If there’s one role most misunderstood, it’s the Shop Foreman.
Technicians get promoted to the job. But what got them there won’t cut it anymore.
Your Shop Foreman can’t spend their days elbow-deep in engine repairs. That’s a Technician’s job.
Your Foreman belongs on the front lines of production, training, inspections, recruiting. Not stuck fixing the hardest jobs.
I’m breaking down the top 15 duties great Foremen embrace. Ones that transform them into Managers and Leaders.
Let’s get into it.
This trumps all else. The Foreman mindset centers on maximizing output from the shop.
Goals, metrics, and tracking matter now. No more just fixing what comes your way.
Refocus everything around hitting production KPIs and growing capacity.
Continuous training and upskilling allows teams to expand capacity.
Foremen should plan training schedules, secure budget, and reinforce lessons learned.
Celebrate Techs earning certifications. Share knowledge freely – don’t hoard it.
Level up new hires quickly. Cross-train veterans on new skills. Training never stops.
Ensure inspections match your standards – don’t just assume all is well.
Conduct spot checks proactively. Use mistakes as coaching moments, not punishments.
Reward thorough, profit-generating inspections to reinforce them.
Top Foremen take ownership of “staffing the restaurant.”
They build a name and network as a great place to work.
Pitch opportunities to promising candidates. Sell your shop’s strengths authentically.
Hiring the right technicians accelerates production capabilities.
Foremen are the go-to experts on equipment, warranty, recalls, and OEM procedures.
They spearhead adopting new technologies and standards. Then train staff on changes.
Missing the latest factory updates causes comebacks and chargebacks. Stay vigilant.
Strengthen connections between the shop, Advisors, and Parts Departments.
Participate in shift meetings and share shop needs. Coordinate to minimize bottlenecks.
Update teams on production, hours available, constraints impacting workflow.
Act as the Manager’s eyes and ears on the ground. Flag any concerns.
Provide data and input for labor plans, hiring decisions, and process changes.
share feedback from Technicians positively to foster improvement.
A clean, orderly shop sets a professional tone and boosts morale.
Create workspace technicians take pride in. Ensure equipment is maintained.
Make the breakroom somewhere employees enjoy spending time.
Don’t tolerate excessive comebacks. Track details on each one.
Analyze patterns with specific Techs, jobs, or parts. Identify training opportunities.
Take comebacks seriously as they directly reduce production capacity.
Rally Technicians around shared goals. Recognize achievements both big and small.
Coach struggling Techs positively. Have regular one-on-ones to discuss progress.
Know your team members’ strengths and interests to assign jobs effectively.
Deescalate tensions between Techs before they impact work. Don’t avoid problems.
Listen to both sides. Find solutions focused on the team’s best interests.
Earn team trust in your fairness and concern for all employees.
Share updates proactively through multiple channels – email, texts, huddles, one-on-ones.
Clarify Technicians’ concerns. Don’t make assumptions. Adjust your language as needed.
Repeat key messages across the team. Overcommunication beats the alternative.
Foremen must think systematically to resolve complex issues.
Gather data. Analyze root causes, not symptoms. Consider multiple solutions.
Make decisions backed by logic and facts. Avoid guessing or blaming.
Hold Technicians accountable respectfully by setting clear expectations upfront.
Enforce safety and quality standards consistently – no playing favorites.
Take ownership for team results instead of pointing fingers.
Strive to become a better leader, communicator, and coach every single day.
Ask your Manager for honest feedback on your skills. Know your blindspots.
Keep aiming higher and reinforcing excellence to reach it. Your growth enables the team’s growth.
Now you’ve got a detailed roadmap for shop Foremen to drive major success.
The question is – how can you ensure they embrace these priorities?
If you want to equip your Foremen with the tools and training to excel in these areas, let’s chat.
Click here to schedule a quick 15-minute call. I’ll provide proven ways to develop great Foremen – and transform your shop in the process.
Operating your business for more than ten years will definitely require Fixed Operations Consultant (also Fixed Ops Consultant), who will help improve the process and
Automotive consultants are employed by dealerships and other car companies to help in developing their businesses and, in turn, increase profits. They also might work
“I FIND TELEVISION TO BE VERY EDUCATING. EVERY TIME SOMEBODY TURNS ON THE SET, I GO IN THE OTHER ROOM AND READ A BOOK.” -GROUCHO MARX
Service Managers Twenty (20) Group is a regular mastermind meeting held every other month intended for Auto Dealership Service Managers where experiences in different automotive
Operating your business for more than ten years will definitely require Fixed Operations Consultant (also Fixed Ops Consultant), who will help improve the process and
Automotive consultants are employed by dealerships and other car companies to help in developing their businesses and, in turn, increase profits. They also might work
“I FIND TELEVISION TO BE VERY EDUCATING. EVERY TIME SOMEBODY TURNS ON THE SET, I GO IN THE OTHER ROOM AND READ A BOOK.” -GROUCHO MARX
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