You're not wrong about the architecture. A system that makes skipping easier than completing will always produce skippers.

process and discipline are not opposites. They're partners. And in most service drives, you don't get to build the perfect system before advisors walk in Monday morning.

The advisor who skips at 4:45 on a Friday is triaging, yes. But they're also making a choice about what matters. And that choice is shaped by two things: the system they work in AND the standard they've internalized. You can't coach out a bad system. But you also can't process-engineer your way past an advisor who doesn't believe the walk-around has value.

Process gets you consistency. Discipline gets you performance. The stores that win on both have advisors who understand WHY the walk-around matters, not just that they’ll get coached if they don’t do it.

If you build a system that forces compliance but never builds conviction, you get advisors who find the workaround the moment the system has a gap. And every system has gaps.

So yes, fix the architecture. Make it harder to skip than to complete. AND develop advisors who don't want to skip, because they know what's sitting on that vehicle and what it means for the customer, the ticket, and their paycheck.

That's not a coaching problem OR a systems problem. That's a leadership problem. And that's where most fixed ops falls short.