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Scheduling for profit

Joe Marconi
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  • 5 months later...
Stephen Rookie

Stephen

Posted
Posted
Scheduling for profit is an art. If you schedule too many jobs you run the risk of not being able to up sell and allow for emergencies. Book too little and your techs may be sweeping the floors by 3:00. What method do you use?

 

 

I know that there are management companies out there who tell their clients (shop owners) that they should only book for 50% of their available hours on a given day because they feel your techs should find all kinds of work when doing complimentary vehicle inspections. To me that is a very high risk and is based on the premise that your customers don't take good care of their cars

 

What if you have a loyal and regular client base who comes in religiously for every scheduled oil change and maintenance service and your techs look the car over thoroughly ? - sorry but every RO for that type of client isn't going to make the target $ 500 ARO that these companies tell you is possible - and if you force that on your loyal A customers, you'll kill the geese laying the golden eggs in my opinion

 

Also what if those people who need the work don't buy it all? Despite what the economists were saying, they have now conceded a recession is likely - oh sure I know - people will take take care of their cars and not buy new ones - how many have you experienced approval on only a portion of what you recommend?

 

 

Our solution - book 'em Dano! I want to get as much work in as possible - techs are far more productive if they have several cars going at once - remember there's also a parts and customer authorization bottleneck unless you specialize on only 1 make. If I over book then I pull the best Ace in the deck -one of our 7 free loaner cars delivered to their home or office

 

What do others do? Opinions on my approach?

  • 1 year later...
taotao Newbie

taotao

Posted
Posted

Everyday is A Gift

My brother-in-law opened the bottom drawer of my sister's bureau and lifted out a tissue-wrapped package. "This", he said, "is not a slip. This is lingerie." He discarded the tissue and handed me the slip.

It was exquisite, silk, handmade and trimmed with a cobweb of lace. The price tag with an astronomical figure on it was still attached."Jan bought this the first time we went to New York, at least 8 or 9 years ago. She never wore it. She was saving it for a special occasion.

Well, I guess this is the occasion. (wow gold,)

He took the slip from me and put it on the bed, with the other clothes we were taking to the mortician. His hands lingered on the soft material for a moment, then he slammed the drawer shut and turned to me, "Don't ever save anything for a special occasion. Every day you' re alive is a special occasion."

I remembered those words through the funeral and the days that followed when I helped him and my niece attend to all the sad chores that follow an unexpected death. I thought about them on the plane returning to California from the midwestern town where my sister's family lives. I thought about all the things that she hadn't seen or heard or done. I thought about the things that she had done without realizing that they were special.

I'm still thinking about his words, and they've changed the weeds in the garden. I'm spending more time with my family and friends and less time in committee meetings. Whenever possible, life should be a pattern of experience to savour, not endure. I'm trying to recognize these moment now and cherish them.

I'm not "saving" anything; we use our good china and crystal for every special. Event such as losing a pound, getting the sink unstopped, the first camellia blossom… I wear my good blazer to the market if I feel like it. My theory is if I look prosperous, I can shell out $28. 49 for one small bag of groceries without wincing. I'm not saving my good perfume for special parties; clerks in hardware stores and tellers in banks have noses that function as well as my party going friends.

"Someday" and "one of these days" are losing their grip on my vocabulary. If it's worth seeing or hearing or doing, I want to see and hear and do it now. I' m not sure what my sister would've done had she know that she wouldn't be here for the tomorrow we all take for granted.

I think she would have called family members and a few close friends. She might have called a few former friends to apologize, and mend fences for past squabbles. I like to think she would have gone out for a Chinese dinner, her favorite food. I'm guessing. I'll never know.(wow gold)

It's those little things left undone that would make me angry if I knew that my hours were limited. Angry because I put off seeing good friends whom I was going to get in touch with someday. Angry because I hadn't written certain letters that I intended to write one of these days. Angry and sorry that I didn't tell my husband and daughter often enough how much I truly love them.

I'm trying very hard not to put off, hold back, or save anything that would add laughter and luster to our lives. And every morning when I open my eyes, I tell myself that every day, every minute, every breath truly, is... a gift from God.

  • 10 months later...
Dan Reichow Contributor

Dan Reichow

Posted
Posted

BRAVO! I agree with you %100. I take the same approach.

 

A year and a half ago we started a new program called: “Just Say Yes”. When a customer calls, we find out when he wants to bring the car in and we book that time. This program has increased our car counts dramatically, without sacrificing productivity or quality. It works!

 

The problem with these management companies is that their principles are outdated. They are living in the past. Look at all your national chains. They are all car care centers, open all week long, including Saturdays and even Sundays.

 

We live in a fast paced world. People do not want to wait. We need to listen to our customers and find what THEY want.

 

I think those management companies can take a few lessons from you.

 

We have done the same thing and opened up on saturdays / longer week hours // What a difference . We are in the retail business want sales then need to be there and handle the calls

Dan Reichow Contributor

Dan Reichow

Posted
Posted

Have you made adjustments to your staff in terms of scheduling? We use a rotation basis so that people still have their time off, but we have full staff for 6 days a week.

 

WE ROTATE STAFF TO HANDLE AND WE HAVE SIGNED TWO TECHS TO ONGOING SATURDAYS .

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  • Have you checked out Joe's Latest Blog?

    • Joe Marconi
      The Technician Shortage Is Our Fault, And It's Time We Own It
      By Joe Marconi in Joe's Blog
         0 comments
      The Technician Shortage Is Our Fault, And It's Time We Own It
      Nearly every day, I hear shop owners complain: "There's a technician shortage. We can't find qualified people. There's no one out there." If that's true, then who's to blame?
      The industry? The schools? The government? I don't know how you feel, but who promised us an endless supply of qualified technicians?
      Another common complaint is that young people do not want to work in the trades. Well, if that were true, then why are other trades such as HVAC, electrical, and plumbing growing? What are they doing that the automotive industry is not? 
      Here's the reality we need to face: We do have a problem, but we shouldn't look for someone or any entity to rescue us. Not the government. Not the trade schools. Not the recruiting companies. No one owes us a workforce. If we want great people in our industry, it's up to us. At some point, we need to own up to the truth: Building a pipeline of qualified technicians is our responsibility.
      In this blog article, I will break down the key reasons we are in this situation today and what we, as an industry, can do to solve the technician shortage. Are you ready to look in the mirror?
      Have We Pushed Technicians Away?
      Let's take a look at flat-rate pay. True flat rate, which pays a technician only for the hours they produce, is a controversial pay plan that emphasizes high production levels and creates a competitive work environment that, if not properly controlled, can lead to increased mistakes and a decline in morale and team spirit. Additionally, the stress and physical demands placed on technicians as they age are not favorable to long-term employee retention. What do we do with technicians as they grow older into their fifties and begin to slow down? 
      I have heard all the arguments and pros and cons of flat-rate pay, and I am not going to judge any pay plan. Let the facts speak for themselves. True flat rate has changed in most areas around the country and has evolved into a pay plan that gives technicians some pay guarantee.
      Many shop owners have learned that team morale, along with the opportunity to earn income, is important to technicians and to the company's long-term success. But let me ask you: how many technicians have left or been pushed out over the years because of the old flat-rate pay system?
      Another issue is the workplace environment. I remember being grateful to be hired as a young technician at a local repair shop. While very thankful, the work environment was not ideal. The shop owner kept the bay doors open year-round (I am from New York) unless it rained or snowed. He felt that if the bay doors were closed, customers might think we were closed for business. We had no heat and no hot water. Many of the jobs were done outside, year-round,  in all types of weather. The starting pay was minimum wage, with no benefits, sick days, or vacation pay. 
      Now, again, I need to point out that I was truly grateful for the opportunity this shop owner gave me. I learned a lot working there, and the experience was pivotal in my career. But looking back, I wonder how many people were discouraged by these working conditions?
      While the physical demands of the repair workplace are daunting, perhaps even more critical is the culture. Too many of my generation shop owners preached the mindset of "my way or the highway." We were the business owners, after all. We started our companies, took all the risks, and provided jobs. Why shouldn't we be the ones to set the ground rules our way?   
      Many of us found over the years that the "my way or the highway" mentality was a sure way to isolate employees and make them more likely to look over the fence for greener grass. In other words, it led many technicians to seek employment elsewhere, where they felt they could be appreciated and recognized for their hard work. The issue, however, was that there wasn't much green grass around. Disappointment after disappointment, bouncing from repair to repair shop, eventually led to despair. So, I ask you: were workplace conditions a contributing factor in today's technician shortage?
      Another factor that we are all well aware of is the complexity of the modern automobile. When I started, the work was mostly physical, and you were required to master essentially three vehicle models: General Motors, Ford, and Chrysler. Let's fast-forward to today. The evolution of automotive technology, along with the extensive training and tools required, has outpaced the typical technician's pay compensation, with no clear career path. Again, leading to frustration and insecurity about the future.
      Here is the bottom line: people don't leave their job; they leave their experience. We must do a better job. 
      The News Isn't all Bad; Your Next Steps to Fix the Technician Shortage
      To fix the technician shortage, it will take a combined effort from everyone in the automotive industry, particularly automotive shop owners. Shop owners are in the perfect position to make the greatest impact, not only on their businesses but also on the future automotive workforce.
      First, shop owners must become better leaders and understand that their ultimate success is directly dependent on the people they assemble around them. Any shop owner who mistakenly believes they can build an empire solely on their abilities is destined for serious disappointment. Business owners who think like this will eventually plateau. Without the collective contributions from a team of qualified people, your business will stall; it will not continue to grow.
      Create a workplace that attracts top talent: a clean, professional, well-equipped facility designed to support productivity, teamwork, and a career, not just a job. Build a great reputation in your community by getting involved locally. Become the auto repair shop that people take notice of as "the" place to work.
      Next, shop owners must become more financially knowledgeable. Knowing your numbers and what you need to achieve for a strong bottom-line profit is essential to paying technicians the money they need and deserve. Profit will also allow you to compete with other trade industries by providing a benefits package that has real take-home value and security.
      When it comes to culture, this is where the rubber hits the road. People crave recognition, praise, and a sense of purpose. Despite what you hear, people are not just money-motivated. Once people feel secure in their financial situation, retaining and motivating technicians can only be achieved by connecting with them on an emotional level. You cannot show enough appreciation. Give out praise for a job well done as if your business depended on it, because it does.
      As technicians age, we need to have a place for them. Expecting a 58-year-old to perform like a 35-year-old is unrealistic. We need to be more focused on career pathing. Provide training, skill development, and coaching to develop leaders and mentors within our older workforce. While their bodies may have slowed, the knowledge they have gained is priceless. 
      Our future is dependent on young people entering our industry. We need to give more young people opportunities. Every shop owner across the country should consider hiring an apprentice, then build an apprentice training plan and career path for them. If every shop did this, we could solve the technician shortage within five years. Get involved with the trade schools and high schools in your area. Look into the NAPA Apprenticeship Program. Don't sit on your hands with this one. Do it today.
      Lastly, don't get left behind. Commit to ongoing training for all your employees. Keep up to date with tools and equipment tailored to your business model. Don't try to be all things to all people and all vehicles. Identify your core profile customer and the vehicles they drive, and become an expert on those vehicles and the services you offer.

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