Who in a dealership should see which numbers?

An advisor, a service manager and a group director all look at the same service department, but they're asking different questions. The advisor wants to know what they'll take home this month. The manager wants to know if the store will hit target, and if not, where it's slipping. The group director wants to know which store needs a conversation, and what that conversation should be about.

Give all three the same report and each one has to dig for their answer. Usually they don't bother. So each view should be built around the question that person is asking.

The advisor: what moves my pay plan

An advisor's view should mirror how they're paid. If the pay plan pays on labour sale, the page shows sale, not gross. If the bonus is tied to hours per RO and gross per RO, those two numbers sit at the top. At one store we work with, advisors are paid on sale. So their projection, their daily trendline and their per-RO number are all built on sale, because that's what lands on their cheque.

The number on its own isn't enough. An advisor also needs to know what's possible:

• Their target, and whether they're on pace to hit it by month end.
• How close they are to the next bonus tier. "You're 0.09 hours per RO, or about $3 of gross per RO, from the next tier" is something an advisor can act on today.
• How they compare to the other advisors in the store on the same metrics. Seeing a co-worker do it on the same traffic changes what an advisor thinks is possible.

What they don't need is the store's total gross or other stores' numbers. That's the manager's job.

The service manager: the headline first, then where it's coming from

A manager starts with one question: are we going to hit target this month? Service Health answers that first: the projected month end against target, based on workdays left.

When the answer is no, the next question is why, and the manager should get there in a click or two. A labour gross shortfall almost always comes down to one of three things:

• Volume: fewer ROs per day than the plan needs.
• Ticket: less labour gross per RO, usually because fewer key services are being sold.
• Price: a lower effective labour rate, from discounting or op codes priced below the door rate.

Then they need to know who or what is behind it: a single advisor running well below the others, a tech whose hours aren't being captured, or a service category that's dropped off. If the store is $12,000 behind pace, the manager should be able to tell quickly whether that's three fewer cars a day, $20 less per RO, or one advisor $60 per RO below everyone else. Each of those needs a different fix, and a different conversation.

Group leadership: which store, and why

Group leaders need every store on one screen, against target. But a red number is where the conversation starts, not what it's about. If a director calls a service manager and says "you're behind", the manager already knows that.

The useful view for a director shows what's driving the miss, and ideally what's about to cause the next one:

• ROs per day trending down points to traffic, appointments or capacity, not selling.
• Key % slipping shows up as a gross per RO problem a month or two later, even if the store is on target today.
• Effective labour rate drifting away from the door rate means discounting or op code pricing.
• Numbers that don't add up, like parts gross that isn't tied to an RO, or hours booked to house techs, are often a DMS setup problem, not a performance one.

The aim is to start the right conversation: "Your Key % has dropped three months in a row. What changed?" instead of "Why are you behind?"

Role	First question	What they see
Advisor	What am I making this month?	Their pay plan metrics, target and pace, distance to next bonus tier, rank among store advisors
Service manager	Are we hitting target, and if not, where's the gap?	Projected month end vs target, then volume / ticket / price, then by advisor, tech and op code
Group leadership	Which store needs attention, and what's causing it?	Every store vs target, with the leading indicators behind each one

What stays the same for everyone

Every view is built from the same numbers. A customer pay RO means the same thing on the advisor's page as on the director's. The filters, the target and the workday calendar are shared too. When a director, a manager and an advisor sit down together, they're arguing about what to do, not whose number is right.