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I have one that says that "Your vehicle was serviced to day with pride by TECHNICIAN" this way the tech can put their name on the job. Personally I have some of these peoples cards that I give out to people who I want to remember me. http://www.mymetalbusinesscard.com/cgi-bin/webstore/shop.cgi?c=start.htm&t=main.index.htm&storeid=1

Edited by John Pearson
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Interesting. I don't want my techs to have a personal relationship with customers. It's not part of their skill set. Our Service Advisors are hired and trained to do customer service. When too many folks are interacting with a broad array of customer personalities there is too much chance of misunderstanding or just botched communication. The next problem is the customer who says "I want Joe to work on my car." No - you don't get to pick your tech. You don't ask who built your new Ford pickup, you just trust in the processes and materials that went into building it. Finally, when that tech moves on, do you want him/her taking a following of customers with him/her? Customers should be loyal to your shop and the value it provides, not to a tech.

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What skill set Flacvabeach? Human interaction is a basic function. If properly managed, your techs should be bringing business INTO your shop. When you hire a tech, you are not only recruiting him/her to join your company, you are bringing along 8-10 FAMILIES of people they know who are going to have their vehicles serviced at your shop.

 

No you don't ask who built your new Ford Pickup, but people do often request a particular barber/cosmetologist, dentist, doctor, waitress/waiter, employee at a landscaping business, etc...

 

Your tech with a business card doesn't have to give a quote. If they are somewhere and somebody mentions they need a vehicle serviced or repaired, it doesn't hurt to say "Hello, I am a technician at (insert business name). Why don't you stop by or give us a call, we can help you with that".

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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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