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Fixed Operations
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Before using Fixedstats, review this one-page guide. It explains where to enter numbers, where to find performance, how accountability works, and how onboarding ties to training and SOPs.
Month-to-date climb charts by category. Each card compares actual MTD and projected month-end pace against the goal for the selected store scope.
Service Manager's daily numbers — Labor + Parts billed on repair orders, advisor / tech / lube performance. Parts Manager enters their full parts numbers separately on the Parts Daily Entry tab.
| Labor | |
| Parts | |
| Total Gross Day | $0 |
| Labor MTD | $0 |
| Parts MTD | $0 |
| Total Gross MTD | $0 |
| Labor Pace | $0 |
| Parts Pace | $0 |
| Total Pace | $0 |
| Total ROs | |
| Tracking RO Count | 0 |
| ROs Closed | |
| Alignments Sold | |
| Total Hours | |
| Tracking Hours | 0 |
| Store NPS | |
| Region NPS |
Enter each advisor's running month-to-date numbers straight off the DOC — the latest saved entry IS the month (same as Parts and Collision). CSI and MPVI are standing values too.
| Advisor | Labor ($) | Parts ($) | Total Gross ($) | Total ROs | CP ROs | CP Labor ($) | CP Parts ($) | Hours | CSI | MPVI % | Gross/RO | Parts Gross/RO | ELR | CP % |
|---|
Technician and Lube Tech numbers are entered once a month.
| Technician | Specialty | ROs | CSI | Hrs Turned | Clock Hrs | Efficiency % |
|---|
| Lube Tech | ROs | CSI | Hrs Turned | Clock Hrs | Efficiency % |
|---|
Opens WhatsApp with the day's recap pre-filled — pick your group chat and press Send.
Parts Manager's full daily numbers across every channel — Parts excluding Wholesale and Tires, Wholesale, Tires, Counter (per person), and Obsolescence. Independent of the Service Manager's entry. Total Parts (auto) = Parts excluding Wholesale and Tires + Wholesale + Tires — counter people are tracked separately for coaching.
Enter Sales and Gross for each channel — Gross % calculates automatically. The Counter Gross % goal is ≥ 42%; Obsolescence is computed against parts inventory and goal is < 9%.
| Channel | Sales $ | Gross $ | Gross % |
|---|---|---|---|
| Parts (excluding Wholesale & Tires) | — | ||
| Wholesale | — | ||
| Tires | — | ||
| Counter People — pulled from Admin Console → Department Staff | |||
| Counter Total (auto) | $0 | $0 | — |
| Total Parts (auto) | $0 | $0 | — |
Set the parts inventory $ for the month (most managers update this once per month). Obsolescence $ today is divided by inventory $ to compute Obso % — goal is to keep this under 9%.
| Total Parts MTD $ | $0 |
| Total Parts Pace $ | $0 |
Counter People are managed in Admin Console → Department Staff → Parts Counter People. Adding, editing, or deactivating someone there automatically updates the rows above.
Collision Center daily numbers for DCVB and DCFP — body shop receivables, sublet, WIP, parts inventory variance, plus per-estimator Keys-to-Keys and ROs delivered, plus per body-tech and painter production hours. Switch stores using the store dropdown.
Enter running month-to-date sales per channel — same model as Gross and Parts: the latest saved entry IS the month's number. Total Sales sums automatically.
MTD Collision Gross plus the cash-flow watch numbers. Gross is a running month-to-date figure — the latest entry is the month's number. Aging thresholds are baked in — only enter dollars at or beyond each threshold. Receivables = account #22002 ≥15 days. Cash Clearing ≥4 days. Sublet ≥30 days. Labor WIP = account #24701.
Pace projects month-end from working day # ÷ working days in month. Goals are set in Goals & Settings → Collision Department Goals.
| Metric | MTD | Pace | Goal | Pace vs Goal |
|---|---|---|---|---|
| Total Sales $ | $0 | $0 | — | — |
| Collision Gross $ | $0 | $0 | — | — |
| Gross % of Sales | — | — | — | — |
Track ICAR and OEM certifications for the body shop. Optional expiry helps flag renewals.
One row per active estimator from Admin Console → Department Staff → Estimators. Enter Keys-to-Keys days, # ROs delivered (not closed), and $ ROs delivered (not closed) for today.
| Estimator | Keys-to-Keys (days) | # ROs Delivered | $ ROs Delivered |
|---|---|---|---|
| Totals (auto) | — | 0 | $0 |
One row per active body tech. Enter today's production hours. Skill level (A/B/C) is shown for context.
| Body Tech | Skill | Production Hours |
|---|---|---|
| Total Body-Tech Hours (auto) | 0.0 | |
One row per active painter. Enter today's production hours.
| Painter | Skill | Production Hours |
|---|---|---|
| Total Painter Hours (auto) | 0.0 | |
Existing Service and Parts entries populate the report automatically. MTD totals run from the first of the month through the selected week-ending date. Service and Parts managers only supply the few values that are not captured anywhere else.
Enter the current month-to-date totals from the DMS. DrivePoint retains each snapshot and calculates the week's activity automatically. Leave CP Labor Hours blank to use the advisor hours already entered.
The Parts Manager supplies only measures that are not captured by Parts Daily Entry. Dollar sales are current MTD; counts and percentages are current balances.
DrivePoint Fixed Operations Management Report
| Metric | Prior Week | Current Week | MTD | Trend | Source |
|---|
DrivePoint Fixed Operations Management Report
| Metric | Prior Week | Current Week | MTD | Trend | Source |
|---|
DrivePoint Fixed Operations Management Report
| Metric | Prior Week | Current Week | MTD | Trend | Source |
|---|
Connect service demand, source attribution, campaign activity, and the next 5-10 business days of available shop capacity in one weekly operating view.
Marketing-generated appointments are booked appointments on rows explicitly marked as the primary marketing attribution. Assign each appointment to one primary row only; appointment origin alone does not prove attribution.
Cost per booking is attributed spend divided by attributed booked appointments.
Capacity contribution uses attributed booked appointments multiplied by the store’s recent actual service hours per RO, divided by the saved technician-roster capacity estimate. Full Funnel can override booked hours when a campaign has a more precise value.
Database booking rate is booked appointments divided by reached customers for database, email, text, declined-service, and overdue-service rows.
Reactivation rate is reactivated customers divided by valid targets on declined- and overdue-service rows.
Comparable year-to-date performance from the historical OnPoint series.
Weekly attributed spend and verified marketing bookings.
Monthly OnPoint history. Service appointment totals are confirmed shown appointments.
Booked and shown appointments by origin, kept separate from primary marketing attribution.
| Appointment Origin | Booked | Shown | Shown Mix | Primary Mktg Booked |
|---|
Marketing-booked labor hours as a share of available near-term capacity.
Operational opportunities, repair orders, and DRP share for the DCVB and DCFP collision centers. These totals are not marketing-attributed.
Current shared CCC work-list operations and manually entered weekly marketing attribution are shown separately.
Live aggregate results from the shared CCC Work Lists workflow for the selected store scope.
| Store | List / Owner | Status | Assignments | Worked | Reached | Ever Scheduled | Shown | Linked ROs | Follow-ups Due | Last Work |
|---|---|---|---|---|---|---|---|---|---|---|
| Loading current shared CCC work-list results… | ||||||||||
Saved weekly source rows and capacity goals. These figures are not populated from lifetime CCC work-list totals.
| Owner / List | Channel | Valid | Worked | Reached | Booked | Booked Hours | Show / Return | Last Activity | Status |
|---|
Once each week, enter the running month-to-date totals. DrivePoint turns them into the projected month-end trend automatically.
CP & Warranty year-over-year results above come from OnPoint history. Only use these fields when a weekly operational snapshot needs an override.
DCVB / DCFP only. Enter the running totals shown on the OnPoint report as of the selected snapshot date.
Quick Entry keeps only appointment source, spend, booked, and shown. Booked labor hours are estimated from the store’s recent service hours per RO.
| Primary Mktg? | Source System | Channel | Appointment Source | Campaign / List / Owner | Spend | Booked | Booked Hours Override | Shown | Valid | Worked | Reached | Linked ROs | Reactivated | Last Activity |
|---|
Weekly marketing activity with service totals clearly labeled as weekly or MTD snapshots.
| Week / Snapshot | Store | Totals Basis | Source Basis | Spend | Mktg Booked | Shown | Cost / Booked | Capacity | Database Rate | Reactivation | Total Appts | CP/Warr ROs | Collision Opps Total / DRP |
Collision ROs Total / DRP |
|---|
Three named counter-person slots per store. Names are configured on the Parts → Roster card. MTD totals come from the Parts Daily Entry tab. Use this view for monthly counter-person reviews and coaching conversations.
Per-estimator scorecards with Keys-to-Keys, # ROs delivered-not-closed, and $ ROs delivered-not-closed. Estimator names are managed on the Roster tab once the collision form is live.
Each store's most recent Region NPS (entered on Daily Entry) is the CSI goal for advisors at that store. Used in the Total Score calculation on the Advisors tab.
| Day | Date | Day Type | Labor ($) | Parts ($) | Total Gross ($) | RO Count | Hours | Gross/RO | Running Total ($) | TRACKING ($) |
|---|
Compares the active advisor roster against Daily Pulse submissions for the selected date.
| Advisor | Store | Status | Pulse | Manager Follow-Up |
|---|
Pick an advisor and month to review the boxes checked, numbers entered, notes, and manager follow-up by day.
| Date | Pulse | Boxes Checked | Numbers Entered | Notes | Manager Move |
|---|
| Team Member | Role | Store | Pulse | Open Risks | Manager Move |
|---|
Same live data as the dashboard. The line is pulled from Goals & Settings first, with low-volume rows grayed out instead of over-called.
| Store | Advisor Status | Tech Status | Line Source | Action by Friday |
|---|
| Person | Role | Status | Why | Training | Next Step |
|---|
Below-line people get a simple plan: training, manager review, practice, and a due date.
| Person | Role | Gap | Likely Cause | Assigned Training | Manager Plan | Coaching Form | Due |
|---|
| Advisor | Store | ROs | Gross/RO | Line | HRO | Status | Action |
|---|
| Technician | Store | Type | Line | Avail Hrs | Flagged | Productivity | Efficiency | Status | Action |
|---|
A clear three-step hiring decision after the résumé, Culture Index, and application: lead interview, culture validation, Show Me, then the final “Hell Yeah” call.
Position-based readiness for service employees. Training modules live in the Training app; fixedstats owns roster status, manager sign-off, go-live readiness, and commission release.
The working structure for fixed operations: department ownership, reporting lines, role responsibilities, and the SOP library managers can coach from. This is a reference system, not another checklist tool.
Same live data as the Parts dashboard. Lines come from Goals & Settings → Parts Department Goals.
| Store | Overall | Total Parts | Wholesale | Counter | GP / Obso | Action by Friday |
|---|
| Store | Metric | Status | Why | Next Step |
|---|
| Total / Wholesale / Counter | Projected month-end dollars vs Parts goals |
| Counter Gross % | At or above the GP% goal, default 42% |
| Obsolescence % | At or below the obso% goal, default 9% |
| Watch | Close to the line and worth manager attention |
| Low data | No current Parts entry or no usable goal |
Same live data as the Collision dashboard. Lines come from Goals & Settings → Collision Department Goals.
| Store | Overall | Sales | Gross | Gross % | K2K / Aging | Action by Friday |
|---|
| Store | Metric | Status | Why | Next Step |
|---|
| Sales / Gross | Projected month-end dollars vs Collision goals |
| Gross % | At or above the store's gross % goal |
| Keys-to-Keys | At or below the K2K target |
| Aging money | Receivables, cash clearing, and sublet at or below ceilings |
| Low data | No current Collision entry or no usable goal |
Where parts sales and gross are coming from this month. Parts excluding Wholesale and Tires / Wholesale / Tires / Counter are shown separately, with each channel's own gross dollars and gross %.
Each counter person's MTD sales. Names come from Admin Console → Department Staff. Coach low performers; replicate top performers' approach.
| # | Counter Person | Store | MTD Sales ($) | MTD Gross ($) | Gross % | % of Counter Sales | Avg Sales / Day |
|---|
Saved Parts Daily Entry only. Each populated date shows the MTD snapshot as of that entry; dates without a Parts entry stay blank. Gross % = gross ÷ sales. Total Parts includes Parts excluding Wholesale & Tires + Wholesale + Tires; counter activity is tracked separately.
| Day | Date | Parts (excl Wholesale & Tires)Sales · Gross · GP% | WholesaleSales · Gross · GP% | TiresSales · Gross · GP% | CounterSales · Gross · GP% | Total PartsSales · Gross · GP% | ObsolescenceDollars · % of inventory | TRACKINGSales · Gross |
|---|
| Store | Labor MTD | Parts MTD | Total Gross | Tracking | Goal | % to Goal | Avg Gross/RO | Avg CSI |
|---|
Click any column header to sort. Click again to reverse.
Each advisor's Total Score is a 0–100 composite that blends customer experience with revenue performance against their peers in the selected period. A score of 100 means the advisor is at the top of class on every axis below.
The formula:
Read it like this: CSI counts about a third of the score because customer experience drives retention. The five revenue / efficiency axes each count about an eighth, so an advisor can't ride one strong number — consistency across all of them is what wins.
Note: advisors with no gross and no ROs in the period are scored 0. Each axis caps at 100 — being the leader on Gross/RO doesn't compensate for a weak CSI score.
| Rank ▼ | Advisor | Store | Total Score | Labor ($) | Parts ($) | Total Gross ($) | RO Count | CP ROs | CP % | Hours | Gross/RO | ELR | HRO | CSI | MPVI % |
|---|
Service Manager goals for labor and parts on repair orders.
| Store | Labor Goal ($) | Parts Goal ($) | Total Gross Goal ($) | Gross/RO Target ($) |
|---|
Parts Manager goals. Counter Gross % goal is a floor (default 42) — hit when actual ≥ goal. Obso % goal is a ceiling (default 9) — hit when actual ≤ goal.
| Store | Total Parts Sales Goal ($) | Wholesale Sales Goal ($) | Counter Sales Goal ($) | Counter Gross % Goal (≥) | Obso % Goal (≤) |
|---|
Sales and Gross goals drive MTD pacing on the Collision entry form and dashboard. Gross % is a floor — hit when actual ≥ goal. K2K Target is a ceiling in days — hit when avg Keys-to-Keys ≤ target. The three aging ceilings flag red on the dashboard when the latest reported dollars exceed them (leave 0 for "any dollars = red").
| Store | Sales Goal ($) | Gross Goal ($) | Gross % Goal (≥) | K2K Target (≤ days) | Receivables Ceiling ($) | Cash Clearing Ceiling ($) | Sublet Ceiling ($) |
|---|
Use the Training app and this fixedstats roster as the go-live gate. Service employees should complete assigned training modules before being marked ready for independent work.
| Advisor | Training / Go-Live | MPVI % | Labor ($) | Parts ($) | Total Gross ($) | RO Count | CP ROs | Hours | Gross/RO | ELR | HRO | Rank | CSI | CSI Region |
|---|
| Name | Type | Specialty | Training / Go-Live | Total ROs | Avg CSI | Total Hrs Turned | Total Clock Hrs | Efficiency % | Productivity % | Proficiency % | Trend |
|---|
Monthly performance per counter person. Names are managed in Admin Console → Department Staff → Parts Counter People. Sales / gross / gross % come from the Parts Daily Entry tab.
| Counter Person | Store | MTD Sales | MTD Gross | Gross % | vs 42% Goal | Avg Daily Sales | Working Days |
|---|---|---|---|---|---|---|---|
| Counter performance will populate from Parts Daily Entry data once entries with sales + gross are saved for the selected month. | |||||||
Body Techs, Painters, and Estimators for the DCVB and DCFP collision centers. Names are managed in Admin Console → Department Staff.
Send this one-page guide to every new Fixedstats user before they start entering numbers or completing onboarding. It explains the four main areas: Enter Numbers, Performance, Accountability, and People Readiness.
| Display Name | Username | Role | Roster Link | Store Access | Default Store | Status | Last Login | Actions |
|---|
New advisors should be added from User Accounts. This roster view is created from advisor users and keeps legacy advisor rows available for editing.
| Name | Employee ID | Status | Actions |
|---|
| Name | Employee ID | Specialty | Position | Status | Actions |
|---|
| Name | Employee ID | Pay Plan | Position | Status | Actions |
|---|
| Name | Employee ID | Mentor/Supervisor | Position | Status | Actions |
|---|
Counter people are tied to a specific store. Their daily Sales / Gross numbers are entered on Parts Daily Entry.
| Name | Store | Employee ID | Status | Actions |
|---|
Body shop techs (DCVB collision department). Track flag hours and labor production.
| Name | Store | Employee ID | Skill Level | Status | Actions |
|---|
Paint department. Track paint hours, refinish production, and supplies usage.
| Name | Store | Employee ID | Skill Level | Status | Actions |
|---|
Collision estimators / writers. Track close ratio, average ticket, and supplements.
| Name | Store | Employee ID | Status | Actions |
|---|