OPS2

OPERATING PROCEDURES SYSTEM
WORKSHOPS
EDITION 2
By David Cardow
David@dacit.com
Version 9

INDEX
SECTION 1. 9
1.1. WHY THIS MANUAL WAS DEVELOPED 9
1.2. WHY THIS STYLE OF MANAGEMENT 10
SECTION 2. 11
2.1. INTRODUCTION 11
2.2. PURPOSE 12
2.3. RESPONSIBILITY 13
2.4. USE OF THIS MANUAL 14
2.4.1. HOW TO MAINTAIN THIS MANUAL 14
2.4.2. WHO SHOULD READ WHAT 15
2.5. ABBREVIATIONS 16
SECTION 3. 17
3.1. SERVICE DEPARTMENT MAIN STRUCTURE 17
3.1.1. REFERENCE 17
3.1.2. MAIN CHART 18
3.2. SITE 1 WORKSHOP 19
3.2.1. REFERENCE 19
3.2.2. SITE 1 CHART 20
3.3. SITE 2 WORKSHOP 21
3.3.1. SITE 2 WORKSHOP REFERENCE 21
3.3.2. SITE 2 CHART 22
SECTION 4. 23
4.1.INITIAL PROCESS 24
4.1.1. INITIAL PROCESS CHART 24
4.1.2. ENTRY 25
4.1.3. PROCESSING 26
4.1.3.1. CUSTOMERS REQUEST 26
4.1.3.2. DAILY JOB ALLOCATION FORM 27
4.1.3.3. SERVICE APPOINTMENTS 28
4.1.3.4. VEHICLE RECOVERY 29
4.1.4. INSPECTION 30
4.1.4.1. JOB FORM 30
4.1.4.2. INITIAL INSPECTION 31
4.1.4.3. CHECK VEHICLE RECORD INFORMATION 32
4.1.4.4. CREATE NEW VEHICLE RECORD 33
4.1.4.5. CHECK REQUEST AGAINST REPAIR HISTORY 34
4.1.4.6. GIVE ADVICE 35
4.1.4.7. CUSTOMERS APPROVAL 36
4.1.4.8. MAKE T-CARD 37
4.1.5. WHICH TYPE OF JOB IS IT? 38
4.1.5.1. IS IT A RETURN JOB? 38
4.1.5.2. IS IT A WARRANTY JOB? 38
4.1.5.3. IS IT A QUOTATION JOB? 38
4.1.5.4. IS IT A NORMAL JOB? 38
4.1.5.5. MULTIPLE JOB 38
4.2. RETURN JOB 39
4.2.1. RETURN JOB PROCESS CHART PAGE 1 39

4.2.2. OPEN JOB CARD 45
4.2.3. OPEN NON-CONFORMANCE REPORT 46
4.2.4. JOB CARD APPROVAL 47
4.2.5. DISTRIBUTE JOB CARD 48
4.2.6. INVESTIGATION 49
4.2.7. WORK ALLOCATION 50
4.2.8. REQUISITION SPARE PART'S 51
4.2.9. OBTAIN SPARE PARTS 52
4.2.10. CARRY OUT REPAIR 53
4.2.11. COMPLETION OF REPAIRS 54
4.2.12. INSPECTION - WORKSHOP 55
4.2.13. INSPECTION - QUALITY CONTROL 56
4.2.14. QUALITY CONTROL REJECTION 57
4.2.15. DOCUMENTATION CLOSURE 58
4.2.15.1. JOB CARD 58
4.2.15.2. REGISTER - WORKSHOP 58
4.2.15.3. PASS TO THE RECEPTION 58
4.2.15.4. JOB CARD COSTING 58
4.2.15.5. DEBIT SERVICE ADJUSTMENTS 58
4.2.16. SUPERVISORS & GSM APPROVAL OF COMPLETION 59
4.2.17. VEHICLE TO RECEPTION 60
4.2.19. DELIVERY OF VEHICLE 62
4.2.20. JOB FORM COPY 63
4.2.21. GATE PASS 64
4.3. WARRANTY JOB 65
4.3.1. WARRANTY JOB PROCESS CHART PAGE 1 65
4.3.2. CHECK DELIVERY DATE 71
4.3.3. IS WARRANTY VALID 72
4.3.5. JOB CARD SIGNATURES 74
4.3.8. PARTS REQUISITION 77
4.3.9. OBTAIN PARTS 78
4.3.10. CARRY OUT REPAIR 79
4.3.13. INSPECTION - QUALITY CONTROLLER 82
4.3.15.1. JOB CARD 84
4.3.16. WARRANTY CLAIM 85
4.3.17. SUPERVISOR APPROVAL OF COMPLETION 86
4.3.19. NOTIFY CUSTOMER 88
4.3.22. GATE PASS 91
4.4. QUOTATION JOB 92
4.4.1. QUOTATION JOB PROCESS CHART PAGE 1 92

4.4.4. DISTRIBUTE JOB CARD COPIES 97
4.4.6. QUOTATION FORM 99
4.4.7. PARTS PRICE 100
4.4.8. LABOUR PRICE 101
4.4.9. QUOTATION CALCULATION 102
4.4.10. SUPERVISORS APPROVAL 103
4.4.11. QUOTATION COMPLETION 104
4.4.12.1. JOB CARD 105
4.4.12.2. REGISTER - SECTION 105
4.4.12.3. PASS TO RECEPTION 105
4.4.13. SUPERVISORS APPROVAL OF COMPLETION 106
4.4.17.1. CHECK JOB FORM COPY 110
4.4.17.2. EXPLANATION OF QUOTATION 110
4.4.17.3. CUSTOMERS SIGN 110
4.4.18. GATE PASS 111
4.5. NORMAL JOB PROCESS 112
4.5.1. NORMAL JOB PROCESS CHART PAGE 1 112
4.5.3. OBTAIN DEPOSIT OR LPO 119
4.5.4. SERVICE SHEET 120
4.5.8. CHECK PARTS PRICE AGAINST CREDIT 124
4.5.9. OBTAIN PARTS 125
4.5.10. CARRY OUT REPAIRS 126
4.5.13. INSPECTION - QUALITY CONTROLLER 129
4.2.15.1. JOB CARD 131
4.5.16. SUPERVISORS APPROVAL OF COMPLETION 132
4.5.20.1. CHECK JOB FORM COPY 136
4.5.20.2. EXPLANATION OF REPAIRS 136
4.5.20.3. CUSTOMERS SIGN 136
4.5.21. GATE PASS 137
4.6. PRE-DELIVERY INSPECTION 138
4.7. ADDITIONAL WORK PROCESS 139
4.8. SUBCONTRACTED WORK 140

SECTION 5. 141
5.1. DOCUMENTATION 141
5.2. MONTHLY REPORTS 142
5.3. MONTHLY REPORT 1 143
5.3.1. MONTHLY REPORT 1 EXAMPLE 143
5.3.2. MONTHLY REPORT 1 EXPLANATION 144
5.4. MONTHLY REPORT 2 146
5.4.1. MONTHLY REPORT 2 EXAMPLE 146
5.4.2. MONTHLY REPORT 2 EXPLANATION 147
5.5. MONITORING 148
5.5.1. LABOUR SALES MONITORING 148
5.5.2. LABOUR SOLD HOURS - ACTION 149
5.5.3. BUDGET 150
5.5.4. WORK IN PROGRESS 151
SECTION 6. 153
6.1. INTRODUCTION 153
6.2. WHAT THE CUSTOMER EXPECTS 154
6.3. NEW VEHICLE DELIVERY 155
6.4. VEHICLE SERVICING 156
6.5. OVERVIEW - CUSTOMER FOLLOW-UP 158
6.6. IMPLEMENTATION OF FOLLOW-UP SYSTEM 159
6.7. TELEPHONE USAGE 160
6.8. WAITING ROOM 161
6.9. OVERVIEW - CUSTOMER COMPLAINTS 162
6.10. COMPLAINTS PROCEDURE 163
SECTION 7. 164
7.1. WHAT IS SERVICE? 164
7.2. SERVICE IS A BUSINESS 165
7.3. MARKETING 166
7.4. MARKET ANALYSIS SHEET 167
7.5. COMPETITION CHECK SHEET 168
7.6. TRAINING FOR FLEET CUSTOMERS STAFF 169
7.7. CONCLUDING A SERVICE CONTRACT 170
7.8. SELLING FLEXIBLE SERVICE HOURS 171
SECTION 8. 172
8.1. SAFETY 172
8.1.1. SAFETY - INTRODUCTION 172
8.1.2. SAFETY - GENERAL 173
8.1.3. SAFETY - FIRE 174
8.1.4. SAFETY - FUEL AND LUBRICANT STORE 175
8.1.5. SAFETY - TYRE 176
8.1.6. SAFETY - BODY 177
8.1.7. SAFETY - ELECTRICAL 178
8.1.8. SAFETY - PAINT 179
8.2. CLEANLINESS 180
8.3. TOOLS & EQUIPMENT 181
8.3.1. OVERVIEW - TOOLS & EQUIPMENT 181
8.3.2. MAINTENANCE 182
8.3.3. TOOLS & EQUIPMENT INVENTORY 183

8.3.4. INVENTORY CONTROL 184
8.3.5. HOW TO CHECK INVENTORIES 185
8.3.6. VEHICLES 186
8.3.7. PROCUREMENT OF TOOLS AND EQUIPMENT 187
8.4. TECHNICAL LITERATURE 188
8.4.1. INTRODUCTION 188
8.4.2. SERVICE MANUALS 189
8.4.3. TECHNICAL BULLETINS 190
8.4.4. TECHNICAL LITERATURE STORAGE 191
SECTION 9. 192
9.1. MANAGEMENT IS AN ART 192
9.2. SKILLS 195
9.2.1. HOW TO UPGRADE YOUR MANAGEMENT SKILLS 195
9.2.2. SELF-ASSESSMENT 196
9.2.3. GOOD MODELS 197
9.3. DEVELOPMENT 198
9.3.1. MANPOWER DEVELOPMENT 198
9.3.2. MOTIVATION 199
9.4. TRAINING 201
9.4.1. TRAINING 201
9.4.2. ESTABLISHING TRAINING OBJECTIVES 202
9.4.3. SPECIALISATION 203
9.5. DISCIPLINE 204
9.6. GRADES 205
9.6.1. OVERVIEW - GRADES 205
9.6.2. GRADE 3 SEMI-SKILLED STAFF 206
9.6.3. GRADE 2 TECHNICIAN 207
9.6.4. GRADE 1 - TECHNICIAN FIRST CLASS 208
9.6.5. UPGRADING PROCEDURE 209
9.6.6. ESTABLISHMENT 210
9.7. RECORDS 211
9.8. PERFORMANCE 212
9.8.1. STAFF MONTHLY PERFORMANCE 212
9.8.2. MONTHLY ANALYSIS 213
9.9. OVERTIME 214
9.10. SICK REPORT 215
9.11. STAFF LEAVE ROSTER 216
9.12. ANNUAL LEAVE APPLICATION 217
9.13. STAFF REQUISITION 218
9.14. ANNUAL APPRAISAL 219
SECTION 10. 220
10.1. OVERVIEW 220
10.2. NIL STOCK REPORT 221
10.3. PART NUMBERS 222
10.4. STOCK ORDER QUANTITY - PARTS DEPT. 223
APPENDICES 224
A.1. JOB DESCRIPTIONS 224
A.1.1. JOB DESCRIPTION - GENERAL SERVICE MANAGER 224
A.1.2. JOB DESCRIPTIONS - SITE 1 226
A.1.2.1. JOB DESCRIPTION - SERVICE MANAGER - MECHANICAL 226
A.1.2.2. JOB DESCRIPTION - FOREMAN - 4X4 228

A.1.2.3. JOB DESCRIPTION - TECHNICIAN - 4X4 230
A.1.2.4. JOB DESCRIPTION - TECHNICIAN - ELECTRICAL - 4X4 232
A.1.2.5. JOB DESCRIPTION - FOREMAN - HEAVY EQUIPMENT 234
A.1.2.6. JOB DESCRIPTION - TECHNICIAN - HEAVY EQUIPMENT 236
A.1.2.7. JOB DESCRIPTION - TECHNICIAN - ELECTRICAL - HEAVY EQUIPMENT 238
A.1.2.8. JOB DESCRIPTION - SUPERVISOR - KIA 240
A.1.3. JOB DESCRIPTIONS - BODY SHOP 242
A.1.3.1. JOB DESCRIPTION - SERVICE MANAGER - BODY SHOP 242
A.1.3.2. JOB DESCRIPTION - SUPERVISOR - BODY SHOP 244
A.1.3.3. JOB DESCRIPTION - SUPERVISOR - PAINT 246
A.1.3.4. JOB DESCRIPTION - TECHNICIAN - JIG 248
A.1.3.5. JOB DESCRIPTION - TECHNICIAN - PANEL 250
A.1.3.6. JOB DESCRIPTION - TECHNICIAN - TRIM 252
A.1.3.7. JOB DESCRIPTION - TECHNICIAN - PAINT 254
A.1.3.8. JOB DESCRIPTION - TECHNICIAN - PAINT PREP 256
A.1.4. JOB DESCRIPTIONS - SUPPORT TEAM 258
A.1.4.1. JOB DESCRIPTION - SUPPORT MANAGER 258
A.1.4.2. JOB DESCRIPTION - RECEPTIONIST 260
A.1.4.3. JOB DESCRIPTION - WARRANTY CLERK 262
A.1.4.4. JOB DESCRIPTION - ACCOUNTANT 264
A.1.4.5. JOB DESCRIPTION - SERVICE SALESMAN 266
A.1.4.6. JOB DESCRIPTION - QUALITY CONTROLLER 268
A.1.4.7. JOB DESCRIPTION - VALET - SITE 1 270
A.1.4.8. JOB DESCRIPTION - DRIVER - SITE 1 272
A.1.4.9. JOB DESCRIPTION - DATA ENTRY CLERK 274
A.1.5. JOB DESCRIPTIONS - SITE 2 276
A.1.5.1. JOB DESCRIPTION - SERVICE MANAGER - SITE 2 276
A.1.5.2. JOB DESCRIPTION - SERVICE ADVISOR - SITE 2 278
A.1.5.3. JOB DESCRIPTION - FOREMAN - SITE 2 280
A.1.5.4. JOB DESCRIPTION - TECHNICIAN - MECHANICAL - SITE 2 282
A.1.5.5. JOB DESCRIPTION - TECHNICIAN - ELECTRICAL - SITE 2 284
A.1.5.6. JOB DESCRIPTION - VALET - SITE 2 286
A.1.5.7. JOB DESCRIPTION - DRIVER - SITE 2 288
A.2. DOCUMENTS 290
A.2.1. INTRODUCTION TO SERVICE DEPARTMENT LETTER 290
A.2.2. SERVICE REMINDER 291
A.2.3. FOLLOW-UP LETTER 292
A.2.4. INVENTORY CHECK FORM 293
A.2.5. OVERTIME APPROVAL FORM 294
A.2.6. SICK REPORT 295
A.2.7. STAFF REQUISITION 296
A.2.8. STAFF OVERTIME SHEET 297
A.2.9. LEAVE APPLICATION FORM 298
A.2.10. PARTS REQUISITION 299
A.2.11. STAFF LEAVE ROSTER 300
A.2.12. GATE PASS 301
A.2.13. PAYMENT VOUCHER 302
A.2.14. IOU 303
A.2.15. MARKET ANALYSIS SHEET 305
A.2.16. COMPETITION CHECK SHEET 306
A.2.17. QUOTATION 307
A.2.18. SERVICE APPOINTMENT FORM 308
A.2.19. DAILY JOB ALLOCATION FORM 309
A.2.20. NON-CONFORMANCE REGISTER 310
A.2.21. JOB CARD 311
A.2.22. PRE-DIAGNOSIS SHEET 313
A.2.23. MEMORANDUM 314
A.2.24. SERVICE CONTRACT 315
A.2.25. ADDITIONAL WORK LIST 321
A.2.26. NON-CONFORMANCE REPORT 322
A.2.27. JOB FORM 323
A.2.28. TECHNICIANS TICKET 324
A.2.29. T CARD 325
A.2.30. INVOICE 326
A.2.31. NIL STOCK REPORT 327

A.3. SERVICE DATA 328
A.3.1. BOBCAT SERVICE SCHEDULE 328
A.3.2. BOBCAT BA SERVICE 329
A.3.3. BOBCAT BB SERVICE 330
A.4. RATES 331
A.4.1. WARRANTY RATES 331
A.4.2. RATES 332
A.5. TECHNICAL LITERATURE 333
A.5.1. TECHNICAL LITERATURE - BOBCAT 333
A.6. INVENTORY 334
A.6.1. INVENTORY - SITE 1 334
A.6.2. INVENTORY - SITE 2 336
A.6.3. INVENTORY - LANDROVER MOBILE WORKSHOP 338

SECTION 1.
TO BE READ BY - ALL STAFF
1.1. WHY THIS MANUAL WAS DEVELOPED
1. The reasons this Manual was developed are:
- Staff, including managers were not always in agreement as to what the procedures for the
Company are.
- Often conflicts between staff because Operating Procedures were not written down in ONE
Manual, rather than being made up of many memorandums.
- Poor financial performance due to above points.
- Delays in new staff attaining required performance because they cannot understand the
operation or find ready assistance in doing so.
- Lack of continuity in all areas of business because little is documented.
2. We found therefore that writing this manual:
- Will make everyone's job easier.
- Make everyone's day more enjoyable.
- Improve staff morale.
- Improve financial performance.
- Improve staff individual performance.
- Allow new staff, and non-department staff such as auditors to quickly understand the operation.
- Ensure continuity.

SECTION 1.
1.2. WHY THIS STYLE OF MANAGEMENT
1. The manual has been written in this style because:
- The Company requires clear instructions.
- To ensure quality this manual has to be available to ALL.
- When problems arise the Manual can be updated so that the problem will not arise again.
2. All Staff have to understand the manual and contribute to changes were and when required.

SECTION 2.
2.1. INTRODUCTION
Service operations have become much more important in the business today. There are several
reasons for this growing importance. Mechanical equipment presently affects everyone and has
created reliance upon them. Virtually everyone is at least vaguely aware of the need for maintenance
and repair.
At present, however, great many vehicle owners take their service problems to small independent
workshops instead of dealer service departments. This is because many owners feel that such
independent workshops offer a more personal service and a cheaper price. The abundance of such
independent workshops points out the size of the service market.
With the above mind we have decided to produce these Operating Procedures, as a guide for ALL
staff to meet the present demands made upon them, in the aim to provide a quality service to the
customer.
These Operating Procedures have been written after extensive examination of Service Department
operations.
These procedures are constantly being reviewed, modified and updated.
MANAGEMENT SHOULD ENSURE: -
1. That all Service Department staff fully understand this manual, should anyone have any
questions related to the manual contact your Supervisor or in the case of a Supervisor, contact
the General Service Manager.
2. That all personnel co-operate fully in the implementation of all Operating Procedures, and that,
the Service Department Management is fully consulted before any deviation from these
procedures.
3. That after reading this manual should ANY Staff have any ideas as to how to improve these
Procedures or the Manual, please contact the General Service Manager through the
management structure.

SECTION 2.
2.2. PURPOSE
The purpose of these Operating Procedures is as follows: -
1. To incorporate in one set of instructions the working systems that have proved to be practical and
sustainable for the operation of the Service Department.
2. Clearly define responsibility in relation to the Organisation Structures.
3. Detail specific routing of different work through the system.
4. Detail the individual duties of the all Service Department staff.
5. Provide guidance to potential and newly promoted staff.
6. Detail appropriate safety precautions and requirements.

SECTION 2.
2.3. RESPONSIBILITY
GENERAL SERVICE MANAGER
The General Service Manager is responsible to the General Manager to ensure that Operating
Procedures are implemented and followed.
SUPERVISORS AND FOREMEN
Supervisors and Foremen are responsible for ensuring that all staff in the Section/Sections under
their supervision understand and adhere to the areas of Operating Procedures that pertain to them.
STAFF
Staffs is responsible for ensuring that they comply with Operating Procedures, and for informing their
Supervisor if they do not understand any area of the procedures, which relates to their job.

SECTION 2.
TO BE READ BY - MANAGERS
2.4. USE OF THIS MANUAL
2.4.1. HOW TO MAINTAIN THIS MANUAL
1. The Supervisor is responsible for maintaining this manual.
2. From time to time it will be necessary to update this Manual. To facilitate this, dates have been
added to the bottom of each page. When the Supervisor receives the update the procedure is
as follows: -
- Take the updated section remove the previous copy from the manual and keep it in a separate
file.
- Replace with the new section.
- Note that the date at the top of the page "Content updated on" will be different from the date at
the top of the page on the other sections.
- At the beginning of each financial year the Supervisor will be sent a new index with
corresponding dates for each section this should be checked against the Manual to ensure the
manual is up to date.
- If the new index does not correspond to the Manual a copy of the particular section can be
obtained from the General Service Manager.
- A diagram precedes many sections to assist in understanding the steps of these procedures.

SECTION 2.
2.4.2. WHO SHOULD READ WHAT
1. The line below "SECTION" and the blue line (above) details who should read the section and is
also responsible for carrying out the instructions (yellow text).
2. Supervisors are encouraged to use the Manual as a basis of in-house training.

SECTION 2.
2.5. ABBREVIATIONS
ABBREVIATION MEANING
CPD CENTRAL PART'S DEPARTMENT
CA DIVISIONAL CHIEF ACCOUNTANT
GM GENERAL MANAGER
POL PETROL OILS & LUBRICANTS
GSM GENERAL SERVICE MANAGER
Supv SUPERVISOR

SECTION 3.
3.1. SERVICE DEPARTMENT MAIN STRUCTURE
3.1.1. REFERENCE
Refer to Organisation structure reference number 3.1.2. On the following page.
POSITION JOB DESCRIPTION No. OF POSITIONS
GENERAL SERVICE MANAGER A.1.1. 1
SERVICE MANAGER - MECHANICAL A.1.2.1. 1
SERVICE MANAGER - BODY SHOP A.1.3.1. 1
SUPPORT MANAGER A.1.4.1. 1
SUPERVISOR - SITE 2 A.1.5.1. 1
TOTAL 5

SECTION 3.
3.1.2. MAIN CHART

SECTION 3.
3.2. SITE 1 WORKSHOP
3.2.1. REFERENCE
POSITION JOB DESCRIPTION No. OF POSITIONS
SERVICE MANAGER - MECHANICAL A.1.2.1. 1
FOREMAN - 4X4 A.1.2.2. 1
TECHNICIAN - 4X4 A.1.2.3. 10
TECHNICIAN - ELECTRICAL - 4X4 A.1.2.4. 2
FOREMAN - HEAVY EQUIPMENT A.1.2.5. 1
TECHNICIAN - HEAVY EQUIPMENT A.1.2.6. 9
TECHNICIAN - ELECTRICAL - HE A.1.2.7. 1
SERVICE MANAGER - BODY SHOP A.1.3.1. 1
SUPERVISOR - BODY A.1.3.2. 1
SUPERVISOR - PAINT A.1.3.3. 1
TECHNICIAN - JIG A.1.3.4. 2
TECHNICIAN - PANEL A.1.3.5. 5
TECHNICIAN - TRIM A.1.3.6. 3
TECHNICIAN - PAINT A.1.3.7. 2
TECHNICIAN - PREP A.1.3.8. 3
SUPPORT MANAGER A.1.4.1. 1
RECEPTIONIST A.1.4.2. 3
WARRANTY CLERK A.1.4.3. 1
ACCOUNTANT A.1.4.4. 1
SERVICE SALESMAN A.1.4.5. 1
QUALITY CONTROLLER A.1.4.6. 1
VALET - SITE 1 A.1.4.7. 4
DRIVER - SITE 1 A.1.4.8. 2
TOTAL 57

SECTION 3.
3.2.2. SITE 1 CHART

SECTION 3.
3.3. SITE 2 WORKSHOP
3.3.1. SITE 2 WORKSHOP REFERENCE
POSITION
JOB
DESCRIPTION
No. OF POSITIONS
SUPERVISOR - SITE 2 A.1.5.1. 1
SERVICE ADVISOR A.1.5.2. 1
FOREMAN - SITE 2 A.1.5.3. 1
TECHNICIAN - SITE 2 A.1.5.4. 6
TECHNICIAN - ELECTRICAL - SITE 2 A.1.5.5. 1
VALET - SITE 2 A.1.5.6. 2
DRIVER - SITE 2 A.1.5.7. 1
TOTAL 13

SECTION 3.
3.3.2. SITE 2 CHART

SECTION 4.
Section 4 details the procedure/process involved in effecting a repair from the vehicle entering the
premises to the vehicle departing the premises. Process Charts have been added for easier
explanation and understanding, these should be used during training sessions.

SECTION 4.
4.1. INITIAL PROCESS
4.1.1. INITIAL PROCESS CHART

SECTION 4.
TO BE READ BY -RECEPTIONIST
4.1.2. ENTRY
1. You are the first person the customer meets when they, come into the department.
2. Remember first impressions are lasting ones.
3. Greet the customer in a friendly manner.
4. Be cheerful.
5. Be positive and project a problem-solving attitude.
6. Be respectful, it's a psychological tool that aids in customer satisfaction, anyone of us would be
pleased to receive treatment in such a manner, and the customer is no exception.
7. If you can't serve the customer right away, at least acknowledge their presence. No one likes to
be ignored.
8. Do not keep the customer waiting, if required call on additional assistance.

SECTION 4.
TO BE READ BY - RECEPTIONIST
4.1.3. PROCESSING
4.1.3.1. CUSTOMERS REQUEST
1. What type of repair does the customer require? Mechanical, electrical etc.
2. Are Workshop Hours available now? Check with Foreman and Daily Job Allocation Form see
A.2.19.
3. Inform customer of your findings.
4. Does customer want to book-in now or make a reservation for later?
5. If customer wishes to book-in now go to 4.1.4.1. BOOK IN.
6. If customer wishes to make a Service Appointment go to 4.1.3.3. SERVICE APPOINTMENT.
7. If vehicle requires recovery go to 4.1.3.4. RECOVERY.

SECTION 4.
4.1.3.2. DAILY JOB ALLOCATION FORM
1. The basis of the Job Allocation Sheet is to assist in balancing the number of available hours
(mechanics) with the number of jobs to ensure that profits are maximized.
GO TO A.2.19. JOB ALLOCATION FORM
2. Yes there are many different systems for ensuring correct loading of the workshop. Through
experience it is found that the ART of correct loading is in the hands of the receptionists,
therefore it is recommended that this simple system is used, otherwise too much time is
consumed on administration without any benefit.
3. One form for each day of the week worked.
4. On the first day of the week the Supervisor will produce figures of how many hours are available
each day, section by section. This will take account of staff who will be on holiday or training, or
unavailable for any other reason.
5. Pre fill a form for each day using these figures.
6. Carry over any hours required to complete jobs that have not been completed from the previous
day and enter these in the form, figures should be obtained from the Foreman each morning.
7. Now you have the total number of hours available in each Section (see 2), from this is deducted
"carry over" jobs from the previous day (see 4), therefore you now the number of hours
available divided into each Workshop Section.
8. After the form has been prepared in the morning, take into account the Service Appointments
booked for that day when preparing to receive new jobs. It is the receptionist's discretion
whether to accept another new job or not if appointments are not arriving on time, experience
will be the greatest of assistance.

SECTION 4.
4.1.3.3. SERVICE APPOINTMENTS
1. Customers may wish to book an appointment ahead so that they can be assured of speedy
repair, the benefits are: -
- The customer can bring their vehicle at an appointed date and time, thus they never waste a trip.
- Customers using their vehicles for business purposes can use them effectively, without
unnecessary delays.
- The Workshop will return greater profit through efficient work loading.
2. Use Service Appointment Form to detail appointments. A new form should be used for each
Day.
GO TO A.2.18. SERVICE APPOINTMENT FORM
3. Before accepting an appointment check there is enough man hours available, the Supervisor
will give you each month a daily average number of available hours for each section. The
number of hours you accept in appointments against the number available depends on your
workshop and experience; there is no predefined formula.
4. Though an appointment may be booked it does not necessarily mean the customer can keep
the appointment.
5. When the customers arrive, the information can be transferred to the Daily Job Allocation Sheet.

SECTION 4.
4.1.3.4. VEHICLE RECOVERY
1. If the customer's vehicle has broken down and needs recovery to the workshop or an Off-Site
repair, arrange for a recovery vehicle or a mechanic to attend.
2. If customer does not visit the workshop regularly, and it is not a Return Job, open a job card.
3. If the customer is known, or it is a Return Job arrange for recovery before opening the Job
Card.
4. Complete a JOB FORM and give the 3 copies to the staff attending the breakdown.
5. On completion the Customer should SIGN the Job Form.

SECTION 4.
4.1.4. INSPECTION
4.1.4.1. JOB FORM
1. Properly transmit the customer's desire to the Workshop Supervisors, quality controller, part's
department and the cashier through detailing accurate information.
2. Open a Job Form and proceed to next point.

SECTION 4.
TO BE READ BY- RECEPTIONIST
4.1.4.2. INITIAL INSPECTION
1. Accurate diagnosis is an indispensable element of quality service. From accurate diagnosis the
following good effects may be achieved:
- A reasonable Quotation can be provided where required.
- An exact delivery time can be provided.
- Work can be scheduled and assigned more effectively.
- The efficiency of the staff can be improved; they can devote more time to repair work without
spending time looking for the cause of the customer’s complaint.
- The efficiency and productivity of the service department can be improved.
2. Use a PRE-DIAGNOSIS SHEET to assist in diagnosing the fault.
GO TO A.2.22. PRE-DIAGNOSIS SHEET
3. You must make the inspection, when you are unsure of the diagnosis, call on the assistance of
a Supervisor or specialist.
4. The type of diagnosis, which calls for examination using testing equipment - e.g. testing engine
compression to ascertain if engine overhaul is required, should be made in cooperation with the
relevant Supervisor.
5. Using the Repair History as a reference to ascertain whether the current request is a Return
Job, if it is then open a Return Job, job card.

SECTION 4.
4.1.4.3. CHECK VEHICLE RECORD INFORMATION
1. Check the Vehicle Record of the Vehicle to ascertain whether the vehicle is on the Computer
System, if found continue to 'CHECK REQUEST AGAINST REPAIR HISTORY 4.1.4.5.' section.
2. If no details are found go to OPEN NEW VEHICLE RECORD 4.1.1.4.

SECTION 4.
4.1.4.4. CREATE NEW VEHICLE RECORD
1. All vehicles visiting the Service department require a Vehicle Record on the Computer System
to assist in monitoring repairs.
2. If a vehicle does not have a Vehicle Record create a new one.
3. Be sure to complete all relevant details, ensuring that details such as chassis number are filled
accurately, digit for digit.

SECTION 4.
4.1.4.5. CHECK REQUEST AGAINST REPAIR HISTORY
1. Check the present request against the repair history on the Computer System.
2. Observe whether the current request has been attended too recently by checking the
mileage's/hours.
3. If the present request has been attended to recently, obtain the previous job card for further
information
4. Check the delivery date and present mileage to see if the vehicle is valid for Warranty, advise
the customer as to your findings.

SECTION 4.
4.1.4.6. GIVE ADVICE
1. As mentioned previously, not all customers are technically aware, therefore take time to explain
the technical faults, methods of repair, methods of payment and any options the customer may
have.
2. Ensure the customer fully understands the advice given.
EXAMPLE
A customer arrives complaining of poor engine performance, on inspection it is found that the
engine requires overhaul. The customer obviously did not expect this shock, therefore show
them the results of the compression check and any other visible signs. Then explain the options
open to the customer, first recommend the engine be stripped for a detailed inspection and
estimate. Explain to the customer that they have the choice of having the engine overhauled, or
an exchange engine, or a complete new engine/block. Explain the costs involved in each option.
3. If a Quotation price is not available DO NOT COMMIT THE COMPANY TO A VERBAL
Quotation only genuine Company Quotations signed by the Supervisor are binding.
EXAMPLE
A customer arrives complaining of poor brake performance. On inspection it is found that the
rear brake shoes are worn and should be replaced. Explain to the customer that the cheapest
option is to replace the lining rather than the complete shoe. The customer can then decide
which route they prefer, and will obviously be grateful that we tried to save money for them.

SECTION 4.
4.1.4.7. CUSTOMERS APPROVAL
1. When the customer is satisfied with the recommendations detailed on the Job Form have them
sign and date the Form.

SECTION 4.
4.1.4.8. MAKE T-CARD
1. Make a T-Card and place in "Awaiting Labour" position.
2. Inform Foreman at next opportunity of new Job Card and deliver vehicle to the workshop
"awaiting repair area".

SECTION 4.
4.1.5. WHICH TYPE OF JOB IS IT?
4.1.5.1. IS IT A RETURN JOB?
If after checking the Repair History and previous Job Card details you have determined that the
repair is a Return Job, then follow the procedures in.
GO TO 4.2. RETURN JOB
4.1.5.2. IS IT A WARRANTY JOB?
If the vehicle is valid for warranty and the item requiring attention is covered by Warranty, follow the
procedures in.
GO TO 4.3. WARRANTY JOB
For details of manufacturer’s warranty policies refer to the owner’s handbook or the individual
manufacturer’s warranty policies manual.
4.1.5.3. IS IT A QUOTATION JOB?
If the customer requests a Quotation of repairs before authorizing repair, follow the procedures in.
GO TO 4.4. QUOTATION JOB
4.1.5.4. IS IT A NORMAL JOB?
If none of the above criteria are met then the job should be considered as a normal job, follow the
procedures in.
GO TO 4.5. NORMAL JOB
4.1.5.5. MULTIPLE JOB
If the vehicle meets more than one of the above criteria then more than one job card should be
opened as required.
EXAMPLE
A customer brings their new vehicle in for defective alternator and also wishes to have additional
driving lights fitted. Therefore open a Warranty Job for the alternator and a Normal Job for fitting the
driving lights.

SECTION 4.
4.2. RETURN JOB
4.2.1. RETURN JOB PROCESS CHART PAGE 1

SECTION 4.

SECTION 4.
4.2.2. OPEN JOB CARD
GO TO A.2.21. JOB CARD
1. Open a "RETURN JOB" job card on the Computer System by completing the relevant
information.
2. Print Job Card.

SECTION 4.
4.2.3. OPEN NON-CONFORMANCE REPORT
GO TO A.2.27. NON-CONFORMANCE LIST
1. Open NON-CONFORMANCE REPORT and complete the areas detailed below:
ITEM DESCRIPTION
ORIGINAL JOB CARD No: Obtain from computer system
DEPARTMENT:
SECTION : Mechanical, electrical, body etc
NEW JOB No.
NEW DATE:
NON-CONFORMANCE: A description of the defect and why it occurred.
2. One copy to the Service Manager, other copy attach to Job Card.
3. Register the details in the NON-CONFORMANCE REGISTER.
GO TO A.2.20. NON-CONFORMANCE JOB REGISTER

SECTION 4.
4.2.4. JOB CARD APPROVAL
1. The receptionist should sign the Job Card; this shows that Initial Procedures are completed.
2. SEND - TO Supervisor for AUTHORISING SIGNATURE
3. Supervisor Sign if satisfied that the vehicle repair is a RETURN JOB, and all documentation is
in order.

SECTION 4.
4.2.5. DISTRIBUTE JOB CARD
1. Ensure the Foreman receives the copy directly.
2. If the vehicle is coming for more than one type of repair e.g. electrical and mechanical, inform
the relevant staff of both sections that the vehicle requires their attention.

SECTION 4.
TO BE READ BY - FOREMAN
4.2.6. INVESTIGATION
1. The reason for the return job must be correctly diagnosed, therefore use the Manufacturers
Troubleshooting guide which is in the Manufacturers Repair Manual.
2. Diagnose the reason for the return job before allocating the work.
3. After diagnosing the fault, determine the correct course of remedy, and instruct the technicians
how to effect repair.

SECTION 4.
4.2.7. WORK ALLOCATION
1. Send/pass Job Card to Technician.
2. Allocate work to the technicians using your judgement and knowledge of the individual
capabilities of the staff.
3. SEE - Refer to "GRADES SECTION" for a greater understanding of each grade competency.
GO TO 9.6. GRADES
4. Since the job is a return job issue it to a grade 1 technician, or do the repair yourself.
5. Speed is of the essence; do not upset the customer further by taking a long time to complete
the repair.
6. Work overtime if required.
7. Clock Mechanic onto Job using MECHANICS CLAIM TICKET.
8. Move T-CARD to WIP (work in progress) column on rack.

SECTION 4.
4.2.8. REQUISITION SPARE PART'S
1. At the earliest opportunity ascertain what spare parts are required.
2. Complete the following sections of the INTERNAL PART'S REQUISITION.
GO TO A.2.10. INTERNAL PARTS REQUISITION
ITEM DESCRIPTION
JOB CARD No.: Job number, taken from the return job, job card
CUST. NAME Customers name
DATE: Today's date, not the date of opening job card
MODEL / YEAR The model and year of the vehicle concerned
JOB TYPE Cash, Credit, Internal or Warranty.
CODE BLANK
REF. No. BLANK
ITEM No. Number each line item required
QTY REQ: Quantity of items required
PARTS NAME Description as per Manufacturers Parts Catalogue
PARTS NUMBER Description as per Manufacturers Parts Catalogue
REMARKS Any remarks that may assist Parts Department.
3. After completing the above, sign the area APPROVED. And pass to Supervisor to sign
MANAGER Section.

SECTION 4.
4.2.9. OBTAIN SPARE PARTS
1. Personally carry the Part’s Requisition to the store and collect the spare parts.
2. Inform the Supervisor immediately if parts are not available.
3. Supervisor make note on the PARTS DEPARTMENT copy & BOOK copy of the INTERNAL
PARTS REQUISITION what action you wish Parts Department to make in the REMARKS
column.
- LOCAL PURCHASE.
- MANUFACTURER
4. If there will be any delay in supply contact the customer and ask if they require the vehicle to be
returned while parts arrive.
5. If the vehicle is to be returned:
- Clock Mechanic off the job.
- Move to section 4.2.12.
GO TO INSPECTION 4.2.12.
6. If the Customer wants the vehicle to stay in the Workshop while parts arrive:
- Clock mechanic off the job.
- Move T-CARD to "AWAITING PARTS" column on the rack.

SECTION 4.
4.2.10. CARRY OUT REPAIR
1. Ensure the repair is completed quickly and in accordance with the manufacturer guidelines, as
set out in the relevant repair manual.
2. If you are not effecting the repair personally, then constantly monitor progress of the staff.

SECTION 4.
TO BE READ BY - TECHNICIAN
4.2.11. COMPLETION OF REPAIRS
1. On completion of repairs the person effecting repairs should satisfy them self that it is a quality
repair.
2. Delays due to further rectification are unacceptable.
3. Pass to Foreman.
4. Clock Mechanic OFF the job.
5. Make a full description of the work carried out, on the front of the Job Card.
6. Check that all the "STICKYS" for mechanics time on the job from the Mechanics Claim Ticket,
are attached to the rear of the Job Card.

SECTION 4.
4.2.12. INSPECTION - WORKSHOP
1. Inspect the repair work using the Manufacturers Repair Manual as guidance.
2. Ensure the repairs are as the Customer requested, and that all items requested have been
repaired.
3. Quality counts.
4. A further return job is unacceptable.
5. If the Foreman did the repair the vehicle the Supervisor should inspect the vehicle.
6. If the vehicle does not pass inspection:
- Complete a NON-CONFORMANCE REPORT and send to Supervisor.
GO TO NON-CONFORMANCE LIST A.2.27.
- Return vehicle to the mechanic and issue instructions on the repairs required.
- Go to Section 4.2.10. CARRY OUT REPAIRS.
GO TO CARRY OUT REPAIRS 4.2.10.
7. If vehicle passes inspection:
- Pass Vehicle and Job Card to Reception.
- Place T-CARD in "AWAITING INSPECTION" column.

SECTION 4.
TO BE READ BY - QUALITY CONTROLLER
4.2.13. INSPECTION - QUALITY CONTROL
1. Carry out thorough inspection.
2. Put the vehicle on the inspection ramp/pit if need be.
3. Take the vehicle on the road test if required.
4. Make full use of the diagnostic equipment, special tools and Manufacturers Repair Manual.
5. If the vehicle passes inspection sign the job card.
- Sign the Job Card and give it to the Receptionist.
- Send the vehicle to be washed.
- Put T-CARD into "CLOSURE" column on the rack.
6. If the vehicle fails Quality Control Inspection GO TO 4.2.14.
- Complete a Non-conformance Report and give it to the Supervisor

SECTION 4.
4.2.14. QUALITY CONTROL REJECTION
1. If the vehicle fails quality control, return it to the Foreman quickly and explain the faults found.
2. Complete a "NON-CONFORMANCE REPORT" and under Non-conformance mark "quality
control rejection".
GO TO NON-CONFORMANCE REPORT A.2.27.
3. After rectification work the vehicle should be re-tested.
4. PASS Non-conformance report to Supervisor.

SECTION 4.
4.2.15. DOCUMENTATION CLOSURE
1. If the vehicle passes Quality Control Inspection, the job card can now be closed as follows:
4.2.15.1. JOB CARD
Add the Labour hours used, to the job card.
4.2.15.2. REGISTER - WORKSHOP
Now that the job is complete, close the job on the Section Register by completing "DATE OUT".
4.2.15.3. PASS TO THE RECEPTION
Pass Job Card to Reception for closing.
RECEPTIONIST
4.2.15.4. JOB CARD COSTING
1. Charge spare parts at INTERNAL price.
2. Charge Labour at cost price.
4.2.15.5. DEBIT SERVICE ADJUSTMENTS
1. As this is a return job and the Company have to absorb the loss debit the "SERVICE
ADJUSTMENTS ACCOUNT".
2. Send Non-Conformance Report and Job Card to General Service Manager.

SECTION 4.
TO BE READ BY - SUPERVISOR
4.2.16. SUPERVISORS & GSM APPROVAL OF COMPLETION
1. Study the job card and the NON-CONFORMANCE REPORT.
2. Call a brief meeting with the Receptionist and the Foreman, and discuss the reason for the
return job.
3. When the reason is found complete the NON-CONFORMANCE REPORT and sign it, and the
Job Card.
4. Contact GSM for GSM Inspection of completion.
5. Attach the Job Card to the NON-CONFORMANCE REPORT and send to the General Service
Manager.

SECTION 4.
4.2.17. VEHICLE TO RECEPTION
1. Park the vehicle at the reception area awaiting collection.
RECEPTIONIST
1. Close the Job Card on the Computer System.
2. Print Invoice.
3. Enter Invoice details in Non-conformance Report.
4. File documents.

SECTION 4.
4.2.18. NOTIFY CUSTOMER
1. Notify the customer as soon as possible by telephone, if you are unable to contact
them send a Fax or deliver vehicle using a Company driver.

SECTION 4.
4.2.19. DELIVERY OF VEHICLE
1. Vehicle delivery consists of two elements:
- Returning the repaired vehicle to the customer.
- Explaining the repairs performed.
2. The receptionist is responsible for vehicle delivery.
3. Vehicle delivery should be "active". Think of it as truly "delivering" the repaired vehicle to the
customer - not as the customer "picking-up" the vehicle.
4. This approach offers several benefits: -
- The receptionist can conclude the transaction with a personal touch. This leaves a strong
impression on the customer.
- Demonstrates that we care about customer satisfaction - even after the repair is completed.
- Gives the receptionist the opportunity to sell more service.
- Contributes to repeat business.
5. When staff does not take the "active" delivery approach, problems and lost opportunities result;
Customers do not receive personal attention.
- Customers receive incomplete explanations of repairs effected.
- Customers perceive that we do not care.

SECTION 4.
4.2.20. JOB FORM COPY
1. Obtain the customers copy of Job Form or check Civil ID details.
2. Check the Customers copy against the reception copy.
3. Explain to the customer the repairs carried out and why the return job occurred.
4. Apologise for the inconvenience.
5. If the customer is now ready to collect allow them to read and acknowledge receipt by signing
Customer's Signature.

SECTION 4.
4.2.21. GATE PASS
1. Issue a GATE PASS to the customer.
GO TO A.2.12. GATE PASS
2. Apologies to the customer once again, then assist them to their vehicle, and ensure there is no
delay on their exit of the premises.

SECTION 4.
4.3. WARRANTY JOB
4.3.1. WARRANTY JOB PROCESS CHART PAGE 1

SECTION 4.

SECTION 4.
4.3.2. CHECK DELIVERY DATE
1. Check the delivery date from the Computer System / Vehicle file.
2. Check the delivery date from the sale's department to ensure correct date.
3. If the customer purchased the vehicle from another company, proof of purchase should be
produced, and a photocopy taken and attached to the job card.

SECTION 4.
4.3.3. IS WARRANTY VALID
1. Check that the vehicle meets the manufacturer’s warranty criteria.
2. If Warranty is valid, then proceed. If Warranty is not valid inform the customer.

SECTION 4.
1. Open a "WARRANTY JOB" job card by completing the relevant information in the Computer
System.
2. Ensure all the information is completed accurately.

SECTION 4.
4.3.5. JOB CARD SIGNATURES
1. The receptionist should sign the Job Card; this shows Initial Procedures are complete.
2. Send to Supervisor for AUTHORISING SIGNATURE
3. SUPERVISOR Sign "SERVICE MANAGER'S SIGNATURE if satisfied that the vehicle repair is
a WARRANTY JOB, and all documentation is in order.

SECTION 4.
1. Ensure the Foreman receives the copy directly.
the relevant staff of each section that the vehicle requires their attention.

SECTION 4.
2. Refer to "GRADES SECTION" for a greater understanding of each grade competency.
GO TO GRADES SECTION
3. Since the job is a WARRANTY JOB issue it to grade 1 technician, or do it yourself.
repairs.
5. Work overtime if required.
6. Mechanic CLOCKS ONTO JOB using MECHANICS CLAIM TICKET.

SECTION 4.
4.3.8. PARTS REQUISITION
1. At the earliest opportunity ascertain what spare parts are required.
2. Complete the following sections of the INTERNAL PART'S REQUISITION.
ITEM DESCRIPTION
JOB CARD No.: Job number
CUST. NAME Customers name
DATE: Today's date, not the date of opening job card
MODEL / YEAR The model and year of the vehicle concerned
JOB TYPE Cash, Credit, Internal or Warranty.
CODE BLANK
REF. No. BLANK
ITEM No. Number each line item required
QTY REQ: Quantity of items required
PARTS NAME Description as per Manufacturers Parts Catalogue
PARTS NUMBER Description as per Manufacturers Parts Catalogue
REMARKS Any remarks that may assist Parts Department.
3. After completing the above, sign the area below SECTION.
GO TO A.2.10. INTERNAL PARTS REQUISITION

SECTION 4.
4.3.9. OBTAIN PARTS
1. Personally carry the requisition to the store and collect the spare parts.
column.
- LOCAL PURCHASE.
- MANUFACTURER

SECTION 4.
4.3.10. CARRY OUT REPAIR
2. If you are not effecting the repair personally, then constantly monitor progress of the staff.

SECTION 4.
TO BE READ BY - TECHNICIAN
repair.
3. PASS TO FOREMAN.

SECTION 4.
2. Ensure the repairs are as the Customer requested and the Manufacturer states in the Repair
Manual, and that all items requested have been repaired.
3. Quality counts.

SECTION 4.
4.3.13. INSPECTION - QUALITY CONTROLLER
- Complete a Non-conformance Report and give it to the Supervisor.

SECTION 4.
control rejection".
3. After rectification work the vehicle should be re-tested.

SECTION 4.
4.3.15.1. JOB CARD
Pass documentation to Reception for closing.
RECEPTIONIST
1. Charge spare parts at MANUFACTURERS STATED RATES SEE APPENDIX A.4.1.
2. Charge Labour at MANUFACTURERS AGREED RATES SEE APPENDIX A.4.1.

SECTION 4.
4.3.16. WARRANTY CLAIM
1. Send job card to WARRANTY CLERK.
WARRANTY CLERK
1. Complete the relevant Manufacturers WARRANTY CLAIM in accordance with the
Manufacturer’s WARRANTY POLICIES AND PROCEDURES as detailed in the Manufacturer’s
WARRANTY PROCEDURES MANUAL.
2. Pass to the Supervisor.

SECTION 4.
4.3.17. SUPERVISOR APPROVAL OF COMPLETION
1. Study the Job Card and the WARRANTY CLAIM Form.
2. If all details on the job card are in order sign.
3. Pass the Job Card to the GSM.

SECTION 4.
RECEPTIONIST
2. Print Invoice.
3. Enter Invoice details in WARRANTY FILE.
4. File documents.

SECTION 4.
1. Notify the customer as soon as possible by telephone; if you are unable to contact them send a
FAX.

SECTION 4.
- Returning the repaired vehicle to the elements.
- Explaining the service performed.
4. This approach offers several benefits:
5. When staffs don’t take the "active" delivery approach, problems and lost opportunities result:
Customers do not receive personal attention.

SECTION 4.
1. Obtain the customers copy of Job Form or check Civil ID details.
3. Explain to the customer the repairs carried out and why the return job occurred.
4. Apologise for the inconvenience.
5. If the customer is now ready to collect allow them to read and acknowledge receipt by signing
Customer's Signature.

SECTION 4.
4.3.22. GATE PASS
2. Apologies to the customer once again, then assist them to their vehicle, and ensure there is no
delay on their exit of the premises.

SECTION 4.
4.4. QUOTATION JOB
4.4.1. QUOTATION JOB PROCESS CHART PAGE 1

SECTION 4.

SECTION 4.
1. Open a "QUOTATION JOB" job card by completing the relevant information in the Computer
System.
2. Ensure all the information is completed accurately.

SECTION 4.
1. The receptionist should sign the Job Card; this shows Initial Procedures are complete.
2. Send to Supervisor for AUTHORISING SIGNATURE
3. SUPERVISOR Sign "SERVICE MANAGER'S SIGNATURE if satisfied that all documentation is
in order.

SECTION 4.
4.4.4. DISTRIBUTE JOB CARD COPIES
1. Ensure the FOREMAN receives the copy directly.
the sections that the vehicle requires their attention.

SECTION 4.
TO BE READ BY - CHARGE HAND
3. Speed is of the essence, do not upset the customer further by taking a long time to complete
repairs.

SECTION 4.
4.4.6. QUOTATION FORM
1. List the spare parts required to effect a repair on a QUOTATION FORM.
GO TO A.2.17. QUOTATION FORM

SECTION 4.
4.4.7. PARTS PRICE
1. Take the QUOTATION FORM to the PARTS DEPARTMENT.
2. Ensure the Part's Staff fully understands the spare part's list.
3. The Parts Staff will now add the spare parts prices.
4. Monitor progress and ensure Parts prices are completed quickly.
5. The Part's Supervisor must sign the Quotation Form.
6. Send the Estimate Form to the RECEPTIONIST.

SECTION 4.
4.4.8. LABOUR PRICE
1. ADD LABOUR CHARGE: Calculated by multiplying the hours required to effect repairs taken
from the Manufacturers Repair Time Schedule, multiplied by the Hourly Labour Charge.
2. ADD SUNDRIES: The cost of such items as Sandpaper, glue, welding rods, welding gas etc.

SECTION 4.
4.4.9. QUOTATION CALCULATION
1. Calculate and fill:
MATERIALS TOTAL
LABOUR TOTAL
GRAND TOTAL
FOREMAN
1. Sign the document.
2. Pass to SUPERVISOR.

SECTION 4.
4.4.10. SUPERVISORS APPROVAL
Check the QUOTATION Form items as follows:
1. The list of Parts required. Has anything been omitted?
2. The list of Sundries required?
3. The Labour Hours. Is the figure too high or too low, have the Manufacturers scheduled times
been used?
4. The Totals. Are they accurate?
5. Make amendments if required and sign when satisfied.
6. Send to the Receptionist.

SECTION 4.
TO BE READ BY - RECEPTION SUPERVISOR
4.4.11. QUOTATION COMPLETION
1. Produce the final QUOTATION from the Computer system, 3 copies.
2. Take to Supervisor for signature.
3. File the draft and one copy of the final Quotation in the Quotation File.
4. Attach one copy of the final Quotation to the Job Card.

SECTION 4.
4.4.12.1. JOB CARD
1. Add the Labour hours used, to the job card.
4.4.12.2. REGISTER - SECTION
1. Now that the job is complete, close the job on the Section Register by completing "DATE OUT".
4.4.12.3. PASS TO RECEPTION
1. Send the Job Card to the Receptionist for closing.
RECEPTIONIST
1. Add LABOUR at selling price.

SECTION 4.
TO BE READ BY - SERVICE MANAGER
4.4.13. SUPERVISORS APPROVAL OF COMPLETION
1. Study the Job Card.
2. If all details on the job card are in order sign the section SUPERVISORS Signature.
3. Send the Job Card to the Receptionist.

SECTION 4.
RECEPTIONIST
2. Print Invoice.
3. File documents.

SECTION 4.
letter via FAX.

SECTION 4.
- Returning the repaired vehicle to the elements.
- Explaining the service performed and the Quotation provided.
4. This approach offers several benefits;
5. When staffs don’t take the "active" delivery approach, problems and lost opportunities result;
- Customers do not receive personal attention.

SECTION 4.
4.4.17.1. CHECK JOB FORM COPY
1. Obtain the JOB FORM COPY from the customer.
4.4.17.2. EXPLANATION OF QUOTATION
1. Explain to the customer the details of the Quotation and why the repairs and Parts listed are
required including how these will improve/benefit the vehicle performance.
4.4.17.3. CUSTOMERS SIGN
1. If the customer is now ready to collect allow them to read the INVOICE.
2. After reading and satisfying themselves the customers should sign "Customer's Signature on
the JOB CARD.

SECTION 4.
4.4.18. GATE PASS
2. Apologies to the customer once again.
3. Assist them to their vehicle and ensure there is no delay on their exit of the premises.

SECTION 4.
4.5. NORMAL JOB PROCESS
4.5.1. NORMAL JOB PROCESS CHART PAGE 1

SECTION 4.

SECTION 4.
1. Open a "NORMAL JOB" job card by completing the relevant information in the Computer
System.
2. Ensure all the above information is completed accurately.

SECTION 4.
4.5.3. OBTAIN DEPOSIT OR LPO
1. If customer does not have a credit account request 25 % of estimated cost of repair.
2. The Customer should pay to the cashier.
3. The cashier will issue a receipt and indicate the amount on the job card.
4. A group company may issue an LPO without paying cash deposit. Indicate LPO reference
number on the job card.

SECTION 4.
4.5.4. SERVICE SHEET
If the vehicle requires a Routine Service:
1. Attach relevant Manufacturers SERVICE SCHEDULE SHEET to the job card by first checking
the Service Schedule to ascertain which service is required.
GO TO SERVICE SCHEDULES & SERVICE SHEETS A.3.
2. Indicate which schedule is required by comparing present mileage/hours against service
mileage/hours.

SECTION 4.
1. The Receptionist should sign "RECEPTIONIST".
2. Send to the Supervisor for AUTHORISING SIGNATURE
SUPERVISOR
1. Sign "SUPERVISORS SIGNATURE" if satisfied that the vehicle repair is a NORMAL JOB, and
all documentation is in order.

SECTION 4.
1. Ensure the FOREMAN receives the copy directly.
the relevant sections that the vehicle requires their attention
1. Diagnose the reason for the return job before allocating the work.
2. After diagnosing the faults determine the correct course of remedy, and instruct the technicians
how to effect repair.

SECTION 4.
repairs.

SECTION 4.
4.5.8. CHECK PARTS PRICE AGAINST CREDIT
1. Constantly monitor the value of spare parts being requested to ensure credit is not exceeded.

SECTION 4.
4.5.9. OBTAIN PARTS
1. Give the requisition to the Mechanic to collect the Parts from the Parts Store.
column.
- LOCAL PURCHASE.
- MANUFACTURER

SECTION 4.
4.5.10. CARRY OUT REPAIRS
2. Constantly monitor progress of the staff.

SECTION 4.
repair.
3. Pass to FOREMAN.

SECTION 4.
2. Ensure the repairs are as the Customer requested and the Manufacturer states in the Repair
Manual, and that all items requested have been repaired.
3. Quality counts.

SECTION 4.
4.5.13. INSPECTION - QUALITY CONTROLLER
- Complete a Non-conformance Report and give it to the Supervisor.

SECTION 4.
control rejection".
3. After rectification work the vehicle should be retest.

SECTION 4.
4.2.15.1. JOB CARD
Pass documentation to Receptionist for closing
RECEPTIONIST
1. Charge Parts at MANUFACTURERS STATED RATES SEE APPENDIX A.4.2.
2. Charge Labour at MANUFACTURERS AGREED RATES SEE APPENDIX A.4.2.

SECTION 4.
4.5.16. SUPERVISORS APPROVAL OF COMPLETION
1. Study the Job Card.
2. If all details on the job cud are in order sign the section ''Service Manager's Signature".
3. Pass the Job Card to the Receptionist.

SECTION 4.
RECEPTIONIST
2. Print Invoice.
3. Enter Invoice details in VEHICLE FILE.
4. File documents.

SECTION 4.
FAX.

SECTION 4.
1. Vehicle delivery consists of two elements.
- Returning the repaired vehicle to the customer.
- Informing customer of services performed.
3. Vehicle delivery should be 'active'. Think of it as truly 'delivering' the repaired vehicle to the
customer - not as the customer 'picking up" the vehicle.
4. This approach offers several benefits:
- Demonstrates that we care about customer satisfaction - even after the repair is complete.
5. When staffs don’t take the "active" delivery approach, problems and lost opportunities result:
- Customers do not receive personal attention.
- Customers receive incomplete and inaccurate explanations of repairs and costs.
- Customers perceive that you don't care about them

SECTION 4.
4.5.20.1. CHECK JOB FORM COPY
1. Obtain the JOB FORM COPY from the customer.
2. Check it against the reception copy.
3. If the customer cannot produce the JOB FORM COPY check the Civil ID number on the
reception copy against the customers Civil ID.
4.5.20.2. EXPLANATION OF REPAIRS
1. Explain to the customer the repairs carried out and why a technical failure occurred.
4.5.20.3. CUSTOMERS SIGN
1. If the customer is now ready to collect, allow them to read the JOB CARD.
2. After reading and satisfying themselves the customers should sign "Customer's Signature.
3. Produce and give Customer a copy of the invoice.

SECTION 4.
4.5.21. GATE PASS
A.2.12. GATE PASS
2. Thank the customer for their patronage.
3. Assist them to their vehicle and ensure there is no delay on their exit of the premises.

SECTION 4.
4.6. PRE-DELIVERY INSPECTION
1. Pre Delivery Inspection at the time of receipt of new vehicles is of great significance to all
services provided for the vehicles lifetime. Therefore, even if the receiving of new vehicles is not
directly the service department's responsibility, your influence becomes necessary.
2. PDI on new vehicles is indispensable if we are going to win customer satisfaction. The customer
expects a lot from a new vehicle.
3. If their expectations were not fulfilled, what would happen? Scratches on the body, rough idling,
and what not. If such conditions exist, the customer may become extremely upset; this is not the
way we wish to begin the relationship.
4. ENSURE THE STAFF INSPECTING THE VEHICLE CARRY OUT THE FOLLOWING:
- When new vehicles are received, they should be washed. This is to remove mud and salt in
order to prevent corrosion and to enable checks to be completed.
- After washing check the vehicle for damage, missing parts and theft that may have occurred
during the transportation process.
- Also, check for any difference in specification.
- Carry out Pre Delivery Inspection in accordance with the manufacturer recommendations, and
using the manufacturer PDI form.
- Should any fault be detected carry out repairs and open a Warranty Job.

SECTION 4.
4.7. ADDITIONAL WORK PROCESS

SECTION 4.
4.8. SUBCONTRACTED WORK
In the event that work has to be subcontracted follow this procedure.
1. If the reason for contemplating Sub-contracted work is insufficient Labour available, then
contact GSM.
2. If the reason for Sub-contracted work is to provide a Service that we cannot, such as fuel
injection pump overhaul or body/paint work then obtain a Quotation from the Subcontractor
detailing the EXACT works and materials to be used.
3. The Quotation should state delivery time.
4. Send the Quotation to GSM for approval.
5. After approval GSM will arrange an LPO and if required authorise a cash advance to the Sub-
contractor
6. Monitor and ensure the work is completed on time.
7. Inspect the work to ensure the work and materials are as stated in the quotation.
8. Obtain the replaced materials from the subcontractor.
9. If the work is satisfactory and the replaced materials are obtained, sign the Sub-contractors
Invoice and send to GSM for approval.

SECTION 5.
5.1. DOCUMENTATION
1. All documentation relating to the Workshop's activities are considered accountable.
2. All records and related documents need to be completed daily, as they are the basis of an
efficient management system.
3. Ensure documentation procedures detailed throughout this manual are followed, and that all
areas of the documentation are completed without omission, including signatures.

SECTION 5.
5.2. MONTHLY REPORTS
1. After the close of business each month accounts department produce a Monthly Reporting
Statement.
2. This sets out the pattern of trading for the previous month, gives the cumulative for the financial
year to date, and compares results with the budget and in some cases with comparative results
from the previous trading year.
3. For you to properly manage their operation it is important that the Statement sections relating to
your department are fully understood and very closely monitored.
4. If any expense category seems high investigate by requesting a breakdown from the relevant
accounts staff.
5. Expenses show totals for each category, accounts department can show the breakdown of each
for detailed investigation.
6. Additional expense categories can be added as required.
7. There are many ways to arrange monthly statements as there are accounting systems.
8. Periodically check the information used to make the report by double checking the Reception
staff.
9. There are two sheets in the Monthly Reporting Statement relating to EACH department:
- FORM 1 – MONTHLY REPORT 1
- FORM 2 – MONTHLY REPORT 2

5.3. MONTHLY REPORT 1
5.3.1. MONTHLY REPORT 1 EXAMPLE
DEPT. OPERATING STATEMENT
REF ACCOUNT CURRENT MTH MTH BUDGET VARIANCE YTD YTD BUDGET YTD VAR PREV MTH LAST YTD
1 GROSS SALES LESS RETURNS
2 DISCOUNTS
3 ADDITIONAL DISCOUNTS
4 NET SALES
5 COST OF SALES
6 PRE SALES EXPENSES
7 PDI INCOME/FEES
8 COST ADJUSTMENTS
9 GROSS MARGIN
10 MANPOWER COSTS
11 RENT
12 TRAVEL
13 ADVERTISING & SALES PROMOTION
14 MARKETING EXPENSES
15 PUBLIC RELATION & ENTERTAINMENT
16 AFTER SALES EXPENSES
17 UTILITIES
18 REPAIR & MAINTENANCE
19 COMMUNICATION EXPENSES
20 VEHICLE RUNNING EXPENSES
21 INSURANCE
22 STATIONERY
23 PROFESSIONAL EXPENSES
24 BANK CHARGES
25 OTHER EXPENSES BEF MGT FEE
26 DEPRECIATION
27 PRIOR YEAR EXPENSES
28 GENERAL PROVISION
29 TOTAL EXPENSES
30 VOLUME RELATED SUBSIDY
31 PROFIT/LOSS ON FOREIGN EXCHANGE
32 OTHER OPERATING INCOME
33 OTHER NON OPERATING INCOME
34 PRIOR YEAR INCOME
35 TOTAL OTHER INCOME
36 NET PROFIT BEFORE FINANCE COST
37 FINANCING COST
38 NET PROFIT BEFORE MGT FEE
39 MGT FEE
40 NET PROFIT AFTER MGT FEE

SECTION 5.
5.3.2. MONTHLY REPORT 1 EXPLANATION
Refer to 5.3.1. And the line numbers and column titles.
1 Taken from the total of Labour sales and Consumable sales shown in line 16 on 5.3.1.
Management Accounts.
2 Total of discounts given to customers on Job Cards closed for that period as stated by the
column.
3 Not in use.
4 Line 1 minus line 2 and 3. This shows the amount of business generated in the period. It does
not mean the Company has received this amount of money, as some customers will be given
credit facility.
5 Taken from line 9 + line 13 on 5.3.1. Management Accounts.
6 Not used for Service Department.
9 Net Sales (line 4 minus lines 5, 6, 7, 8)
10 Costs related to Service Department personnel.
11 Rent charged to Service Department for property used.
12 Travel expenses related to Service Department personnel, this does not include costs related to
vehicles.
13 The amount Service Department spends on Advertising and Sales Promotions, and a share of
any general Company advertising that benefits Service Department.
14 The amount Service Department spent on Marketing carried out by either internal or external
marketing personnel.
15 The amount Service department spent on Public Relations. These are such things as taking
prospective customers Fleet Manager to lunch as a way of assisting in attracting business.
16 The amount spent on Non-conformance.
17 Total of Electricity and water charges.
18 Repair and maintenance of service department equipment and property, but not including
vehicles.
19 Total of Fax and telephone charges.
20 The total of operating the Service Department vehicle fleet.

21 Total of all service department Insurance cover.
22 Total of Service Department Stationery.
23 Professional charges, such as consultants engaged on Service Department related work.
24 The total of Bank charges incurred to operate Service Department Bank Accounts.
25 A general Account for any expense that is not covered by above accounts.
26 Depreciation of Service Department Assets.
27 Any expenses that have arrived for previous year but were not entered into Accounts by the end
of last Financial Year.
28 General Provision to assist in smoothing Service department expenses when a particular month
fluctuates in either direction.
29 Total of lines 10 to line 28.
30 Not used by Service Department.
31 Profit/loss on foreign exchange is used when credits for warranty are not equal to the related
Invoices due to fluctuation in Currency exchange rate over the period between Invoice and
payment.
32 Income from any other operational area.
33 Income from any other Non-operational area.
34 Any income from that was produced in last financial year but received in this financial year.
35 The total of lines 30 to line 34
36 Line 9 minus line 29 plus line 35.
37 Total cost of financing Service Department borrowings for such items as Debtors.
38 Line 36 plus line 37.
39 Total of Management costs.
40 Line 38 minus line 39.

SECTION 5.
5.4. MONTHLY REPORT 2
5.4.1. MONTHLY REPORT 2 EXAMPLE
5.2.3.1. MANAGEMENT ACCOUNTS
REF ACCOUNT OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP YTD
1 No. of Productive staff
LABOUR CONTRIBUTION
LABOUR HOURS SOLD
2 ATTENDANCE HOURS
3 WORKING HOURS/P, HOURS
4 SOLD HOURS
5 % SOLD/W.HOURS
6 % W.HOURS/ATT. HOURS
LABOUR RATES (RECOVERY)
7 HEAVY EQUIPMENT $ / HR
LABOUR SALES
8 SALES
9 COST OF SALES
10 GROSS MARGIN
11 GROSS MARGIN %
CONSUMABLES CONTRIBUTION
12 SALES
13 COST OF SALES
14 GROSS MARGIN
15 GROSS MARGIN %
TOTAL
16 SALES
17 GROSS MARGIN
18 GROSS MARGIN %

SECTION 5.
5.4.2. MONTHLY REPORT 2 EXPLANATION
1 Total number of productive staff in the department.
2 Attendance hours are the total of the possible hour’s productive staff could have been available
for work.
3 Is the line 2 minus any hours where personnel were unavailable to work due to sickness or
absence.
4 Sold hours charged to Job Cards that were closed that month.
5 The percentage of Working Hours that were sold.
6 The percentage of Attendance Hours that were worked.
7 Equals line 9 divided by (line 4 multiplied by Hourly Labour charge).
8 The Total Labour sold this month.
9 The associated cost of producing line 8.
11 Line 10 as a percentage.
12 The Total Sales of Consumable materials in the month.
13 The Cost of the Consumable materials sold as in line 12.
16 Total of line 8 and line 12.
17 Total of line 10 and line 14.

SECTION 5.
5.5. MONITORING
5.5.1. LABOUR SALES MONITORING
1. To monitor performance first calculate the target or the amount of money that should be coming
into the service department from Labour sold.
This is determined as follows:
2. First we will calculate the number of hours we SHOULD have available to sell:
COMPANY HOURS =No. Hours Company open for business X the No. Of productive personnel staff.
3. Next we adjust this figure to compensate for the personnel being unavailable due to sickness or
absence: -
AVAILABLE HOURS = COMPANY HOURS - ABSENCE
4. Next we take the Available Hours for each Personnel and adjust this to account for their
position/grade (we do not expect #3 Mechanics to produce 100%, neither do we expect
Foremen to produce 100% as they have other duties):
TARGET HOURS =AVAILABLE HOURS X GRADE TARGET %
5. Next we sell hours, i.e. we work hours and charge them onto the Job Card, and these are Sold
Hours:
SOLD HOURS =HOURS CHARGED ONTO JOB CARDS THAT MONTH
6. To produce the above Sold hours may take less or more time than the Scheduled hours. We
monitor these hours through the Mechanics Claim Ticket, and these are referred to as ACTUAL
HOURS:
ACTUAL HOURS = ACTUAL TIME SPENT ON THE JOB
7. The difference between Company Hours and Available hours = Availability:
AVAILABILITY % = (AVAILABLE HOURS /COMPANY HOURS) X 100
EXAMPLE (900/1000) X 100 = 90%
8. Next we want to monitor the amount of time taken to carry out a repair compared to the amount
we can charge the customer. This percentage is called EFFICIENCY.
EFFICIENCY % = (SCHEDULED HOURS / ACTUAL HOURS) X 100
EXAMPLE - A Mechanic spends 2 hours to change a gearbox oil seal but the Manufacturers
Scheduled time from the Scheduled Repair Time Manual is 1 hour, =
(1 divided by 2) x 100 = 50 % efficiency
9. Next we calculate Productivity. This compares the number of hours-spent working on jobs
against the Target:
PRODUCTIVITY % = (ACTUAL HOURS / TARGET HOURS) X 100

SECTION 5.
5.5.2. LABOUR SOLD HOURS - ACTION
1. Earlier in section 5 we looked at the Monthly Operating Statement, using the information in this
you can easily monitor performance.
2. As previously stated allowances have been made for each grade of productive staff to allow for
ability to perform, sickness, holiday and training, therefore there should be NO unrecovered
hours.
3. If you do have unrecovered hours then you need to make improvements. You can remedy this
by:
- Canvass for more business if the staff do not have enough work, this will increase revenue and
reduce unrecovered hours.
- If service managers are unable to bring in more business due to matters out with your control,
reduce staff numbers.
- Monitor staff performance, how many hours are each staff selling a month.
- Monitor Absence by investigating repetitive absences.
- Monitor sick leave.
4. If staff performance is poor.
- Give them training if that is what is required.
- Encourage them to perform better.
- Take disciplinary action if they are lazy or stubborn.
5. Always remember that as the Supervisor you will be held accountable for high unrecovered
hours, not the staff.

SECTION 5.
5.5.3. BUDGET
1. Budget figures for all items on Operating Statement will be provided to you prior to the
beginning of each financial year.
2. These figures will be added to the Monthly Operating Statement by accounts department.
3. Ensure that you reach the Labour Sales Target.
4. Ensure the expenses do not exceed budget figures.
5. If the operation is not making a profit request a meeting with the General Service Manager, who
will assist you in ways of rectifying the situation. Do not feel ashamed to request assistance as
most probably it is not any indication of a lack of commitment on your behalf.

SECTION 5.
5.5.4. WORK IN PROGRESS
1. As a matter of priority, take steps to reduce and rationalise the level of work in progress, the
procedure to be adopted being as follows:
2. At the end of each week an immediate analysis will be made of the last Work In Progress, and
vehicles classified as to:
- Vehicles completed awaiting collection by owner.
- Vehicles held up awaiting spare parts.
- Vehicles held up awaiting Labour.
- Work in progress.
COMPLETED VEHICLES
Action will be taken as under:
1. The vehicles that have been completed and are awaiting collection by their owners will further
be classified according to the length of time that has elapsed since completion. Presumably all
owners will have been notified of completion.
2. Where three days or more have, elapsed since this notification, the customer must again be
contacted and pressed to collect. They must be told politely but firmly that our workshop space
is heavily committed and that we cannot continue to store their vehicle.
3. They should be told again politely in writing that if the vehicle is not collected within the next
seven days we should make a storage charge, which will be added to the original outstanding
invoice.
4. It is essential that this exercise be conducted diplomatically. We are not seeking to extract large
sums of money in storage, charges, but to clear our premises, and the imposition of storage
charges is simply a means to this end.
5. Where fleet owners and substantial customers are concerned, the General Service Manager
must be kept informed and asked to assist and arbitrate.
VEHICLES AWAITING PART'S
The case history of each vehicle held up waiting spares must be carefully examined:
1. Have the necessary requisitions for parts required been property placed and periodically
reviewed?
2. Has specific pressure been put on Central Parts Department to supply?
3. Are we satisfied that the spares requested for are indeed all that are required to return the
vehicle to service until such time as the spare parts are to hand?
4. Can we obtain the parts required from another source quicker?

SECTION 5.
AWAITING LABOUR
If vehicles classified as awaiting Labour continue to be seen each month then Supervisor requires to:
1. Increase the number of hours produced by each staff.
2. Increase working hours/overtime.
3. Monitor and schedule repair appointments to suit Labour availability.
4. Request additional personnel from GSM.

SECTION 6.
6.1. INTRODUCTION
1. Good customer relations are a key to continued success in tomorrow's market place. Today, we
should recognise what the customer expects as our progress depends upon the patronage we
enjoy from a reputation for good service.
2. In management of a commercial enterprise, the customer is the most essential or sole object to
be considered in maintaining a good relationship. Good customer relations entirely depend
upon the attitude of your employees towards the customer and the quality of work rendered by
our company.
3. Generally, customers who are satisfied with a service department will tend to purchase another
vehicle from us.
4. Since many customer contacts are made when a vehicle is serviced, the service department is
in the best position to influence the overall reputation of the company.

SECTION 6.
6.2. WHAT THE CUSTOMER EXPECTS
1. When a customer decides to buy a vehicle, a long relationship with their vehicle begins and will
continue until replaced with a new one.
2. Concerning service expenses, in the beginning the customer has nothing in mind except some
maintenance and fuel costs. That is: -
- The customer thinks that a vehicle meeting expectations will be in perfect condition.
- They are aware of necessary expenses only for minor maintenance and repair, but they do not
think about major problems.
- They are fully convinced of their decision to buy the vehicle from you.
- They will very probably purchase their next vehicle from you.
3. Therefore the key to our service activity is the customer’s reception at the time of new vehicle
delivery and servicing. Excellent care should be given to preventing complaints or
dissatisfaction.

SECTION 6.
6.3. NEW VEHICLE DELIVERY
1. The customer expects that a vehicle manufactured and inspected according to the
manufacturers standards will be delivered in perfect condition. Upon receipt of their new vehicle
they will inspect it carefully to confirm that they made a good choice.
2. The proper operation of each part should be ascertained by a thorough PDI, and the customer
usually takes special note of the following points:
- Smooth starting and response of the engine.
- Alignment of body panels (equality of clearances between panels).
- Installation of parts around the instrument panel (equality of clearances between panels).
- Engine compartment appearance, and fluid levels.
- Cleanliness of the passenger compartment (dirt, extra screws, etc. must be removed).
3. During delivery, it is important that the customer be given a thorough explanation of: -
- How to operate each system.
- The warranty conditions.
- Where to file complaints.
- Whom to consult with.
- An introduction to the branch service department by giving the customer a copy of Introduction
to service Department Letter.
See Section A.2.1.
- In addition, the first step in satisfying the customer is to have the fuel tank full.
4. It should be remembered that a customer, who is satisfied with their new vehicle, and with the
good care at delivery, would probably not mind some minor troubles found afterwards.
5. On the other hand, if dirt or extra screws are found in the vehicle after delivery, the customer
may be concerned that the vehicle is defective, and will react strongly even to minor trouble.

SECTION 6.
6.4. VEHICLE SERVICING
1. Customers usually bring their vehicle to the service department for the following reasons:
- Fault diagnosis
- Repair.
- Maintenance.
2. In any case, the customer wants to be assured that their vehicle is functioning as expected.
When the customer brings their vehicle to the service department, they are concerned about the
following matters:
HOW WILL THE RECEPTIONIST TREAT THEM?
From the customer's standpoint, they expect that the service department will show sufficient
interest in receiving them. Therefore, the receptionist can make a favourable impression on the
customer by greeting them with a friendly manner.
WILL REPAIRS BE HANDLED AS DESIRED?
Most customers are not aware of the degree of their vehicle's problems. In many cases, they
think replacing one or two parts can repair their vehicles. In many cases, however, more parts
than expected need replacement and the charge for repairs is higher than they expected. To
convince the customer that the repair charges are reasonable, an adequate explanation of the
repairs is required.
HOW MUCH WILL IT COST?
Naturally, the customer hopes that the repair charge will be low, initially; the receptionist
explains what needs to be done and estimates the total charges. Afterwards, however, when
the job has started, unexpected problems are sometimes discovered which cause, the estimate
to be changed. When this happens, the receptionist must contact the customer and give an
explanation of additional charges. After receiving approval, the job should be continued.
Also, while work is being done on the vehicle, if Service Manager finds any other
recommendable work to be done, immediately contact the customer and explain how important
it is or how much more it will cost to have the work done together with the originally requested
work. And be sure to confirm the extra time and charges. Only after receiving approval should
the additional work be completed.

HOW LONG WILL THE JOB TAKE TO COMPLETE?
1. The customer wants their vehicle back as soon as possible.
2. Give the customer a full explanation of the work required. Do not give the impression that “the
larger repairs, the more time it will take".
3. Be considerate, and look at the customer's point of view, so as to provide service that will satisfy
them.
4. If a Job is promised to be completed by a certain time, the promise must be kept. Sometimes
unforeseen circumstances prevent completion of the work by the time promised. When this
happens, notify the customer and explain the reason for the delay. Remember that the one
suffering the most inconvenience is the customer not service managers.
WILL THE RECEPTION BE A FRIENDLY AREA?
1. A crowd at the reception desk in the morning, high repair charges, and more time required than
expected - these are all unpleasant to the customer.
2. Furthermore in cases, where the trouble has resulted from improper maintenance or improper
use by the customer (mentioning the customer's responsibility requires courage, but must not
be avoided), the customer will probably be angry. Therefore, it is important to consider their
feelings when dealing with them.
3. It is essential that the service provided the customer be such that it satisfies their needs, and
makes them feel glad to have come for service. A satisfied customer most likely will return next
time.
4. Once customer satisfaction is lost, a great deal of time and effort is required to win it back.

SECTION 6.
6.5. OVERVIEW - CUSTOMER FOLLOW-UP
1. The goal of a relationship between the workshop and the customer is to achieve customer satisfaction. Accordingly, the standards of evaluation
on attainment of this goal should be established by the degree of customer satisfaction. Therefore, the degree of customer satisfaction must be
clearly understood by the service department. The degree of customer satisfaction can be measured by analysing various types of follow-up
results. The subjects of follow-up and the things that can be learned from these results are shown below:
OCCASION FOLLOW-UP MEASURABLE RESULT
NEW VEHICLE DELIVERY
Degree of customer satisfaction
immediately after new car delivery
(co-operation of sales and service
departments required. Follow-up may
be accomplished simultaneously with
letter
GO TO INTRODUCTION TO
SERVICE DEPT. LETTER A.2.1.
1. salesman's attitude
2. evaluation of the showroom
3. degree of satisfaction with delivery condition of new car
4. degree of satisfaction of the vehicle itself
5. evaluation of handover and vehicle tour
PERIODIC SERVICE GUIDE
send customer a Service Reminder
prior to expected date
IMMEDIATELY AFTER SERVICE
Monitor Degree of satisfaction with
service/repair work , see standard
letter
GO TO FOLLOW-UP LETTER
A.2.3.
1. degree of satisfaction with service rendered
2. accuracy of estimate and explanation of repair charges
3. completion at promised time
4. receptionists attitude
5. evaluation of customer waiting room
6. evaluation of hospitality provided
2. When the results of the above follow-up are accumulated and evaluated the weak points of each position in the service department can be
determined and appropriate action taken for improvement.

SECTION 6.
6.6. IMPLEMENTATION OF FOLLOW-UP SYSTEM
1. For efficient customer follow-up, the service history files must be kept updated and in perfect
order.
2. The requirements of this filing system are as follows: -
- The appropriate data is filed.
- The system permits easy data retrieval.
- A designated person is in charge of the service history files.
- When the service history is recorded properly, the system will work satisfactorily.
- The history file is straightforward; ensure ALL documentation related to the vehicle is copied to
the History File.

SECTION 6.
6.7. TELEPHONE USAGE
1. As the building is our "face" the telephone operator is our "voice". The first person the customer
may contact is the receptionist. Therefore, the attitude of the receptionist greatly influences the
customer's impression of the company. The telephone operator should bear in mind the
following:
- Answer the telephone immediately; do not keep the customer waiting.
- Greet and answer the customer in a friendly manner. Keep a pad of paper at hand, to note
down the customer's questions.
- If the telephone operator must put the customer on hold let the customer know occasionally that
they have not been forgotten.
- If the customer cannot wait ask for their telephone number so that the telephone operator can
return their call.
2. If a complaint is received:
- Apologise for the customer's inconvenience if it seems appropriate to the situation.
- Immediately refer the call to the of the service manager.

SECTION 6.
6.8. WAITING ROOM
1. The waiting room should make the customer feel at home.
2. Sometimes some customers are seen in places other than the waiting room. This suggests that
the waiting room is unattractive to the customer. Inquire whether the customer is at ease and
what improvements can be made.
3. Ensure the following;
- The waiting room should be kept clean at all times.
- The air-conditioning/heating is kept in good order.
- Newspapers, publicity material or trade magazines should be available for the customer to read.
- A suggestion box should be placed in a prominent place.

SECTION 6.
• TO BE READ BY - ALL SENIOR STAFF & RECEPTIONIST
6.9. OVERVIEW - CUSTOMER COMPLAINTS
1. No matter how hard you try mistakes will be made. The important thing is that you recognise
complaints caused by our mistakes and take effective action to quickly remedy the situation.
When a customer is angry/upset, you may help calm their feelings by taking timely action to
eliminate the cause of their complaint. If a sincere effort to correct the problem is made the
customer will probably become a better patron of our service department.
2. Most customer complaints are caused by misunderstandings such that the customer feels they
have received unfavourable or unfair treatment from the service department or has purchased a
poor quality product.
3. In this case it is most effective for you to explain to them that other customers are also being
treated in the same way and that their vehicle has the same performance/quality as all others.
4. Another effective technique is to carefully listen to the customer in a polite manner. Use a
private room to avoid disturbing other customers.
5. There is no uniform way of treating and settling customer's complaints. They must be handled
on a case by case basis.

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