sect 3, performance diagnostics
DESCRIPTION
How to evaluate your business, what to look for and what improvements can be doneTRANSCRIPT
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Section 3
Distributor Service Department Performance Diagnostics
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3.1 Management and Supervision
3.3 Gross Profit Low
3.2 Direct Expenses, High
Performance Diagnostics
3.4 Indirect Expenses, High
3.5 Net Contribution, Low
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Total Workshop Sales
Diagnostics Chart - 1:
Managerial,Supervisoryissues
Performance Diagnostics
3.1
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3.1
Management and Supervision
Business Prospecting
3.1
Performance Diagnostics
Customer Relations
Service Department
Parts Department
Direct and Non-Direct Productive Staff
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3.1.1
Business Prospecting
3.1
Performance Diagnostics
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3.1.1
Business Prospecting
Reasons
Analyze True Potential?
3.1
Performance Diagnostics
Exploit Fleet Service?Customer Visits?
Customer Records?
Wrong Targets?
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3.1.1
Business Prospecting
Actions
Proper Market Study
3.1
Performance Diagnostics
Service Contracts
Customer Visit Plans
Customer Data Base
SMART Targets
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3.1.2
Poor Customer Relations
3.1
Performance Diagnostics
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3.1.2
Poor Customer Relations
Reasons
Department Image?
3.1
Performance Diagnostics
Poor Work Standards?Customer Complaints?Customer Consent?
No Service Contracts?
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3.1.2
Poor Customer Relations
Actions
Improve Overall Image
3.1
Performance Diagnostics
Improve Procedures
Complaints ProcedureReceipt Procedure
Various Contracts
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3.1.3
Service Department
3.1
Performance Diagnostics
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3.1.3
Service Department
Reasons
Productivity/Efficiency?
3.1
Performance Diagnostics
Improper Workflow?
Supervision?
Monitor Unsold Time?Improper Facilities?
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3.1.3
Service Department
Actions
Increase Sales/Training
3.1
Performance Diagnostics
New Procedures
Management
Performance MonitoringReview Facilities
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3.1.4
Parts Department
3.1
Performance Diagnostics
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3.1.4
Parts Department
Reasons
Service to Workshop?
3.1
Performance Diagnostics
First Pick Availability?Pre-Planning?
Communication?
Retail More Important?
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3.1.4
Parts Department
Actions
Change Attitude
3.1
Performance Diagnostics
Forecasting
Better Pre-planning
Communication
Biggest Customer
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3.1.5
Direct and Non-Direct Productive
Staff
3.1
Performance Diagnostics
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3.1.5
Direct and Non-Direct Productive
Staff
Reasons
Quality and Training?
3.1
Performance Diagnostics
Supervision?
Systematic Planning?Incentives, etc.?
Missed Service Sales?
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3.1.5
Direct and Non-Direct Productive
Staff
Actions
Train or Replace
3.1
Performance Diagnostics
Management
Workshop Planning
Motivational SchemesBetter Inspections
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Total Workshop
Sales
Direct Expenses
Diagnostics Chart - 2:
Managerial,Supervisoryissues
3.2
Performance Diagnostics
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3.2
Direct Expenses, High
Unsold Time
3.2
Performance Diagnostics
Policy Adjustments
Consumables, Tools
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3.2.1
Unsold Time
3.2
Performance Diagnostics
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3.2.1
Unsold Time
Reasons
Workshop Planning?
3.2
Performance Diagnostics
Parts Supply?
Workshop Facilities?
Supervision?
Time Management?
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3.2.1
Unsold Time
Reasons, cont’d
Service Marketing?
3.2
Performance Diagnostics
Pre-Planning?
Parts Forecasting?
Tools Not in Order?
Waiting Approvals?
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3.2.1
Unsold Time
Reasons, cont’d
No Jobs?
3.2
Performance Diagnostics
Other Duties?
Training?
Redo as Unsold?
Goodwill as Unsold?
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3.2.1
Unsold Time
Actions
Bill of Materials, BOMs
3.2
Performance Diagnostics
Parts Management
Review Facilities
Service ManagementCapture Relevant Data
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3.2.1
Unsold Time
Actions, cont’d
Marketing Strategy
3.2
Performance Diagnostics
Systems/Procedures
Parts Forecasting
Tools Management
Approvals Process
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3.2.1
Unsold Time
Actions, cont’d
Service Marketing
3.2
Performance Diagnostics
Proper Time Sheets
Training Plans
Improve Sold Quality
Correct Job Bookings
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3.2.2
Policy Adjustments
3.2
Performance Diagnostics
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3.2.2
Policy Adjustments
Reasons
Quality Assurance?
3.2
Performance Diagnostics
Warranty Recovery?
Customer Goodwill?
Labor on Accessories?Warranty Terms Info?
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3.2.2
Policy Adjustments
Actions
Work Procedures
3.2
Performance Diagnostics
Warranty ManagementBook Cost Properly
Improve Quotations
Hand-Over Procedure
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3.2.3
Consumables and Tools
3.2
Performance Diagnostics
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3.2.3
Consumables and Tools
Reasons
Improper Control?
3.2
Performance Diagnostics
Purchase Agreements?Store Keeper?
Cost on Job Card?
Proper Charge?
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3.2.3
Consumables and Tools
Actions
Proper Procedures
3.2
Performance Diagnostics
Purchase AgreementsStore Keeper
Proper Costing
Charge Rate Policy
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Total Workshop
Sales
Gross Profit
Direct Expenses
Diagnostics Chart - 3:
Managerial,Supervisoryissues
3.3
Performance Diagnostics
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3.3
Gross Profit Low
External Labor Sales
3.3
Performance Diagnostics
Warranty Labor SalesInternal Labor Sales
Sublet and Bought-Out
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3.3.1
External Labor Sales
3.3
Performance Diagnostics
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3.3.1
External Labor Sales
Reasons
Unbalanced Work Mix?
3.3
Performance Diagnostics
Customer Database?
Prospecting Customers?No Customer GoodwillTime to Sell
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3.3.1
External Labor Sales
Actions
More External Sales
3.3
Performance Diagnostics
Create Database?
Prospect Customers
Customer Relations
Training
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3.3.2
Warranty Labor Sales
3.3
Performance Diagnostics
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3.3.2
Warranty Labor Sales
Reasons
Improper Diagnostics?
3.3
Performance Diagnostics
Warranty/Normal Job?Incomplete Claim?
Service Campaigns?
Low Efficiency?
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3.3.2
Warranty Labor Sales
Actions
Training, Procedures
3.3
Performance Diagnostics
Decision Process
Claim Administration
Do All Campaigns
Supervision
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3.3.3
Internal Labor Sales
3.3
Performance Diagnostics
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3.3.3
Internal Labor Sales
Reasons
Sales Dept?
3.3
Performance Diagnostics
Internal Rates?
All Jobs Charged?
Job Authorization?
Units Over-Prepared?
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3.3.3
Internal Labor Sales
Actions
Service a Profit Center
3.3
Performance Diagnostics
Uniform Rates
Specify All Jobs
Approvals Process
Set PDI Standards
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3.3.4
Sublet and Bought-Out
3.3
Performance Diagnostics
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3.3.4
Sublet and Bought-Out
Reasons
Manage Lube Oil Stock?
3.3
Performance Diagnostics
Negotiate Rates?
Late Invoices?
Job Authorization?
Scrap Management?
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3.3.4
Sublet and Bought-Out
Actions
Oil Stock Procedures
3.3
Performance Diagnostics
Supply Agreements
Enforce Supplier SLA
Approvals Process
Scrap Sales Procedures
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Total Workshop
Sales
Gross Profit
Direct Expenses
Indirect Expenses
Diagnostics Chart - 4:
Managerial,Supervisoryissues
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3.4
Indirect Expenses High
Employee Expenses
3.4
Performance Diagnostics
After Sales Expenses
Admin Expenses
Depreciation Expenses
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3.4.1
Employee Expenses
3.4
Performance Diagnostics
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3.4.1
Employee Expenses
Reasons
Salary Levels?
3.4
Performance Diagnostics
Ratio Productive Staff?High Sick Leave?
Manage Attendance?
Poor Staff Quality?
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3.4.1
Employee Expenses
Actions
HR Policy, Assessment
3.4
Performance Diagnostics
Ratio 3.5:1
Staff Management
Attitude
Training, Assessment
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3.4.2
Aftersales Expenses
3.4
Performance Diagnostics
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3.4.2
Aftersales Expenses
Reasons
Warranty Recovery?
3.4
Performance Diagnostics
Goodwill Repairs?
High Redo Level?
Warranty Terms?
Manage Ad Campaigns?
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3.4.2
Aftersales Expenses
Actions
Warranty Procedures
3.4
Performance Diagnostics
Approvals Process
Repair Quality
Handover Process
Marketing Policy
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3.4.3
Administrative Expenses
3.4
Performance Diagnostics
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3.4.3
Administrative Expenses
Reasons
Manage Vehicle Fleet?
3.4
Performance Diagnostics
Expensive Rent?
Facilities Maintenance?Control of Utility Cost?Purchasing Policy?
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3.4.3
Administrative Expenses
Actions
Proper Procedures
3.4
Performance Diagnostics
Negotiate Rent
Maintenance Policy
Review Utility Usage
Purchasing Policy
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3.4.3
Depreciation Expenses
3.4
Performance Diagnostics
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3.4.4
Depreciation Expenses
Reasons
Incorrect Policies?
3.4
Performance Diagnostics
Rent/Purchase Policy?Manage Fixed Assets?Manage Capex?
Insufficient Capex Budget?
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3.4.4
Depreciation Expenses
Actions
Proper Policies
3.4
Performance Diagnostics
Decide Buy or Rent?
Asset Management
Capex Policy
Proper Capex Budget
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Total Workshop
Sales
Gross ProfitNet
Contribution
Direct Expenses
Indirect Expenses
Diagnostics Chart - 5:
Managerial,Supervisoryissues
3.5
Performance Diagnostics
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3.5
Net ContributionLow
Direct Expenses
3.5
Performance Diagnostics
Indirect Expenses
Service ManagementResource Optimization
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3.5.1
Direct Expenses
3.5
Performance Diagnostics
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3.5.1
Direct Expenses
Reasons
Cost Productive Staff?
3.5
Performance Diagnostics
High Unsold Time?
High Redo Level?
Manage Productive Staff?Manage Sublet/Bought-out?
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3.5.1
Direct Expenses
Actions
Review HR Policy
3.5
Performance Diagnostics
Workshop ManagementRepair Quality
Supervision
Sublet/Bought-out Management
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3.5.2
Indirect Expenses
3.5
Performance Diagnostics
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3.5.2
Indirect Expenses
Reasons
Cost Non-Direct Productive Staff?
3.5
Performance Diagnostics
High Facilities Cost?
Manage Sundry Exp.?High Admin Expenses?Manage Depreciation?
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3.5.2
Indirect Expenses
Action
Ratio Direct/Non-Direct
3.5
Performance Diagnostics
Maintenance Policy
Expense Policies
Cost Control
Depreciation Policies
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3.5.3
Service Management
3.5
Performance Diagnostics
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3.5.3
Service Management
Reasons
Manage Main KPIs?
3.5
Performance Diagnostics
Low Sales?
Staff Management?
Policies/Procedures?
Ratio Internal/External?
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3.5.3
Service Management
Actions
Know Your KPIs
3.5
Performance Diagnostics
Sales Strategy
Supervision
Policies/Procedures
Increase External Sales
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3.5.4
Resource Optimization
3.5
Performance Diagnostics
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3.5.4
Resource Optimization
Reasons
Facilities Usage?
3.5
Performance Diagnostics
Low Productivity?
Low Efficiency?
Low Pre-Planning?
Improper Follow-up?
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3.5.4
Resource Optimization
Actions
Facilities Optimization
3.5
Performance Diagnostics
Increase Sales
Training
Workshop ManagementCRM Policy
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Total Workshop
Sales
Gross ProfitNet
Contribution
Direct Expenses
Indirect Expenses
Improvement Area
Diagnostics Chart - 6:
Managerial,Supervisoryissues
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3.6
Improvement Areas
Productivity
3.6
Performance Diagnostics
Efficiency
Resource OptimizationService ManagementCost Control
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3.6.1
Productivity
3.6
Performance Diagnostics
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3.6.1
Productivity
Actions
Improve Management
3.6
Performance Diagnostics
Differentiated Labor Rate
Improve Skill Levels
Increase Pre-PlanningIncentive to Boost Sale
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3.6.2
Efficiency
3.6
Performance Diagnostics
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3.6.2
Efficiency
Actions
Skills Assessment
3.6
Performance Diagnostics
Tools and Equipment
Capture Actual Time
Improve Common JobsReview Work Procedure
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3.6.3
Resource Optimization
3.6
Performance Diagnostics
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3.6.3
Resource Optimization
Actions
Facilities Utilization
3.6
Performance Diagnostics
Productivity/EfficiencyRight Tools/EquipmentService Vehicle UsageAssessments
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3.6.4
Service Management
3.6
Performance Diagnostics
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3.6.4
Resource Optimization
Actions
Customer Prospecting
3.6
Performance Diagnostics
Customer Relations
Layouts/Workflows
Service Marketing
Manage KPI and Staff
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3.6.5
Cost Control
3.6
Performance Diagnostics
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3.6.5
Cost Control
Actions
Improve Attendance
3.6
Performance Diagnostics
Approvals ProceduresUpdate Facilities
Supply Agreements
Manage and Follow up
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Workshop 3
Impact of Productivity and Efficiency on Bottom Line
3.6
Performance Diagnostics
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Section 3 - Summary
Service Department Total Sales:
- Direct Expenses = Gross Profit
- Indirect Expenses
= Net Contribution