STEPS TO SUCCESSFULLY IMPLEMENT THE CHECKLIST 1. Review the CHECKLIST and the Optimised Service Method Module Understand the structure of the service proposed. 2. Take the time to watch a Technician carry out a service >> Use the CHECKLIST as a “Quality Checklist”, that is mark off each item as you watch the Technician carry it out – if it’s done to your satisfaction then tick it off, if it’s not done the way you’d want it done, or not done at all leave it >> Note how many times the Technician walks around the car & raises or lowers the hoist to complete the service >> Note how many times the Technician returns to his bench or toolbox to pick up tools, parts, etc. >> Note how many times the Technician has to leave his bay to get tools, equipment, oil, etc. >> How happy are you as the owner of this business with the service? >> How happy do you think your customers will be? >> Were any upsell opportunities missed?
3. Ask yourself the following questions Do you think that if implemented the structure of the CHECKLIST will >> Improve the quality of services? >> Decrease the time taken to complete a 100% service? >> Add value & help retain customers in a long term relationship with your Workshop? >> If the answer to these questions is â€œYesâ€? then why would you allow Technicians who service cars to continue to service cars their way at the expense of quality, efficiency & customer satisfaction? 4. Commit to implementing the CHECKLIST Make the decision that it is the right thing to do and set up a plan to implement it as both a Checklist & as a Routine Service Method. 5. Select a Champion You will need someone to understand the process, explain it to each Technician and follow up after training a Technician to ensure that the routine is being followed. This may be yourself, the Foreman, a senior Technician, etc. depending on the Workshop structure and the people involved.
Attitude is very important – they have to want to implement the change and have the ability to lead the rest of the Workshop. 6. Pick the low hanging fruit In a typical Workshop there will be a range of attitudes to the CHECKLIST: >> General acceptance – often from the younger Technicians & Apprentices and Supervisors such as Foremen, etc . A willingness to “give it a go”. >> Sitting on the fence – “It’s good, but..” – generally what they mean is it looks good and should be used by others (younger), but it’s not for me. Often a symptom of an unwillingness to change. >> Outright negativity – often from older Technicians who don’t believe that there can be a better way to do anything than the way they have always done it. >> Start with the most positive Technicians and get them fully implemented before tackling the harder ones. Get some “runs on the board”. It generally takes up to 10 services before the new method becomes routine to a Technician.
7. Implement fully across the whole Workshop Ask yourself: Why would I accept anyone doing it any other way? With the negative Technicians start using the CHECKLIST as a Checklist only â€“ get the benefits of quality & value add and leave the efficiency gains until later. It may not be worth taking it further than this with these Technicians, particularly if they generally do diagnostic or major repair work and carry out very few routine services. Long term you will have to decide if their contribution is worth overlooking the attitude or not â€“ the efficiency gains made by thinking about tools, etc before walking around apply equally to diagnostic work and routine servicing. As new staff, including Apprentices, are taken on introduce them to the CHECKLIST and trained in how to use it. Before hiring a new Technician show them the CHECKLIST, explain how it sets up a routine for servicing and ask the prospective Technician if he has any problem carrying out services in this order. 8. Train front office staff Make sure that all staff who have contact with customers understand the CHECKLIST and are able to sell it to customers.
Review the following samples and put them into words that you are comfortable with: “Sam carried out your service today & this is his report on your car.” “You can see that everything has been checked and is OK, except for the 2 areas highlighted in the Yellow boxes….” Make special mention of the tyre tread depths & Brake pad measurements and interpret these for the customer for example: Tyre tread depth “Sam has measured your tyre tread depths at 5mm – tyres are unroadworthy at 1.6mm when they hit the wear indicators that are built into the tread, so at 5mm you still have plenty of wear left. We will measure them at each service because they are such an safety item – particularly in the wet.” Note that Technicians should be instructed to measure the tread depth at 3 locations around & across the tyre so that any variations in tread depth are observed – the minimum reading will be recorded. Technicians will measure to the bottom of the tread not at the wear indicators, so you will have to allow for & explain the 1.6mm wear indicators. Brake pad thickness “ You can also see the brake pads have been measured – the
roadworthy limit for brake pads is 2mm so at 4mm yours are still OK, but getting close to the minimum so we’ll need to watch them at the next service. While we can fit cheaper pads we recommend Bendix General CT pads for your car because they feature a unique Titanium stripe and Ceramic technology to ensure sure stopping every time, but we’ll talk about that again next service.”` Do not undersell the CHECKLIST – it is an important tool in giving the customer confidence in the service that we have performed and in establishing a long term relationship. 9. KAIZAN The Japanese have a term “Kaizan” meaning continual improvement - it’s one of the ways that the Japanese became so strong in manufacturing. In this case it means that someone in the Workshop may have a better idea – a way to improve the quality of the service or decrease the time taken to do the service – if so that’s great and all ideas should be considered. So what should you do with your idea? Talk to your boss & show him what you have in mind – don’t keep it to yourself – if he agrees then the idea should be
shared throughout the Workshop. If it is a better way then everyone should be doing it.