VK SPARKLING AUTO DETAILERS SDN BHD

CHAPTER 1

VK Sparkling Auto Detailers is the Northern Region’s most exclusive detailing and
paint protection film specialist, handling the largest volume of premium cars anywhere in
the country. Their state-of-the-art facilities house some of the most skilled detailers and
paint protection film installers in Malaysia. This environment, coupled with their expertise,
allows them to offer clients the highest possible quality. At VK customers are offered a total
car care solution package, incorporating everything
from enhancement and protection through to maintenance. The company’s slogan is:

“The perfect marriage between science and art”

VK Sparkling Auto Detailers exists in order to trigger positive emotions; the company was
born to rewrite how car owners should maintain the appearance of their vehicles, to
recreate car presentation results that will satisfy even the most discerning clients. VK
Sparkling Auto detailers motto:

“Setting the standard, an industry benchmark”.

1
1.1 HISTORY

VK Sparkling Auto Detailers was founded in 2009 by brothers Vinoth and Krishna.
Both were excelling in the property industry, but this did not satisfy Krishna’s obsession with
cars, or Vinoth’s burning desire to run his own business to truly relieve his OCD. Vinoth and
Krishna wanted to find someone who could look after their cars to the same standard as
they were doing themselves but couldn’t find a company who offered this service. At that
moment, the idea of VK Sparkling Auto Detailers was born. Vinoth built up his knowledge in
paint correction by pure experimentation. The very first car he worked on was his dad’s
1996 Mercedes C190. Inevitably, he damaged the proudly standing bonnet emblem by using
a 4,000RPM rotary machine polisher.

Picture 1: The vey first car detailed by Vinoth.

In 2010, the brothers began to create a brand for their new venture. With RM 15000 start-
up capital they bought a RM 7000 second-hand Toyota Hiace Van, a RM 5000 industrial
grade Karcher jet wash, a couple of polishers and handheld machinery, and a vinyl sign for
their new van. The brothers decided to use their existing contacts to break into the
corporate market. They began by carrying out basic washes for a busy business peoples in
Georgetown, Penang area. Vinoth will arrive every day at 6am and worked until the early
hours of the following morning. Meanwhile, Krishna worked hard at his day job, while using
his contacts to obtain larger detailing jobs. The brothers managed to convince a couple of

2
their friends to let them paint correct their cars, out of their parents’ garage. The first car to
be given a two-stage paint correction was a Honda Accord. The second was a BMW 7 Series
belonging to a good friend. They were commissioned to carry out the work at NAZA Ferrari
and Maserati in Penang Island. By now, customers were taking notice of the standard of the
VK Sparkling Auto detailers brothers’ work. The VK brothers outgrew their parents’ garage,
and by chance and tireless research, Krishna found a Juru location just off Bukit Minyak
Industrial Park in Bukit Mertajam, Penang. This would be the start of VK Sparkling Auto
detailers Juru, Bukit Mertajam. With the help of friends and family, the VK brothers restored
this derelict, run-down garage to a clean, controlled environment that would go on to house
some of the most amazing cars in existence. The first car to be detailed in the new premises
was a Rolls- Royce Phantom.

As time went by, word of mouth began to work hard, and the VK brothers had cars
lined up waiting for their attention to detail and extremely high standards. Krishna joined
Vinoth in detailing and paint correcting cars late in evenings after finishing his day job. They
worked tirelessly on one project for 14 hours straight, getting little sleep and only running
on passion and the pursuit of perfection. Through reputation and various forum websites,
the VK Sparkling Auto Detailers name was growing fast. This growth was compounded when
Vinoth and Krishna took a chance by taking on a fascinating job, a Ferrari 250 GTO worth RM
1.5 million. Using his skills and experience, Vinoth gave this stunning car a complete
cosmetic facelift, while keeping it totally original, a risk that could have led to a multi-
million-pound mistake. As the business grew, more employees were hired, from three to
four, then five. With their growing success and new staff, the need for more space was
obvious. The VK brothers took another risk by taking on the garages either side of their
existing lock-up – extending their parking facility from three cars to ten.

Nowadays, every cars sold by Honda, Toyota, BMW, Mercedes-Benz, Volkswagen,

Audi, Lexus and Porsche in Northern Region are sent to VK Sparkling Auto Detailers for
detailing job and pain protective film (PPF) before handed to customers. Such is the history
of VK Sparkling Detailers that begin with nothing but pure passion and dedication.

3
1.2 ORGANISATIONAL CHART

Detailing Wash

Picture 2: organisational Chart of VK Sparkling Auto Detailers.

1.2.1 Roles & Responsibilities of First Line Managers

Planning & Organising

The manager is responsible for planning the aims, objectives, and priorities of their work
area and communicating this to their team and to colleagues as appropriate. Depending on
the level of responsibility and the grade of the people they are managing, managers need
to plan their work at a detailed (daily/weekly) level, or only at a broader scale of monthly or
annual objectives of the company.

Managing Finances & Resources

The manager is responsible for deploying the resources within their control (people’s time;
money; other resources) to achieve plans. The manager should ensure value for money by

4
managing and monitoring budgets and making the best use of resources, within the auto
detailing businesses.

Promoting Equality & Diversity

Managers should familiarise themselves and comply with equality legislation in addition to
promoting equality and diversity.

 Treat all staff and clients fairly.

 Create an inclusive culture for all staff and clients.
 Ensure equal access to opportunities to enable staff to fully participate in the
learning process and self-development.

Effective Communication & Regular Meetings

As manager it is their job to ensure the staff know what they need to know in order to
perform well in their jobs; and to ensure they can tell each other what the management
need to know.

 Regular scheduled one-to-one meetings with each staff are recommended to discuss
activities, priorities, progress and problems. These could be monthly, or more or less
frequently, depending on context and how often they see the individual anyway.
Even if the manager work in the same area daily, setting aside regular scheduled
time for discussion of longer-term objectives is still worthwhile.
 If the manager manage a team, regular team meetings are valuable to share
knowledge, resolve mutual problems.

Setting Standards & Parameters

The manager must have clear picture about expectations for quality, accuracy, timeliness of
work expected from the team they manage. To do this the manager should:

 Be clear about what authority/decision-making is delegated to individuals in the

group and providing autonomy to do so.
 Be clear about what authority is not delegated and how/when they expect to be
consulted or referred to.

5
  Be clear about expectations for standards of behaviour and the ethics that apply to
the managements type of work such as standards of good research practice.
 If particular policies, legislation or standards apply to their work area, for example
genetic modification legislation, data protection legislation; medical confidentiality,
ensure this is clear to the staff and appropriately monitored and enforced.
 Be a good role model for behaviour and probity of self.

Managing Attendance

Ensuring members of the team are clear about attendance expectations (e.g. how much
flexibility in working hours) and how to report unplanned absence.

 Explain managers local arrangements for approval of annual leave.

 Maintain records of annual leave and sickness absence.
 Report all sickness absences (or other unplanned leave) to HR.
 Consult HR and consider Occupational Health referral if sickness or other absence
levels are giving cause for concern.
 If the line manager will be absent for an extended period, the manager must ensure
that someone else (a senior member of the team, or a colleague) is given
responsibility to manage the team in managers absence and to deal with absences
and any other issues that may arise.

6
 CHAPTER 2

2.1 SKILLS REQUIRED UNDER SUPERVISOR

Communication

Supervisors with developed communication skills are able to use listening to techniques and
nonverbal strategies to improve conversations. It is essential for a supervisor to be able to
balance time constraints and a heavy workload while managing other employees and
projects. Giving and receiving feedback is another area that can be improved with
developed communication skills. When using the right techniques, feedback can be used to
reinforce or change behaviour.

Conflict Resolution

Conflict is when change happens, and stances differ. When a supervisor has the ability to
manage conflict well, issues come to resolutions and successful relationships are developed.
A supervisor’s ability to define and identify conflict styles, causes, and methods for handling
conflict can improve the organization’s productivity.

Leadership

Supervisors with leadership skills help bring accountability to their teams by creating a
supportive and motivating work environment. Leaders are able to delegate and manage a
wide variety of skillsets. It is important for supervisors to lead their teams in the most
effective way by recognizing where the strengths are, where improvement is needed, and
how to properly use the skillsets of each team member.

Critical Thinking

Critical thinking is a crucial skill in understanding how to methodically, strategically, and

collaboratively make decisions, solve problems, and foster innovation. A supervisor with
critical thinking skills has the ability to develop a step-by-step process from targeting the
problem to developing a solution. Critical thinking also helps in situations in which groups

7
 have different thinking styles and need a collaborative environment created to successfully
work through issues.

Interpersonal Skills

Different from communication skills, interpersonal skills are important for a supervisor to
identify and build a purposeful team culture within an organization. Interpersonal skills
enable an individual to develop highly effective teams that are built upon consensus,
effective meetings, social style understanding and relationships.

Time & Priority Management

Supervisors with time and priority management skills can boost productivity and efficiency.
Being able to balance a heavy workload and time constraints while managing and delegating
other employees and projects is an essential skill.

Problem Solving

Good problem solving skills are fundamentally important within the workplace. A valuable
supervisor is someone who not only knows how to take an issue and find the root of the real
problem but also has a process for solving the problem in a structured manner. Supervisors
with excellent problem solving skills can greatly benefit any organization.

2.2 Training Needs Analysis (TNA)

Skill/Competency

Problem Solving
Critical Thinking
Communication

Total Individual
Time & Priority
Interpersonal

Management
Leadership
Resolution
Conflict

Skills

Abbas 8 8 9 9 10 10 9 63
Raja 9 6 10 9 10 10 9 63
Muhammad 8 10 9 9 9 10 10 65
Ah Chuan 7 5 10 7 10 10 8 57
Raymond 9 9 10 10 9 10 9 66
Azleena 10 8 10 9 10 10 10 67
Mike 10 7 8 9 9 10 9 62
Dheena 8 8 9 8 8 10 9 60
Arul 8 8 10 10 10 10 9 65

8
Ikhwan 7 10 9 8 8 10 10 62
Total Skills 84 79 94 88 93 100 92

Table 1: Training Needs Analysis (TNA)

2.3 QUALITY OF A CEO

Thinking Strategically

The CEO must be able to make long-term plans and initiate tactics to reach goals. Although
the CEO has to react to a changing business environment, the ability to pursue an
unchanging strategy in spite of day-to-day pressures characterises an effective leader. The
person in this position in a company must guide the organization toward clearly-defined
objectives and goals.

Making Good Decisions

A CEO does not just need to be comfortable making decisions, those decisions must be good
ones. The mark of a strong leader is the capacity to be effective on a consistent basis. Me as
a CEO must demonstrate an ability to lead the company to higher profits, greater market
share and an outstanding reputation.

Hiring Top Talents

A CEO must have a knack for attracting and retaining employees who can carry out the
company’s strategy. The CEO also ensures that the people she hires get all the support they
need to excel. The hiring ability of me as a CEO can make a lasting mark on my company
because good employees will influence the organization for many years.

Strive Towards Excellence

The leader of a successful company sets the tone by never being satisfied. A CEO not only
seeks excellence, he demands excellence from employees. The CEO creates policies,
procedures and methods that help all levels of the organization do their best work, and he
creates controls to ensure that all employees have accountability for their performance.

Result Oriented

A strong CEO does not get wrapped up in procedures for their own sake. Those procedures
must lead to measurable results. In fact, a CEO will accept and encourage results even when

9
employees use unorthodox methods to achieve goals and make the company better. As a
CEO, if I sees that the company is becoming complacent and not creating results, I will not
be afraid to shake things up in the name of improving the company.

CHAPTER 3

3.1 PROCESS FLOWCHART

3.1.1 Purchase Order Process Flow

Picture 3: Purchase order flow of VK Sparkling Detailers SDN BHD

3.1.2 Customer Service Flow Process

Replying to Clients/Customers
Enquiry by Clients/Customers Data collection by Customer
enquiry
regarding services offered. Service Dept

10
 Picture 4: Customer Service Flow Process of VK Sparkling Detailers SDN BHD

3.1.3 Car Wash/Detailing Flow Process

11
 Picture 5: Car Wash/detailing Flow Process of VK Sparkling Detailers SDN BHD

3.2 STANDARD OPERATING PROCEDURE (SOP)

3.2.1 Purchase Order SOP

Purpose: To provide guidance in purchasing materials and equipment for car wash or
detailing service.

Tools and Materials:

 Telephone
 Computer
 Internet

Related Work Units

 Service Section Section

 Purchasing department

Documents used

 Purchase Request Letter

 Quotation letter
12
  Purchase Order Letter

Implementation Procedure

Procedure # 1:

The Purchasing Department gets a purchase request from the service/wash/detailing

department.

Procedure # 2:

The service/wash/detailing department provides recommendations for supplier / supplier

names, addresses, telephone and contact person.

Procedure # 3:

The Purchasing Department verifies whether the supplier / supplier is the main supplier or
not. If not, price comparisons from several suppliers will be made.

Procedure # 4:

Enter catalog numbers, item descriptions, unit prices, total units and prices (in relation to
cash disbursements ) in the Purchase Request Letter .

Procedure # 5:

Ensuring that the requested goods are not in the warehouse.

Procedure # 6:

Decided to buy goods.

Procedure # 7:

Provide a signature and name and date on the purchase request form.

Procedure # 8:

Collect purchase requests for employees who are given the task of applying for approval.

Procedure # 9:

13
Employees on duty will check the purchase request form and send an email to the supplier.

Procedure # 10:

The supplier will determine whether the requested item can be purchased with a regular
Purchase Order.

3.2.2 Customer Service SOP

1. Attend customers/client’s enquiry:

a. Email
b. Phone
c. Social medias
2. Collect data and sort enquiries into database.
a. Service enquiry
b. Suggestion
c. Complaints
3. Get back to customers regarding enquiry they made.
4. If its regarding service, search for available slots and confirmation.
5. If regarding suggestions or complaints, refer to management and get back to the
customer/client withing 3 working days.
6. After slots confirmed, suggest value-added services to client/customer.
7. Confirm services booked.

14
 8. Confirm payment method.
9. Repeat the service enquired to customer/client for final confirmation.
10. Give details to customer/client regarding the services booked/enquired.

3.2.3 Car Wash/detailing SOP

1. Pull car into wash bay and open all doors, hood, trunk and gas door.
2. Remove all floor mats, carpet and rubber.
3. Asses the engine bay and cover any and all sensitive electronics, also vacuum any
leaves or debris on your cowl and truck jamb.
4. Using an APC/degreaser, starting from one corner and working your way around.
Spray each tire and inner fender well and jamb making your way to the engine. And
then around to your starting point. Example ( LR tire, T Jamb, Gas door, RR Tire, RR
door, RF Door, engine front grill area, windshield, LF tire, LF door, LR Door)
5. Using a soft bristle brush, agitate all areas like tires, underhood and engine.
6. Spray the appropriate wheel cleaner on the wheels and do a quick agitation. Not
looking for perfection.

15
7. Turn on your pressure washer and work your way around the vehicle, Using the
same path as stated above. Spray the spots that were degreased and the engine and
body.
8. With the car wet you may now address the wheels and get more detailed in your
cleaning of them.
9. If you have a helper have them start soaping and washing the car while you address
the wheels,
10. Soap and scrub
11. You may clay at this point if you wish
12. Rinse
13. Rather than clay you may use a chemical decontamination process, scrub the surface
14. Rinse
15. Dry
16. Use compressed air or blower to help with drying.

16