FEATURE BY DUSTIN JONES STRATEGIC RESULTS HIDDEN IN RECON Connecting Recon to the Hidden Strategic Results I t's good that your recon department knows that it needs to complete every service inspection in .5 (point five) days and detail in two days. That efficiency sounds good on paper. But the question arises, how do you get there? GET TO THE EFFICIENCY Using reconditioning software will help here to a point. This software allows the used car director, service director, and recon director to track reconditioning workflow times. It also helps them identify bottlenecks along with other days that can cost the dealership considerable money if not corrected promptly. From a holistic perspective, there is always something in the recon process that can be maximized. In the most productive and profitable recon operations, managers and staff have been acclimated and sensitive 24 to recon economics. They think about how strategic recon creates and pushes efficiency improvements (and savings) throughout the organization. The advantage goes way beyond getting used cars on the frontline faster. This strategic advantage enables them to adjust the flow of vehicles through the recon workflow on the fly to better meet evolving sales opportunities. These operators start by practicing a disciplined approach to the reconditioning process. They recognize the connection between reconditioning speed and variable operation's benefit of seeing backward through the recon pipeline. This strategic advantage enables them to adjust the flow of vehicles through the recon workflow on the fly to better meet evolving sales opportunities. MARGIN STRENGTH OUTFLOWS FROM SUCH A STRATEGY The phrase " time-to-line " has become the efficiency standard for