zation. The dealership managed an extensive catalogue of over 750 distinct labor operations. Closer examination brought to light that a significant portion of these operations were rarely utilized, with 574 operations performed fewer than ten times in the preceding year. This overextension of service offerings, coupled with inconsistencies in pricing and underutilization, pointed to a substantial leak in potential revenue. IMPLEMENTING A STREAMLINED APPROACH TO LABOR OPERATIONS The resolution to this leakage is not necessarily complex but requires a focused approach. Streamlining the service offerings to a manageable number that accurately reflects customer demand and dealership specialties is paramount. It is advisable for dealerships to tailor their labor operations to include: * COMPETITIVE SERVICES - concise range of 5-10 offerings * MAINTENANCE OPERATIONS - 30-50 routine offerings * REPAIR OPERATIONS - 20-30 offerings. These should be meticulously curated to ensure they encompass the essential services that customers frequently require. Upon refining the scope of labor operations, stringent controls must be implemented to safeguard the integrity of the pricing structure. The ability to add or modify labor operations should be exclusively reserved for management personnel. This prevents the ad-hoc creation of services with arbitrary pricing by service advisors which often leads to unapproved discounts and inconsistent charges. JANUARY FEBRUARY 2024 || FIXED OPS MAGAZINE 31