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Our Mission:

We strive to revolutionize the Fixed Operations industry through our passion and enthusiasm, and help our clients prosper through strategic innovation and custom solutions for their improvement.


M5™ is a performance improvement coaching firm that specializes in advancing fixed operations of auto dealerships around the world. Our website is a great venue to view our company’s goals, objectives, and philosophy in serving our clients.One of our main goals is providing state-of-the-industry ideas and techniques enabling our clients to advance their level of performance in fixed operations. Be sure to visit "Meet Our Staff" to view our greatest asset: our people! Our professional team knows how to effect positive change and they do it with a high level of passion and enthusiasm.

Effective Coaching - Part 1

Dave NewsletterThis is Part 1 in a two-part article. Be sure to check back next week for Part 2.

noun \ˈkōch\

 Simple Definition: a person who teaches and trains an athlete or performer

 What is Coaching?

 Marianne Minor, faculty member at the General Electric Management Institute, New York, has defined coaching as: “a directive process by a manager to train and orient an employee to the realities of workplace, and to help the employee remove barriers to achieve optimum work performance.”


Lombardi Time

Greg-LingenfelterMany of you may have heard of an NFL coach named Vince Lombardi.  He was such an iconic coach that they named a trophy after him.  That trophy is annually awarded to the winner of the Super Bowl.  Yes, I’m from Wisconsin, and my wife and I, and our 3 boys, are huge Green Bay Packers fans.

 When Vince Lombardi would schedule meetings or practice at 7:00 am, when do you think his players or position coaches showed up?  7:02, 7:14, 6:59, 7:05, etc.?  Once they arrived at the field, what do you think they did?  They probably talked about what they did last night, grabbed some early morning coffee, went to the locker room to get changed, etc.


Crushing the Independents

Adam Wright NewsletterIndependent repair facilities are a thorn in the side of dealership service departments.  In the eyes of the average consumer they offer a product that is virtually identical to that of dealerships, namely maintenance and repairs to their vehicle.  There is a perception on the part of the consumer that the best technicians often own their own shops, that they will get better prices with individually owned facilities or that the guarantee of work will be better if they have more person-to-person accountability.  This is why 60-70% of customers disappear from the service drive after the base warranty expires.


Revisiting Our Industry As It Once Was

Jim NewsletterYears ago there was a movie called Back to the Future featuring Michael J. Fox and a DeLorean, which had fallen into the forgotten mode until someone remembered that the future in that movie was the year 2015. All of a sudden this old movie reappeared to some pretty interesting "then and now" comparisons. It just happens that I was at Lime Rock Park in Connecticut this past Labor Day weekend for their 33rd Vintage Festival and as I wandered through the pits, it was almost like reliving a Back to the Future experience. There were all types of European sports cars from the 1930’s on up, like Alfa Romeo, Jaguar, MG, Triumph, BMW, Daimler and Porsche. Mercedes Benz had a tremendous display, including the #722 300 SLR that Sir Sterling Moss won the 1955 Mille Miglia with, along with Moss himself and Jochen Mass, another great Formula 1 and Sports Car driver.


Alternative Work Schedules - Part 2

Chuck-WenzlerThis is Part 2 in a two-part article. If you missed Part 1 you can read it here: Part 1.

 3/13s With A 4-Week Rotation

 The concept of working personnel on schedules of three 13-hour workdays has become quite popular in many industries, such as healthcare. This approach would let a service department stay open for six days and evenings, and it is possible to cycle through the work schedule every eight weeks, making it easy to administer. 

 The eight-week cycle is best utilized with complete sets of personnel, meaning lateral support groups, “super groups” and teams. These complete sets of techs operate within their own individual shops and are either working or off-duty as a group.


Alternative Work Schedules - Part 1

Chuck-WenzlerThis is Part 1 in a two-part article. Be sure to check back next week for Part 2.

I often hear service managers lament that they need a larger building to run at peak efficiency. However, before a dealership breaks ground on a new or expanded service operations area, it must first pursue all avenues for increasing production capacity via managing technician productivity, dispatch techniques, shop structure and work schedules.

In many service departments, techs start at the same time every morning. The service drive may open at 7 a.m., but techs may not start work until 7:30 or 8. It is very difficult for service advisors to write enough repair orders first thing in the morning to assign each tech a job as soon as he arrives. Techs rarely actually start working at their designated start time, so many hours of lost production result.

Staggering start times is one way to overcome this. Rather than having all techs work a standard 8 a.m. to 5 p.m. shift with an hour off for lunch, the service director could stagger shifts to accommodate workflow. One group of techs could work from 7:30 to 4:30, another from 8 to 5, a third from 8:30 to 5:30.


Technician Trainee/Apprentice Pay Alternatives - Part 3

David Dietrich NewsletterThis is Part 3 in a three-part article. If you missed Parts 1 and 2, you can read them here: Part 1, Part 2.

 III. Implementation of the Pay Plan

 The following seven basic steps, described below, are used to implement the technique:

  • Step 1—Obtain the Necessary Data
  • Step 2—Calculate the Weekly Sales Requirement
  • Step 3—Determine the Trainee's Weekly Production Objective
  • Step 4—Determine the Trainee's Daily Production Objective
  • Step 5—Calculate the Training Bonus Accrual Rate
  • Step 6—Test the Calculation
  • Step 7—Implement the Bookkeeping Procedures

 Refer to the Pay Plan Worksheet presented in Annex A to calculate the actual rates that will pertain to your own circumstances. The instructions and examples in this section apply to the worksheet.


Contact M5

M5 Management Services, Inc.
985 Yeager Parkway
Pelham, AL 35124

Office Phone:
(205) 358-8717

Fax Number:
(888) 416-3680

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