DealersEdge Professional Forums

I know it happens when they can't get to something or just don't want to do something for whatever reason. The path of least resistance is always to just say parts were wrong, parts aren't in, parts need to be ordered, etc..

Many times that's true but over the years, I've found it to be not true pretty often. Usually find out when a customer calls to see if the parts they ordered were in when they were in stock the whole time.

Well, this morning I got notice of a bad survey and in the customer's own words - "The part that was ordered to repair my vehicle was defective, so another had to be ordered"

After looking into it, I can see that what really happened was the first 2 parts the tech ordered didn't fix the whole issue so he had to order another, different part. Nothing was defective.

It's entirely possible that the advisor told them the truth and the customer is mixed up but using the word "defective" strikes me as that's what he was really told.

Just wondering how often you guys find out what a customer was really told and what you actually do about it.

Parts is probably the scape goat for more than we know, however, throwing ANY department under the bus with a customer is unacceptable! No Excuses!

Almost a daily problem, trouble is no one will do anything about it. I just keep good notes and if customer asks I give them the true facts and let them know what I will do from that point.

How often does service throw parts under the bus; as often as they want to; to deflect any problems they might have. Fellow parts people; this has been endemic in our business since decades before I got involved with it. There is, however, a 'cure'; I stumbled on it accidentally many, many years ago when one of my clients insisted that he (the G/M), the parts manager, accounting manager AND the service manager be in the parts training I was conducting.

The outcome was one of "revelation" from the service manager who really did not know what challenges parts were facing on a daily basis; the outcome was a much higher level of cooperation between the departments. Since then, I won't go into a dealership regardless of what they might offer me unless those four people are at the table together; if not, I'll refer the service to one of my subordinates.

It works when we are all singing out of the same hymn book. It would be nice if the factory also joined the choir.

Mike Nicholes

Good info Mike - thanks

Mike Nicholes wrote:How often does service throw parts under the bus; as often as they want to; to deflect any problems they might have. Fellow parts people; this has been endemic in our business since decades before I got involved with it. There is, however, a 'cure'; I stumbled on it accidentally many, many years ago when one of my clients insisted that he (the G/M), the parts manager, accounting manager AND the service manager be in the parts training I was conducting.

The outcome was one of "revelation" from the service manager who really did not know what challenges parts were facing on a daily basis; the outcome was a much higher level of cooperation between the departments. Since then, I won't go into a dealership regardless of what they might offer me unless those four people are at the table together; if not, I'll refer the service to one of my subordinates.

It works when we are all singing out of the same hymn book. It would be nice if the factory also joined the choir.

Mike Nicholes

Sir, that sounds as though the gates to heaven had opened up in front of you and they said let there be cooperation, I point that I would like to bring up as well as Mike Nicholes said was the lack of information about parts daily operations by the advisors, I believe that if cross-training was a mandatory thing, it would be a god-send. I have tried myself to learn as many modules about service and sales, including F&I as I can. Another thing is that the service advisor is the first touch point for a customer in the Fixed Ops division, and when the advisor receives information from parts, the service advisor interprets it in their own way as too get the customer on their side and keep their CSI, or KPI's up high. I feel as though working at the back counter for a number years that I see this first hand a lot. In 30 years when I hopefully become a GM I hope to try this if it is not already a normal thing

First off, I do not see eye to eye with two of my counterparts in regards to management style. Digging in and fighting back just isn't my style.

In an effort to squelch criticism, I submit the benchmark numbers at the weekly mgrs' meeting... fill rate, RIM compliance numbers, and the like.
This helps prevents the parts dept from being tossed around, thrown under the bus, or whatever.

I think that my determination to get along and cooperate with others, regardless of title, regarding day to day business (both successes and problems)
has much more of an impact on a smooth daily operation. High standards, solid integrity, and excellent communications make for much less stress,
and much more enjoyment of arriving each work day and doing it all over again. Communication is key...

your mileage may vary...

~ gt

That bus runs on a two way street. How often does Parts drop the ball and ask the tech or service advisor can they wait another hour or day? It happens, wether it's a delivery running late or your manufacturer didn't ship an overnight part. And sometimes, yes, the parts team honestly drops the ball.

You've got to work together with the drive as if your survival depends on it. Make them aware of your challenges, your efforts to partner up with them, and the amount of "under-the-bus throwing" will drop.

About as many times as the Parts employees do in most dealerships.

Mike is correct with his assertions that if the management staff do not come together the personnel will be divided. If you have this problem in your facility look in the mirror for the answer and talk to your managerial counterpart. The two of you must work together with the customer as the common goal. By working together you can virtually eliminate this unprofessional behavior.

Remember the staff will follow their leader. Be a professional leader and coach them to the proper standards.

Remember the staff will follow their leader. Be a professional leader and coach them to the proper standards.



While I agree with this 100%. When you have a manager (Service) that would rather be a friend to his employees 1st and a manager 2nd it doesn't work well. Like I said in previous post upper management doesn't see it or won't do anything about it. All of us in parts try VERY hard not to do it but it is not a two way street.