Delivering a consistently good, reliable service; understanding and meeting the individual needs of each customer; building trust and acting in customers’ best interest; helping customers get the most from their vehicles.
  • the key performance measures for the Service Department
  • how the quality of the Customer Experience and Service Department efficiency can drive 
  • profitability and loyalty
  • the importance of  small incremental improvement in a number of areas and the impact on overall Service profitability

More  and more vehicles are sold thus increasing the vehicle parc, the business opportunity and the requirement for more effective representation. Coupled with the focus on improving vehicle and customer retention along with more-effective marketing and up-selling techniques and the pressure on dealer service operations grows dramatically.
  • the principles of capacity planning and management  
  • how to grow departmental output in a cost effective manner
  • to forecast when step-change actions will be required

As with any data, the way it is presented can make a big difference to how useful the data become. Too little data and the manager may come to wrong conclusions and therefore take inappropriate action, too much and it can act as a deterrent resulting in managers missing prime areas for corrective action.
  • how sales revenue is generated (labour and third-party SIV)
  • labour rates, their level and use of a model/age mix for market appropriateness
  • how discount affects sales revenue and its impact on bottom line profit
  • how to implement discount controls
  • the core elements of service cost of sales (technician time taken)
  • how Technician working speed links to job cost
  • how to positively influence service gross profitability
  • when management action is required
  • lost profit expense control techniques
  • service direct profit

There are three key efficiency statistics that help define the performance of the service department, They are essential “common currency” when comparing performance between periods or from business to business. Where possible, a service manager should not only be fully conversant with these measures-but he/she should ensure that all of their team is also completely comfortable with what the measures are, what they mean and the part that each of them can play in maintaining performance levels if they are satisfactory or making improvements where necessary.
  •  the hours KPIs and how they inter-relate
  •  what these KPIs tell the service manager and the subsequent actions that should be taken
  •  the formula for accurate calculation of the KPIs – systems and process review
  •  how inaccuracies can easily occur in hours reporting
  •  to influence Utilisation, Productivity and Efficiency
  •  the time stealers and their impact on the after sales performance
  •  how to implement an accurate data collection system to monitor productivity
  •  the techniques for fair Productivity performance management and technician motivation and comparison
  •  the link between productivity and the financial indicator “cost of sales”
  •  how Overall Efficiency is used by dealership management in the business review and planning processes