Floyd Quiding

Increased profitability in the Parts and Service departments, reduced parts obsolescence and corrected service department deficiencies. In six months installed an electronic

dispatching and vehicle tracking system to increase productivity. Addressed staffing and training to change from a specialty shop to full line service departments to improve growth. Opened two new service departments in newly built dealerships with separate Mazda and Dodge operations. Set up all staffing and processes in both as well as supervise both at this time.

• Started as Mazda & Dodge dealer in 2008, then sold Dodge in 2009 and purchased Chevrolet in 2010.
• Currently supervising36 employees at one franchise and 10 at another. 15 techs at one franchise, 4 are World Class Technicians, 4 Advisors, 2 Express Techs and 1 Express Advisor.
• Consistent winner of GM's customer satisfaction award
• 17th Most Profitable GM service Dept. out of the 511 in the Western Region.
• Maintain low employee turnover
• Average monthly CP labor sales is 247K and Average monthly CP gross is 180K with an average net of 54K prior to Parts GP transfer..Our CP labor sales are up 11% vs 2016. Our CP gross is up 16% vs 2016 and our net is up 41% vs 2016
• Shop runs at maximum capacity daily with 1 tech in each working stall. Average 2200 to 2600 labor hours monthly on a consistent basis

As fixed Operations Manager, I began with a service department staff of 12 technicians and 3 service advisors. Went to Saturday service hours and split shifts in 1997 to increase the shop capacity and to accommodate the the increasing workload and growth. At our peak we had 30 technicians and 8 service advisors. At the time of my departure we were staffed with 18 technicians and 5 service advisors.

• Parts and Service sales in excess of 5 million dollars in 2007
• Captured 297% of market share vs DOM Dealer average of 98%
• 5 Star winner for 13 straight years and Elite 5 Star winner in 2006 and 2007
• Service retention 33% higher than all Dealers in the West business center

Parts Manager 1991 - 1995

Hired to improve the performance of a struggling department. Implemented policies and procedures for inventory control, wholesale and retail parts sales and created an environment that promoted cooperation between the Service and Parts departments

Promoted to Fixed Operations Manager. Supervised 12 technicians, department advertising, customer relations, processing of warranty claims, training, analyzing employee productivity and produced reports for upper management on the entire Service and Parts department operations. We Won the Chrysler Service Professionals Award every year. Increased retail labor sales by 64%.

Parts Manager 1980 - 1985

Installed correct inventory control procedures, ordering and paper flow procedures. Supervised and trained 4 parts sales personnel with no employee turnover during this time.

• Increased parts sales by 65% while reducing expenses by 9 %
• Parts sales in excess of 1.7 million in 1985
• 70% + stock order performance during this time