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"NEW" Questions For Fixed Operations Management
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This
is ONLY a small sample of the cutting edge management data that
ROAMS generates in order for you Service Management Team to adapt
the "Left-On-The-Table" Management Concept.
1)
How many times does my service department use EACH flat rate hour
increment (1.0, .5, 2.5, etc.) for billing out repair labor each
day, each week, each month and YTD?
·
There is a minimum of 5.00 to 8.00 in effective labor rate HIDDEN
in your service department UNTIL you learn how to maximize flat
rate hour frequency utilization.
2)
What is our customer pay effective labor rates for our competitive
labor, maintenance labor, and repair labor?
·
Don't get trapped into watching your overall customer pay ELR.
There is an additional 3.00 to 4.00 in hidden ELR within your
customer pay labor category when you focus on EACH line item on
each customer pay repair order.
3)
How many effective labor rate controllable opportunities passed
through the hands of our service consultants today, this week, this
month and YTD?
·
Not managing each ELR controllable opportunity means you are under
charging some customers and over charging others - when not managed
this will become a large "Net Profit" dollar loss at
the end of the year.
4)
How many of those opportunities did we capitalize on today, this
week, this month and YTD?
·
Each service consultant must be at 95%+ utilization of your current
ELR Control System for this profit leak to be stopped.
5)
Exactly which service consultant left the most effective labor rate
dollars on the table and exactly which RO's and line items did they
occur on today, this week, this month and YTD?
·
Now, you can start to manage each service consultant using specific
circumstances rather than saying - "Get your ELR up".
6)
What is our customer pay maintenance to repair mix for each service
consultant and technician today, this week, this month and YTD?
·
This causes scheduling and CSI problems - Big Time - not to mention
"Tech Attitude".
7)
How many customer pay one-line repair orders has our service consultants
and technicians let pass through their hands today, this week, this
month and YTD?
·
The "ONE LINE" repair order is the single biggest gross
profit robber in our business today - period - the standard for
this KPI is 35% or less of the total CP-RO's written.
8)
What is our customer pay average line items per repair order today,
this week, this month and YTD?
·
2 or more line items per customer pay RO is a good job.
9)
How many "Major Interval Service Menu Sales Opportunities"
did our service consultants let slip through their hands today,
this week, this month and YTD?
·
You should be closing 65% of all major services that come across
your service drive and collecting 85%+ of the potential dollars.
10)
EXACTLY how many flat rate hours did we leave on the table because
of MISSED "Major Interval Service Menu Sales Opportunities"
today, this week, this month and YTD?
11)
Which service consultant has the BEST or WORST closing ratio against
"Major Interval Service Menu Sales Opportunities" today,
this week, this month and YTD?
·
Coaching each individual service consultant on their individual
performance is much better than a GROUP meeting discussing average
or better performance from all.
12)
How many flat rate hours is EACH technician letting slip through
their hands by working FAST, rather than working SMART today, this
week, this month and YTD?
·
Think about the power of being able to show each technician exactly
how much gravy work slipped through his hands on a weekly BASIS
ALONE with his paycheck.
13)
If your 60-K service sells for $459.50, what percentage of the total
potential menu dollars is each service consultant collecting today,
this week, this month and YTD?
·
See note under #9.
14)
What is the percentage of potential menu dollars collected across
ALL of your major interval menus, 15-K, 30-K, 45-K, 60-K, 75-K,
and 90-K today, this week, this month and YTD?
·
See note under #9.
15)
Exactly how many "Major Interval Service Menu Sales Opportunities"
passed through the hands of EACH technician today, this week, this
month and YTD?
·
See note under #9.
16)
How many TRUE upsell opportunities (other than menus) passed through
the hands of EACH technician today, this week, this month and YTD?
·
When you combine missed major interval service menu sales opportunities
with all the OTHER upsell potential it really motivates the technicians
to see the big picture of turning more gravy FRH's to go along
with the hard repair work - POWERFUL STUFF!!
17)
Which technicians are doing the best or worst on capitalizing on
EACH upsell opportunity that pass through their hands today, this
week, this month and YTD?
·
Great way to motivate techs that think there is no more work to
do.
18)
EXACTLY how many flat rate hours did we leave on the table because
of missed upsell opportunities (other than menus) today, this week,
this month and YTD?
19)
What is the average car age that passes through the hands of each
service consultant, and each technician today, this week, this month
and YTD?
·
Think about being able to set down with each tech that turns less
than 8.0 to 10.0 FRH's per day and show him/her that they are
working on cars with an average age of 5 years & 11 months
and an average mileage of 61045 - SUPER MOTIVATION!!
20)
What is the average car mileage that passes through the hands of
each service consultant, and each technician today, this week, this
month and YTD?
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