To Dispatch or Not Dispatch?

[phorn]

So how is the lateral support group supposed to work when your techs are specialized in certain areas, and there are not enough of the specialties to balance the groups out? For example: three groups and only two transmission techs?

I have a 12 tech shop with three groups and three advisors. I am using the support groups with 3 group leaders who dispatch and am facing the never ending problem of perceived favoritism, anger from some techs that one group leader is not "qualified", and frustration with the group leader with the work that they perform.

Our group leaders are paid by the flag hour and a commission based on the hours their group produces, so they are entitled to do gravy just like everyone else. All my attempts at explaining this to the techs seem to have failed, and I feel the best thing to do is to eliminate the group leader position and let the advisors do the dispatching. However, I also am of the opinion that the advisors are best left to do the selling. Any suggestions?

[Ser Sol]

PHORN,
You need to be tracking gross as a % of sales by group. When you hit a number less than 65% to 70% then you know that work is not being dispatched in an efficient manner. My guess is that your work mix is either skewed toward warranty or heavy repair.

Your job as a manager is to change what you do not like or what does not meet your objectives in contributing to sales/production. Do not let your environment dictate what will happen. Train all the skill sets you need into each group. If technicians do not want to be a part of your plan keep an eye open for new hires that are motivated and trainable - and work toward a long term fix without blowing up your service department.

A proper work mix and a balance of work for everybody is the grease that makes a shop run smoothly and make money in the process. Look for an effective labor rate of $5-$7 below your stated rate as a guide - any higher and your work mix is too heavy on skill demand (low production and clogged shop, lots of complex diagnosis and special order parts)- any lower and your gross as a % of sales (retention) will suffer along with the bottom line.

Good Luck!

John
Pika68@aol.com

[spoothed]

I have worked both with dispatch and with several versions of "lateral support groups." I still find dispatch the most effective, but the dispatcher needs to be very involved with the progress of the tickets and this is usually not the case. In your situation, I think it would probably help you in the long run to find another person to handle managing shop productivity - it will make you more available. Dispatch could be very good for you if you have a strong expectation for the dispatcher/shop foreman and there should be a mutual trust. If your dispatcher/shop foreman is "passionate" enough about the way he/she goes about the job, then they will understand that they "manage" the repair process, not just "hand out tickets."

The biggest problem with having technicians (team leaders) hand out work, or for advisors to dispatch is that it often, and inadvertently, becomes biased. With shop foremen (salaried techs to manage the other techs/their team and dispatch) it is my experience that they get "lazy," and that the gravity of their position is taken lightly. Dispatch introduces a good "control."

Lateral support groups are almost a "trend" these days, but are not always appropriate for every dealership. I think you should talk to your technicians and advisors in an open-forum meeting (and bring your GM along!)and get a good feel for what would work best with your team.

Good luck!

[davedineen@tds.net]

Have used both systems, dispatch and lateral support, and have had success with both. It all comes down to your people...can you find the "right" dispatcher? (be honest, this is easier said then done!) If not, then you have to ask the question if your service advisors can handle a lateral support group? This is an age old question that can only be answered by the guy who is calling the shots at the store...and who knows the people well enough to know what they can and cannot handle. Hey change is tough..but neccessary if you are going to stay competetive in this business.