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Home >> Mercedes Benz >> 2018 >> Sprinter 3500 Van Cargo Extended, 4WD >> Repair and Diagnosis >> TMC Recommended Practices >> Cost Control Methods >> RP 1606 - Standard Repair Time Implementation Guidelines >> RP 1606 - Standard Repair Time Implementation Guidelines >> Frequently Asked Questions
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Frequently Asked Questions

Q:  Why can 11 complete the repair in the allotted time?

A:  Like any other business system, the use of SRTs must be managed. When an SRT variance is identified as a trend, consistently "exceeded" or "beaten" by a fixed percentage set by management, the trend should be investigated. When determining the root cause of an SRT variance, it is important to look at every aspect of the business that can impact the actual repair time.

Some of these impacts to actual repair times include, but are not limited to:

Methodology Used to Develop SRTs  - Service providers should review the SRT products available in the market and choose a product that best fits their shop environment. As described in TMC IR 2011 - 01, a percentage base can be added to compensate for the real world environment in which service providers operate.

Service providers should also understand that not all of the items that can affect total "time in bay" are included in SRTs. SRTs are "time on task" and not "time in bay." Some of items that may not be included in the SRT are: vehicle retrieval from the yard, parts ordering, test driving, and process documentation.

Specialty Tool Availability  - Companies providing SRTs develop times based on using all the special tools necessary to complete the repair. If your business has not invested in the specialty tools required for a specific type of repair, then it may be necessary to purchase the required tools or decline the service opportunity. Customers should not be penalized due to a lack of specialized tooling.

Technician Skill Level  - When developing estimates or assigning repair orders in the shop environment, it is important to consider the complexity of the repair and match that to the skill level of the technician. The better SRT providers develop their times assuming a professional technician is being used with skills that match the complexity of the repair.

Service Providers who assign a lesser skilled technician to a complex repair must not deviate from the SRT. By identifying technicians or repairs that consistently exceed SRTs, you can develop corrective actions to improve your business. Areas to investigate include, but are not limited to: technician training, technician motivation, repair estimating and the work assignment process (see TMC IR 2011-01).

Parts Availability  - A lack of necessary parts to complete a job task should not impact SRTs. SRTs represent "time on task" not "time in bay." By monitoring SRTs and comparing that with the total "time in bay," you have an excellent opportunity to identify other areas for efficiency improvement including parts availability. (See TMC RP 1601, Guidelines for Measuring Equipment User Customer Satisfaction. )

Specialized Equipment  - SRTs may not be available on highly specialized equipment. Therefore, whenever possible, work with the customer to obtain a recommended SRT. From an SRT perspective, consideration should always be given to the base complaint/repair for that job function. Additional consideration must be given to the modifications or specialization involved to facilitate the base repair and should involve the customer and/or manufacturer. The SRT should not be added to the actual repair time but instead listed as a separate line item on the invoice stating what was accomplished.

Internal Company Policies and Procedures  - Service providers have business policies and procedures that they follow during the repair process. Examples of internal business policies and procedures include: job clean up, warranty filing (See TMC RP 1603, Warranty Workflow Procedure ) parts ordering, internal reporting, customer communication/approval, road testing, etc. These procedures are necessary to support the repair process; however, they not covered by SRTs. Remember, SRTs are "time on task" and not "time in bay." By monitoring SRTs and comparing that with the total "time in bay," you have an excellent opportunity to identify other areas for efficiency improvement including business policies and procedures. Service providers may wish to add a supplemental charge in order to account for these additional tasks; however, it should be a separate line item and not added to the SRT.

Vehicle Age Issues  - Older vehicles, having been exposed to environmental conditions, prior improper repair techniques, unauthorized modifications, lack of proper maintenance practices and other unknown conditions, can affect the service provider's ability to meet SRTs. Acknowledgement that these conditions can and do exist on some or all older vehicles may drive the need for additional time to perform a repair. When necessary, supplemental times can be included as a separate charge for the repair as long as it is accompanied by a detailed description. Supplemental time should not be used to inflate the SRT that is indicated for the repair. Service providers should consider their consistency on charging supplemental time for it to constitute a standard business practice.

Q:  What's in it for me to use SRTs?

A:  Challenging the way things have "always been done" and implementing change in order to increase efficiency, motivates most business professionals. In order to reap the benefits of implementing SRTs, the positive impacts must be communicated from the top down. When communicating why you are going to use SRTs, it is important to list the benefits from the point of view of every stakeholder in the organization. These benefits include but are not limited to:

Structured Incentive Programs  - Service Providers can structure incentive programs, monetary and non-monetary, for internal stakeholders in order to develop a "team spirit" and foster a "pride of ownership" throughout the organization. Incentives should always support continuous improvement as well as customer satisfaction.

Increased Customer Loyalty  - Customer loyalty is the life blood of any service-based business. By communicating to the customer that you are using an industry SRT, you are building credibility. When you are building customer loyalty, it is also important to communicate when a repair may exceed the SRT estimate. Additional charges or variances must be fully explained and documented outside of the SRT. Customers need to have confidence that they are not being penalized due to a lack of experience or investment in specialty tools. (See TMC RP 1601. )

Simplifying the Service Writer's Job  - Selection and implementation of an SRT process will simplify the service writers' job, once they overcome the anxiety associated with change and the learning curve associated with using SRTs as a basis for estimates. Be prepared to hear your service writer say, "I don't have time to do that." Just keep in mind that this is a common response for anyone during a period of change. An incentive program for the service writer should be considered when the service provider is implementing an SRT process. After all, service writers are truly on the front line of the process.

Engaging Stakeholders  - Constant communication is the key to any successful implementation. Be prepared to have an open and ongoing dialog with employees about the consideration of implementing a SRT process. Solicit all stakeholder views regarding how it will impact them directly, as well as their thoughts on how to overcome what they consider obstacles. Getting buy in before starting the implementation process is critical to its overall success. What may seem insignificant to management could be huge on the operational side. Who knows better about system flow then the people making it happen every day?

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