Frequently Asked Questions

CAMS works directly with automotive dealerships to improve the performance of their Service Departments. Led by industry expert Peter Hard, CAMS steps inside the business to identify issues and implement practical solutions - fast.

Unlike typical training seminars or off-site workshops, CAMS doesn’t operate from the sidelines. Peter Hard works from within the business, rolling up his sleeves from day one to deliver hands-on, results-driven support. No theory. No fluff. Just outcomes.

CAMS is designed for automotive dealers who know their Service Department could be running better. Whether it’s poor profitability, low staff morale, compliance backlogs or customer dissatisfaction, CAMS provides the tools and strategies to turn it around.

CAMS tackles the root causes of underperformance, including:

• Poor Customer Satisfaction Index scores

• Low workshop productivity and efficiency

• High staff turnover and absenteeism

• Warranty and compliance issues

• Messy, unsafe, or poorly managed workspaces

• Weak management processes and lack of structure

• Poor customer follow-up and communication

If it's holding your service team back, CAMS can help fix it.

CAMS delivers both. Through structured modules, Peter Hard works with your team to resolve immediate issues while mentoring Service Managers to build capability for the long haul. It’s about solving problems and strengthening leadership from the inside out.

While CAMS specialises in the automotive industry, Peter Hard’s management principles are transferable across any service-based business. Whether it’s cars, machinery, or equipment, the fundamentals of leadership, structure and process remain the same.

Hi, thanks for the question. First, what percentage of time are you spending on tools versus office duties? Have you set up forward monthly budgets based on available hours, excluding training days and holidays? Those hours should be weighted according to Apprentices' Productive Hours and available hours to sell for Techs. Labour efficiencies need to be included in the month's budget planning. Do you know your Gross Profit Percentages versus industry benchmarks for Labour, Parts, Oils, and sublet? What is your labour work mix, such as Retail, Fleet, and any other discounted Labour lines you may have? I'm happy to reach out and go into other opportunities with you, I have a tailor-made Excel spreadsheet that takes all the hard work out.

This issue is common among many businesses and requires discussion. One approach is to have one-on-one meetings with each staff member to review their sick day records and identify patterns, such as frequent absences on Mondays and Fridays. I ask them what they would do if they were the business owner, explaining that multiple people being away at the same time disrupts customers, damages the business's reputation, and adds stress to those who are present. I once did a home visit on a staff member for a welfare check, only to find them working on a personal project. They were given the option to come to work or stay at home, but not return to work if they chose the latter. Word spread quickly, and sick leave significantly decreased. This led to a mutual arrangement where everyone benefited. I'm happy to discuss the outcome further if you wish to contact me.

At one Toyota Service Department I managed, we arranged a vote among all Qualified Productive staff members, excluding Apprentices, for a paid sick leave bonus of $100 for each unused sick day by the end of the calendar year, with an additional $1,000 available at Christmas. Letters were sent to each staff member's home explaining the arrangement. Many partners were pleased, although some techs were not happy about their partners knowing. Our position was that it's a team effort, and everyone needs to know the arrangements moving forward. Sick leave was significantly reduced, with management retaining the right to adjudicate if a staff member was sick and presented to work. Management could send the staff member home to protect other members of staff. Things turned around quickly, and I'm happy to discuss details.

Great question. Culture and the "them and us" mentality can create divides in any business. 

The solution for these issues lies in open communication that is meaningful and constructive, not just a shallow attempt to gloss over the real problems. Firstly, strong leadership skills are required. Take the time to sit with the workshop hierarchy and discuss the elephant in the room. Set the terms of the meeting: no personal attacks on individuals and no discussion about pay rates. These issues can be dealt with one-on-one, but not in group settings. Keeping to an agenda is critical, and agreeing to meet weekly is essential to measure the success of the meetings.

Suggested fixes:

- Hold weekly meetings with key staff, focusing on measurable and desired outcomes, and encouraging open communication.

- Rotate work/backstop positions, allowing workshop staff to learn different parts of the business. Include these training days in your monthly budgets for available workshop hours.

- Conduct individual appraisals once a year to provide insight into performance versus work objectives. Appraisals should focus on job performance, not wage increases. A good manager will advise staff throughout the year on their progress, including personal and work goals.

As the Manager or Owner, lead by example and be the rock others follow. Trust and respect are hard-earned and easily lost, so maintain consistency in your management style. Avoid being inconsistent in your demeanor, as this helps staff understand the urgency of your commands. Effective communication and positive results will help create the desired workplace.