Service Operations Management - Suzuki...
Transcript of Service Operations Management - Suzuki...
COVERAGE
Module Coverage
InInInIn thisthisthisthis MMMModuleoduleoduleodule::::
We will firstly examine the systems approach toyour service business.
We will then explore the managementtools/techniques to be used in managing andimproving service operations.
OBJECTIVES
Objectives/Outcomes
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AppreciateAppreciateAppreciateAppreciate howhowhowhow youryouryouryour serviceserviceserviceservice businessbusinessbusinessbusinessisisisis anananan interactiveinteractiveinteractiveinteractive systemsystemsystemsystem thatthatthatthat affects,affects,affects,affects,andandandand isisisis affectedaffectedaffectedaffected bybybyby thethethethe environmentenvironmentenvironmentenvironmentandandandand aaaa systemsystemsystemsystem thatthatthatthat reliesreliesreliesrelies onononon feedbackfeedbackfeedbackfeedbacktotototo bebebebe effectiveeffectiveeffectiveeffective....
ObjectivesObjectivesObjectivesObjectives
BeBeBeBe ableableableable totototo useuseuseuse thethethethe PDCAPDCAPDCAPDCA CycleCycleCycleCycle totototomanagemanagemanagemanage andandandand improveimproveimproveimprove thethethethe businessbusinessbusinessbusiness....
BeBeBeBe ableableableable totototo formulateformulateformulateformulate anananan effectiveeffectiveeffectiveeffectiveSWOTSWOTSWOTSWOT AnalysisAnalysisAnalysisAnalysis totototo evaluateevaluateevaluateevaluate anyanyanyanysituationsituationsituationsituation andandandand decidedecidedecidedecide thethethethe mainmainmainmain ideasideasideasideasforforforfor actionactionactionaction....
BeBeBeBe ableableableable totototo setsetsetset SMARTSMARTSMARTSMART standardsstandardsstandardsstandards....DDDD
OBJECTIVES
Objectives/Outcomes
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GGGGBeBeBeBe ableableableable totototo useuseuseuse thethethethe DMAICDMAICDMAICDMAIC problemproblemproblemproblemsolvingsolvingsolvingsolving modelmodelmodelmodel totototo definedefinedefinedefine thethethethe gapsgapsgapsgaps ininininperformanceperformanceperformanceperformance andandandand continuouslycontinuouslycontinuouslycontinuouslyimproveimproveimproveimprove performanceperformanceperformanceperformance....
BeBeBeBe ableableableable totototo useuseuseuse thethethethe PACTPACTPACTPACT coachingcoachingcoachingcoachingmodelmodelmodelmodel totototo coachcoachcoachcoach andandandand developdevelopdevelopdevelop youryouryouryourpeoplepeoplepeoplepeople....
BeBeBeBe ableableableable totototo designdesigndesigndesign andandandand useuseuseuse DOCDOCDOCDOC totototomeasure,measure,measure,measure, monitormonitormonitormonitor andandandand evaluateevaluateevaluateevaluateserviceserviceserviceservice departmentdepartmentdepartmentdepartment performanceperformanceperformanceperformance....
ObjectivesObjectivesObjectivesObjectives
SYSTEMS
APPROACH
The Systems Approach to Business
EFFECTIVEEFFECTIVEEFFECTIVEEFFECTIVE EFFICIENTEFFICIENTEFFICIENTEFFICIENT
DOING THE DOING THE DOING THE DOING THE RIGHT THINGSRIGHT THINGSRIGHT THINGSRIGHT THINGS
DOING THINGS DOING THINGS DOING THINGS DOING THINGS RIGHTRIGHTRIGHTRIGHT
It is extremely useful to appreciatethat a business is an interactivesystem that is affected by, andaffects the environment and that ittransforms inputs into outputsthrough effective processes.
Also, that the inputs andprocesses rely on constant andup-to-date feedback in order toadapt and change to be moreeffective and efficient.
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CONTENTS
Management Tools
We We We We will explore these concepts in will explore these concepts in will explore these concepts in will explore these concepts in this ethis ethis ethis e----learning module.learning module.learning module.learning module.
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The PDCA cycle
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SWOT analysis
SMART standards
PACT coaching model
Daily operating controls
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The Management Tools The Management Tools The Management Tools The Management Tools are:are:are:are:
PDCA CYCLE
PDCA – A Proven Approach to Continuous Improvement
TheTheTheThe PDCAPDCAPDCAPDCA CycleCycleCycleCycle (Also
called the Deming Cycle after Edward
Deming the pioneer of Total Quality
Management) is a proven approach to
continuous improvement. It is a
structured way to manage and improve
all aspects of a business unit.
ACTION
CHECK
DO
PLAN
PDCA
Understanding ‘Continuous Improvement’
Delivery (customer valued) processes are constantly evaluated and improved in the
light of their efficiency, effectiveness and flexibility.
It is defined as an ongoing effort to improve products, services, or processes. These
efforts can seek "incremental" improvement over time or "breakthrough"
improvement all at once.
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CONTINUOUS
IMPROVEMENT
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PDCA CYCLE
STEPSUnderstanding Continuous Improvement Cycle
SWOTSWOTSWOTSWOT
SMARTSMARTSMARTSMART
DOC DOC DOC DOC
DMAICDMAICDMAICDMAIC
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Visualize the ideal situation: Objectives
Evaluate the situation
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4444 Set standards
PACTPACTPACTPACT
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What, Who, How, When?
Policies & SOP’s
7777 Training of the implementers
8888 Coaching & On-goingDevelopment
Control: Evaluate/Standardise
Improve Processes
Analyse: Root Causes
Measure: Gaps
Define: Gaps
Evaluate vs. Standards
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The Suzuki Service Process:
Customer relationship building and servicereminder process.
Appointment booking process.
Reception and greeting process.
Service consultancy process.
Work allocation process.
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VISUALISE
PDCA CYCLE
STEP 1
ChooseChooseChooseChoose oneoneoneone ofofofof thethethethe aboveaboveaboveabove stepsstepsstepssteps inininin thethethethe SuzukiSuzukiSuzukiSuzuki ServiceServiceServiceService ProcessProcessProcessProcess andandandand visualisevisualisevisualisevisualisethethethethe improvementsimprovementsimprovementsimprovements youyouyouyou cancancancan implementimplementimplementimplement inininin youryouryouryour dealershipdealershipdealershipdealership....
Visualise the Ideal Situation:
VISUALISE
VISUALISE
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Parts supply process.
In-service customer contact process.
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Quality assurance process.
Vehicle handover process.
Customer follow-up and complaint handling process.
PDCA CYCLE
STEP 1
ChooseChooseChooseChoose oneoneoneone ofofofof thethethethe aboveaboveaboveabove stepsstepsstepssteps inininin thethethethe SuzukiSuzukiSuzukiSuzuki ServiceServiceServiceService ProcessProcessProcessProcess andandandand visualisevisualisevisualisevisualisethethethethe improvementsimprovementsimprovementsimprovements youyouyouyou cancancancan implementimplementimplementimplement inininin youryouryouryour dealershipdealershipdealershipdealership....
Evaluating the Situation (SWOT)
Evaluate Evaluate Evaluate Evaluate
Once Once Once Once you have you have you have you have visualized the visualized the visualized the visualized the ideal, ideal, ideal, ideal, it is it is it is it is critical that you critical that you critical that you critical that you can can can can evaluate evaluate evaluate evaluate the situation the situation the situation the situation as it currently exists.as it currently exists.as it currently exists.as it currently exists.
What is the What is the What is the What is the current reality? current reality? current reality? current reality?
A very useful tool to do A very useful tool to do A very useful tool to do A very useful tool to do this is the SWOT this is the SWOT this is the SWOT this is the SWOT Analysis. Analysis. Analysis. Analysis. The The The The SWOT is a useful tool SWOT is a useful tool SWOT is a useful tool SWOT is a useful tool to bring together all the to bring together all the to bring together all the to bring together all the
factors affecting a factors affecting a factors affecting a factors affecting a situation.situation.situation.situation.
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PDCA CYCLE
STEP 2
Evaluate the Situation (SWOT)
WWWWeaknesseseaknesseseaknesseseaknesses
The cost of labour is too high.
OOOOpportunitiespportunitiespportunitiespportunities
Vehicle replacementcycles are moving outfrom 3 years to 5 years.
TTTThreatshreatshreatshreats
Customer affordability is being drastically reduced by the current economic
conditions.
SSSStrengthstrengthstrengthstrengths
Up-to-date &accurate databaseof service customer.
External Uncontrollable
Internal Controllable
Internal variables the dealer can control
External variables the dealer hasno control over
PDCA CYCLE
STEP 2
Evaluate the Situation
Examples of The Internal Examples of The Internal Examples of The Internal Examples of The Internal Controllables in a Service Controllables in a Service Controllables in a Service Controllables in a Service DepartmentDepartmentDepartmentDepartment
Service Advisors & Technicians
Hours available
Facilities – work bays
Liquidity/Cash flow/Profitability
Equipment/Tools, computers, desks, phone lines, etc
Management and motivation
Methods and Processes
Service Advisors and Technicians.
PDCA CYCLE
STEP 2
Evaluate the Situation
Examples of The External Examples of The External Examples of The External Examples of The External Uncontrollables in a Service Uncontrollables in a Service Uncontrollables in a Service Uncontrollables in a Service DepartmentDepartmentDepartmentDepartment
Service Advisors & Technicians
Interest rates
Inflation
Currency exchange rates
Fuel prices
E-commerce
Vehicle technology
Legislation/Compliance
Social/Values/Life style changes
Customer preferences
Competitors/Specials/Promotions/Advertising
Climate & Infrastructure changes
PDCA CYCLE
STEP 2
Decide on Ideas for Action
Implement a daily Productivity and Efficiency Management processto bring costs down and be able to offer Service Specials.
Implement an active programme to use the database toproactively contact lapsed service customers.
Conduct 3-4 Service Special Campaigns per annum.
1 Specifically target the 4 to 7 year old out of warranty vehicles.
Decide on Ideas Decide on Ideas Decide on Ideas Decide on Ideas for for for for Action from your SWOT Analysis, for example:Action from your SWOT Analysis, for example:Action from your SWOT Analysis, for example:Action from your SWOT Analysis, for example:
PDCA CYCLE
STEP 3
The SMART concept is a useful way to think about the structuring of standards.
Set SMART Standards
Business standards structuring process is an activity or set of activities that will accomplish a
specific organizational goal.
SMARTSMARTSMARTSMART
STANDARDSTANDARDSTANDARDSTANDARD
SpecificS
Measurable
Actionable
Realistic
Time-bound
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PDCA CYCLE
STEP 4
Smart Standards Example:
In this Service Department,the workshop will be loadedaccording to 90% of thesaleable hours availableeach day with 10% beingreserved for walk-inbusiness. How would youwrite a standard for thisprocess?
PDCA CYCLE
STEP 4
What, How, When ?
What needs to be done; by whom; how and when
WhatWhatWhatWhat WhoWhoWhoWho HowHowHowHow WhenWhenWhenWhen
Consider the actions necessary to implement the standard.
PDCA CYCLE
STEP 5
Policies & Standard Operating Procedures (SOP)
Check Points (Key points to Check Points (Key points to Check Points (Key points to Check Points (Key points to check SOP is in place)check SOP is in place)check SOP is in place)check SOP is in place)
TitleTitleTitleTitle
DateDateDateDate
PurposePurposePurposePurpose
Process StepsProcess StepsProcess StepsProcess Steps
Reference documentsReference documentsReference documentsReference documents
PDCA CYCLE
STEP 6
Write necessary Standards, Policies and Procedures
Train the Implementers
DateDateDateDate
PDCA CYCLE
STEP 7
What training will be needed?What training will be needed?What training will be needed?What training will be needed?
Arrange training to ensure the staffare given the skills to ensureimprovement in the service orprocess identified.
Coaching Standards of Performance
PREPARE TO COACH –Prepare for the session
P A
CT
ASSESS THE SITUATION –What is the real situation?
TAKE ACTIONS Agree and document the way forward
CREATE OPTIONS
Explore the options
PDCA CYCLE
STEP 8
To coach Standards of Performance, follow the PACT model.
The PACT model can beused to assist withCoaching and On-goingDevelopment of staffduring the ContinuousImprovement Cycle.
Coaching the Standards of Performance -PREPARE
Q
• What is you strategy for dealing with this situation? (E.G. Work alongside a successful sales person for a week)
• What are the consequences of non-performance?
• What do you appreciate about the employee’s performance?• Describe the performance issue you want to discuss with the employee?
• When does this situation occur?Q
Q
Q
• What is the purpose of the session?• Why are you planning this coaching session?
• What can you do to assist the employee?
• When should actions begin?
• What results do you expect?
PreparingPreparingPreparingPreparing for the session – consider the following questions ahead ofcoaching session:
PDCA CYCLE
STEP 8
1STEPSTEPSTEPSTEP
PACT Model Process Flow
2.1 Listen
Others Perceptions
• How do you feel…?
• What is working…?
• Where do you need help…?
• What obstacles have you come
across…?
2.2 Speak
Your Perceptions
• I’m pleased with…
• I appreciate your efforts to…
• It appears to me…
• I’m concerned about…
2.3 Share
Goal Clarification
• Let’s review our specific
objectives…
• Yours..
• Mine..
2.4 Outcome
Check
• Did we…Clarify each other’s
perception?
• Share and arrive at mutual
goals2STEPSTEPSTEPSTEP
ASSESS REALITY
PDCA CYCLE
STEP 8
PACT Model Process Flow
3.1 Listen
Others Perceptions
• What needs to happen…?
• What could you do differently…?
• What would remove the
obstacles…?
• What could I do to support you…?
3.2 Speak
Your Perceptions
• What I hear you saying is…
• What you want from me is…
• Something I think would be
helpful is…
• From where I sit I can…
3.3 Share
Goal Clarification
• How will doing this help us to…?
• What are the consequences of
not…?
3.4 Outcome
Check – Did we…
• Identify options for
improvement?
• Did we remove all the obstacles?
3STEPSTEPSTEPSTEP
CREATE OPTIONS
PDCA CYCLE
STEP 8
PACT Model Process Flow
4.1 Listen
Others Perceptions
• Let’s agree on what needs to
be done and write it down.
• What specific steps will you
take to get there?
• What results could we expect?
• When would you like to meet
with me next to review
progress?
4.2 Speak
Your Perceptions
• What I’ll do to support you
is…I’ll be monitoring your
progress by…
• I agree, we should plan to
review again…(days/weeks)
4.3 Share
Goal Clarification
• How will achieving this higher
level of performance impact
on you personally?
• How will you achieving this
higher level of performance
impact on the dealership?
4.4 Outcome
Check – Did we…
• Write out an action plan?
• Set a timetable?
4STEPSTEPSTEPSTEP
TAKE ACTION
PDCA CYCLE
STEP 8
Measure & Monitor Outputs
FeedbackFeedbackFeedbackFeedback is vital to the effective and efficient operation of any system. In the service
business, feedback can be organised as a Daily Operating Control (DOC). A useful way tothink about a DOC is to organise the data within key outputs and associated key measures.You can use the sample below in your workplace.
Key OutputsKey OutputsKey OutputsKey Outputs Key Performance MeasuresKey Performance MeasuresKey Performance MeasuresKey Performance Measures
PDCA CYCLE
STEP 9
Measure & Monitor Outputs
Sales/ Revenues
Gross Profit
CSI/Customer Complaints
Warranty
Cash Flow –WIP/Debtors
Service Throughput
Effectiveness (Sold/
Available)
KEY OUTPUTS
PDCA CYCLE
STEP 9
Evaluate Versus Standards
Performance Performance Performance Performance MeasureMeasureMeasureMeasure StandardStandardStandardStandard EvaluationEvaluationEvaluationEvaluation
Service Sales
Service Retention % of Seven-year Parc >60%
Service Reminders % of Daily Appointments >90%
Appointments % of Total Repair Orders >60%
Bay Utilisation % >70%
Hours per Repair Order >2.20
Service Gross Profit
Service Gross Profit % of Total Service Sales >65%
Labour Gross Profit % of Labour Sales >80%
Average Technician Salary per Hour % Labour Rate <25%
Average Recovered Labour Rate % of Retail Labour Rate >90%
Consider your performance against the following standardscontained in a typical DOC. You can use this check sheet in yourworkplace.
Measure&
Monitor Outputs
PDCA CYCLE
STEP 10
Performance Performance Performance Performance MeasureMeasureMeasureMeasure StandardStandardStandardStandard EvaluationEvaluationEvaluationEvaluation
Cost of Labour/Hour % of Average Recovered
Labour Rate<20%
Hours Worked % of Hours Available >90%
Hours Sold % of Hours Worked >120%
Hours Sold % of Hours Available >108%
Expenses % of Total Service Gross Profit <75%
Profit before Tax
Profit before Tax % of Total Service Sales >15%
Work-in-progress (Days) <3 Days
Service Debtors (Days) <15 Days
Parts Sales % of Labour Sales >120%
Fixed-Right-First-Time % of Total Repair Orders >90%
Measure&
Monitor Outputs
Consider your performance against the followingstandards contained in a typical DOC. You can use thischeck sheet in your workplace.
PDCA CYCLE
STEP 10
Evaluate Versus Standards Continued…
Measure&
Monitor Outputs
Parts Fill Rate to the Workshop >85%
Parts Pre-picked RO’s % of Total RO’s >80%
Vehicle Ready on Time % of Repair Orders >85%
Follow-up Calls Contacted % of Total RO’s >85%
CSI Score >75%
Customer Concerns Outstanding (Over 48 hours) <15%
Performance Performance Performance Performance MeasureMeasureMeasureMeasure StandardStandardStandardStandard EvaluationEvaluationEvaluationEvaluation
Consider your performance against the followingstandards contained in a typical DOC. You can use thischeck sheet in your workplace.
Evaluate Versus Standards Continued…PDCA CYCLE
STEP 10
The DMAIC Model
D
M
A
IImprove the current situation/process by developing, validating & implementing improvement alternatives that will achieve desired performance.
CControl the process in future activities by implementing process improvements and monitoring on-going performance.
Analyse the situation with a root cause analysis or 5 Why’s.
Measure the extent of the problem using metrics and targeted improvements
DefineDefineDefineDefine the Problem or concern.
PDCA CYCLE
STEP 11
The DMAICDMAICDMAICDMAIC ModelModelModelModel is an ideal approach to problem solving. The DMAIC Model is part of thewidely used and accepted Six-Sigma quality management discipline. Using this model willbring about a well structured approach to correcting performance & achieving higher standardsin all aspects of the service business.
Defining the Problem or Concern
A problem well stated is half solved.““““ ””””
The secret to solving problems is to find the bridge between theway things are and the way you want them to become. Thatbridge is your definition; the link between the situation asalready solved and its resolution as you envision it to be.
Dave KolbergDave KolbergDave KolbergDave Kolberg
John John John John DeweyDeweyDeweyDewey
““““
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PROBLEM OR
CONCERN
The DMAIC Model - DEFINE
A useful technique to define a problem is to choose the right entry level and write aproblem statement using the Why and IWWMWIWWMWIWWMWIWWMW (In What Way Might We) technique. You canuse the following example below in your workplace.
R
Why do we want all our cars to be clean?
A To improve customer satisfaction.
IWWMW improve customer satisfaction?
QQUESTIONQUESTIONQUESTIONQUESTION
ANSWERANSWERANSWERANSWER
REDEFINEREDEFINEREDEFINEREDEFINE
PDCA CYCLE
STEP 11
D
Another example of IWWMW (In What Way Might We) technique. You can use the examplebelow in your workplace.
Q
R
Why do we want to improve customer satisfaction?
A To improve customer retention.
IWWMW improve customer retention?
QUESTIONQUESTIONQUESTIONQUESTION
ANSWERANSWERANSWERANSWER
REDEFINEREDEFINEREDEFINEREDEFINE
PDCA CYCLE
STEP 11
The DMAIC Model - DEFINED
PDCA CYCLE
STEP 11
The DMAIC Model - MEASUREM
Measure the extent of the problem byusing benchmarks or dealership targetsto get to the extent of the problem.
ExampleExampleExampleExample::::Your service department’s customerretention rate is 45% of a seven yearvehicle parc compared to the requireddealership target of 60%.
What is the Root Cause?What is the Root Cause?What is the Root Cause?What is the Root Cause?
TheTheTheThe 5555 Why’sWhy’sWhy’sWhy’s isisisis aaaa usefulusefulusefuluseful tooltooltooltool totototo helphelphelphelpidentifyidentifyidentifyidentify thethethethe rootrootrootroot causecausecausecause ofofofof problemsproblemsproblemsproblemsanywhereanywhereanywhereanywhere inininin thethethethe serviceserviceserviceservice departmentdepartmentdepartmentdepartment....
1111stststst WhyWhyWhyWhy are vehicles not cleaned prior to delivery tocustomers?
Service Department does not prepare thevehicles for delivery to the customers…WHY?WHY?WHY?WHY?
Service Department does not know vehicles arescheduled for delivery…WHY?WHY?WHY?WHY?
Sales consultants do not notify the Service Dept.of the dates & times the customers will arrive topick up their vehicles…WHY?WHY?WHY?WHY?
There is no process for Sales Consultants toinform the Service Dept. of the dates & timescustomers will pick up their vehicles…WHY?WHY?WHY?WHY?
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ANALYSE THE SITUATIONANALYSE THE SITUATIONANALYSE THE SITUATIONANALYSE THE SITUATION
5 WHY’S 5 WHY’S 5 WHY’S 5 WHY’S
PDCA CYCLE
STEP 11
The DMAIC Model - ANALYSEA
PDCA CYCLE
STEP 11
The DMAIC Model - IMPROVEI
Develop, validate and implement improvementalternatives that will achieve desired performanceresults.
• You can develop alternatives by brainstorming ideaswith your team.
• Validate which alternatives would be most effective,most cost-effective and easiest to implement.
• Implement by assigning action items to specificpeople with a deadline attached thereto.
PDCA CYCLE
STEP 11
The DMAIC Model - CONTROLC
Control these future activities by monitoringon-going performance regularly.
ENDEnd
THIS CONCLUDES THE ETHIS CONCLUDES THE ETHIS CONCLUDES THE ETHIS CONCLUDES THE E----LEARNING MODULE SERVICE OPERATIONS LEARNING MODULE SERVICE OPERATIONS LEARNING MODULE SERVICE OPERATIONS LEARNING MODULE SERVICE OPERATIONS FOR SERVICE MANAGERSFOR SERVICE MANAGERSFOR SERVICE MANAGERSFOR SERVICE MANAGERS