Business Performance

Review
Navnit Motors Pvt Ltd

Date :23rd Feb’15

 Service Load Performance

Productivity ( Last 03
Service Load Performance(Monthly) months)
No. of
W/s Name & No. of
Express
location Bays %Growth
Bays Avg. Nov- Dec-
Jan-15 Avg.14~ 13~14 vs Workshops Express Bay
13~14 14 14 15 Productivity Productivity
14~15

Workshop 1 24 3 2325 2846 3021 2649 2838 21% 4.7 per bay 12 per bay

*Productivity ( Vehicles serviced/(Bays X No. of working days) – Target Productivity 3.5

 Enablers : Service Load

%age Pick up %SMR

% Appointment Service Retention %age (Last Month)
Drop enforcement
W/S Name &
Location 1st Free 2nd st Free 3rd Free Paid
Dec'14 Jan'15 Dec'14 Jan'15 Dec'14 Jan'15 Service Service Service Service

Workshop 1 40% 43% 58% 60% 62% 63% 83% 79.2% 73 62

Working Hrs status

W/S Name &
Extended 2nd Avg working
Location 7 Day working(Yes/No)
hrs(Yes/No) Shift(Yes/No) hrs

Workshop 1
YES YES YES 12hrs

W/Shop Name & Pick and Drop No. of SMR executives

Location Associates

Required Available Required Available

Workshop 1 15 15 7 6
 Body Shop Load Performance

Body Shop Load

Body Shop
Productivity*
Avg. Avg. (Body
Shop Load
/ Service
W/S Name & No. of %Growt Avg. Avg.
Load )
location Bays h
%age Last
Nov'14 Dec'14 Jan'15 13~14
03 months
Vs
13~14 14~15 14~15
13~14 14~15

Workshop 1 19 543 588 599 558 581 4% 21% 1 1

* Productivity = Monthly Body shop Load / Number of Body Shop Bays

 Load Performance – Action plan

W/Shop Name & Concern

Action Plan Target Date
Location Area

Conversion of Body shop vehicle to

Service & Service vehicle to body
shop .
Service load
Navnit Motors, BRT, Thane. decreasing.
Service due generation issue in Implemented
DMS. Started fetching data
manually.

Incentive scheme started for Paid

service turn up & AMC sale for
Paid service load
customer retention.
Due generation issue in DMS. Still
Implemented
decreasing.
not recovered. The data for calling
affected.
 Manpower availability Status- Service
Data of Last 12
General Manager Works Manager Customer care Manager
WS name and months
location Nos
Req Avl Gap Req Avl Gap Req Avl Gap % Attr.
Left
Workshop 1 1 1 Nil 1 1 Nil 1 1 Nil 0
Workshop 2
Workshop 3
Total
Data of Last 12
Service Advisor Floor Coordinator Technical Advisor
WS name and months
location Nos
Req Avl Gap Req Avl Gap Req Avl Gap % Attr.
Left
Workshop 1 12 12 Nil 3 3 Nil 6 5 1 3 14%
Workshop 2
Workshop 3
Total

Data of Last 12
Technician Electrician Denter
WS name and months
location Nos
Req Avl Gap Req Avl Gap Req Avl Gap % Attr.
Left
Workshop 1 38 37 1 3 3 Nil 16 16 Nil 3 8%
Workshop 2
Workshop 3
Total
 Manpower Training - Service
Workshop 1
Designation
Avl Basic Adv Diag Soft Skil Basic Soft Skil Advance

Service advisor 14 14 13 11 13 10

SMR executives 6 Trained in SMR trg Module : 4

Avl Basic Adv Diag Sp Diag. Trg C. Connect

Techinical advisor 5 5 5 4 2 3

Floor Coordinator 3 3 3 2 2 2

Techinician 37 37 32 12 7 16

Final Inspector 1 1 1 1 1 1

DTL 1 1 1 1 1 1

No. of Silver Masters In house trainer Avl

W/Shop name Appeared Certified Yes/No
Workshop 1 5 Nil. YES
 Manpower availability & Training Status- Body Shop
Name &
Location of W/S BRT NAVNIT MOTORS

Avg Load 550

Data of Last 12
Body Shop Mgr Service Advisor Floor Coordinator Final Inspector
W/Shop Location & months
Name Nos
Req Avl Gap Req Avl Gap Req Avl Gap Req Avl Gap % Attr.
Left
NAVNIT MOTORS 3 3 NIL 7 7 NIL 5 5 NIL 3 2 1 NIL

Data of Last 12
Denters Painter Technician
W/Shop Location & months
Name Req Avl Gap
Contract
Req Avl Gap
Contract
Req Avl Gap
Contract Nos
% Attr.
/ Own / Own / Own Left
NAVNIT MOTORS 16 16 NIL BOTH 24 24 Nil CON 8 8 NIL Own

Manpower Training WS Name

Body Shop Manager Trained (Yes / No) YES
No. of SA trained in BP Course 4
No. of FC Trained in BP Course 3
No.of Denters Trained in BT1 Course 10
No.of Denters Trained in BT2 Course 3
No. of Painter Trained in PT1 Course 15
 Manpower Availability & Training – Action plan

Name & Location of

Concern Area Action Plan Target Date
workshop / Bodyshop

At least 2 nos more will be

Navnit Motors Pvt Ltd Silver master & Silver Proper preparation for Silver Master Certified by
BRT Thane Technical Certified % low silver March – 2015 .

Trainee Technician /
Trainee TA & FI to be Basic Course under C.B.T
By March - 2015
100% basic course & preparation for Exam.
trained

Special Diagnostic 4 more candidates will be

Special Diagnostic
Training pre-planned as trained & certified by March –
Certified % low.
per RTC guidelines. 2015
 Infrastructure – Facilities
Workshop 1
Tools & Equipment
Req. Avl. Operational

Service :
Tablets for JC opening 6 YES
(Nos)
Job Card Opening thru 72%
Tabs(%)
Auto Call Management NA NA NA
System
Vehicle tracking system 1 1 YES
Customer Lounge screen 1 1 YES
Front Office/Workshop 1 1 YES
floor tracking screen
Feedback Kiosk/Corner 1 1 YES
Fuel test meter 1 1 YES
Express service 3 3 YES
equipment
Oil Management System 3 3 YES
Automatic Car Wash 1 1 YES
System
Battery Charger 1 1 YES
 Infrastructure – Facilities

Workshop 1
Tools & Equipment
Req. Avl. Operational
Body Repair Shop
Quick Panel Repair System 2 2 YES
Dry Sanding System 4 4 YES
Plastic Repair System 1 1 YES
Replacement vehicles
Swift 3 3 YES
SX4 1 1 YES
Alto 1 1 YES
Shuttle vehicle :

Eeco
1 1 YES
 Infrastructure : MMS Availability and usage
MMS Utilization Report (Last Month : Jan’ 15)
Total No. Revenue
Free
No. of of Service
Generated from PSF
No of Appointmen Vehicles %age MMS( IN RS) Daily Satisfaction
Location operational Producti
ts generated attended through For MMS
MMS days Spare vity
/ day in the
MMS Labor workshop
month parts

Workshop 1 29 12 360 332 242501 266348 4.1 85%

Photographs :
 CSI Performance
W/s
Telephonic CSI Feedback card CSI
Name & Avg. A+
load July~Sep' Oct~Dec' July~Sep' Oct~Dec'
Location Oct'14 Nov'14 Dec'14
14 14 14 14
Navnit
Motors
Pvt Ltd. 2816 813 813 756 820 800
BRT
Thane

Factor wise CSI performance – Telephonic Survey Oct~Dec’14

Factors Workshop 1

Service Initiation 809

Service Advisor 796

Service Facility 790
Service Delivery 785
Service Quality 807
Customer Feedback Analysis ( based on Telephonic Survey)
Customer Feedback Analysis ( based on Telephonic Survey)
 Analysis of weak parameters identified in telephonic CSI of
Nov 2014.

Weak Parameters Reason for weak parameters Countermeasure’s taken

1.) Responsiveness of 1.) Lack of soft skills in 1.) Concerned service

Service Adviser/ Job & bill certain service advisers. advisers were reviewed
explanation. 2.)Non compliance to the accordingly by the Sr.WM/GM
standard delivery process. .
2.) Strict adherence of the
standard delivery process
implemented for service
advisers. CCM/WM
personally meets A+
customer at the time of
delivery.

2.) Congestion at gate. 1.) Ready for delivery and 1.)Separate provision made
waiting to be attended for ready for delivery vehicles
vehicles parked together. which was previously parked
2) Flow of vehicles was along with the waiting to be
stagnant due to improper attended vehicles .
parking layout and process 2) Vehicle flow for paid
flow. service and free service
3) Shortage of SA’s and separated.
hence service initiation 3) Service advisor strength
delayed replenished with additional
TA allocation at gate for
taking trials.
Weak Parameters Reason for weak Countermeasure’s taken
parameters

3.) Convenience of 1.) Non education to the 1.)SMR Exec were educated
location. customer from the SMR to inform the customer to
executives about the Pick avail for Pick up Drop/ MMS
up drop & MMS facility. and shuttle facility.
 Customer Feedback Analysis ( based on Telephonic Survey)
SOP implementation Workshop-1
First Time right %age 93%
Delay in delivery %age 05%
Washing Ok % 93%
Fairness of Charges OK % 97%
Explanation of work done % 90%

Countermeasure Plan**( based on customer feedback analysis -telephonic survey)

Concern No. of negative
W/s Name & location Countermeasures
area feedbacks
Separate provision made for
Congestion at gate / ready for delivery vehicles
1
No parking space. which was previously parked
along with WIP vehicles .

Two new Service advisers

Delay in attending /
appointed as replacement.
Explanation of job
Concerned service advisor were
Workshop 1 done & charges ,not 3
educated/reviewed by GM/WM .
being done by Service
Job cards being snap checked
Advisor
before closing by WM/SrMgr.

Convenience of
location. SMR Exec were educated to
inform the customer to avail for
3
Pick up Drop/ MMS and shuttle
facility.
 CSI Performance ( 02 negative feedback cases from Telephonic Survey)
Customer feedback analysis & countermeasure sheet
Customer name : LALITHA KUMAR
Model : SWIFT
Veh reg no. : MH04GJ9473
Service date : 01/Oct/14 Service Advisor: SHRIPAD BHALERAO
PSF status : 3 not done / 6 th day satisfied / 30 day delay in pick up (Dissatisfied)
rd th

Instant Feedback card status : NA

Action taken ( if any ) on IFC/PSF feedback : Apologized to the customer for the delay.Assured of best services
in future.
Customer Voice as per feedback in telephonic survey :
Time taken in completing the initial paperwork is very high. Difficult to park the vehicle in the workshop.
Vehicle delivered after promised time.
Action taken to resolve customer concerns after receipt of negative feedback :
We apologized to the customer for all the inconvenience occurred to him. Separate provision made for
ready for delivery vehicles which was previously parked along with the waiting to be attended vehicles
resulting in congestion at the gate.

SL Concerns identified Observations ( from job card , Countermeasures Target

NO as per customer customer visit & vehicle taken/planned Responsibility Date
feedback/voice history )

The concerned SMR and

Customer Care team & the
Delay in attending Customer was not informed about
ground staff have been
(Initiation process) the Pick drop ; MMS & Shuttle
1 instructed to educate the CCM Immediate
Congestion at the gate facility by the SMR and the PSF
customer to avail r all the value
entry. team.
 CSI Performance ( 02 negative feedback cases from Telephonic Survey)
Customer feedback analysis & countermeasure sheet
Customer name : YUVRAJ S PATIL
Model:WAGON R
Veh reg no. :MH04GM1119
Service date : 01/Oct/14 Service Advisor:
PSF status : 3rd day not done / 6th day dissat central locking. / 30th day satisfied
Instant Feedback card status : NA
Action taken ( if any ) on IFC/PSF feedback : Central locking issue was attended through home visit ,frt rhs
door lock actuator linkage was fixed properly. Nippon comp no.172

Customer Voice as per feedback in telephonic survey : Workshop is located very far off my residence. Service
was okay, they should provide us nearby drop service.

Action taken to resolve customer concerns after receipt of negative feedback :

Apologized to the customer for the inconvenience. Informed customer to avail the value added services like
Pick up drop shuttle and MMS facility for future visits.
Training of New Service Assurance Standards –SAS

Other Workshop Staff trained ( Nos.)

GM WM CCM
Workshop Name & (Yes/No) (Yes/No) (Yes/No)
Service TA/Floor In House
Location Advisors Coordinator trainer
Workshop 1 NO NO YES NO NO NO
 KeyWorkshop
Performance
Performance
parameters

Workshops Parameter Target Nov’14 Dec’14 Jan’15

Revisit %age 1% 0.7% 0.9% 0.6%

CC/10000 15 7 3 4
Workshop 1
%age Vehicles delivered BPT Service 98% 99.3% 99.6% 99.8%

%age Vehicles delivered BPT Body 98% 99.1% 99.1% 99.7%

 Key Enablers –Rule 144

Nov’14 (%age) Dec’14 (%age) Jan’15 (%age)

Workshop Name Rule Rule Rule Rule
Rule 1 pm Rule 4 pm
1 pm 4 pm 1 pm 4 pm

Workshop 1 8% 39% 33% 66% 36% 71.3%

Target : 35% Delivery by 1 pm

65% Delivery by 4 pm
Digital Bay Time Monitoring System

A tool for Effective Monitoring for Floor Controller

and simplest form of estimated promised time for
technician: An Innovation for increasing the
business growth with existing infrastructure
 Bay Time Study
Time Taken during the Service
Time Taken Time Taken
3rd Free Service BAY TAT Study Plain Paid Service BAY TAT Study
(In Minute) (In minute)
Delay in Allocation by FC 5 Delay in Allocation by FC 5
Tech spent time for vehicle search Tech spent time for vehicle search
30 30
and bringing vehicle to BAY and bringing vehicle to BAY
Tech Spent to procured parts from Tech Spent to procured parts from
15 15
Store Store
Actual time taken for Plain Paid
Actual time taken for Free Service 45 60
Service

*Approximately 50 Minute has been Wasted by Tech for single vehicle.

Avg Free Services Done in Before Trail Bay: 9/Day
Avg Plain Paid Service Done in Before Bay: 4/Day
Avg time Wasted in Free Service in Single Bay: 4 hours
Objective:
1. Innovate a Monitoring system which is simple to understand/Visible to all/
Feasible/give power to floor Controller for monitoring the BAY.
2. Reduce the waste time by implementing add on system related to
monitoring system.
3. Proper utilizations of BAY and eliminating the waste time factors which
ultimately increase the service load in EXISTING Infrasture.
4. To save the wasted four hours in single bay and use those fours in
additional vehicles service.
 System Overview:
Digital Display Bay Monitoring System
 System Overview
Hardware Information

• * LED display board suitable for indoor viewing

• * 2" 4 seven segment LED
• * I/P from PC software
• * Ethernet connectivity
• * Tower lamp (Red and yellow color
• * Real time clock
• * Reverse countdown
• * Wall mount / Hanging type Wooden or MS cabinet
• * Supply 230 V AC
 System Overview

Features and Functioning

Step 1: floor Controller have to
entered the Estimated
promised Service Time in
system.
Step 2: System will count
service TAT for Repair.
Step 3: Digital Display Reverse
Count will be Start.
Step 4: Yellow Light with Siren
will activate when service
time is remaining 20 Minute.
(Siren will be off after 5
second)
Step 5: Red Light with Siren will
activate and buzz when
service time is remaining 10
Minute. (Siren will Stop after 5
Second but red light will
continuously revolve till
 SOP-Trial @ Bay
We have taken two bays for trial:
1) Free Service Express Bay with Current productivity of 9.
2) Plain Paid Service Bay with Current Productivity of 3.

Procedure and Action Plan for Trial

Step 1: Installation of System in Two Bays.

Step 2: Trained the FC/Tech.
Step 3: Implement the System for One Week.
*Step 4: Feedback Session on Trial.
Step 5: Action Plan Implementation on Feedbacks.
Step 6: Run the trial for one More Week with
proper/effective monitoring .
Step 7: Check and inspect the outcomes (productivity)

*During the feedback session with FC/Tech, they have informed us about the driver and part
pick up issue which need to take care of for the successful implementation of this system
 Team Members

1) Technician Free Service Bay: Mr. Shadashiv/ Sunil/Arjun

2) Technician Plan Paid Service Bay: Mr. Bhalchandra/Amin Sheikh
3) Floor Controller: Mr. Raman
4) GM- Workshop: Mr. Sandeep Ghate
5) Ranjeet Pandey
6) RSM West 1: Sachin Sir
 Training of Team Members
Class Room Training On job Training
 Feedback on System during trial
Feedback by Floor Controller Feedback by Technician
• Delay in Allocation@ Bay: • Dedicated workshop Driver
Job card reached before the vehicle in
is not available:
workshop causing the delay in allocation at Technician used to search and bring the
Bay. vehicle from washing/Parking/Wasted
time.
• Separate Parking Bays: • Dedicated Part Runner Boy:
Feeding in bay on time will be possible, if Unavailability of Dedicated Runner Boy
dedicated parking bays are available. forcing technician to waste time in issuing
• Alertness in Technician/Time parts from Spare department.

Bound Bay work: • Delay in Approval from

Customers:
Technician are slacking in nature/Self induced Some times delayed approvals are
Alertness is not there/FC have to go to every Halting the Repair and increasing the
Bay for monitoring. Bay time.
Time bound system will help to create such
thing.

Digital Bay Time monitoring system can be successful, if above feedback

must be taken in account and effective countermeasures need to implement
 Feedback by RSM Sir
Previous Display Design Changes Suggested by RSM Sir
Real Time Promised time Service TAT Estimated
Remaining Service Actual Service
(HH:MM) (HH:MM) (HH:MM) Promised Service
Time TAT
TAT
Real Time Current IST (HH:MM) (HH:MM) (HH:MM)
Promised Time Estimated Bay Service Repair Time
Service TAT Reverse Time Remaining for Service

Report format Suggested by RSM Sir: System Generated Report

Vehicle Estimated Service Actual Service
Bay Number Service Type TAT Variation
Number TAT TAT
1
2
3
4
5
 Action taken on Feedback
Feedbacks: Action Taken:

• Feedback One: Delay in

Allocation at Bay. • Pre Vehicle allocation
• Feedback Two: Separate Parking System:
Bays. Coordination between FC/Tech
• Feedback Three: Dedicated and Driver
workshop Driver is not available. • Pre Parts Picking system:
• Feedback Four: Dedicated Part Parts availability @Bay
Runner Boy: • Sharpen your Saw: Special
• Tools availability@ Bay to save
Feedback Five: Delay in Approval
running time.
from Customers
• Dedicated Parking Bays for
• Feedback Six: Alertness in
Feeding on time @ Bay
Technician/Time Bound Bay work. • Washing Flow for Reducing the
Congestion/Traffic in workshop.
 Pre Vehicle allocation System:
Coordination between FC/Tech and Driver
Objective: SOP:
• To Reduce the delay in Step 1:
allocations at Bay. Floor Controller will allocate the
Maximum Job cards to the
• To increase the Vehicle particular Bay.
Feed on time. Step 2:
• To help in Pre Parts Technician will inform the Part
Runner Boy to pick the Parts for
Picking System which will allocated job cards and keep
save the time issuing the them at Bays.
parts. Step 3:
When Digital Displayed the Red
light (Means 10 minute before the
completion of work) tech Driver
will pick the next vehicle and
bring on time to the bay.
 Pre Parts Picking System
Parts availability @Bay

Objective: SOP:
• To Reduce the time wasted Step 1:
at Parts department for Tech will give all the pre
issuing the parts while allocated vehicle job cards to
vehicle is waiting for parts Part Runner Boy.
at Bay. Step 2:
• To eliminate the time Part Runner boy will issued
the parts and keep them in
lapses between the two Defined Parts Basket at Bays
consecutives vehicle repair. along with their job cards.
 Sharpen your Saw: Mandatory tools availability@ Bay
Availability of these tools will help to save running time for tools
S.No. Tool Name Used for
For Wheel nut
1 Tightening/Drain nut tight/Oil
Torque Wrench
filter/Diesel filter/Engine
Mountings.

2 Tyre Pressure gauge Tyre pressure cheking

3 Diesel/Petrol pipe removal for

Fuel Pipe Remover:
fuel filter replacement

4 Diesel Filter opener Diesel Filter removal tool

5 45 Toex Allen Key For Engine oil Drain

6 Gear Oil Allen Key Gear Oil drain

7 for checking Coolant/Wind

Refrigeo Meter
Shield water/Battery

8 Hydro Meter For checking battery gravity

9 Brake oil tester: Brake oil check

Dedicated Parking Bays for Feeding on
time @ Bay

Dedicated
Parking Bays
Expr for Express
-ess Service
BAY Bay
S Workshop Floor s

Entrance
 Washing Flow for Reducing the
WashingCongestion/Express Delivery before 4
Washing Flow for Express
Flow for
Service/Free
Bodyshop
Services/Waiting
Vehicles/Delivery Plan
Customers and Delivery
After 4 Before 4

Expr
-ess
BAY Bay
S Workshop Floor
s
 Results achieved & Benefits

Business Growth

• Productivity & Revenues

• Rule 144 Trend improvement
in last fifteen days.
• Service Load Growth and
Capacity Utilizations
• ROI Study
 Productivity & Revenues

Productivity trend Bay Number 15: Free Service Express Bay-E 01

• Productivity: Vehicle/Bay has Productivity From 01 Dec to 15 Dec’14: 5.6

been increased from 5.6 to 16.
• Free Service Express Bay (E -
01) Contribution to Total
Load:

• Productivity as on 3rd Jan’15 on final trial: 16

14% Service Load has been
carried out by one single Bay
with This system which is
ultimately de- congesting the
workshop and allowing to
more service load.
 Productivity & Revenues
Productivity & Revenues trend Bay Number 06: Paid Service Bay
(2T-06)

• Productivity: Paid
Service Vehicle/Bay has
been increased from
2.67 to 7.
• Paid Labor/Bay has
been increased to
13036/- to 34390/-.
• Bay number 6 (2T-06)
has done maximum
labor and maximum
vehicle on the trial 3rd
Jan’15 equipped with
Digital Bay Monitoring
system.
 Rule 144 Trend improvement in last fifteen days: during
Trial Period from 16th Dec’14 to 3rd Jan’15

Trend in Nov’14 Trend from 19th Dec’14 to 3rd Jan’15

Vehicle Delivery trend has been improved in Dec’14

 Service Load Growth and Capacity Utilizations

Total Load Service Load Capacity

Bays Dec-13 Dec-14 % Growth Utilizations

19 2493 3021 21% 171%

• Workshop has been grown by 21% and capacity utilizations has
been increased up to 171%. It may possible that in coming months,
this workshop will touch 200% Capacity Utilizations.
• Bays ( Number 15 & 6) which are equipped with Digital Bay
Monitoring system are handling 25% of daily load.
• This is helping in decongestion and allowing more number of
vehicles at other bays which increasing the daily intake load.
• Bay time monitoring improving the actual repair time (with the sub-
systems) and Free Services + Plain Paid vehicles are repaired and
delivered before 4 PM.
• Rallentando attitude of Technician@ Bay has been transformed into
alertness and they are now under time bound. (feedback attached)
 PSF Service
Post Service
& Repairs
Follow
– A+ Up
Customers

W/Shop Name &

Parameter Nov'14 Dec'14 Jan'15 Total
location
A+ Load 1405 1593 1389 4387
SA Contact % 94% 96% 94% 95%
SA PSF Satisfaction % 89% 92% 96% 92%
Workshop 1
Contact % 6th Day 94% 97% 92% 94%
Satisfaction % 6th Day 89% 92% 87% 89%
Pending Dissatisfied 0 0 16 16
 PSF Service PSF Round
& Repairs 2 Customers
– A+
Round-2
W/s Name & location Parameter
Nov'14 Dec'14 Jan'15 Total

A+ Load 1405 1593 1389 4387

Contact % 96% 96% 97% 96.33%

Workshop 1
Satisfaction % 89% 82% 87% 86%

Pending Dissatisfied 0 0 07 07
 Round 3 ( Unique Month-wise Follow Up )

Total JDP Contacted Contact%

Region Customer Satisfied %age Dissatisfied Pending

Nov’14 1437 1289 89.70% 96.07% 42 04

Dec’14 1561 1265 81.00% 96.36% 46 08

Total 2998 2554 85%% 96%% 88 12

 Status of pending
Pending
complaints
Complaints
as on 16/01/15
Workshop 1
Source
Total > 2 Days
Round-1 16 05
Round-2 07 02
Round 3 12 04

- ve Feedback cards (Internal) 02 -

Telephonic Survey Dissatisified

Customers 03 -

CCMS Complaints - Workshop 05 0

CCMS Complaints - RO 0 -
CCMS Complaints - HO 0 -
Total 40 16

Action plan ( for workshop with high no. of pending complaints ):

.
 Customer Engagement Activities
Service camps Customer meets Home visits
Last Month Customers attended Customers %age of
Nos
details Date %age of Date attended Monthly
Nos. (target 15 visited
Monthly load customers) Load

13th &
14th Dec 24/1/15
Workshop 1 2015 144 4.14 22 166 5.32

Photograph of last month Customer Engagement activities conducted ( Camp ,

Meet , Home Visits , Movie Show etc )
 New Initiatives and Best Practices
New Initiatives Taken to : (Improve customer satisfaction, Improve Service Quality,
Ser vice & Body Shop Productivity, Employee Satisfaction)

Workshop-1: Bay monitoring system fitted in 3nos. paid service bays for
monitoring TAT and improve productivity. Target 5 paid service /bay is being
delivered.

3rd MMS started to porived free service at customers door step. Produtivity of 4/
is maintained

Express bays shifted to extended workshop and vehicle flow improvise.

Separate parking & washing rows created for the easy vehicle movement &
vehicles attended on “Customer wait & take” basis.Due to this compliance of
Rule 144 is helped out.

Identification of JDP (A+) customer at allocation level & are being attended
promptly.CCM / WM / Sr.Manager / Bodyshop Manager meeting the same on
100% basis.
Bay monitoring system fitted in 3nos. paid service bays for
monitoring TAT and improve productivity. Target 5 paid service
per bay achieved.
3rd MMS started to provide free service at customers
door step. Productivity of 4/ MMS is maintained.
Express bays shifted to extended workshop and vehicle flow improvise.
Separate parking & washing rows created for the easy vehicle movement
& vehicles attended on “Customer wait & take” basis.Due to this
compliance of Rule 144 is helped out.
(A+) customers are being attended promptly. Greeted by CCM / WM /
Sr.Manager / Bodyshop Manager at full.
 Summary : Action Plan

Weak area Countermeasures Responsibility Target Data

identified Plan
Alert/Counselling/
education/sense of
CSI telephonic 830 by March
Poor CSI responsibility development GM / Sr.Manager
2015
in entire team including
Front office to shop floor.
Continuous review / follow
up with team / CCE to
capture the complaints
instantly & to be resolved
properly/promptly.

To be made for individual workshop based on the summary of all discussed parameters
Thank You…