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Relying on Your Team

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Peter Carreiro began his career with Viti Automotive Group as a part-time car wash detailer and parts runner 18 years ago. Over the course of two years, he held almost every position in a service department. The knowledge acquired and understanding of these different positions all prepared him for his job as a shop dispatcher. His responsibilities include delegating work to service advisors and technicians and keeping track of vehicles getting serviced.

In his current role, Carreiro helps technicians operate at a 100–200 percent efficiency level as they go through a volume of 1,200–1,300 repair orders per month.

And, his managerial and organizational skills help him keep track of the hundreds of interactions he has per day.

As outlined below, Carreiro offers four tips for success.

 

1. Review work (or prioritize work early on).

On any given day, Carreiro starts his morning by reviewing work that has come in. He looks through the work that is on hold for technicians.

“What I learned from Nick Viti, the founder of Viti Automotive Group, is to inspect what you expect,” Carreiro says.

By doing this analysis, you get a better outlook of what technicians will be up to and what work you can assign them as they complete outstanding repair work. This helps you delegate work more efficiently to your team, says Carreiro.

 

2. Find a system that works for you.

Carreiro has a bin system in place that helps him delegate work and track vehicles. “

For organizational purposes, I put this bin system in place about 12–15 years ago,” Carreiro notes.

He has six bins (one for each service advisor) and another 25 bins for his technicians. For service advisors, he includes customer appointments for the day and assigns them accordingly. For technicians, he puts in repair orders (ROs). He dispatches ROs to technicians based on skill level and their workloads.

All of these are located in his office, behind his desk. A system like this organizes work and holds staff accountable for the daily tasks they need to complete.

 

3. Communication goes a long way.

Another key to Carreiro’s success is communication. He notes that communicating with staff should be a consistent, all-day process. He holds conferences with his team on the daily. The bin system he created for his team also serve as a way for him to communicate with them. Once he’s done assigning work, service advisors go to his office to collect the bins, which gives them the opportunity to talk about any issues.

“If you do not communicate with your staff, your team won’t succeed,” he says.

Carreiro also says that you need to keep a clear head and not take things personally. It’s all about getting the job done.

 

4. Think of your team.

Carreiro’s job requires him to work with a variety of people, with varying personalities. And he is able to work with his team successfully because he does not try to change anyone. Instead, he focuses on having each person on his team complete the tasks he’s assigned to them.

“I do nothing by myself; it’s a team effort,” Carreiro says. “Without a team effort, [the department] would not succeed.”

He recognizes that he is a middleman—a problem solver—and that is why Carreiro tries to be as helpful as possible. He’s been in all those positions before, so he understands the stress and the workload. It helps him understand how and why things are done and he has a better idea of what information or tools they need to complete their work.

“By learning to work with people, you will be successful,” Carreiro says.

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