| "The Numbers." Everybody is always talking about | | | | If you are an Advisor, you probably hear a lot |
| "The Numbers". We live and die by "The | | | | about these two numbers. Why? Because the |
| Numbers" in the car biz, don't we? | | | | Service Manager is monitoring these on a daily |
| In the Service Department we live and die not | | | | basis and he or she is holding you, Mr. or Ms. |
| only by the monthly numbers but by the daily | | | | Service Advisor for performance in these two |
| numbers as well. Service Managers are constantly | | | | areas. |
| reading reports with HPRO and EFL and CSI | | | | Lastly, Gross Labor and Gross Parts Sales. These |
| plastered all over them and the Advisors, well the | | | | are two numbers that reflect the Advisors daily |
| Advisors, they are watching the Managers read | | | | output. They are the total amount of Sales you |
| the reports so they know what to expect. | | | | have on the Repair Orders you have written and |
| In the Service Department bad numbers are | | | | are calculated by dividing the Total Gross Sales by |
| rarely a secret. | | | | the number of Repair Orders. |
| The Advisors know what bad numbers mean. It | | | | So now that you know what the numbers mean |
| means meetings and monitoring. It means stress | | | | and where they come from you can begin to see |
| piled on top of stress. And many times they have | | | | what areas you might need to improve in to |
| no idea where or how those numbers are | | | | meet the standards at your Dealership. |
| calculated or even compiled. | | | | If you are having difficulty in achieving HPRO |
| All they know is that when they are bad, people | | | | standards, then a Sales Training Course geared |
| with frowns and hard stares start showing up | | | | towards Service Advisors would be appropriate. |
| around their work station with regularity. | | | | If it is EFL, then you might want to pay attention |
| If you are Mr. or Ms. Advisor, I'd like to take a | | | | to how much you are discounting (Did I just see |
| minute and explain a few of those numbers. | | | | all the Service Managers heads turn around on |
| HPRO stands for Hours Per Repair Order. You get | | | | that one?) on your ROs. |
| HPRO by dividing the Gross Amount of Labor | | | | And if you are having difficulty in achieving Gross |
| Sales (less discounts) by the number of Repair | | | | Labor and Parts Sales then a Sales Course and a |
| Orders you have written. | | | | Phone Sales Skills Course for Service Advisors |
| Now I have had some conversations with Service | | | | would be the best action you could take. |
| Managers who want to argue about the | | | | Not taking action after you know where and how |
| "Mathematical Formula" vs the "Flags Per RO" and | | | | they are calculated along with your performance |
| all you have to do is ask yourself this question Mr. | | | | goals is not the right thing to do if you want long |
| or Ms. Dealer Service Manager, at the end of the | | | | term employment! |
| month does the Dealer Principal count up the flag | | | | Don't "die" by the numbers! Understand them and |
| sheets or the money? | | | | use them to change what you are doing so you |
| Effective Labor Rate is calculated by dividing Total | | | | can start meeting performance objectives! |
| Gross Labor Sales by Hours Flagged. | | | | |