Audi Q Management

Zero-error standard
Zero-error principle
Invest in quality rather than claims

Do you know a customer's worth?

How much time and money do you invest in quality control
in order to keep this customer?
Does each employee know his tasks?

Audi
2 Q-Manangement im Service (engl.) , Mai 2011 Top Service
Zero-error principle
Proactive prevention rather than reaction

By monitoring the workshops regularly we can shift the focus from recognizing tests
to good quality.

Sporadic monitoring Focus on ways to identify tests

Continuous monitoring Actual changes in behaviour

Audi
3 Q-Manangement im Service (engl.) , Mai 2011 Top Service
Zero-error principle
Passing a test does not equal quality

If you are tested regularly, you will not be afraid of workshop tests.
Every customer is a test
... and every test(er) is more than welcome!

"We are pleased to have the opportunity

to prove our service quality every day!"

Audi
4 Q-Manangement im Service (engl.) , Mai 2011 Top Service
Characteristics of Audi Q Management
Good quality is only attained when the management
genuinely wants it

The dealership principal

is responsible for the quality management system
designates a quality representative at the dealership
determines the rhythm and frequency of the tests
(at least 2% of workshop orders)
requests at the Kundentisch regularly reporting about results/weaknesses
confirms/makes decisions on changes

Audi
5 Q-Manangement im Service (engl.) , Mai 2011 Top Service
Characteristics of Audi Q Management
The quality representative carries the responsibility

The quality representative

is fully responsible for the implementation of the quality measures
(in some cases carried out by external service providers)
gathers the results of the quality measures and reports to the dealership principal
can implement/demand a temporary increase in the test frequency depending on the
number of weaknesses identified in the processes
gives direct feedback to all employees involved in the process
develops possible corrective measures together with the employees on
the basis of the weaknesses identified in the processes

Audi
6 Q-Manangement im Service (engl.) , Mai 2011 Top Service
Characteristics of Audi Q Management
The quality representative carries the responsibility

The quality representative

should not be involved directly in the repair process if possible
has in-depth knowledge of the Service Core Processes
has sufficient understanding of the technical background
can comprehend customer complaints and check whether problems
have been solved
has a comprehensive understanding of quality
cannot be influenced by his/her colleagues in after-sales service

Audi
7 Q-Manangement im Service (engl.) , Mai 2011 Top Service
Characteristics of Audi Q Management
Employees should be involved, not just affected

After-sales service employees

are all integrated in the process and get regular immediate feedback
regarding the correctness of the processes and their carried out work
develop possible corrective measures together with the quality representative
on the basis of the feedback on weaknesses identified in the processes

Audi
8 Q-Manangement im Service (engl.) , Mai 2011 Top Service
Audi Q Check
Procedure
Selection of vehicle
The quality representative selects
a completed repair order/vehicle
that is ready for handover
Frequency :
at least 2% of workshop visits
Every mechanic should therefore
be given feedback every 3 to 4
weeks
Every service advisor should be
given feedback at least once a
week
Time required for each Q Check:
approx. 20 to 30 minutes
9 Q-Manangement im Service (engl.) , Mai 2011
Quality test
Each Q Check is carried out and
documented using a three-part
checklist
1. Repair Order documentation
check of quality of documentation
(repair order, if appl., DISS,
Service Schedule etc.) according
to checklist
2. Inspection & Maintenance for Documentation of results
an inspection order, five items
from the maintenance table are
re-checked
3. Repair
check of repair work, in particular
check whether implementation of
customer order can be
comprehended
Contin. impr. process
Quality representative informs
dealership principal about any
irregularities
After every Q Check: Feedback to
after-sales service employees and
development of measures for
improvement as part of
continuous improvement process
Entry of checklist on LiS.com by
quality representative of Audi
Partner
Audi
Top Service
Characteristics of Audi Q Management
Basic principle: Preventing problems by implementing an
effective continuous improvement process

Identify problems and risks Analyse the cause of errors

Errors are identified and documented using a Possible causes are analysed with the
three-point checklist after-sales service employees in internal
The Q Checks are evaluated systematically workshops:
in a web-based application, making it possible Are the basic conditions OK?
for the Audi Partner to detect weaknesses in For example: tools, search times
the quality management system
Continuous Additional work/repair order extensions
Was the problem caused by an
improvement erroneous process?
process Was the problem caused by human
error?

Monitor effectiveness of measure Define and implement measures

The Q Check is a week by week internal check of
the workshop quality at a dealership
Reporting at the Kundentisch
A reasonable number of checks are carried out
At least 2% of workshop visits
Can be increased as required
The checks are documented regularly
The defined measures are recorded in
an activity plan and should, if possible,
be implemented within 10 working days
It is important to ensure effectiveness
and efficiency
The implementation is also checked
continuously

Audi
10 Q-Manangement im Service (engl.) , Mai 2011 Top Service
Characteristics of Audi Q Management
Personal follow-up contact

Use of direct customer contact directly after workshop contact, e.g. telephone report
or feedback flyer
Monitoring of changes from identified process weaknesses
Direct feedback to affected employees
Working out/intensifying measures for improving process reliability and customer
satisfaction

Audi
11 Q-Manangement im Service (engl.) , Mai 2011 Top Service
Audi Q Management worldwide
Summary

Workshop tests until this day prove that not all Audi Service Partners apply the
necessary systems and measures to secure top quality

CSS and LiS are often the only instruments used to measure quality. However, they
measure the past after the vehicle has been returned to the customer

The small number of tests being carried out seems to result in concentration on
discovering the tests rather than adapting process and behaviour to achieve top
service quality.

Service checklist are not being used as a standard. Status Inspection are not a
standardised part of every service.

Audi
12 Q-Manangement im Service (engl.) , Mai 2011 Top Service
Audi Q Management worldwide
Summary

Audi Q-Check is an adequate means to secure quality and recommended by Audi

Audi Q-Check will replace the check programmes 2-4

Audi Q-Check is no standard, but supports every Audi Service Partners own
responsibility

Audi Q-Check allows and supports a systematic improvement of quality and focuses
on avoiding mistakes. Every Audi Service Partner can test his service quality on a
weekly basis

Objective is to secure quality in repair and processes continuously and sustainable.

Audi
13 Q-Manangement im Service (engl.) , Mai 2011 Top Service