QMS practice format of ISO and IATF 16949 second part

As discussed in my previous blog that due to technical error we could not complete to write the last part of QMS Practice formats. Please find remaining part in this blog. The remaining part is HR Audit and the format is as under:

NEW SL.No	Q.No	Chapter	Checkpoint	Purpose	Checking Method	Scoring Criteria	Mandatory ?	Additional Help	Shop	Remarks
123	Human Resource	Human Resources	The Dealer Customer Service organisation and job responsibilities are as per TKM recommendations. [ ST01, ST02] Also, Key Manpower is available: a) GM - Service b) Manager - Service / BP c) Manager - Parts d) Job Controller e) Technical Leader f) CR Manager [Refer Annexure 14  ]	Organization charts are used to analyze position hierarchy and report relationships. It has to be designed according to the job roles defined for each dealer staff. The roles & responsibility sheet for each staff helps to get clarity on who is incharge of each activity and also help in creating a development plan for all categories	a) Check for the availability of Dealer's organization chart (Hard copy/Soft copy) and Job Description sheet for all staff  b) Check whether Topserv updation matches with Org Structure and actual person available.     c) Check whether dealer updates the New joinee information in Topserv within one month of joining	O: If updated Dealer's organization chart & job description (Hard copy/Soft copy) is available and meets all the requirements & all key manpower is available  and Trained - Environment Management Representative [EMR], TM's & Mgmt And all details are updated in Topserv upto date. X: If the organisation chart & job description is available but does not meet some of the requirements or if it is not available or if some or all of the key manpower is not available or training is not done as per plan                                                            If new Joinee information is not updated	Mandatory	The organisation chart should include the following: a) DP Approved S.H.E.commitee b) S.H.E. co-ordinator[ST06] c) Kaizen Team & leader d) Fix It Right Team For FIR team formation, Fix-It-Right Manual uploaded in CONNECT to be reffered. The Job Descriptions should be current and reviewed annually with review date. If washing / fitment center is outsourced, copy of contract to be available.	G + BP
124	Human Resource	Human Resources	All Front office , General & BP shop personnel a) exhibit a neat and tidy appearance b) Wear name badges [ST08]	Any mark to the vehicle during repair / service will cause customer dissatisfaction and be costly to the Dealer. Name badges are important from the customer's point of view as they should know who they are talking to for future reference	Check the appearance of the Front office, Genera & BP shop personnel	O: If all staff wear neat and clean uniforms & name badges X: If  some staff are not wearing neat and clean uniforms or name badges	Mandatory	The apperance of the staff should be professional and business-like. Stains are common on technician's uniforms,but will probably not leave a mark on the customer's vehicle after they are washed.Name patches are recommended on technicinas' uniforms.It is recommended that employers provide employees with financial assistance for uniform purchase and cleaning. Staff coming in contact with customers must compulsarily wear name badges EM Technicians to wear EM Uniforms only Kodawari scoring pertains to General Shop area only	G + BP
125	Human Resource	Human Resources	Performance appraisals are conducted with all the After Sales staff on at least a yearly basis	Performance evaluation based on the job responsibilities should be carried out on a regular basis (quarterly/half yearly) to understand the strengths and weakness of each staff.	a) Check documental evidence of Appraisal system b) Check evidence of staff having seen it	O: If an appraisal system is available for all staff in documented form & all staff have seen it △: If the appaisal system is not covering all dealer staff or if some staff is not aware of it X: If no appraisal system in not available	Non Mandatory	The appraisal system should be clear on feedback sharing mechanism with the staff. Action plans need to be made in consent with the staff & reviewed	G + BP
126	Human Resource	Human Resources	The dealer has a written plan & practice to motivate After Sales staff to perform better, to upgrade their skills and to Participate in Kaizen activities	Motivated & focused staff is very essential in achieving a high level of Customer Satisfaction. Also, this plays a key role in staff retention	a) Check for documentary evidence & staff awareness on the motivation scheme b) Check if dealer conducts Kaizen events (like SGA Jishuken & recognition/reward for Kaizen idea submission) at branch/ group level with the presence of dealer Top management	O: If an appropriate motivational plan is in place, practiced and all staff are aware of it △: If the motivational plan does not cover all staff or if some staff is not aware of it X: If no motivational plan is available	Mandatory	In-Dealer skill contest is another way of motivating & rewarding talented staff. Other dealer initiatives can be salary increments, incentive trips, etc. Kaizen Jishukens/events in presence of dealer top management will motivate the employees to participate in Kaizen and to improve the operation and work environment.	G + BP
127	Human Resource	Human Resources	The Dealer has a training plan for all Customer Service which covers both distributor held & In-house training.[ST03]	By developing a formalized training program for all staff in the Dealer, it is possible to establish a foundation of highly effective and motivated staff members that will ensure future growth and profitability for the Dealer	a) Visual check for the availability of  document (hard copy/Soft copy). b)Check the implementation of plan by staff interviews c) For MDPP dealer, Dealer Training calender need to be upto date (Check the online MDPP Portal)	O: If training plan for the current year(Hard copy/Soft copy) is available and implemented X: If training plan is available but does not cover all staff or if the plan is not fully implemented or If no training plan is available	Mandatory	MDPP evaluation report of TKM can be reffered. [ check the MDPP Yearly plan, Monthly Report & Completion Report ] Also, check the following internal reports: Hourly Plan, Attendance report, Monthly reports	G+ BP
128	Human Resource	Human Resources	The dealer has an On-Job Training program for staff new to their position	OJT is an effective method for training new staff members. Also, OJT needs to be carried out each time an issue is discovered by a supervisor in daily work.	a) Check for evidence of OJT plan & completion records b) Confirm with Staff interviews	O: If a detailed OJT plan is available covering all the after sales staff with proper training completion records △: If OJT plan does not cover all dealer after sales staff X: If no OJT plan is available	Non Mandatory	Look for evidence of an OJT training plan. A well established 'Induction Programme' should also be available for the new staff	G + BP
129	Human Resource	Human Resources	The dealer staff have attended TKM-CR Training programs as per the eligibility criteria	It will help lay the foundation for independent CR Department at dealerships through Toyota's philosophy & its principles	Check with the CR manager for training certificates	O: If all CR staff have attended trainings as per guidelines                    △: If  one CR staff has not attended training as per guidelines                      X: If more than 1 CR staff has not met the training requirements	Non Mandatory	Eligibility Criteria Basic Training - HCR (within 3months of joining) ; AMCR (within 6months of joining) ; At least 1CRE (within 2yrs of joining) Adv -1 Training - HCR (within 9months of joining) ;AMCR (within 12 ~ 18months of joining) Adv-2 Training - HCR (within 24months of joining)	G + BP
130	Human Resource	Human Resources	The dealer has a recruitment strategy to fill up the vacancies as per TKM guidelines with the help of the recruitment kits and portal	The recruitment kit is designed to provide a comprehensive approach to dealers in recruiting the right manpower to the right position	a) Identify the manpower recruited in last 6 months                                                                               b) Check qualification & recruitment kit usage c) Check Job Portal for Job Postings by dealer against the vacancies identified by FR	O: If recruitments are done in line TKM guidelines and by using the recruitment kit and portal completely      △: If recruitment kit & portal are used occasionally                                                   X: If recruitment kit & portal is not used at all	Non Mandatory		G + BP
131	Human Resource	Human Resources	The dealer implement, analysis and review the implementation of Dealer HR  manually 2 as per applicability. Ref: HR manual  Vol 2	Through strong implementation of Dealer HR, ensure ES->CS->Business Higly motivated staff ensure customer delight.	a) Check the implementation of HR manual Vol 2 as per applicability. b) Check the questionnaires  for basic/Advance/Leader and evaluate as per applicability. C) Check the implementation of HR practice by staff interviews.	O: If dealer adopts HR system as per applicability [Basic/Advance/Leader] and timely monitor the implementation. X: If dealer does not adopt HR system and no HR practice or no visualization.	Non Mandatory		G+ BP

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QMS Practical Practice guidelines of ISO and IATF 16949

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 ) Dealer personnel responsible for handling GR jobs at reception and subsequent processes should be clear	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

Under mentioned formats are for Reception Areas:

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

Under mentioned Practices are for Production Areas:

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 ]	It is important for staff to visualize KPI to identify improvement areas & take timely action to enhance KPI. 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

Practices in Marketing Areas:

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

Practices in Customer Relation Areas:

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

Practices in General Management Areas:

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

Practices in Body & Paint or Body shop areas:

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

Practices in Facility areas which is included Basic Infrastructure, Safety Health & Environment and others:

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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