FixedOpsGuy
05-08-2014, 09:09 AM
I would like input regarding an old idea that is starting to become somewhat common in larger stores....
...Closing down the "technician side" of the parts department.
I have seen this plan implemented at a large Toyota store, 50 techs, 6 parts advisors, 2 support staff still actually in the parts room running parts to the crew in the stalls.
I have seen stores that have the parts crew in the shop with a completely different title as "production manager"... dispatching tickets, billing out parts, helping with MPI inspections, loading parts on pre-RO's, tracking additional sales closing ratios, etc.... with their pay plan completely modified from "parts pay" to labor based.
I have seen stores where they only move 1 parts person to the shop handling express service...
And, I have seen the typical, parts person in the middle of the shop where all that is accomplished is that he is in the middle of the shop and the tech saves walking time.
Are there any stores out there that have implemented this new theory? What size is your store? what challenges did you face? How many stages did it take you?
I believe that this is truly cutting edge thinking. In the right shop, well implemented, it produces hours, sells more labor, makes people and departments more efficient, enhances communication with advisors and customers, increases closing ratios on up-sell attempts, provided better MPI inspections, etc....
Fixedopsguy
...Closing down the "technician side" of the parts department.
I have seen this plan implemented at a large Toyota store, 50 techs, 6 parts advisors, 2 support staff still actually in the parts room running parts to the crew in the stalls.
I have seen stores that have the parts crew in the shop with a completely different title as "production manager"... dispatching tickets, billing out parts, helping with MPI inspections, loading parts on pre-RO's, tracking additional sales closing ratios, etc.... with their pay plan completely modified from "parts pay" to labor based.
I have seen stores where they only move 1 parts person to the shop handling express service...
And, I have seen the typical, parts person in the middle of the shop where all that is accomplished is that he is in the middle of the shop and the tech saves walking time.
Are there any stores out there that have implemented this new theory? What size is your store? what challenges did you face? How many stages did it take you?
I believe that this is truly cutting edge thinking. In the right shop, well implemented, it produces hours, sells more labor, makes people and departments more efficient, enhances communication with advisors and customers, increases closing ratios on up-sell attempts, provided better MPI inspections, etc....
Fixedopsguy