car service audit

8/7/2019 car service audit

1/21

Table of Contents:

Introduction ----------------------------------------------------------------------------2

Services Provided ----------------------------------------------------------------------3

Literature Review ----------------------------------------------------------------------10

Overview of customer service audit------------------------------------------------14

Service Audit ---------------------------------------------------------------------------17

Conclusion ------------------------------------------------------------------------------19

Reference -------------------------------------------------------------------------------20

EXECUTIVE SUMMARY

1


2/21

This Report is an attempt to provide a analysis of service audit project

done for Akshay Motors Service station.

During the service audit task i realize that periodic service audit

analysis helps creating customer satisfaction and smooth offering of

the respective services

During the audit I found that majority of customers are not aware of

the all services provided for, and however majorly are the satisfied

with the services they consume, specifically of the car spa, involving

car washing services.

Finally, creating awareness of service audit might be help to

implement successfully service and increase more satisfaction level

among customers and employees.

2


3/21

Introduction:

Company Profile:

Akshay Motors is a professional car service centre, dedicated to

Automobile Beautification and Preservation. Service station use the

best car care products, machines/equipments manufactured by the

Maruti Suzuki. These products, machines/equipments are approved by

eight of the topmost automobile manufacturers of the world. Our

personnel are trained in the latest techniques from abroad, using

sophisticated machines, ensuring that your treasured possession

always looks as good as new. You can also purchase car care products

from us to maintain your car in showroom conditions.

Services Provided:

Physical Inspection

The benefits

Qualified, Experienced Engineers

Nationwide, our network of engineers

Standardised reports, consistent approach

Communication improved with on line diary system

Easy Data Access, reports, images, market research

Secure web service

3


4/21

24 hours desk top and 48 hour service level agreement

Management Information, a range of K.P.I.'s

Flexible and diverse to our clients requirements

Proactive process management

Technicians: Akshay motors has a nationwide team of highly trained

engineers qualified in a large range of specialities. Ensuring that we

deliver on time every time. Many are recruited from bodyshop

supervisory positions. They must have gained relevant experience

within their field and all are experienced with various estimating

systems. Our network of engineers ensures the correct method, cost

and feasibility of repairs ensuring quality and safety. All engineers

must hold a recognised diploma qualification.

Non Cash Claim flow:

In case of accident damage vehicle service:

The First step: The company has tie up with Royal Sundaram

insurrance company, and which major dealers opt for, for the maruti

vehicle while purchase from their showroom. During the claims process

jobs often fell into a black hole when entering the engineering process.

The client didnt know where the jobs was, what stage it was at, if

there were any delays, who was responsible for delays or even when

they would receive the report. A system where we could communicate

with the client, keep the client informed at all stages, be diverse in

4


5/21

assisting engineers, reduce human intervention and engineering costs,

improve productivity and efficiency but always user friendly.

Commitment:

Due to Akshay motors commitment in not only recognizing the clients

needs but acting upon those needs Claim Flow has evolved into a

complex yet user friendly engineering and Claims handling package

able to handle the whole claims process from cradle to grave. Claim

Flow will always remain under constant development maintaining the

ever increasing demands of our clients, keeping up to date with

technology and to ensure the most efficient paths in handling the claim

and engineering process.

The benefits

Instant vehicle check Previous Total loss etc

Vehicle data agency linked - ensures correct data

On line documents no more lost documents

Instant Physical deployment No typing instructions

Instant access - claims handlers, managers etc Cost control Reduced admin & engineering costs

Improved performance

Post Repair:

After accident repairs it is extremely difficult for the average person to

check with the vehicle has been repaired to a satisfactory standard.

Indeed if you have suffered damage to your vehicle it is usual practice

to get you to check over the vehicle prior to being released. An

inexperienced person who has no clue about vehicle repairs could miss

critical faults with the repairs which may only come to light when you

come to sell the vehicle, which may be too late.

5


6/21

The benefits

Qualified, Experienced Engineers

Checkall parts fitted as estimated

Checkall repairs as per estimate

Estimate validation

Mediation Process

Images supplied

The experienced engineers are able to physically inspect the vehicle

after accident damage repairs to your vehicle. On arrival they will have

usually examined the repair estimate to acquire a good indication of

what repairs have been carried out and what components should have

been replaced. The engineers will then examine the vehicle to ensure

repairs have been carried out to an acceptable standard and all

components invoiced have been fitted. The engineer will also inspect

the remainder of the vehicle for other defects and address any

concerns which you may have with the vehicle.

Car Spa Service:

Exterior Steam Wash N Wax

Experience the hi-tech latest STEAM vapor technology to give your

Cars exterior, a sparkling new look. Heat & pressure combination

creates a powerful cleaning solution that melts away dirt, grime, oil,

tar, bird droppings and various types of dirt. Our fully imported steam

vapour washing machines cleans your car as well as waxes it

simultaneously to give your car a washnshine you always wanted.

6


7/21

Interior Steam Wash N Wax

Carpets, fabric seats, side panels, roof tops and whole interior are

cleaned with steam, shampoo spray extraction, which is practically the

only way to get rid of dirt and stains. Steam Vapour system is used to

flush out & kill dust mites from air ventilation & ducts. Steam Vapour is

used to flush out small particles from edges & corners while killing

germs & bacteria from food/drink spills. Steam vapour extraction notonly cleans better, removes stains from the seats , carpets, but it also

disinfects and kills bacteria-germs that causes bad odour. Further it

sterilizes interior helps purify the air quality in car cabin, thus helping

you prevent any health risks.

Antirust Treament

Modern vehicle bodys are assembled from a large nos. of formed steel

parts / sections. The sheet metal is less than one millimeter thick & in

some areas even thinner due to the press operation. Individual

sections are spot-welded or bonded to form a single, integral body.

Consequently, there are a large number of gaps, flanges and cavities,

where dirt and moisture can collect and start the process of rusting. In

7


8/21

the heat affected zone of welding, the steel undergoes changes

increasing the vulnerability to corrosion.

Carz Spa treats you car with special solvent based antirust coating with

life time* warranty.

Carz spa sourced Anti Rust compound is scientifically formulated to

protect hard to reach areas against rust and corrosion. It is a wax

based treatment that protects unpainted surfaces and recessed

cavities where rust can occur undetected

Glass Treament:

More than 3 years old vehicles windscreen develops a flim due to sun

exposure and other environmental damages. The windscreens plastic

elements tend to pale (bluish) over the period of time. This causes

spreading of headlight beams of oncoming other vehicles.

Special imported chemical powder is polished by glass polishing

equipments to give brand new finish to windscreen and remove the

film. The renewed glass gives crystal clear view in nights. Antiglare

effect stays on renewed windscreen for next 3 years

Anti Rain (Water repellent + dust repellent) Nano Glass

Coating

Based on chemical nanotechnology, the synthesized product contains

specially modified functional nano particles that are specially linked

into a silicon matrix in a solvent base. Nano glass coating material,

when applied on glass surface forms a thin layer with excellent roll off

behaviour for water and oil liquids. Simplifying the removal of diet and

8


9/21

scaly residue.

Advantages

Water repellent (hydrophobic) and dirt repellent

Better Vision in Rains

Water beads up, even if wipers are not on

Low cleaning and maintenance required

Many time, front windscreen gets affected by small stones from the

tyres of other vehicles, Glass cracks or may be small chips come out.

These cracks or bull eye type chips can be easily repaired. No need to

replace the expensive windscreen.

Benefits and Advantages:

Original company seal and fitting of front windscreen can be retained

1. Saving in no claim bonuses of insurance ( 20% to 50%).

Even in case of insurance claims of Rs. 1000 to Rs. 2000 aspolicy holder bears fitting charges, rubber biddings etc.

2. Sometimes refitted windscreen leaks air and water fixing

solution.

3. Save the environment as windscreen cannot be recycled.

No one can identify repaired cracks

9


10/21

Literature Review:Organizing Successful New Service Development: A LiteratureReview11. IntroductionServices constitute a major part of total economic activity andemployment in most Western economies (OECD 2000; Anxo & Storrie,2001). A large share of innovative efforts in business is related to the

development of new services (OECD, 2000; Howells, 2000). Despite itssignificance, many service firms still struggle with their innovativeefforts. In financial services, for instance, new service development(NSD) is usually organized in a sequential manner (Vermeulen, 2001;Vermeulen & Dankbaar, 2002). This approach results in longdevelopment lead times, communication problems, and increasedcosts. Similarly,Hart and Service (1993) discuss the lack of functional integration in adistributioncompany. Moreover, many service entrepreneurs refrain from explicitlyorganizing new service development. Rather than developing more

formal structures to elicit ideas for new services, develop and selectamong them concurrently, service entrepreneurs regard it as an adhoc process (see, for instance, Reidenbach & Moak, 1986; Gallouj &Weinstein, 1997; Martin & Horne, 1993; Kelly & Storey, 2000; Sundbo,1997). Yet, it seems to be worthwhile to explicitly organize the processof developing new services.Firms being most successful in providing new services prevent theirinnovation

10


11/21

process from being ad hoc (De Brentani, 2001; Kelly & Storey 2000).Many theorists have recognized this, resulting in a plethora ofliterature on how to organize new service development.Particularly in the past few years a rapid increase in the number ofstudies can be identified. Figure 1 below provides the reader with an

idea of the number of studies on NSD over the last 15 years.1 We would like to thank Joris Meijaard, Anne Bruins and WilfredDolfsma for their contributions to previous versions of this article.

6 Due to the plethora of publications, an integral overview of what hasbeen studied seems to be lacking. The main goal of this paper is toprovide an overview of the current literature on organizing new servicedevelopment. Except for organizational characteristics, currentliterature also discusses product-based and environmentalcharacteristics that can affect NSD (e.g. Johne & Storey, 1998; De Jonget al., 2002). We do not elaborate on these; our focus is on

organizational characteristics only. The current body of researchusually focuses on some particular sectors. Financial services are wellcovered (e.g. Storey & Easingwood, 1996; Johne & Harborne, 1985;Vermeulen), and the same applies to transport (e.g. Nijhof et al.,2002), telecommunications (e.g. Hellstrm & Hellstrm, 2002) andwholesale (e.g. Hart & Service, 1993). Most findings on organizing newservice development are related to so-called production-intensiveservices. These services put considerable effort into the simplificationof their service offerings, but are also keen on the adaptation ofstandardised services to particular user needs (Soete & Miozzo, 1989;Evangelista & Savona, 1998). Examples of production-intensive

services include banks, insurances, telecommunications, transport andwholesale services. They should be distinguished from services whereinnovation is dominated by suppliers (such as personal services,hotels, restaurants and retail stores; these consumer-orientedservices are often considered to be less innovative) or whereinnovation has a continuous, incremental nature due to highknowledge-intensity, such as in scientific, engineering and IT services(Soete & Miozzo, 1989). Thus, the scope of our review is limited toproduction- intensive services.

7 In this paper we will first define innovation and discuss what

innovation in services implies. Subsequently, we will explain our searchmethods. Next, we will classify current literature on organizing NSDinto two evolutionary stages: managing key activities in the NSDprocess, and creating a climate for continuous innovation. For bothstages we have made an inventory of relevant organizationalcharacteristics. We will discuss their effects on the initiation andimplementation of new (production-intensive) services. Our paper ends

11


12/21

with implications for managers, limitations and suggestions for futureresearch.2. What is innovation in services?Nature of services. The differences between services and physicalproducts have been well covered in the existing literature. Generally

speaking, services tend to be intangible, heterogeneous,simultaneously produced and consumed, and perishable (e.g. Levitt,1981; Zeithaml, 1981; De Brentani, 1991; Ennew et al., 1992; Johne &Storey, 1998; Avlonitis et al., 2001). As a consequence, innovation inservices mostly involves small and incremental changes in processesand procedures, and innovations in services are easier to imitate(Atuahene-Gima, 1996). It does not require much R&D nor do servicefirms invest much in fixed assets to support innovations or spend muchmoney on buying patents and licenses (Brouwer, 1997). Dimensions ofinnovation in services. All definitions of innovation include thedevelopment and implementation of something new. Apart from that,

King and Anderson (2002)conclude that an innovation is aimed at producing some kind of benefit(profits, personal growth, etc.). It is restricted to intentional attemptsto derive benefits from change. An idea is a necessary condition for aninnovation, but cannot be called an innovation in itself. Finally,innovation involves an application component, so just developingsomething new cannot be regarded as an innovation unless it is used.Authors like Cook et al. (1999), Den Hertog (2000), Avlonitis et al.(2001), Gadrey et al.(1995) and Chase et al. (1998) have stressed that innovation inservices can be related to

changes in various dimensions. Some examples include innovation inthe service concept, the client interface, the delivery system andtechnological options. Innovation in the service concept includeschanges in the characteristics of the service itself. This dimension ismost widely recognized.Innovation in services can be related to a new client interface as well.Service offerings are increasingly marketed and produced in a client-specific way (even with client-specific pricing). Often, thecharacteristics and desires of existing and potential clients tempt aservice firm to make adjustments in the client interface. Thisdimension of innovation can even entail clients acting as co-producers

of the service offering (e.g., Van der Aa & Elfring, 2002). One exampleof an innovation in the client interface is electronic data interchange(EDI).Innovation in the delivery system refers to the internal organizationalarrangements that have to be managed to allow service workers toperform their job properly, and to develop and offer innovative services(e.g., Cook et al., 1999; Gadrey et al., 1995; Den Hertog, 2000;Avlonitis et al., 2001). It could be interpreted as the internal work

12


13/21

processes and arrangements. This type of change is often the directresult by the preceding ones (the linkage between the service providerand its client, and/or the service concept). Also, the capabilities,skills and attitudes of existing co-workers can make any necessaryadjustments in the service delivery. One example of innovation that

led to changes in the delivery system is the introduction of e-commerce, which required serious business process re-engineeringefforts. E-commerce may have a substantial impact not only on theway in which the actual 9 commercial transactions occur, but also onthe processes preceding and following the transaction.Although it was argued that service innovations are often non-technological, this is still the center of much analysis and debate (e.g.Kandampully, 2002). It is clear that service innovation is possiblewithout technological innovation (Cooper & De Brentani, 1991).Nonetheless, in practice, there is a wide range of relationshipsbetween technology and innovation in services. Examples of

innovations with a strong technological component include trackingand tracing systems, enabling transport service providers to monitorthe progress of their fleet and thus to manage their transport servicesmore closely. Following Den Hertog (2000), we stress that in real life itis difficult to provide pure examples of the above-mentioneddimensions. Most new services will involve a combination of changes invarious dimensions at once. Results of innovation in services. The bodyof literature that focuses on the effects of having introduced newservices is still low. Current research usually focuses on manufacturing(e.g., Loof et al., 2001; Arvantitis & Hollenstein, 2002). This is partlydue to the fact that services are poorly covered by innovation statistics

(OECD, 2000). Besides,the intangible and simultaneous nature makes the impact of serviceinnovations harder to trace than in manufacturing. Service innovationstypically transform the state of customers (Tether & Metcalfe, 2001).Financial performance in services is believed to benefit from innovation(Kelly & Storey 2000; De Brentani, 1989). Klomp and van Leeuwen(1999) provide some empirical evidence.Based on quantitative data gathered in Dutch firms, they conclude thatinnovation in general, and in service industries in particular, leads tobetter company performance in terms of revenue growth. In the caseof more mature and established services, sales growth 10 does not

simply come from being able to offer low prices but also from a varietyof nonprice factors, such as design and quality (Baden-Fuller & Pitt,1996). Apart from financial benefits, the literature reveals some otherbenefits for service firms, like creating customer value (e.g. Narver &Slater, 1990) and increasing strategic success (Kay, 1993).

13


14/21

Overview of Customer Service Audit:

The Customer Service Audit would generally focus on discovering

answers to the

following key questions.

1. Who are your customers? Values, beliefs. What will they pay for?

2. Who in your company are your customer service reps/contacts?

14


15/21

3. Understand the current situation, expectations of customers, current

sales cycle / delivery cycle.

4. What are the customer service standards for your company today?

5. What would you like the customer service standards to be? What

can they be? What are the barriers to get there? What are the steps?

Who needs to get

involved?

6. What do your customers think today about customer service in your

company?

7. Customer satisfaction survey following the new process. Is it

working? How

can we improve? Customer Service is a continuous improvement

program/process/project?

Follow up:

Based on the observations in the audit, suggested follow-up activities

might

include: training for staff; changes to the physical surroundings (such

as

15


16/21

providing more parking spots); increased communication with staff of

the

importance of being a customer-focused organization; and/or focused

training

around your customer service goals.

Evaluation Tools for Customer Service:

Storefront Audit: How does your customer see your company when

they walk

through the door? We observe, evaluate and report on your customers

experience when they visit your store. When your customer shops on-

line for your products, how does your customer see your company from

the internet?

Our STOREFRONT REPORT documents the observation of the front-of-

shop activities, including all points of contact with the customer from

finding a parking spot and walking through the front door, to

transacting the business and leaving the building. Throughobservation, we identify and document the experiences of your

customers and provide a report highlighting the good activities and

recommending solutions for improvement where appropriate.

Our 3e-report evaluates and reports on your website, e-mail

communication and e-commerce facilities (if applicable).

Customer Service Code: A more in-depth evaluation process would

start with

developing a Customer Service Code of Practice and then evaluating

the

16


17/21

performance of each employee against this Code (which is different

from a job

description). This process of Performance Testing is specific to the job

and

specific to the individuals performance.

Customer Satisfaction Surveys: Customer satisfaction surveys are also

a useful

tool for gathering information and testing whether your customer

service is on

target with customers expectations. Through discussion, we determine

the size

of the survey required, timing and goals of the survey for your

company.

Approach

Kick-off Meeting: The objective of the Customer Service Audit is to

provide

valuable information to the Manager. Therefore, at the beginning of theproject

the consultant will meet with the Manager to review the companys

goals with

respect to customer service and the style of service they would like to

provide.

Data Gathering: Data gathering and performance measurement can be

done

through surveys, testing or observation. In the STOREFRONT REPORT,

the observation time is about half a day, possibly divided into separate

events to capture busy periods or different shifts. A schedule will be

developed to incorporate observation times and locations as discussed

and determined by the Manager

17


18/21

Reporting: A document will be submitted to the Manager at the end of

the

project including: the results of the data gathering; trends identified;

good

practices highlighted; and solutions recommended for areas of

improvement.

Service Audit:

The audit carried is for study purpose and is observational type. About10 interviews are carried for a formal short question answers that

included as below

Who are the customers?

The customers coming are professionals within age group of 26 50

years, Major customer base are retained over a period of time. For car

spa service, the young jobbers are more attracted and they visit the

station periodically.

Who in the company are customer service representative?

18


19/21

Companys customer service representative initially represent the

company to the customer when they first visit the company. After

when the service consumed, Akshay motors has an ERP system

through which it allocates each customer to specific technician and

provides a reference number of that respective technician to the

customer for the future consultation. This reference is msg to customer

by a formal sms and or email.

Understand current situation, expectations of customer and delivery

time

When compared a service of accident repair for Akshay motors with a

well known Maruti Station of Ahmedabad, the later informed to take

exactly the double time as compared to Akshay motors, and this is

benefited by non-cash claim facility of Royal Sundaram insurance.

What are customer service standards for the company?

Customer service standards includes

In time delivery cycle

A separate one to one, technician customer relationship

Satisfying the want of customer at an minimum cost without

comprising the service quality

What do the customers think about the service today provided?

When interviewed 10 customers, almost everyone were satisfied with

overall service atmosphere of the company, however about 7

19


20/21

customers are unknown of the car spa service and its costs. Out of rest

3 only 1 customer is regular consumer of car spa service.

Price of the service: all the customer interviewed didnt have any

questions regarding the price of the service offered, indicating that the

company is offering at a moderate and acceptable priced service.

Quality of the service: The car repair service provided had an

approximately 20% revert back ratio, i.e. about 20% customers had a

minor complains about the repair made.

One to one relationship with technician : Customer are extremely

satisfied with this strategy of the company, because this helps the

professional consumers let their earlier complains automatically known

to the technicians and helps in quick response to the consumers.

Conclusion:

The overall audit process revealed that the customer satisfaction ratio

is about 75 80 % with Akshay motors services. And it has a massive

client base of existing customer retention. That is a good indication of

satisfactory services.

However the newly developed car spa service is to be introduced to

the customers with any of the preferable marketing channel, through

which the share of customer can be increased.

20


21/21

References:

www.google.com www.yahoo.com www.amonavi.com/resources/8-cusomer_service_audit.pdf Service marketing, by Christopher LoveLock, John W I Rez.
http://www.google.com/http://www.google.com/http://www.yahoo.com/http://www.yahoo.com/http://www.amonavi.com/resources/8-cusomer_service_audit.pdfhttp://www.amonavi.com/resources/8-cusomer_service_audit.pdfhttp://www.google.com/http://www.yahoo.com/http://www.amonavi.com/resources/8-cusomer_service_audit.pdf

car service audit

Documents