
Reduce team idle time — standing still is lost money
In a shop, the main productive resource is the technician's time. Every available hour that is not billed is an hour of cost without matching revenue.
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In a shop, the main productive resource is the technician's time. Every available hour that is not billed is an hour of cost without matching revenue.
Open the full article
In a shop, the main productive resource is the technician's time. Every available hour that is not billed is an hour of cost without matching revenue.
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Most people who dream of opening a repair shop dream about the technical side: the car on the lift, the spot-on diagnosis, the satisfied customer driving away with the problem solved. It's a legitimate dream, built on real skill. The problem is that this dream, on its own, doesn't sustain a business. Most shops are born out of the owner's technical skill, and that's enough to keep things running at the start. But what sustains a shop in the long run isn't the ability to fix vehicles, it's the ability to run a business.
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Note: this article references NR-6, Brazil's workplace safety regulation on personal protective equipment. The underlying safety principles apply anywhere, but the specific legal citation is Brazil-specific.
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Before any strategy, there is a conceptual mistake that needs to be fixed: revenue is not the result. Revenue is the total amount that comes into the shop. The result is what remains after paying everything.
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Most shop revenue targets are defined by wishful thinking. "I want to bill 20% more this month." But 20% more than what? With which structure? With how many technicians? With which average ticket?
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Average ticket is the average value of each closed work order. It is one of the most underestimated — and most powerful — indicators for increasing revenue without increasing costs.
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Keeping customers is cheaper than winning new ones. But loyalty does not happen by chance. It is the result of a consistent process that starts after the car leaves the shop.
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None of the growth strategies will work well if pricing is wrong. You can increase job volume, reduce idle time and retain customers — and still not grow profit — if prices do not cover real costs.
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Shops that grow consistently have one thing in common: they make decisions based on data. Not on what the owner thinks is happening, but on what the numbers actually show.
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