Steve Jackson is the service manager for Bill Dube Ford's Quick Lane Tire & Auto Center facility. Jackson previously served as a service advisor at the dealership for 10 years, and recently returned to helm the Quick Lane.
How long as the Quick Lane business been in operation?
They bought the facility a few years ago and turned it into a Quick Lane at that time. We have three technicians in addition to myself and a service advisor that works for me.
As this is an all makes/models operation, how do you source parts?
We do that through Bill Dube's main store for parts. They are our support team. They have access to all makes and models. We do stock a few things here ourselves; that's auxiliary inventory for the main parts store next to us.
We stock aftermarket parts and OEM. We use Auto Parts International (API) on the aftermarket side. We use local suppliers as well, like NAPA. If we don't have it on our shelf and can't get it any other way, we get service from them on the same day. We stock some tires as well. Any tires we don't have displayed in the Quick Lane, we can get usually within the same day, if it's a common tire. If it's an odd tire it takes a few days to order in.
What are the biggest challenges to running this type of operation for a dealership?
The Quick Lane has a no-appointment-necessary policy, so for anyone who may walk in that needs service done, we try to get them in as quick as we can. If the bays are full, we let them know what time we can get the vehicle in. That's a timing issue we have to work on. If the bays are empty, we can let them right in. If someone wants to set an appointment, we can do that as well. We have more control over timing issues in that case.
We do all fluid changes, oil changes, tire work, brake work, alignments. We can service all the major systems as well. If it turns out to be a major repair, like a major component replacement, then we have the main store do that work in conjunction with us. We can get one of their technicians involved and get the problem resolved on the same day.
We're tied into the same computer system as the main store. We can pull up a name and have a customer history on anyone that's been to that main store. It's a seamless way of serving the customers, even though we're in a different building. We can just get them through on light maintenance faster than the main store can. At the same time, we have access to all the master technicians next door. So that's a good working situation.
How do you manage and maintain profitability?
You have to keep control of your expenses, especially with payroll expenses. That's always a challenge. You still have to take a large number of customers in to be able to turn a dollar, and at the same time you have to have appropriate guys here to handle the workload. It is a juggling act in order to make a profit, because you're trying to bring in a lot of customers, and keep it moving and keep them happy. At the same time, you can't have technicians standing around waiting for customers to come in.
You have to find the balance so the guys can handle the work. Like in any business, customer retention is the most important thing. If you have satisfied customers, you have repeat business.
Steve Jackson is the service manager for Bill Dube Ford's Quick Lane Tire & Auto Center facility. Jackson previously served as a service advisor at the dealership for 10 years, and recently returned to helm the Quick Lane.
How long as the Quick Lane business been in operation?
They bought the facility a few years ago and turned it into a Quick Lane at that time. We have three technicians in addition to myself and a service advisor that works for me.
As this is an all makes/models operation, how do you source parts?
We do that through Bill Dube's main store for parts. They are our support team. They have access to all makes and models. We do stock a few things here ourselves; that's auxiliary inventory for the main parts store next to us.
We stock aftermarket parts and OEM. We use Auto Parts International (API) on the aftermarket side. We use local suppliers as well, like NAPA. If we don't have it on our shelf and can't get it any other way, we get service from them on the same day. We stock some tires as well. Any tires we don't have displayed in the Quick Lane, we can get usually within the same day, if it's a common tire. If it's an odd tire it takes a few days to order in.
{C}What are the biggest challenges to running this type of operation for a dealership?
The Quick Lane has a no-appointment-necessary policy, so for anyone who may walk in that needs service done, we try to get them in as quick as we can. If the bays are full, we let them know what time we can get the vehicle in. That's a timing issue we have to work on. If the bays are empty, we can let them right in. If someone wants to set an appointment, we can do that as well. We have more control over timing issues in that case.
We do all fluid changes, oil changes, tire work, brake work, alignments. We can service all the major systems as well. If it turns out to be a major repair, like a major component replacement, then we have the main store do that work in conjunction with us. We can get one of their technicians involved and get the problem resolved on the same day.
We're tied into the same computer system as the main store. We can pull up a name and have a customer history on anyone that's been to that main store. It's a seamless way of serving the customers, even though we're in a different building. We can just get them through on light maintenance faster than the main store can. At the same time, we have access to all the master technicians next door. So that's a good working situation.
How do you manage and maintain profitability?
You have to keep control of your expenses, especially with payroll expenses. That's always a challenge. You still have to take a large number of customers in to be able to turn a dollar, and at the same time you have to have appropriate guys here to handle the workload. It is a juggling act in order to make a profit, because you're trying to bring in a lot of customers, and keep it moving and keep them happy. At the same time, you can't have technicians standing around waiting for customers to come in.
You have to find the balance so the guys can handle the work. Like in any business, customer retention is the most important thing. If you have satisfied customers, you have repeat business.
About the Author
Brian Albright
Brian Albright is a freelance journalist based in Columbus, Ohio, who has been writing about manufacturing, technology and automotive issues since 1997. As an editor with Frontline Solutions magazine, he covered the supply chain automation industry for nearly eight years, and he has been a regular contributor to both Automotive Body Repair News and Aftermarket Business World.