{"id":2616,"date":"2026-03-10T22:15:44","date_gmt":"2026-03-10T22:15:44","guid":{"rendered":"https:\/\/www.tvi-mp3.com\/blog\/?post_type=tvi_insight&p=2616"},"modified":"2026-03-12T16:57:51","modified_gmt":"2026-03-12T16:57:51","slug":"increasing-hours-per-repair-order","status":"publish","type":"tvi_insight","link":"https:\/\/www.tvi-mp3.com\/blog\/insights\/increasing-hours-per-repair-order\/","title":{"rendered":"Increase Shop Hours Without Hiring More Technicians"},"content":{"rendered":"\n

In many service departments, the conversation around growth often centers on one question: Do we need to hire more technicians?<\/em><\/p>\n\n\n\n

But what if the real opportunity is process, not staffing?<\/p>\n\n\n\n

Across the industry, dealerships with similar technician counts often maintain dramatically different labor hours per repair order (RO). Some stores average around 1.4 hours per RO, while others consistently achieve 1.8 hours or higher with the same staffing levels.<\/p>\n\n\n\n

The difference rarely comes down to culture alone. More often, it\u2019s the result of operational discipline, training, and communication inside the service process.<\/p>\n\n\n\n

According to Ken Pletcher, a Fixed Operations Specialist at TVI MarketPro3<\/a>, the root cause usually reveals itself quickly.<\/p>\n\n\n\n

\"Increase<\/figure>\n\n\n\n

Where the Breakdown Typically Starts<\/strong><\/h3>\n\n\n\n

When hours per RO are low, the issue often surfaces before a technician ever turns a wrench.<\/p>\n\n\n\n

When Ken walks into a dealership and sees low labor hours per RO, the first thing he usually finds is \u201cuntrained service advisors and\/or technicians, or a busy shop.\u201d<\/p>\n\n\n\n

Training and workflow management play a significant role in whether service opportunities are discovered and communicated\u2014or missed entirely.<\/p>\n\n\n\n

Untrained advisors may struggle to ask the right diagnostic questions during the write-up. Technicians may rush inspections in high-volume environments. And when the shop becomes overwhelmed, the inspection process often becomes the first casualty.<\/p>\n\n\n\n

The result: vehicles leave the dealership with unresolved needs that could have been identified and addressed.<\/p>\n\n\n\n

What High-Performing Stores Do Differently<\/strong><\/h3>\n\n\n\n

Operationally, the difference between a 1.4-hour store and a 1.8-hour store often comes down to how the service process is executed.<\/p>\n\n\n\n

Ken notes that higher-performing stores tend to have advisors who understand both the customer and the vehicle.<\/p>\n\n\n\n

\u201cA 1.8 [hour] store may have properly trained service advisors that listen to the customer\u2019s needs, understand why the vehicle is being serviced at that location, and the maintenance needs of the vehicle,\u201d Ken says.<\/p>\n\n\n\n

But the advisor conversation is only one piece of the equation; the technician inspection process is equally critical.<\/p>\n\n\n\n

\u201cThe technicians would be [recording] a thorough MPI video explaining items that need attention and applauding items that are being maintained properly,\u201d Ken explains.<\/p>\n\n\n\n

Importantly, the inspection should occur before the technician begins the requested repair.<\/p>\n\n\n\n

\u201cThis inspection should be completed first, then perform the other items the guest brought the vehicle in for,\u201d he adds.<\/p>\n\n\n\n

This sequence ensures the advisor has a complete picture of the vehicle\u2019s condition before discussing recommendations with the customer.<\/p>\n\n\n\n

The Operational Details That Quietly Drive Hours<\/strong><\/h3>\n\n\n\n

Beyond advisor training and inspection quality, many of the biggest contributors to higher hours per RO are operational efficiencies inside the shop.<\/p>\n\n\n\n

Ken highlights several workflow factors that directly influence technician productivity and inspection consistency:<\/p>\n\n\n\n