Reception and Job Progress

TABLE OF CONTENTS
1. WHAT IS JOB PROGRESS CONTROL?.............................................. 2. THE ROLE OF SERVICE RECEPTION................................................ 3. JOB PROGRESS CONTROL AND THE MANAGEMENT CYCLE. ....... 4. APPOINTMENT CONTROL.................................................................. 5. JOB PROGRESS CONTROL................................................................ 6. FLOW OF JOB PROGRESS CONTROL OPERATIONS...................... 1 3 3 4 5 9
7. HOW TO USE THE CONTROL CARDS............................................... 12 8. HOW TO USE THE APPOINTMENT CONTROL BOARD. .................... 13 9. HOW TO USE THE LOANER VEHICLE CONTROL BOARD............... 14 10. HOW TO USE THE JOB PROGRESS CONTROL BOARD.................. 15
This manual was created using reference examples from Japan.
Printed in: November 2007 SUZUKI MOTOR CORPORATION Marketing Service Grp. Service Control
JOB PROGRESS CONTROL
1 WHAT IS JOB PROGRESS CONTROL?

Job progress control is the comprehensive control of each process in service operations, from service reservation to vehicle delivery. The aim is delivery of maintenance service vehicles at the required quality, price, and time. This is achieved through effective and efficient use of management resources such as people, equipment, money and information.
Busy reception Area is jammed Difficult to find vehicles
Dissatisfied customer
The goal of job progress control is on-time delivery.

<Job Progress Diagram and Outline of Job Progress Control>
Comprehensive control of each process Information control Appointment control
Push in vehicles one after another No planning No consideration of the workshop
Frustr ated
Service staff cannot deal with the work
Results in late deliveries and lower quality
Job control
Satisfied customer
Inspection and maintenance job
Vehicle washing, vehicle delivery
Smooth flow
Satisfied
Maintenance of customer information
Appointment reservation
Service reception
Inspection job
Service reception performed to match delivery times
Awareness of standard work times
High quality is achieved
Delivery times are strictly kept
It's important to provide high-quality service at a fair price, and keep to the delivery time!!
Merits of Job Progress Control

1) Improved CS......................Delivery times are kept. High quality level is achieved 2) Improved profits................ Increase in the number of vehicles serviced. Identification of free capacity 3) Improved productivity.......The system can deal with the required service, maintenance is performed with no mistakes and an awareness of time 4) Improved technical skills for service staff................Practical implementation of standard operations
2 THE ROLE OF SERVICE RECEPTION

All processes, from taking orders to delivery, are managed by service reception. Service reception acts as the "face" of the service team by making initial contact with customers and performing various activities to meet and satisfy customer needs. Service reception is the front line for customer contact and the job controller at the workplace.
4 APPOINTMENT CONTROL
Appointment control prioritizes the "leveling of the number of vehicles serviced". Appointments are made by approaching customers and receiving customer requests. In either case, it is possible to control the number of appointments.
Key Points for Appointment Control

Determine the base number of appointments that is appropriate for the capacity of the Schedule appointments so that this base number is not exceeded.
workshop. (Leveled capacity) (It is important to give explanations and suggest dates to customers. Also check whether a loaner vehicle is available.) Display status of appointments so that everyone is aware.
PROGRESS CONTROL AND THE 3 JOB MANAGEMENT CYCLE

"Management" is the effective and efficient utilization of management resources such as people, objects, money and information in order to achieve the goals of an organization or workplace. The items that the service reception must control include "vehicle maintenance", "service staff (people)", "stalls (lifts)", "parts", "tools" and "time". Service reception must increase the productivity of the workplace by effectively combining these elements. Achieving this requires a continuous management cycle. Workplace job control status is researched and analyzed to create and execute an improvement plan that is checked and updated for further improvement.
Appointment Control Board

Vehicle No.
Loaner Vehicle Control Board

Vehicle Type
Loaner
Return Date
Money People
Equipm
ent
Appointment
ation Inform
Base Number of Appointments (Leveled Capacity) Workshop Service Capacity (Service Limit)
Appointment Control Board and Loaner Vehicle Control Board (Suzuki service materials, 1,800 900 mm)
Demerits of Poor Service Control

Cannot make delivery time commitments to customers Variations in service quality (shortcuts and maintenance mistakes Lack of parking due to waiting on maintenance, unfinished vehicles, Cannot deal satisfactorily with walk-in customers Cannot deal with complaints or recall customers Loaner vehicles are not available when required Cannot make a profit plan Overtime is required Idle time occurs Cannot make a training plan or an internal
education plan and waiting on delivery occur more often)
(customers frequently have to wait for loaner vehicles)
Service staff cannot take planned vacations Morale deteriorates
5 JOB PROGRESS CONTROL

Job progress control prioritizes "keeping to delivery times".
Reference
The working hours are classified as shown below. The standard maintenance work time is the "direct work time", which is calculated by adding the "reserve time" to the "net work time".
Main work time (replacement, removal and installation work) Secondary work time (inspections, adjustments, cleaning) Preparation and clearing up work time (work instructions, clearing up tools and measurement instruments) Staff reserve time Reserve time Reserve time for delays Reserve time for fatigue
Key Points for Job Progress Control

1) Make the maintenance supervisor aware of the scheduled completion times. 2) Schedule reserve time so that walk-in service can be performed or a response can be made to problems. 3) Use message boards for easy distribution of information to enable quick response to customer enquiries and walk-in requests.
Working hours (on-duty working hours) Actual working hours
Direct work time (standard maintenance work time)
Work time in Net
Service Process Control Board

Vehicles serviced today
Job Progress Supervisor
Light vehicle
Small vehicle
Used vehicle
Free new vehicle 1 and 6 month inspections

Waiting for completion of inspection
1 year legal inspection
Mandatory inspection
Pickup
In-shop visit
Waiting for parts
Workshop maintenance and cleaning time Indirect work time Instruction, education time Other times
Vehicle delivery In-shop visit
A M
Completed
P M
Not yet received
A M This line improves time awareness by showing when a job has exceeded the P scheduled man-hours. M
Later date
Waiting for order reception Waiting for job Waiting for parts Waiting for processing Other times Break time
Waiting for parts
2 Responding to Walk-In Service

(1) Non-appointment (walk-in) service also frequently occurs, such as engine oil replacement, picking up broken-down vehicles and dealing with recalls. Listen to the customer's request, decide the maintenance supervisor and the scheduled completion time, and affix a control card to the Job Progress Control Board. (2) If maintenance is behind or ahead of schedule, the maintenance supervisor reports this to reception as soon as possible. Reception confirms the reason for the time change and creates a new quote. They then contact the customer and order parts. If the job is canceled, move the job progress control card and give the next instruction to the supervisor. (3) If there is a delay due to a maintenance mistake or slow work, ask for help from other service staff and adjust the schedule.
Job Progress Control Board (Large) (Suzuki service materials, 1,800 900 mm)
1 Job Instructions
(1) When the vehicle is brought in for maintenance service, listen carefully to the customer to understand the requested and required actions, perform diagnosis of the vehicle, give a quotation (price, delivery time, parts availability), and clarify the maintenance policy. Clarify with the jobs supervisor "what happened?" and "what should be done", and give instructions for job. Example: "Oil is leaking from the rear of the engine, so please replace the seal." (2) Give the instruction for the work time while taking into account staff skills, the workplace equipment, and the manhours in the manual (standard maintenance work time). 5
3 Sharing Information
Hold regular meetings. The meetings should be based around service reception and sharing information between sales and service.
Check items:
MEMO
Goal progress up to the previous day (maintenance sales, maintenance gross margin, number of vehicles serviced, number of sales). Customers for vehicles serviced today Customers for vehicles delivered today Today's pickup customers, delivery customers, and related arrangements Status of unfinished vehicles, vehicles scheduled for completion that day (confirmed with subcontractor for outsourced repair) Attendance of service staff or sales staff Status of loaner vehicles
Merits of Sharing Information

<Sales Staff>
Ensuring contact with customer (complaint prevention) Faster response to enquiries (at shop, by telephone) Able to adjust own schedule (knowing delivery time allows for efficient work) Able to be present at both pickup/vehicle delivery, in-shop visit/delivery (strengthens CR)
<Maintenance Staff>
More aware of time Able to decide who should help with other work or deal with walk-in customers
OF JOB PROGRESS CONTROL 6 FLOW OPERATIONS

Appointment Control Board Loaner Vehicle Control Board
[Affixing cards to the Appointment Control Board and allocating cards to the Job Progress Control Board]
Insert the control card into the special control plate and affix it to the Appointment Control Board. When the day's jobs have all been completed, allocate the maintenance vehicles and service
Key Points
To share information, the Appointment Control Board and Job Progress Control Board should be in a location where all staff can see them.
reservation vehicles that can be received the next day to the Job Progress Control Board. (Affix the card to the time at which the job is scheduled for completion.)
Job Progress Light vehicle Small vehicle Used vehicle
In-shop visit
Supervisor
[Holding regular meetings]

[Appointment reservations and filling in the control card]
When an appointment is reserved, fill in the control card.
Do not enter the full name on the left side of the card
Control card
Hold joint meetings with sales staff using the Job Progress
Control Board.
Key Points
Suzuki
Takatsuka 300, Hamamatsu City 400-XXXX
Give accurate job instructions to sales staff and share information with them.
Tel. no. or address

Model
Vehicle delivery Loaner vehicle
Wagon R No. 1234

Date:15 Time:16:00 Required / Not required Initial insp., 1 year insp., legal insp., mandatory insp., B&P insp., warranty insp.
Service Date: 15 Time: 9:00 ( )
Enter the address and telephone number on the right side
Example of meetings: Morning meeting..... Give job instructions, etc. 10 am 1 pm Check progress, etc. 3 pm Closing meeting...... Give overtime instructions, etc.
Job
Key Points
To protect personal information, do not enter the customer's full name, telephone number, or address on the left side of the card that is displayed on the Appointment Control Board.
[Work time instructions]

Provide a work time that is based on standard maintenance work time, but also
consider the service supervisor's actual work experience and technical skills.
A work time instruction for a service staff member with 1 year of experience and a staff member with 10 years of experience will be different, even if the job is the same.
Controlling appointments leads to the leveling of the number of vehicles serviced.
10
[Adjusting work times]
If the job control time is changed due to additional service or other reasons, check the
Job Progress Control Board and move the control card to adjust the time.
7 HOW TO USE THE CONTROL CARDS

Application Example 1
Using 5 different control card colors for separate maintenance contents.
Name: Telephone number or address
Model No. Service Date: Time: ( )
[Adjusting for walk-in jobs]
Check the Job Progress Control Board as with normal appointments. Provide service
staff with a description of the job and a scheduled completion time along with filling in a control card and placing it on the Board.
Name:
Name:
Date: Time: Required / Not required
Identifying the sales supervisor through color labels.
insp., 1 year insp., legal Telephone number Initial or address

Model No.
Job
[Maintenance completion]
Service Date: Time: ( )

insp., mandatory insp., B&P insp., warranty insp
After contacting the customer and confirming the delivery method when maintenance is
Job Model No.
Telephone number or address

Initial insp., 1 year insp., legal insp., mandatory insp., B&P insp., warranty insp
completed, move the control card to the vehicle delivery or in-shop visit column.
Date: Time: Required / Not requirred
Name:
Job
Initial insp., 1 year insp., legal Telephone number or address insp., mandatory insp., B&P insp., Model insp No. warranty
Determining maintenance contents through color labels.
Job
InitialName: insp., 1 year insp., legal insp., mandatory insp., B&P insp., warranty insp Telephone number or address
Model No. Service Date: Time: ( )
Job
The service reception must be able to deal with additional jobs and walk-in jobs.
To achieve this, the "leveling of the number of vehicles serviced" and the "leveling of jobs" must be performed in order to ensure "reserve time".
Initial insp., 1 year insp., legal insp., mandatory insp., B&P insp., warranty insp
Use 5 different control card colors for separate maintenance contents to make it easy to assess the service status. Maintenance Contents General maintenance, warranty repair Body and paint repair Mandatory inspection maintenance Legal inspection Internal sales Control plates for the Job Progress Control Board
Example of color coding for job progress control cards Control Card Color Yellow Green Red Blue Gray
Affixing color-coded labels for each supervisor to control plates allows sales staff to track the service status of customers they are supervising.
Only one control card color is needed at small facilities if maintenance types are identified by color labels on control plates, which reduces the amount of cards needed.
Key Points
Using the same maintenance color-coding system across the entire company is important. This allows service status to be easily understood at any facility.
11
12
TO USE THE APPOINTMENT 8 HOW CONTROL BOARD

Determining a base number of appointments appropriate to workshop capacity is important. (Leveled capacity)
HOW TO USE THE LOANER VEHICLE 9 CONTROL BOARD

[All of the company's loaner vehicles should be controlled.]
Example
When a facility directly employs 3 service staff, the service capacity excluding new vehicle inspections is 3 vehicles per day per person, and the average number of walk-in jobs is 3 vehicles per day (1) Service capacity per day at the facility 3 vehicles 3 people = 9 vehicles (2) Determining the base number of appointments (leveled capacity) 9 vehicles - (number of walk-in jobs) - (free capacity *1) = 9 vehicles - (3 vehicles) - (1 vehicle) = 5 vehicles (*1: Here the free capacity is assumed to be 1 vehicle)
Key Points for Loaner Vehicle Control

Assess the total number of loaner vehicles and their types. Clarify the loaners and the scheduled return dates. Control loaner vehicle reservations by type.
Vehicle No.

Vehicle Type
Wagon R Every Lapin Carry
Affix magnets to holidays to make them easy to understand.
The loaners and the scheduled return dates can be checked.
Loaner
Return Date
Appointment

Vehicle No.
Vehicle Type
Loaner
Return Date
Check the status of the reserved vehicles.
This space can be used for the following: Staff operation schedule Facility event schedule Messages, etc.
Appointment
Base number of appointments
The time a repair vehicle is kept should not be extended, as loaner vehicles have to be lent to customers.
Accepting too many appointments has a negative impact. (See page 4) The base number of appointments should not be exceeded when taking appointment reservations (leveling). Leveling is not the same as refusing to make customer appointments. The situation must be explained to the customer and a free date suggested.
Key Points
Select loaner vehicle models that are frequently requested by customers. Consider the location of the facility and the ratio of warranty repairs by vehicle model to determine the number of loaner vehicles. Offers such as maintenance packs should be used to encourage in-shop visits and reduce the number of loaner vehicles required. Loaner vehicles that are borrowed infrequently will increase costs. The vehicle types and numbers must be regularly reviewed to increase the borrowing ratio. When an older model of a vehicle is being serviced, a higher grade loaner vehicle should be used to promote replacement purchase.
13
Alto
14

Meetings are important as an opportunity to share information and improve communication.
TO USE THE JOB PROGRESS 10 HOW CONTROL BOARD

In order to keep the commitment (delivery time) made to the customer, it is important to give instructions on the work completion time to the service job supervisor, and raise awareness of time.
Allocate the control card to the "Job Progress" field

Consider job contents and service staff skills to allocate control cards after the previous day's jobs are completed or during the morning meeting. (Job instructions) Hold regular meetings, check the job progress, and adjust the job instructions.
(1) "Vehicles serviced today" field
Vehicles scheduled for service today Move the control cards that correspond to today's appointments from the Appointment Control Board. Pickup: Vehicles where customers have asked the facility to come to pick up the vehicle In-shop visit: Vehicles that customers will bring in themselves
(4) "Job Progress" field

Vehicles that will be worked on today Affix to the scheduled completion time for the job.
Enter the new and used vehicle sales targets. Also enter the maintenance target for free new vehicle inspections, periodic inspections, and mandatory inspections. (6) "Waiting for completion of inspection" field

Light vehicle
Small vehicle
Used vehicle

Vehicles that are waiting for the completion of inspection
(7) "Completed" field

Vehicles for which service is completed
Pickup A M
In-shop visit
9 10 11 12 1
Waiting for parts
(2) "Not yet received" field

Vehicles for which maintenance has not yet been started After service reception has been completed for the vehicle, affix here if the maintenance has not yet been started.
Completed
Y.Suzuki K.Sato S.Takahashi
(8) "Vehicle delivery", "In-shop visit" fields
Vehicle delivery
In-shop visit
P M
R.Tanaka K.Saito C.Shimizu
Vehicles that are scheduled for vehicle deliveries or in-shop visits Affix after the vehicle delivery or in-shop visit schedule has been confirmed.
Training course Holiday Affix to the scheduled completion time for the job.
A M P M Later date
(5) "Waiting for parts" field

Vehicles that are waiting for parts (during job) Affix here if waiting for parts occurs during the job. Check the entire Job Progress Control Board and move the control card if the scheduled completion time changes due to additional service, etc.
(3) "Waiting for parts" field

Vehicles that are waiting for parts (before job) Affix here if waiting for parts occurs before the job.
Not yet received
Service staff attendance can be checked.

BP Center
Kimura Body and Paint
Outsourced vehicles
Note the scheduled completion date for outsourced vehicles and the quotation amount.
Waiting for parts
This line improves time awareness by showing when a job has exceeded the scheduled man-hours.
Key Points
Consider using an original Job Progress Control Board (in terms of size and layout) that is appropriate for the space in the service reception area. As long as the size is within 1,800 900 mm, the size and layout can be freely adjusted.
1,800(mm) 1,500(mm) 1,200(mm) 900(mm)
Free new vehicle 1 and Light Small Used Light Light Light Small Small Service Process Control BoardProcess Service Process Control Service Control Service Process ControlUsed Board 6 month inspections vehicle vehicle vehicle Board vehicle vehicle vehicle vehicle vehicle Boardvehicle
1 year legal inspection Waiting for completion of inspection
(Size examples)
In a location where the Job Progress Control Board cannot be affixed to the wall, install it on a whiteboard stand or the side of a partition.
Advice
Pickup A M
In-shop visit
Completed
Mandatory Free new vehicle 1 and Free new vehiclegal le 1 and Usedvehicle 11and year legal Free new 1 year Small Used inspection 6 month inspections 6 month h inspections vehiinspections cle inspection 6 montinspection vehiclevehicle
Mandatory Mandatory 1 year Mandatory legal inspection inspection inspectiinspection on
A M
K.Sato S.Takahashi
Completed
Pickup
In-shop visit
9 10 11 12 1
Waiting for parts
9 10 11 12 1
Waiting for parts
Y.Suzuki
Light vehicle
Small vehicle
Used vehicle
Light vehicle
Small vehicle
Used vehicle
Job Vehicles serviced today Progress Supervisor
Job Vehicles serviced today Progress
Job Progress
Job Progress
Vehicle delivery A M P M Later date
In-shop visit
Pickup A M
In-shop visit
Pickup visit 9 10 In-shop 11 12
Pickup visit Waiting 1 2 Pickup 3 9 In-shop 4 Supervisor 5 6 7 12 2 63 7for parts 4 5 for 6 parts 7 Waiting for parts 10 visit 11 12 1 9 2 10 3Waiting 11 In-shop 12 for 1 parts 2 4 3 5 9 10 6 11 7 4 1 5Waiting Supervisor Supervisor
Completed
Completed
Completed
Vehicle delivery A M P M Later date
In-shop visit
P M
Not yet received
Completed
Y.Suzuki A K.Sato M S.Takahashi R.Tanaka P K.Saito M C.Shimizu

Not yet received
Y.Suzuki A K.Sato M S.Takahashi R.Tanaka P K.Saito M C.Shimizu

Not yet received
Y.Suzuki K.Sato S.Takahashi R.Tanaka K.Saito C.Shimizu
A M
P M
P M
Not yet received
P
A M M
WaitingWaiting for parts for Not parts yet received Not yet received
Job R.Tanaka Progress Supervisor
Waiting for parts

Pickup In-shop visit
Light vehicle
Small vehicle
Used vehicle
Not yet received
Vehicle delivery
In-shop visit
Vehicle Vehicle delivery delivery Vehicle In-shop delivery In-shop In-shop visit visit visit A for parts Waiting M P M
Later date
900(mm)
K.Sato C.Shimizu S.Takahashi R.Tanaka K.Saito C.Shimizu
Waiting for parts
M P M Later date
M P M
Later date
M P A
M P
Completed
Y.Suzuki
600(mm)
K.Saito
A9
10 11 12 1 2 3
4 5 6A 7
BP Center
BP Center
Vehicle delivery
In-shop visit
M
M
BP Center
BP Center
BP Center
BP Center
Kimura Body BP Center and Paint
15
Later Later date date
(Partition)
Waiting for parts
Waiting for parts
Waiting for parts
16

Reception and Job Progress

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Reception and Job Progress

Uploaded by

Copyright:

Available Formats

TABLE OF CONTENTS

This manual was created using reference examples from Japan.

JOB PROGRESS CONTROL

1 WHAT IS JOB PROGRESS CONTROL?

Busy reception Area is jammed Difficult to find vehicles

The goal of job progress control is on-time delivery.

Service staff cannot deal with the work

Results in late deliveries and lower quality

Inspection and maintenance job

Vehicle washing, vehicle delivery

Maintenance of customer information

Service reception performed to match delivery times

Awareness of standard work times

High quality is achieved

Delivery times are strictly kept

Merits of Job Progress Control

JOB PROGRESS CONTROL

JOB PROGRESS CONTROL

2 THE ROLE OF SERVICE RECEPTION

Key Points for Appointment Control

PROGRESS CONTROL AND THE 3 JOB MANAGEMENT CYCLE

Appointment Control Board

Loaner Vehicle Control Board

Demerits of Poor Service Control

(customers frequently have to wait for loaner vehicles)

Service staff cannot take planned vacations Morale deteriorates

JOB PROGRESS CONTROL

JOB PROGRESS CONTROL

5 JOB PROGRESS CONTROL

Key Points for Job Progress Control

Direct work time (standard maintenance work time)

Work time in Net

Service Process Control Board

Free new vehicle 1 and 6 month inspections

1 year legal inspection

Waiting for parts

Waiting for parts

2 Responding to Walk-In Service

JOB PROGRESS CONTROL

JOB PROGRESS CONTROL

Merits of Sharing Information

JOB PROGRESS CONTROL

JOB PROGRESS CONTROL

OF JOB PROGRESS CONTROL 6 FLOW OPERATIONS

[Holding regular meetings]

Tel. no. or address

Wagon R No. 1234

Service Date: 15 Time: 9:00 ( )

Enter the address and telephone number on the right side

[Work time instructions]

Controlling appointments leads to the leveling of the number of vehicles serviced.

JOB PROGRESS CONTROL

JOB PROGRESS CONTROL

[Adjusting work times]

7 HOW TO USE THE CONTROL CARDS

[Adjusting for walk-in jobs]

Date: Time: Required / Not required

insp., 1 year insp., legal Telephone number Initial or address

Service Date: Time: ( )

insp., mandatory insp., B&P insp., warranty insp

Date: Time: Required / Not required

Job Model No.

Telephone number or address