Service Management

MANAGE YOUR SERVICE DEPARTMENT DIRECTLY FROM THE ASPEN DASHBOARD!

Service Managers-view and manage your work orders directly from your customized dashboard in the ASPEN business management system. A high-level, real-time visual overview of Open Work Orders, viewable upon logging into the business system allows the Service Manager to access the work orders he or she wishes to view simply by clicking on them. The graph can be set to auto-refresh throughout the day, so that up-to-the minute information is always displayed.

This ability to drill directly to detailed reports or system records related to the information displayed keeps the Service Manager on top of important operations—without needing to run a report!

For more information on ASPEN, please click here to contact us.  


 

ASPEN SERVICE REPORTS

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ASPEN provides many ‘drillable” reports to track technician time, analyze service department profitability, forecast anticipated profits from open work orders and more!

All of ASPEN’s reports run and open in a separate window, allowing the user to easily navigate back into the main program. Most reports have drillable content, which means you can click on links within the report to access the source of the information contained in the report, such as a specific work order, etc. Many reports can be accessed from the ASPEN dashboard, where Information is displayed in simplified visual format. From viewing the graph, the user can take necessary action by clicking on the data in the dashboard and review the data represented.

At right: ASPEN’s real-time, visual overview of Open Work Orders from the ASPEN dashboard. The graph can be set to auto-refresh throughout the day so that up-to-the minute information is displayed. Users click on the open work orders they wish to see.

Want to view a sampling of the types of Service reports available in ASPEN?

Click here to contact us. 


ASPEN STANDARD JOB CODES IMPROVE SERVICE EFFICIENCY AND SPEED UP WORKFLOW

Devote more time to service, less to data entry

Standard Job Codes are one of the many time-saving features built into ASPEN that will improve your department’s efficiency and speed up billing. Using Standard Job Codes allows you to quote jobs easily and maintain consistent charges for them.

Set up your standard jobs in ASPEN by specifying the job description, job steps, and flat rate hours. Set up flat rate overrides for specific models within the job. When adding segments to a work order, easily search for the standard job to eliminate the need to key in description, job steps and flat rate hours each time. The additional option to associate parts and miscellaneous charges with the standard job further simplifies the process by populating the necessary parts and charges into the work order when the standard job is applied. ASPEN’s ability to track flat rate adjustments empowers the dealership to increase revenue as well as track technician efficiency.

If you are a CNH Case New Holland or John Deere dealer, our manufacturer-specific integration includes access to supplier SRT and flat-rate jobs that can be brought into work orders to populate job steps, parts (where applicable) and flat rate times in ASPEN.


 

ASPEN’S TECHNICIAN AVAILABILITY CALENDAR IS A TIMESAVER FOR THE SERVICE DEPARTMENT!

  • Use flat rate or estimated time on the work order segment to impact technician availability
  • Assign technicians to work order segments based on priority and their availability
  • Use the calendar to quickly re-assign jobs based on tech availability
  • Giving customers more accurate estimates on how soon you can provide service
  • Use “start after” date to push jobs out when waiting for parts, etc.
  • Jobs populate calendar according to priority set on work order

Read more ASPEN Tidbits

Tech Calendar


CRM AND THE SAVVY SERVICE MANAGER

As outlined in the article, “Is Your Service Department in the Right Hands?” a service manager’s role encompasses much more than just mechanical knowledge. Customer management skills, the ability to up-sell, and the effective use of technology are additional—and critical—components to a successful service manager’s qualifications.

Knowledge of how to use contact management and CRM functions can be a huge asset to a savvy service manager. These tools, when used within a dealership management system (DMS), can greatly impact the service department’s contribution to the dealership’s overall profits.

Using a CRM, a service manager can create specific, targeted messages to use to market to dealership customers by type, warranty expiration, last service date, type of equipment owned, etc.

By simply enabling dealers to send customers the right message at the right time, a CRM, when used effectively, can significantly increase your service business.

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How to get started:

Start by understanding how a customer’s history can be used as a means to reach out to them and learning how to run the right reports or create specific customer groups within your DMS. For example, you may be able to generate some business by sending out a special promotion to customers who have purchased units or parts, but not any service from the dealership. After targeting your desired customers, use your DMS to create your desired mode of communication:  an e-mail, mail merge or internal follow-up tasks within the system. Regardless of which method you choose, when used correctly, you will have a permanent record of the communication on your customer record to report off of at a later date.

Keep it going:

Consistently logging all communications and tasks contributes to a rich history that others in the dealership can benefit from—THIS is the central function of a CRM! As you use the CRM more, you will gain a better understanding of how all the pieces fit together, and how information that YOU save and store might benefit other departments. Ease of access to “360° customer information” allows ALL dealership employees to be more responsive to customers’ needs and greatly improves customer service!

Ways the service department can use a CRM:

  • Track expiring warranties or past due tune-ups to get customers in for service
  • Filter/sort your completed work orders or equipment pickups by zone, and create a call or e‐mail list to notify customers
  • Record any incidents, complaints, etc. and create appropriate tasks for follow‐up
  • Store service quotes and create reminders for follow-up calls.
  • Manage tasks and communications between technicians
  • Manage workflow, e.g., reviewing & finalizing work orders
  • Log any onsite customer repairs with future follow up dates
  • Use product registrations and information about equipment owned to contact customers in the event of product recalls

See related article: Handy Checklist Helps Service Managers Personalize Customer Relationships”


 

INCREASE YOUR SERVICE RECOVERY RATE & WORK ORDER VALUES

Adapted from the article by Bob Clements, “Time to See How Your Business Measures Up

As we move into a new season, it’s a perfect time to assess what changes you are going to make in your dealership and how those actions will impact your bottom line at the end of the new year. While this article by Bob Clements was published two years ago, the techniques still apply.

An area of the dealership that deserves special focus is that of role of the service manager or service writer. With the service manager/service writer there are two key measurements to performance: recovery rate (total billable hours per day/total tech hours purchased per day) and segments/value per work order.

Let’s take a look at how we can apply Bob’s techniques to increase your service recovery rate using a dealership management system.

  • Increase Recovery Rate with Better Technician Efficiency
    Recovery rate measures how good your manager is at turning the hours you are buying into billable hours. If you have two techs you are paying 8 hours a day and the techs are each billing out 5 hours a day, the recovery rate for your service department would be 62.5% (10/16 hours). Your goal is to be at least at 90%. Use the system’s service clock to track 100% of your technician’s billlable time. Techs log onto their assigned work orders to effectively manage their time on each order.

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  • Use Work Order Segments to Increase Work Order Value
    Create segments on your work orders to represent a repair on the equipment being serviced by the tech. For example, if a mower needs both the carburetor cleaned and a new deck belt installed, create a segment on the work order for each with separate billable time assigned. You will find your ratio by dividing the total number of segments for a given period of time by the total number of work orders.
  • Use Flat Rates and Standard Job Codes to Increase the Value of Each Work Order Segment
    Use manufacturer job codes and set flat rates to increase the value of each work order segment by 25% or more. The more you flat rate, the more value each segment has and the more money you put toward the bottom line.Beef up Segments by Upselling Additional Services or Parts
    In the ASPEN system, using Standard Job Codes can increase your service charges by automatically populating the work order with associated parts and other miscellaneous additional charges along with the flat-rate labor charges.
    Read the original story by Bob Clements

(Bob Clements is the president of Bob Clements International, a consulting firm that specializes in the development of high-performance dealerships. www.bobclements.com)


 

MANAGE PROFITABILITY OF SERVICE TRUCKS, OFF-SITE INVENTORY WITH ASPEN ASL

According to the Farm Equipment Magazine’s last annual Dealer Business Trends & Outlook survey, more than 40% of the dealers surveyed plan to invest in mobile service in the coming year. Mobile service can be a revenue booster if managed correctly- each service truck or inventory location must to be tracked in order to gauge performance.

The ability to monitor each mobile service truck or stocking location allows dealers to identify process issues and determine opportunities for improvement. ASPEN’s ASL functionality is an affordable add-on to the ASPEN business system that simplifies this reporting.

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Using ASPEN’s ASL, dealerships can:

  • Track parts volume and labor generated by each service truck or alternate location
  • Track billing for parts supplied to mobile techs
  • Easily replenish parts stocked on trucks
  • Get an electronic sign-off process for passing parts to techs
  • Set separate pricing for parts sold off trucks
  • Record differentials and shrinkage.

 

 


 TOOLS FOR A PROFITABLE SERVICE DEPARTMENT

How well are you managing the highest potential profit margin in your dealership?

The right tools and the right personnel are equally necessary to keep the service department’s efficiency as high as possible. When using the ASPEN system, dealers can be sure that the right technology is in place to track, measure and increase the profitability of the service department.

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With the right tools AND the right personnel, your service department can increase its volume, greatly impacting the dealership’s overall revenue. An awareness of the qualities that a model service manager should possess as well as their objectives and responsibilities is crucial to the success of your dealership. Read our article, “Is Your Service Department in the Right Hands” to find out if you have the right person on board to manage your service department to its true potential.


 

WAYS TO INCREASE SERVICE REVENUE WITH ASPEN’S TOOLS FOR THE SERVICE DEPARTMENT

Increase service department profits by tracking revenue vs. non-revenue hours and labor types. Keep techs up to speed with insight from detailed labor and efficiency reports, stay on top of open work orders, work in process, and sales/margin tracking using ASPEN’s reporting functions and Dashboard widgets. Save at least an hour a day with ASPEN’s Technician Availability Calendar and improve efficiency and speed up workflow using ASPEN’s Standard Job Codes and manufacturer’s flat-rates.

Following are some examples of how to use ASPEN to increase your Service Department’s profitability:

  • Increase Recovery Rate with Better Technician Efficiency
    Recovery rate measures how good your manager is at turning the hours you are buying into billable hours. If you have two techs you are paying 8 hours a day and the techs are each
    billing out 5 hours a day, the recovery rate for your service department would be 62.5% (10/16 hours). Your goal is to be at least at 90%. Use ASPEN’s service clock to track 100% of your technician’s billlable time. Techs log onto their assigned work orders to effectively manage their time on each order. With A.I.M. Interactive Mobility, techs can log on and off work orders using their mobile device.
  • Use Work Order Segments to Increase Work Order Value
    Create segments on your work orders to represent a repair on the equipment being serviced by the tech. For example, if a mower needs both the carburetor cleaned and a new deck belt installed, create a segment on the work order for each with separate billable time assigned. You will find your ratio by dividing the total number of segments for a given period of time by the total number of work orders.
  • Use Flat Rates and Standard Job Codes to Increase the Value of Each Work Order Segment
    Use manufacturer job codes and set flat rates to increase the value of each work order segment by 25% or more. The more you flat rate, the more value each segment has and the more money you put toward the bottom line.
  • Beef up Work Order Segments by Upselling Additional Services or Parts
    In the ASPEN system, using Standard Job Codes can increase your service charges by automatically populating the work order with associated parts and other miscellaneous additional charges along with the flat-rate labor charges.
  • Increase service revenue using ASPEN’s Powerful CRM tools.