In the modern context, it’s not laziness that is being measured. Most workshops are working flat out, so the saying is being applied to the value placed on time being worked by everyone on the floor.
The less the workshop management values labour time, the more likely that time is being given away free, and even worse, time-wasting tasks could be infiltrating the daily routine.
Here is a list of common time-wasters, along with ways to avoid them.
The right jobs for the right team
The natural tendency is to book jobs in on a first-in, first-served basis.
If diagnostic work and timing belts on late model vehicles fill the diary, it will be likely that junior employees will be left with little productive work to do.
But if your workshop is busy enough to warrant bookings in advance, start allocating work to days that will match the technicians you have on hand. This could mean that time might be available for a service tomorrow that an apprentice can handle, while a more complex repair might have to wait a week until a more qualified technician is available.
Diagnosing is not free
Time spent diagnosing jobs for free is still a huge killer of time. It is acknowledged that on any given day, some problems will be looked at, free of charge. This is perfectly normal and will often help to secure a booking. But a line must be drawn to differentiate between a ‘quick look’ and diagnostic work that must be charged.
Diagnostic work needs to be treated like any other service provided by the workshop. A brake fluid flush wouldn’t be done for free, so why should diagnosing a customer’s problem be done for free? Diagnosing is part of your stock in trade and is the same as a visit to your local doctor — do you ask for a quick free check-up before the prescription is written?
After the initial quick look, a financial commitment needs to be secured before any further work begins. This methodology needs to be applied to standalone diagnostic problems as well as vehicle servicing when the customer introduces a new problem that needs looking at. A service is a service, and the book time taken to perform that service does not accommodate additional time to investigate another problem, no matter how simple it might be.
Saying no isn’t bad
No technician can do every type of job on every model of car. Any attempt to do so is a recipe for disaster, and nothing kills time like a job gone wrong. Many highly skilled workshops have learnt to say no and will happily refer work to associates and other workshops. Be realistic about the work your workshop does well, and outsource those jobs which are not your bag. The customer will appreciate your honesty, and you will be doing a favour for a kindred workshop.
A quote is not an answer to everything
Completing a detailed quote for every enquiry or repair is simply not sustainable. That doesn’t mean accusing every customer of being a price shopper, but it will save a lot of time to filter out those who will most likely go ahead. This is easier done over the phone or in person, rather than online.
By all means provide a price guideline, but tighten it up with a final quote when the customer gives a verbal commitment to go ahead.
Review vehicle history before you start
When customers drop off their vehicle it is imperative that previous history is reviewed and discussed. Very often, items mentioned last time could well be overdue.
Technician productivity will be significantly boosted if the go-ahead is given on additional items before technicians start the job, rather than having to report the same problem again and then wait for customer approval or parts before the job can be completed.
Waiting on parts for pre-booked jobs
Standing around waiting for parts is a good time-waster. There are exceptions, but time wasted waiting for parts could be eliminated for most pre-booked jobs. This means reviewing the booking diary at least 48 hours ahead, so that parts can be ordered to arrive on time.
Update the admin
Every job takes a significant amount of admin time, from booking to invoicing. The advances in specialised automotive software programs have made this job easier and the programs are much more user friendly than they once were.
Electronic diaries and job cards may not be perfect and they won’t offer the same flexibility as the paper version, but gains in efficiency far outweigh the negatives.
If your workshop still runs on a paper diary and job cards, you are encouraged to try the electronic versions. Those who go electronic rarely revert to the paper version.
Micromanaging employees
Micromanaging may seem tempting, but it can do more harm than good and it is a time-waster.
Owners and managers no doubt want things done a certain way, but a workshop team will not respond well if they are constantly being monitored. Let them do the job you hired them for.
Time is the commodity every workshop sells, so the more you sell the more profitable the workshop will be. Hard work is an essential part of the commodity but it’s more about working smarter and eliminating time-wasting tasks. Start thinking like a lawyer or a doctor and start valuing your time. Your bank balance will be pleased with the results.
