FACILITY POTENTIAL		
Number of Bays	8	 	 	 	 		
 	x	 	 	 	 		
Number of Days	21	 	 	 	 		
 	x	 	 	 	 		
Number of Hours	8	 	 	 	 		
 	x	 	 	 	 		
Effective Labor Rate	 $             123.42 	 	 	 	 		
 	equals	 	 	 	 		
FACILITY POTENTIAL	 	 $        165,877 	 	 	 		

FACILITY UTILIZATION		
Total Labor Sales	 $             93,251 	 	 	 	 		
 	÷	 	 	 	 		
Facility Potential	 $           165,877 	 	 	 	 		
 	equals	 	 	 	 		
FACILITY UTILIZATION	 	56.22%	 	 	 		

				

				

Qualitative Analysis
Cindy Breckon Barry Automotive

Strengths

•	Our DMS and Wi Advisor both track RO counts, labor operations, SOP and BO parts. We are lucky enough to have a strong tracking system for both the parts and service departments. Our DMS allows us to build the needed reports to stay on top of everything.
•	We are in a rural area that is seeing large growth in both population and in fleet company opportunities.  We have several fully trained heavy line technicians to accommodate the 4500 and 5500 trucks and ProMaster van lines that are ever growing.
•	Barry Automotive has brought on a new GM that is very invested in the growth of our facility and along with our working Dealer Principal will push the sales managers, sales staff and fixed ops departments to continue to take over our market and neighboring markets in order to keep growing our brand.
•	We put a Shop Foreman in position to help grow our full shop of new and talented technicians.
•	We are in a semi new shop and are already outgrowing it. Our Dealer Principal is already in the works to build a new larger facility that we hope to keep full and profitable in the near future.
•	Continued training and a healthy culture is at the top of our everyday operating practices.

Qualitative Analysis

Cindy Breckon Barry Automotive

Weaknesses

•	Working with young and undeveloped technicians is hard to keep productivity at our goal percentages and effects the proficiency of our senior technicians.
•	There is no aggressive advertising for the Service department.
•	We are in the middle of the pack when it comes to survey response and reviews.
•	We do not have a clean, presentable and dedicated parts and customer service vehicle with company logos to enforce our customer service commitment.
•	Our customer waiting accommodations are not furnished, decorated or digitally (entertainment/advertising) utilized to its potential.
•	Our interior surrounding offices and public areas are often cluttered, unprofessionally kept and too personalized. We often have low scores on our surveys indicating that our overall facility appearance is lacking.
•	Morale in parts and service staff is low to moderate with the current parts situation so keeping everyone rallied to get more customers in and coaching the importance of getting customers back when parts do finally arrive. Restructuring the open RO count standards due to backordered/unavailable ETA parts.
•	Turning service customers to sales is inconsistent and often missed opportunities for our company.

Qualitative Analysis

Cindy Breckon Barry Automotive

Opportunities

•	Aggressively market the service department.
•	Growing population.
•	Young staff.
•	New and motivated Dealer Principal and GM.
•	Training planners and team building meetings.

Qualitative Analysis
Cindy Breckon Barry Automotive

Threats

•	New vehicle maintenance schedules are longer between visits.
•	Independent shops are ever growing and have more convenient hours.
•	Inability to procure parts in a timely manner from the manufactures. The ability to get the customer back in the same day for repairs.
•	Customers always looking for a deal instead of loyalty.
•	Advisors not having adequate time to win over the customer or to follow up.
•	Safe dedicated shop space for electrified vehicle repairs.
•	Adequate staffing.

Objectives/Strategies/Tactics

Cindy Breckon Barry Automotive

Objectives

•	Increase our Barry brand, notoriety and image.
•	Enforce our Customer processes for maximum customer satisfaction.
•	Improve our culture with the right people, training, clear communication and growth.
•	Improve our factory standings in every category.
•	Set attainable goals to grow our sales, profitability and employee commitment.
•	Increase our Absorption and decrease expenses.

Objectives/ Strategies/ Tactics

Cindy Breckon Barry Automotive

Strategies

•	Work with Advisors to maximize the shop schedule.
•	Devise a better process to inform service when SOP/BO orders are received.
•	Strengthen our dispatching process.
•	Communicate customer responses from surveys and reviews to the technicians and parts department to ensure we are all aware of customer needs and concerns.
•	Work with the shop foreman to ensure technicians are getting the right work and that it's being completed and quality checked before turning into the advisors.
•	Make our customers feel valued and that they are getting their best value with new specials, proper wording on RO's, vehicles returned clean and maintenance lights reset.
•	Make available time to personally follow up with customers that may have had a not so perfect experience.
•	Schedule a friends and family day after hours or on a Saturday  (complimentary) inspect vehicles and make estimates at a reduced cost if they schedule and complete repairs and/or have sales give them a trade appraisal and/or price on a new or new to them vehicle.

Objectives/Strategies/ Tactics

Cindy Breckon Barry Automotive

Tactics

•	Make the Parts manager  responsible to  track EP and LS to maximize daily and stock orders. Report new trends to SM and advisors.
•	Print technician time reports and go over the RO's that they lost time on and why.
•	Hold Advisors accountable for using WiAdvisor, walk arounds and MPI's tie percentage of usage to their pay plans.
•	Change advertising specials and market targets monthly.
•	Accept competitive coupons (with in reason)
•	Have digital advertising and "How we do it" commercials on our inhouse TV's in the public areas and customer lounge.
•	Talk to Shop foreman, GM,  and Dealer Principal about technician bonus program that changes with what our advertising and inhouse goals.
•	Do a parts pricing comparative and adjust parts matrix if and where needed.

Objectives/Strategies/Tactics
Action Plan
Cindy Breckon Barry Automotive

Task___________________________By Whom________________________Completion Date_
Dispatch training w/advisors		 Service Manager                   12/01/2023
Compile and adjust matrix	       Parts/Service Manager		        01/01/2024
Clean/declutter/furnish public areas    All Managers			        12/01/2023
Make and update goals by dept.        Service/Parts Manager              11/15/2023
Advertising Goals meeting             Dealer Principal/Fixed Ops.Mgr	  12/10/2023
Daily coaching/meetings              Fixed Ops. Mgr                     Today
LS/EP/fill rate report                  Parts Manager                    11/01/2023                                    
Adjust Advisor pay on Wi/MPI/Walk      Service Manager                   01/01/2024
Whiteboard surveys for techs           Service Manager                   11/10/2023
Schedule Friends/Family day           Dealer/Service Manager              11/30/2023
Restructure shop space EV            Fixed Ops/Dealer Principal             01/10/2024
SOP/BO communication	              Parts Manager                      11/15/2023
RO stories/Quality checks           Service Manager/Shop Foreman           11/05/2023
Technician training planners        Service Manager/Shop Foreman            12/31/2023
Process/turn cust.to sales             GM/Service Manager                 11/10/2023
Parts/Customer logo vehicle         Dealer Principal/Fixed Ops.Manager         12/31/2023

Cindy Breckon Barry Automotive
Synopsis 
Fixed Operations at Barry Automotive is a group of young professionals with a large list of goals and new processes to accomplish and by doing so we will lower expenses, hold gross and raise our fixed absorption. Service advisors’ pay plans are going to reflect their commitment to using Wi Advisor, walk arounds and MPI's. We will increase usage percentages, show by reports, and survey the importance of using these tools- by everyone, every day and on every vehicle. Gross sales, gross profit and shop hours increase when we follow processes. Service advisor training will always be ongoing and growing, i.e. changing CSI from Customer Satisfaction Index to something like CUSTOMER SUPPLIES INCOME.     By changing pay plans, we can focus on servicing the customer, not just showing up for work.                                      
Technicians will make more money/hours and record productivity with continued training. And that leads to higher proficiency and efficiency. Getting the right/enough work to young technicians will keep their morale up and happy techs are much more accepting of new policies/procedures. Displaying service department goals, hours sold and CSI scores, we are involving the technicians and reassuring them they are an important part of our team.
  Parts Advisors will have less phone and foot traffic from the service department if they communicate SOP/BO and received part orders to Service advisors efficiently. By providing accurate ETA's to service will also aide in scheduling and dispatching. It increases CSI and decreases technician and advisor frustration. Monitoring part sale prices and adjusting the matrix often will keep us competitive and profitable.
Accepting competitive advertised specials/coupons will make it easier to sell jobs and retain customers, giving us the opportunity to build loyalty. Stating a value for a car wash and a multi point inspection on the invoice is another way we are building value for our customers. We will be performing an active delivery with each guest as they leave and asking for that perfect survey or review.
Cleaning up our public areas of all clutter, last months holiday decor and limit personal items will improve the overall appearance and perception of Barry Automotive to our guests. We like to celebrate each other and the holidays but, we are professionals and not everyone in our community has the same beliefs. It needs to be cleaned up and put away promptly. Adding a inhouse TV loop will limit  competitors ads, spotlight our specials and will give us more opportunity to build value in our services and showcase our people.
I think by changing a few processes, maybe a policy or two, cleaning up our public places and our appearance builds value to employees and our customers.  We are in control of our planned growth and have a profitable future.