This document outlines measures taken by KUN Automobiles Pvt Ltd to increase productivity and manage increasing service demand over time. Strategies included extending work hours, implementing a shift system, Sunday working, establishing a quick service program, and ultimately operating workshops 24 hours per day. Productivity increased from 1.6 vehicles per bay to 2.7 with these changes. Customer satisfaction scores remained high at 85% and the 24 hour operation has provided cost benefits from additional jobs, parts and labor revenue despite higher operating expenses. Standardization and control measures were important for stabilizing night operations.

1. ROAD MAP TO
24Hrs Workshop operation
KUN AUTOMOBILES PVT LTD HYDERABAD

2. OBJECTIVE-Service load /Service Capacity /productivity analysis
THE SERVICE LOAD OF KUN HAS INCREASED 2 FOLDS IN THE LAST 3 YEARS
777
796
815
818
855
857
914
958
995
1010
1015
1026
1034
1044
1073
1074
1085
1214
1230
1241
1304
1321
1322
1355
1382
1431
1432
1469
1490
1500
1501
1508
1519
1565
1566
1682
700
900
1100
1300
1500
1700
Jan-06
Feb-06
Mar-06
Apr-06
May-06
Jun-06
Jul-06
Aug-06
Sep-06
Oct-06
Nov-06
Dec-06
Jan-07
Feb-07
Mar-07
Apr-07
May-07
Jun-07
Jul-07
Aug-07
Sep-07
Oct-07
Nov-07
Dec-07
Jan-08
Feb-08
Mar-08
Apr-08
May-08
Jun-08
Jul-08
Aug-08
Sep-08
Oct-08
Nov-08
Dec-08
SERVICE LOAD
SERVICE LOAD
2006 2007 2008

3. OBJECTIVE-Service load /Service Capacity /productivity analysis
777
796
815
818
855
857
914
958
995
1010
1015
1026
0.0
0.5
1.0
1.5
2.0
2.5
3.0
500
600
700
800
900
1000
1100
1200
1300
1400
Jan-06
Feb-06
Mar-06
Apr-06
May-06
Jun-06
Jul-06
Aug-06
Sep-06
Oct-06
Nov-06
Dec-06
Produvtivity
scale
No.
of
Jobs
Service load/ Service Capacity/Productivity
SERVICEDEMAND SERVICE LOAD PRODUCTIVITY STD. PROD.
LOST
OPPORTUNITY
CONSISTANT SERVICE GROWTH HOWEVER
• LOST OPPORTUNITY BASED ON THE MARKET REQUIREMENT
• EXCESSIVE PRODUCTIVITY – LOW SERVICE QUALITY
S T A N D A R D P R O D U C T I V I T Y

4. COUNTER MEASURES MEET SERVICE DEMANDS AND MANAGE PRODUCTIVITY
HUMAN RESOURCE INFRASTRUCTURE TIME
SECONDARY
CHANNELS
METHODS / APPROACH
ADDITIONAL
MANPOWER
TRAINING
MANPOWER
RETENTION
MOTIVATION
NEW WORKSHOP
ADDITIONAL lifts/ Tools
ADDITIONAL BAYS
ADDITIONAL PARKING /
SPARES AREA / STORAGE
ASC’S
PWO’S TIE UPS
FUEL STATIONS
LOCAL WORKSHOPS
TIE UPS
ADDITIONAL WASHING
QUICK SERVICE
SERVICE
COORDINATOR
ASSIGNED
TEAMS OR GROUPS
PRE BINNING FOR
APPOINTMENTS
EXTENDED HOURS
2 SHIFT OPERATIONS
SUNDAY WORKING
3 SHIFT OPERATIONS

5. 1. EXTENDED WORKING HOURS – [ Started October 2006 ]
Due to increasing service load there was a need to reduce pending vehicles,
thereby following action initiated –
• Gaurding the man prod. Levels - Additional SA-1no, Tech-2no, Elec-1no.
• Std working hours extended by 2 hours
• Spare parts requisition in advance.
• Early receipt of vehicles to ease peak load
• Communication while appointment for convenience of early drop
777
796
815 818
855 857
914
958
995 1010 1015 1026 1034 1044
0.0
0.5
1.0
1.5
2.0
2.5
3.0
500
600
700
800
900
1000
1100
1200
1300
Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06 Jan-07 Feb-07
Produvtivity
scale
No.
of
Jobs
Service load management / Productivity
SERVICE LOAD PRODUCTIVITY STD. PROD.
COUNTER MEASURES - SERVICE DEMANDS AND MANAGE PRODUCTIVITY
BAY PRODUCTIVITY INCREASED FROM 1.6 TO 2.

6. COUNTER MEASURES - SERVICE DEMANDS AND MANAGE PRODUCTIVITY
2. SHIFT SYSTEM – [ Started June 2007 ]
To clear out the vehicles where in jobs have been completed and to further enhance
productivity.
• Working hours for first shift from 6:00am – 14:00 pm and second shift from
13:00pm – 21:00 hrs
• Additional manpower recruited
• Washing team additional introduced to clear backlog cars in the morning before
start of normal operating hours.
1044
1073 1074 1085
1214
1230
0.0
0.5
1.0
1.5
2.0
2.5
3.0
800
900
1000
1100
1200
1300
1400
1500
Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07
Produvtivity
scale
No.
of
Jobs
Service load management / Productivity
SERVICE LOAD PRODUCTIVITY STD. PROD.
BAY PRODUCTIVITY INCREASED TO 2.3

7. 1214
1230
1241
1304
1321 1322
1355
0.0
0.5
1.0
1.5
2.0
2.5
3.0
1100
1150
1200
1250
1300
1350
1400
1450
1500
1550
1600
Jun-07 Jul-07 Aug-07 Sep-07 Oct-07 Nov-07 Dec-07
Produvtivity
scale
No.
of
Jobs
Service load management / Productivity
SERVICE LOAD PRODUCTIVITY STD. PROD.
COUNTER MEASURES - SERVICE DEMANDS AND MANAGE PRODUCTIVITY
3. SUNDAY WORKING – August 2007 ]
To cater to increased service load from IT sector and fleet operators
• Teams selected from regular roster on rotational basis.
• 2 teams identified – each team consists of SA-1no, Tech-2no, Elec-1no &
Washing team.
• Working time team 1 08:00 a.m to 14:00p.m and Team 2 13:00p.m to 18:00p.m
• Special working incentive for teams working on Sunday.
BAY PRODUCTIVITY INCREASED TO 2.4

8. 1322
1355
1382
1431 1432
1469
1490
0.0
0.5
1.0
1.5
2.0
2.5
3.0
1300
1350
1400
1450
1500
1550
1600
Nov-07 Dec-07 Jan-08 Feb-08 Mar-08 Apr-08 May-08
Produvtivity
scale
No.
of
Jobs
Service load management / Productivity
SERVICE LOAD PRODUCTIVITY STD. PROD.
COUNTER MEASURES - SERVICE DEMANDS AND MANAGE PRODUCTIVITY
4. QUICK SERVICE - [ January 2008 ]
To enhance productivity by the quick turnaround of the vehicles
• Shorten the waiting time of customers, enhance the bay utilisation and increase the technician
productivity.
• Identified and allotted separate bays for Carlines and Tavera. – 2 post lift, toolkits, pneumatic
lines, pre picked parts.
• Priority given for WA/ WB & washing job for QS vehicles.
• Manpower – Every QS bay consists of 2 Tech with runner for parts.
• QS program incentivized where in additional benefits offered to team turning out vehicles
more than threshold value.
• Final Inspection completed by QS team to ensure 100% quality job and minimize repeats
BAY PRODUCTIVITY INCREASED TO 2.5

9. COUNTER MEASURES - SERVICE DEMANDS AND MANAGE PRODUCTIVITY
5. 24 HOURS WORKSHOP - [ March 2008 ]
Customer convenience for dropping vehicles for
service ANYTIME.
• Additional team enhancement to maintain
the manpower productivity.
• Parts in charge dedicated in each shift
• Cashier made available for round the clock
billing to enhance customer convenience.
• Quality control and monitoring for
maintaining the deliverables.
1432
1469
1490
1500 1501 1508
1519
1565 1566
1682
0.0
0.5
1.0
1.5
2.0
2.5
3.0
1300
1350
1400
1450
1500
1550
1600
1650
1700
1750
Mar-08 Apr-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08
Produvtivity
scale
No.
of
Jobs
Service load management / Productivity
SERVICE LOAD PRODUCTIVITY STD. PROD.
BAY PRODUCTIVITY INCREASED TO 2.7

10. Results - Win Win situation both dealers and customers
For Dealer
Infrastructure utilization
Clear backlog & be ready for
next day
Balance day – time load
Additional business
Positive Impact on CSI Score
For Customer
Convenience – No time
restriction
Get the vehicle serviced
when the car is parked idle
@ home
Confidence of available
service 24 X 7
For fleet customers –
utilization of the lean hours
and better business returns

11. Results – Consistent growth and productivity check
777
796
815
818
855
857
914
958
995
1010
1015
1026
1034
1044
1073
1074
1085
1214
1230
1241
1304
1321
1322
1355
1382
1431
1432
1469
1490
1500
1501
1508
1519
1565
1566
1682
0.0
0.5
1.0
1.5
2.0
2.5
3.0
500
700
900
1100
1300
1500
1700
Jan-06
Feb-06
Mar-06
Apr-06
May-06
Jun-06
Jul-06
Aug-06
Sep-06
Oct-06
Nov-06
Dec-06
Jan-07
Feb-07
Mar-07
Apr-07
May-07
Jun-07
Jul-07
Aug-07
Sep-07
Oct-07
Nov-07
Dec-07
Jan-08
Feb-08
Mar-08
Apr-08
May-08
Jun-08
Jul-08
Aug-08
Sep-08
Oct-08
Nov-08
Dec-08
Produvtivity
scale
No.
of
Jobs
Service load/ Service Capacity/Productivity
SERVICEDEMAND SERVICE LOAD PRODUCTIVITY STD. PROD.
1
2
3
4 5

12. Results – Consistent growth and productivity check

13. Results – Satisfaction Indicators
25
35
45
55
65
75
85
95
sss score
sss score
Consistently at 85% over the last year

14. Results – Satisfaction Indicators
 Take a testimony video from customer

15. Results – Satisfaction Indicators
 Take a testimony video from customer

16. Results – Satisfaction Indicators
 Take a testimony video from customer

17. Results – Cost Benefits on average of last 6 months
Input cost Returns
Additional Manpower exp 53000.00
Electricity charges 21761.00
Night shift allowance 17500.00
Snacks 3750.00
Incentives 12500.00
Telephone charges 2500.00
Additional one time exp. On cc TV 34000.00
_________________________________________________
111001.00
__________________________________________________
Direct expenses 34243.00
Additional job cards opened 91
Total part billing 293217.00
Total labor billing 176437.00
Income on spares 58643.00
___________________________________________
Income on labor and spares 235080
___________________________________________
Nett Profits
89827.00

18. Standardization / Methodology for 24 Hours (night operation)
1. Identify / Recruit additional manpower – work out special incentives for the
motivation, Pantry 24 hours operational
2. Manpower scheduling - Guard carefully and keep a check to avoid crossing
threshold productivity of technicians
3. Job scheduling – Assign and standardize the jobs on the night shift.
PM/RR -Free Services, Paid Services, Backlog vehicles, Assembly replacement
BP – Minor repairs , Surface preparation , Assembly operations
4. Control / Monitoring – A very stringent quality system in terms of FINAL
INSPECTION , POST SERVICE FOLLOW UP, COMMUNICATION
5. Security personnel to ensure safety of workshop , manpower , vehicles and to
control unwanted practices.
6. COMMUNICATIONS – Extensive marketing to ensure service demand and a healthy
inflow needs to be maintained.
7. SUSTENANCE – Ensure that the program is run for at least 6 months , awareness is
reached in the market, Team is settled in the operations and the feed back is used
for improvements, before the cost benefits are visible.
ABOVE ALL “ WISH TO DO THINGS DIFFERENTLY” AND AN OPEN MIND

19. THANK YOU