National Skill Contest 2018-19

Service Manager Category 08 March 2019

 Dealership Introduction
Dealership Name: Aster Autocrafts Pvt Ltd
Dealer Code: MH110002 Zone:MH2
Region: Pune
Location: Jalgaon (Semi-Urban)
AI: Mallikarjun Ajagond
ZI: Rajendra Shinde
Inauguration Date :27/03/2013
Dealer Promoter: Mr Prasad Kabre

Dealership Appearance Service Reception Area

Service Manager
Shahrukh Mohd Ayaz Khan

Total HMSI exp: 2Yrs

S.M exp: 0.5 yrs

Current Manpower at Dealership

Advisor 3
Floor SuperVisor 3
Technicians 11
PDI Technicians 4
Workshop Area PDI Supervisor 1
Customer Lounge
Total No of Bike Lifts :11 Accidental Supervisor 1
Monthly Service Capacity:2430 Warranty Incharge 1
Billing Executive 2
CRE 2
Washing Person 2
Pats Manager 1
Parts Helper 1
Total 32
 Section A ( HEAD) Analysis
Business Indicator Apr'18 May'18 June'18 July'18 Aug'18 Sep'18 Oct'18 Nov'18 Dec'18
UIO (considering 7 years) 50045 50615 51225 51875 52565 53295 54065 54875 55725
Retail (In num) 2000 2050 2100 2150 2200 2250 2300 2350 2400
SV (In num) 9270 9380 9495 9832 9894 9918 10420 10410 10614
UIO mom growth 0 1.14% 1.21% 1.27% 1.33% 1.39% 1.44% 1.50% 1.55%
SV mom growth 0 1.19% 1.23% 3.55% 0.63% 0.24% 5.06% -0.10% 1.96%
AMC (In num) 927 938 950 983 989 992 1042 1041 1061
EW (In num) 1168 1183 1198 1206 1221 1251 1321 1411 1501
Parts (In lacs.) 20.01 20.03 20.18 20.33 20.58 20.83 21.08 21.33 21.58
AMC Conversion 10.0% 10.0% 10.0% 9.9% 9.7% 9.6% 9.4% 9.3% 9.1%
EW conversion 55% 54% 54% 53% 52% 51% 50% 49% 48%
PVC 216 214 213 207 208 210 202 205 203
Unique Service Vehicles 1668 1666 1673 1669 1669 1679 1676 1669 1690
Quality Indicator Apr'18 May'18 June'18 July'18 Aug'18 Sep'18 Oct'18 Nov'18 Dec'18
DCSI 63.5 60.4
Post service follow-up
85% 84% 82% 81% 83% 84% 82% 83% 84%
Score
First time right repair 80% 81% 81% 82% 83% 83% 83% 84% 84%
Customer retention 40.0% 39.5% 39.2% 38.6% 38.1% 37.8% 37.2% 36.5% 36.4%
Business Indicator Analysis Quality Indicator Analysis
1. Vehicle retail increasing month on month 1. DCSI Score decreased
2. Very large UIO 2. PSF satisfaction score is low and decreasing
3. Service visits growth is more than UIO growth month on month
month on month 3. First time right repair is low but increasing month
4. AMC conversion is 10% and decreasing month on month
on month 4. Customer retention is very low, decreasing month
5. EW conversion is at avg 50% and decreasing on month
month on month 5. Indicates Poor repair quality at the workshop
6. Per vehicle consumption (PVC) is low and
decreasing month on month
 Section A ( HEAD) Analysis
Service visits and Custome retention ratio
11000 40.0% 41.0%
39.5% 39.2%
40.0%
10500 38.6%
38.1% 37.8% 39.0%
10000 37.2% 36.5% 36.4% 38.0%
Dedicated CRE

10614
10420

10410
9500 37.0%

9918
9894
9832 36.0%
9495
9380

9000
9270

35.0%
8500 34.0%
Apr'18 May'18 June'18 July'18 Aug'18 Sep'18 Oct'18 Nov'18 Dec'18

Service Visit Customer retention ratio

Unattended customer list from Hirise

Target Date &

Parameter Concern Area Root Cause Counter Action Plan
Responsibility
• 1st Free service education to customers during new vehicle delivery by Sales executive
• Implementation of 1st FSC due sticker on vehicle

• Dedicated CRE for calling and frame wise monitoring 1 st FSC redemption with special
incentive of Rs 1000 on min 95% achievement. On lost customer turn up Rs 5 per vehicle.

• Customers not aware • Door step service for 1st Free service customers who cannot visit due to busy schedule
of exact due of 1st FSC with dedicated team of 1 SA and 1 technician
Low 1st Free
redemption & high
• Busy schedule not able • Generating unattended customers list from Hirise analytics and calling them for visit with
Customer more than 1 year
to visit on time special offers like free polish , 5% discount on Oil 1st April
Retention lost customers,
( CRM)
ratio leading to low parts
• Old customers doing •Analysis of Lost Customers for parameters like High Distance , High repair cost, Poor
retail and low
service in local due to service quality, Manpower attitude, No timely delivery, High waiting time, others
service visits
high cost of repair
• Special incentive scheme of age wise discount on service labour to lost customers for
more than 1 year eg. More than 5 yr old – 50% off, 4 yr old – 40% off, so on
• High Distance – Reach camp at near by village on Bazaar Day , Free pick and Drop
within city
•High Cost – One time discount on labour and AMC education
•Repair quality issue / High waiting time / Manpower attitude --- Working on gap area
as per customer voice and requesting customer to see the changes in the workshop and 1
time 50% discount on labour
 EW and AMC situation
EW Conversion AMC Conversion
60% 11% 10% 10% 10%
55% 54% 54% 10%
55% 53% 52% 51% 10% 10%
50% 10% 9%
49% 48% 9%
50% 10% 9%
45% 9%
40% 9%
Apr'18 May'18 June'18 July'18 Aug'18 Sep'18 Oct'18 Nov'18 Dec'18 Apr'18 May'18 June'18 July'18 Aug'18 Sep'18 Oct'18 Nov'18 Dec'18

Target Date &

Parameter Concern Area Root Cause Counter Action Plan
Responsibility
• EW Corner at showroom and workshop with list of Parts and physical parts covered along
with approx. price

• OJT planned to all sales executive and service advisors on EW benefit on 15th Mar’19
• Customer denial
• Incentive planned for Sales executive and service advisors , Rs 40 per EW policy
• Sufficient promotion
not done
Low conversion •Daily Sales vs EW conversion tracking at showroom and workshop from 16th Mar’19
1st April
Extended and conversion
• Sales executive not Sales Manager,
Warranty decreasing month • EW badge to be worn by all sales executive and service advisors
aware of all benefits of Service Manager
on month
EW
• Service advisor to check for EW in Hirise while opening job card and promote if not
available
• Zero promotion from
workshop
• Generating non EW customer list within 1 year old and sending SMS to them with offer Rs
50 off along with EW AV module youtube link for better understanding by customer

• Target of 65% set for Mar’19 and Target of 70% in Apr’19,

• Working on Improving repair quality to build trust among customers

• Rs 50 per AMC incentive to Service advisor

• Poor repair quality as
observed from PSF, • Promotion materials at Reception, billing area
Stagnant as DCSI
30th March
AMC observed not • Lack of motivation •SMS to non AMC customers along with youtibe link of AMC AV Module
(SM)
increment MOM • Sufficient promotion
tools not available • AMC explanation to Customers during reminder calls

• Installment scheme for customers who cant pay upfront, Rs 100 for booklets and Rs 100
off on service labour during next 3 paid service
 PVC
216 PVC
214
213
210
208
207
205
203
202

Apr'18 May'18 June'18 July'18 Aug'18 Sep'18 Oct'18 Nov'18 Dec'18 PM Parts Promotion at Vehicle Reception PM Parts Promotion at Vehicle Reception

Target Date &

Parameter Concern Area Root Cause Counter Action Plan
Responsibility
• Promotion of Parts by display of proper creative with their benefits and replacement
schedule like display at vehicle reception, Customer Lounge Workshop area etc
• Promotion Tools not
available
• OJT planned to all service advisors on PM parts benefits and replacement schedule on
15th Mar’19
• Lack of Part availability
1st April
PVC dropping • ABC FMS analysis report generation from Hirise before ordering parts form HMSI
Parts Sale • SA not aware of PM Parts Manager,
MOM
parts Replacement Service Manager
•Daily PM parts monitoring by Parts Manager track sheet to find out the potential vs
schedule
Coverage of PM parts as per KMS of Vehicle visit in workshop
• Customer Denial due
• Combo Kit offered to customer who complains of High cost of parts
to High Cost of Parts
• Display of Old and New Parts at workshop area and reception area

PM Parts Track sheet Order Management

 Quality Parameters
Target Date &
Parameter Concern Area Root Cause Counter Action Plan
Responsibility
• All Manpower trained as referring SOG like induction of new manpower 100% MT 40%
RT and 20% DT trained manpower
• Quality of Vehicle
Repair •Free tyre polish and mopping in front of customer
Score dropped from • Vehicle Appearance 1st April
DCSI
1st Cycle while delivery •SA trained in soft skills Service Manager
• Overall experience
during repair •Analysis of Report from HMSi of previously cycle and appointing priorities and making a
action plan on it.

DCSI Gap 1st-2nd cycle Priority wise concern Priority Wise Action Plan Repeat Jon With Complaint Codes
Target Date &
Parameter Concern Area Root Cause Counter Action Plan
Responsibility
• Appointment of Dedicated CRE for PSF Calls and Opening PSF complaints in Hirirse and
Loop Closure
• Low PSF coverage
•Daily SMS sent to customer N+1 and N+7 days for repeat complaints
Stagnant • Low PSF satisfaction 1st April
PSF
And below average Ratio CRM
•Small PSF complaints to be attended at Customer's place
• Insufficient Manpower
•Ensuring 100% PSF coverage

Training of Manpower requested to HMSI for improving service quality

• Poor repair quality
• Fi not done due to FI analysis done on daily basis and discussed in Morning Meetings
Multiple Job Roles 30th March
FRR More Repeat Jobs
• Untrained Manpower Repeat Jobs report from Hirirse analyzed for repeat complaint codes (SM)
• Unavailability of FI
area abd Tools Special Area for FI along with all necessary tools
 Business Plan For Head 96ki
Parameters Apr'18 May'18 June'18 July'18 Aug'18 Sep'18 Oct'18 Nov'18 Dec'18 Jan'19 Feb'19 March'19 95k Actual 96 ki Plan Cumm Growth
Retail (In num)2.5% 2000 2050 2100 2150 2200 2250 2300 2350 2400 2450 2500 2550 27300 28%
UIO Growth (1.013%) 50045 50615 51225 51875 52565 53295 54065 54875 55725 56477 57240 58012 16%
SV (Previously) 9270 9380 9495 9832 9894 9918 10420 10410 10614 10796 10982 11171 122182 156393 21%
Contribution with YTD 7.6% 7.7% 7.8% 8.0% 8.1% 8.1% 8.5% 8.5% 8.7% 8.8% 9.0% 9.1%
AMC (In num) 927 938 950 983 989 992 1042 1041 1061 1080 1098 1117 12218
AMC Conv 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10%
EW (In num) 1168 1183 1198 1206 1221 1251 1321 1411 1501 1591 1681 1711 16443
Ew Conversion 58% 58% 57% 56% 56% 56% 57% 60% 63% 65% 67% 67% 60%
PVC 216 214 213 207 208 210 202 205 203 213 214 215 210.00
DCSI 63.5 60.4

Post service follow-up Score 85% 84% 82% 81% 83% 84% 82% 83% 84% 85% 85% 86% 84%
First time right repair 80% 81% 81% 82% 83% 83% 83% 84% 84% 85% 85% 86% 0.83
Customer retention 40.0% 39.5% 39.2% 38.6% 38.1% 37.8% 37.2% 36.5% 36.4% 36.2 36 35.8
Plan (Post Action) Apr'19 May'19 June'19 July'19 Aug'19 Sep'19 Oct'19 Nov'19 Dec'19 Jan'20 Feb'20 March'20 96 ki plan
SV (Post Action )1.28%
growth of 28% last yr 11866 12006 12154 12585 12664 12695 13338 13325 13586 13819 14057 14299 156393
AMC (10%) 1187 1201 1216 1258 1266 1270 1334 1332 1358 1382 1406 1430 15639
EW 60% 60% 61% 61% 62% 62% 63% 63% 64% 64% 65% 65% 63%
PVC 220 220 220 220 220 220 220 220 220 220 220 220 220%
Parts Sale 2610432 2641408 2673792 2768691 2786150 2792909 2934272 2931456 2988902 3040154 3092531 3145754 34406451
DCSI 72.00% 75.00% 74%
PSF 95% 96% 96% 96% 97% 97% 98% 98% 98% 99% 99% 99% 97%
PSF Satisfaction Ratio 92% 93% 93% 94% 94% 95% 95% 96% 96% 97% 97% 97% 95%
FRR 90% 91% 91% 92% 93% 93% 93% 94% 94% 95% 95% 95% 93%
Customer Retention 41% 41% 42% 42% 43% 43% 44% 44% 44% 44% 45% 45% 43%

1. For Next 3 Months projection we used MOM growth as a factor to calculate those in 95 Ki
2. Assuming SV growth always greater than UIO growth
3. Service visits growth is more than UIO growth month on month
4. Target as per planning increasing than previous cumulative growth is set.
5. With Total target calculated Month to Month SV target is calculated on the basis of contribution % in95 ki
6. AMC and EW month to month contribution assumed on increase with 95 Ki wrt to conversion%
7. PVC is assumed to increase in 96 by 10rs for intial 6 months and 20 Rs for next 6.
8. PSF and FRR target to be assumed on basis of Quality Improvement to be expexted.
 Section B (Branch 1) Analysis
Branch 1
Business Indicators Apr'18 May'18 June'18 July'18 Aug'18 Sep'18 Oct'18 Nov'18 Dec'18
Demand 4168 4216 4176 4200 4248 4256 4224 4240 4272
Retail (In num) 300 320 340 360 380 400 420 440 460
SV (In num) 1459 1476 1336 1470 1274 1277 1521 1526 1452
SV Coverage 35.00% 35.01% 31.99% 35.00% 29.99% 30.00% 36.01% 35.99% 33.99%
AMC (In num) 44 44 40 44 64 64 76 61 58
AMC CONV 3% 3% 3% 3% 5% 5% 5% 4% 4%
EW (In num) 150 162 174 186 195 205 215 226 237
EW Conversion 50.00% 50.63% 51.18% 51.67% 51.32% 51.25% 51.19% 51.36% 51.52%
Parts (In Rs.) 300146 300746 301346 301946 302546 303146 303746 304346 304946
PVC 206 204 226 205 237 237 200 199 210
Quality Indicators Apr'18 May'18 June'18 July'18 Aug'18 Sep'18 Oct'18 Nov'18 Dec'18
Secondary N/W evaluation score 80% 85%
Post service follow-up 1342 1358 1229 1352 1160 1187 1429 1435 1365
PSF Coverage 91.98% 92.01% 91.99% 91.97% 91.05% 92.95% 93.95% 94.04% 94.01%
Complaint (In Num) 5 7 12 17 19 10 9 8 8
Complaint Occurrence Ratio 0.34% 0.47% 0.90% 1.16% 1.49% 0.78% 0.59% 0.52% 0.55%
Capacity Utilization % 65% 67% 69% 71% 73% 75% 77% 77% 77%

Business Indicator Analysis Quality Indicator Analysis

1. Vehicle retail increasing month on month 1. PSF coverage is not Enough
2. Service Coverage is dropping Month on 2. PSF satisfaction score is low resulting in
Month Complaints
3. AMC conversion is very less and below average 3. Complaints Occurrence Ration is increasing and
4. EW conversion is at avg 50% and decreasing above standard ration i.e 0.25%
month on month 4. Indicates Poor repair quality at the workshop
5. Per vehicle consumption (PVC) is low and 5. Workshop Facility not Utilized on Full scale
decreasing month on month
 Branch 1 Areas of Improvement
1600 52% 60%
50% 1350 1400
1400 47% 46% 44% 1250 1300 Capacity Utilization %
1200 43% 50%
1100 1150 41%
1200 1050 39% 38% 77% 77% 77%
1000 40% 78% 75%
1000 76% 73%
74% 71%
800 30% 72% 69%
70% 67%
600 521 527 522 525 531 532 528 530 534 68% 65%
20% 66%
64%
400 62%
10% 60%
200 58%
Apr'18 May'18 June'18 July'18 Aug'18 Sep'18 Oct'18 Nov'18 Dec'18
0 0%
Apr'18 May'18 June'18 July'18 Aug'18 Sep'18 Oct'18 Nov'18 Dec'18
Demand Service visits Service Coverage

Target Date &

Parameter Concern Area Root Cause Counter Action Plan
Responsibility

• Proper Reminder
• Appointment of Dedicated Manpower for Reminder Calling and SMS reminders till 15 Mar
system not available
•Extraction of Missed Customers from Hirise and Calling them offering Special discounts
• Manpower Shortage
like Paid service @149 free polish etc
Service As per demand 1st April
• SMS software Not
Coverage only 33% coverage •Installing New SMS software for efficient utilization of time and effort ( CRM)
available
•2.5 times demand customer reminders
• Missed customers not
tracked
•Monitoring of Redemption of Lost and Missed customers by CRM.

•Training of Manpower requested to HMSI for improving service quality

•FI analysis done on daily basis and discussed in Morning Meetings

• Poor repair quality
• Fi not done due to
•Repeat Jobs report from Hirise analyzed for repeat complaint codes
Capacity Multiple Job Roles 30th March
Underutilized
Utilization • Untrained Manpower (SM)
•Special Area for FI along with all necessary tools
• Unavailability of FI
area abd Tools
•Manpower training need analysis done and OJT given by Workshop Manager using Shop
Manual
 AMC/EW/PVC
Target Date &
Parameter Concern Area Root Cause Counter Action Plan
Responsibility
• EW Corner at showroom and workshop with list of Parts and physical parts covered along
with approx. price
• Customer denial
• OJT planned to all sales executive and service advisors on EW benefit on 15th Mar’19
• Sufficient promotion
not done
Low conversion •Daily Sales vs EW conversion tracking at showroom and workshop from 16th Mar’19
1st April
Extended and conversion
• Sales executive not Sales Manager,
Warranty decreasing month • Service advisor to check for EW in Hirise while opening job card and promote if not
aware of all benefits of Service Manager
on month available
EW
• Generating non EW customer list within 1 year old and sending SMS to them with offer Rs
• Zero promotion from
50 off along with EW AV module youtube link for better understanding by customer
workshop
• Target of 65% set for Mar’19 and Target of 70% in Apr’19,

• Poor repair quality as • Working on Improving repair quality to build trust among customers
observed from PSF,
Stagnant as DCSI • Rs 50 per AMC incentive to Service advisor
30th March
AMC observed not • Lack of motivation
(SM)
increment MOM • Sufficient promotion •SMS to non AMC customers along with youtibe link of AMC AV Module
tools not available
• AMC explanation to Customers during reminder calls and customer meets
•ABC FMS analysis before ordering parts
• Inefficient Stock
• Low paid sv
Drop is observed •Paid Service redemption along with focus on Accidental Vehicles 30th March
PVC redemption
and very low Parts Manager
• Improper PM part
•Daily Monitoring of PM Part conversion by Parts Manager
monitoring

Customer Meet at Workshop SMS Bursts EW Cornet EW Cornet

 Quality Indicators Branch 1
PSF Coverage Ratio
Complaint Occurrence Ratio
2.00%
SV (In num) Post service follow-up PSF Coverage
1.49% 2000 95%
1.50%
1.16%
0.90% 94% 94% 94% 94%
1.00% 0.78% 1500
0.47% 0.59% 0.52% 0.55% 93% 93%
0.50% 0.34%
100092% 92% 92% 92% 92%
0.00% 91% 91%
Apr'18 May'18 June'18 July'18 Aug'18 Sep'18 Oct'18 Nov'18 Dec'18 500
90%
0 89%
SR Apr'18 May'18 June'18 July'18 Aug'18 Sep'18 Oct'18 Nov'18 Dec'18
Target Date &
Parameter Concern Area Root Cause Counter Action Plan
Responsibility
• Appointment of Dedicated CRE for PSF Calls and Opening PSF complaints in Hirise and
Loop Closure
• Low PSF coverage
•Daily SMS sent to customer N+1 and N+7 days for repeat complaints
Stagnant • Low PSF satisfaction 1st April
PSF
And below average Ratio CRM
•Small PSF complaints to be attended at Customer's place
• Insufficient Manpower
•Ensuring 100% PSF coverage

Proper and monitored Service Reminder System

• Service Reporting is
Capacity low as expectation SMS software for efficient utilization 30th March
Underutilized
Utilization • Manpower Retention (SM)
Is Low Manpower Retention activities like motivation and Best Performer and Promotions

•Minimum 40% feedback of customer by SA of daily Service Visit

•FI analysis done on daily basis and discussed in Morning Meetings

• Low PSF coverage
Complaints • Repair Quality •Repeat Jobs report from Hirise analyzed for repeat complaint codes
30th March
Occurrence Very High • Low Feedback Ratio
(CRM,SM)
Ratio •Loop closure of PSF complaints and acknowledgement of customer with ref number

•PSF complaint code to be correctly used while opening customer complaint in hirise for
analysis and coverage above 95% satisfaction ratio above 90%
 Section B (Branch 2) Analysis
Business Indicators Apr'18 May'18 June'18 July'18 Aug'18 Sep'18 Oct'18 Nov'18 Dec'18
Demand 4350 4400 4450 4500 4550 4600 4650 4700 4750
Retail (In num) 270 290 310 330 350 370 390 410 430
SV (In num) 2610 2640 2670 2700 2730 2760 2790 2820 2850
SV Coverage 60.00% 60.00% 60.00% 60.00% 60.00% 60.00% 60.00% 60.00% 60.00%
AMC (In num) 261 266 271 276 281 286 291 296 301
AMC Conv 10.00% 10.08% 10.15% 10.22% 10.29% 10.36% 10.43% 10.50% 10.56%
EW (In num) 195 200 215 220 225 255 270 285 300
EW conversion 72.22% 68.97% 69.35% 66.67% 64.29% 68.92% 69.23% 69.51% 69.77%
Parts (In Rs.) 340530 342030 343530 345030 346530 348030 349530 351030 352530
PVC 130 130 129 128 127 126 125 124 124
Quality Indicators Apr'18 May'18 June'18 July'18 Aug'18 Sep'18 Oct'18 Nov'18 Dec'18
Secondary N/W evaluation score 58% 65%
Post service follow-up 385 410 430 510 590 670 670 704 705
PSF Coverage 14.75% 15.53% 16.10% 18.89% 21.61% 24.28% 24.01% 24.96% 24.74%
Complaint management 10 15 20 25 30 35 40 45 50
CC Occurrence Ratio 0.38% 0.57% 0.75% 0.93% 1.10% 1.27% 1.43% 1.60% 1.75%
Capacity Utilization % 85% 85% 88% 90% 91% 94% 95% 100% 110%

Business Indicator Analysis Quality Indicator Analysis

1. Vehicle retail increasing month on month 1. PSF coverage is very Low
2. Service Coverage is Constant as per demand 2. PSF satisfaction score is low resulting in
3. AMC conversion is stagnant Complaints
4. EW conversion is average 3. Complaints Occurrence Ration is very high and
5. Per vehicle consumption (PVC) is low and increasing month on month
decreasing month on month 4. Indicates Poor repair quality at the workshop
5. Workshop is over utilized and needs expansion
6. Sec Network Evaluation score is low.
 Branch 2 Business Parameters Gap
Target Date &
Parameter Concern Area Root Cause Counter Action Plan
Responsibility
•.
•Efficient Reminder System like Maintenance Schedule Sticker on Owner’s Manual upto 15
paid services

• Monitoring of Free and Paid Customer redemption

• Generating unattended customers list from Hirise analytics and calling them for visit with
• Ineffective Service special offers like free polish , 5% discount on Oil
• Despite of
Reminder
Increasing
Service • No monitoring on •Analysis of Lost Customers for parameters like High Distance , High repair cost, Poor 1st April
Demand SV
Coverage redemption of service quality, Manpower attitude, No timely delivery, High waiting time, others ( CRM)
coverage is
customer
Stagnant
• Special incentive scheme of age wise discount on service labour to lost customers for
more than 1 year eg. More than 5 yr old – 50% off, 4 yr old – 40% off, so on
• High Distance – Reach camp at near by village on Bazaar Day , Free pick and Drop
within city
•High Cost – One time discount on labour and AMC education
•Repair quality issue / High waiting time / Manpower attitude --- Working on gap area
as per customer voice and requesting customer to see the changes in the workshop and 1
time 50% discount on labour

• Inefficient Stock
• Low paid sv
Drop is observed 30th March
PVC redemption
and very low Parts Manager
• Improper PM part ABC FMS analysis before ordering parts
monitoring
•Paid Service redemption along with focus on Accidental Vehicles

•Daily Monitoring of PM Part conversion by Parts Manager

 Branch 2 Quality Parameters Gap
MAIN PARAMETERS Maximum
Scores
VEHICLE HANDOVER / SERVICE
INITIATION 18
SERVICE ADVISOR 28
WORKSHOP FACILITY / DEALER FACILITY 12
SERVICE QUALITY / REPAIR QUALITY 33
VEHICLE DELIVERY 13
CUSTOMER COMPLAINT MANAGEMENT 2
FINANCIAL & COMMERCIAL ASPECTS 3
SVR Score 109
Sec Network Visit Report Priority Parameters in SVR

Target Date &

Parameter Concern Area Root Cause Counter Action Plan
Responsibility
• 7 Working Days

•Extended Working Hours

• Demand is increasing
Capacity yet service coverage 1St August
Over utilized •Manpower Retention programs( PF,ESIC ,benefits, Incentives Bonus, Motivation
Utilization us stagnant SM, Dealer Principal
• Manpower Not retained
•1 Bay 2 Technician

•Expansion in terms of bike lifts

Monthly Sec Visit Report to be filled by SM

•Weekly monitoring of Every parameter in SVR

• Repair Quality
Sec Evaluation 30th March
Very Low • Low Feedback Ratio
Score •Monthly PDCA of each Evaluation Parameter to increase score (SM)
• Workshop Facilities

•SA capture VOC at Vehicle Reception with CTR for concern customer
•FI 100% compulsory with dedicated Manpower for FI
• Capturing VOC at •Trained Manpower with 100% MT 40% RT & 20% DT
Complaint reception •PSF complaints loop closure after analysis of Complaint codes (ack customer) 30th March
Occurrence Very High • Poor Repair Quality •SM attention to critical customers (SM,CRM)
Ratio • Workshop Facilities •Induction of New Manpower
•Special focus on Customer Delight (Lounge Facilities, Free Pickup & Drop, 24h Key Deposit
 Business Plan Branch 1 for 2019-20
95ki
Branch 1 Apr'18 May'18 June'18 July'18 Aug'18 Sep'18 Oct'18 Nov'18 Dec'18 Jan'19 Feb'19 Mar'19
Actual
Demand 4168 4216 4176 4200 4248 4256 4224 4240 4272 4281 4291 4300 50872
Retail (In num) 300 320 340 360 380 400 420 440 460 480 500 520 4920
SV (In num) 1459 1476 1336 1470 1274 1277 1521 1526 1452 1458 1464 1469 17182
SV Coverage 35.00% 35.01% 31.99% 35.00% 29.99% 30.00% 36.01% 35.99% 33.99% 34.05% 34.11% 34.17% 33.77%
AMC (In num) 44 44 40 44 64 64 76 61 58 55 55 55 660
AMC CONV 3% 3% 3% 3% 5% 5% 5% 4% 4% 4% 4% 4% 4%
EW (In num) 150 162 174 186 195 205 215 226 237 251 265 281 2547
EW Conversion 50.0% 50.6% 51.2% 51.7% 51.3% 51.3% 51.2% 51.4% 51.5% 52.2% 53.1% 54.0% 51.8%
Parts (In Rs.) 300146 300746 301346 301946 302546 303146 303746 304346 304946 302546 302546 302546 3630552
PVC 206 204 226 205 237 237 200 199 210 214 214 214 214

Plan (Post Action) Apr-19 May-19 Jun-19 Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20 96ki Plan
Expected Demand as per
current trend of 0.3% 4313 4326 4339 4352 4365 4378 4391 4405 4418 4431 4444 4458 52620
MOM
Service Coverage target 50% 50% 50% 50% 50% 50% 55% 55% 55% 55% 55% 55% 53%
SV (In num) 2157 2163 2170 2176 2183 2189 2415 2423 2430 2437 2444 2452 27638
AMC (In num)(min. 10%
216 216 217 218 218 219 242 242 243 244 244 245 2764
conv)
EW Conversion 60.0% 60.0% 60.0% 65.0% 65.0% 65.0% 65.0% 70.0% 70.0% 70.0% 70.0% 70.0% 65.8%
Parts (In Rs.) 485230 486686 488146 489610 491079 492553 543433 545064 546699 548339 549984 551634 6218456
PVC 225 225 225 225 225 225 225 225 225 225 225 225 225
Secondary N/W evaluation
88% 90%
score
PSF Coverage 2049 2055 2061 2067 2073 2080 2294 2301 2308 2315 2322 2329 26256
PSF satisfaction 90% 90% 90% 91% 91% 91% 92% 92% 92% 93% 93% 93% 92.00%
Complaint (In Num) 5 5 5 5 5 5 6 6 6 6 6 6 69
Complaint Occurrence
0.25% 0.25% 0.25% 0.25% 0.25% 0.25% 0.25% 0.25% 0.25% 0.25% 0.25% 0.25% 0.25%
Ratio
 Business Plan Branch 2 for 2019-20
Branch 2 Apr'18 May'18 June'18 July'18 Aug'18 Sep'18 Oct'18 Nov'18 Dec'18 Jan'19 Feb'19 Mar'19 95ki Actual
Demand 4350 4400 4450 4500 4550 4600 4650 4700 4750 4802 4855 4908 55516
Retail (In num) 270 290 310 330 350 370 390 410 430 456 483 512 4601
SV (In num) 2610 2640 2670 2700 2730 2760 2790 2820 2850 2881 2913 2945 33309
SV Coverage 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60%
AMC (In num) 261 266 271 276 281 286 291 296 301 297 300 303 3429
AMC CONV 10% 10% 10% 10% 10% 10% 10% 10% 10.6% 10% 10% 10% 10%
EW (In num) 195 200 215 220 225 255 270 285 300 317 336 355 3173
EW Conversion 72.2% 69.0% 69.4% 66.7% 64.3% 68.9% 69.2% 69.5% 69.8% 69.6% 69.5% 69.4% 69.0%
Parts (In Rs.) 340530 342030 343530 345030 346530 348030 349530 351030 352530 302546 302546 302546 4026408
PVC 130 130 129 128 127 126 125 124 124 127 127 127 127
Complaint management 10 15 20 25 30 35 40 45 50 55 60 65 450
CC Occurrence Ratio 0.38% 0.57% 0.75% 0.93% 1.10% 1.27% 1.43% 1.60% 1.75% 1.91% 2.06% 2.21% 1.35%

Plan (Post Action) Apr-19 May-19 Jun-19 Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20 96ki Plan
Expected Demand as per
current trend of 1.1% 5399 5459 5519 5579 5641 5703 5766 5829 5893 5958 6024 6090 68859
growth MOM
Service Coverage target 65% 65% 65% 65% 65% 65% 70% 70% 70% 70% 70% 70% 68%
SV (In num) 3510 3548 3587 3627 3667 3707 4036 4080 4125 4171 4216 4263 46536
AMC (In num)(min. 11%
386 390 395 399 403 408 444 449 454 459 464 469 5119
conv)
EW Conversion 60.0% 60.0% 60.0% 65.0% 65.0% 65.0% 65.0% 70.0% 70.0% 70.0% 70.0% 70.0% 65.8%
Parts (In Rs.) 561530 567707 573952 580265 623314 630170 686110 693657 742539 750707 758965 767314 7936231
PVC 160 160 160 160 170 170 170 170 180 180 180 180 170
Secondary N/W evaluation 70% 75%
score
PSF Coverage 90% 90% 90% 91% 91% 91% 92% 92% 92% 93% 93% 93% 92%
PSF satisfaction 90% 90% 90% 92% 92% 92% 94% 94% 94% 95% 95% 95% 93%
Complaint management 9 9 9 9 9 9 10 10 10 10 11 11 116
CC Occurrence Ratio 0.25% 0.25% 0.25% 0.25% 0.25% 0.25% 0.25% 0.25% 0.25% 0.25% 0.25% 0.25% 0.25%
 KPI for Network Coordinator
Parameter 1 2 3 4 5 6 7 8 9 10
SV Reporting
Branch 1
Branch 2
AMC Sale
Branch 1
Branch 2
EW Sale
Branch 1
Branch 2
Parts Sale
Branch 1
Branch 2
PSF
Branch 1
Branch 2
FRR
Branch 1
Branch 2

Evaluation Score
Branch 1
Branch 2
Complaint Mgmt
Branch 1
Branch 2

KPI parameters for both Branch daily monitoring SM KPI for both Branches

1. All Business and Quality parameters are to be daily

monitored by Network coordinator
2. Monthly Visit by SM and fill up Sec Network Visit
Report
3. Bi-Yearly Sec Network Evaluation Score to be
improved
4. Monthly PDCA on Gap areas.
5. Weekly Review with Dealer Principal and SM
6. KPI with detail Key Actions monitored month on
month.

Two-Way Meets
Where both SM and
Network Coordinator can
share their thoughts with
Dealer Principal for support
and Requirements
Regular Engagement Activities
Monthly Network Visits Motivation
Review Motivation to Network
Network visit by SM to
coordinators and Branch
Review of activities and monitor and review Month
Heads with certain target
business parameters with on Month growth
achievement
Dealer Principal and SM Review Target Vs
Financial Reward to Best
Achievement
Performer
 Financial & Commercial Support

Individual
Utilization

Printing and
Timely
Promotion
Salary &
Activity
Incentives
Budget

Dealer to
Networks

Goodwill
Budget for Network
Recreational Dev Budget
Purpose
Restoration
and Repair
of damaged
Equipments

Every Network Should Be its individual Profit/ Revenue Generation Centre

 Way Forward

• Increased Customer Retention • Separate Revenue Generation Unit

1 1

• Increased DCSI score and Customer

• Increased Service Coverage
satisfaction with it.
2 2

• Increased Profitability • Increased Customer Satisfaction Level

3 3