Bay 3
Water pump
Arrives tomorrowMove · releaseAction
Workshops & service networks
Four bays, eleven bookings, and one part that has not arrived.
A workshop loses money in the gaps: work nobody authorised, parts discovered late and hours that never reach an invoice. Put the plan, evidence, parts and recovery on the job.
Workshops & service networks
Sample data
Thursday · four-bay plan
Sample data · illustrative utilisation
BayJobConstraint
Bay 1
Brake finding
Await approvalSend evidenceAction
Bay 4
PDI + campaign
Certified techKeep slotAction
A code-native day plan from R-SOL-04. Utilisation figures are illustrative interface data; no recovery or utilisation uplift is claimed.
- Best fit
- Independent or brand-authorised workshops and service networks, with or without a sales floor.
- Operational job
- Plan bays and skills, approve extra work, reserve parts, split payers and measure sold against worked hours on one job record.
- What you get
- A day plan linking bays, approvals, parts and billed work.
Where the hours go missing
Seven leaks, none of them dramatic
No single one of these loses a workshop money. All seven, every day, is the difference between eighty and a hundred per cent recovery.
Extra work found on the ramp
Phone the customer, or do it and hope, or leave it and lose it
A part that is not there
Discovered at nine, car on a ramp, technician idle
Hours nobody wrote down
Reconstructed from memory at the end of the day, generously
A car that moves ramp to ramp
Whoever is free takes the next job, so the car waits three times
Warranty billed to the customer
Split by hand at month end, occasionally the wrong way
Sales preparation jumping the queue
A verbal request that displaces a paying customer, invisibly
A part sold below cost
Found at stocktake, if at all
System relationship
A connected workflow for workshops
Workshops
One Thursday
From eight in the morning to Friday's review
Five moments where a workshop either holds its recovery or quietly loses it. Select one.
The day is planned before anyone opens a bonnet
Eleven customer jobs, three sales preparations, four bays and one technician on holiday. The plan already accounts for all of it, and two slots are deliberately free for the emergency that always arrives. Certified work goes to a certified technician automatically, rather than by somebody remembering who is qualified.
Eleven customer jobs, three sales preparations, four bays and one technician on holiday. The plan already accounts for all of it, and two slots are deliberately free for the emergency that always arrives. Certified work goes to a certified technician automatically, rather than by somebody remembering who is qualified.
- You use
- 14 jobs, 4 bays, 5 technicians, 1 absent
- Takes
- Sequences tasks by dependency and competence, keeps two slots open
- You end with
- 84% utilisation with the flexibility to absorb a walk-in
Approved at the car, not chased by phone
The advisor walks the car with the customer, photographs the worn brakes, and sends the extra work for approval before the car goes on the ramp. That removes the two worst outcomes at once: doing work nobody authorised, and not doing work the customer would gladly have paid for.
The advisor walks the car with the customer, photographs the worn brakes, and sends the extra work for approval before the car goes on the ramp. That removes the two worst outcomes at once: doing work nobody authorised, and not doing work the customer would gladly have paid for.
- You use
- Customer at 08:45, worn discs visible on inspection
- Takes
- Photographs it, prices it, sends it to their phone
- You end with
- Approved 08:52 · the technician starts with a complete job
A late part costs a slot, not a day
The water pump will not arrive until tomorrow. The plan re-sequences the remaining items, releases the bay, and flags the handover date as at risk, all before anyone has to notice. The bay does not sit empty and the advisor phones the customer rather than being phoned by them.
The water pump will not arrive until tomorrow. The plan re-sequences the remaining items, releases the bay, and flags the handover date as at risk, all before anyone has to notice. The bay does not sit empty and the advisor phones the customer rather than being phoned by them.
- You use
- 09:10 · supplier confirms the pump ships tomorrow
- Takes
- Moves the job, releases Bay 3, warns that Friday's handover is at risk
- You end with
- One slot lost instead of a technician's afternoon
One job, two payers, no manual split
Because every line knew its payer when it was added, the customer portion invoices and posts itself while the warranty portion becomes a claim with its hours, parts and photographs attached. Stored tyres are logged to their rack, so the seasonal change in November is a few clicks rather than a search.
Because every line knew its payer when it was added, the customer portion invoices and posts itself while the warranty portion becomes a claim with its hours, parts and photographs attached. Stored tyres are logged to their rack, so the seasonal change in November is a few clicks rather than a search.
- You use
- Completed order · 4.1 h, five parts, one campaign item
- Takes
- Splits and posts the invoice, raises the claim, logs the tyres to rack B12
- You end with
- Customer 8 940 · warranty 2 180 · both traceable
Two jobs to discuss, not a week to audit
Sold hours against worked hours, per job. The clutch overran by 2.7 hours and the diagnostics by 1.6; those are the two conversations, and both are still fresh enough to be useful. Recovery per technician exists too, which turns a difficult conversation into a specific one.
Sold hours against worked hours, per job. The clutch overran by 2.7 hours and the diagnostics by 1.6; those are the two conversations, and both are still fresh enough to be useful. Recovery per technician exists too, which turns a difficult conversation into a specific one.
- You use
- A week of orders across five technicians
- Takes
- Compares sold to worked per job and per person, exportable
- You end with
- Two overruns worth asking about · no recovery benchmark published
What to switch on
A workshop can be the whole business, or one part of it
If you run a service-only operation, four modules cover everything and nothing on the sales side needs configuring. If you are the workshop inside a dealership, the same four give you the preparation work as real capacity rather than a favour. A network of sites adds scoping and group reporting, not a different system.
The core four
weeks 1–8Orders with a payer, capacity you can see, parts reserved against the job, and hours on the order item. Together they close six of the seven leaks.
WorkshopPlannerWarehouseTime-keeping
Where it helps most next
month 3+Active intake on a phone, courtesy cars from a real availability calendar, and invoices that post themselves. Accounting: selected markets.
CarAuditRentalAccounting
If you are a network
when it appliesRecovery and utilisation compared across sites on one definition, parts visible between branches, and importer or insurer connections where they exist.
ReportingSecurity & TrustOpen Platform
Outcome & proof
Four people at the same eight o'clock
Workshop foreman
Stops rebuilding the day at eight, and sees the consequence of every change as they make it.
Service advisor
Promises a time the plan supports, quotes extra work with a photograph, and hears about a delay first.
Technician
Starts an approved job with its parts already reserved, and has a record when something genuinely took longer.
Parts manager
Stops buying what another branch has, and cannot accidentally sell below the floor.
What a workshop asks first
Evidence
The proof this page most needs does not exist yet
A workshop customer story
Bay utilisation and labour recovery before and after would be the most persuasive asset on the entire site, because both are unambiguous and both are already measured internally by any workshop worth talking to.
“Profitability up tens of percent” · the smart guide
The current site's headline claim for service recommendations. A range that wide with no baseline cannot be published, and it is withheld here as on the Workshop product page.
What we do not claim
No recovery percentage, no utilisation gain, no reduction in parts write-off. The 84% in the hero is illustrative concept UI, not a benchmark.
How a workshop goes live
Bays and people
How many bays, which technicians, what each is certified for, and your working-time patterns. The plan is only as good as this.
Parts and prices
Stock imported, minimum margins set per category, supplier connections configured where they exist.
One week live
Real bookings on the new plan with the old chart still on the wall, so nobody is trusting a system they have not watched work.
Clock on
Time-keeping last, once the plan is trusted. Recovery figures start the week it goes on. Durations pending delivery sign-off.
Bring last week's real jobs
We will plan them against your bays, technicians and certifications and show where each car would have moved.
Bring job cardsAuthorise at the car
Photograph, price and approve extra work before the job starts.
Parts before the ramp
Reserve at booking and re-plan before a late part blocks a bay.
Hours on the item
Clock sold and worked time against the order item, not from memory.