Service Manager Primary GoalDrive profitable growth in the service department through strong leadership, technician development, customer service, and accountability. Key Measures of Success Revenue growth Revenue per lead technician Gross margin Five-star customer reviews CallbacksWarranty costs Employee morale and retention Responsibilities and Jobs to Be Done1. Lead and Develop the TeamLead technicians and apprentices through clear expectations, coaching, support, and accountability. Review technician scorecards and individual job results. Service Titan provides metrics. Complete performance reviews with technicians and apprentices. Fischer has a performance review process, but the Service manager can have input into this process. Complete field ride-along when training, coaching, technical support, or performance improvement is needed. Provide technical guidance and sales support to technicians. Create, implement, and own the apprentice training program. Leveraging best practice within P3, not creating completely from scratch. Make sure apprentices are receiving the training and field experience needed to become productive technicians. Identify skill gaps and provide training or coaching. Address performance and behavior problems promptly. Hold technicians accountable through coaching, written discipline, or termination when necessary. Work with senior leadership on recruiting, staffing plans, team building, and employee morale. You are a partner in this, not doing it on your own.2. Drive Profitable Growth and Customer Satisfaction Lead the department toward its revenue, revenue-per-technician, and gross-margin goals. Review service invoices to make sure work is priced with an adequate margin, and to review for quality of workmanship and process compliance. Coach technicians when they could have: Provided a better or more complete solution. Presented additional options. Identified additional work. Better explained the value of the work. Review and minimize unnecessary discounting, refunds, credits, callbacks, and warranty costs. Handle serious or escalated customer complaints. Work to keep complaints to a minimum by correcting the causes of repeat problems. Coach lead technicians to handle routine complaints involving their own work. Review callbacks and warranty jobs to determine what happened, what it cost, and what needs to change. Work to increase five-star reviews and protect the company’s reputation. Genuinely care about our customers. Collaborate on company price list management and building where needed. Be open to new ideas and processes.3. Run the Daily Service Operation Participate in the daily schedule meeting. Work with CSR and Dispatch to: Match the best technician with each job. Improve routing. Reduce unnecessary drive time. Maximize technician productivity. Adjust the schedule when jobs change. Help build the skills of the CSR and Dispatch team in knowledge of plumbing where helpful. CSR and Dispatch remain responsible for answering calls, booking jobs, and managing the dispatch board. The Service Manager supports this work but does not take it over. Make sure technicians: Get out the door and to jobsites on time. Go directly to the jobsite when appropriate. Use their time productively. Keep trucks stocked, clean, and organized. Follow warehouse and material-control policies. Follow company pricing and discounting policies. Complete Service Titan notes, photos, estimates, invoices, and job closeout. Communicate delays, customer concerns, and additional work opportunities. Follow company safety, appearance, vehicle, and customer-service policies. Review and approve technician and apprentice timesheets. Approve time-off requests through ADP.Ensure compliance with safety policies – in particular, technicians need to report if they are not physically able to work and report any injuries.4. Serve as a Company Leader Participate actively in weekly leadership meetings. Be prepared to discuss department performance, staffing, customer issues, and opportunities. Follow through on commitments made in leadership meetings. Work closely with other department leaders. Support cross-department referrals and opportunities. Share information, ideas, and resources. Help solve company-wide problems, not only service department problems. Raise concerns early and bring possible solutions. Support leadership decisions and help lead Fischer as one company. Overall Ownership The Service Manager owns the performance, growth, development, productivity, quality, and accountability of the service technicians and apprentices. The Service Manager is expected to lead through other people, follow up consistently, and make sure problems are corrected rather than taking over every task personally. The Service Manager is part of an organization and a team.
