Joined: 15 May 2007 Posts: 774 Location: Baton Rouge, LA
Posted: Mon Jun 23, 2008 8:09 pm Post subject:
Dave wrote:
louis wrote:
A little off the topic, but here's a crazy twist [not too unusual for me? ] "Ever since you" is a very normal human reaction. The mind is a comparison device and change is what gets its attention. When it see change, it looks to make logic of it (cause and effect.)
I have found that most of the time when people use the term “ever since you” it is in reference to a point in time. Generally they do not mean we did something incorrectly, rather they just noticed the issue after we worked on their vehicle.
One way we have minimized the negative calls is to explain what the client may expect as a result of the repairs just performed. An example might be repairing what caused the Check Engine Light to come on, then explain what monitors are to the client. Let them know that if one of the self tests fails the computer does not run the rest. Now that we repaired your vehicle the computer is able to run more self tests. If it finds something else wrong it may turn the Check Engine Light back on. It can take up to two weeks for all the tests to run. If the CEL comes back on, do not panic, give us a call so we can check it out. This way if the CEL comes on they are almost expecting it to and do not get upset.
Very good idea. I find explaining why one course of action may be better than another helps as well. Often times I find it more prudent, to correct known problems and see if collateral issues go away as well, when the client agrees. This is often vastly less expensive than tracking every possible issue.
An example might be an engine with reduced fuel mileage. There might be many causes. Suppose engine tune is in order, and the thermostat is stuck open. I would rather repair the thermostat and explain there could be other issues. "Try this and see if you would like us to look further."
Dave wrote:
louis wrote:
Rather than fight this, why not invite it? Over ninety-percent of the time it's a new problem and we get paid to fix it. I try to encourage it. A long no-hassle warranty and several ways for people to reach me, even at night, holidays and weekends. It makes me a lot of money and makes people feel good about our service.
Not such a crazy idea at all. It is just a mind set. Rather than the customer against the shop, It is the shop and client against the car.
I have my cell phone number on the answering machine. I am surprised how little it gets used.
I use email quite a bit and widely publicize my website. Almost every weekend, I am able to assist four to five clients with "emergencies." Most times they are looking for guidance rather than a fix. The great thing is I can also help from a Carribean Island or in the middle of the ocean, on a cruise ship. This also greatly helps with scheduling as many emergency are realize to be non-critical.
Joined: 19 May 2007 Posts: 206 Location: Camp Verde, AZ
Posted: Sun Jun 29, 2008 8:34 pm Post subject:
Here are some other things that mess up the appointment system.
1) David Vidler mentioned come-backs.
2) Incorrect time estimated
3) Not being able to get authorization to proceed
4) Not knowing exactly what needs done.
5) Taking in non scheduled work.
6) Taking in work the shop is not equipted to do.
7) Incorrect tooling.
Are there any other ideas to add to the list?
_________________ David Wittmayer
Owner / Manager
Hansen Enterprises Fleet Repair, LLC
Camp Verde, AZ
www.hefrshop.com
Joined: 15 May 2007 Posts: 774 Location: Baton Rouge, LA
Posted: Sun Jul 27, 2008 12:07 pm Post subject:
Dave wrote:
Here are some other things that mess up the appointment system.
1) David Vidler mentioned come-backs.
2) Incorrect time estimated
3) Not being able to get authorization to proceed
4) Not knowing exactly what needs done.
5) Taking in non scheduled work.
6) Taking in work the shop is not equipped to do.
7) Incorrect tooling.
Are there any other ideas to add to the list?
Hi Dave,
I think this list is an excellent place to start. Right before us is the blue print for a drastic improvement in this common process. So how do we start?
I would begin by prioritizing the steps I feel most commonly cause problems. This way effort is being directed at things with the largest payoff.
1) Comebacks are a huge issue and one that is well worth working on. That said, they are likely infrequent in most shops and therefore a smaller factor if the aim is to improve appointments. Something to work on everyday, but not given priority in this matter.
2) I think this should be very near the top. I believe this happens over and again, several times daily and is the heart of most scheduling issues. I would make this number one. Further, it is 100% in the control of the shop. A major problem, in my opinion is the way work is priced. Using inflated hours and artificially low service rates equates to continuous chaos in scheduling. At least two full systems are being maintained. One definition of an hour is used for billing, another for scheduling. This is a vastly complex system, in my opinion. Calculating actual time needed, in advance, billing and scheduling that amount of time, has helped me a great deal.
3) This is a far more difficult problem, because it involves changing the client. If it is not frequent, I would move on to more pressing issues. If it is frequent, I think it will have to be addressed indirectly. For instance, making yourself more easily accessible or making the schedule more flexible (see number 5.)
4) I think this too should be near the top. I was able to greatly improve results here with three things.
Improved interview training for those making appointments.
A triage approach as to difficulty of the appointment and who handles it.
Having difficult problems interact directly with the technician.
5) This does not need to be a problem. This only become a problem when commitments are made that cannot be honored and priorities are continually juggled. Largely this is a matter of perception. We take several drop in clients ever day. Scheduled appointments take priority, drop in work is used to fill unpredictable openings (e.g., waiting on authorization, no shows, diagnosis not taking as long as planned, etc.) This has worked well as long as drop in clients realize the worse case scenario, as to time, in advance.
6) and 7) The same problem, in my opinion. I also think this is more a marketing issue than anything else.
Joined: 15 May 2007 Posts: 774 Location: Baton Rouge, LA
Posted: Wed Jul 30, 2008 7:10 pm Post subject:
Hi Dave,
Triage is simply sorting of appointment for pre-handling. For instance, most appointments are fairly routine. With good interview skills, the receptionist can gain all information necessary for a good estimation of time. For instance, a timing belt on a Camry V6, or brakes are grinding on a Chevy P/U with 80K miles.
There are also more difficult request and these might be sent to the next level. For instance “My fuel mileage is down about 30% in the last month.” I would review such a file along with vehicle history and occasionally a follow up call to the client, before the time is actually blocked out. The receptionist would do the initial interview, gather as much information as possible and block out more than expected time (normally well in advance.) After reviewing the file I would adjust the time.
There are also very complex request or those not easily communicated. With these we would suggest the client stop in and let a technician ride with them, before the appointment is set. An alternative might be leave the vehicle and let us work it in over several days, if time is not an issue. With intermittent problems, that have already been to several other shops, this is normally the way I would try to approach it. Please let me know if I did not explain this clearly and I will try to go into more detail.
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] "Ever since you" is a very normal human reaction. The mind is a comparison device and change is what gets its attention. When it see change, it looks to make logic of it (cause and effect.)
