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“The Art of Efficiency" Part 3
In this month’s newsletter, David completes the 3rd part serious discussing shop dispatching and the successes of having a dispatcher or what we refer to as a shop foreman.
In the past two newsletters, David outlined how to recognize the need for someone in the dispatcher role and the duties and responsibilities of this person.
David now discusses the foreman side of this role, outside of the job description of a dispatcher and specifically the duties and responsibilities of the foreman position.
“In some cases, we employ a foreman without a clear-cut job description, because they were an ex-technician in our shop for several years and we expect this person to know what is required of them in this position”
Therefore, David breaks down the two positions, so we can better understand what we need in our respective shops based on our work-load, number of techs and potential shop capacity.
David also points out the obvious; “If your shop foreman was a top performing flat rate tech, or leading tech in collectable efficiency, typically your shop will suffer in this area, when we expect him or her to still bill hours but be accessible to the other techs in the shop as well aiding in troubleshooting and diagnosing.”
“This situation will not change much until the next up and coming tech begins to perform as a top tier technician and fill that void in collectable hours, therefore increasing overall shop efficiency and productivity.”
As David points out the duties and responsibilities of a shop foreman, he leaves it up to you to realize what is best suited for your shop and poses the following question:
1) Do I have a capable person that can understand and carry-out both a dispatcher and shop foreman job description?
2) Do they understand the importance of premise time vs. billable time?
3) Do you have an efficient minded, tech savoy, administratively sound, trouble-shooting/diagnosing expert, and time management aficionado in place?
4) Are you satisfied with the status quo of advisors dispatching work, typically more reactionary because they are not in the shop 100% of the time, QC’ing labor lines, and not expediting units in and out of the shop as well as parts being dispatched to the bay?
“No matter what we want to call this position, knowing what we want to accomplish with someone carrying out these job requirements will be the first step in implementing and growing this impactful dealership position.