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The Art and Science of Dispatching [RR 849]


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Dan Taylor and Reggie Stewart to discuss the art of dispatch in the automotive repair industry. They emphasize the importance of efficiently dispatching and scheduling jobs, using the team's strengths and weaknesses, the need for accountability, daily tracking of labor inventory to ensure goals are met, and the challenge of accommodating walk-in customers while maintaining productivity. They stress that dispatching is crucial to the business's success and suggest creating a simulator or role-playing exercise to teach dispatching effectively.

Dan Taylor, Senior Business Advisor, Transformers Institute. Dan's previous episodes HERE

Reggie Stewart, Reggie’s Motor Works, and Noble Auto Service in Noblesville, IN, Euro Specialist. Reggie’s previous episodes HERE

Show Notes

  • (00:00:45) The art of dispatching and scheduling jobs efficiently, using the strengths and weaknesses of the team, and prioritizing big jobs.
  • (00:03:08) Is dispatching a natural aptitude or something that can be learned?
  • (00:05:04) The art of dispatching big jobs and how to prioritize them, using the metaphor of stacking big rocks in a glass bowl.
  • (00:06:28) The importance of efficient scheduling and how it can affect technician's productivity.
  • (00:10:34) Intentionally overloading the schedule to account for no-shows and unexpected delays.
  • (00:11:35) Blaming technicians for poor production is not always fair, and how the front end plays a significant role in the capability of the back producing what is asked of them.
  • (00:18:18) How to deal with walk-in customers and accommodate them without affecting productivity.
  • (00:22:31) The culture of technicians and scheduling or dispatch problems.
  • (00:25:08) Dispatching is not being taught and how there is going to be a huge emphasis on this art/teachable skillset of dispatch and optimizing it.
  • (00:27:46) The importance of working smart and not just shoveling cars through buildings.
  • (00:28:27) Dispatching can be taught through simulation, training, and role-playing, and how the younger generation is more in tune with this.
  • (00:34:53) How to prioritize tasks using the urgent and important matrix.
  • (00:36:17) The balance between new customers and work that's already been sold, and how to prioritize customers as far as scheduling.
  • (00:38:42) How dispatching and scheduling can help reduce turnovers and get the first downs right, and how it can lead to winning more often.

 

Thanks to our Partner, NAPA AUTO CARE

 

Learn more about NAPA AUTO CARE and the benefits of being part of the NAPA family by visiting www.NAPAAutoCare.com

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  • Have you checked out Joe's Latest Blog?

         5 comments
      I recently spoke with a friend of mine who owns a large general repair shop in the Midwest. His father founded the business in 1975. He was telling me that although he’s busy, he’s also very frustrated. When I probed him more about his frustrations, he said that it’s hard to find qualified technicians. My friend employs four technicians and is looking to hire two more. I then asked him, “How long does a technician last working for you.” He looked puzzled and replied, “I never really thought about that, but I can tell that except for one tech, most technicians don’t last working for me longer than a few years.”
      Judging from personal experience as a shop owner and from what I know about the auto repair industry, I can tell you that other than a few exceptions, the turnover rate for technicians in our industry is too high. This makes me think, do we have a technician shortage or a retention problem? Have we done the best we can over the decades to provide great pay plans, benefits packages, great work environments, and the right culture to ensure that the techs we have stay with us?
      Finding and hiring qualified automotive technicians is not a new phenomenon. This problem has been around for as long as I can remember. While we do need to attract people to our industry and provide the necessary training and mentorship, we also need to focus on retention. Having a revolving door and needing to hire techs every few years or so costs your company money. Big money! And that revolving door may be a sign of an even bigger issue: poor leadership, and poor employee management skills.
      Here’s one more thing to consider, for the most part, technicians don’t leave one job to start a new career, they leave one shop as a technician to become a technician at another shop. The reasons why they leave can be debated, but there is one fact that we cannot deny, people don’t quit the company they work for, they usually leave because of the boss or manager they work for.
      Put yourselves in the shoes of your employees. Do you have a workplace that communicates, “We appreciate you and want you to stay!”
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