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The Fixed Ops Metric Dealers Should Be Watching More Closely

 A busy service lane does not automatically mean a profitable one.

That is one of the biggest takeaways from a recent CBT News discussion with Christopher Singleton, Managing Partner of Mike Terry Chevrolet of Refugio, who shared some of the fixed ops metrics his team watches most closely.

For Singleton, vehicle count alone does not tell the whole story.

Instead, his team focuses on metrics like hours per repair order, technician proficiency, additional service recommendations, and the percentage of repair orders that include photos or videos from multi-point inspections.

That last one is especially important.



Photos and videos should not just be something a dealership offers because the software makes it possible. They should be part of the process.

At Mike Terry Chevrolet, management tracks how consistently technicians and advisors include visual documentation with repair orders. That gives leadership a measurable way to reinforce good habits instead of treating digital inspections like another box employees are supposed to check.

And from the customer side, the value is obvious.

A service recommendation is easier to understand when the customer can actually see the problem.

A worn tire.
A leaking component.
A dirty filter.
Brake wear.
A damaged belt.

When customers have that visual context, the conversation changes.

Instead of asking, “Do I really need this?” they can better understand what the technician found and why the work is being recommended.

That builds trust.

But the bigger lesson here is that fixed ops performance depends on consistency.

A dealership may have great technology, great technicians, and great advisors, but if the process is followed only sometimes, the customer experience becomes unpredictable.

That is where tracking the right metrics matters.

Singleton also pointed to technician proficiency as a key measurement. If technicians are not billing hours efficiently while they are on the clock, the dealership may be busy without actually being productive.

On the other hand, if technician proficiency is consistently above 90% and the shop is turning away business, that may be a signal that the dealership needs more capacity or additional staffing.

That kind of measurement helps leadership separate a real capacity problem from a workflow problem.

It also highlights why service technology should support the people doing the work instead of adding more friction.

Tools like StatusPlus from Dixon Technologies can help dealerships create a more consistent service process by keeping customers informed, helping teams manage workflow, and making it easier to share photos and videos throughout the repair.

The goal is not simply to add more technology.

The goal is to make sure the technology helps the dealership execute the process every time.

That same idea applies to retention.

Singleton recommends scheduling the customer’s next visit before they leave, especially when work has been declined or future maintenance is coming due.

That may sound simple, but it is exactly the kind of small process that can protect long-term service loyalty.

A customer who declines tires today may need them next month.

A customer who postpones maintenance may simply need a reminder.

A customer who leaves without another appointment may disappear into an independent shop’s schedule instead.

The takeaway for dealers is clear:

Do not just measure how many cars came through the lane. Measure how well the process worked.

Track technician productivity.

Track recommended work.

Track visual inspections.

Track follow-up.

Track whether customers leave informed and with a clear next step.

Because fixed ops performance is not about being busy.

It is about turning activity into profitability, trust, and retention.

And the dealerships that measure the process are the ones most likely to improve it.

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