internal repairs. Not replacing or resurfacing those rotors is a lost labor hour opportunity for the service department and lost revenue for the parts department as well as a comeback situation due to brake vibration. AREA 2: EQUIPMENT Before we transition to this consideration, here is a point we all can agree on: It is a reality that techs don't grow on trees and that management is shy to add new equipment. Wise service managers know how to navigate around and through both limitations because customer-pay and internal work are critical to dealership success. Internal work is a constant in the service department, whereas retail service customers visit service every six months to once a year unless an issue with the vehicle brings them in more often. 48 Particularly for internal services, you can't afford unproductive assets. Techs must be able to turn wrenches so they and their bays can turn a profit. As we've noted, that outcome can be a challenge for a shop where either customer-pay demand is such that techs must be pulled from internal work to handle the customer load. Or, where internal techs can't get to their work because resources such as tire machines or alignment racks are being used by the retail techs. HOW DO YOU MANAGE SITUATIONS LIKE THESE? The best case would be a separate facility or offset reconditioning center and separate equipment for recon techs who do more brake work in a week than retail will. The internal shop handling a monthly load of 150 to 200 cars will need at least two brake lathes, at least two tire machines, and balancers. In some high-performing in