• Replies 12 replies
  • Subscribers 2 subscribers
  • Views 2 views
  • Users 0 members are here
Options
Related

What KPIs do you track for your field operations? What does 'good' look like?

Brandon Okafor

My team is at the point where we need to get serious about performance measurement. Right now we're tracking basic stuff — jobs completed, revenue per tech, first-time fix rate — but I don't have a clear picture of what "good" actually looks like in this industry.

What KPIs are you actually using? Not the ones you think you should track, but the ones that drive decisions in your weekly ops meetings. And what are your targets? I need something concrete to benchmark against.

For context: 14 technicians, HVAC and light commercial electrical, mostly service calls with some installation work.

Parents

  • One metric I didn't see mentioned: revenue per dispatch hour — not per technician hour, but per hour your dispatcher is actually working. This tells you if your scheduling is efficient or if you're burning labor on poor routing.

    We improved this 23% by adding Route Optimization and requiring 48-hour lookahead on all non-emergency jobs. The tool is only as good as the discipline around using it.

    Also — and this is critical — make sure your technicians understand why you're tracking each metric. We had pushback on utilization until we explained it was about proving we needed to hire more people, not squeezing the existing team. Framing matters.

Reply

  • One metric I didn't see mentioned: revenue per dispatch hour — not per technician hour, but per hour your dispatcher is actually working. This tells you if your scheduling is efficient or if you're burning labor on poor routing.

    We improved this 23% by adding Route Optimization and requiring 48-hour lookahead on all non-emergency jobs. The tool is only as good as the discipline around using it.

    Also — and this is critical — make sure your technicians understand why you're tracking each metric. We had pushback on utilization until we explained it was about proving we needed to hire more people, not squeezing the existing team. Framing matters.

Children