Please select to view either 'Monthly KPI's Definitions' or 'Data Definitions'. |
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Booth Cycle Time : Daily Booth Operating Hours times Workdays times number of Booths divided by monthly R.O.'s. This is a measure of the average time it takes a repair to be processed through the paint booth. A low number reflects more efficient use of the booth and higher output.
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CSI : This is the overall Customer Satisfaction Index value generated by the collision center's CSI system or vendor.
Cycle Time : Cycle time is the average of the cycle times of each individual repair completed (RO closed during the month). Cycle time is defined as the number of calendar days elapsed from the date vehicle is received from the customer to the date of delivery to the customer.
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Effective Labor Cost (ELC) : Total Labor Cost divided by Total Labor Hours. This is the actual average labor cost per flagged labor hour. Increasing this number will increase labor gross profit.
Effective Labor Rate (ELR) : Total Labor Sales divided Total Labor Hours. This is the average labor rate actually collected per flagged labor hour. Increasing this number will increase labor gross profit.
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Gallons of Waste per RO : Gallons of Waste Generated divided by number of R.O.'s. This is an indicator of the amount of paint waste (over mixing) and solvent waste (lack of recycling) generated relative to output.
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P&M Cost per Paint Hour : P&M Cost divided by Paint Hours. This is the primary measurement of P&M Cost versus output. Reducing this number will increase P&M Gross Profit.
P&M Gross Profit % : P&M Gross Profit divided by P&M Sales. One of the four profit centers of any collision center.
P&M Sales per Paint Hour : Paint & Material Sales divided by Paint Hours. This is the primary measurement of P&M Sales versus output. Increasing this number will increase P&M Gross Profit.
Paint Hours per Day : Monthly Paint Hours divided by Workdays. Setting a goal of Paint Hours for each day will improve output by focussing the efforts of paint techs on a daily objective.
Paint Hours per RO : Paint Hours divided by R.O.'s. This is the selling measurement of paint labor hours by writers (estimators). Increasing the average Paint Hours per RO will Increase Sales, Gross Profit, Productivity, and technician compensation.
Paint Labor Gross Profit % : Paint Labor Sales minus Paint Labor Cost. The principal profit contributor in the paint department.
Paint Labor Sales : From the financial statement, or calculated from Paint Hours times the Door Rate.
Paint Only Cost % of P&M Cost : Paint Only Cost divided by P&M Cost. This number shows the relationship of Paint Only Cost to Total P&M Cost in order to determine if there is any misclassification of P&M Costs. If the number is below 63%, there is likely miss-classification of non-P&M items into P&M Cost. If the number is over 73%, it is likely that associated P&M costs are not being properly charged to P&M Cost.
Paint Only Cost % of Total Sales : Paint Only Cost divided by Total Sales. This is a quick indicator of whether or not usage of Paint Only is in line relative to Total Sales. If possible, it is preferred to rely up on the measurement of Paint Only Cost per Paint Hour, which is more reliable.
Paint Only Cost per Paint Hour : Paint Only Cost divided by Paint Hours. This is the best measurement of Paint Usage as it is not subject to misclassification and is directly related to a Paint Department Output measurement. Reducing this number will increase P&M Gross Profit.
Parts Gross Profit % : Parts Gross profit divided by Parts Sales.
Parts to Labor Sales : Parts Sales divided by Total Labor Sales, expressed as a percentage. This is a selling measurement to indicate the relationship of parts replacement versus parts repair.
Productivity - Overall : Total Labor Hours divided by Tech Clock Hours - Total. Increasing this number will increase output.
Productivity - Paint : Paint Hours divided by Tech Clock Hours - Paint. Increasing this number will improve paint department output as well as the output of the collision center.
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Sales per Admin Employee : Total Sales (including parts) divided by Admin Employees. This is a measure of the effectiveness of the collision center's selling and administrative staff.
Sales per RO : Total Sales above divided by R.O.'s. This number is affected by the mix or repair sizes (small jobs versus large jobs) and the ability to sell and negotiate effectively. Increasing this number will increase the overall output of the facility.
Sales per Square Foot : Total Sales (including parts) divided by production area square footage. This is a measure of the effective utilization of the facility.
Sales per Stall : Total Sales (including parts) divided by # of Stalls. This is a measurement of the effective utilization of technicians.
Sales per Tech : Total Sales (including parts) divided by the Total # Techs. This is a measurement of the effective utilization of technicians.
Stalls per Tech : Stalls divided by Techs working in the collision center. This is a measure of the effective utilization of the facility. Reducing this number will increase output by enabling the use of additional tech clock hours.
Stalls per Tech - Paint : Stalls divided by Techs in the paint department only.
Sublet Gross Profit % : Sublet Gross Profit divided by Sublet Sales. This is a measure of the ability to profitably utilize non-shop personnel. This is an area where classification of sales and costs is critical so that you may measure this accurately. All sublet functions should include a fair and reasonable mark-up. This is the measure of whether or not that mark-up has been achieved.
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Techs per Admin Employee : Techs divided by Admin Employees. This is a measure of the balance of Administrative staffing relative to Technicians. Too low a number represents under-utilized staff in the front office. Too high a number may mean that the front office staff is stretched to thin and sales and profitability may be lost.
Total GP$ per Tech Clock Hour : Total Gross Profit (including parts) divided by Total Tech clock Hours. This is an excellent overall measurement of overall profitability relative to the clock hours actually worked by technicians. Increasing selling effectiveness, gross profit on any of the four profit centers, parts to labor sales, or productivity will increase this number.
Total Gross Profit $ : Total gross profit earned by the collision center calculated by summing the gross profits of Labor, Parts, P&M, and Sublet or by subtracting Total Production Cost from Total Sales. Maximizing total Gross Profit $ determines what is available to pay overhead expenses and return a profit.
Total Gross Profit % : Total Gross Profit divided by Total Sales. This is the primary measurement of gross profit relative to total sales dollars.
Total Labor Gross Profit % : Total Labor Gross Profit divided by Total Labor Sales. This is affected by maximizing Effective Labor Rate (ELR) and minimizing Effective Labor Cost (ELC).
Total Sales : The total of Labor, Parts, Paint & Material and Sublet Sales.
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Vehicles per Day per Booth : R.O.'s divided by Workdays divided by Paint Booths. This is the inverse of Booth Cycle Time. The shorter the booth cycle, the more vehicles are produced each day.
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Waste Removal Cost per RO : Waste Removal Cost divided by the number of R.O.'s. This is a measure of the average cost of removing waste per RO as a comparison to the amount charged per RO for hazardous waste removal. Reducing paint waste and recycling will reduce this number.
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