The warranty administrator and coding/booker training consist of 3 to 5 days of training at the dealers’ location:
The average lost revenue ranges from 5% to 20% = $2,000 - $20,000 Monthly.
The average 6 week improvement on lost revenue after the warranty/booker training is from 2% to 7%.
The goal is to be 10% or less in discrepancy and 0% in lost revenue.
Detailed Processing Inc. has dealers that have reached and maintained 10% or less in discrepancy and 0% in lost revenue.
When the repair order process review is performed with the warranty administrator/booker training, the dealership gets much faster results.
The repair order process review consists of a one-week analysis and training program
The average 6-week improvements on discrepancies vary from
20 to 40%.
The goal set for the dealership is 10% or less in discrepancy.
After the 6-week follow-up, return visits are conducted with the dealership every 3 months; additional basic training for any new service personnel is performed during these visits to ensure all personnel are on the same page. A full report is sent to the dealership after each visit. It is during the follow-up visits and the definitive factor that keep all employees motivated to do their best, they all like to see the improvements they have achieved.
The average results of discrepancies found on the first initial visit range from 55% to 90% out of 100 repair orders. This means the dealership is performing less than half correctly, as per policy and procedures; a staggering number.
After completion of the repair order process review, a return visit in 6 weeks is conducted for a follow-up review. At this review, an analysis of 100 repair orders is created after the initial training; all discrepancies are noted and a meeting with each department is held to review the findings.
The full report includes:
List of all discrepancies and lost revenue found
Areas in need of improvement
Evaluation of coding process and performance
Suggestions for areas of continued focus
Evaluation of indexes
Suggestions for maximizing claim payment efficiencies
Copies of handouts and guidelines given to personnel
The repair order process review consists of a one-week analysis and training program
The average results of discrepancies found on the first initial visit range from 55% to 90% out of 100 repair orders. This means the dealership is performing less than half correctly, as per policy and procedures; a staggering number.
After completion of the repair order process review, a return visit in 6 weeks is conducted for a follow-up review. At this review, an analysis of 100 repair orders is created after the initial training; all discrepancies are noted and a meeting with each department is held to review the findings.
The average 6-week improvements on discrepancies vary from
20 to 40%.
The goal set for the dealership is 10% or less in discrepancy.
After the 6-week follow-up, return visits are conducted with the dealership every 3 months; additional basic training for any new service personnel is performed during these visits to ensure all personnel are on the same page. A full report is sent to the dealership after each visit. It is during the follow-up visits and the definitive factor that keep all employees motivated to do their best, they all like to see the improvements they have achieved.
The full report includes:
List of all discrepancies and lost revenue found
Areas in need of improvement
Evaluation of coding process and performance
Suggestions for areas of continued focus
Evaluation of indexes
Suggestions for maximizing claim payment efficiencies
Copies of handouts and guidelines given to personnel
Follow-Up
Follow-up reviews are conducted every 3 months until the dealership reaches the goal of under 10 percent discrepancies. After the goal is obtained, follow-up visits are made every 4 to 6 months to keep personnel motivated and train any new personnel.
Follow-Up Service :
Review of 100-125 repair orders, documenting discrepancies, lost revenue, and improvements
Follow up meetings with Management, Warranty Department, Service Advisors, and Technicians.
Additional training meetings are held for any new service personnel.
At each follow-up visit, all findings are reviewed including areas of improvement achieved and motivation to continue improving and areas in need of improvement.
After each follow-up visit, the dealers receive a full report with areas to focus on. The visit is ended with a brief shop meeting with reminders and tips for the technicians.
Follow-up visits keep personnel motivated to perform at their peak.
Index Review
Out-of-line conditions create an imbalanced index, high (overcharging the manufacturer) or low (undercharging the manufacturer). A high index raises a red flag, which can lead to a costly audit. A low index could mean you are possibly leaving money on the table. When these conditions are present 2 consecutive months in a row, there is a reason for alarm.
A thorough review and drill down of these claims is necessary to evaluate and create an action plan going forward to correct out-of-line conditions.
Also necessary is the continuous monitoring of the index to ensure no out-of-line conditions present themselves.
Action plan implemented and monitored
A low-cost monthly review of the current months claims, with evaluation and suggestions
Our Process
Included in this service are many tools to help the service department protect and maximize the warranty dollar:
Advanced Technician Training Class
E-mail about booking for this class which covers:
In-depth instruction on diagnostic punch time vs. work time.
Understanding and reducing overlapping labor.
Technical writing.
Comprehensive coding.