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Farrish SubaruWeek 1 ImplementationSeptember 25th – 28th, 20182018FARRISH SUBARU10407 Fairfax Blvd.Fairfax, VA 22030Kevin Farrishkevinfarrish@farrishcars.comJulian Armijo(505) 991-3296julianarmijo@m5ms.comM5 Management Services, Inc.
Farrish SubaruOverviewThis is week 1 of the Implementation process. This week will be focused on establishing the patternfor how future visits will progress and setting a foundation for some of the most important aspects ofimplementation. Gaining the trust of the department especially the advisor team and management will becritical in the process and will ensure achievement of the goals. The need for Trust between M5, the storemanagement, and employees is critical and will serve as a footing to solidify upcoming changes. Due to thelimited time that we are in the store, it is necessary that full attention and empowerment be available to usto expedite the implementation process. Decision making needs to be quick and effective and changes needto be logged and accounted for so that progress is not impeded. The team was very receptive this week andis excited to see the changes. The primary focus of week 1 and 2 will be to increase the customer service leveland consistency of service therefor increasing OLP scores. With a Goal of achieving an 800 plus score beforethe end of the year. This will be accomplished mostly by the advisor process being consistent and enforced.With the additional tools such as SPG and a pricing policy in place this should also increase sales andtherefore additional gross dollars.AgendaTuesday Meeting with David for weekly objectives Design of customer interaction plan Review of performance statistics for PTO Design of PTO Finalization of Contract for Text2driveWednesday Design of Group Structure Creation of Customer interaction process Creation of Labor pricing policy Finalization of KPI sheets Establishment of KPI objectives for Earn back Begin Development of Job DescriptionsThursday Observation of process Advisor training Manager training with David Gain access to DMS setup pages Overview of SPG usage Review of current SPG settings Review of pricingFriday Changes to SPG pricingVerification of Grid SetupsMeeting with Upper ManagementDiscussion with Mike Larkin on Pay plans
Farrish SubaruObjectives Customer interaction processLabor pricing policyDMS systems trainingCreation of PTO reportsPlan for establishment of advanced production systemsTrain Service Manager on Reporting necessary for department management(PTO)Perform individual advisor training sessionsDevelop Daily, Weekly and Monthly Task lists for Department ManagementJob Description development for necessary positionso Group Leadero Technicianso Service Consultanto Shop Foremano Service PorterReview of Pro-forma and current levels of performanceInterim assignmentsExit Meeting with ManagementAccomplishmentsFinancial Trends ReportA complete Financial Trends Report has been completed for the store and will be maintained Monthly asthe financial statements become available. This Report will be a basis for tracking the financialperformance of the department through the implementation process.Customer interaction processThe customer interaction process is one of the most critical aspects of retention and increasing OLP. Theprocess requires a basic set of principles that should be adhered to at all times by the team. Like allother processes it is critical that it be trained on and enforced to obtain the buy in of the performingemployees.The critical process steps are outlined in the process that is attached. The main points are: Greeting Writeup Sale Status Re-DeliveryWith the current Condition of OLP in the store the two main areas of improvement focus will be in theGreeting and Re-delivery areas of the customer interaction. These will have the most profound effect onthe score.Labor Pricing PolicyAt this time the labor pricing for both the internal and Customer pay labor is not clearly defined. Thereis some confusion on whether the store is on a grid or on a flat pricing structure. This is evident as the
Farrish Subarusheets that the advisors use for quoting customers differ from the pricing that is set in the DMS. For theinternal department the understanding is that the labor pricing will be increasing by .25 per month yetthe system is not set to reflect that, and the Used car Advisor is still changing 100 per hour. A laborpricing policy has been created but finalization of the desired plan for rates needs to be established tothat the staff can be trained to use those rates.SPGThis is one of the most useful tools that the department is underutilizing. Talking with the staff aboutthe usage of the tool, it is clear that training is necessary to implement the complete usage. However,Prior to the training, it will be necessary to go through the settings in the DMS and correct any varianceson Pricing and usage as well as access setting for all the staff. This will be one of the priorities for thedepartment during the week 2 installation. Everyone should be instructed as to the use of the SPGsystem as this will be the main system for quoting and estimating.PTO (Performance to Objective)A PTO report has been created for the store. This will allow for objectives to be set for individualemployees and will allow for both the employee and the management team to track the progress of thedepartment. The PTO will need to be filled out daily and handed out to all employees.Advisor TrainingAdvisor training was performed with Rachael and DJ. Richard has put in his two weeks’ notice and hasnot been included in the training. The training was focused on “buy-in” from the advisors to the process.During the training sessions, the customer interaction process and the Labor pricing policy werediscussed. Upon finalization of both of the processes at the end of this week, the advisor will be given acopy of the process for reference and accountability. Both advisors were very open to addressing theneeds of the customer. However, it was evident that both advisors are beginning to developresentments that need to be addressed. Rachel feels like DJ is not available enough and is missing mostof the time, so she has to take the load of the customers more often than not. D.J. is developing theperception of Rachel being unempathetic to customer and to himself though he still thinks highly ofRachel as she helps him out a lot. These issues will develop into a problem with the team if they are notaddressed. Building trust and ensuring that advisors get comfortable le discussing each other’sweaknesses will be essential to the team building experience and progress.Pay plansAs observed during the evaluation, pay plans for the department need to be restructured to ensure thatthe key metrics of the department are driving the pay. Development of the pay plans will be done as theproject progresses with week 2 being the most dominant in determining what the plans should look like.The recommendation will be to make the pay plans base commission be driven by production of qulitylabor hours with the following structure:30% Salary40% Commission30% incentiveThe incentive portion of the pay plan should be derived mostly from OLP scores with part of it beingfrom spiffs as well. The pay plan can also be designed to have tiers that pay more for betterperformance as needed by the department.For advisors the total of 100% of the pay should equal 4%-7% of their total parts and labor sales.This method can be applied to all commission employees including parts department and managers.
Farrish SubaruService Manager Task ListThe Performance of the service manager is usually diminished, and efficiency is reduced usually due totraining. One of the major faults for most managers is the inability to prioritize important tasks overothers. In the training of management, it is necessary to develop a clear path of what is expected of theposition and what items are of importance to the upper management team. For a Service Manager itcan become overwhelming to track and account for too many metrics. This then leads to an excessamount of time spent performing other tasks which are believed to increase metrics but end up justtaking up the managers time. A specific task list has been developed for this store that the servicemanager is to follow as a priority over all other tasks. This task list will be used as an accountability toolfor both upper management and the Service manager. As the project progresses there may be somechanges to the original tasks as upper management decides on what items may be more important thanothers. However, this is a great starting point to keep the efficiency of the position going. This task listwill ensure that all essential items are addressed but also give the manager time to be away from thedesk and out with the employees. At this time, David spends too much time in the office and is notengaged with the staff most of the time.KPI TrackingKPI trackerMonthJanFebMarAprMayJunJulAugMonthKPI BaselineJan-AugLast 3 9Hours Rolling Cust Count total Cust Cnt Rolling Cust Count CP CP RO OLP812812812751766770770757OLP Rolling812812812792776762769766Montly Average Comparision Pre Implementation vs Post ImplementationHoursHours Rolling Cust Count total Cust Cnt RollingCust CPOLPOLP 5 Involvement/DateEvaluation9/7/18
Farrish SubaruProformaPROFORMAJAN-JULCase 1ProformaCase 2ProformaProforma AugustSituationChangesCase OneChangesCase TwoWeek 1 Visit8.08.08.0113.8%113.8%Clock Hrs. Worked DailyX8.0Productivity PercentageX103.8%Days Worked Per MonthX23.423.423.4Overall Effective RateX 112.24 112.24 112.24Calendar UtilizationX94.3%94.3%94.3%Technician Value 20,533 22,511 22,511 149 20,681Number of TechniciansX881019Monthly Labor Sales 164,263 180,092 225,115 21,870 186,1331463160520062371701Avg Hours10.0%23.4%107.2%23.4- 2.81 109.4394.3%Gross Profit PercentageX75.5%75.5%75.5%-0.6%75.0%Labor Gross Profit 124,076 136,032 170,041 15,483 139,559CDJR GROSS 223,420 223,420 223,420 14,129 237,549Average Monthly Expenses- 297,830 297,830 301,231 14,561 312,391Labor Net Profit 49,667 61,623 92,230 15,051 64,717Sublet Gross Profit 1,394 1,394 1,394 1,677 3,071Adjusted Cost of Sales - 15,257- 15,257- 15,257- 6,502- 21,759Monthly Net Profit 35,803 47,760 78,367 10,226 46,029Net to Gross %28.9%35.1%46.1%4%33.0%Months Per Year121212 429,640 573,116 940,403 122,708 552,349 143,475 510,763 122,708 122,708Annualized Net Profit Annualized Net Turn 3,40112
Farrish SubaruNext Visit – Week 2 Implementation October 30th – November 2nd, 2018Agenda for week 2 Initial management briefing General information meeting Service Manager Accountability training Complete SPG SetupsDevelop Advanced production structureBegin Menu Development Review & hold management accountable for PTOReview of the technician and service consultant production reportsReview Matrix Effectiveness and use and adjust as necessaryDetermine individual technician production objectivesDevelop Apprentice Pay plan and programProduction meeting design and implementationCreate necessary meeting documentsMeeting with the Individual Technicians to set production objectivesReview Technician MPI process and implement a written MPI documentDevelop Manager action plans with ongoing technician interviews as requiredAccountability call in process developmentRevise parts package pricingUpdate oil pricing and necessary operation codesParts Cost Averaging update on Maintenance and Competitive PartsEstablish Menu ELR to meet performance objectivesBegin maintenance menu developmentStaff meeting to confirm commitmentManagement action planReview of Pro-forma and current levels of performanceIssue interim assignmentsExit Meeting with Management
Farrish SubaruInterim AssignmentsInterim Assignment Action PlanTaskAssigned toCompletion DateComplete task list Daily and Email to Upper Management and Myself Every week on FridayDaveOngoing/WeeklyFill out PTO sheet daily and email every week on FridayDaveOngoing/WeeklyMonitor Use of SPGDaveDailyDave/AdvisorsDailyDave/StaffOctober 10thDaveOct 30thSet up Text2driveDave/DougOct 15thSet account with Uber Central and begin using for shuttle servicesDave/KevinOct 5thEnsure Proper Greeting is being used at all times: “Welcome to Farrish Subaru”Have a staff meeting in early October outlining the steps of the programSchedule and organize a staff meeting During the Next Visit for all Hands (can be 2 meetings ifduring business hours)Documentation Index Annex A – Customer Interaction ProcessAnnex B – Labor Pricing PolicyAnnex C – Financial Trends ReportAnnex D – Fixed Operations ReportAnnex E – Subaru KPI tracking Sheet
Farrish SubaruAnnex ACustomer Interaction Process and PolicyGreeting Greet on the drive immediatelyGreeting is to be initiated by 1st available advisorGreet customer with “Welcome to Farrish Subaru! How may I help you?”Establish reason for visit and if customer has an appointmentIf appointment, ask customer to wait and get designated advisor if possibleDesignated advisor to meet with customer at vehicle and perform write-upWrite-upFriendly greeting Promptly Courteously Smile By shaking hands, if it is appropriate Introduce yourself and greet customer by name if prewrite available Use customer name at least 3 times in the process belowIdentify the customer’s primary concern(s) WHO has experienced the condition? WHAT exactly happens? WHERE does it seem to be locatedon the vehicle? WHEN does it happen? HOW long has the problem existed?Confirm your understanding Restate, in your own words, your understanding of the customers’ condition(s) Attain a verbal confirmationOffer concern resolution (W W) Establish and agree upon expectations with the customer Every customer wants to know three things W W What will be doneo A diagnosis by the appropriate technical “expert”o An appropriate “fix” for readily identified concern(s)o Avoid “diagnosing on the service lane”and leave the technical evaluation(s)to the technicians How much it will costo This question must be answered for every customer. This is not optional.o It’s easier to have this conversation now, than later When it will be completed
Farrish SubaruoPromise a contact time when you will contact the customer regarding the status of the primaryconcern and courtesy inspection.o Establish a time that is convenient for the customer.o Ensure that you will be able to keep the promise to contact the customer at the specified time.Identify potential additional customer needs Perform walk-aroundo Condition Inspectiono Visual Check of tires & bladeso Customer INTERACTION & PARTICIPATIONo Measure Tireso Wiper Check. Consult the mileage schedule Review the maintenance schedule Present a service maintenance schedule Explain the price Sell importance, convenience and value Ask date of last alignment Ask for permission to complete courtesy inspectionSale Call customer to give estimateInform customer of total to complete and resolve customers original concernInform customer of MPI findingsTransfer information in a weighted fashionGive customer opportunity to inquireUse soft selling techniquesGet approval for any repairsStatus Call every customer every day with status updateMeet any promise times madeFinal Call Call customer when repairs are completedReview repairs with customer and inform of final total out the doorEstablish a designated pick up timeActive delivery Greet customer by name as much as possibleReview all repairs completedReview any incomplete findings from MPIWalk customer out to vehicleThank customer for business
Farrish SubaruAnnex BLabor Pricing PolicyThe following policy will govern the pricing of all labor charges for Farrish Subaru. The purpose of the policy is topromote consistent and repeatable results without the need for managerial oversight.Customer Pay LaborThe objective of the service department is to provide all guests with a World Class service experience. Laborpricing is a key component of this objective. The policy for all customer pay labor pricing is as follows:Menu items – including but not limited to oil and filter changes, air filters, alignments, fluid services, and tirerepairs, Etc. – have predetermined pricing that will periodically be updated by management when deemednecessary. Current and future maintenance needs are to be discussed with every guest during the course of everyvisit.All operations that do not have a pre-established labor price will be priced as follows:The labor rate for all non-menu items will be determined based on the established labor Grid. When quoting arepair and/or service the service advisor(s) are not to price different than the respective labor grid rate withoutobtaining advance management approval.The labor times for these operations will be determined based on the times published by SPG (Service Price Guide).Technicians are responsible for the initial look-up of the labor time for a given job. Service advisors are required toreview and confirm the labor time requested by the technician is accurate. The labor dollars charged aredetermined by multiplying Labor door rate by the SPG labor time and that will be the labor dollar charge to ourclients.Internal or Dealer Pay LaborAll internal labor pricing will be calculated at current company policy per flat rate hour for internal repairs andmenu items will be consistent with customer pay labor policy as stated above. All repair related internal laborcharges are to be calculated at no less than the retail door rate per hour unless executive management alters thisrate for a particular repair order or circumstance.Employee Labor RateDealership employees are eligible for a 25% Discount on parts and labor. This is exclusive for Employees personalvehicle and vehicles belonging to next of kin or immediate family.Factory or Warranty Pay LaborAll warranty labor charges are priced according to the established manufacturer policies.Goodwill RepairsAll goodwill repairs must be authorized in advance by the service manager.
Farrish SubaruShop SuppliesShop Supplies will be charged out on all customer pay and internal repair orders at a management designatedamount. These charges are not be modified or removed without the explicit consent of the management team.DiscountsIf the guest received a coupon in the mail from the manufacturer or dealership the consultant is authorized tohonor the discount. There will be no further discounts on maintenance menu based items without the priorauthorization of management. Coupons should be presented at time of write up. If presented at time of active delivery make every effortto assist the guest while informing them of the proper procedure in the future. All coupons will be attachedto the hard copy of the repair order if a discount is given. In the event a guest fails to provide the couponfollow these steps: confirm that the coupon exists and applies in this situation then make an appropriatenote on the repair order briefly explaining the circumstances. Maximum allowed discount is 15.0% of a repair order’s total. Management must authorize all discounts inabove this amount. Exceptions will be monitored and are subject to disciplinary action. If a coupon is used or discount given customer may not combine with Owner’s Advantage for same lineitem. No adjustment to state and local taxes is permitted. All sublet charges must be clearly billed and explained on the repair order. Standard markup will becalculated by the system on customer pay and may be adjusted by management on a case by case basis. All deductibles must be charged and appropriately collected. Fees for Hazardous materials are automatically billed at pre-determined amounts. No changes to these feesare allowed. They are not to be deleted or modified and should be quoted as part of the original estimate. Under no circumstances can the labor time charged be altered and the sale amount reduced to reflect a“backdoor discount” unless it is within the guidelines of a previous management approved arrangement. If management is not available during active delivery and a decision needs to be made, document decisionprocess on the repair order.I have read and understand the Farrish Subaru Service Department Labor Pricing Policy. I agree to abide by thestated policy to the best of my ability at all times.Employee (print)Employee (sign)DateService Manager (print)Service Manager (sign)Date
Farrish SubaruAnnex CAccount DescriptionJAN 18FEB 18MAR 18APR 18MAY 18JUN 18JUL 18AUG 18YTD 2018SALESCustomer Labor 90,623 80,686 99,395 90,174 117,991 123,976 139,756 116,623 859,224Warranty Labor 26,330 35,921 44,575 45,727 39,333 35,503 32,398 39,571 299,358Internal Labor 27,593 19,394 18,480 24,451 21,650 12,633 23,694 29,939 177,834 -Service ContractsTotal Subaru Service Labor 144,546 136,001 162,450 160,352 178,974 172,112 195,848 186,133 1,336,416Other-Customer 152,423 140,797 157,823 159,065 180,131 179,264 149,487 159,609 1,278,599Other-Warranty 68,558 66,933 80,755 70,390 82,138 93,559 95,489 94,528 652,350Other-Internal 64,507 48,593 69,043 55,670 51,964 49,159 54,300 52,716 445,952Total Other Service Labor 285,488 256,323 307,621 285,125 314,233 321,982 299,276 306,853 2,376,901Total Mechanical Labor 430,034 392,324 470,071 445,477 493,207 494,094 495,124 492,986 3,713,317Sublet Repairs-Service 247,121Misc. Sales -Adjustment Cost of Labor Sales -P&A OTAL Subaru/OtherGROSS PROFIT 450,262 415,333 494,762 470,574 525,747 529,564 537,815 536,381 3,960,438Customer Labor 68,719 61,156 74,152 67,670 90,133 95,862 108,752 88,367 654,811Warranty Labor 18,235 26,916 34,613 35,154 30,272 27,133 24,084 29,910 226,317Internal Labor 19,741 13,864 13,237 17,223 15,426 9,582 16,610 21,282 126,965 - -Service ContractsTotal Subaru Service Labor 106,695 101,936 122,002 120,047 135,831 132,577 149,446 139,559 1,008,093Express CP -Express Warranty -Express Internal -Total Express Labor - - - - - - - - -Other-Customer 114,112 104,849 116,628 116,957 133,174 133,668 112,144 121,678 953,210Other-Warranty 52,551 51,613 59,889 52,396 62,854 72,934 76,312 74,775 503,324Other-Internal 51,023 38,745 55,189 43,503 38,621 35,684 41,097 41,096 344,958Total Other Service Labor 217,686 195,207 231,706 212,856 234,649 242,286 229,553 237,549 1,801,492Total Mechanical Labor 324,381 297,143 353,708 332,903 370,480 374,863 378,999 377,108 2,809,585Sublet Repairs-Service 1,0497891,2631,2441,5702,0561,7873,071Misc. Sales Adjustment Cost of Labor Sales (14,919) TOTAL 310,511(9,121) 288,811(12,804) 342,167(16,679) 317,468(16,428) 355,622(18,900) 358,019(17,948) 362,838(21,759) 358,42012,829(128,558) 2,693,856
Farrish SubaruAccount DescriptionJAN 18FEB 18MAR 18APR 18MAY 18JUN 18JUL 18AUG 18YTD 2018EXPENSESSalaries-Owners 7,086 6,793 8,071 7,360 8,414 8,388 7,332 8,507 61,951Salaries-Supervision 26,196 27,683 29,150 30,453 32,036 34,524 33,258 34,085 247,385Compensation-Advisors - - - - -compensation-Express - - - - -Salaries-Clerical 16,759 16,276 16,012 16,121 15,985 16,748 17,653 19,282 134,836Other Salaries and Wages 98,918 98,711 99,921 97,402 110,585 102,139 115,580 108,163 831,419Taxes Payroll 22,661 22,865 20,818 22,329 21,572 22,470 22,537 22,120 177,372Employee Benefits/Pension Fund 3,107 3,747 7,682 6,120 8,294 7,963 5,950 5,208 48,071Absentee Compensation 5,322 5,430 3,209 4,452 4,000 4,438 8,580 5,000 40,431Total Personnel Expenses 180,049 181,505 184,863 184,237Company Vehicle Expense 950 257 2,850 Office Supplies 1,736 1,704 2,060 Other Supplies Advertising (6,494) 13,515(2,539) (8,760) (6,657) (8,955) (10,932) (8,354) 19,259 2,510 19,046(10,171) 24,278(62,862)-21 5471,358567 21519,591(795) 3,172231 -7815,597 424,030 1118,630 1,541,465Bad Debt (580) 3,597 202,365internet Advertising1113,841 210,890140,533 15,822(761) 1,389 196,670 Contributions 200,886Policy Work - Serivce. P&A 7,639 3,806 3,801 4,032 4,469 2,162 6,458 8,388 40,755Outside Services 19,320 22,344 21,118 21,387 22,604 20,957 19,785 21,286 168,801 - - - - -Travel and Entertainment 554 193 72 171 160 579 444 232 2,405Membership, Dues, & Pub 293 259 900 483 322 297 312 262 3,128Legal & Auditing 1,105 1,077 1,125 887 887 1,981 1,887 2,494 11,443Telephone 1,772 115 2,126 133 2,830 1,381 1,380 1,301 11,038 - - - -Laundry and UniformFreight & Express/Postage -Training 4,577 4,870 5,097 4,911 5,645 5,349 4,679 4,178 39,306Data Processing 2,026 2,459 2,087 2,079 2,306 2,094 2,150 2,095 17,296Misc 178 18 22 42 52 29 11Total Operating Expenses 47,171 50,396 46,350 46,804 49,149 47,581 50,388 Rent Lease 33,900 33,900 33,900 33,900 33,900 33,900 33,900Amortization 604 604 604 604 604 604 604Repairs Real Estate 11,089 7,655 7,317 6,648 5,921 7,937 2,557Depreciation - Bldg & imrpv. - - - - - -Taxes - Real Estate 4,820 4,820 4,820 4,885 4,820 4,820 4,820Insurance - Bldg & imrpv. - - - - Interest - Real Estate Mortgage - - - - 4,581 3,331 2,582 2,265 35256,479 394,318 33,900 271,200 604 4,832 3,794 52,918 4,820 - 38,625- -- -2,588 33,944Heat, Light, Power Water 7,038 6,472 5,087 Ins Other than Blgs and Impv. 2,361 2,361 2,361 638 2,738 2,768 2,738 2,738 18,703Taxes Other than Real Estate 1,606 1,606 1,926 1,606 1,606 1,606 1,606 1,606 13,168Other Interest 1,280 1,094 968 1,118 1,117 1,143 - 1,399 8,119 - - - - - 2,574 4,165 4,980 2,960 1,075Depreciation other than Bldgs & impvEquipment Repairs and Rentals 984 1,071 2,098 - 19,907Total Overhead Expenses 63,682 59,583 59,557 58,145 59,017 58,320 49,565 53,547 461,416TOTAL OPERATING EXPENSE 290,902 291,484 290,770 289,186 309,052 302,571 310,843 312,391 2,397,199Labor Net Profit 33,479 5,659 62,938 43,717 61,428 72,292 68,156 64,717 412,386Sublet Gross 1,049 789 1,263 1,244 1,570 2,056 1,787 3,071 Adjustment Cost of Labor Sales Misc. Sales - Statement Net 19,609 ANNUALIZED NET 235,308 PROFIT(14,919) (9,121) -(12,804) (16,679) (16,428) (18,900) (17,948) (21,759) 12,829(128,558) - - - - - - -(2,673) 51,397 28,282 46,570 55,448 51,995 46,029 296,657205,588 84,846 111,768 110,896 89,134 69,044 296,657101,616
Farrish SubaruAccount DescriptionJAN 18FEB 18MAR 18APR 18MAY 18JUN 18JUL 18AUG 18YTD 2018Repair Order CountsCustomer Labor5835076176396666345816344,861Warranty Labor2742743153243083013073262,429Internal 211,1581,1141,0501,1838,665service contractsTotal Subaru Service Labor0Express CPExpress WarrantyExpress al Other Service 4Total Mechanical LaborTotal Express 9Total Work Days2624272525262627159Average Per Day Subaru403939454643404455Customer Labor8297419188451,0551,1211,1391,0457,693Warranty Labor2873594084243633403153842,880Internal 5121,6221,5481,6911,79912,343Reported Hoursservice contractsTotal Subaru Service Labor0Express CPExpress WarrantyExpress 395Other-Internal3482461833203513793523152494Total Other Service 0Total Mechanical LaborTotal Express ,8223,95028,863Total Work Days2624272525262627159Average Per Day Subaru535456606560656778Customer Labor1.41.51.51.31.61.82.01.61.6Warranty Labor1.01.31.31.31.21.11.01.21.2Internal Labor1.41.21.41.51.10.51.51.71.3Total Subaru Service Labor1.31.41.41.31.41.41.61.51.4hours per ro
Farrish SubaruAnnex DSALES MAIN STOREPACE -MTDLABOR SALES TOTALPARTS SALES TOTALCOMBINED SALESLABOR GROSSPARTS GROSSCOMBINED GROSSTOTAL # OF TECHSDAYS IN MONTHCURRENT DAY IN MONTH HOURS REPORTDaily Avg -AVAILABLE HOURSCLOCKED HOURSFLAGGED HOURSHRS6400Total Productivity0%6271CLOCK HOURSSERVICE-MAIN .00008.000000000000000000AVGProdDAILY OBJDAILY DIFFTECHSAVG DIFFAVAILABLE HOURSTOTAL HOURS64DAILY .0-72.0-72.00.00SERVICE ADVISOR PACE REPORTID#LABOR SALESPARTS SALESRachelD.J.HRS/RORO/DAYPAY ACTUALPAY TRACKING - - -0.000 0.00 0.00 0.00 2,200.00#VALUE! SALES-ROS - -0.000 0.00 0.00 0.00 2,200.00#VALUE! - - -0.0000 0.00 0.00 - - -0.0000 0.00 0.00- 0.00 0.00 TOT - -#HRSOLP- - /RO 00 E.L.R.- --0.0000.000EST. HOURSGroup PayIndividual Pay0Regional OLPOLP BonusRate800Annex EM5 - Subaru KPI information required at each visitRetailer Code3 Month Range 030313OLPJun 1st, 2018 - Aug 31th, 2018OELRCustomer Pay RO Count3 Month Average Calculated by SOA766Total Labor Hours Previous 3 Month Average 109.436161679 Prior Year Same Date Range 3 Month Average Calculated by SOAProductivity Productivity % at AssessmentCurrent Productivity % (3 mo. Average)103.78%107.21%Notes: Please include comments about any uncommon practices in financial reporting at this retailer.Productivity calculated for only August - Prior year not calculated at this time.Input OptionalInput Req
Farrish Subaru Week 1 Implementation September 25th th- 28 , 2018 2018 Julian Armijo (505) 991-3296 julianarmijo@m5ms.com M5 Management Services, Inc. FARRISH SUBARU 10407 Fairfax Blvd. Fairfax, VA 22030 Kevin Farrish kevinfarrish@farrishcars.com
