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Think long and hard about more techs...Larger is not always better. I schedule 2 techs and myself daily and its a project in itself. I supply the vans, the insurance , the uniforms and fuel cost. Specility tools I supply but basic hand tools and bag / box is the responsibility of the employee. Each of my guys does an average of 3-5 jobs per day depending on the calls. As far as quality , I give a bonus if a certain quota is met and I do spot checks on the jobs every week so they dont know where i may show up to check the work they did. At times I wish I had more help , especially when I have a 2 week wait but then the quality may suffer so I just put in longer hours and give my guys a bonus and overtime. I had a large company in the past and it got out of control fast, ton of money made and a ton spent and lost .. Keep the control and keep your guys happy.
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My bonus plan works as follows...All techs are given 25.00 for each 100.00 service completed after 4 calls in a day. IE: each tech receives 4 jobs daily to complete, thats 1 job for every two hours in the day. If they complete all 4 jobs and call in the office and request an additional service call , they get 25.00 for each 100.00 charged to the customer.
I also give 25% of the profit from any sale they complete on new or refurb equipment.
Some guys walk out with an extra 100.00 a week cash for working harder andmaking the company more money and better yet , the customer getting faster service.
Money lost..bigger building, more staff that wasnt needed, expenses for the whole package and added insurance, taxes and vehicle expenses.
Not enough profit to cover the additional personel etc.
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As a JuJutsu instructor we teach maximum damage minimum effort. Apply this theory to the everyday life of the service provider and you get the following. If your company does prevenative maintenance then what you really want are equipment deatilers or cleaners. These people are not as qualified as a "technician" but they do provide a great service in that they clean lubricate tighten and give good *****. The "tech" if your company allows could have a lead man in a small "gas saving" car or truck. His job would be to drive in advance to diagnose probems and hit perhaps 10 to 15 jobs a day generating a repair parts and what or where the problem is list. Next you would send guys out to get in and go straight to the problem and get on to the next job. The lead guy always stays ahead of the diagnosis situation. This way your trucks have what they need and perhaps just a little more. I dont know about you guys but I have had to make too many return trips because I can not always predict what the problems will be when I havent been to the club yet, and reliying on the club owner to give a proper descriptipon of the problem is risky at best. Sending a light weight lead technician to get to the bottom of the situation accurately is a wonderful non waste of time. One advantage is wages. Pay the lead tech (the guy diagnosing the situation giving direction) more money and an incentive program to stay ahead of the lessor paid "installers" the "installers" are techs just not as skilled as the diagnostic specialist on staff. Anyway I hope this is of use and not a waste or your valuable reading time. My expirence came from necessity. As equipment dircetor for 22 clubs with over 2 million dollars worth of cardio equipment I had to think out side the box if you will. the above mentioned program was a great sucess. Again I hope this helps and remember Maximum Damage Minimum Effort, WHY NOT?
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Nice to hear that someone is looking. Thanks for the response. If you like we are all just a phone call away 800-970-9980 ask for Brett
hock: I think the problem is with my organization. Would love to here some ideas :!:
Thanks for your insight :!: