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Posted

Hello Everybody,

 

We use Alldata Managment system and I'm trying to build packages using "Custom Jobs" then "Job Description". The problem is that it limits you to 255 characters which isn't nearly enough for most any job..

For example, I'm trying to make a custom job for a pre-purchase inspection but, again there isn't enough room to list everything we'd inspect during a prepurchase inspection..

Can anybody familiar with Alldata give me any hints on what I can do? How do you do it?

 

Thanks in Advance

 

Posted

I'm not using all data online

click shop jobs

click new

then it pops up the select new job items page

there are 5 tabs the far left one is notes

type what you want click add item

if you use up the space in that note add more notes

maybe brake the notes up as engine, suspension, interior and so on

Posted

You can try to add a second labor line to the job. That will give you more space to add description, if you filled the space in the initial labor line.

Posted

Thanks for the replies , but, what I'm trying to do is add a "Canned Job" a "Package" to our system that all we'll need to do is click on the job to print it on the invoice automatically. Meaning I know I can do it manually, but, there just has to be a way to have it automatically come up as a canned job.

Below for example, is a draft of our pre-purchase inspection. It is 725 characters too much to fit in a pre-packaged job. I've spent hours looking into this with Alldata and they seem bewildered. I'm assuming and hoping there are other Alldata users out here that can tell me how they do it.

 

Thanks Again

 

Perform Visual Maintenance Inspection of the following components:

Drive/ Serpentine Belts - Battery Cables - Air Filter (If easily Accessible) - Air Intake Tubes/Hoses- Cooling System Hoses, Rotate tires ( as needed), C.V. Axles- Boots, Brake Pad/Shoe Thickness ( front and rear) , Underhood Fluids (As Needed/ Possible), Note any Fluid Leaks, Shocks and Struts, Suspension Linkage, Steering Gear, Tire Condition and Tire Wear, Exhaust system, Wiper Blades, Note Fluid Leaks, Exterior lights, Test Battery, Note Timing Belt interval, Radiator, Transmission fluid (if applicable dip stick type only) , Note Transmission Operation,

Tire Condition, Dash Warning Lights, Inspect for Signs of Rust and or Major Collision Damage.

Posted

my bad i get my right and left mixed up. notes in on right side, passenger side i copied and pasted your words and it fit in to notes. then i added some labor time. i named it prepurchase inspection. In the description i put some like inspect costumer's potential new car. save it. grabed a random car from my list and add this generic job and saved as a pd but not sure how to up load the image. but it works.

Posted

You do not need all that on the invoice. Use a separate inspection sheet with tech notes and recommendations you can hand over with the invoice.

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      It always amazes me when I hear about a technician who quits one repair shop to go work at another shop for less money. I know you have heard of this too, and you’ve probably asked yourself, “Can this be true? And Why?” The answer rests within the culture of the company. More specifically, the boss, manager, or a toxic work environment literally pushed the technician out the door.
      While money and benefits tend to attract people to a company, it won’t keep them there. When a technician begins to look over the fence for greener grass, that is usually a sign that something is wrong within the workplace. It also means that his or her heart is probably already gone. If the issue is not resolved, no amount of money will keep that technician for the long term. The heart is always the first to leave. The last thing that leaves is the technician’s toolbox.
      Shop owners: Focus more on employee retention than acquisition. This is not to say that you should not be constantly recruiting. You should. What it does means is that once you hire someone, your job isn’t over, that’s when it begins. Get to know your technicians. Build strong relationships. Have frequent one-on-ones. Engage in meaningful conversation. Find what truly motivates your technicians. You may be surprised that while money is a motivator, it’s usually not the prime motivator.
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