This is most common practice guidelines of QMS audit. Most of the QMS certificate holder seeking practices and I am sure that if anyone go through the following guidelines, it will enough to be self confident.
Although this practices are for Automobile dealership but it will guide you for any industries :
Audits are different in different areas, most common audit areas in Automobile dealerships are:
1. Call center department
2. MRS & Appointment
3. Reception
4. Production
5. Parts
6. Washing
7. Delivery
8. Marketing
9. Customer Relations
10. General management
11. Body shop
12. Infrastructure
13. Facility
14. Safety Health and Environment and
15. Human Resource
These are the formats of Audits, I am trying to give area wise some ideas. First of all this is for Call Center, MRS & Appointment areas
SL.No
|
Q.No
|
Chapter
|
Checkpoint
|
Purpose
|
Checking Method
|
Scoring Criteria
|
Mandatory ?
|
Additional Help
|
Shop
|
Remarks
|
1
|
Operations I
|
Call Center
|
Based on the possible
customer responses during call out ( MRS, PSFU ), the results are
standardised & implemented in i-CROP and appropriate follow up action is
carried out based on customer responses
|
Customer responses during
calling are important to understand customer preferences and expectations.
Standardisation is required in capturing the customer voice in order to
analyse and take necessary countermeasures.
|
a.In i-CROP customer
'Details' screen, check the CR Activity Result options
b. In i-CROP, check Settings - Activity Result Master Maintenance c. Confirm with Work Sequence Sheets ( WSS ) Check, Staff interviews & actual work observation |
O: If customer responses
are standardised, implemented & followed-up
△: If customer responses are standardised & implemented but appropriate follow up action is not carried out X : If customer responses are not standardised or not implemented |
Non Mandatory
|
Call transfer rules
should be clear for cases were customer is not satisfied
If centralised call center is established in the dealer group, one evaluation is enough for the group and the same score will reflect in all branches of the group |
G
|
|
2
|
Operations I
|
Call Center
|
System settings in eCRB
tools are as per requirements
|
eCRB tools are a key
factor in the smooth functioning of the service operations and this can be
achieved by ensuring proper settings for all tools
|
Check the following in
eCRB Settings screen
a. Settings-Customer Groups b. Settings-Activity Condition Setting c. Settings-CR Center Settings d. Settings-Service Shop - Stall Maintenance |
O: If all the settings
are accurate and in line with the actual conditions
X : If one or more settings have an error or do not match with the actual conditions |
Mandatory
|
Settings consists of
three main areas:
CR Activity - MRS & PSFU Settings which should be in line with the Toyota guidelines. All customer categories & models/variants should be covered under MRS & PSFU. Call Center - Staff roles & calendar settings for all call center staff which should be in line with the actual conditions SAM & SMB - Workshop settings in line with working hours, technicians and stalls in the dealership [ AS15 ] eCRB Settings Manual to be reffered |
G
|
|
3
|
Operations I
|
MRS & Appointment
|
The staff is carrying out
MRS & Appointments in compliance with the written procedures
|
MRS & Appointment
processes play a key role in the Service Initiation and need to be carried
out efficiently
|
Observe one MRS & one
appointment process
|
O: If all mandatory items
are covered by the staff
△: If one or two mandatory items are not covered X: If more than two mandatory items are not covered |
Non Mandatory
|
Appointment process can
be judged with the help of Role Plays / mock calls
Mandatory Items to be checked in appointment are: a) Customer greetings & Service history checking b) Customer requests capturing & additional jobs probing c) Appointment date & time options to customers d) Repeating the appointment date & time e) Thanking the customers f) Promotion of EM eligible vehicles Additional Mandatory items in MRS are: a) Clear information to customers on service due |
G
|
|
4
|
Operations I
|
MRS & Appointment
|
The DM/SMS template
maintained in the system covers all the mandatory information
|
Customers should receive
the DM / SMS for the next service reminder with all the necessary information
in order to facilitate them to make appointment calls
|
In i-CROP, Settings - DM
Layout Settings, check the DM contents,If SMS is the method used, check all necessary information is available in the SMS sample
|
O: If all the mandatory
items are covered
△: If one or two of the mandatory items are missing X : If more than two items are missing |
Non Mandatory
|
Mandatory Items:
Veh. Reg. No, Model, Recommended Service Type and Date, EM Promotion [in case of DM only], Appointment Contact Details, Cost & Time of Service |
G
|
|
5
|
Operations I
|
MRS & Appointment
|
The following is
available at the dealership
a) PM Menu is available at reception & customer lounge with all information [AS17] b) EM Menu is available with the reception & appointment staff & used c) EM Menu Covers 50% of Customer Demands of add. jobs |
SA's & Appointment
staff refer the EM Menu which helps
them in finding the EM eligible vehicles.Also, EM & PM Price Menu serves
to answer customer queries on price, add. Jobs., etc quickly. Advertising the
service menu will assist with the marketing of dealer's after sales products.
|
a) Check for the
existence of an updated EM menu at
Appointment desk, Reception area [SA desk] & PM menu at reception &
customer lounge area
b) Confirm the usage of EM menu at the appointment & reception process c) Check and confirm whether dealer had considered the extra additional Jobs in case dealer refer to standard EM60 menu |
O: If updated EM Menu
[covering 50% customer demand] & PM Menu is available & covers all
items
X: If EM Menu & PM Menu is not available |
Mandatory
|
EM Menu must contain the
following - Applicable vehicle models for EM, EM Lead Time, Production Lead
Time under EM, Optional Job Items covered in EM Lead Time. Also, EM Menu
should be updated regularly based on Pareto analysis ( updation must happen
atleast every 6 months & should cover 50% customer demands ). The basic
labour and parts costs of major maintenance intervals for main models must be
indicated on the PM menu. For
dealerships in operation for less than 6 months at the time of evaluation,
pareto analysis is not mandatory
|
G
|
|
6
|
Operations I
|
MRS & Appointment
|
MRS / Appointment staff
& SA can immediately tell customers the available dates & times for
appointments & walk-ins and the vehicle delivery time based on the actual
workshop schedule.
|
Staff should provide the
right information at the right time to the customer so that mutual trust
& confidence can be developed
|
Confirm with staff their
appointment skills by posing as a customer and requesting for appointment (
create hypothetical situations )
|
O: If staff can answer
within 30 seconds
△: If staff can answer within 30 to 60 seconds X : If staff take more than 60 seconds or do not check the workshop schedule or if the answer is wrong |
Non Mandatory
|
One appointment/MRS staff
& one SA atleast should be evaluated
|
G
|
|
7
|
Operations I
|
MRS & Appointment
|
During the Appointment
& Reception processes, the following items are available in documents /
DMS
a) Vehicle service history, including the existence of unapplied SSC/SC campaigns [OP3, OP13 ] b) Confirm and Input Non FIR/Repeat Repair history [OP3] c) Customer Requests for PM/GR [OP4,OP14 ] d) Assign GR jobs to highly skilled personnel to handle from reception, diagnosis until delivery |
Information on customer,
vehicle, service history, etc are vital to develop clear communication with
the customers and understand the customer's requirements.
|
a) Check the Chip Details on SAM & SMB for, customer
requests [20 samples]
b) > Check Availability of Non FIR / Repeat Repair history in RO/AWACS [Previous RO attached in case of Repeat Repair] > Interview with MRS or appointment staff to check their understanding in the process of handling Non-FIR or Repeat Repair customer. c) Service History referring d) Check Diagnostic Questionnaire is attached with Exact Customer Voice( Actual Customer verbatim) & with symptom & Conditions In case of Tablet Operations:- Interview with MRS or Appointment staff, a) Check & confirm whether Appointment staff attempted to probe for the Repeat Repair/FIR related concerns and same been updated in the Diagnostic Sheet with minimum information b) Check whether approprate remarks are mentioned in the Appointment chip during Appointment process and the details are highlighted in the AWACS/Estimate copy c) Check the previous Repair Order is Attached with the AWACS copy |
O: If all the information
is available
X : If one or more information is missing |
Mandatory
|
Customer requests should
cover both PM & GR jobs ( in case of GR, vehicle condition, problem
symptoms can be recorded in Diagnostic Questionnaire )
|
G
|
|
8
|
Operations I
|
MRS & Appointment
|
The chips used in SAM are
of the correct length and contain all the mandatory information
Mandatory information: a) Waiting / Drop Off b) Relation Copy for additional jobs c) Washing requriment |
Correct length of the chip
is essential to block the proper times of the technicians. All relevant
information in the chip is also important for effective job planning
|
In i-CROP, Main Menu -
Stall Appointment, check 2 days' chips or minimum 20 chips with the
information in AWACS
|
O: If all the chips are
accurately maintained w.r.t. length and mandatory items
△: If less than 20% of the chips do not have correct length or mandatory items is missing X: If more than 20% of chips are inaccurate either in chip length or if both of the mandatory items is missing |
Non Mandatory
|
Chip Length in SAM is
based on the 'Service Time' input in the chip. For EM chips, the times have
to be based on the EM menu and for GR jobs, based on the FRT.
|
G
|
|
9
|
Operations I
|
Appointment Preparation
|
Appointment
reconfirmation & parts confirmation SOP is available & implemented.
The following items need to be covered:
a) Dealer staff confirmation on appointment re-confirmation [ OP8 ] b) Repeat Repair identification on Appointment chip Remarks, AWACS,RO and Appointment list[ OP8 ] c) Information on Repeat Repair to the concerned staff [SA,TL, JC, CGT] [ OP8 ] d) Parts order details with staff name [ OP9 ] e) Parts arrival details [ OP10 ] |
Appointment
re-confirmation is very essential in order to ensure that all appointment
customers are reminded of the relevant dates & times of appointments and
also, this helps in effective workshop planning
|
a) Check SOP of app
reconfirmation and
verify with the staff
b) In i-CROP, Main Menu - Stall Appointment check the chip colour (confirmed chip should be green in colour) c) Check availability of Non-FIR or Repeat Repair remark visualize on the appointment related paper document. (E.g.Remarks in the Appointment Chip,AWACS, Appointment list, and RO) [5 Samples] d) Interview Appointment staff & others [SA,JC,CGT] to clarify their understanding on handling Non FIR/Repeat repair customer appointment & handle thse Customers e) Sharing of Repeat Repair Appt list to service team on N-1 day for better planning & preparation f) Check the AWACS/Parts Order sheet have appropriate information on Parts Order date & staff name g) Check the Parts arrival date is clearly mentioned in the AWACS/Parts Order sheet for the Confirmed Appointment (GREEN COLOR IN SAM) h) Check the usage and understaning of Part Order Control Tool with the Appointment staff and SA |
O: If all the information is
available
X : If one or more information is missing |
Mandatory
|
All the Tentative Appointment Chips should be taken up for confirmation and the result updated for all the chips. Appointment confirmation information is also recommended to be recorded in the AWACS. Repeat Repair customers should be given priority and handled as special customers Sharing of Repeat Repair Appt list to service team on N-1 day should be practised for better planning & preparation For the Special Order Parts Vehicle, It is required to do the Appointment confirmation on N-2 (BASED ON THE PARTS LEADTIME). Based on the confirmation, communciation to Parts need to be provided for Parts Ordering. Parts Order Control Board support in easying out the above operation. |
G
|
|
10
|
Operations I
|
Appointment Preparation
|
Special Order Parts
handling SOP is available and implemented
|
It is very important as
to how the service department gets informed of the status of SOP parts, as a
misunderstanding
can cause serious customer dissatisfaction. Written information will reduce the risk of miscommunication. |
Check the SOP and confirm
with the actual operations of Spl. Order handling
|
O: If all the mandatory
items are available and SOP is fully implemented
X: If one or more than 1 mandatory item is missing or if the SOP is not fully implemented |
Mandatory
|
The following items are
mandatory:
a. Staff details, Customer details & order details on Spl. Orders with Appointment information [AS18] b. Clearly demarcated area for storing Spl. Orders with a clear SOP for handling teh same [AS18] c. Clearly defined ageing process There should be a daily review procedure to identify parts which have passed their scheduled appointment date.The SOP shoould cover the area of appointment rescheduling when ETA changes happen |
G + BP
|
NEW SL.No
|
Q.No
|
Chapter
|
Checkpoint
|
Purpose
|
Checking Method
|
Scoring Criteria
|
Mandatory ?
|
Additional Help
|
Shop
|
Remarks
|
12
|
Operations I
|
Reception
|
The appointment system
& EM is promoted by service
advisors verbally to customers and in General & B&P shop advertising,
signage, direct mail and other methods
|
Promotion of appointment
system and EM is essential to bring
awareness among customers about the benefits of appointment system and Express Maintence
|
a) Check for display of
appointment numbers at prominent locations and promotional documents
b) Observe SA's during customer interaction c) Check for the EM Promotion material display in the Customer lounge and other media of EM promotions [Ex: Envolpe, Business Cards etc.,] |
O: If Appointment system & EM is
promoted verbally & in signage
△: If Appointment system & EM is promoted only verbally or only through signage X : If neither verbal nor visual promotion is available |
Non Mandatory
|
All promotional material
should include reference to the service appointmnet system and contact phone
number.The specific wording should fit the market,including a strong
recommendation for the customer to call
All Promotion Materials to focus on EM Promotions in all the ways |
G + BP
|
|
13
|
Operations I
|
Reception
|
For customers not keeping
their appointment times,
a) No Show Follow Up SOP is available and implemented b) The no. of chips in the 'No-Show Area' of the SMB matches with the actual no. of No-Show |
No-show Follow-up is
essential to ensure customers arrive at dealership on the promised date &
time. This makes the resource planning & utilisation better at the dealerships.
|
a)Check availability of
No-Show SOP (GR & BP Operation) and confirm with staff the implementation
b)For GR, Check the chips in No Show area in SMB c) Check in SMB whether for Car-in time shown in Red color are moved to No-show Area [ In case, if Customer Revised the appoinment during No show, then Appointment need to revised based on the time Availability.] |
O: If SOP is available
and fully implemented & 100% chips match in the No-Show area with actual
conditions
△: If SOP is available but some items are not implemented or 80~99 % chips match in the No-show area with actual conditions X: If SOP is not available or if the actual operations do not match with the SOP or if less than 80% chips in the No-Show area match the actual conditions |
Non Mandatory
|
For all the no-show customers the dealer staff has to call the customer to confirm the Appointment. It is better to call the Customer with in 15mins of actual Appointment time to make approprate decesion(reschedule, cancellation etc.). Pre-show call (call to customer few mins before the appointment time) should not be considered as an alternative to no-show call. |
G
|
|
14
|
Operations I
|
Reception
|
Front line staff ( SA,
lobby incharge, TL ) are observed
acknowledging or greeting customers as they first arrive
|
Greeting customers with a
smile is the first step in ensuring happy customers
|
Observe the actual
process
|
O: If all SA's are
greeting customers with a smile
△: If less than 20% SA's are not greeting customers with a smile X : If more than 20% SA's are not greeting customers with a smile |
Non Mandatory
|
This greeting can be
polite"Hello,I'll be with you in a minute".Of course a proper
greeting and reception process is best,but not always immediately possible.
Observation is the best method for evaluation.
|
G+ BP
|
|
15
|
Operations I
|
Reception
|
During the reception
process, the walk-around SOP Is available & implemented
{ Dedicated area in RO for recording walk around results is mandatory - [ OP16 ] } |
It is essential to check
the customer's vehicle for any kind of damages at the time of reception
itself in order to avoid any dissatisfaction to customers at the time of delivery.
This helps in improving the relationship between customer & dealership.
|
a) Observe the actual
work & compare with AWACS SOP
b) Check a sample of 20 AWACS c) In case of Tablet usage, Check a sample of 20 Repair Orders |
O: If walk around SOP is
available and fully implemented
X: If walk around SOP is available but not fully implemented or if walk around SOP is not available |
Mandatory
|
The AWACS should containg
the following information:
a) Vehicle condition (scrathes, dents, etc) b) Customer belongings details (CD, books, etc ) In case of Tabet usage, SA need to update the Vehicle condition in the Repair order copy and same need to explained to customer before taking Customer signature |
G
|
|
16
|
Operations I
|
Reception
|
During the reception
process, the following items are recorded in the DMS or related
documents and Customers are given an adequate
explanation of the repair work before it has begun
a) Job Details b) Estimated cost(OP7) c) Promised Delivery Time(OP6) d) Staff Name & signature e) Customer Signature [OP17] f) Confirm Customer Voice g) Vehicle trouble symptoms , diagnosis result, cause & Job Instruction for all GR Jobs [ OP5, OP15 ] h) Further Work required [BP] i) insurance details [BP] |
It is important to ensure
that all customer requests are noted on the repair order as the RO is
reffered by technicians to carry out the jobs. Customers should be clear as
to what would be the cost and time of the service that will be performed and
the benefits of the same
In Case of BP, It is essintial to understand the Insurnace details along with other details |
a) Observe the actual process of RO
preparation for General shop customer
b) Check SA Captures & Writes all Actual Customer Voice ( Observe 2 GR & BP Reception process) c) Check how Customer Concern is Confirmed (Test Drive) d) Check availability of the staff name (S/A, TL/CGT, JC, Technician)and signature are recorded and identified in RO/DQ documents e) Check 5 samples of diagnostic questionnaire is available & completely filled with quality ( Symptoms & conditions, Diagnosis/inspection results, cause & Job Instructions by skilled personnel like CGT or TL incase of GR jobs) Same person should confirm the quality after repair & explain the customer during delivery if required f) Check the Insurace details and Customer Request are clearly mentioned in the BP Estimate/AWACS |
O: 1. If the Customers [obsreved
cases] are given complete explaination of the work to be done on the vehicle with cost and time and all the sample RO's
contain the required information
2. If Customer Signature and other infromation are available X: 1. If any one Customers [obsreved cases] is given complete explaination of the work to be done on the vehicle with cost and time and any one of the sample RO's doesn't contain the required information 2. No Customer Signature and few information missing |
Mandatory
|
Estimate copies can also be used for the explanation pruposes.
Customer authorisation has to be taken after the explanation
|
G + BP
|
|
17
|
Operations I
|
Reception
|
Quality Gate-1 is implemented
[Confirmation of GR repair order content by Quality Gate inspector (such as Job Controller) ] * Quality - Quality of Information( Customer Voice, rejection data, action Plan .etc. * Quantitative - Up-to-date information ( Rejection data,KPI's.etc) |
Quality Gate 1 helps to improve RO quality by Capturing and transferring 100% customer voice to the next process i.e. production which helps technicians to carryout their job easily. |
a) Check for the existence of Quality
Gate 1 inspector [such as JC]
b) Check if RO contains identification for QG 1 check [ QG Pass Stamp] c) Check Gate-1 rejection data capturing in record form & manual visualization with SA wise rejection [Quality & Quantity] d) Interview SA's to check whether feedback is shared to them by JC every day. e) Check documents/Softcopy for the Action Plan of Quality Gate 1 rejections. [Quality & Quantity] f) Check Quality Gate 1 review mechanism & action plan by SM & GMCS as per review mechanism structure. [Quality & Quantity] |
O: If a,b,c,d ,e & f of checking
method available.
X: If any one of a,b, c, d, e or f is not available. |
Mandatory
|
Action plan is made with
the objective to improve SA's
technical ability
|
G
|
|
18
|
Operations I
|
Reception
|
Quality Gate - 1 Tools are available
and used effectively [ SA Ready Reckoner, Test Drive Tracker, Q Talk Card,
Appointment information sharing to CR & Service ]
|
SA ready reckoner helps to understand
the complaint symptom and conditions. SA ready reckoner also helps in better
problem confirmation & accurate diagnosis. Test driver tracker data is
required for Re-repair data capturing & analysis. Q Talk card helps in
customer expectation capturing &
two way communication between SA & Washing Supervisor.
|
a) Check for ready reckoner
availability & interview SA's about its content & usage
b) Check the test drive tracker for complete details {eg-Before & After test drive datails,Test drive with or without customer,Before & After test drive taken by same CGT, result of test drive}. c) Check Q talk card is being used or not. Interview SA's & washing supervisor to check their understanding. Check Q talk card perforation attached with RO & same comment is updated in QC remarks. |
O: If all QG 1 tools are available and implemented
X: If one or more of the QG 1 tools are not available or not implemented |
Mandatory
|
SA ready reckoner is
stuck on the writing pad for quick reference of probing questions to gather
additional information from the customers.Data capturing of test drive
vehicles for both before service and after service has to be done. A badge is
recommended to be used for before & after service test drives which
should be shown to security to capture the test drive data
|
G
|
|
19
|
Operations I
|
Reception
|
Parts Pre-Pull SOP is
available and implemented
|
Parts required for
service should be kept ready when the technician arrives at the parts counter
so that there is less waiting time for technician at the counter
|
Check the SOP for parts
pre-pull & confirm with the actual operations
|
O: If SOP is available
and fully implemented
△: If SOP is available but some items are not implemented X: If SOP is not available or if the actual operations do not match with the SOP |
Non Mandatory
|
G
|
||
20
|
Operations I
|
Reception
|
Missing and open repair
order review is conducted atleast monthly for both General & Body shop
|
Repair orders open for a
very long time or those missing must be tracked at the end of each month.
This helps in effective accounting of financial issues & also helps in
parts inventory management
|
Check for evidence of the
repair order checking procedure (checksheet/SOP)
Check for the reason and Action taken for the Missing Repair Order |
O: If SOP is available
and implemented
△: If SOP is available but not implemented X: If SOP is not available |
Non Mandatory
|
Missing repair orders are
those where the repair order form has been misplaced(For example the repair
number exists but there is no filed documentation.)Open repair orders are
those where work is incomplete(work in progress) and the customer can be
billed.
|
G + BP
|
NEW SL.No
|
Q.No
|
Chapter
|
Checkpoint
|
Purpose
|
Checking Method
|
Scoring Criteria
|
Mandatory ?
|
Additional Help
|
Shop
|
Remarks
|
21
|
Operations II
|
Production
|
The repair orders waiting
to be allocated to technicians are filed in a rack & easily visible to
service staff
|
This is essential to
ensure that all RO's are attended to and any delay is avoided
|
Check the RO's handling
area at the dispatch section
|
O: If a proper RO rack or any other system is available for Job Progress control and
all RO's are easily visible
△: If RO rack or any other system is available but all RO's are not visible X: If no Job Progress Control mechanism is available |
Non Mandatory
|
Repair order racks are
the most common method for this item,however there many be acceptable
alternatives that do not use the traditional racks. A pile of repair orders
on a desk or in an in-basket is not an acceptable alternative
|
G
|
|
22
|
Operations II
|
Production
|
Repair orders are
dispatched to technicians based on their skill level and experience
|
In order to achieve Fix
It Right, it is essential for the right man to do the right job. Hence, job
assignment has to be based on skills of the technicians
|
a) Check availability of technical skill map at the
dedicated area near JPCB Board.
b) Interview with Job controller to check how the job is dispatched by using the technical skill map. c) Sample check for 30% of total technicians on whether the skill level matches that mentioned in technical skill map. > Check frequency of updating: ⓐ Ideal : 1 per month ⓑ Minimum : 1 per year |
O: If the technician
skill is considered while dispatching jobs
X: If technician skill is not a factor in job dispatch |
Mandatory
|
A repair job should
rarely be given to unqualified technicians.The only exception is for training
purposes and even in this case only with a supervisor.Jobs should be assigned
according to the technicians writtten skill matrix. Skill matrix should be
maintained for all technicians and updated regularly
|
G
|
|
23
|
Operations II
|
Production
|
The job progress control
system ensures only 1 repai order is assigned to a technician at a time
|
Assigning multiple RO's
to the same technicians at the same time results in incomplete jobs and may
also lead to poor quality
|
Observe the job despatch
process and and confirm the actual conditions in the shop floor
|
O: If all technicians in
the General shop are working on only 1 vehicle at the same time
△: If one technician in the General shop is working on more than 1 vehicle at the same time X: If more than 1 technician in the General shop is working on more than 1 vehicle at the same time |
Non Mandatory
|
G
|
||
24
|
Operations II
|
Production
|
The go-ahead instructions
& prioritisation rules for each process is clearly defined in the Work
Sequence Sheet (WSS)/SOP and implemented
|
Go-Ahead instructions are
required for the staff to understand 'what' to do 'when'. It also helps in
synchronising the entire process flow of the service operations
|
a) Check the Work
Sequence Sheet (WSS) & SOP documents for the clear definiton of "GO-ahead Instruction"
b) Interview the staff to confirm the same for critical Process |
O: If all the WSS are
provided with clear go-ahead instructions & prioritisation rules
△: If one WSS does not have go-ahead instructions or prioritisation rules X : If more than one WSS do not have go-ahead instructions or prioritisation rules |
Non Mandatory
|
Go - ahead instruction
refers to the 'trigger' to start an action. Ex:- Time of the day, phone ring,
etc.All the processes from MRS & Appointment to PSFU must be covered.
|
G
|
|
25
|
Operations II
|
Production
|
The following items are
available on the vehicles in the General & BP Shop:
a) Seat Cover [AS38] b) Floor Mats [AS38] c) Fender Cover [AS25] d) Grill Cover [AS25] |
Protecting vehicles from
damages like dents, scratches, etc is very important durimg the servicing of
the vehicles as it enhances customer's trust on the dealership
|
a) Check the vehicles in
General & B&P shop for the existence of all the items
|
O: If all vehicles in Gen
& BP shop have all the items
X : If one or more vehicles in General or BP shop do not have all items |
Mandatory
|
G + BP
|
||
26
|
Operations II
|
Production
|
For all the chips in SMB
[only Main area], the following are matching:
a) RO's in Today's Appointment Board & JPCB [Waiting for Service, Next Job & Being Serviced columns ] b) Technicain, Vehicle & Stall in Shopfloor |
For smooth flow of
service processes and on time delivery of vehicles to customers, it is
essential to synchronise the operations in all areas. The JPCB & SMB are
tools available for this purpose
|
a) Check the chips in SMB
and compare with vehicle & RO status for the below condition
1. Being Service 2. Next Job 3. Waiting for Service |
O: If 100% matching is
achieved
△: If 80% or more matching is achieved X: If less than 80% matching is achieved |
Non Mandatory
|
It is very important to
confrim the information are matching as per the actual condition in the
workshop, which help all the stake holder to prorities the work based on the
customer need
|
G
|
|
27
|
Operations II
|
Production
|
RO's in JPCB match with
the actual conditions of vehicle location & status hanger
[JPCB - Waiting for Service, Waiting for Final Inspection, Waiting for Car Wash, Job Stoppage, Waiting for invoicing, Waiting for Delivery ] |
For smooth flow of
service processes and on time delivery of vehicles to customers, it is
essential to synchronise the operations in all areas. The JPCB & SMB are
tools available for this purpose
|
a) Match the RO's in JPCB
with the actual position of vehicles
|
O: If 100% matching is
achieved
△: If 80% or more matching is achieved X: If less than 80% matching is achieved |
Non Mandatory
|
G
|
||
28
|
Operations II
|
Production
|
There is no parking in the passage
way or unmarked areas and all vehicles are parked in the designated areas
only
|
No vehicles should be
parked in unmarked areas such as workshop aisles as this will obstruct the
movement of other service vehicles & impact smooth flow of operations
|
Check the General and BP
shops and the parking area
|
O: If no parking in the passageway
& all vehicles are parked in designated areas
△: If less than 10% vehicles are parked in the passageway or not parked in designated areas X: If more than 10% vehicles are parked in the passageway or not parked in designated areas |
Non Mandatory
|
Only those bays to be
considered as work bay/ parking bay which is mentioned in approved layout.
|
G + BP
|
|
29
|
Operations II
|
Production
|
Regarding EM SOP
implementation, the following are complied with.
a) EM SOP are available for all applicable models [including 40K service ] and cover atleast 50% of PM units received monthly b) Express Maintenance is carried out according to the EM work procedures [SOP] |
In order to carry out a
safe, high quality service & repair, it is essential to follow the TMC
recommendations during vehicle servicing. EM work procedures are designed for
three man operation keeping in mind the minimum walking/waiting etc of the
technicians. Only when these procedures are followed, can the shorter lead
times be achieved.
|
a) Check for existence of
EM SOP for all models at the EM stalls
b) Cross-check of the EM SOP with the owner’s manual & observe actual EM work of EM-Heavy |
O : if both a & b are
fully complied with
Δ: if one of a or b is not complied with X : if neither a nor b is complied with |
Non Mandatory
|
The EM SOPs must be
located at the EM Stalls. For super light EM bays, 'Two-man' operation is
recommended.
|
G
|
|
30
|
Operations II
|
Production
|
Regarding EM SOP
implementation, the following are complied with.
a) All maintenance items outlined by TMC are implemented [Lubricants & Run, Turn, Stop items] b) All maintenance items are carried out according to TMC instructions [Following tools need to be used: Dial gauge, scale, torque wrenches, and battery tester (or hydrometer) ] c) All recommened Material need to be used during EM service [ Oil, Grease, Parts] |
In order to carry out a
safe, high quality service & repair, it is essential to follow the TMC recommendations
during vehicle servicing. EM work procedures are designed for three man
operation keeping in mind the minimum walking/waiting etc of the technicians.
Only when these procedures are followed, can the shorter lead times be
achieved.
|
a) Cross-check of the EM
SOP with the owner’s manual & observe actual EM work of EM-Heavy
b) Check whether all recommended tools and Material are used during the EM Operations |
O : SOP & EM work
implement all maintenance items, all tools and material are used
Δ: SOP implements all maintenance items but in actual work 1 item is not implemented or some of the tools are not used X : SOP doesn’t implement all maintenance items or in actual work 2 items or more are not implemented or all tools are not used |
Non Mandatory
|
G
|
||
31
|
Operations II
|
Production
|
Tthe following items are recorded in
the DMS or related documents as a result of the production process
a) Job Start & Completion Times & staff name (production) [ OP18 ] b)Repair quality inspection by the same highly skilled person attended the customer during Reception [OP19 ] c) Diagnosis results ,problem confirmation, cause, Job Instruction, staff name & start/finish times of diagnosis [OP25] d) Repair and quality inspection result in repair order understandable for S/A to use during explanation process? [OP20] |
Job start and completion times are
essential to measure the efficiency and productivity of technicians. Job
results assist the QC inspector in determining if the correct method was used
to rectify the problems. Also, it serves as a reference while discussing the
jobs done with customers. Quality check results ensure that all the customer
requests are attended to and the vehicle problems are resolved.
|
a) Check 10 RO's for Job Start &
Completion Times & staff name (production).
b) Sampling check of 10 GR Repair Orders whether the quality inspection result clearly indicated or-not by the same highly skilled person as a result of test drive. c) Check 10 Repair Order for the clear job Results & QC results written with quality on Repair Order d) Interview with S/A & Technician whether they understand of the details written in R/O or related paper documents & explain it with QC remarks to the customer ] |
O: If 100% samples
contain all information
X : If some items are missing in some sample RO's |
Mandatory
|
Confirm the availability
of Quality Inspectors who are skilled enough to carry out inspection / road
test.
In case of EM, Centre technican can perform the Quality Inspection |
G
|
|
32
|
Operations II
|
Production
|
The following SOP are
avalable & implemented:
a) Additional Job [OP21] b) Job Delay [OP22] |
It is very important to
contact the customers prior to starting the additional jobs because the
customer may refuse to pay for the repairs/replacements not authorised
before-hand
|
a) Check the Add. Job & Job Delay
SOP and confirm with the staff on the implementation of the same
b) In SMB, check for relation/simple copy chip for vehicles with additional jobs c) a) Sample check 10 GR RO's & 10 BP RO's for repair result and additional job written clearly or-not. d) Interview with technician and skilled personnel to check their understanding of repair result & additional job. |
O: If the SOP is
available and implemented
X: If SOP is not available or if SOP is available but not implemented |
Mandatory
|
Add. Job SOP should
incorporate the process to communicate to customer the Job Details, Pricing,
Request Approval, Changed delivery time. All these details should be captured
in the repair order/DMS. Add. Job should be started after gaining customer
approval.
|
G
|
|
33
|
Operations II
|
Production
|
The reasons and
re-starting schedule are indicated on the repair orders or Job Progress
Control Board for Job Stoppage vehicles, and that information can be seen at
a glance
|
Job Stoppage is a
critical aspect of Job Planning and affects the on time delivery rate.
Accurate information on restarting job is essential in answering customer
queries and also in better job planning
|
a)In SMB, check
the chip details for chips lying in 'Job Stoppage' ( check for remarks )
b) Look for information on the RO ( this should match with the chip details ) |
O : The information is
indicated for all R/Os & chips
Δ: Less than 20% of R/Os & chips have no information X : 20% or more of R/Os & chips have no information |
Non Mandatory
|
G
|
||
34
|
Operations II
|
Production
|
Quality Gate 2 is implemented &
sustained
|
Quality Gate 2 helps to
ensure that no defects pass on to the customers and also it helps to improve
the skills of the technicians &
builds Quality culture within Workshop
Quality - Quality of Information( Customer Voice, rejection data, action Plan .etc. * Quantitative - Up-to-date information ( Rejection data,KPI's.etc) |
a) Check for the existence of Quality
Gate 2 inspector [such as CGT/TL]
b) Check if RO contains identification for QG 2 check [ QG Pass Stamp] c) Check Gate-2 rejection data capturing in record form & manual visualization with Technician wise rejection [Quality and Quantity] d) Interview Technicians's to check whether feedback is shared to them by CGT every day. e) Ensure the Workshop Organisation available with clear roles & responsibilities defined for CGT f) Check documents/Softcopy for the Action Plan of Quality Gate 2 rejections. [Quality and Quantity] g) Check Quality Gate 2 review mechanism & action plan by SM & GMCS as per review mechanism structure. [Quality and Quantity] |
O: If a,b,c,d,e, f & g of
checking method available.
X: If any one of a,b,c,d,e, f or g is not available. |
Mandatory
|
G
|
||
35
|
Operations II
|
Production
|
The re-repair data is
captured and root cause analysis and countermeasures are initiated for
re-repairs & non-fir cases by the Service Manager
|
Root cause analysis is an essential
part of the problem solving methodology and needs to be practised for all
non-FIR concerns to develop
countermeasure for reoccurrence prevention.
|
a) Check availability of the root
cause analysis and countermeasure taken in related documents or computer
system.
b) Interview with Service Manager and related members to check their understanding of conducting root cause analysis and countermeasure. c)Check frequency of Root Cause Analysis: Ideal : All Minimum : 1 Root Cause per month |
O: If data is captured,
analysed & countermeasures implemented
X: If data is not captured or not analysed or if countermeasures not implemented |
Mandatory
|
G
|
||
36
|
Operations II
|
Production
|
The Dealer has a written
quality control process policy and procedures in place & qualified
persons are assigned the responsibility for quality control to comply with
the written quality policy and procedures
|
Providing quality service
to customers is a key factor of the overall CSI and this has to be checked
and ensured by qualified personnel
|
a) Check the policy
document and verify with the staff
b) Confirm with the staff who are doing the Quality check on their certification level |
O: If QC policy is
available & implemented and all the quality inspectors are Pro-Tech or
above
△: If QC policy is available but not fully implemented or less than 20% of the quality inspectors are not Pro-Tech X: If QC policy is not available or more than 20% of the quality inspectors are not Pro-Tech |
Non Mandatory
|
The person responsible
for the final inspection must be qualified(atleast a Pro technician)to fully
understand the technician aspects of the jobs.Additionally,this person must
be good at record-keeping and reporting. The final inspection sheets help
ensure consistent high quality during the inspection.They can also be used to
track and solve problems.Final inspection may be done by a technician on some
jobs. In Case of EM, the
inspector should be Pro Tech to ensure the final Quality
[ If Pro-Tech not available, experienced technicians should be handling QC role] |
G + BP
|
|
37
|
Operations II
|
Production
|
In case of general
repair, the warranty decision is available in the DMS or related paper
documents [OP26]
|
It is very important to
avoid handling mistakes, as the repair order with a warranty case will be
handled differently by the workshop, parts & finance
|
Check a sample of 20 RO's and
Diagnostic Questionnaire
1) Warranty Decision is indicated in the R O 2) Customer Signature is available for Warranty jobs in the R O and Invoice. 3) Defect description for Warranty job is available in R O / QC Remarks. |
O: If 100% samples meet
the guidelines
X: If less than 100% samples are satisfactory |
Mandatory
|
Key points to check -
availability of dedicated area in RO / DMS & availability of required
information
|
G
|
|
38
|
Operations II
|
Production
|
In case of general
repair, there is a record for the times Dealer staff contacted the
Distributor for assistance in diagnosis/repair [OP27]
|
This is important to
avoid a situation in which the problem is not fixed right because repairs
were based on an assumption and conducted without full knowledge of the
repair procedures
|
a) Check availability of the repair
support route(Escalation Matrix).
b) Check availability of repair support documents(RSR). c) Interview with all concerned staffs (TL, Chief Tech. and Tech.) to check their understanding in the repair support route. |
O: If proof of support
requested is available
X: If no proof is available of the support requested from distributor |
Mandatory
|
G
|
Under mentioned Practices are for Parts areas:
NEW SL.No
|
Q.No
|
Chapter
|
Checkpoint
|
Purpose
|
Checking Method
|
Scoring Criteria
|
Mandatory ?
|
Additional Help
|
Shop
|
Remarks
|
39
|
Operations II
|
Parts
|
The Dealer applies the 7
storage techniques for the storage for Serviceparts [AS19]
|
7 storage techniques
create a parts working area that: Maintains parts quality, Utilizes Safe
Handling Procedures & ensures effective space utilization and efficient
operation
|
Check the parts warehouse
|
O: If the storage method
complies with the 7 storage techniques
X: If one or more of the 7 storage techniques are not complied with |
Mandatory
|
7 Step storage techniques
are
a) Similar parts grouped together b) Long and thin parts stored vertically c) Parts stored within easy reach d) Heavy parts stored down low, or at waist level e) There is a separate location for each part number f) There is irregularity control by visual means g) Parts stored according to moving class |
G + BP
|
|
40
|
Operations II
|
Parts
|
The General and B&P
shop have in place written standardized procedures for following up on back
order parts
|
It is important for all
service staff to understand the back order parts availability status in order
to handle customer qeuries.
|
Ensure visual confirmation on
a) Availability of Back Order Status board / sheet and check implementation of the same (if No SOPH & ETA Tool) b) Display of Back Order Parts information in the Front Office [GR& BP] c) Check for sheets in SOPH & ETA Tool in the Parts Area for GR only ( if SOPH & ETA Tool Implemented) d) Check the usage of SOPH tool in BP Special Order parts handling |
O:If General and B&P
shop have in place written standardized procedures for following up on back
order parts & implemented
X: If General and B&P shop have not written standardized procedures for following up on back order parts or is not implemented |
Mandatory
|
Spend some time reviewing
the General and B&P shop's back order parts status and procedures to
determine the effectiveness. Without having a standarized procedure in place
the possibility of losing track of back order parts is increased.
|
G + BP
|
|
41
|
Operations II
|
Parts
|
Dead stock parts are clearly
identified at the dealership & the General and B&P shop have an
ongoing parts scrapping policy and Dilute the parts timely
|
Dead stock parts must be clearly
identified or stored seperately to ensure visulaization in order to initiate
timely actions for liquidating the parts.
Obsolete parts need to be properly disposed off in order to maintain a lean inventory. Policy towards this approved by management is effective in implementing this. Timely action taken to dilute the parts by placing the parts in Locator (CTDMS) |
a) Check marking or label on the the
applicable parts cleraly indicating dead parts or parts stored in separate
rack and rack is marked or labelled to indicate dead stock parts storage
b) Check the documental evidence of scrapping policy c) Confirm with evidence of Scrap parts photograph with Management Authorization d) Dead Stock Parts are placed in Locator in CTDMS |
O: If dead stock parts are clearly
identified and have an ongoing parts scrapping policy & policy been implemented
△: If dead stock parts are not clearly identified or there is no parts scrapping policy & policy been implemented X: If dead stock parts are not clearly identified and there is no parts scrapping policy & policy been implemented |
Non Mandatory
|
It is recommended to
allocate a fixed percentage(e.g 1%) of cost of parts sales to the annual
scrap budget. Scrapping policy to include a policy to liquidate dead stock
|
G + BP
|
|
42
|
Operations II
|
Parts
|
The Serviceparts KPI
Board is set up and Management reviews monthly. Also, the primary KPIs [ ROFR, SR, SM] are analysed and
PDCA carried out.
[Refer Annexure 1 ] |
Review by dealer management reuired to drive parts team towards realizing results |
Check KPI board as per annexure
a) Check for board installation & KPI updation as per annexure (ex: Some are updated monthly & some daily) b) Check for monthly review by dealer managment c) Check for actions initaited based on the PDCA |
O: If managment monthly review KPI board & do PDCA on primary KPIs (ROFR, SR, SM) △: If managment does not monthly review KPI board or PDCA on primary KPIs (ROFR, SR, SM) is not done X: If both are not compiled |
Non Mandatory
|
i. Ask basic questions on
the papers displayed on board
ii. Primary KPI (ROFR, SR, SM): Papers supporting analysis & actions being initaited (check results based on action if any) iii. Ensure the report is update periodicallly to the management |
G + BP
|
Below mentioned practices for Washing areas:
NEW SL.No
|
Q.No
|
Chapter
|
Checkpoint
|
Purpose
|
Checking Method
|
Scoring Criteria
|
Mandatory ?
|
Additional Help
|
Shop
|
Remarks
|
43
|
Operations II
|
Washing
|
Standerdized washing
materials are being used:
a) Soap Concentrate b) Degreaser & cleaner c) Rubber shine d) Plastic shine e) Clean view f) Brush kit g) Component Dresser h) Sponge i) Cotton cloth |
Standardised washing
materials help to improve the washing quality
|
Check for availability /usage at the
washing area for all 7 materials. The Condition of Cloth used for washing has
to be good.
|
O: If all the materials
are available & used
△: If one material is missing or not used X: If more than one material is missing or are not used |
Non Mandatory
|
1.All materials should be procured from reccomended supplier
2. Check Material/Car usage from CS Marketing report (It gives a picture on actual materials ordered vs demand) |
G + BP
|
|
44
|
Operations II
|
Washing
|
Washing [ both Under body
& Body ]Process has a clearly defined SWP and the same is implemented
|
Washing of Service
vehicles is a very important process and impacts the Customer Satisfaction in
a big way. Standard procedures for washing are essential to identify
irregularities and carry out Kaizen
|
a) Check for the written
SOP on Washing
b) Interview staff for their awareness of the SOP c) Observe the actual washing process [ both Under body & Body ] |
O: If washing SWP is
available and implemented
X: If SWP is not available or if the implementation is not as per the SWP |
Mandatory
|
The SWP should carry the
following information
a) Steps / Sequence of operations [What/When] b) Manpower details [Who] c) Tools used |
G + BP
|
|
45
|
Operations II
|
Washing
|
TKM recommended washing guidelines (
Do's & Don’t's ) are adhered to.
Training to the entire service team about vehicle washing process and the method using 'Washing Training Video' is provided & |
Washing guidelines have
been developed taking into account vehicle safety, team member safety and
will help in achieving high levels of cleanliness and customer satisfaction
|
a) Observe the washing
process(Underbody , body & interior)
b)Random check with team members to judge the awareness and benefits of Washing Video |
O: If washing guidelines
are adhered to
X: If some deviation is observed in washing methodology w.r.t. TKM guidelines |
Mandatory
|
Washing training video is
an effective tool to train staff on the washing guidelines.All Service Team
consisting of Washing Team, SA Team & CR Team are supposed to be aware of
this. Also, check for the Washing posters display
|
G + BP
|
|
46
|
Operations II
|
Washing
|
Washing Team carries out morning
meeting on a daily basis wherein washing concerns identified in PSFU &
QG#3 are shared and discussed by using pictorial visualization
|
This is important to
effectively monitor the washing performance in terms of washing quality
|
a) Check for evidence of meetings
within the washing Team
b) Check for PSFU & QG#3 Washing concerns sharing records b) Random check with washing team members to judge the awareness on PSFU washing concerns |
O: If regular sharing of
Washing concerns is happening to the washing team
X: If there is no structured sharing of washing concerns with the team |
Mandatory
|
G
|
||
47
|
Operations II
|
Washing
|
Quality Gate 3 is implemented &
sustained
|
Quality Gate 3 is
designed to improve the washing quality
* Quality - Quality of Information( Accurate rejection data, action Plan .etc.) * Quantitative - Up-to-date information ( Rejection data,KPI's.C/M etc.) |
a) Check for the existence of Quality
Gate 3 inspector [such as Washing Quality Inspector]
b) Check how QG inspector is doing Quality Check Process a) Washing Checklist is used or NOT b) Process of Rejection & Correction c) 'Q' Talk Card usage for two way Communication c) Check that the Vehicle should contain identification for QG 3 check [ QG Pass Stamp/Sticker] c) Check Gate-3 rejection data capturing in record form & manual visualization with concern wise rejection [Quality and Quantity] d) Interview washing members to check whether feedback is shared to them by Washing Quality Inspector every day on PSFU and QG#3 concerns. e) Check documents/Softcopy for the Action Plan of Quality Gate 3 concerns. [Quality and Quantity] f) Check Quality Gate review mechanism & action plan by SM & GMCS as per review mechanism structure. [Quality and Quantity] |
O: If a,b,c,d, e & f of checking
method available.
X: If any one of a,b,c, d, e or f is not available. |
Mandatory
|
G
|
Delivery areas Practices:
NEW SL.No
|
Q.No
|
Chapter
|
Checkpoint
|
Purpose
|
Checking Method
|
Scoring Criteria
|
Mandatory ?
|
Additional Help
|
Shop
|
Remarks
|
48
|
Operations II
|
Delivery
|
The delivery preparation SOP ia
available and implemented. Reconfirmation of Customer requested job done
& Washing Quality by SA
> Education of Floor Mat installation to Customer > Self Check assurance before delivery( of QG#4 seal on Invoice) |
It is very important that
the S.A. / person doing the delivery performs a final check on the vehicle
before the actual delivery. This will ensure all customer requests are
carried out and the vehicle is clean. Also Education the Customer DO and Dont on Floor mat installation
|
a) Observe the actual delivery
preparation process by SA(QG#4 process)
b) Check and ensure the SA explains the Floor mat installation procedure to customer b) Check a sample of 10 General shop RO's, invoice & interview with SA on the same. c) SA to check the RO documents & washing quality by himself to confirm all Cust requested job done & all QG Seals . d) Check SA Explanation on all jobs to customer through QG Seals |
O: If all SOP is
available and implemented
X: If any SOP is not available or if implementation is not complete |
Mandatory
|
Confirm Interior & exterior
ceanliness before Vehicle Delivery and Input Results in RO [OP23]
> SA to ensure QG#1 & QG#2 stamp on each RO & QG#3 sticker on Vehicle, QG#4 seal on Invoice > SA to check the RO documents & washing quality by himself to confirm all Cust requested job done & Washing Quality is good |
G
|
|
49
|
Operations II
|
Delivery
|
All courtesy items such
as seat covers and floor mats are removed from the vehicle before or during
delivery to the customer and all customers have their vehicle delivered or
they are escorted to the vehicle upon completion of the job
|
The courtesy items are
meant to be used as vehicle safety items during service. They need to be
removed after service and reused for other vehicles. The customer should have
the car presented to them by
appopriate and qualified dealer staff. This will build a strong relationship
between the dealer and the customer.
|
Check the actual delivery
process to ascertain this
|
O: If the courtesy items
are removed in all vehicles and the customer is escorted to his vehicle and
Cashier by dealer staff
△:
If courtesy items are not removed for less than 10% vehicles or If
vehicle and Cashier location is indicated to customer but nobody escorts the
customer
X: If courtesy items are not removed for more than 10% vehicles or Customers is not even informed of vehicle and Cashier location |
Non Mandatory
|
Any dealer staff can
remove the courtesy items based on internal processes. The customer should
never be allowed to wander the dealer's parking lot looking for their vehicle
after service
|
G + BP
|
|
50
|
Operations II
|
Delivery
|
During the delivery
process,
a) Customers are given a clear explanation of work done using a repair order and an itemized invoice & the same is confirmed in the RO [OP24] b) For general repair, when the defect/malfunction is fixed, confirmation with the customer is taken [OP29] c) Self check of Repair Completion and Repair Quality by SA [Quality Gate 4] - (ONLY FOR GR) d) The IAS is implemented and actions taken immediately e) Customer prefference for PSFU date & time is captured [OP30] |
It is very important from
the customer point of view to receive this explanation in order to confirm
that all their concerns were handled by the dealer staff
|
a) Check the actual delivery process
to ascertain that customers are given a clear explanation of jobs done after a through examanation by SA
b) Check a sample of 10 RO's of General shop for following; > Check test drive with customer by the same highly skilled TL/CGT to confirm the concern is resolved. > Interview with S/A and skilled personnel to check their understanding of confirmation process > Confirmation of Quality Gate 4 Seal in Repair Order and Invoice (only for GR) c) Check IAS documents & action plans [ 20 samples ] |
O: If a,b, c are
satisfied
X: If one or more of a,b or c are not satisfied [ a,b ,c refer to check item ] |
Mandatory
|
The invoice should
include atleast the following information:Full description of all work
completed, Full listing of all parts and other materials used to complete the
work, all costs paid by the customer, recommended work for customers
information. Also ensure that the dealer staff confirmation of job results
explanation is available in the DMS or related paper documents. The QC report
also has to be explained to the customer in writing.
|
G + BP
|
NEW SL.No
|
Q.No
|
Chapter
|
Checkpoint
|
Purpose
|
Checking Method
|
Scoring Criteria
|
Mandatory ?
|
Additional Help
|
Shop
|
Remarks
|
48
|
Operations II
|
Delivery
|
The delivery preparation SOP ia
available and implemented. Reconfirmation of Customer requested job done
& Washing Quality by SA
> Education of Floor Mat installation to Customer > Self Check assurance before delivery( of QG#4 seal on Invoice) |
It is very important that
the S.A. / person doing the delivery performs a final check on the vehicle
before the actual delivery. This will ensure all customer requests are
carried out and the vehicle is clean. Also Education the Customer DO and Dont on Floor mat installation
|
a) Observe the actual delivery
preparation process by SA(QG#4 process)
b) Check and ensure the SA explains the Floor mat installation procedure to customer b) Check a sample of 10 General shop RO's, invoice & interview with SA on the same. c) SA to check the RO documents & washing quality by himself to confirm all Cust requested job done & all QG Seals . d) Check SA Explanation on all jobs to customer through QG Seals |
O: If all SOP is
available and implemented
X: If any SOP is not available or if implementation is not complete |
Mandatory
|
Confirm Interior & exterior
ceanliness before Vehicle Delivery and Input Results in RO [OP23]
> SA to ensure QG#1 & QG#2 stamp on each RO & QG#3 sticker on Vehicle, QG#4 seal on Invoice > SA to check the RO documents & washing quality by himself to confirm all Cust requested job done & Washing Quality is good |
G
|
|
49
|
Operations II
|
Delivery
|
All courtesy items such
as seat covers and floor mats are removed from the vehicle before or during
delivery to the customer and all customers have their vehicle delivered or
they are escorted to the vehicle upon completion of the job
|
The courtesy items are
meant to be used as vehicle safety items during service. They need to be
removed after service and reused for other vehicles. The customer should have
the car presented to them by
appopriate and qualified dealer staff. This will build a strong relationship
between the dealer and the customer.
|
Check the actual delivery
process to ascertain this
|
O: If the courtesy items
are removed in all vehicles and the customer is escorted to his vehicle and
Cashier by dealer staff
△:
If courtesy items are not removed for less than 10% vehicles or If
vehicle and Cashier location is indicated to customer but nobody escorts the
customer
X: If courtesy items are not removed for more than 10% vehicles or Customers is not even informed of vehicle and Cashier location |
Non Mandatory
|
Any dealer staff can
remove the courtesy items based on internal processes. The customer should
never be allowed to wander the dealer's parking lot looking for their vehicle
after service
|
G + BP
|
|
50
|
Operations II
|
Delivery
|
During the delivery
process,
a) Customers are given a clear explanation of work done using a repair order and an itemized invoice & the same is confirmed in the RO [OP24] b) For general repair, when the defect/malfunction is fixed, confirmation with the customer is taken [OP29] c) Self check of Repair Completion and Repair Quality by SA [Quality Gate 4] - (ONLY FOR GR) d) The IAS is implemented and actions taken immediately e) Customer prefference for PSFU date & time is captured [OP30] |
It is very important from
the customer point of view to receive this explanation in order to confirm
that all their concerns were handled by the dealer staff
|
a) Check the actual delivery process
to ascertain that customers are given a clear explanation of jobs done after a through examanation by SA
b) Check a sample of 10 RO's of General shop for following; > Check test drive with customer by the same highly skilled TL/CGT to confirm the concern is resolved. > Interview with S/A and skilled personnel to check their understanding of confirmation process > Confirmation of Quality Gate 4 Seal in Repair Order and Invoice (only for GR) c) Check IAS documents & action plans [ 20 samples ] |
O: If a,b, c are
satisfied
X: If one or more of a,b or c are not satisfied [ a,b ,c refer to check item ] |
Mandatory
|
The invoice should
include atleast the following information:Full description of all work
completed, Full listing of all parts and other materials used to complete the
work, all costs paid by the customer, recommended work for customers
information. Also ensure that the dealer staff confirmation of job results
explanation is available in the DMS or related paper documents. The QC report
also has to be explained to the customer in writing.
|
G + BP
|
Q.No
|
Chapter
|
Checkpoint
|
Purpose
|
Checking Method
|
Scoring Criteria
|
Mandatory ?
|
Additional Help
|
Shop
|
Remarks
|
Operation III
|
Marketing
|
The Dealer participates
in the appropriate distributor sponsored marketing Programs.
|
Distributor sponsored
campaigns can be a success only if actively supported by the dealer
|
a) Look for the evidence
during gemba visit
b) Ask for relevant proof from the Dealer |
O: If dealer displays TKM
supplied POP materials and Dealer develops campaign promotion initiatives
△: If dealer displays TKM supplied POP materials only X: If dealer does neither |
Non Mandatory
|
Evaluate this question
with the help of the TKM guidelines on POP display + Dealer Campaign report
|
G + BP
|
|
Operation III
|
Marketing
|
The Dealer promotes the
Value Added Services to Customers [Tyre, Battery, Smiles, VAS]
|
This is important to
enhance the revenue generation per vehicle by promoting value chain products
to Customers who have come for Service
|
a) Check knowledge level
of SA on Value Chain Products
b) Check preparedness of VAS Area at the Dealership |
O: If Dealer VAS area is
up to date with promotional materials [Brochures. Standees etc] & all the
SAs are aware of Value Chain products [What is the product, Features and
Benefits]
△: If Dealer VAS area is up to date with promotional Materials but all the SAs are not aware of value Chain Products X: If neither os the two is achieved |
Non Mandatory
|
Evaluate this question by
checking the materials on the display stands and by checking SA knowledge
|
G + BP
|
NEW SL.No
|
Q.No
|
Chapter
|
Checkpoint
|
Purpose
|
Checking Method
|
Scoring Criteria
|
Mandatory ?
|
Additional Help
|
Shop
|
Remarks
|
56
|
Operation III
|
CR
|
There is a written policy
for staff handling and resolving of customer complaints
|
Detailed policy for
customer complaint handling is necessary to help the CR department to
function efficiently
|
Check for the document on
this & also confirm this with staff interviews on the awarness
|
O: If customer complaint
handling policy is available and all staff are aware of it
X: If customer complaint handling is not available or if staff are not aware of it |
Mandatory
|
The CR Policy document
must contain the following:
a) Receive Customer Complaint b) Listen with your ears and eyes c) Establish facts and find out causes. d) Reappraise seriousness & make decision e) Explain decision to the customer f) Follow up g) Review |
G + BP
|
|
57
|
Operation III
|
CR
|
There is a system for use
of goodwill funds to help resolve customer complaints on a case-by-case basis
|
Goodwill funds are a
useful tool that can be used to resolve serious customer complaints. As this
involves financial matters, a procedure approved by the management is
essential
|
Confirm on the existence
of written guidelines & confirm the implementation as well
|
O: If a proper goodwill
policy is available & implemented
△: If a goodwill policy is available but not fully implemented X: If no goodwill policy is available |
Non Mandatory
|
G + BP
|
||
58
|
Operation III
|
CR
|
The dealer CR register
all the internal complaints in the CTDMS application regularly
|
Capturing customer voice
and recording it in the system is essential for proper follow ups and concern
resolution
|
a)Check the number of
Internal Complaints Registered.
b)Pick 10 (Service) cases of dissatisfied customers from the PSF list and check the coding upto 4th code. b) Pick 5 Product cases and check upto 5th code. |
O: If all complaints are
registered in CTDMS regularly
△: If one internal complaint is not registedred in CTDMS X: If more than 1 internal complaint is not registedred in CTDMS |
Non Mandatory
|
CTDMS Path - Customer
Relations > Transaction> Document Search
|
G + BP
|
|
59
|
Operation III
|
CR
|
Regular updation of
Learnin kindlyg & Countermeasure for all L&C ids is created in the system.
|
Effective updation of
Learning & Countermeasure for all L&C Id's will help in preventing
recurrence of similar issues in the future.
|
a)Using Report
Configurator option, check the entries for L&C ids created.
b)None of the L&C id should be pending beyond the Target date. |
O: If Learning &
Countermeasure is updated for all cases
△: If Learning & Countermeasure is not updated for less than 20% cases X: If Learning & Countermeasure is not updated for more than 20% cases |
Non Mandatory
|
G + BP
|
NEW SL.No
|
Q.No
|
Chapter
|
Checkpoint
|
Purpose
|
Checking Method
|
Scoring Criteria
|
Mandatory ?
|
Additional Help
|
Shop
|
Remarks
|
60
|
Operation III
|
General Management
|
Operating rules of visual
control tools are posted on all the control tools
|
Operating rules are
required for the dealer staff to ensure that all the jobs are done at the
right time by the right person. Also, it helps the management to understand
the use of Control Tools & identify irregularities
|
Check the tools ( both
manual & electronic ) and verify with staff
Note:- For 100% Tablet operation TAB & APB is not applicable |
O: If operating rules are
posted on all visual control tools
△: If one tool does not have operating rules X: If more than one tool does not have operating rules |
Non Mandatory
|
Both TKM supplied and
dealer's internal control tools should be covered.
TKM recommended Visual Control Tools: SAM, SMB, JPCB, APB, TAB, Spl. Order Parts Rack, Pre Pull Rack |
G
|
|
61
|
Operation III
|
General Management
|
The Customer Service
staff at dealership participate in Kaizen meetings and conduct regular meetings with other
departments
|
Participating in Kaizen
activities will help to improve the work condition and boost the employee
Morale.
Frequent meetings with other departments helps in effective know how sharing and also develops team spirit |
a) Check for the Kaizen
meeting MOM
b) Check whether dealer have any on-going Kaizen activity (Mandatory ONE Kaizen/SGA at GR operation & BP Operations) c) Check with service members- CGT,SA,TL, Technicians etc on meeting conduction d) Check the Kaizen meeting MOM [ for last 3 months ] |
O: If all the meetings
are held regularly and MOM are maintained. Also Dealer had particiapte in the
SGA/Kaizen activity
X : If no meetings are held or if MOM is not maintained or if Kaizen meeting is not held or No SGA/Kaizen in progress |
Mandatory
|
The meetings that need to
be done regularly are
a) FIR meetings b) Kaizen meetings [ ST07 ] c) Sales & Service joint meetings. In the Sales & Service meetings, appropriate new vehicle information as well as specific parts or service bulletins can be shared. These meetings can be utilised to familiarise all staff about various activities in progress in the dealerships. Meeting frequency should be atleast monthly. All the above meetings should have a record of Minutes of Meeting (MOM) |
G + BP
|
|
62
|
Operation III
|
General Management
|
The sales personnel
introduce the customer to the General / B&P shop personnel
|
Showcasing the service
& BP facilities to the customer at the time of new vehicle delivery helps
the customers to know about service facilities at the dealership and gain
confidence on the dealer
|
a)Observe the actual
process of new vehicle delivery
b)Check with the sales staff about the SOP |
O: If SOP is available
and fully implemented
△: If SOP is available but not implemented fully X: If SOP is not available |
Non Mandatory
|
If a personal
introduction is not possible,a written document may be given to the customers
at the time of new vehicle delivery.The following should be reveiwed with the
customer:
a)Operating hours b)Appointment system c)Warranty rules d)24hrs assistance (if applicable) e)General & B&P shop amenities f) Information about EM |
G + BP
|
NEW SL.No
|
Q.No
|
Chapter
|
Checkpoint
|
Purpose
|
Checking Method
|
Scoring Criteria
|
Mandatory ?
|
Additional Help
|
Shop
|
Remarks
|
63
|
BP
|
BP
|
For BP customers,
a) A written systematic appointment process is available b) The staff is taking appointments in compliance with the written appointement procedures c) No-Show Follow Up SOP is available and implemenetd |
Adherence to SOP is
essential to ensure a smooth & efficient appointment process &
no-show SOP helps to ensure that customers arrive at the dealerships on the
promised date & time
|
a) Check appointment SOP
& observe the BP appointment & no-show process
b) Check AWACS to ascertain the process |
O: If SOP is available
and fully implemented
X: If SOP is not available or not implemented |
Mandatory
|
Appointment process can
be judged with the help of Role Plays / mock calls
|
BP
|
|
64
|
BP
|
BP
|
There is a set process
for towing and reception of vehicles that cannot be driven to the BP shop
|
A clear SOP for handling
towed vehicles is essentail to handle situations where vehicles are brought
in damaged/non-drivable conditions and at non-working hours
|
Check the SOP for
receiving towed vehicles and confirm with the staff
|
O: If the SOP is available
and covers all the necessary items
△: If SOP is available but some items are missing X : If no SOP is available |
Non Mandatory
|
Each of the following
items must be in place and must be practiced in the actual process:
a) A supervisor and SOP decided for each process b) The route for towing vehicles c) Unloading and damage inspection place d) Parking of vehicles awaiting assessment or service in the appropriate stalls e) The reception process and above sequences are linked together and synchronized. |
BP
|
|
65
|
BP
|
BP
|
For the reception
process,
a) A written process is available b) the walk-around SOP Is available & implemented |
It is essential to check
the customer's vehicle for any kind of damages at the time of reception
itself in order to avoid any dissatisfaction to customers at the time of
delivery. This helps in improving the relationship between customer &
dealership. Also, it is opportunity for the SA to do any kind of selling in
the presence of customers
|
a) Observe the actual
work & compare with Reception &
AWACS SOP
b) Check a sample of 20 AWACS |
O: If the reception &
AWACS SOP is available & implemented
X: If the SOP is not available or not implemented |
Mandatory
|
BP
|
||
66
|
BP
|
BP
|
The BP Labour charges are
standardised & implemented
|
Customer satisfaction
with BP jobs is primarily dependent on the cost of service, especially the
labour charges. A fair & transparent labour charging mechanism is very
important
|
Check a sample of 20 B&P
RO/Estimate (mix of customer paid & insurance paid units) and confirm the
implementation of TKM standardized B&P labour charges
|
O: If TKM standardized charges are
implemented for all B&P units
X: If TKM standardized charges are partially/not implemented |
Non Mandatory
|
TKM recommended BP Labour
pricing can be considered the standard and the implementation of the same can
be verified
|
BP
|
|
67
|
BP
|
BP
|
The B&P shop tracks
lost sales customers
|
This record can be
utilized to analyze the current B&P repair demand and decide the B&P
shop strategy
|
Check the lost sales
register or any other documents for evidence
|
O: If BP Shop tracks lost
sales regularly for last 3 months
△: If lost sales is tracked but missed on some days/months in the last 3 months X: If lost sales is not tracked |
Non Mandatory
|
The B&P shop should
record the number of customers that cancel repairs because of the job
price,repair quality,repair time etc.The record must include the reason of
cancellation. A list of lost customers including the cancellation reason
should be available
|
BP
|
|
68
|
BP
|
BP
|
The repair orders waiting
to be allocated to technicians are filed in a rack easily visible to service
staff
|
This is essential to
ensure that all RO's are attended to and any delay is avoided
|
Check the RO's handling
area at the dispatch section
|
O: If a proper RO rack or any other system is available for Job Progress control and
all RO's are easily visible
△: If RO rack or any other system is available but all RO's are not visible X: If no Job Progress Control mechanism is available |
Non Mandatory
|
Repair order racks are
the most common method for this item,however there many be acceptable
alternatives that do not use the traditional racks. A pile of repair orders
on a desk or in an in-basket is not an acceptable alternative
|
BP
|
|
69
|
BP
|
BP
|
Regarding the Job
Despatch & production process,
a) A written procedure is available b) There is a clear responsibility for dispatching and monitoring the progress of work in the BP shop |
A proper Job Despatch SOP
is essential in achieving shorter repair lead times and better quality. Also,
a responsible person can take up dispatch function to ensure that job
planning is carried out efficiently.
|
Check & review the
dispatch function at the BP shop
|
O: If Job Despatch SOP is available &
responsibility for the same is clear and the person is skilled for the role
of job despatch
X: If the SOP is not available or no person is defined for despatch work |
Mandatory
|
In a conventional
workshop one person will dispatch jobs.This person must have knowledge of
technicians skill levels,the type of skills needed to complete a job and time
to carry out the job in order to ensure the promised delivery times
|
BP
|
|
70
|
BP
|
BP
|
Repair orders are
dispatched to technicians based on their skill level and experience
|
In order to achieve in-built Quality, it is essential for the
right man to do the right job. Job assignment has to be based on skills of
the technicians
|
Inspect job allocation by
reviewing the dispatch system and jobs currently being completed by
technicians
|
O: If the technician
skill is considered while dispatching jobs
X: If technician skill is not a factor in job dispatch |
Mandatory
|
A repair job should
rarely be given to unqualified technicians.The only exception is for training
purposes and even in this case only with a supervisor.Jobs should be assigned
according to the technicians writtten skill matrix. Skill matrix should be
maintained for all technicians and updated regularly
|
BP
|
|
71
|
BP
|
BP
|
The dispatch and
production system prioritizes
a) Waiting and repeat repair customers b) job allocation based on promised delivery time |
Repeat repair customers
are the top priority followed by waiting customers while planning the
production. If a job is not started early enough in the day,it will not be
completed on time, affecting on time delivery to customers
|
Observe the job despatch
process to ascertain the priorities
|
O: If both a & b are
satisfied
△: If one of a or b is satisfied X: If neither a nor b is satisfied |
Non Mandatory
|
There must be a
written procedure for dispatch of
waiting and repeat repair customers.This can be done through manual
methods.It should be visual and noted on the vehicle,repair order and in the
dispatch system. The promised delivery time and the amount of time required
to complete the job may dictate the start time of the job process.Any delays
in the completion must be immediately communicated.If there is conflict,give
priorty to repeat repair and waiting customers
|
BP
|
|
72
|
BP
|
BP
|
All BP repair orders are
assigned with a written expected job completion time [ EJCT ]
|
This information is
necessary for the effective production planning and on-time delivery to
customer
|
Check a sample of 20 BP
RO's
|
O: If 100% samples have
an EJCT mentioned
△: If 80% or more RO's have an EJCT mentioned X: If less than 80% RO's have an EJCT mentioned |
Non Mandatory
|
The written time should
be accurate.This will differ from the vehicle,which includes time for QC
,invoicing and other processes. The completion time must be written on the
repair order and noted in the job progress control system
|
BP
|
|
73
|
BP
|
BP
|
The service staff can
easily determine the actual job completion time for each vehicle by using a
job progress control board or other visual tool
|
In order to answer
customer queries on work progress, it is necessary for all service staff to
understand the job completion time
|
Ask the staff the
completion time of a vehicle currently being serviced
|
O: If all staff are able
to provide the accurate job completion time
△: If less than 20% staff are not able to provide accurate job completion time X: If more than 20% staff are not able to provide accurate job completion time |
Non Mandatory
|
BP
|
||
74
|
BP
|
BP
|
The job progress control
system ensures only 1 repai order is assigned to a technician at a time
|
Assigning multiple RO's
to the same technicians at the same time results in incomplete jobs and may
also lead to poor quality
|
Observe the job despatch
process and and confirm the actual conditions in the shop floor
|
O: If all technicians in
the BP shop are working on only 1 vehicle at the same time
△: If less than 20% technicians in the BP shop are working on more than 1 vehicle at the same time X: If more than 20% technicians in the BP shop are working on more than 1 vehicle at the same time |
Non Mandatory
|
BP
|
||
75
|
BP
|
BP
|
BP Parts are ordered as
per procurement plan and stored seperately
|
BP repairs generally take
considerable amount of time to complete and parts requirement for the BP
vehicles has to be carefully planned and ordered. Received parts need to be
managed effectively
|
a) Check for parts
procurement plan for BP vehicles
b) Check for separate identification on parts meant for BP vehicles in the parts warehouse |
O: If parts procurement
is done in a planned way & stored seperately
△: If parts procurement is irregular or if storage is not proper X: If neither procurement nor storage in as per standards |
Non Mandatory
|
BP
|
||
76
|
BP
|
BP
|
The delivery process SOP
is available in written form and implemented
> Customer Eduction on Floor mat installation |
Returning the vehicle to
customer after BP repairs forms an important part of customer's service
experience and needs to be carried out in a structured mannered. Also, Education the Customer on stafety procedure to be followed
on the vehicle
|
a) Observe the actual
delivery process & compare with the written SOP
c) Check SA explain the Floor mat installation procedure to Customer b) Check a sample of 20 BP shop RO's to check the results of the delivery preparation |
O: If all SOP is available and
implemented
X: If any SOP is not available or not fully implemented |
Mandatory
|
The delivery SOP should
also include the vehicle condition checking prior to delivery
|
BP
|
|
77
|
BP
|
BP
|
The BP shop has a policy
for providing workmanship guarantee and the same is implemented
|
This reassures the
customers about the quality of the repairs done
|
a) Check for documents
& promotional materials such as brochures, stamps, pamphlets, invoices,
etc.
b) Check for implementation by observing actual delivery process |
O: If the policy is
available and implemenetd
△: If the policy is available but not implemented X: If the policy is not available |
Non Mandatory
|
Workmanship of repaired
areas is guranteed by units of time(Ex:One year from time of repair). Details
of the gurantee must be explained to the customer by the SA.
|
BP
|
|
78
|
BP
|
BP
|
The B&P shop informs
the sales department and TKM when a vehicle is designated for scrapping
|
This information can be
utilized by the sales department to approach the customer about purchase of
another vehicle. lt will also help the sales department to update their
customer database
|
a) Check for
responsibility & SOP for this at the BP shop and at Sales department
b) Also, check the mode of communication |
O: If SOP is available
and fully implemented
△: If SOP is available but not implemented fully X: If SOP is not available |
Non Mandatory
|
Information to TKM has to
be sent through e-mail
|
BP
|
|
79
|
BP
|
BP
|
The insurance
company-related data are being kept
Data should be kept as follows: a) Complete data including no. of repaired vehicle,sales figures or any other documents(e.g discount or price reduction) b) Separate for each insurance company c) Easy to find |
This data can be used by
the dealer management in negotiations with insurers
|
Check with the BP shop
Manager for this data
|
O: If a, b & c are
satisfied
△: If one of a, b or c is not satisfied X: If more than one of a, b or c is not satisfied |
Non Mandatory
|
BP
|
||
80
|
BP
|
BP
|
There is adequate
lighting in each stall up to the following standards
a)Parts disassembly and reassembly stall,unit repair stall:>500 lux b)Damage inspection stall,frame repair stall,panel preparation stall and surface preparation stall:>700lux c)Paint booth and polishing stall:>1000lux |
Good lighting is
necessary to do the job right the first time and it is very important for
customer satisfaction. If you cannot see properly, you cannot do the job
correctly or it will take longer to do, therefore it is neither productive
nor efficient.
|
Use a lux meter to
confirm a standard level of lighting in each area
[Take the light reading 1m from the floor ] |
O: If all of a,b,c are
satisfied
△: If one of a,b or c is not satisfied X: If more than one of a,b or c is not satisfied |
Non Mandatory
|
Additional portable
lighting from a droplight or other source is acceptable to meet this
requirement
|
BP
|
|
81
|
BP
|
BP
|
There is adequate
lighting in each area up to the following standards
a)Paint Mixing Room:>1000 lux b)Final inspection Stall:>1500 lux |
Good lighting is
necessary to do the job right the first time and it is very important for
customer satisfaction. If you cannot see properly, you cannot do the job
correctly or it will take longer to do, therefore it is neither productive
nor efficient.
|
Use a lux meter to
confirm a standard level of lighting in each area ( take reading 1 m above
the floor )
|
O: If both a & b are
satisfied
X: If either a or b or both are not satisfied |
Mandatory
|
It is acceptable to use
natural light sources,such as skylights.It is also acceptable to measure the
brightness of a surface exposed to a color matching spotlight
|
BP
|
|
82
|
BP
|
BP
|
The dealer has all the
recommended Tools & Equipments installed & in working condition in
the BP shop based on the TKM T&E Guide
The following areas to be covered: a) Body & Paint Equipments a) BP Shop consumables [ Refer Annexure 2 ] |
Toyota standards of after
sales service requires the dealerships to have tools & equipments
relevant for B&P service. These are recommended keeping in view repair
requirements, technician convinience & safety, quality & speed of
repairs and above all, customer satisfaction
|
a) Check the existence of all tools
& equipments in working condition
b) Cross check with Consumable & Safety Item Checklist |
O: If 100% of the items in the
T&E list are available & in working condition & 100% of the
consumables & Safety Items used are as per as per TKM checksheet
X: If all items in the T&E list are not available or consumables used are not as per TKM checksheet |
Mandatory
|
BP
|
NEW SL.No
|
Q.No
|
Chapter
|
Checkpoint
|
Purpose
|
Checking Method
|
Scoring Criteria
|
Mandatory ?
|
Additional Help
|
Shop
|
Remarks
|
83
|
Facility
|
Basic Infrastructure
|
The Dealer service
facility has the following available & clearly marked:
a) Service working Stalls [ AS23 ] b) Service Parking [ AS08 ] c) Gen. shop Customer Parking [ AS07 ] d) BP working stalls e) BP shop Customer Parking |
All Toyota dealer
workshops have to maintain basic requirements from facility point of view.
These requirements help in running the service business smoothly & keep customers
happy.
|
Check the dealer premises
for th stalls
[cross check with TKM approved dealer facility layout ] |
O: If the stalls are
available as per requirements
X: If some deviation is observed in stall availability |
Mandatory
|
Service parking stalls should
cater to Reception, Waiting for service, waiting for delivery, etc. Check all
customer parking stalls for lines or marks. No faded lines on signboard or
ground
The parking area should be - properly identified with signage - Visible to customers dealer staff - Clearly marked for stalls For a) - General Repair stall : 4m x 7m EM Stall : 4.5mx7m, Washing stall : 5mx8m For b) & e) - Size of parking stalls- 3m*5m For c) Waiting for Service reception:2.5m x 5m |
G + BP
|
|
84
|
Facility
|
Basic Infrastructure
|
The dealership has a
dedicated parts counter for technicians equipped with all the tools for
speedy interpretation of technicians' parts requirements
|
Customers and technicians
should not share the same parts counter. Also, technicians should not wait at
the counter for too long
|
Check the technician
parts counter
|
O: If technicians'
counter is available with all necessary tools
△: If the counter is available but tools are not provided X: If there is no technicians' parts counter |
Non Mandatory
|
Tools should include EPC,
Computer terminal, parts & service bulletins. The B&P shop may not
need a dedicated parts counter if parts are pre-pulled and delivered to
technicians
|
G + BP
|
|
85
|
Facility
|
Basic Infrastructure
|
The dealer has training
room with all required infrastructure and MDPP training aids
[ Refer Annexure 3 ] |
Training plays a key role
in manpower development at Toyota dealerships and requires good
infrastructure and training materials
|
Check the training room
|
O: If all training room
infrastructure are available along with MDPP training materials
△: If one of the items is not available X: If more than 1 item of the training room infrastructure are not available or if the MDPP training aids are not available |
Non Mandatory
|
G + BP
|
||
86
|
Facility
|
Basic Infrastructure
|
The light intensity in
the working stall is 350 lux (fixed or with portable lights) 2. In the parts
warehouse is 300 lux [ AS36 ]
3. In EM stall 500lux (Recommended) |
Proper lighting is very
essential in order for the staff to perform their jobs safely &
efficiently
|
Check the light intensity
with a lux meter
|
O: If the intesity of the
light in the workshop = 350 lux, parts
warehouse = 300 lux and EM Stall = 500 lux
(Recommended)
X: If the intesity of the light in the workshop < 350 lux or parts warehouse < 300 lux or both |
Mandatory
|
Light intensity in the
general shop needs to be checked under the vehicle hood
In EM stall Lighting is very much required to check under the hood and Under body effectively |
G + BP
|
|
87
|
Facility
|
Basic Infrastructure
|
The Dealer has a set of
new car features (NCF), repair manuals (for general repairs & collision
repairs), electrical wiring diagrams (EWD), colour formulae (for BP ) for the
available models in the market [ AS31]
[ Refer Annexure 4 ] |
Every time a new model is
released, all the technical informations pertaining to the vehicle are made
available in the New Car Features. Also, Repair Manuals & EWDs are
essential from repair & diagnosis point of view.
|
Check & confirm the
availability of new car features,
repair manuals and electric wiring diagrams manuals
|
O: If new car features,
repair manuals and electric wiring diagrams manuals for all models currently
sold are available.
X: If some of the manuals, NCFs, EWDs are missing |
Mandatory
|
Repair manuals & other
publications must be stored in a systematic manner - model wise, year wise,
etc. and must be easily accessible
AS31 concerns with General Shop only |
G + BP
|
|
88
|
Facility
|
Basic Infrastructure
|
The Dealer has all recent
technical publications (DTR, TI and SB) available & shared with
technicians [ AS32 ]
|
Providing technicians
with the latest technical information available is a very important step in
achieving fix it right, and consequently it leads to customer satisfaction.
|
a) Visual check for the
availability of Dealer technical report (DTR), technical information (TI)
& service bulletins (SB)
b) Observe morning meetings & check bulletin boards |
O: If technical
publications are available for the last three months & shared with
technicians
X: If technical publications are not available ( some are missing ) or if technician sharing is irregular |
Mandatory
|
All manuals should be
easily accessible to all technicians to ensure maximum efficiency. Look for
evidence of the process of sharing such as meeting minutes or a staff
bulletin board
AS32 concerns with the availability of DTR/TI/SB in General Shop only |
G + BP
|
|
89
|
Facility
|
Basic Infrastructure
|
The Dealer have
facilities for staff that are regularly cleaned and maintained [AS14]
|
A clean and orderly
facility creates a feeling of comfort for Dealer staff and achieves employee
satisfaction, which leads to customer satisfaction.
|
Check the staff facilities
|
O: If the staff
facilities are as per the standards
X: If some or all staff facilities are not as per the standards expecetd |
Mandatory
|
The following items need
to be checked:
a) Availability of staff facility: changing room, toilets,employee parking and specific area for the staff to rest, eat b) Equipment condition (Tables, chairs, lockers, showers) c) Cleanliness [ employee parking can be as per the approved dealer layout ] Kodawari scoring to be done w.r.t. general shop only |
G + BP
|
|
90
|
Facility
|
Basic Infrastructure
|
The Dealer has a warranty
parts rack where parts can be identified by repair date and R/O number. ( A
proper ageing process for the stored parts is required ) [AS20]
|
Warranty area has to be
effectively managed as parts under warranty. Dealer need to maintain a clear
record of the Warranty part upto 60 days. In case, if the distributor request
the parts for further root cause analysis, then dealer need to send the parts
to distributor place without any delay
|
a. Check Warranty parts are
stored as per the Warriany Period ( N, N-1, N-2 month slot)
b. All the Warranty parts are attached with warranty tag with all information c. Warranty Parts storage area need to be neat and tidy d. Dealer Stores the Dealer custody parts seperately on distributor instruction e. Peroidic Warranty parts scrapping in present of Distributor staff |
O: If the warranty parts
storage area meets all the requirements
X: If the ageing process is missing or it is difficult to identify the parts |
Mandatory
|
There should be a written
procedure for handling warranty parts.Dates for discard should be easily
seen;once that date is reached ,the item should be discarded.A parts claim
tag should be attached to the part.The failed area should be clearly
identified
|
G
|
|
91
|
Facility
|
Basic Infrastructure
|
The following are
available & maintained as per TKM guidelines:
a) Primary signage [ AS01 ] b) Facia [ AS02 ] c) Building entrance markings [ AS03 ] d) Building exit markings [ AS04 ] |
Potential customers may
not be able to find Dealer if they cannot see a clear primary sign. Facia
makes a good impression on the customers and shows available service
facilities to motorists and pedestrians
|
a) Compare existing sign
with TKM guidelines
b) Check if there is sufficient lighting at night. |
O: If all the distributor
guidelines are met
X: If some of the guidelines are not met |
Mandatory
|
Motorists should be clear
about the signage from a distance of 120 mtrs. At night, all the light bulbs
must be glowing.In case dealer facility is not 3S, availability of the
primary sign depends on distributor guidelines
Non-DIVA signage is acceptable if in perfect working order Kodawari scoring to be done w.r.t. general shop only |
G + BP
|
|
92
|
Facility
|
Basic Infrastructure
|
TKM recommended signage
guidelines are followed for all dealer facilities [Reception, Customer
facilities, Workshop, Customer Relations]
The following items need to be covered: a) Directional signage after entering the main gate [AS05] b) Customer service facility directional signages (reception counter, showroom, toilets,etc) [AS09] c) Customer service facility signboards [AS10] [ Refer Annexure 5 ] |
It is important to create
an environment in the Dealer where the customer feels welcome and relaxed. As
a rule, customers, don't like asking for directions, especially toilets.
|
Visual Check ( from
customer point of view )
|
O: If all signages are available and as per standards
X: If some signages are missing or are not as per TKM guidelines |
Mandatory
|
Suitable singnage of
speed limit restrictions also should be avialable in the dealership. All
dealerships to have the latest DIVA standards of signage to be implemented.
Kodawari scoring to be done w.r.t. general shop only
|
G + BP
|
|
93
|
Facility
|
Basic Infrastructure
|
The operating hours are indicated at all the
customer entrances in a visible and clear way [AS06]
|
It is very important to
tell customers the operating hours of the Dealer to allow them to visit when
it is convenient for them
|
Check for the display in
Security, Service Reception
|
O: If the operating hours
display are available & visible to all customers
X: If the operating hours display are not available or are not visible to customers |
Mandatory
|
Operating Hours should be
same at all locations
Kodawari scoring to be done w.r.t. general shop only |
G + BP
|
|
94
|
Facility
|
Customer Facilities
|
The Dealer has a customer
lounge that is comfortable and meets Distributor guidelines [AS11]
|
It is important that the
customer can be accommodated in an area that is warm, friendly, quiet and
clean. A relaxed customer is a happy customer.
|
Check the customer lounge
for all the requirements
|
O: If customer lounge
meets all distributor guidelines
X: If some distributor guidelines are not achieved |
Mandatory
|
Customer lounge must
include suitable seats, beverages, air-conditioning and entertainment (ex:
TV, newspapers),
CS Board should be available in Owner's lounge & used [ recommended in driver's lounge ] Kodawari scoring to be done w.r.t. general shop only |
G + BP
|
|
95
|
Facility
|
Customer Facilities
|
The customer lounge is
equipped with the following:
a) Tools for the customer to communicate with EM Technicians b) EM work visibility |
In order for the customer
to be reassured about the work quality, it is necessary to provide access to
the EM stalls / technicians
|
Check the customer lounge
for all the requirements
|
O: If both a & b are
available
△: If one of a or b is available X: If neither a nor b is available |
Non Mandatory
|
EM work visibility can be
either direct or through CCTV . Communication with EM technicians can be done
in the presence of SA
|
G
|
|
96
|
Facility
|
Customer Facilities
|
The Dealer has customer
toilets that are maintained in terms of materials, equipment and hygiene [AS12]
|
Toilets are basic
requirement for customers coming to dealerships. Also, customer satisfaction
sometimes results from being satisfied with things other than the service
received. An unclean and disorganized condition in the toilet does not have a
good impression on customers
|
Check the customer
toilets
|
O: If the customer
toilets meet all requirements
X: If one of the requirements is not satisfied |
Mandatory
|
The following aspects
need to be checked:
a) Availability of toilet facilities that meet distributor guidelines ( soap, toilet paper, hand dryer, air freshener) b) Functionality of the toilet equipment (Faucet, toilet seat & flush) c) Hygiene condition in the toilets (Cleanliness, odors) d) Availability of an updated self-check sheet for toilet maintenance and cleaning Look for self-check sheet in the toilet and check that it is updated or confirm that there is system in place for cleaning customer toilets periodically Kodawari scoring to be done w.r.t. general shop only |
G + BP
|
|
97
|
Facility
|
Customer Facilities
|
The payment methods that
the Dealer can accept are clearly indicated in the reception area [AS13]
|
Customers coming for
vehivle service should be aware of the payment methods before-hand so that
smooth billing can happen
|
Check for 'Payment
Methods' signage or information in the reception and cashier area
|
O: If payment methods are
clearly indicated & explained at reception
X: If the display is not clear or if the customer visibility is poor or if explanation is not done to customer |
Mandatory
|
The display may be in the
form of posters, boards, pamphlets, business cards, etc.
Kodawari scoring to be done w.r.t. general shop only |
G + BP
|
|
98
|
Facility
|
Tools & Equipments
|
The dealer has all the
recommended Tools & Equipments installed / working based on the TKM T&E Guide
The following areas to be covered: a) General Shop including EM Stalls b) Washing Stalls [ Refer Annexure 6 ] |
Toyota standards of after
sales service requires the dealerships to have tools & equipments
relevant for General service. These are recommended keeping in view repair
requirements, technician convinience & safety, quality & speed of
repairs and above all, customer satisfaction
|
Check the existence of
all tools & equipments in working condition
|
O: If 100% of the items
in the T&E list are available & in working condition
X: If less than 100% items are available or are in working condition |
Mandatory
|
For Kodawari scoring, the
following items need to be checked:
a) Basic Hand tools [AS26] b) IT2 [AS28] c) General service equipment (Rigid racks, E/G & TM jacks,service clippers, testers ) [AS29] d) A/C gas recovery machine [AS35] |
G + BP
|
|
99
|
Facility
|
Tools & Equipments
|
The dealer has all
recommended EM efficiency equipments & in working condition:
a) System Trolley b) LLC Supply Trolley [Optional] c) Oil / LLC Drain Trolley d) Pneumatic outlets e) Light Inspection Mirrors [Optional] f) Job Instruction Board |
EM efficiency equipments
are designed to facilitate short lead time operations and are very essential
for the implementation of EM SOP
|
Check for the
availability & working condition of EM equipments
|
O: If all of the items in
the list are available & in working condition
X: If all items are not available or are not in working condition |
Mandatory
|
G
|
||
100
|
Facility
|
Tools & Equipments
|
The TKM recommended SSTs
are available with the dealer [AS27]
[ Refer Annexure 7 ] |
Having the correct tools
to do specialized jobs is of utmost importance in doing the job right the
first time, and thereby ensuring customer satisfaction.
|
Check the SST
availability and compare with TKM SST list
|
O: If all the SSTs are
available in working condition
X: If some of the SSTs are not available or if none of the SSTs are available |
Mandatory
|
G
|
||
101
|
Facility
|
Tools & Equipments
|
Regarding the Tools &
Equipment management system,
a) The locations or storage areas for common tools,equipment or miscellaneous supplies are clearly indicated. b)Nameplates,registers or other markers are used to identify the person using the tools,equipment or SST |
General tools & SSTs
are very important to carry out service jobs and have to be maintained well
and in sufficient quantity to serve the whole workshop. Marking location for
supplies,tools or other items helps to ensure efficiency
|
a) Check the General service & BP
shop for tools management
b) Check the SST room |
O: If both a & b are
satisfied
△: If only one of a & b is satisfied X: If neither a nor b are satisfied |
Non Mandatory
|
Miscellaneous supplies
may include grease,hand cleaner,spray solvents or lubricants, nuts, bolts,
washers or similar consumables.The use of a nameplate can provide a quick
indication on when a tool will become available
|
G + BP
|
|
102
|
Facility
|
Tools & Equipments
|
The date for the next safety
maintenance of the lifts and other equipment is clearly indicated,along with
the name of the person who is responsible for making arrangements and the
maintenance log is available. Also, once in a year all the Lifting tools
& tackels and pressure vessels are certified by competent person
|
Proper maintenance of the equipments
help in increasing their life and productivity and also it results in high
employee productivity and consequently a profitable business with satisfied
customers and staff. This is also a legal requirement (As per Factories Act 1948)
|
Check the lifts and other
equipments in the General shop for maintenance charts
|
O: If date for the next safety
maintenance is clearly indicated in all the equipments and equipment certification
is available
△: If date for the next safety maintenance is not indicated in one of the equipments or equipment certification is not available for one of the equipments X: If date for the next safety maintenance is not indicated for more than 1 equipment or equipment certification is not available for more than 1 equipment |
Non Mandatory
|
A visual register or marking of the
next maintenance date will aid in ensuring the date is not missed. This
register or making should be clear and large.It should be in a location that
will not be overlooked. Equipment covered also include Paint booth,lift,hoist
crane,air compressor and air dryer. A maintenance log is recommended to keep
records of major breakdowns & repairs. Lifting Tools & Tackles
include Hoist, Man & material Lifts, Scissor lifts, crane, spring
balance, rope, D-shackles, I-bolts etc. Pressure vessels include air
compressors, Air tank, balancer, hydraulic pumps etc.
For competent persons contact Director of Factories office or OEMs (Original Equipment Manufactures) |
G + BP
|
|
103
|
Facility
|
Tools & Equipments
|
The dealer is using VDS
Supplier & products as per TKM recommendations
[Refer Annexure 8 ] |
Toyota standards of after
sales service requires the dealerships to have VDS products which are safe to
be applied on Toyota vehicles. These are recommended keeping in view of
repair quality, convinience &
safety and above all, customer satisfaction
|
Cross check with VDS
Supplier & Products Checksheet
|
O: If 100% of the VDS
Products & Suppliers are used as per TKM recommendations
△: If 100% of the VDS Unapproved Products & TKM recommended Suppliers are used X: If VDS Unapproved Products & Suppliers are used against TKM recommendations |
Non Mandatory
|
G + BP
|
||
104
|
Facility
|
Safety, Health & Environment
|
Approved Safety &
Environment policy have been displayed
in the following areas (Approved by Dealer
Management) :
General shop, Wash area, B&P shop, Parts room, showroom, Office & Customer lounge & Main enterance |
Awareness among all staff on safety &
environment can be created by display of
policy. Also, this can be showcased to customers to improve dealership
brand image
|
Check for the display in
all the required areas
|
O: If safety & environment policy are displayed
in all the required areas
X: If some of the listed areas are not having the safety & environment policy displayed |
Mandatory
|
> All staff should be aware of the
Safety & Environment policy
> Check the awareness of TM's on S&E policy (pic randomly 5 TM's) |
G + BP
|
|
105
|
Facility
|
Safety, Health & Environment
|
Regarding emergency
procedures compliance, check the following:
a)There are emergency procedures in place for evacuation of the facility b)Emergency exit sign board is available at all working places c)Emergency Phone No. & escape route is displayed at all working places. d) Safe assembly area is available for emergency situation e) Periodic drills should be held at least twice a year.Check for evidences - Reports/Photos etc |
In case of emergencies,
it is essential for all staff to be aware of the procedures to be followed
and also to be aware of the emergency assembly area
|
a) Visual check of the
emergency sign board & assembly area
b) Check if emergency phone no. & escape route is displayed at all working places [ reception, shopfloor, back office, wash area ] |
O: If a,b c & d are
met
△: If one of a), b), c) or d)is not satisfied X: If more than one of a),b),c) or d) is not satisfied |
Non Mandatory
|
There should be written procedure.The
person responsible should be clearly identified. Check for records that mock
drills have been held. All the signs related to Emergency should be of type
auto glow or photolunicent type.
|
G + BP
|
|
106
|
Facility
|
Safety, Health & Environment
|
Safety items are
available and used by the General &
BP shop personnel
[Refer Annexure 9] |
Looking after the safety of employees is not only a legal requirement , but also
a moral obligation which leads to employee satisfaction and consequently
customer satisfaction
|
Visual check of the operations in the
reception, General & BP service shop & washing area
|
O: If all the safety
items are available & used by the service personnel
X: If some of the safety items are not available or are not used by the service personnel |
Mandatory
|
BP Technicians PPEs: Safety Goggles,
Dusk Mask, Solvent-Resistant / Nitrile Gloves, Leather Gloves, Shield Face
Protector, leather Apron, Leather leg guard, Respirators(Filter-Type
Mask),Safety Shoes (anti static & anti slip type),Technician Uniform,
Paint Uniform, Technician Cap, Ear Protectors
General Technicians PPEs: Hard Helmet, Dust mask, Cotton knitted gloves, dotted gloves for grip, Safety Shoes (Anti static & anti slip type), Safety goggles, Technician Uniform, Technician Cap, Ear Protectors, for sharp edges & metal panel handling - Kevlar gloves Washing Staff PEEs: Gumboots, Safety goggles, water resistance apron (PVC type) & cap, Ear protectors All the PPEs should be IS (Indian Standard) approved |
G + BP
|
|
107
|
Facility
|
Safety,
Health & Environment
|
Safety is observed by the service
staff in all aspects of their work.
The vehicles on lifts are moved to a lowered position when not being repaired or serviced |
Safety has to be an important part of
the work culture in the dealership. Safe work culture enhances employee
productivity and customer satisfaction
Accidents in the workplace causes unnecessary delay in production which effect profitability negatively and also customer satisfaction in case customers’ vehicles are affected with this accident |
Visual check of the operations in the
reception, service shop [General & BP] & washing area
|
O: If all the safety
aspects are followed
X: If some compromise is observed in safety standards |
Mandatory
|
Safe working conditions should not involve
'dangerous' operations. Dangerous operations include 'running', 'working on
vehicle while lift is moving', 'when staff safety not ensured by
communication', 'lubricant spillage not cleared' etc. Safe working conditions include Process
Specific Personal Protective Equipment (PPE) Usage Rule follow of Stop, Look & Go , No
Mobile Phone usage in Workshop area & Follow Walk Way always. Observe the
workshop during lunch breaks
|
G + BP
|
|
108
|
Facility
|
Safety,
Health & Environment
|
The General & BP technicians are
carrying out 4S in their work area after servicing every vehicle
|
4S maintenance in work
area is a basic requirement in order to achieve quality & fix-it-right.
It also helps to improve the aesthetics of the service shop
|
Check the EM Stall, EM System
Trolleys, GR stalls & GR tool trolleys, BP Stalls,
|
O: If 4S is maintained in all stalls
and a proper parts management system is in place [for BP]
△: If either 4S is inadequate or if the parts management system is improper X: If neither 4S is well maintained nor removed parts are well managed |
Non Mandatory
|
EM trolleys have to be well
maintained from the aspect of cleanliness and orderliness. After each vehicle
is serviced, oil spillage, tools, replaced parts, etc have to be removed. The
removed parts must be organized and stored in a set place or shelf/racks.The
technician should be able to easily find the related parts of each vehicle.
After each vehicle is serviced, oil spillage, tools, replaced parts, etc have
to be removed. In case of DIVA dealerships, a seperate parts storage room
should be available for this purpose
|
G + BP
|
|
109
|
Facility
|
Safety, Health & Environment
|
4S is maintained in the
Genral & BP
Workshop & other areas
[Other areas includes reception, cashier, customer lounge, wash area, etc] [AS37] |
Maintaining an orderly
workplace is a prerequisite for productivity and efficiency. To achieve and
maintain a required standard of orderliness, certain standards have to be set
as a base to operate from.
|
Check the General & BP shop & other areas for
cleanliness
|
O: If 4S is maintained as per
expectations
X: If 4S ia not upto the expectations |
Mandatory
|
Ensure the following: No
tools / tyres / parts are kept on the floor of the workshop. Tyres, under
body trays or items on the floor obstructing technicians' work under or
around the vehicle is counted as an item put directly on the floor. Floor
& walls are free of grease,oil.water,dirt and trash. No items are left
for a long time unattended in the General workshop or in the parking area.
Epoxy condition in the shop floor needs to be maintained well
|
G + BP
|
|
110
|
Facility
|
Safety, Health & Environment
|
Fire extinguisher is
available in the dealership & meets the following criteria:
a) Easily accessible b) Filled condition c) Checked by authorised person / vendor d) Monthly monitoring sheet is maintained and updated e) For every 10 mtrs there should be one fire extinguisher of appropriate type f) Staff should be trained in fire extinguisher use twice a year [Refer Annexure 10 ] |
In an emergency, well
maintained and easily accessible fire extinguishers can save lives and
property from damage
|
Check the fire extinguishers in the
General & BP shop
|
O: If fire extinguisher is available & a,b,c
& d are satisfied
X: If fire extinguishers are not available or if one of a,b,c or d is not satisfied |
Mandatory
|
The fire extinguishers
should have the appropriate type of fire fighting charges and be readily
available.The area should be properly marked to identity the location and
should be sectioned off to prevent obstacles from blocking access.
|
G + BP
|
|
111
|
Facility
|
Safety, Health & Environment
|
The General & BP shop
have a ventilation & dust collection system in place
|
All technicians should be
able to work easily without exposure to heavy and constant amount of exhaust
fumes, solvents or putty dust.
|
Visual check of the
General & BP shop
|
O: If a proper
ventilation & dust collection system is available
△: If the ventillation & dust collection system is available but not functioning / sufficient X: If it is not available |
Non Mandatory
|
This issue should be
covered by local legislation where applicable. The dust collection system
pertains to BP shop only. Dust collecting system or equipment can be pit type
and pipe type. The BP shop is also recommended to have equipment to filter
air from the paint booth(for solvent)
|
G + BP
|
|
112
|
Facility
|
Safety, Health & Environment
|
There is a first-aid kit
available,in good order and accessible
|
The General & BP shop
staff are exposed to situations where accidents can happen. For the immediate
treatment of the staff who meet with accidents, it is necessary to have a
first aid kit
|
a) Check the first aid
box placed in the General & BP shop
b) Ascertain the usage by staff interviews c) Check staff training level |
O: If first aid kit is available & meets all
requirements
X: If first aid kit is not available or does not meet all requirements |
Mandatory
|
This kit must include
first aid supplies for minor and major injuries.It should be well stocked
with all supplies in good condition.At least one member of staff per shift
should be certified in first aid.If there are no certification courses
available in the region, at least one member of staff should be trained to an
appropriate level. Medicines kept in the First Aid box should be well within
the expiry dates
|
G + BP
|
|
113
|
Facility
|
Safety, Health & Environment
|
The Dealer has a
hazardous waste management system which complies with TKM guidelines [AS33]
[Refer Annexure 11] |
>Vehicle servicing
results in the accumulation of many hazardous wastes in dealerships. A proper
management of this is a moral & legal responsibility of all Toyota
dealerships
> As per the legal requirements under Hazardous waste act, all the Hazardous waste being generated in the facility / dealerships should be stored properly & disposed to only authorized vendors for further recycling. |
Visual check for the
process of hazardous waste management and compare with the local governmental
regulations (as metioned in Consent For Operations)
|
O: a) Procedure for
Segregation, Storage, Disposal of waste & training to TM's of dealership
working in all levels.
b) Waste disposed to vendors approved by State pollution control board c) Audit of Hazardous waste contractor to confirm the scientific way of disposal d) Maintaining manifest system, monthly returns, annual hazardous waste returns to SPCB [state pollution control board ] X: If no proper hazardous waste management system is available |
Mandatory
|
Regarding hazardous waste
management,
a) Proper segregation of hazardous waste in the shop floor & waste storage area as per the standard a) Storage standards: Concrete floor, under closed shelter/roof [to avoid rain water], secondary containment, separate storage area for used batteries, b) Hazardous Waste disposal should be done to only authorised vendors c) Hazardous waste include waste oil, coolant, organic solvents, battery, air bags, oil filters, HFC/CFC |
G + BP
|
|
114
|
Facility
|
Safety,
Health & Environment
|
The Dealer has a wastewater treatment
system which complies with TKM guidelines. Also, Occupier Board is displayed as per the
requirement of Environment Protection Act.
[AS34]
> Check for the availability of trained operator at the facility to maintain ETP / STP (can be onsite / outsourced) |
Contaminated water is a by product in
any automobile dealership but a proper management of this is a moral & legal
regulations & conditions given in consent
|
Visual check for the process of waste
water management and compare with the legal regulations
> SOP / flowchart of operation should be displayed at treatment palnt |
O: a) If waste water
treatment system is in place and as per local regulations & meets pH
value as per the condition given in Consent For Operation [CFO] Water Act
b) Daily waste water quantity monitoring c) Facility got adequate design to meet the futuristic requirements d) Utilization of treated waste water as per the consent condition X: If no proper waste water treatment system is available |
Mandatory
|
Waste water treatment can be done
with an Effluent Treatment Plant.
Ph values of 5~8 have to be maintained for treated water. Occupier Board Display Location: In front of Main entrance > Waste Water & treated water analysis need to be done by external agency & records to be maintained |
G + BP
|
|
115
|
Facility
|
Safety, Health & Environment
|
Dealer facility is
ISO-14001 certified and certificate is displayed in the Service Reception
|
ISO Certification is a
commitment from dealerships towards greener Earth. It is also necessary to
establish safe & healthy work ambience for all members
|
a) Visual check for the
certificate
b) Check for the issue & expiry date of certificate |
O: If ISO 14001
certificate is available & is valid
△: If ISO 14001 certification process has been initiated X: If certificate not available / Expired |
Non Mandatory
|
If dealer is less than 1 year old,
full marks can be awarded. One ISO Certification for the entire dealer group
is also acceptable
|
G + BP
|
|
116
|
Facility
|
Safety, Health & Environment
|
Dealer has maintained the
records of accidents / Incidents and done timely reporting to TKM by
using accident / Incident reporting format
Accident / Incident KPI should be maintained & visualised [Refer Annexure 12 ] |
Accidents can happen in
the workplace even after adequate safety measures are adopted. It is
important to understand why accident occurs and how to avoid it by sharing
the know how after the occurrence of each accident
|
a) Check for accident
/Incident reporting formats & protocol
b) Visual check of records maintained |
O: All the records are
updated and maintained
X: No records maintained |
Mandatory
|
Types of accidents:
a)Non-Loss work day [NLWD]-Minor accidents: Minor cut injury, slip & Trip etc., b)Loss of Work day [LWD]-Major accidents: Fracture, Amputation etc., c) Fatal accidents : Accident which leads to Death of a member d) Near Miss: Incident which has not resulted in injury or property damages but which has a potential to do so '- KPI should be visualised in obhya & updateted to Dealer managemt in monthly S.H.E meeting [Check the monthly Safety Meeting MOM] |
G + BP
|
|
117
|
Facility
|
Safety,
Health & Environment
|
Dealer has the Safety, Health &
Environment training module, training matrix & training calendar for
employees
Sample Annexure 15 |
To strenghen the S.H.E awarness among
dealer staff, periodic trainings have to be planned covering all aspects of
Safety, health & Environment
|
a) Visual check of training modules,
matrix and calendar
b) Check the training conduction evidence |
O: a)
Approved Environment Organization available
b) Training need matrix & training material for TM's, Office side TM's c) ISO 14001 & Compliance training to EMR [Environment Management Representative] d) Trainings are conducted and records maintained △: if S.H.E trainings are conducted but no records are maintained X: if S.H.E training are not conducted |
Non Mandatory
|
Interact with Dealer staff for
confirmation of training & check the records for training conducted
|
G + BP
|
|
118
|
Facility
|
Safety, Health & Environment
|
Medical examination is
carried out for all dealer staff at least once in a year
|
Employee health is of
utmost importance from productivity and customer satisfaction point of view
and regular health check ups play an important role in this
|
Check for evidence of
regular medical check ups
|
O: If regular medical
check ups are conducted [ atleast once in a year ]
△: if medical check ups are conducted but not regularly X: If medical check ups are not done for staff or if no such practice is in place |
Non Mandatory
|
Tie ups with hospitals / doctors for
this activity is recommended. It is recommended to conduct medical
examination of employee in his/her birth day month for better record keeping
|
G + BP
|
|
119
|
Facility
|
Safety,
Health & Environment
|
The Dealer has a Visitor Management
system for workshop which complies with TKM guidelines
[Refer Annexure 13 ] |
It is our responsibility to take care
of Visitor's Safety at out workshop. Accidents can happen in the workplace
even after adequate safety measures are adopted. It is important to educate /
give awareness to visitors about workshop safety guidelines to ensure visitor
Safety.
|
a) Visual check of Visitor Management
guidelines display board at 3 locations,
i) Sales Reception II) Service Reception III) Workshop entrance b) Check for availability of Visitor's Badge c) Visitor induction conducted utilising point (a) & (b) |
O: If
Visitor Induction is conducted for workshop visitors
X: If Visitor Induction is not conducted for workshop visitors |
Mandatory
|
a)
Visit PIC has to conduct Visitor Induction before entering to workshop.
b) Provide Visitor's Badge & Cap to Visitors c) Collect the Visitor's Badge & Cap form Visitors after their visit d) Maintain hygiene of Visitor Badge & Cap |
G + BP
|
|
120
|
Facility
|
Safety,
Health & Environment
|
>
Check for the Dealers has monitoring system to monitor Energey usage &
has updated in CTDMS
> Check Dealer has set minimum 2% reduction target |
>
CO2 emission monitoring & reduction activities need to be taken up among
all the Dealerships
This is important In order to contribute to C02 emission reduction. |
a) Check electricity entry in CTDMS
for authenticity compare the electrical bill against CTDMS entry [for last 6
months ]
b) Check for the Kaizens which implemented for reducing CO2 emission |
O: a) If the records are maintained
of usage of electricity in CTDMS regularly [for all months ]
b) Set target for reduction & achieved target △: If CTDMS entry is missing for 1 month X: If CTDMS entry is missing for more than 1 month or no records are maintained in CTDMS |
Non Mandatory
|
> Management program / kaizen plan
for reducton of CO2
> Promotion of Kaizen Calculation for C02 Emission: Total Electricity Consumption (kwh) X 0.934052 (Emission Factor) = C02 Emission (Kg) |
G + BP
|
|
Facility
|
Safety, Health & Environment
|
Check for Periodic Safety
& Environment Inspections carried out at Dealerships by S.H.E
Organisation Members including Dealer Top Management
Where: All service-related areas: Reception, workshop, parking area, parts warehouse, Oil storage area, Waste Material Storage, DG Set Location, ETP, Office area When: At least once in a month (ideally at a set time/day) Audit Check list refer ZZZ |
- To help all service staff
understand that in order to perform work that satisfies customers, workplace
safety must be
the top priority. - Having Top Management & managers perform regular safety inspections will improve workshop safety and promote greater safety awareness among all staff. |
> Visual check of
documents
> Regular Audit finding checklists > MOMs, counter measures taken & updated to Top Management evidence |
O : - Inspection conducted on
regular time intervals with corrective & counter measures taken on
identified points
- Regular update to Top Managemet - Dealer Top Management Sign copy of MOM [Minutes of Meetings] X: - No Inspeaction conducted - Inspection conducted without Dealer Top Management presence - No action plan / corrective / counter measures for indentifed points - No periodic updates on counter measures taken to Dealer Top Management |
Mandatory
|
Who: By S.H.E Organisation Members How: S.H.E Organisation Members to checks service-related areas and performs the tasks below: 1. Speak directly to staff: Reinforce the safety first message and ask about any safety concerns 2. Check that work conditions are safe and that unsafe work is not being performed 3. Instruct staff to fix the problem immediately if possible; if the problem cannot be fixed immediately, the inspection leader considers appropriate countermeasures 4. Recognize initiatives that contribute to greater workplace safety and praise staff who implemented them Inspection Route: Example: Route A: Security> Customer Vehicle Parking>Service reception > Workshop [G & B&P] > SST storeroom+Electrical room > Warranty parts warehouse Route B: Parts warehouse > Lubricants storeroom > Waste storage area [Oil & Hazardous Material storage] > Service parking > Control room |
|||
122
|
Facility
|
Safety,
Health & Environment
|
Valid CFO (Consent for Operation
given by state pollution control board) under
> Air Act > Water Act > Haz waste Act |
> As per the water act 1974, Air
act 1981, Environment Act 1986, Dealership must obtain approval from state
pollution control board before start up operations & must have compliance
monitoring system on periodic basis.
|
> Visual check of documents
- Consents with validity - Monthly legal reports - Legal Register & updating frequency > Visual check of Environment Information board at the facility |
O :
> Valid Consent available > Evaluating conditions given in CFO on monthly basis > Complying conditions given in CFO > Submitting returns to PCB [Pollution Control Board]- Monthly. Annually (Form 4 & 5) > Monitoring of Stack & treated water analysis reports & Submission X : Not having valid CFO |
Mandatory
|
As per Environment Act :
> Dealership should have Consent for Establishment [CFE] before starting the facility form local Pollution control Board [PCB] > Dealership should obtain the Consent for Operation [CFO] for operating the facility form PCB > Dealership should adhere to the consent provided in the CFO and should maintain all records. > If Dealership is not meeting the standards / exceeding the capacity for which he has obtained, any time he has the privilege to amend the CFO and get new consent for Operation |
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