"And another key metric we measure is the average time to service something. So our average is less than a day. So the car is -- so, in most cases we can actually pick up your car, fix anything that's wrong with it, and give it back to you, without you even knowing it was gone. So you just tell us like my car is at my office and this is where it is, and we'll pick up the car, fix it, and get it back to you before you finish work.
Our goal with service is sort of invisible up, which is, is there even -- it's like elves [ph] service delivery [ph]. Like you don't even see it. It's like -- it happens so fast. And once done, you'll love it.
And so I think there's like -- there's an interesting opportunity to revolutionize service as well. It's not just like, oh, let's do the same thing as before. I think it was a lot of lessons learned from a Formula One car approach. So, because we're not trying to serve customers for the most amount of money possible in a service, which is typical of the conventional auto industry, we want to get the job done super-fast, and then also make sure that you don't -- like we want to anticipate issues so you don't have to come back again.
And so we actually bring the car and we kind of hit with a pit crew, like a Formula One pit crew. So instead of having one person per bay, the car gets slowly worked on over several days, it actually comes in and a team attacks it, and we're constantly improving the tools and the metrics to say, how can we get the car perfect as fast as possible. We actually bring in people from Formula One to help with the training on this. And I think there's a real opportunity to revolutionize the way service works."