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Only Few Seats Left – Enroll Now
Only Few Seats Left – Enroll Now
Course Overview
This course prepares the Fixed Operations Director to lead the dealership’s aftersales business — the Service and Parts departments — to strong, sustainable profitability. Across nine modules, the director builds command of the financial statement, the daily operating rhythm, production and inventory management, advisor and technician accountability, customer retention, and people development.
COURSE OUTCOME
Upon completion, the director will be able to read and manage a department P&L, run a disciplined daily operating cadence, drive shop production and parts performance, hold advisors and technicians to documented standards, recover and retain customers, and build the team that sustains results — leading by the numbers and from the floor.
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MODULE 1 The Fixed Operations Director Role & Leadership Cadence |
What you own, and how you lead it
The Fixed Operations Director owns the profitability, production, and people of the two departments that make up the dealership's aftersales business: Service and Parts. Where an advisor performs the job and a manager runs a department or a shift, the director runs the whole operation — by the numbers and by presence on the floor.
This module defines the scope of the role, the three levers every action ties back to, and the daily leadership posture that separates directors who manage a desk from directors who move production.
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Learning Objectives |
• Define what a Fixed Operations Director is accountable for across Service and Parts
• Identify the three levers — production, gross, and people — behind every result
• Apply the 40/20/20/20 time-allocation discipline
• Run the opening routine: review the dashboard and walk the operation
• Understand how the standards you enforce cascade from the top
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MODULE 2 Financial Statement Fluency — Reading the Service & Parts P&L |
Manage the department line by line
Every decision a director makes shows up on the financial statement. Fluency means reading a department profit-and-loss statement from top to bottom — revenue, cost of sales, gross profit, gross margin, operating expenses, net profit — and understanding the KPIs that explain the numbers.
This module walks the anatomy of the Service and Parts statements using the companion workbook, a worked example of a busy metropolitan store. The figures are illustrative directional benchmarks, not guaranteed results.
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MODULE 3 Service Department KPIs & Performance Management |
Hours sold, gross retained
The service department lives on hours and labor gross. The director manages the effective labor rate, the balance of customer-pay and warranty hours, hours per repair order, technician productivity and efficiency, the cost of comebacks, and the performance of each advisor.
This module defines those metrics and how to manage them advisor by advisor and technician by technician.
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MODULE 4 Parts Department KPIs & Performance Management |
Availability that doesn't strand capital
Parts is an inventory business operating inside a service business. The director manages gross profit, inventory turns, fill rate, obsolescence, special-order aging, emergency orders, and wholesale — constantly balancing availability against carrying cost.
This module defines the parts metrics and the central tension every parts director manages: turns versus fill rate.
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MODULE 5 The Daily Operating Rhythm |
Results are a routine
A director's results come from a disciplined daily cadence — the operation runs on a schedule from open to close. This module turns the daily routine into a repeatable operating system, block by block.
The day moves through six anchors: open the business, run the production meeting, manage the drive, walk the shop, review the financials, and close with accountability.
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MODULE 6 Driving Shop Production |
Every hour a vehicle sits is gross you don't bill
Production is the engine of service gross — flagged hours produced and billed. The director's job is to remove the friction that keeps hours from being produced: missing parts, pending approvals, dispatch inefficiency, and capacity mismatches.
This module covers reading capacity against demand, the common bottlenecks, and the dispatch discipline that maximizes total flagged hours.
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MODULE 7 Leading the Service Drive & Advisor Accountability |
Coach the process, hold the standard
The drive is where gross is created or lost. The director coaches the consultative process, audits the multi-point inspection and menu selling, reviews declined services, and holds advisors to documented minimum standards — all while protecting CSI.
This module turns the advisor minimum standards into a management routine and shows how to coach to them fairly.
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MODULE 8 CSI, Retention & Reputation |
Reputation shows up in repeat gross
Customer satisfaction drives retention, repeat gross, manufacturer standing, and online reputation. The director owns CSI recovery and reputation management — a daily discipline, not a monthly report.
This module covers the survey standard, the daily recovery block, service recovery, online reputation, and the retention systems that bring customers back.
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MODULE 9 People — Recruiting, Development & Succession |
You can't out-manage a talent shortage
The director's hardest constraint is talent. A metropolitan store should always be recruiting technicians, because a technician shortage caps production and gross no matter how well the rest of the operation runs. Development and succession protect the operation over the long term.
This module covers building a recruiting pipeline, running interviews and one-on-ones, tracking certification, planning succession, and retaining people — and closes by putting the whole role together.
