Service Manager – GWM Mahindra Chery Westrand

Responsibilities

• 3.1 On a daily basis to manage the following within your department: Work in progress:
• Daily Stock counts
• BSI Updated with VOP & VNOP (E-Toyota)
• All VNOP to ensure job cards closed and invoiced
• All Carry over vehicles, Notes on Windscreen or Document on Dashboard stating why vehicle still on premises
• Invoicing Screen on BSI/E-Toyota must be clean by COB
• Vehicle on premises must match Vehicle on BSI Overview/E-Toyota
• Ensure WIP in Line with WIP Target on DOC daily – including 60+ days
• Vehicles on WIP over R10 000 must have a deposit on Cash Outstanding – no work to be carried if deposit not paid
• Vehicle on premises for longer than 48 hours waiting Authorization from customer are not allowed, customer must collect vehicle or inform customer of storage fees, vehicle must be 100% locked and key kept safe by service manager – if vehicle stripped parts to be placed inside vehicle with protection covers
• Workshop controller & Service advisors must give feedback daily on why vehicles still on premises
• Cash Outstanding:
• Utilize stock take to identify which vehicles on premises
• Vehicles released without payment, Staff member must sign AOD, If money received before salaries close -AOD will be cancelled, if money not received continue with AOD
• Insurance companies – only allowed to release vehicle if money in CMH Bank account confirmed by Accountant
• EFT payments – only allowed to release if confirmed by Accountant
• Fleet companies without a Debtors account – only allowed to release vehicle if money in CMH Bank account confirmed by Accountant
• Any write offs must be done immediately
• Any deposits – must advise who the deposit is for and feedback given to Accountant
• Vehicles ready for collection must be collected by customers within 48 hours – service advisor must advise why vehicle still on premises
• Workshop attendance register:
• Service manager remain responsible to ensure that attendance register completed correctly – Leave and training in line with BCX approvals
• Technician Effectiveness:
• Ensure that all productive staff active on Evolve
• All productive staff on Evolve must be set at 8.5 hours a day (Irrelevant of skill level)
• Update Evolve with training and leave
• Technician off sick – we do not deduct this on Evolve – productive staff member must work overtime etc. to make up for the lost hours
• Ensure that BSI HR Screen & E-Toyota setup done according to daily sold hours target – Example: Master technician 6.4 hours
• Update BSI/E-Toyota with Leave & Training
• Apprentice Level 1 & Level 2 do not sell hours – must be allocated to Master/Diagnostic technicians – Not allowed to clock alone, can attend to services but final clock off and write up must be done by the Mentor – If allocated to Master/Diagnostic technician and we allocate service to these apprentice – Master/Diagnostic technician sold hour target must be increased to 10.4 hours a day – purpose to allocate them without selling hours is to ensure that they learn the basics in the correct manner and when moving to Level 3 they can do services and fitments of parts
• Daily workshop boards:
• Carry Overboard:
• Controller to update board with all carry overs that can be worked on for that specific day
• Morning meeting must be done (07H30) to plan for the work on the board (example: John got a Gearbox to fit and a Turbo – technician to commit to date and time of when these repairs will be completed – note this on the board and keep the technician to the commitment)
• When vehicles completed remove them from the board during the day – any vehicles that still remain carry overs for next day must remain on the board, and board must be updated with new carry overs that can be worked on
• BSI to be updated with the above information by the workshop controller
• Before COB everyday the service advisor must communicate VIP carry overs to ensure that workshop controller plan with the technicians to ensure vehicles completed as requested
• Service advisors to meet with controller at board 09h00 to go through the board and to ensure that they communication to customers on progress and plan
• Productive Staff Performance board:
• Utilize the Evolve Effectiveness report daily and update productive staff Target and current sold hours (Example: Master technician – day 1 target will be 6.4 sold 6.4 hours, day two targe will be 12.8 hours sold 10.0)
• Update productive staff member MTD commission (Utilize the CMH Commission work sheet to calculate daily)
• Productive staff earn commission on Dealership Labour Budget achieved – within a space on the board note down Current MTD Target, Current MTD Achieved – if on target note down the Commission under commission section
• Non Productive Performance Board:
• Booking Volumes – Check BSI before COB or utilize Gavin Report (column current) – amount of vehicles booked for the next day
• Right side of the board note down MTD Target vs Current (Average bookings so far for the month)
• Declined quotes: Labour & Parts must be a Rand value – pull the declined quotes (payment method cash) from BSI DP screen – right side of the Board, MTD figures, Target must be the 25% (group target) and underneath that dealership current % from Gavin DOC report
• WIP Target & Actual – utilize Gavin DOC report
• WIP VNOP – obtain from daily Stock Take
• WIP over 60 days – utilize Gavin DOC report
• CSI & FRFT Target – OEM Target – Update daily with Current results
• Service advisor Labour Rands – Pull from Evolve Service advisor report/ Enter target on top and MTD results at the bottom
• Service Advisor back-end report – Pull from Evolve Sales report /Enter Target on top and MTD results at the bottom
• Morning meeting must be held with Productive staff and controller at the performance & carry over boards
• Morning meeting must be held with Non-Productive staff at their performance board
• Daily Housekeeping + Health & Safety:
• Ensure that no new parts within productive staff toolboxes or laying around at their work benches – this include brake fluid/gearbox oil/consumables
• Ensure that no old parts laying around in workshop – scrap metal must be placed in scrap metal bins continuously through the day, warranty parts must be handed in with warranty clerk as soon as vehicle completed
• Fender Covers utilized as soon as productive staff member open the bonnet
• Drip trays must be used at all times
• Bays must be neat & tidy through the day, and floor clean (no oil or fluids visible) – if a productive staff member mess, to clean immediately
• Wash Bay clean at all times (tiles/floors/bins and equipment)
• Yard clean at all times
• Warranty store and Tool room neat and tidy
• Admin staff & Service advisors workstations clean and no paper
• Hoists inspected daily – Hoist registers available for each hoist
• All workshop equipment placed in allocated areas (example: battery charger or Disc skimming machine)
• Oil drainers drained through the day and kept clean
• Allocated bins within workshop utilized correctly (old oil filters, paper, plastic etc.)
• Manage the usage of the BSI system
• Bookings:
• Ensure correct processes followed by Call Centre as per your OEM requirements, follow up and guide continuously especially with procedures that change
• Not allowed to block bookings without authorization from Group Service Manager
• Service Advisors/Controller/Foreman/Technician/Warranty clerk/Costing clerk/Parts counter
• 1. Manage as per Job descriptions received Declined Quotes:
• Quotes can only be declined by service manager
• After normal discounts given and customer still decline service manager to contact customer and then if still declined service manager to decline quote on BSI
• Discounts to be discussed with parts manager
• Discount on Labour to be processed – can not ask for discount from parts and we do not discount on labour
• Back end products must be removed from quotes if we give any discounts – can not discount labour and still sell back ends
• Manage Wesbank process as per memo attached
• List of all Wesbank vehicles must be email through to Wilma on a weekly basis
• Ensure that BSI updated with latest actions daily to ensure that Wilma feedback to Wesbank accurate at all times
• Manage CSI & BSI CRM/E-Toyota:
• Log into OEM system daily to obtain current MTD results
• Investigate on any poor results – identify the process issue – implement actions, and manage daily
• Manage BSI CRM/E-Toyota follow up status (follow up calls)
• Attend to any problem customers and ensure customer 100% satisfied before survey/call received from OEM
• Update problem screen and close for call centre to follow up again and confirm customer 100% satisfied
• Ensure CRM Screen up to date daily, if not discuss with call centre manager
• Manage Service Advisor hand over process as per Job description
• 3.2. On a weekly basis to manage the below within your department: Debtors:
• Weekly meeting with Debtors clerk to confirm the below:
• Each debtors company received all invoices (signed by customer) including current
• Order number correct and exist
• Amount correspond with physical order
• Payments outstanding 31 days + valid reasons and confirmation that it was sorted out and confirmed for payment within next payment run
• Give Debtors clerk BSI (no additional charges), teach them how to find the invoice and orders – how to mail through the documents – how to add an attachment where necessary – Debtors clerk can mail invoices from BSI directly
• Weekly Job card audit meeting:
• Minutes of meeting must be done, signed by DP + Accountant + Service manager
• Select 5 job cards and complete job card audit questionnaire (available from Chantel Botes – Internal auditor)
• Discuss action plan for any problem areas picked up on job card audits – implement and manage (can not have the same issues every week)
• Warranty age analysis – feedback from warranty clerk – each claim with current status – rejected claims to be actioned – short paid claims to be actioned – any claim 31+ days must be actioned
• WIP – current status vs targets – all vehicles over 60 days actioned – feedback on complete WIP with Yard stock take
• Cash outstanding – in line with stock take and comments where necessary
• Weekly parts meeting:
• Parts manager, controller, parts counters sales executive must meet weekly to discuss all parts outstanding and progress on ETA and communication via BSI
• Parts manager & Service manager to discuss all vehicles under tab arrived for vehicles off premises – Call centre will rebook the customer or make necessary comments on feedback from customer – if rescheduled date can be discussed, if they can not reschedule decision must be made within the buffer days if parts must be returned
• Pre-picking progress and any issues delaying parts to continue with process (no service schedules on E-Filing attached – cannot pre-pick)
• Declined quotes – how to improve %
• Manage of Oil store and Deliveries:
• Ensure that process followed and managed weekly as per Oil Pro Memo attached
• 3.3. On a monthly basis to manage the below: CSI:
• Update the CSI document by the first week of the next month with previous month results – Ensure targets entered correctly as per OEM requirements Scorecards:
• Work through CMH Score card – Identify problem areas – implement actions – manage actions through the month to ensure improvement
• Work through OEM Score cards – Identify problem areas – implement actions – manage actions through the month to ensure improvement
• Manage Monthly Performance report:
• Identify problem areas
• Discuss with DP and accountant and implement actions
• Ensure monthly improvement achieved and all targets met
• Monthly Health & Safety audits:
• Identify problem areas
• Discuss with Health & Safety officer, discuss actions, implement and ensure all problem areas attended to before next audit
• Manage of Oil Store & Deliveries:
• Ensure that you follow Oil process as per memo attached
• Monthly Staff Commissions:
• Ensure that all staff sign their monthly commission sheet
• Ensure all queries sorted out before information mailed through to salary department
• Monthly Staff Performances:
• Ensure that staff performances done on a monthly basis (CMH Performance documents available from Group Service manager)
• Discuss under performance areas – staff member to commit to improvement and targets
• Congratulate staff member on good performance results
• Monthly performances must be available in staff file, signed by staff member and service manager
• Monthly accounts:
• Ensure that you go through your monthly accounts before accountant close off the accounts
• Query and rectify all incorrect allocations before accounts closed
• Identify out of line areas, discuss with DP & Accountant, Implement corrections, manage through the month to ensure improvement
• 3.4. Other areas of the business: Loan Vehicles:
• Ensure that customers have a valid drivers License
• Ensure that staff explain the Excess amount to the customer
• Ensure that vehicle scanned out and back in at all times
• Ensure that customer sign the loan document when vehicle scanned out
• Scrap Metal & Warranty parts:
• Scrap metal must be collected by Waste Care – on collection ensure that Waste Care staff weight the scrap metal and supply the document with results – credit will be processed on the account – which will reflect in your accounts (monthly fee will be less if income processed)
• Warranty parts must be collected by Waste Care – follow process as per warranty clerk job description
• Old Oil collection:
• Ensure that you take a reading before collection
• After collection ensure quantity pump correct on collection document
• Give accountant collection document
• Ensure that rebate received monthly and posted against Oil COS
• Training:
• Ensure that your training in line with OEM requirements
• Update Master Technician (“live” document) monthly with latest progress
• Ensure that all staff CMH Training document completed and available in their staff files
• Staff continuously not passing OEM training must be informed that costs of training will be for their own account
• Back End sales:
• Audit your back end sales report monthly and ensure no transactions processed under back end that does not form part of Back End
• Back end sales consist of:
• Liqui Moly products
• Wheel alignment, Balancing, Tyres – sublet
• Windscreen chips
• Valets – Sublet
• Under no circumstances are you allowed to process normal sublet work under back end
• Internal Audits:
• Familiarize yourself with all CMH Internal audit requirements
• Documents available from Internal auditor – Chantel Botes