Fixed Ops Journal - August 2021 - F12

FIXED OPS JOURNAL
Tips for alleviating gridlock in the service lanes
T
here are no easy solutions to fi x service department
backlog issues, says NADA instructor
Larry Hourcle. Service managers can't snap their
fi ngers and make more techs or back-ordered
parts or service bays magically appear.
But there are things fi xed ops directors and other service
drive staff can do to relieve gridlock.
One way is to improve the lane's throughput effi ciency
- from writing up customers to dispatching jobs to getting
technicians the parts they need.
" I want to make my team as effi cient as possible, "
Hourcle says. " I want to break these silos down to create
additional effi ciency. "
An easier-said-than-done fi x would be to hire more
wrench turners. But the search for more techs is always
diffi cult - especially post-COVID. (See story, Page 18.) And even if a
service manager could hire additional techs, bringing them up to speed
takes time.
" I've got to get them trained into my processes, and that's going to take
additional time, " Hourcle says. " And there's a cost associated with that.
I'd rather elevate the people I have now. "
Another way to move vehicles in and out of the service department
quicker is to ask customers to pre-authorize certain work. If a customer
thinks his or her brakes are faulty, for instance, a service adviser could
Hourcle: Service departments
need a " hospitality mindset. "
quote the price to fi x them and ask for an OK. Th at way,
there is no delay while trying to track down the customer
later to approve the work.
" And, of course, if it's something else, then we'd check
with the customer on that, " Hourcle says.
Communication between dispatch and the parts department
also is critical during these busy times, Hourcle
says.
When all the needed parts arrive for a repair job, the
parts manager should let the dispatcher know so that vehicle
can be brought in.
" Otherwise, if I keep stacking up holdovers, it will disrupt
our ability to set appointments for new jobs, " he says.
Customer satisfaction and happiness during what can
be a frustrating time should be paramount to a service director,
Hourcle says. Th at's why service departments need to adopt a
" hospitality mindset. "
" I really want to make sure I communicate with my customers every
step of the way, " he says. " Make it an experience. We have to set ourselves
up so people enjoy coming to us.
" We want to give them a better appreciation of the services we off er. "
In addition to keeping customers happy, the contentment of service
department employees also is vital. During the early days of COVID,
service employees were proud to be called essential workers, Hourcle
says. Th at same respect needs to be given during these stressful times.
" Being acknowledged helps create a better employee, " Hourcle says.
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BACKLOG
continued from Page 11
Stellantis-mandated wiADVISOR digital service write-up software to
streamline processes.
" Th e pandemic was a blessing in disguise because things slowed
down enough to give us time to fi gure out how to be more process-driven, "
Archer says.
When the apprentices get enough experience, he plans to add a dedicated
night shift to double the store's capacity and increase throughput.
At Burns Automotive, technicians also are working extra hours. Some
even come in on weekends to recondition cars or do pre-delivery inspections,
he says.
" We're also trying to hire more people, but you can't just hire someone
who was fl ipping burgers yesterday and quickly teach them how to
repair automobiles, " he says. " Every shop around that I know of is looking
for good Class A or B technicians. "
Varize says that given the limited labor pool in Hawaii, hiring more
mechanics is diffi cult. Even a $6,000 signing bonus the store used to offer
didn't attract candidates, she says.
Th ere's little she can do except empathize with customers.
" We're trying to manage their expectations as best we can, " she says.
Archer expects the crush to continue, but he's OK with that.
results@dealerprotraining.com
dealerprotraining.com
" It's way better than the other problem - not enough business, " he
says. " If you've been through both, you'll always take too much business. "

PAGE 12 AUGUST 2021
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Fixed Ops Journal - August 2021

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