time. Labor for extensive jobs is often not being billed accurately. Rust, seized bolts, and wrong published labor times are just a few reasons for lost labor dollars.
      Another common problem is not understanding how to bill for jobs that require extensive diagnostic testing, and complicated procedures to arrive at the root cause for an onboard computer problem, electrical issue, or drivability issue. These jobs usually take time to analyze, using sophisticated tools, and by the shop’s top technician. Typically, these jobs are billed at a standard menu labor charge, instead of at a higher labor rate. This results in less billed labor hours than the actual labor time spent. The amount of lost labor hours here can cripple a shop’s overall profit.
      Many shop owners do a great job at calculating their labor rate but may not understand what their true effective labor is, which is their labor sales divided by the total labor hours sold. In many cases, I have seen a shop that has a shop labor rate of over $150.00 per hour, but the actual effective labor rate is around $100. Not good.
      Lastly, technician production can suffer when the service advisors are too busy or not motivated to build relationships with customers, which results in a low sales closing ratio. And let’s not forget that to be productive, a shop needs to have the right systems, the right tools and equipment, an extensive information system, and of course, great leadership.
      The bottom line is this; many factors need to be considered when looking to increase production levels. While it does start with the technician, it doesn’t end there. Consider all the factors above when looking for ways to improve your shop’s labor production.
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