A quick lube manager scorecard should rank each manager or shift lead on two numbers together: the percent of paid cars finished under your target time, and revenue per bay minute (paid sales divided by the bay minutes those cars used). Keep tire checks, top-offs and other no-charge visits out of both numbers and send them to a separate review list. Report it weekly per lead and roll it up monthly per store.
Most quick lube KPI articles are written for the store, not the person running the shift. This one is for owners who want to know which lead runs a fast, well-sold bay, and want a ranking the crew will accept as fair.
Quick answer
- Speed: % of paid cars out under target time (not average bay time).
- Revenue: paid sales ÷ bay minutes used by paid cars.
- Context: car count, average ticket, big-ticket item %.
- Exclude: no-charge visits (tire checks, top-offs, warranty re-checks) from both; review them separately.
- Rank on both numbers at once, against each store's own baseline.
Why rank on two numbers instead of one?
Speed alone rewards rushing: a lead can hit every target time by skipping the walk-around and the filter offer. Ticket alone rewards slow upsells while cars back up on the lot. Put the two side by side and the lead who wins on both is the one running the bay well.
Revenue per bay minute does a lot of that work on its own, because it goes up when the ticket goes up and when the bay time goes down. We still show % under target next to it, because crews understand "8 out of 10 cars under 15 minutes" faster than "$6.20 a minute".
Which numbers go on a quick lube manager scorecard?
| Number | Formula | Why it's there |
|---|---|---|
| Paid car count | Cars with a paid ticket on the lead's shifts | Volume context |
| % under target time | Paid cars with bay time under target ÷ paid cars | Speed, framed as a win rate |
| Revenue per bay minute | Paid sales ÷ bay minutes used by paid cars | Speed and selling in one number |
| Average ticket | Paid sales ÷ paid cars | Selling on its own |
| Big-ticket item % | Tickets with a BTI (filters, fluids, wipers etc.) ÷ paid cars | Is the menu being offered? |
| No-charge visits | Count, with reason | Goes to the review list, not the ranking |
Big-ticket item % is one of the "golden KPIs" Charlie's Fast Lube uses across its shops, according to NOLN. Its co-owner treats a BTI rate in the 20% to 30% range as a process problem at a store, and one near 50% as a red flag for overselling (NOLN). That's useful as a guard rail: a lead who pushes revenue per minute up by overselling should show up here.
How do you calculate revenue per bay minute?
- Take one lead's shifts for the week.
- Add up paid sales on tickets started during those shifts.
- Add up bay minutes for the same paid cars: car in the bay to car out.
- Divide sales by minutes.
Bay time has to come from the bay itself, not from when the ticket was opened and closed. If the counter opens tickets late or closes them in batches, ticket times are fiction. A camera on each bay times car in to car out without anyone pressing a button. Our quick lube KPIs by store guide covers bay time and bay utilization in more detail.
Why use % under target instead of average bay time?
Averages hide the cars that matter. A lead with an 11-minute average can still have one car in five over 20 minutes, which is the car that leaves a bad review. "% under target" shows that directly, and it's positive framing: the number goes up when the crew does well. Crews tend to chase a number they can win.
Set the target per store. A store with a pit and three bays isn't the same as a one-bay drive-through, and a store with a lot of fleet or diesel work will run longer. Use each store's own median from the last 13 weeks as the starting target, then tighten it.
Why keep no-charge visits out?
A free tire pressure check takes 3 minutes and earns $0. Count it in the speed number and a lead looks fast; count it in revenue per minute and they look bad. Either way the ranking is wrong.
Pull every visit with no paid ticket into a separate list: tire checks, top-offs, warranty re-checks, comebacks, employee cars. Each one needs a reason. Most will have one. The ones that don't are worth a look, and that's the same check we describe in employees not ringing up oil changes. Keeping them out of the ranking also means nobody gets pushed to stop doing free checks to protect their score.
Sample weekly scorecard (by lead)
(Made-up numbers, not real store data. Target time 15 minutes.)
| Lead | Store | Paid cars | % under 15 min | Revenue per bay minute | Avg ticket | BTI % | No-charge visits |
|---|---|---|---|---|---|---|---|
| Lead A | Store 1 | 212 | 84% | $6.40 | $92 | 36% | 18 (all with reason) |
| Lead B | Store 1 | 188 | 71% | $5.10 | $88 | 31% | 22 (3 no reason) |
| Lead C | Store 2 | 240 | 79% | $6.05 | $85 | 33% | 25 (all with reason) |
| Lead D | Store 2 | 176 | 88% | $5.30 | $71 | 22% | 14 (all with reason) |
How to read it:
- Lead A wins on both. Ask what they do differently and write it into the store's routine.
- Lead B is slower and sells less on the same store and same cars. Three no-charge visits without a reason go to the review list.
- Lead D is the fastest, but the ticket and BTI % are the lowest. Revenue per minute catches it: speed is coming from skipping the menu. Coach the offer, not the pace.
- Lead C is solid with more volume. No action.
Monthly roll-up (by store)
| Store | Paid cars | % under target | Revenue per bay minute | Avg ticket | Best lead | Lead to coach |
|---|---|---|---|---|---|---|
| Store 1 | 1,610 | 78% | $5.80 | $90 | A | B (speed) |
| Store 2 | 1,780 | 83% | $5.70 | $79 | C | D (menu) |
(Made-up numbers, not real store data.)
For context, the 2025 NOLN Operator Survey found 40.6% of responding shops service 20 to 39 cars a day (NOLN). If your stores sit well outside that, compare leads within the store first, and stores against their own history second.
How do you roll it out without starting a fight?
- Show the formulas first. Every lead should be able to recompute their own number.
- Rank within the store before across stores. Store 2 may have a pit and more fleet work; that's not the lead's fault.
- One coaching point per lead per week. Speed or menu, not both.
- Post the % under target, not the minutes. It's the number crews like to see go up.
- Give the odd store its own baseline. A location with a long queue lane or a car wash on site needs its own target time.
The weekly call that goes with this is in our guide on holding store managers accountable. If you're running stores remotely, the morning version is in how to run a quick lube without being there.
How Trilix fits
We build this scorecard so nobody pulls it by hand. Camera analytics on the bay cameras you already have time every car in and out and tag who was leading the shift. Your POS tickets are matched to each visit, no-charge visits go to a review list with a snapshot, and the weekly and monthly tables land on one owner dashboard for every store. It sits on top of the POS you run today. More on how this works for oil change shops on our quick lube page.
Want this scorecard for every store without pulling it yourself?
We'll look at your POS and bay cameras and show you what your leads' numbers would look like.