November '18

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rv-pro.com November 2018 • RV PRO • 119 M ost of you are probably familiar with the three C's on your repair orders: Condition-Cause-Correc- tion, which is a necessity in order to complete a repair order correctly. Now, I would like for you to consider using the same three C's for effectively working with and managing your technicians. First, I want you to determine what the condition of your technicians is. To do this, you should start by asking your ser- vice director/manager to conduct an assessment of the technician's individual skill levels. This will accomplish two things: One, you will be able to determine if he needs additional training, and two, you can assess whether he is qualified to perform the work that is dispatched to him. Second, measure each technicians' pro- ductivity (hours billed on their repair orders divided by their clock hours worked) for the past 90 days so you can determine if he is performing up to his current skill level. For example, an apprentice technician will not be as productive as a flat-rate master technician, but he may very well be performing up to his skill level. Third, evaluate the tech's performance as to how he stands versus your performance stan- dards and goals. Now that you have a good idea of who is qualified to do what job and who is performing at your standards (and who is not), you have a pretty good idea of who needs help Dealers who address the three C's – condition, cause and correction – as it relates to technicians in their service department are likely to see employee morale improve, productivity increase and gross profits rise significantly. By Don Reed Don Reed is the founder and CEO of DealerPRO RV Training in Gahanna, Ohio. With 26 years of success in all departments of a dealership, Reed's training has the ability to transform service advisors into skilled service salespeople and service managers into proven leaders. For more information, call 888-553-0100 or visit www.dealerpro training.com The 3 C's for Managing Technicians Sometimes the best thing you can do for your technicians – and for your own bottom line – is to simply listen to their concerns, and then implement fixes as needed. B U S I N E S S

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