Better ops with SOPs

A standard operating procedure (SOP) is a documented tool designed to provide formal, consistent, and efficient results. Put another way, an SOP can bring order to a process that might otherwise be unpredictable at best and chaotic at worst. And given how dynamic the daily operations at an auto repair shop can be, thoughtful SOPs are a great way to build your business by improving communications between your shop and your customers.

SOPs take the variables out of communicating service options

State inspections don’t offer standards for repairs. They only provide component safety inspection pass or fail guidelines. The decision-making tree for most vehicle repairs and maintenance are considerably more subjective. The repairs required by the results are as close to defined as it gets.

For example, we can agree that at some point the play in a steering or suspension component could reach a point of a potential separation failure or a dangerous driving dynamic that makes the vehicle unsafe. The engineers who designed the component often supply that limit as a “safety spec,” i.e., .040” of allowable movement; more than that requires replacement. As technicians we don’t have the data to make up our own spec, so we rely on our judgment based on experience. Most technicians wouldn’t even consider less than say, .020” acceptable, even though it’s well within specifications. Use a documented SOP to communicate to the customer that your service recommendation is based on your shop’s experienced judgement, not on a known safety standard.

Another example: when performing a routine wheel alignment, a technician might need to adjust an angle influenced by a component near the maximum spec or near the end of its useful life. A documented SOP would explain to the customer that replacing that component is recommended for proper alignment and to optimize tire life. The SOP text should also communicate that if it’s not replaced, it’s likely the component will not meet safety standards at some point during the time between today’s alignment and the next state inspection—an interval as long as two years in certain states.

Similarly, a standard operating procedure for “go/no go” scenarios like this should also be based on a qualified perspective on when labor time is worth investing and when it isn’t. Although some experienced techs may opt not to invest the time to take measurements because they know the part will fail anyway, they should follow their state inspection laws.

Photo: istock.com/SimonSkafar.

Some suggested SOPs for your shop

Worthwhile SOPs should be designed to build on each other and adapt and expand as needed. Consider these examples as starting points:

• When the driver’s side component fails inspection over spec, but the passenger side passes at under spec, it’s a good recommendation to replace both sides.
• To replace the lower ball joints, you need to remove the same components that would be required to replace the upper ball joints, which are likely well into their useful life. It’s a good recommendation to replace them and save the customer money in the long term.
• When a brake caliper is removed during service and it’s noted on the RO that the outer pad is wearing faster than it should due to sticking guide pins, those guide pins should be cleaned and lubricated.

Establishing good SOP communications between technicians and service advisors requires defining all of the service steps required in a typical repair and including language to cover contingencies. Tailor your planning process for SOPs to realistic interactions you have with your customers. Start with the best-case scenarios (lowest cost) before leading into the increasingly worst-case scenarios (additional cost).

Avoid excessively technical language in your SOP communications presented to customers. Instead, be straightforward but empathetic in the information you provide. Including a preface like, “We understand these recommendations will increase the cost of the required repair…” can make the difference between a pleasant, mutually satisfactory interaction and one rife with stress for both parties.

SOPs can also lead to suggesting additional, “while your vehicle is here in the shop” or “while we’re performing this service we have access to components” related services customers might consider, including:

• Spark plugs and boots
• Valve lash adjustments
• Thermostats
• PCV, EGR, coolant hoses, water pump, A/C receiver dryer and other component replacements
• Cleaning all the heat exchanger fins
• Items commonly viewed during routine service that are or will be due for replacement because of corrosion or wear

Create a checklist of these potential additional services as reminders to consider when building estimates. Profitability will suffer if your shop has to eat the cost of damaged items or unanticipated labor hours due to poor planning, and you should avoid relying on “shop supplies” as a catch-all line item to absorb unplanned events.

Photo: istock.com/Domepitipat.

Customer goals matter, too

Getting in sync with the customer’s long- and short-term goals and budget for vehicle upkeep is another consideration when creating SOP communications. How is the vehicle used? Do they want to achieve high mileage and a long life? Going on a long trip? Not driving it much anymore? Handing it down to a new driver or selling it soon? Think of how you will change prioritizing your recommendations if you know these details.

Make the recommendations manageable by prioritizing them in categories to help them meet their goals. Check out this Shop Press article suggesting a “three-box” strategy. To summarize: 1. “why they came in – urgent or important,” 2. “next time,” and 3. “later or never.”

Copy, paste, prioritize and scan

I suggest developing a “copy and pasted” shared database of SOP recommendations for service advisors to help prevent misunderstandings that occur in purely verbal customer communications. That shared digital library will preempt the “That’s not what you told me… or I thought you said… or the other advisor said” dialogue that invariably hurts customer relationships.

Remember that it might not be obvious to the customer why or how important a repair or maintenance procedure is and what the repercussions can be for skipping or delaying either one. Explaining why, at the vehicle’s current mileage, certain services are or will soon be due will help your customer prioritize those services.

A final SOP recommendation for your shop that can really put you ahead of the pack: pre-scan and post-scan every vehicle and provide the customer with the scan reports. Don’t just attach them to repair orders; the reports created by your scan tool can generate a PDF document that can be copied and pasted directly into your estimates and ROs. If you want to get really creative, the free version of Adobe® Acrobat® will allow adding highlighting and text.

Using SOPs for these processes and others can result in higher levels of business success and customer satisfaction. Once you get past the initial challenges of creating some foundational SOPs, creating and deploying them will become a habit worth forming.