Chris Collins says quick lubes hurt their own profits by giving the most work to their least experienced staff. Instead, spread jobs evenly across advisors, balance daily workload, and pair new techs with veterans who can mentor them and catch more issues during inspections.
Hi, this is Chris Collins with your Service Drive Tip of the Day. I get asked a lot. Hey, Kris, can a quick lube really be profitable? I know the way that our industry sets up quick lubes most of the time really is counterproductive to profitability, but is really, really good for the customer experience. So if we have a quick lube and it makes it very easy for customers to get in and out in 45 minutes and they have a great experience, that's really good for us to drive traffic and increase row counts. What happens is, most of the time, we have our least experienced advisors and and our least experienced technicians touching the most cars every day, and we don't want to have the least experience touching the most volume. So what you want to do on the back end is make sure that you're spreading those quick lubes out between all of your advisors and your talent, not just one or two. Having those guys write 20, 30 ros a day and your other advisors sitting around writing 10. You want to spread them out through the shop. And the other thing is you. You want to put the younger, inexperienced technicians next to a veteran and have the veteran mentor them and teach them how to do inspections and how to really look at a car. And usually that can take a quick lube and turn it into a very, very profitable machine that's just printing money over and over again and happy customers. So this is Chris Collins with your Service Drive Tip of the Day.
