When you start data mining your own dealership, you have a chance to discover a hidden gem or find your needle in the haystack. Often, your shop’s data uncovers a secret. You reveal that you don’t need to hire another tech, a more expensive piece of equipment or do a shop upgrade — you just need a process.
Longshore Boats, a recently Certified Dealer in South Carolina, found its very own diamond in the rough at one of its dealership locations that opened about a year ago. They uncovered obvious gaps in their team and processes that needed some TLC.
We recently spoke with Tim Richards, Assistant General Manager at Longshore Boats-Bluffton, to learn more about the importance of process, viewing the service department like an operating room and how small details and discrepancies can lead to big savings.
Mismatched Math
Every owner has a moment where the numbers just don’t add up. For Richards, the lightbulb went off when a daily report showed a staggering gap: the shop had 17 actual tech hours available, but only billed 6 hours.
“It felt like falling off a cliff,” said Richards. “When I was 8, I realized my 50-cent allowance couldn’t buy a $1.19 pack of army men. Income has to exceed output. We realized our output (expenses) was far outstripping our billed revenue.”
His solution wasn’t to lay down the law. Although, surface level, many would think it was a clear lack of effort or manpower. The shop already had seven “rockstars” doing the work of 14. This was a lack of visibility, not team members coasting.
Service Scoreboard
Longshore Boats introduced a “scoreboard” to track service department productivity. This scoreboard was a development while going through their process mapping exercise in MRAA’s Dealership Certification program. The service team initially showed defensiveness, but Richards pivoted the conversation, treating the techs like elite professionals.
“We call our techs ‘The Surgeons’ and the shop floor is the ‘Operating Room,’ he explained. “You don’t just walk into an OR and interrupt a surgeon to ask about the Snap-On truck. We hold them in high regard, and in turn, they hold themselves to a higher standard.”
By tracking time data, the team identified its invisible “leaks.” They were:
- The 50-Minute Leak: Techs were spending nearly an hour per job on uncaptured time — mobilizing, moving boats and writing notes — all while clocked OUT of the labor line.
- The Social Trap: Awareness of the “scoreboard” naturally tightened up the 5- and 10-minute social gaps between jobs.
- The Workflow Bottleneck: Ensuring work schedules were ready so techs didn’t have to hunt down a manager just to punch into a job.
In the marine industry, your shop floor is your engine room. If it’s leaking oil, the whole boat (dealership) slows down. Sure, process improvement is a corporate buzzword, but it’s also the literal difference between a dealership that survives and one that thrives.
Why Process Trumps Effort
You can have the most gifted and knowledgeable technicians in the world, but if they are spending 50 minutes a day hunting for parts, moving boats or waiting for work orders, their talent is being wasted. Process improvement removes friction so your surgeons can actually perform surgery.
The Compound Interest of Efficiency
Small changes — like digitizing a punch-in system or reorganizing a tool room — create a massive ripple effect:
- Capacity without Headcount: Improving processes by just 10% is the equivalent of getting 4 free hours of labor per week from every tech.
- Consistency is Scalable:
- A “hero-based” shop relies on individuals staying late
- A “process-based” shop relies on a system that works even when the owner isn’t looking.
- Customer Loyalty & RECT: Process-driven shops get boats back on the water faster. In a seasonal industry, speed is the ultimate competitive advantage.
The Bottom Line: By the Numbers
The results of these easy fixes are nothing short of transformative. By tightening their small shop delays, Longshore Boats found 20% more time in the day without hiring anyone new. The team used their skill, manpower and space to improve efficiency and revenue.
Let’s look closer. Longshore Boats was at 58% productivity. When they added 20% extra time back into the shop, they increased the amount of work getting done by 33%. Consider this; In a shop with $1 Million in revenue, that same 33% jump adds an extra $330,000 in sales without adding a dime to their overhead. Not too bad for a day’s work.
Resources to Help You Find ‘Hidden’ Revenue in Your Shop
This “Member Moment” is a perfect example of how the MRAA Dealership Certification program helps owners move from guessing to growing.
These MRAA resources will guide you to similar outcomes:
- Service Management Certification: Learn how to lead your surgeons with confidence and implement data-driven scheduling.
- Guide: Job Descriptions that Amp Up Productivity: Establish clear expectations so your team, in each specific role, knows exactly how to win every day.
- MRAATraining.com: Explore courses on flat-rate billing and efficiency to turn your shop into a profit center. Our crowd favorite is: “Keep Your Surgeons in Surgery.”
About the Author
Stevie Cook is the Member Success Manager at the Marine Retailers Association of the Americas (MRAA). Stevie is dedicated to fueling dealer success by helping marine retailers implement proven processes that drive growth and professionalism. Through the MRAA Dealership Certification program, she works closely with owners and managers to transform their operations and build a culture of continuous improvement.
Connect with Stevie on LinkedIn to follow more dealer success stories and industry insights.
