Sect 3, Performance diagnostics

Distributor Service Department Performance Diagnostics Section 3

Performance Diagnostics 3.1 Management and Supervision 3.2 Direct Expenses, High 3.3 Gross Profit Low 3.4 Indirect Expenses, High 3.5 Net Contribution, Low

3.1 Performance Diagnostics Diagnostics Chart - 1: Total Workshop Sales Managerial, Supervisory issues

3.1 Performance Diagnostics Business Prospecting Customer Relations 3.1 Management and Supervision Service Department Parts Department Direct and Non-Direct Productive Staff

3.1 Performance Diagnostics 3.1.1 Business Prospecting

3.1 Performance Diagnostics Analyze True Potential? 3.1.1 Business Prospecting Reasons Exploit Fleet Service? Customer Visits? Customer Records? Wrong Targets?

3.1 Performance Diagnostics Proper Market Study 3.1.1 Business Prospecting Actions Service Contracts Customer Visit Plans Customer Data Base SMART Targets

3.1 Performance Diagnostics 3.1.2 Poor Customer Relations

3.1 Performance Diagnostics Department Image? 3.1.2 Poor Customer Relations Reasons Poor Work Standards? Customer Complaints? Customer Consent? No Service Contracts?

3.1 Performance Diagnostics Improve Overall Image 3.1.2 Poor Customer Relations Actions Improve Procedures Complaints Procedure Receipt Procedure Various Contracts

3.1 Performance Diagnostics 3.1.3 Service Department

3.1 Performance Diagnostics Productivity/Efficiency? 3.1.3 Service Department Reasons Improper Workflow? Supervision? Monitor Unsold Time? Improper Facilities?

3.1 Performance Diagnostics Increase Sales/Training 3.1.3 Service Department Actions New Procedures Management Performance Monitoring Review Facilities

3.1 Performance Diagnostics 3.1.4 Parts Department

3.1 Performance Diagnostics Service to Workshop? 3.1.4 Parts Department Reasons First Pick Availability? Pre-Planning? Communication? Retail More Important?

3.1 Performance Diagnostics Change Attitude 3.1.4 Parts Department Actions Forecasting Better Pre-planning Communication Biggest Customer

3.1 Performance Diagnostics 3.1.5 Direct and Non-Direct Productive Staff

3.1 Performance Diagnostics Quality and Training? 3.1.5 Direct and Non-Direct Productive Staff Reasons Supervision? Systematic Planning? Incentives, etc.? Missed Service Sales?

3.1 Performance Diagnostics Train or Replace 3.1.5 Direct and Non-Direct Productive Staff Actions Management Workshop Planning Motivational Schemes Better Inspections

3.2 Performance Diagnostics Diagnostics Chart - 2: Total Workshop Sales Managerial, Supervisory issues Direct Expenses

3.2 Performance Diagnostics Unsold Time 3.2 Direct Expenses, High Policy Adjustments Consumables, Tools

3.2 Performance Diagnostics 3.2.1 Unsold Time

3.2 Performance Diagnostics Workshop Planning? 3.2.1 Unsold Time Reasons Parts Supply? Workshop Facilities? Supervision? Time Management?

3.2 Performance Diagnostics Service Marketing? 3.2.1 Unsold Time Reasons, cont’d Pre-Planning? Parts Forecasting? Tools Not in Order? Waiting Approvals?

3.2 Performance Diagnostics No Jobs? 3.2.1 Unsold Time Reasons, cont’d Other Duties? Training? Redo as Unsold? Goodwill as Unsold?

3.2 Performance Diagnostics Bill of Materials, BOMs 3.2.1 Unsold Time Actions Parts Management Review Facilities Service Management Capture Relevant Data

3.2 Performance Diagnostics Marketing Strategy 3.2.1 Unsold Time Actions, cont’d Systems/Procedures Parts Forecasting Tools Management Approvals Process

3.2 Performance Diagnostics Service Marketing 3.2.1 Unsold Time Actions, cont’d Proper Time Sheets Training Plans Improve Sold Quality Correct Job Bookings

3.2 Performance Diagnostics 3.2.2 Policy Adjustments

3.2 Performance Diagnostics Quality Assurance? 3.2.2 Policy Adjustments Reasons Warranty Recovery? Customer Goodwill? Labor on Accessories? Warranty Terms Info?

3.2 Performance Diagnostics Work Procedures 3.2.2 Policy Adjustments Actions Warranty Management Book Cost Properly Improve Quotations Hand-Over Procedure

3.2 Performance Diagnostics 3.2.3 Consumables and Tools

3.2 Performance Diagnostics Improper Control? 3.2.3 Consumables and Tools Reasons Purchase Agreements? Store Keeper? Cost on Job Card? Proper Charge?

3.2 Performance Diagnostics Proper Procedures 3.2.3 Consumables and Tools Actions Purchase Agreements Store Keeper Proper Costing Charge Rate Policy

3.3 Performance Diagnostics Diagnostics Chart - 3: Gross Profit Total Workshop Sales Managerial, Supervisory issues Direct Expenses

3.3 Performance Diagnostics External Labor Sales 3.3 Gross Profit Low Warranty Labor Sales Internal Labor Sales Sublet and Bought-Out

3.3 Performance Diagnostics 3.3.1 External Labor Sales

3.3 Performance Diagnostics Unbalanced Work Mix? 3.3.1 External Labor Sales Reasons Customer Database? Prospecting Customers? No Customer Goodwill Time to Sell

3.3 Performance Diagnostics More External Sales 3.3.1 External Labor Sales Actions Create Database? Prospect Customers Customer Relations Training

3.3 Performance Diagnostics 3.3.2 Warranty Labor Sales

3.3 Performance Diagnostics Improper Diagnostics? 3.3.2 Warranty Labor Sales Reasons Warranty/Normal Job? Incomplete Claim? Service Campaigns? Low Efficiency?

3.3 Performance Diagnostics Training, Procedures 3.3.2 Warranty Labor Sales Actions Decision Process Claim Administration Do All Campaigns Supervision

3.3 Performance Diagnostics 3.3.3 Internal Labor Sales

3.3 Performance Diagnostics Sales Dept? 3.3.3 Internal Labor Sales Reasons Internal Rates? All Jobs Charged? Job Authorization? Units Over-Prepared?

3.3 Performance Diagnostics Service a Profit Center 3.3.3 Internal Labor Sales Actions Uniform Rates Specify All Jobs Approvals Process Set PDI Standards

3.3 Performance Diagnostics 3.3.4 Sublet and Bought-Out

3.3 Performance Diagnostics Manage Lube Oil Stock? 3.3.4 Sublet and Bought-Out Reasons Negotiate Rates? Late Invoices? Job Authorization? Scrap Management?

3.3 Performance Diagnostics Oil Stock Procedures 3.3.4 Sublet and Bought-Out Actions Supply Agreements Enforce Supplier SLA Approvals Process Scrap Sales Procedures

Diagnostics Chart - 4: Gross Profit Total Workshop Sales Managerial, Supervisory issues Direct Expenses Indirect Expenses

3.4 Performance Diagnostics Employee Expenses 3.4 Indirect Expenses High After Sales Expenses Admin Expenses Depreciation Expenses

3.4 Performance Diagnostics 3.4.1 Employee Expenses

3.4 Performance Diagnostics Salary Levels? 3.4.1 Employee Expenses Reasons Ratio Productive Staff? High Sick Leave? Manage Attendance? Poor Staff Quality?

3.4 Performance Diagnostics HR Policy, Assessment 3.4.1 Employee Expenses Actions Ratio 3.5:1 Staff Management Attitude Training, Assessment

3.4 Performance Diagnostics 3.4.2 Aftersales Expenses

3.4 Performance Diagnostics Warranty Recovery? 3.4.2 Aftersales Expenses Reasons Goodwill Repairs? High Redo Level? Warranty Terms? Manage Ad Campaigns?

3.4 Performance Diagnostics Warranty Procedures 3.4.2 Aftersales Expenses Actions Approvals Process Repair Quality Handover Process Marketing Policy

3.4 Performance Diagnostics 3.4.3 Administrative Expenses

3.4 Performance Diagnostics Manage Vehicle Fleet? 3.4.3 Administrative Expenses Reasons Expensive Rent? Facilities Maintenance? Control of Utility Cost? Purchasing Policy?

3.4 Performance Diagnostics Proper Procedures 3.4.3 Administrative Expenses Actions Negotiate Rent Maintenance Policy Review Utility Usage Purchasing Policy

3.4 Performance Diagnostics 3.4.3 Depreciation Expenses

3.4 Performance Diagnostics Incorrect Policies? 3.4.4 Depreciation Expenses Reasons Rent/Purchase Policy? Manage Fixed Assets? Manage Capex? Insufficient Capex Budget?

3.4 Performance Diagnostics Proper Policies 3.4.4 Depreciation Expenses Actions Decide Buy or Rent? Asset Management Capex Policy Proper Capex Budget

3.5 Performance Diagnostics Diagnostics Chart - 5: Net Contribution Gross Profit Total Workshop Sales Managerial, Supervisory issues Direct Expenses Indirect Expenses

3.5 Performance Diagnostics Direct Expenses 3.5 Net Contribution Low Indirect Expenses Service Management Resource Optimization

3.5 Performance Diagnostics 3.5.1 Direct Expenses

3.5 Performance Diagnostics Cost Productive Staff? 3.5.1 Direct Expenses Reasons High Unsold Time? High Redo Level? Manage Productive Staff? Manage Sublet/Bought-out?

3.5 Performance Diagnostics Review HR Policy 3.5.1 Direct Expenses Actions Workshop Management Repair Quality Supervision Sublet/Bought-out Management

3.5 Performance Diagnostics 3.5.2 Indirect Expenses

3.5 Performance Diagnostics Cost Non-Direct Productive Staff? 3.5.2 Indirect Expenses Reasons High Facilities Cost? Manage Sundry Exp.? High Admin Expenses? Manage Depreciation?

3.5 Performance Diagnostics Ratio Direct/Non-Direct 3.5.2 Indirect Expenses Action Maintenance Policy Expense Policies Cost Control Depreciation Policies

3.5 Performance Diagnostics 3.5.3 Service Management

3.5 Performance Diagnostics Manage Main KPIs? 3.5.3 Service Management Reasons Low Sales? Staff Management? Policies/Procedures? Ratio Internal/External?

3.5 Performance Diagnostics Know Your KPIs 3.5.3 Service Management Actions Sales Strategy Supervision Policies/Procedures Increase External Sales

3.5 Performance Diagnostics 3.5.4 Resource Optimization

3.5 Performance Diagnostics Facilities Usage? 3.5.4 Resource Optimization Reasons Low Productivity? Low Efficiency? Low Pre-Planning? Improper Follow-up?

3.5 Performance Diagnostics Facilities Optimization 3.5.4 Resource Optimization Actions Increase Sales Training Workshop Management CRM Policy

Diagnostics Chart - 6: Net Contribution Gross Profit Total Workshop Sales Improvement Area Managerial, Supervisory issues Direct Expenses Indirect Expenses

3.6 Performance Diagnostics Productivity Efficiency 3.6 Improvement Areas Resource Optimization Service Management Cost Control

3.6 Performance Diagnostics 3.6.1 Productivity

3.6 Performance Diagnostics Improve Management Differentiated Labor Rate 3.6.1 Productivity Actions Improve Skill Levels Increase Pre-Planning Incentive to Boost Sale

3.6 Performance Diagnostics 3.6.2 Efficiency

3.6 Performance Diagnostics Skills Assessment 3.6.2 Efficiency Actions Tools and Equipment Capture Actual Time Improve Common Jobs Review Work Procedure

3.6 Performance Diagnostics 3.6.3 Resource Optimization

3.6 Performance Diagnostics Facilities Utilization 3.6.3 Resource Optimization Actions Productivity/Efficiency Right Tools/Equipment Service Vehicle Usage Assessments

3.6 Performance Diagnostics 3.6.4 Service Management

3.6 Performance Diagnostics Customer Prospecting 3.6.4 Resource Optimization Actions Customer Relations Layouts/Workflows Service Marketing Manage KPI and Staff

3.6 Performance Diagnostics 3.6.5 Cost Control

3.6 Performance Diagnostics Improve Attendance 3.6.5 Cost Control Actions Approvals Procedures Update Facilities Supply Agreements Manage and Follow up

3.6 Performance Diagnostics Impact of Productivity and Efficiency on Bottom Line Workshop 3

Section 3 - Summary Service Department Total Sales: - Direct Expenses = Gross Profit - Indirect Expenses = Net Contribution

Sect 3, Performance diagnostics

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Sect 3, Performance diagnostics