DealersEdge Professional Forums

I'm looking for information on how other dealerships handle "waiters" in their service dept.
Actually, I'm wanting to find out what "qualifies" as a "waiter" in your service dept.
We're having a problem with too many RO's being written as "waiters".
We are constantly pulling technicians off of better paying, time consuming jobs to handle 'waiters".
This is causing delays in completing other jobs, and leading to complaints and poor CSI scores, due to the time it is taking to complete repairs.
The advisors realize this, but keep writing waiters, that, in my opinion, shouldn't qualify as a 'waiter". It's killing us.
An oil change is one thing, but "waiters" with 4 or 5 lines on an RO is nuts.

Any input would be greatly appreciated.
Thanks,
RLWOLF

a "waiter" should only be an emergency (blown tire,out of date inspection or a well over due oil change etc. etc.) nothing more. any others should be booked in.

Since this is posted in the Parts Managers Forum I do not know it you have the authority or power to change a problem that is in Service. Assuming you do, or the store is a well run team that seeks to cooperate and improve (there are some). If this is not the case than there is a management problem and you may not be able to change it, especially if the Service Writer or Manager is the owners useless son (or daughter)! Sorry cannot fix that one.

It begins with the Service Writers having a uniform definition of what a "Waiter" is. There are certain obvious items that will generally be Waiters but even an LOF might be left for the day. There are also obvious items or multiple items that what disqualify an RO as a Waiter.

Obviously a good Integrated Service Scheduling system would be of great benefit if utilized. Over the years I have been surprised at how well a properly managed scheduling system can work even in rural or seat of the pants settings.

Once defined the Waiter designation must be used with discretion by the writers. It is always far better to address the time needed to complete when the RO is in write-up and the customer is in front of writer or during scheduling. The writer must be prepared to explain to the customer the potential time required for a repair. This is probably a good time to under promise and over deliver. Alternatives such as a shuttle home or to work, loaner, call when ready, and Etc. should be offered, explained, and encouraged.

Do the Service Writers pay parameters encourage over promising to get the job?
Are they monitored individually so those creating the problems are identified?
Are customers advised and given a legitimate reason if a repair is going to go beyond the promised time and if so is it done BEFORE the time has expired?

I could go on but what is needed is well defined processes and management assuring those policies are followed.

Here virtualy every oil change is a awaiter regardless of wait time. I have had customers sit here for hours rather than take a shuttle ride. PRogrmming remotes, check engine lights, rotation, balances, weatherstrip replacements, etc and on and on. At Scott's store they would waiter every ticket to try to get the jump on each other and would go out in the shop and strong arm techs into putting their tickets first. Constant battle.

My store is "waiter" hell. We have no dispatcher, techs pic and choose what they work on, or they are bribed by advisors to look at their tickets....stamping "waiter" on the tickets just heightens the so called priority. We could push another 30K in profit, if we had a SM that enforced some structure. Sadly, the techs have him over the barrel and they do what they want.

Sadly as these techs retire, we will see more and more SM's being held over a barrel. Techs will run amock as we can't aford to lose them or their traiing and no help from the manufacturer or the owners to recruit and hire young, intelligent blood as the younger generation doesn't want to wrench or work for flag hour in 100+ degree shops or 0 degree shops.

Sadly the horror stories of mismanagement are all too true. I have witnessed similar situations myself. Obviously without management support it is difficult to change the situations. However if the "fear" of losing a Tech is determining you actions allow me to share a story:

As Office Manager of an aggressive GM dealership and participant in the management team we became aware the senior tech in the dealership was causing problems and had a general poor attitude. He turned more hours than any other Tech, had all the credentials, and was the default leader of the other 6 techs that were also well qualified and turned respectable hours. The situation progressed to the point we could no longer tolerate it. We put together an "exit plan" as follows:

Friday night (shop not open on Saturday) the DP would call him in at closing time and terminate him. I was to have his final check including unused Vacation, all hours to closing time, and anything else he was due. We also arranged a lift gate truck capable of loading and transporting his tool box to his home that night. I essence we ushered him out after the other techs left for the day with no need for him to return. Plans were also made to deal with the expected backlash from the other Techs on Monday morning knowing he would call them all over the weekend.

All the management team was in early Monday and prepared for the onslaught. First thing Monday two techs walked into the DP's office and thanked him. Before noon every tech, porter, and parts counter person, (even a couple of salesmen) thanked the DP or their supervisor. The terminated Tech was a poison they were tired of enduring. I am a very optimistic positive person but realize you should be prepared for negative outcomes. I was astonished at the positive outcome.

Moral of the story - You cannot operate successfully from a position of fear. Whether you are a United States Marine in Viet Nam or an Office Manager in a New Vehicle Dealership respect, awareness, and planning for negative outcomes yes fear NO.

Big thanks to all of you!!!!!
This is such a great posting I had to print it and take it up to the GM.

Just Bob,

We had same situation with service manager, Service and parts director terminated him after hours on a Thursday (end of pay period) came into my office Friday am before we opened and told me and asked for support, fearing backlash I was more than happy he was gone so that was not a problem. When all the Service personnel had arrived we had a shop meeting to announce the changes. Actually had people clapping and cheering. From that day on shop had a complete attitude change. It was truely amazing.