Automotive Repair Shop: Mike Daniels Explains “The Board”

Automotive Repair Shop: Mike Daniels Explains “The Board”


today we’re going to talk about the board and not only do we use this board for a workflow standpoint we also utilize the board from a training and educating of our employee standpoint real quick just a quick overview of actually the actual board itself if you notice in the left left upper hand corner we have board manager one and board manager two so what happens is the the individual for the day that’s actually going to run the board we put in board manager number one and that’s normally the openshift manager normally our general managers will come in and actually open their stores and they will be in board manager one so their name is going to go in that spot now when that gentle manager leaves for the day you know because our shops are open from 7:00 to 7:00 and the opening manager may come in at work from 7:00 to 6:00 so he’s going to leave so he’s gonna leave it in charge with the closing manager for the day in that case the closing manager his name is going to be in the left upper end corner where you see see board manager number two if you look in the right upper hand corner we have what they call a technician rotation and what a technician rotation is is the fact of when technicians show up in the morning that’s exactly how their names get put on the rotation you know if you have a technician Jim and he’s the first technician in then he’s the first one that actually gets put in the rotation you’ve got fred comes in the second he’ll get the second rotation and then the technicians that’s how they actually get in the rotation now as the new track that comes in for the day the first technician that came in for the day will actually get the first work order for the day and that’s how we keep everything even and the reason that is very important is simply because of the standpoint that there’s always confusion about hey he got that job it should have been mine though he got that job it should have been mine so what this does is it keeps everybody on the same playing field now it’s even if you want to get him a rotation early your technicians need to show up early customers have the same patterns and they all have the same buying patterns and what I mean by that is is that if a customer has a broke car they normally are going to bring that car in early in the morning at 7 or 8 o’clock because they know that hey they’re going to have to leave that car they know it’s broke they know they’re gonna have to leave it and give that give that shop the time it’s going to take to fix the car well you have to educate your technicians that that all of the broke cars come in in the morning so if you’re one of the first technicians in you’re almost guaranteed to see the most of the broke cars for the day you always have that one technician that wants to slide in at 8:30 or 9:00 o’clock and you know he’s always the one complaining about he doesn’t have any hours for the week well now what we’ve got from a training aspect we’ve got documentation to show that technician the reason why you’re not making any money is because you’re showing up to work at 8:30 9 o’clock and we’ve already dispatched all the broke cars for the day so that’s just one training tool we it also is a tool from the standpoint that it’s going to motivate that technician to show up at 7 o’clock or whenever the doors open he wants to make sure he gets put in the rotation early so that’s what you see from our technician rotation and that’s how we keep everything on the same playing field you also have what we call a regular and then you’ll see the line under regular and then you see LOF and PMI what we do with our technicians is we break our customers up into two different categories the first category is what we call a broke car which means if a customer comes in and has a check engine light or brake noise or all-league something where we know that it’s going to be broke and we’re going to get some hours on that car in order to fix that car what we do is we call that a broke car so that’s that’s what we call the regular load rotation the other category that we have is an oil change lube oil and filter rpm I preventive maintenance inspection that’s another category and that also has its own rotation and what those are are state inspections and oil changes you know or if a customer comes in and wants a free flat repair or a flat repair or something very minor very you know a very small maintenance item we consider that a second category and that’s the oil change rotation is what we call it so now what’s happening is that technician he’s got two rotations working it’s extremely important to him to make sure he gets there early enough to the point to where he’s not only the first in rotation for the broke cars he’s also first in rotation for the maintenance oil change with the industry changing and as fast-paced as it is we all know that you know in the late 90s there were so many broke cars on the street nobody we didn’t have to do all changes but because of the technology on cars and where everything’s going maintenance is going to be a big part of our world so what happens is because now we have more oil changes in state inspection and more maintenance cars coming in the broke cars a lot of your technicians they’re just old school and they hate all changes so the reason why we came up with the rotation is because now we can prove to the technical team that everybody is on the same playing field everybody’s going to get the same amount of oil changes as everybody else it’s not like that one guy’s going to see you know get five oil changes and the other technician is only going to get one it doesn’t work like that that’s why we’re a rotation everybody stays on the same playing field okay the next thing that we’re going to talk about is when you look under the daily schedule you know we have our logo in the middle of the UM board and then on the left-hand side we have what we call our daily schedule we call that our work flow now if you look at this board we’ve got manager invoice customer name Times called vehicle service parts in parts out key mechanic isolate and PMI and then there’s a bunch of squares underneath those columns we call that bullet holes okay so what we want to do is we try to fill those bullet holes up with something and this is where we get into the management the training as well as the workflow so we start with the manager if you look in the far left hand corner under the daily schedule under the manager what we do there is the manager that’s actually working that invoice we’re going to put his initials in that category okay then we have what we call invoice if you know I I don’t know what point-of-sale system you’re working but everything’s going to generate an invoice whether it’s our rider Mitchell or whatever you’re using you take that ro number and that’s going to be basically your invoice number we have the customers name we normally just put the customers last name there we have our time stamps or time called every time we communicate with that customer we’re going to put that time we’re going to mark that time down that’s very important in this industry if you were to go to Triple A in some of these places and you were due to get the information what’s one of the worst things that people hate about automotive repair one of the number one problems is communication you know they drop a customer will drop their car off in the morning at 8 o’clock and then nobody will call them throughout the day to let them know what’s going on with their car that’s one of the main complaints that consumers have about automotive repair centers so times time stamps time call is very important the vehicle we put the make model in there under the vehicle the services of what the customer came in for for customer came in for an oil change or brake job we just put quick notations you know LOF check brakes our brake noise the parts ordered that’s where we’re going to actually order the part we’re going to put the initials like if it’s O’Reilly or our first call will put FC in that column parts in is when the when the parts for the car all of the parts for the car come in we actually are going to check that off the key number is on every time a customer comes in we key we put a key number on their key so we don’t lose their keys and we so will be able to stay up with our keys the technicians initials are actually going to go in the mechanic field and the reason why we put the technicians initial in there if it coincides with the technician rotation so now the technicians as the work is coming in throughout the day the technicians will be able to go to their initials and look and go ok Jim Ralph Frank Jim Ralph Frank Jim Ralph Frank to make sure that hey it’s all on the same playing field as the cars come in that’s the work order you’re going to get period that’s just the way it works that way the technicians are always on the same playing field so then we have what we call the isolate dollar amount which is what the initial concern is so if a customer came in for a break job and we sold them $500 worth of breaks then that that and that $500 is going to go in the isolate dollar amount there now let’s say we up sold them you know a transmission service for a hundred bucks then that hundred dollars is going to go in the PMI column okay so that’s that’s how we work that now if the customer came in for front brakes and we sold them a front brake job but we up sold them a break flush that is that what we call a full system and we’ll get into that a minute but that’s that tote both the break front great job as well as the brake flush is one system so that’s going to go in the isolate column anything outside of that system that the actual that we’ve up sold is going to go in your PMI column at the end of the day your job as a manager is to maximize your productivity and what this board allows us to do is to stay on top of the customer and stay on top of our employees we always want to be ahead of our technical team too many times you can go into shops and you’ve got the technician back there reading the newspaper oh wait a second you’re not making a whole lot of money if that technician is reading the newspaper so what we’ve got to do is we’ve got to make sure we stay on top we’re always a step or two ahead of the technician as well as the customer and that’s what this board allows us to do you know the main reason for the board though and the reason why we developed it is because of the fact from a training standpoint you know when you look at it from a training standpoint from the technical side from the technician side you know a lot of guys will hire a technician and when they hire that technician he comes with 20 years of experience and they throw him back in the shop and they let him ride the problem with that is is that this industry is changing so fast that sometimes these technicians even though they know how to work on cars they don’t know how to write cars up so what we do is we take a little bit different approach and what we call full-system isolate cause and effect in maintenance there’s a whole different piece to the sales process of actually presenting or repair to a customer so one example if you look at the technician rotation one of the things that we do is that in order to train our technicians and to hold our technicians accountable we go in there and we will actually look at a recheck a good example is you know if I was to ask you what is your ratio of rechecks what is your percentage of rechecks in your shop for a week or a month well at the end of the day most shop owners can’t give me they can’t give me that answer they assume you know if they have four technicians out there they can probably tell me which technician has the most rejects but they really can’t give me a firm evidence they don’t have any hard data to see if you’ve got a technician that’s got a recheck problem or not so what we do is we have a couple different highlighter colors if you look at our board and one of the things that we do is we highlight from the word mechanic over we’re going to highlight that square so we’re going to highlight mechanic isolate and PMI we’re gonna highlight that orange okay if that’s a recheck and so now what happens is is that as the days and weeks go on because now we’ve got the the mechanics initials as well as we’ve highlighted orange then we’ve got some hard data to go to that technician and it happens every time the guy that’s got the most rechecks is always the technician that wants the race that’s just the way it works so now if I have a technician coming to me that wants a raise it’s real simple I’m going to pull out two three four weeks worth of boards and I and I’m gonna go through there and I’m gonna educate that technician that he’s not warned to raise he’s got too many rechecks his ratios too high from what he’s working on compared to what is it’s coming back from our customers so here again there’s data I’ve got the evidence and now I can manage my technicians nine out of ten times though what happens is is that we have technicians that have rechecked problems we go to the technician we’re going to have that meeting with a technician we’re gonna have that one-on-one with a technician we’re going to pull two or three four or five days worth of store bags out and we’re going to open up that bag and we’re going to hold that technician accountable Hey look you’re doing a great job you’re turning a lot of hours but you’ve got too many cars coming back on us and we understand that that’s going to hurt our customer service so we can’t have customers coming back on us so you need to slow down you need to road-test these cars you need to make sure they’re fixed right before they leave that’s just one example up now am i training that technician absolutely am i holding that technician accountable absolutely the only way to train somebody is to hold them accountable okay so so that’s one color that we use and that’s one training tool that we can hold our technicians accountable the other way we can hold them accountable same deal from the more mechanic isolating PMI if it’s a return peel mine now what’s a return peel my return peel Aya’s is that a technician doesn’t all change or he does a break job and he recommended a valve cover gasket and the customer didn’t do it the day that they came in for the oil change of the brake job but we documented it in a week to three weeks later two months later the customer comes back in for that valve cover gasket job that’s what we call a return PMI now the good thing about a return PMI is it doesn’t count in technician rotation so that’s just gravy money for the technician so now they’ve generated a ticket and they don’t that’s not counted in their rotation they’re still in rotation for the next ticket that encourages a technician to do changes in the PMI cars so now what we do is we highlight in blue we highlight in blue return p.m. is here again it’s another measuring tool it’s another accountability tool it’s another training tool so now when I sit down with my technician I’ll pull three four days weeks of bags out and I’ll look at that board I’ll look I’ll boards and I’ll say hey you don’t you have a lot of oranges and you don’t have any blues well that’s definitely not worn or raised I don’t want to see any oranges and I want to see a whole lot of Blues that guy then we need to talk about maybe giving you some more money as long as the return on investments there so bat here again I’ve got the hard data now I can manage my people from the standpoint of the the actual data that I have and utilizing the board the other employee we have is the assistant manager or the management team and what we do from training or managers of how we utilize the board to actually train our managers that’s where the isolate and the PMI come into play all of our all of our regular tickets if you look at our rotation all of our regular tickets we highlight those green and all of our PMI tickets we highlight those pink so now what happens is is that we have basically we have four colors working this board we have the broke cars which is green the PMI cars which are pink the reach X which are orange as well as the return PMI which is blue so now what happens is is that the Technic the technical team and the management team understands all day long the workflow and what the cars are coming in for as well as it’s allowing us to help train and develop our technical team as well as our management team on what to look for to give exceptional customer service so now what happens is that we’ve got to now how do we you this board to train our managers it’s real simple we have this isolate in this PMI over here and when you start looking at a manager there’s to me there’s two different managers out there there’s order-taker in there salesmen at the end of the day that’s how you dice them up there’s either order takers or their salesmen okay order takers make a certain amount of money and salesmen make a certain amount of money and it’s all about the return on investment okay so if I if I have an agreement with a salesmen okay and I’m paying him salesmen pay then it’s going to be real obvious to me okay on this board if I’m actually if he’s actually selling automotive repair and what I mean by that is in this industry I don’t get worked up with a guy that can sell a bunch of broke cars because at the end of the day you’ve got to think about that a customer’s got a broke car they they know they drive to your location they tell you their cars broke it’s got a brake noise brakes squeal they leave you the keys and they drive away off your facility now what’s the odds of us selling that brake job and if you if you can’t sell that brake job you need to find a different line of work okay because it’s in the day you don’t have to sell the fact that the cars broke the customers telling you the cars broke that’s not salesmanship true salesmanship the the brake jobs lay down true salesmanship is selling that customer the transmission service which they didn’t have a clue that they needed that salesmanship that’s the what we call the PMI cell so now I’ve got a measuring tool to where I can identify if I’ve got an order taker or if I’ve got a Salesman and it’s real simple the guys that have dollar amounts over here in the PMI column or salesmen and the guys that don’t or order takers so now I can sit down go through three or four days worth the business three or four bags three or four weeks worth the business sit down with my sales team and pull out the data and say hey we’ve got a problem I’m paying you X I’m not getting why return I’ve got to get Y and return that’s the agreement that we had so we’ve got to figure out why you’re not getting any upsells so here again am i holding that guy accountable am i training that guy and now I’ve got the data to prove on what his return on investment is and more than anything I want to help the guy a lot of times I go in the shops and general managers and guys owners will tell you man I got a problem with this guy I got a problem with this guy got a problem with this guy I’ll say okay what kind of problem you have well he’s not selling I okay well let’s show me the data what we mean we’ll show me the information that he’s not selling anything so they don’t they don’t even realize they don’t know what they don’t know and that’s what this board utilize that’s how we work the board we’ve got the data but now we can manage our individuals we can also use that data to help train those individuals now we’re going to show you how to put that information on the board the customer is going to come in and we’re going to generate a work order as soon as we generate that work order we’re going to go to the board and we’re going to put the customers last name and we’re going to go in and put the time that that customer came in and then we’re going to put the vehicle in the service so we go from the work order straight to the board now what we’ve got to do is we’ve got to generate an invoice number or oró number out of our point-of-sale system we go to our computer system we generate an RO number an invoice number and then at that time we come over here and we put the invoice number those are the steps of generating an invoice number to get a customer on the board from that point we’re going to look up in the technician rotation and we’re going to see who’s next in rotation so at that time we’re going to put the mechanic or the general service personnel is initial actually in the mechanic field as well as we’re going to go up and we’re going to mark that’s his PMI or that’s his regular repair order so we’re keeping the rotation keeping everything consistent then at that point we’re going dispatch the ticket out to the technician now that now we don’t have a manager if you look over here at the board there’s a manager field just because you generated the invoice does it necessarily mean that you’re going to work that ticket so what’s going to happen we’re going to leave that manager field blank until the technician turns to work order in once the technician turns to work order in and whatever manager works that ticket that’s the manager that we’re going to actually put the initials in the Indian manager field so now now we’ve got the assistant manager if he’s working that ticket now we’re going to be able to hold him accountable is he an order taker is he a Salesman so now the technician turns it in the management team prices the job out once the management team closes the sell then at that point what they do is they come over here and they put the dollar amount of the isolate in the isolate column let’s say they sold a $500 great job they go over here to the parts ordered column since we have multiple vendors that we’re going to purchase parts from we’re going to draw an X through there let’s say I have one from first call Napa and a dealership so I’m going to put those initials in those little bitty triangles then what I’m going to do I’m going to get my technician to start working on the repair when the parts come in and the parts in column as the Napa part comes in I’m going to check check the Napa parts in as the first call parts come in I’m going to check it in as the dealership part comes in I’m going to check it in now all of this done is done with a pen once I know once I know that all of the parts are here for not only the isolate sale but let’s say I up sold something a transmission repair or something up sold something once I know that all the isolate parts are here and then all the PMI parts are here and I’ve confirmed that those parts are correct you know we don’t play that game with a technician where we auto the port’s at 8 o’clock in the morning 8 or 9 o’clock in the morning and then at 5 o’clock an evening technician comes to you and says hey this parts wrong you don’t work like that when the parts come in as soon as we get the parts we’re not allowed to check it in that technician tells us that this is the right Park for that car once you got that confirmation that all of the parts are here and they’re all correct then in the parts in column we’re going to put a red checkmark we’re going to put a red checkmark in that square that way we know as the management team as the general manager the owner or the system manager our jobs over with now it’s up to the technical team to finish the work the only thing we have left to do is collect the money okay so when I was running a board my goal in life was to get a red checkmark in the parts ordered screen or the parts in screen that was my goal in life because I knew that if I could get a red checkmark in the parts in screen my job was over with so the main you know from the standpoint of workflow management we have stores that see 7080 cars on a Saturday so think about that you’ve got 70 or 80 cars on a Saturday so at any one given time you’ve got cars coming in and out in this is one day how do you prioritize 70 customers how do you prioritize 70 cars how do you do it if you if you’re just you’re just running it off-the-cuff you’re not giving exceptional customer service if you don’t have a system in place you’re just winging it you’re not giving exceptional customer service so that’s what this board allows us to do at any one given time and any one of my shops you have to think to yourself what should I be doing this second how am I going to prioritize all 30 40 20 50 of these cars what should I be doing this second well we’ve put a tool in place to educate our management team on exactly what they need to be doing that second okay so and that’s what this board does and our company we train turning over a ticket let’s say we have a particular manager and they go into a cell and they miss that cell for whatever reason the customer told the manager no we train and prepare our manager before they go in and call that customer before they go in and talk to that customer we train them to make sure they leave the ticket open then what we do is we turn that ticket over to another manager the other manager goes in and tries to close the cell then at that time and that manager successfully makes the sell we go in and we draw a line through the managers initials and then on the upper left hand corner we put the new managers initials in so now when we start looking at the board we start looking at it now for more but from a training aspect and we look over there in the left hand corner where we’ve got a pretty good idea that is that team turning those tickets over so it’s a real good tool for us to utilize to make sure the management team is doing everything that we’re basically trying to tell them and you’d be surprised we probably run probably a 4050 percent close ratio of going in and selling repairs going in after sales and doing them overcoming those objectives by that other manager making that sell if we have a customer we want to document on this board somewhere that we’ve got a customer waiting or not waiting okay 90% of the time 95% of the time if it’s a pink ticket it’s probably going to be a waiting customer because we know that those are like maintenance repairs like old changes and state inspections but not all the time sometimes a customer will come in drop off their car for an oil change and go you know eat lunch or come back in four or five hours so what we do next to the manager field on the left hand side if the car is a waiter if we have a waiting customer then what we’re going to do is we’re going to put a check mark left of the managers initial so we can look down the very left side of the board and we can tell if that book if that customer is waiting or not that basically because the waiting customer is the most important customer in the shop it’s the the most important customer on the board is the brand-new customer that just came in why is that the case because we understand it’s all about speed of service speed of service speed of service speed of service so that way the management team can look in see how many waiting customers that they have because as anybody that’s worked in automotive repair you’ve got that you’ve got that little old lady or whatever that comes in or the old man or a young man or whoever comes in they’re waiting on the car but they walk outside and they’re walking you know with doing a smoke break outside you lose track that they’re even there so the next thing you know forty minutes later they walk back into your shop and you hadn’t even move their car we’ve all been there so what this allows us to do is it identifies that hey we’ve got this customer in here waiting now let’s say that they come in and that we they came in from all chains they’re going to wait on an oil change we did upsell them something off the oil change we’ll say we up sold them a break job at that time we took them home we utilized our customers shuttle and we took the customer home now they’re not waiting then all we do in that check mark we just draw an X to that checkmark so now we know that that customer okay well they were waiting but now that we’ve got the X mark through the check mark base gets into the day that customer is not waiting anymore so we do that that’s just an awareness factor that we don’t have to UM focus on okay let’s talk a little bit about speed of service you know it’s pretty evident over the last several years of this industry evolving to make the maintenance world that and we understand from the consumer that they’re very time sensitive everybody that’s ever taken in an oil change the first word out of a customer’s mouth is how long so if we know so we know that they’re time sensitive because the fact that they’re asking us a time question how long for an oil change how long for a state inspection so what we do is we log that time that that when they came in then what happens we’ve learned over the last couple years that this is how the industry takes tries to upsell an oil change customer comes in for an oil change they do the oil change takes 30 40 minutes to do the oil change then after the cars complete then they go into the waiting room and try to upsell the customer a transmission service or great job or something like that that doesn’t work the customer once they sit in there for 20-30 minutes they just want to get out of Dodge they don’t they don’t want anything but to get out of that shop that’s just the facts I don’t care how nice your shop is they want out of there okay so what you’ve got to do from the standpoint of a speed of service is that we try to get that PMI back to that customer within five six minutes that’s really our goal so what’s going to happen is is now we’ve got the time stamp on the waiting customer we’ve got a time stamp of when the car came in now what we’re going to do is when we present the upsell to the customer we’re going to time stamp that so if it came in at eight o’clock we put eight o’clock down we were able to get back to that customer by 806 we’re going to put 806 okay and we’re going to know if we’ve up sold something because we’re going to have $30 in for the isolate we’re going to have $100 in for the transmission service so we know if we’re going to if we up sold something on that repair or not if there’s a zero in the PMI column then we know we missed the upsell so now what’s going to happen is is that when the vehicle leaves we’re also going to have a time stamp so every waiting customer we’re looking for three time stamps when it came in when we presented the upsell on the PMI as well as when the vehicle left okay and that’s going to give upper management as well as the management team here again it’s another training tool it’s another accountability piece and all of this stems from improving customer service so now what happens is we’ve got that to where we can evaluate our team when you look at the green ticket which is a broke car ticket we want four time stamps on those green tickets the pink the PMI ticket there’s three the broke car is a minimum of four if not five six or seven and what that looks like is that we’re going to time stamp it when it came in we’re going to time stamp it when we sold the isolate we’re going to time stamp it when we called the customer back to upsell on the PMI and then we’re going to timestamp it when we call them and tell them it’s ready so you remember earlier in the training we talked about one of the number-one concerns that consumer have about automotive repair is lack of communication they drop their car off at eight or nine o’clock in the morning and they don’t hear anything from the customer for hours so what we do through our system is we we accomplish the goal of communication through forcing the management team to call the customer that our to touch the customer at least four times when it came in we call them for the isolate we call them for the PMI then we call them and let them know their vehicles ready and a lot of our positive complaints that come into us through our emails and customers is the fact that they stayed in communication with me all day long you’d be blown away how just communicating to the customer what’s going on on their car how appreciative they are because they don’t have a clue think about it they drop their car off and the check engine light they’re scared to death they don’t know if it’s a couple hundred dollar repair or a couple thousand dollar repair so that communication is what they’re looking for and that’s going to make sure that you get that retention of that customer which is what we’re all looking for a couple other things let’s say that the the we’re it’s the end of the day and the actual board itself is complete all the customers are left we’re going to have some customers though that left their vehicle overnight we’re not we weren’t able to get it all done we’re waiting on parts whatever the case may be so at that point we’re gonna we’re going to take that board and we’re going to duplicate that board onto a brand new board and we’re only going to put the information on the on the cars that are left overnight on to the new board for the day so now what’s going to happen when we open up our store in the morning I mean exactly how it’s on the on the board is what we’re going to duplicate check marks everything so now the new management team or the the opener managers that come in the morning they’re going to be able to look at the board and because we’ve done a really good job of parts in parts ordered if they’re here if they’re not who’s working on the car what’s the isolate what the PMI said was was there going to be able to pretty much look at that board and understand where they’re at in the flow of that vehicle so and then under the very last work order we’re going to write the word deposit and the reason why we write the word deposit because here again it’s just a reminder to our management team that they’re going to have to go to the bank and make that daily deposit on a daily basis so then what happens is that when we start talking about when the vehicle leaves for the day there’s a couple there’s a couple spots on the board that we use a red sharpie and the only spots we can use a red sharpie we talked about one already is when the parts are in when all the parts are in for the full system isolate as well as the PMI we put a red checkmark once the vehicle is billed once it’s been billed in the computer system which means that it’s built a hundred percent then through the time called column we’re going to put a red checkmark so we call it done billed done bill called okay so when the vehicles complete we put a red line through the invoice number and when we’ve called the customer we put a CE so we call it done bill called and are in our business you know if I call a store up and say hey man how’s it going for today how’s your car count the lingo that we use is I’ve got four grand going out today and I’ve got 4 grand done bill called well what that tells me is that they’ve got 4 grand that they’re waiting on the customer so there’s probably going to be about 4 grand that’s see they’re going to pick up for that day or some of that for grand maybe carry over for the next day or two but at least the work is complete so at the end of the day we’ve got 8 grand completed and then when the vehicle leaves we take that red sharpie and we draw a line all the way through all of those boxes from manager all the way over to the PMI and that way we know that that vehicle is off our parking lot the only way we’ve draw a line is that when the vehicle is off our parking lot that means we know that with that vehicle no we’re not responsible for that car at all if the customer comes in and prepays we don’t draw a red line because the car still on our parking lot okay we notate that the cars been prepaid so those are some of the some of the tools some of the training from the standpoint of workflow of how we basically manage our shop so not only are we managing our employees we’re also managing our customers and that’s how we use it and then real quick I guess you know the main tool that I like to look at being owner of a shop is I can come in and at if I pull out some of these bags and I’m looking to evaluate that particular management team I’m gonna I’m gonna add up all of the isolate cells and I’m gonna add up all of the PMI cells and it’s going to be real apparent to me if I’ve got a bunch of order takers work in that shop or if I’ve got a bunch of salesmen working that shop okay because you know you’re looking for a ratio they’re at least a 1 to 1 ratio worst case scenario the majority of the time and you start working this true to form because of the maintenance cars that are coming in you’re going to be in several several situations you’re going to be where you’re selling 120 five hundred and fifty percent more in maintenance than you are actually in isolate that’s just the facts of course the industry doesn’t look at it that way because they don’t like upselling all changes but unfortunately that’s where the industry is going in summary this is why we use the board the main reason is the fact that we use it for a training tool it’s a great tool to hold your technical team as well as your management team accountable to to work in the concept and to go in and to work the systems that we put in place in short you’re going to have happier employees happier customers and improve your profitability


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