To Dispatch or Not Dispatch?

[Doug]

Ser Sol wrote:

"With repair work at 100%, warranty work at 70%, and maintenance at 135%, it is easy to see that an appropriate work mix should lift shop production. It takes an effective selling system with the proper management tools and training to wring out the potential production every shop has."

I agree with this and would like to hear ideas about truly controlling the work mix. I have never really been able to. How much routine maintenence work is sold is controllable to a degree....but warranty and "repair" work is is different story. How do I control these? (I'm asking, not arguing)

Cheers
Doug

[AJHORNE]

TRY HIRING A SHOP FORMAN.HE CAN DISPATCH AND ALSO TURN A WRENCH ON THE FLOOR.HE CAN HELP WITH PROBLEM CARS.MAKE HIM RESPONSEABLE FOR THE TECHS.THIS WOULD BE ONE MORE WEIGHT OFF YOUR SHOULDS.YOU KILL 3 BIRDS WITH ONE STONE AND MAKES EVERYONE HAPPY.

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ANDY H

[PucHed]

We do what AJ suggested. It works great. We pay our Lead Tech (foreman) a 50 cents per hour that he dosen't turn, plus his rate. He dispatches the work, helps with coordinating training, helps with problem cars, etc. Last month, all of our techs were within 10 hours of each other for the month. This cuts out having to hire a new employee, and costs you very little.

[dodgeboy]

thanks for the feedback guys. I am wondering if anyone out there has any favorable feedback about having a dispatcher. Any success stories? Thanks again

[rgandy@peruzzi.com]

I managed 2 shops where we had dispatchers. We eliminated them and increased productivety by going to lateral support groups. A dispatcher blocks communication in 2 directions. After we successfully did that in those 2 shops the larger service departments in our dealer group also went to lateral support groups. Not only did we increase productivety we eliminated an expense.

[coyotekid]

ok.. so I have to go against the grain here...
I used a dispatcher in a 18 tech shop and had GREAT results... before we put in the dispatcher the advisors were playing favorites, only writing to their "comfort" zone, etc.. I hired a dispatcher with very tight and set objectives. He was NOT located where the techs could come and whine to him.. (next to my office so I could oversee)
He increased the production 10% the very first month.. kept it at a steady 20% increase over the next 2 years.. I have since left... the new manager took him out.. put in support groups... the place tubed, and now I hear they've hired the dispatcher back...
I think it all comes down to the people involved. I'm a firm believer that the RIGHT person can up the production in a shop. He has to know who can do what, how long a job SHOULD take, and how to get more production out of everybody.. that sort of person is not easy to find, but definitely worth their weight...

[dodgeboy]

coyotekid, thanks for your input, thats what I've been hoping to hear, The plus side and the negative side. What kind of goals or objectives did you give your dispatcher, and how did you pay him? I only have 7 techs at this time. The most my shop can accomodate is 8. I personally like the hands on of dispatching myself. It's one job I really don't want to delegate to someone else. I feel like I can control the work flow better than my advisors or a dispatcher. Any input is appreciated.

[coyotekid]

Dodgeboy,
The way I started was a simple "hours of production per day" goal. You'll have to initially look at what your shop is doing now, as a total and with each individual technician. Then figure where you'd like it to be with-in the next 6 months. Keeping in mind that there will be a little bit of a growing pain, but, depending on the individual, that shouldn't take too long. I sat down with the dispatcher and asked for a simple 5% increase each month for the the 2nd through 6th month... He really surprised us all, including the techs when he jumped it up so quickly. It was nice to be freed from that job myself so I could focus on other items. Like advisor upsells, walk arounds, etc.. etc.. He will need to know and learn what each tech is doing now and what they are CAPABLE of doing...

good luck with it!!

[Ser Sol]

How do you control work mix?

Well work mix control does not occur in the lane, it occurs when the appointment is made. There are inventory control techniques that apply to service hours just as they apply to parts inventory(the service department inventories and sells hours). The service selling process starts at appointment time through proper conversational selling and suggesting techniques. It's low stress and it is fun.

Control in the service selling system can only occur if there is real feedback in the system. Systems without feedback are open systems and open systems trend to chaos. Chaos in a service drive is a symptom of an open service system. Run a diesel engine at full throlle with the governor disconnected (feedback)and see what happens. With proper feedback, the system is a closed system and control is achieved (workmix control)and max performance is within reach. Only closed systems can be max performed. You can max perform your service department and it has nothing to do with a dispatcher.

If needing control of everything through a dispatcher is critical, look forward to a stress filled life with constant reminders that you are not in control. Management experts will tell you that the average trained manager can control 7 employees and be efficient doing it. It's called management span of control. A genius can handle 12. Beyond that you loose efficiency and effectiveness and increase the stress level to an unsustainable level.

With the title Service Manager comes the responsibility to create a work environment that is livable and that will not eat people. It's not about making your job easier, it's about working smarter and using the talent your people already bring to the table when they are hired. It takes a lot of training and coaching and counseling - it's hard work to build an efficient organization of people rather than rely on one man(dispatcher) to handle the work flow. Weak managers can't let go and will not train others to help share the load.

As an Ex air force pilot,and now a service manager, I was there too, so I know the fear of letting go of a service operation and trusting that everthing still got done - I was a control freak squared. Training your people and installing a strong selling/production system (like groups)is the only way to go.

Don't give up -- keep plugging.

John
Ser Sol

[dodgeboy]

well, so far, I would say the majority of you are against a dispatcher, and in favor some type of team concept or lateral support group. Ser Sol, I understand your last post fully, the reason I chose to dispatch instead of my advisors, was to take the extra work load off them and give them the opportunity to spend more time at the service counter with the customer and less time waiting to see who the next tech in line was. I have a very well trained service staff and they have the ability to dispatch properly if needed, but like I said, this gives them more time with the customer and I don't mind doing it. All the responses have been helpful. Keep the opinions coming!

[This message has been edited by dodgeboy (edited 11-07-2003).]