Fixed Ops Magazine - 2022 Vol19 03 - 42
FEATURE BY MARCUS AMAN
DO YOU
MEASURE UP?
What metrics will drive your fixed ops profitability?
A
s a fixed ops director, I was frustrated by the
lack of information to improve my team's performance.
If I order a pizza, I can watch its entire
journey on my smartphone. Yet I could not see the status
of the repair order 30 feet away from my desk.
Thinking about this dilemma, my research led me to
learn about lean manufacturing. Toyota is famous for the
Toyota Production System, which has spawned a revolution
in how factories and businesses are managed. The
basis is, " A production system based
on the philosophy of achieving the
complete elimination of all waste in
pursuit of the most efficient methods. "
With a shortage of technicians,
improving their productivity is critical
for our industry to provide the customer
service our customers expect.
One industry analyst suggests shop
productivity can increase over twenty
percent by identifying and fixing
the wasted time in our shops.
42
EFFICIENCY EQUALS PROFITABILITY AND
CUSTOMER SATISFACTION!
There is a famous quote, " What gets measured gets
done " , attributed to the father of six sigma, W. E. Deming.
My version of this thought is, " What gets measured
gets improved " . It is important to ensure that
you measure the right things, benchmark them against
what good looks like, and focus your team on closing
the gaps.
With a shortage of
technicians, improving
their productivity is
critical for our industry
to provide the
customer service our
customers expect.
Generally, fixed ops has two metrics
that are captured for each repair job.
These are the time a repair order is
created and the time the repair order
is closed. It is hard to diagnose
and improve shop performance with
only this information. Knowing what
goes on between a vehicle entering
the bay and the job being completed
is critical. Along these lines, shop
scheduling can be haphazard with
Fixed Ops Magazine - 2022 Vol19 03
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