Service Transaction Guide

Chapter 7 Quality Assurance

The ideal customer experience involves a series of complex systems and
people all working together to ensure that the vehicle is not only fixed right
the first time, but also that all the customer’s expectations are met. With so
many steps in a transaction process the potential for problems is increased.
When problems do occur it is vital that the Service Department quickly
identify and resolve the problem so negative impact on customer satisfaction
is minimal.

A quality assurance system is necessary in order to test, evaluate, and
monitor those vital dealership functions. By following a process to collect
valuable information about how well the service transaction processes are
operating, the vehicles are more likely to be repaired correctly, dealer
operations improved, and customer expectations met.

Without a quality assurance system, you often have to rely on customers to
inform you when a service or process has failed and by that time you have
already serviced countless other customers who most likely feel the same
way. Consider this:

Studies by leading analysts indicate that only one customer in five
will complain to the dealership when something goes wrong with
a service visit.

This is a best-case scenario, where a customer takes the time to complain
about their service and offers suggestions to improve. It is more likely that the
customer simply decides not to return to the dealer and no one even knows
that the customer was lost.

To ensure all your customers are happy, satisfied and coming back to your
dealership, you must monitor the quality of your operation before the
customer receives the vehicle.

Quality is never an accident; it is always the result of high intention, sincere
effort, intelligent direction and skillful execution; it represents the wise choice of
many alternatives.

William A. Foster, Author

7-1

Quality Assurance

Attention
to Detail

Details of the
Description

Do you take the time to fully record the
customer’s description of the problem?
Providing the Technician with a complete
description of the problem makes
diagnosis and repair easier.

Complete
Historical Data

Are your Technicians using vehicle
history? Using the vehicle repair history
allows the Technician to determine a
pattern in previous repairs.

7-2

Verify and Inspection Process
Confirm and Procedure

Who performs the final Do you use a systematic inspection
inspection on each process? Improved customer service results
vehicle? All repairs must from reducing human error and oversight.
be inspected and Put procedures in place to ensure
verified by either the inspection is a regular part of the repair.
Technician, Service
Manager or Service Checking
Advisor. Workmanship

Is the test Technician checking
the repair and the condition of
the vehicle prior to release?
Verifying repair quality should
include checks for cleanliness
and completion.

7-3

Quality Assurance

Core Values

The quality assurance should consist of a complete service transaction monitoring system,
which begins with the reservation process and ends with customer follow up. Every facet of
the service transaction process should be evaluated in order to produce a consistent high
level of quality.
There are three fundamentals of a good quality assurance system: Identification/
documentation, Performance, and Verification. Within this chapter we will outline areas within
each step of the service transaction process that affect quality, and discuss strategies to
monitor their effectiveness.
Service quality is the number one customer expectation, and it drives many of the most
basic service standards.
Therefore, the core values of Quality Assurance are:
• The service transaction processes are monitored for standards attainment and to maintain

maximum effectiveness.
• Customer expectation information and dealer performance data are routinely collected

and analyzed.
• Once an operational deficiency is recognized, a process to identify the cause of the

problem is initiated.
• Changes or improvements are made to internal processes to prevent future recurrences.

Advantages

Customer loyalty should be every dealership’s ultimate goal. By applying certain systems to
ensure that each process meets your standards and your customer’s expectation levels, you
will automatically expand your service market share. In addition to dramatically improving
customer satisfaction, there are significant advantages to your operational performance.
The advantages of an effective quality assurance program include:
• Clearly written Repair Orders which describe the customer’s expectations and needs.
• Resources are allocated to provide the greatest efficiency.
• Improved levels of accuracy and completeness of work.
• Consistency with how customers are treated and vehicles are delivered.
• Actionable data for use in making needed operational improvements.
• Adopting a comprehensive quality assurance approach to service will ensure an orderly

and consistent flow of work, which will minimize comebacks, reduce customer
dissatisfaction, and improve productivity.

7-4

Activities

Each section will include a list of the activities, which are critical to customer satisfaction and
service quality. Quality assurance involves consistency and routine. There are three
fundamental components of the quality assurance system.
• Identification/Documentation — appointment, greeting, and service consultation
• Performance — work distribution, mechanical service
• Verification — final inspection, follow up
Errors are an inevitable part of human behavior. Your quality can be evaluated either by your
employees or by your customers.

Identification/Documentation

Each process should incorporate steps to identify the customer’s expectations. This is the first
step to a quality assurance system.

Service Reservations

Proper scheduling supports a quality service experience because it allows sufficient time for
a good consultation and write-up.
Quality checks to tell if your reservation system is working:
• Look at the line of customers in the service drive in the morning.

• If the line is short or nonexistent, and the Service Advisors are devoting adequate time
to each arriving customer, your reservation system is probably working as intended.

• If there is a line and the advisors are unable to review the service history, inspect the
vehicle in the reception area, or write complete descriptions of customer concerns,
you probably need to improve the reservation system.

• Review the reservation schedule:
• Only one customer should be scheduled for arrival at a time for each Service Advisor.
• There should be at least one Service Advisor available during “peak hours” to handle
“walk-in” customers or emergencies.

• Test your phone system
• Evaluate your own reservation system by contacting your store and role-play making
an appointment.

• See Chapter 1, Service Appointments, for more details.

7-5

Quality Assurance

Service Greeting

Customers expect to be immediately acknowledged when they arrive. Peak arrival periods
present the greatest opportunity for process failure. Support systems such as welcoming
customers, collecting Repair Order header information, and retrieving the vehicle history file
will provide the additional time needed to gather the information necessary for a quality
service visit.
Service greeting works best when:
• It’s formalized and documented.
• Adequate personnel are assigned to the task and scheduled during peak arrival periods.
• Service Advisors are easily accessible.
Evaluating your greeting system is easy:
• Watch the customers as they arrive:

• Are they acknowledged immediately? Do they seem confused upon arrival?
• Are Service Advisors shortcutting the consulting process because arriving customers

appear restless?
See Chapter 2, Service Greeting, for more details.

Customer Consulting

When conducted properly, it’s a methodical, step-by-step process that determines the
customer’s wants and needs. All prior functions support the Service Advisor by providing the
resources and time necessary to completely understand and document the customer’s
needs. This section of the Needs/Documentation is the most critical component of the
quality assurance process.
These key elements should occur during the consulting process, evaluate the consulting
process by visually inspecting it:
• Customer consultation occurs at the vehicle.
• Customer complaints are verified by Service Advisor and confirmed with the customer.
• The vehicle history file is checked for past services, recalls/campaigns, and to determine

how they relate to the current needs. (Attach vehicle history to RO if necessary.)
• The vehicle walk around is performed at the customer’s vehicle in order to look for

additional service or repair needs, check for existing damage, and determining the overall
condition of the vehicle. (Record findings on a support sheet.)
• Additional diagnostic assistance is readily available to help Service Advisors determine
the service or repairs needed. (Check to make sure that a system is in place and test
its operation.)
• Service Advisors record clear repair instructions – referring to the scope of work (customer
interpretation), not technical instructions. There should be no typographical errors and no
acronyms used. (Pull 5 - 10 Repair Orders randomly during the week.)

7-6

Ensure that additional processes and tools are available for the difficult to diagnose
situations:
• Road testing
• A Technician or Shop Foreman to provide time with the customer
• Possible review of computer analysis or test equipment time with the customer present
Ultimately, it comes down to how well the customer is involved in the diagnostic process.
Work with the Service Advisors to incorporate a consistent approach to handling the
consultation process and develop skills to “pull” the information from a customer regarding
their expectations.
See Chapter 3 for details on how to set up a quality consulting system.

Performance

The next step that affects quality assurance is actually doing the repairs. When needs
identification has been done properly, work performance is enhanced. Therefore, the
Technicians have a clear understanding of the overall vehicle condition and the customer’s
requests so they know how to proceed, what is expected of them, and how to perform in a
cost-effective manner.

Work Distribution

Good work performance starts with good dispatching – making sure the work is assigned to
the proper Technician with the proper training needed for the repair.
• The Dispatcher controls the entire shop production system and must have a good

understanding of the work requested and the skills required to perform that work.
• Be sure the Dispatcher has all the organizational tools necessary to complete the job.
• The Dispatcher needs adequate time to consider who should get the work, when each

job should be started to complete it on time, and how each assignment fits with other
work waiting and jobs on hold for parts or authorization.
Before accepting a Repair Order for distribution, the Dispatcher or Team Leader should check
to ensure the following information is clearly recorded:
• Complete customer and vehicle information (header information)
• Actual and attainable promise time
• Clear repair instructions defining the scope of the work
• Cost estimate
If any of the above is missing, the Repair Order must be returned to the Service Advisor.

7-7

Quality Assurance

Service Advisors also require capacity information throughout the day to be able to make
valid time promises. It is the responsibility of the Dispatcher or Team Leader to provide that
information, including:
• Daily capacity, calculated by workshop or by team
• Holdover information (hours)
• Unsold capacity, either by team or workshop
• Status of each vehicle accepted into the dispatch system for progress checking activities
Evaluate the shop capacity or work distribution log to ensure it is routinely updated
and contains all the necessary tracking information.
The dispatching function should be handled by a dedicated employee or Team Leader,
because this is a critical function in terms of quality and Service Department profit potential.

Mechanical Repair

Each step in the service transaction process works to support the next step in the process. If
the distribution step is done properly, the most qualified Technician receives the job and is
ready to perform the necessary work.
Before any work begins, the Technician should perform a document check:
• Is the header information complete, including VIN and mileage?
• Is a promise time recorded? Can the Technician still meet the required deadline?
• Is the scope of work clear and within my abilities?
Visually inspect the Technician’s work environment. Does it support quality work?
Check to make sure the following actions are being taken.
• At the end of each job, the stall is cleaned. Spills are cleaned when they happen. The

workspace is clean and organized.
• New or used parts belong:

1. In the Parts Department
2. On the customer’s vehicle
3. Or in the trash
Used parts should be discarded; cleaned, bagged and returned to the customer, or returned
to the Parts Department for warranty claims — the stall is not a used parts warehouse.
• Check the uniform frequently to ensure that there is no soil that could get on a
customer’s vehicle.
• Special tools are returned to their proper location.
• Routine safety checks are made with the hoist, floor jacks, and other shop equipment that
are regularly used.

7-8

Verification

Verification is the third element of the quality assurance triangle. Verification has two
components:
1. Final inspection (Both Mechanical and Delivery)
2. Follow up
Verification is not about fixing work or making customers happy — it is about examining the
process to confirm what went right and identify what went wrong. The data collected allows
management to fine tune the system, correcting any problems.

Final Inspection

After the work has been completed, all vehicles should receive a final inspection. In order to
be effective, a final inspection must be performed on a consistent basis.
Too often a final inspection is only done when a vehicle has been in multiple times for the
same repair. Not only could this have been avoided, but it also sends a message to the
shop that quality workmanship is only performed when a high impact situation arises.
The final inspection verifies that all of the work that was requested was done completely and
correctly, and the vehicle is ready to be delivered to the customer. This step also helps
improve efficiency and decrease comebacks.
Here are the benefits of setting up a final inspection process:
• Improve customer satisfaction and customer loyalty by reducing comebacks.
• The Service Department detects errors before the vehicle is delivered.
• Management can monitor the quality of repairs and quickly identify learning deficiencies.

Adding a final inspection specialist in your service operation will eliminate most comebacks
and allow you to monitor the effectiveness of your quality assurance efforts. And those aren’t
the only benefits. A final inspection by a specialist will also:
• Enable Service Advisors to tell customers their vehicles are ready with complete

confidence.
• Free Service Advisors from quality control tasks so that they can focus on customer

consulting.
• Free the Shop Foreman and Service Manager from quality control tasks so that they can

manage production and the department.
• Free the Technicians from trying to check their own work so that they can concentrate

their time and energy on quality productive output.
• Free up shop capacity now used to fix comebacks.
• Provide a significant boost to the technical image of the Service Department.

7-9

Quality Assurance

Setting Up Final Inspection

Here is what is required to set up a final inspection process in your workshop:

Performance

Benchmark 1. Every vehicle is inspected.

2. Set up a designated test area. Consider choosing a test center that is located near the
customer reception area. Arriving customers will be impressed with your dedication to
offering a quality service.

• Make available adequate test equipment

– Designate a stall with a hoist for final inspections

– Provide a desk for the Inspector to complete notes on the Repair Order and add
inspection data, as needed

– Have a computer terminal available to update electronic Repair Orders, if needed

Performance 3. The final inspection process requires formalized test procedures to ensure the repairs
Benchmark
corrected the customer’s concerns, the results of the service visit are recorded, and the

vehicle is returned to the customer clean and undamaged.

4. Use a Final Inspection Form to record the results of the inspection.

7-10

Verifying Completion of Service and Repairs

The actual inspection process has two components:
• Verifying the completion of service and repairs.
• Checking workmanship and problem resolution.
Here are the steps for the Technician when verifying work completion:
1. Receive your inspection assignment and review the original Repair Order information to

become familiar with the customer’s requests and the labor operations done.
2. Observe the operation of the vehicle’s controls along the way, listening for any unusual

sounds. Observe the general cleanliness of the vehicle and note any damage.
3. Check to see that each labor operation specified on the Repair Order was done. When

there is an apparent discrepancy, talk to the Technician, who will usually provide a
reasonable explanation. If the Technician’s response is not acceptable from the standpoint
of meeting the customer’s expectations for the job, bring the matter to the attention of
the Service Manager.
4. Carefully review the customer’s comments recorded on the Repair Order or attachment to
the Repair Order. Make sure you understand the problem. If you have any doubts, talk to
the Service Advisor and the Technician to get an explanation. If necessary, ask the Service
Advisor to call the customer to verify the complaint.
5. Check to see whether the condition reported by the customer has been resolved by the
work that was done. Report unresolved problems to the Dispatcher and the Shop
Foreman immediately (or the employee performing those functions in a small dealership),
and note the problem on the Comeback Log. Together, the Dispatcher and Shop Foreman
will decide who should correct the problem.
6. All final inspections are recorded on a Quality Control Log or Report.

Checking Workmanship

While making sure that each item requested by the customer has been addressed, the test
Technician verifies that the vehicle is ready to be delivered by the Service Advisor.
1. Check whether the Technician used protective coverings for the seat, floor, steering wheel,

and fenders. If these areas are soiled, arrange for cleaning after your check. Note
improvement areas on the Quality Control Log.
2. Check to see that repaired or replaced components are clean. If necessary, arrange for
cleaning after your check. Then note the problem on the Quality Control Log.
• Remember that the purpose of documenting problems on the Quality Control Log

is to provide information about opportunities for improving the service process at
your dealership.
3. Verify that the repaired or serviced systems and components are functioning correctly.

7-11

Quality Assurance

Quality Check the RO

The last inspection test may seem redundant, but it’s not. The quality assurance person
should check to see that the work performed is described in a way that the customer can
understand. Make sure that you don’t return the vehicle with work that is properly done, but
only partially complete.
1. Make sure that all information is presented on the Repair Order including the Concern,

Cause, and Correction sections. Include test vehicle findings on the Repair Order and
check mileage in and out to make sure they are accurate.
• Poor notations made too quickly or carelessly during customer consulting can lead to

incorrect assumptions about the repair work that needs to be done.
2. Include a stamp or final inspection sticker certification message on the RO.

Follow Up

The follow up process is designed to collect valuable information about the customers
experience with your Service Department. In addition, when done correctly it can also give
you an opportunity to “rescue” the customer and correct a problem. Too often, the Service
Department’s purpose in conducting a follow up is primarily to control a survey score rather
then ensure that the work was completed to the customer’s satisfaction. The message this
sends to the customer is one where the score is more important than their concerns.
However you choose to conduct your follow up process, remember that a customer who
has a problem that was resolved promptly is far more loyal than a customer that never had
a problem.
A thorough review of the follow up process is contained in Chapter 10.

Resources

People

Test/Final Inspector
Qualifications:
• Technical knowledge
• Administrative and organizational skills
• Verbal and written communication skills
• Problem solving ability
• Basic computer skills
• Attention to detail – the ability to manage a large volume of information without losing

focus
• Confident decision maker
• Strong analytical and problem-solving ability
• Leadership skills – ability to motivate a variety of personalities

7-12

Special Skills:
• Kia product knowledge
• Kia equipment and mechanical service experience
• Excellent mechanical diagnostic skills
Number required: One for every 20 Repair Orders written per day

Equipment And Materials

Typical service work stall, including:
• Technician’s personal tools
• Workbench
• Hoist
• Computer terminal
• Access to computer technical references
• Telephone with intercom
• Special tools and equipment, including engine analyzer, battery and charging test

equipment, multi-tester, and Computer Diagnostic Systems
• Access to vehicle history files and open recall/campaign information
• Access to technical training materials
• Access to technical manual library
• Repair Orders
• Vehicle inspection forms
• Pickup and delivery schedule
• Service Tech Cart
• Cell phone (optional)

Information

• Repair Orders
• Vehicle service history
• Test procedures
• Product specifications
• Technical service information
• Technical training information
• Labor time guidelines

7-13

Quality Assurance

Process Improvement Suggestions

1. Market your commitment to quality by announcing your special actions.
• Develop a brochure that outlines your quality assurance process.
• Update all dealership employees so they understand the emphasis on quality in your
Service Department.
• Create a Final Inspection Card or hang tag that the inspector signs and leaves in the
vehicle after the inspection is complete.

2. Track your quality inspection results by noting the total number of problems identified per
day. Set objectives internally and post the results in the Service Manager’s office. When
you achieve a milestone, you can set up a group award system or lunch.

Your process improvement suggestion:
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7-14

Best Practice Checklist Never Seldom Occasionally Often ALWAYS

Quality Assurance JJ J JJ

1. Every vehicle is inspected after Never Seldom Occasionally Often ALWAYS
maintenance or repairs.
JJ J JJ
2. Vehicles are evaluated in a
centralized location. Never Seldom Occasionally Often ALWAYS

3. Standard procedures are used JJ J JJ
to verify the completeness and
quality of work. Never Seldom Occasionally Often ALWAYS

4. Service processes are routinely JJ J JJ
evaluated and performance is
recorded.

Scoring

Never = 1 Seldom = 2 Occasionally = 3 Often = 4 Always = 5

16-20 Expert
The dealership and its personnel are knowledgeable and certified performers

11-15 Professional
The dealership and its personnel are well-informed and practiced performers

6-10 Competent/Skilled
The dealership and its personnel are capable performers that need practice

0-5 Amateur
The dealership and its personnel are untrained and uninformed performers

7-15

Quality Assurance

Notes

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7-16

8Delivery Delivery

Chapter 8 Delivery

Studies indicate that a quality Service Delivery process has a
very close relationship to the customer’s overall perception of the
service experience. Simply delivering the vehicle is not enough.
The delivery process requires, a special after service consultation,
a trouble-free cashiering process, and a professional vehicle to
improve customer loyalty. Fortunately, an Active Delivery process
incorporates these critical areas, is easy to set up, and produces
immediate results.

The whole purpose of the Service Delivery is to give the
Service Advisors a chance to explain the repairs that took place,
which leaves no doubt about what work was performed and why
that work is beneficial to the customer.

This is the area where you can take most advantage of your
competitors. Many competitors do not take advantage of the
opportunity for customer interaction and neglect to properly
deliver the vehicle by taking short cuts. The end result is that
customers leave the Service Department with a sense of
being unappreciated.

This is your opportunity to build a sense of value for the
money and time investment your customers have made by
bringing their vehicle to you for service. Lasting customer loyalty
begins with developing trust, and trust begins by customer’s
understanding the benefits they received from your services.

A good preparation takes longer than the delivery.

– E. Kim Nebeuts
Mathematician and Educator, 1988

8-1

Delivery

Create
a Lasting
Impression

Best face forward

Did you know you are the face of the
dealership to your customers? Providing
the customer with proper Repair Order
costs and a detailed explanation of
the services will improve customer
satisfaction.

On Time

Are your services completed and
delivered when promised? When the
customer’s vehicle is repaired on time
and for the quoted cost you show
respect for your customers.

8-2

Follow Up By Phone

What are you doing to follow up with your
customers after they leave the dealership?
Updating the customer during the day on
progress and completion proves you are
knowledgeable and experienced.

Verify and Confirm

Who performs the final inspection
on each vehicle? All repairs must be
inspected and verified by either the
Technician, Service Manager
or Service Advisor.

Make it an Active
Delivery

Do you spend time with each
customer to ensure they understand
the repair and are happy with the
outcome? Taking a few minutes to
explain the problem and review the
solution engages the customer and
displays your respect for them.

8-3

Delivery

Core Values

It’s not enough just to do the job right. It’s essential that every customer know that the job is
right. Visits for maintenance and repairs are not truly complete until the vehicle is returned to
an informed and satisfied customer. The only way to make this happen is to seek out each
customer and make sure he or she understands precisely what was done during the visit.
The core values of the Delivery are as follows:
• Each customer understands the maintenance or repair work that was just completed —

whether the job is paid for by the customer or is covered by the factory warranty.
• Service Advisors explain each invoice and provide an accurate breakdown of the costs

associated with the work before the cashier process.
• The Service Delivery is an active customer-oriented process.
• Delivery involves a discussion of future service needs and scheduling.
• Customers receive their vehicle in a timely and efficient manner.

Advantages

By taking an “active” approach to the Service Delivery, you make sure that every service
transaction is concluded on a positive note. It is a simple way to make sure that owner
loyalty is not left to chance.
A professional Service Delivery will:
• Enlighten customers so they perceive the Service Department as efficient and

professional.
• Strengthen trust in your dealership by having customers truly understanding the benefits

and value they get from every service visit.
• Speed up the cashiering process because questions have been answered prior to paying

for the work performed.
• Remind customers when to return for their next service.
• Enhance customer satisfaction scores on surveys because customers feel the dealership

really cares about them.

8-4

Tasks

Delivery involves activities by the Service Advisor, cashier, and vehicle movers. It’s a series
of steps that can be done at any dealership, no matter the size. These activities ensure
that customers leave the dealership feeling that they made the right decision about who
they entrusted their vehicle with, and feel encouraged to return for all future service and
parts needs.
Active Delivery requires the following tasks:
• Active Delivery support
• Conducting the delivery

• Preparing for the delivery
• Contacting the customer
• Completing the delivery
• Convenient vehicle pickup

Active Delivery Support

The supporting activities that enable an effective Service Delivery have been detailed in the
previous chapters. Accordingly, here is a list of objectives that should be present:
Performance • Prior to conducting delivery, the progress checking system is used to support the delivery
Benchmark system by providing the customer with a status of the work performed on the vehicle.
• When work is completed, the Technicians immediately turn in Repair Orders.
• The Quality Assurance process supports the delivery by reviewing the work performed and

the Repair Order documentation, ensuring that the notes are clearly written.
• The Service Advisor notifies the customer that their vehicle is ready.

Handling a Comeback

Making a good final impression with a comeback customer requires that you conduct a face-
to-face delivery of the vehicle. Since the vehicle arrived in the shop and was identified as a
comeback vehicle, special provisions should have been made to ensure the work was done
right, including any special tests. An Active Delivery provides the opportunity to summarize
the customer’s expectations, describe the work that was done in greater detail, and describe
any future actions.
Be sure to cover what was done, why it was done, and what the customer can expect.
Conduct the delivery as you would any other, but be sure to schedule a follow up call, and
record the date in your Follow Up Log. The follow up call is key to rebuilding the
customer’s trust.

8-5

Delivery

Conducting the Delivery

The Kia delivery involves taking an active approach with customers. The Active Delivery
begins before the customer arrives to pick up their vehicle. Rather than wait for customers to
call in or ask questions, the Service Advisors are proactive by contacting every customer to
make sure the customer knows what was done and what may need to be done in the
future.

• Customers are contacted by phone or in person, depending on the individual customer’s
needs and the circumstances of the repair.

Preparing for the Delivery

Once the Service Advisor receives the completed invoice, here are the steps to follow:

1. Look over the documentation. Be sure you clearly understand what work was performed
and the outcome of the quality assurance checks.

2. Check the comments visible to the customer. Is the work, which was performed,
documented in a way so the customer can understand the work?

3. Verify the work

• Take the time to check over the vehicle yourself — although it’s been through a quality
check, a quick look at the vehicle will add a sense of personal knowledge to your
delivery conversation with the customer.

Contacting the Customer

1. Once you feel confident that you can explain every aspect of the invoice, from charges
to the technical findings, contact the customer to inform them that the vehicle is ready
for pickup.

Performance 2. Every customer is contacted and given a thorough explanation of the invoice before the
Benchmark cashiering process.

3. Whenever possible, it is beneficial to deliver the vehicle in person; however, when a
face to face meeting is not possible, an effective delivery will have to take place over
the phone.

• Do not simply say, “Your vehicle is ready.” You need to take the time to go over every
detail of the work.

A good way to evaluate your delivery effectiveness is to monitor the number of questions
that arise while a customer is at the cashier’s window. If there are too many questions, you
need to do a better job with your phone deliveries. On the other hand, if no questions arise
and the conversation is filled with pleasantries and payment confirmation, then your phone
deliveries are effective.

8-6

Telephone Delivery

1. Begin the delivery conversation on the phone by asking if the customer has his or her
copy of the Repair Order that you provided during the consultation. First address the
customer’s service needs — line by line. This reassures the customer that you fully
understood their concerns.

2. Describe what was done in response to each item and itemize the charges for those
labor operations.

• Explain the work as you would to a friend using easily understood terminology and try
to avoid technical or industry terms.

3. Be sure to point out that the total parts and labor charges match either the initial or the
revised estimate.

4. Ask if the customer has any questions about either the work done or the charges. Answer
the questions candidly.

• If you don’t know an answer, promise the customer a call back after you get the
information he or she needs.

5. If applicable, be sure to advise the customer of any items that were not corrected during
the visit and an explanation of why they could not be accomplished.

• Be sure to have a plan to complete the final work and have appointment dates
prepared to offer the customer.

Performance 6. Let the customer know about the next scheduled maintenance for the customer’s vehicle,
Benchmark
based on elapsed time or mileage, as appropriate. Be sure to make a record of the

customer’s approximate maintenance dates within the follow up file.

7. Advise the customer how to proceed when picking up the vehicle:

• Tell the customer to go directly to the cashier upon arrival at the dealership (make
sure they know where the cashier is located).

• Mention that after payment, the valet will have their vehicle ready in the delivery area.

8. Invite the customer to contact you immediately if he or she has any further questions
or comments.

• Assure the customer that you will be available if any questions arise.

In-Person Delivery

The in-person delivery is the same as the telephone delivery but you have an advantage of
showing the customer your work and/or visual aids to provide greater impact (i.e., old parts,
system charts, etc.).

1. The Service Advisor always greets the customer before he or she reaches the cashier.

2. Take the customer to your office, or another convenient quiet office, and follow the
recommendations outlined above.

• Consider taking the customer to their vehicle and showing them the work that was
performed.

8-7

Delivery

• Always communicate your findings during the quality assurance process.
When you’re finished, give the customer one of your business cards and guide them to
the cashier.
Be sure to save the delivery copy of the Repair Order for your telephone follow up duties.

Completing the Delivery

After you have communicated all the information to the customer, complete these steps:
1. Notify the cashier that the delivery has been completed and the vehicle is ready for

release to the customer.
2. If the delivery has been performed at the dealership, personally escort the customer to

the cashier and thank them again for their business.
3. Complete the documentation:

• Note the completion of the delivery in the Repair Order log, along with any follow
up notes.

• When all of the commitments to the customer have been fulfilled, mark the Repair
Order as completed.

• If any additional follow up is required, complete a card for your file with the
appropriate information and the contact date.

Convenient Vehicle Pickup

It is good business to set up a system to retrieve the vehicle for the customer rather than
have the customer get the vehicle himself. In addition to the obvious goodwill this can
generate, there are several operational benefits as well:
• Avoid damage from customers attempting to move vehicles themselves. Most cars are

parked in narrow parking places.
• Unexpected problems will be discovered by the vehicle movers rather than the customer.
• Vehicles are quickly brought to the customer while they are at the cashier window so

delays are reduced.
Use designated lot personnel to move the vehicles. Avoid using Service Advisors, as they
need to be available to receive customers.
1. Park the vehicle in designated parking stalls and be sure that a vehicle location identifier is

attached on the customer’s keys.
2. After receiving a call or page from the cashier, collect the keys and note the location of

the vehicle.
3. Verify that the vehicle is clean and ready for the customer.
4. Arrive at the reception drive and greet the customer. Remove any protective coverings

used throughout the repair and thank them for their business.

8-8

After Hours Vehicle Pickup

Providing convenient vehicle pickup may require you to set up an after hours pickup
process. Most customers can pick up their vehicle while the Service Department is open;
however, some need the additional flexibility of being able to fit the vehicle pickup into
their schedule.
1. Complete the delivery consultation over the phone with the customer by following the

telephone delivery steps outlined on page 8-7.
2. Get approval to charge the repair to the credit card, then confirm with the customer that

the vehicle will be parked in the designated vehicle pickup area and outline the steps and
contact person to follow up with when they arrive.
3. Record your consultation notes on the invoice and note that you received authorization to
charge the customer’s card for the associated costs.
4. Complete the transaction and staple the receipts to the customer’s copy of the RO or put
into the customer’s delivery packet. Deliver the keys and delivery packet to the person
responsible for the after hours delivery.
5. A proper follow up is critical with after hours pickup customers. Be sure to include a
notation in your follow up log regarding the pickup process.

Resources

People

The delivery requires certain resources. This list summarizes those requirements:
Service Advisors
Qualifications:
• Primarily customer contact
• Enjoy interacting with other people
• Have a genuine desire to be of service to customers
• Good customer relations skills
• Good communications skills
• Good listening skills
• Can build relationships with your customers
• Have initiative and flexibility combined with a positive attitude
• Some sales ability
• Assertive when recommending needed services
• Administrative ability to handle the paperwork
• Technical knowledge builds credibility with customers

8-9

Delivery

Special Skills:
• Basic Kia product knowledge
• Kia warranty policies and procedures
• Kia equipment or mechanical service experience – beneficial
Approximate Number required: one for every 14 – 16 Repair Orders written per day.

Equipment And Materials

Besides standard workstation equipment, you need the following items:
• Adequate work surface and comfortable seating for the Advisor and customer
• If using computers, a computer terminal linked to a computer system with software for

Repair Order tracking and database management
• Telephone with intercom
• Calculator
• Access to copier and fax
• Repair Orders
• Repair Order Log to keep track of each consultant’s customers
• Pickup and delivery schedule

Information

Service Advisors need the following to do an effective Service Delivery:
• Repair Order information
• Invoiced amounts
• Service history and any recall/campaign information
• Customer and vehicle data
• Warranty policies and procedures
• Service estimating guide
• Parts ordering information
• Technical Service Manual information
• Vehicle specifications
• Completed Repair Order information
• Shuttle service
• Reservation schedule

8-10

Process Improvement Suggestions

1. Invest in a delivery service. Many customers will pay a reasonable fee for the convenience
of a pickup or delivery service. Coordinate pickups and/or drop offs with a shuttle service
to take advantage of the shuttle driver’s route. In addition to the benefits in customer
satisfaction, it may also provide another revenue source.

2. Many dealers use intercom systems to communicate with their lot personnel. While this
can be an effective communication method, many times the porter can be in locations
where they cannot hear the page and customers often say that these systems tend to be
loud and obnoxious. Consider investing in cell phones with a walkie-talkie feature to
quickly and discreetly provide direction. In addition to being able to quickly reach the
porter, you can also leverage the costs by getting a group plan.

The bottom line: it’s the people-to-people contacts at the dealerships that are critical to
customer satisfaction and owner loyalty. The customer’s final impression of the dealer is
extremely important. It is a shame to properly handle the other processes only to have the
overall impression of the service experience spoiled by a poor vehicle delivery process.
Your process improvement suggestion:

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

8-11

Delivery

Best Practice Checklist Never Seldom Occasionally Often ALWAYS

Quality Assurance JJ J JJ

1. Service Advisors explain the invoice Never Seldom Occasionally Often ALWAYS
to each customer before cashiering,
carefully reviewing what work was JJ J JJ
done and how much it costs.
Never Seldom Occasionally Often ALWAYS
2. Customers are advised of their
future service needs and the next JJ J JJ
service visit. A follow up is recorded.
Never Seldom Occasionally Often ALWAYS
3. A progress checking system is used
to support the delivery process and JJ J JJ
provide proactive information.

4. When the delivery is conducted
with a customer on-site, the Service
Advisor escorts the customer to the
cashier.

Scoring

Never = 1 Seldom = 2 Occasionally = 3 Often = 4 Always = 5

16-20 Expert
The dealership and its personnel are knowledgeable and certified performers

11-15 Professional
The dealership and its personnel are well-informed and practiced performers

6-10 Competent/Skilled
The dealership and its personnel are capable performers that need practice

0-5 Amateur
The dealership and its personnel are untrained and uninformed performers

8-12

Notes

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8-13

Delivery

Notes

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8-14

9Cashier Cashier

Chapter 9 Cashier

Every contact the customer has with dealership
personnel affects their overall satisfaction with the
operation. The Cashier is no exception. The Cashier
has an equally vital role in determining that
perception. The Cashier is typically the customer’s
last contact with the dealership and therefore,
must represent the dealership in a friendly and
professional manner.

Proper handling of the final part of the service
transaction is an excellent way to improve customer
satisfaction. It also imparts to the customer that
everything has been handled in advance and that
they are aware of their busy schedule.

An excellent Cashier Department will also help
reduce paperwork errors that affect parts orders,
payroll and warranty claims reimbursement.

“Watch your thoughts, for they become words.
Choose your words, for they become actions.
Understand your actions, for they become habits.
Study your habits, for they will become your
character. Develop your character, for it becomes
your destiny.”

– Oliver Wendell Holmes

9-1

Cashier

Remember You
Are The

Dealership

First-Rate Final
Impressions You are the last

person a customer deals with. Make sure
you leave them with a positive
impression of the repair experience.

It’s Not Just About
Words

Acting rushed, looking stressed or
frustrated will say more than any words
you might say. Look at the customer
and show interest.

9-2

Recognize The Value Of
Your Customer’s Time

Long lines at the end of the day are

difficult for everyone. Acknowledging all

the customers in line will head off

customer irritation.

Telephone Etiquette

One minute on hold seems like
an hour. Offering to call back
in a specified time frame
will prevent customer
frustration.

Paper Work Prep

Before turning over the
paperwork and keys to the
customer, make sure the
paperwork is folded neatly for
easy handling.

9-3

Cashier

Core Values

The Cashier is not just a position that collects money and gives receipts to the customer
for the work performed. It involves not only the technical skills to handle money, paperwork
and computers, but it also requires the interpersonal skills of problem solving and
customer relations.
The Core Values of the Cashier are as follows:
• Honesty and integrity
• Dependability and reliability
• Represents the dealership in personal dress, behavior and comments
• Accurately processes transactions, receives money and makes change in a timely manner
• Explains dealership policies to customers, as necessary, in a polite and courteous manner
• Refers customers who have additional questions to the Service Advisor or other

appropriate individuals or departments

Advantages

A professional Cashier will be:
• Instrumental in leaving a favorable impression with the customer
• A vital link between the customer and other departments
• Accurate in the review of each Repair Order for its pertinent information to prevent delays

in the processing of paperwork
• Accurate in the handling of all paperwork
• Accurate in the handling of all money transactions
• Diplomatic and tactful when dealing with customer concerns
• Punctual in reporting for work

9-4

Tasks

• Greet customers promptly and courteously
• Advise customers of charges in a courteous manner
• Be able to answer questions about methods of payment, hours of operation and which

department would be best suited to answer specific questions
• Properly file daily paperwork
• Balance the cash and receipts daily
• Deal with customer concerns
• Maintain work area in a clean and orderly manner

Establish capacity levels

The hours the Cashier is open to handle customers, is typically longer than an employee is
required to work. It therefore may be necessary to have either two Cashiers, which overlap
to handle lunch and busy periods or have an alternate person who also has the task of
being a Cashier when necessary.

Preparing for the day or shift

The starting drawer is counted (this amount is determined by management).

Preparing for the customer

1. Review the Repair Order for accuracy and legibility:
• Pertinent information
• Service Technician documentation
• Required warranty information
• Do not make changes to the paperwork unless authorized, or without getting
prior approval

2. Calculate total charges:
• Parts
• Labor
• Materials
• Sublet
• Car rental (if applicable)
• Applicable taxes

9-5

Cashier

Handling the customer

1. Greet the customer in a professional and friendly manner:
• Greeting the customer should always begin with a “Good Morning”, “Good Afternoon”
or “Hello” and a smile.
• Eye contact shows interest in the customer.
• Body language is extremely important, it reveals what you may actually be thinking
even though it is not being said.
• Do not look preoccupied or constantly look at the clock, this shows lack of interest.
• The tone of voice is also very important. It should be spoken clearly, in a pleasant
tone, (not too loud or soft) and at a moderate rate of speed.
• The voice should indicate the desire to serve the customer.

2. If an extended amount of time is expected with the current customer, acknowledge the
next customer with a statement such as:
• “I will be with you in a few moments.”
• “I will be a moment with this customer, let me get someone to help you.”
• I will be a moment with this customer; do you mind waiting?”

3. Contact designated lot personnel to move the vehicle:
• This allows the vehicle to be brought quickly to the customer while reviewing the
Repair Order.
• Unexpected problems will be discovered by the person moving the vehicle, not by
the customer.
• Damage is avoided by customers moving the vehicle themselves.

4. Review the Repair Order with the customer:
• If Active Delivery is used, the Service Advisor has already performed this task.

Paperwork

1. Have the customer initial or sign the Repair Order as required by local or state
requirements.

2. Indicate how payment was made (this will help in dealing with overages and shortages):
• Cash (what was tendered, how much change)
• Check (amount)
• Credit card (MC, Visa, Discovery, AE or Other)
• Debit card (amount)

9-6

3. Give a copy of the Repair Order and any other documentation to the customer:
• Neatly fold and place documents in a dealer envelope (if available)
• Offer to staple them together for the customer

4. End each transaction with a statement to the customer emphasizing overall satisfaction,
such as:
• “Thank you for your business. I hope that you were completely satisfied with the
service you received here at (Name of Dealership). Please think of us the next time
your car needs service.”

5. File the remaining documents for further processing.

Dealing with a customer concern

1. Be a good listener:
• Attention to detail and a thorough understanding of a customer concern is essential.
• What does the customer need and how can you deal with it?
• Is this a concern that you can deal with or does it require another individual (manager
or department)?

2. Simple questions should be handled directly:
• Hours of operation
• Methods of payment
• If unable to answer a question, get a brief description of the question and contact a
specific individual who may be able to answer the question.

3. Customer concerns that may have a negative impact on the dealership:
• Try to direct the customer to an area that is more favorable for discussing the issue
and away from other customers.
• If the customer insists on discussing the issue around other customers, respond in a
calm and professional manner.

4. Customer comments that have a positive impact on the dealership:
• Forward positive comments to the intended person and the appropriate department
manager, everyone can use a morale boost.

9-7

Cashier

Dealing with phone calls

1. How the telephone is answered sets the tone for the service the customer may expect to
receive and may determine if they choose to do business with your dealership.

2. If at all possible, answer the call by the third ring.
3. Use a greeting such as:

• “Good morning, (dealer name), (name) speaking, how may I help you?”
• “Good afternoon, Cashier’s Office, this is (name), how may I help you?”
4. If the caller must be placed on hold, a simple statement should be used such as:
• “May I place you on hold?” then wait for the reply before placing them on hold.
5. If you anticipate the caller will be on hold for more than three to four minutes:
• Ask if they would like to hold or have their call returned.
• If you are using voice mail, you may ask if they would like to leave a voice

mail message.
6. If you take a message it should include:

• Date and time
• Name of caller
• Who message is for
• The message
• Repeat it back for the caller to confirm.
7. Ending the call:
• Always end a call on a positive note.
• Thank the caller for their business.
• Let the caller hang up first, this prevents missing any last minute information.

End of day or shift

1. Cash drawer is counted and balanced.
2. Repair orders, warranty documents and contracts should be filed in a manner specific to

the dealership requirements.

9-8

Resources

People

The Cashier is that final piece to the “Completely Satisfied” equation. It is necessary to have
people with the following skills in this position:
Cashier
Qualifications:
• Excellent customer relations skills
• Handles all monies securely and protects against loss
• Operation of credit verification and required business machines to handle all transactions
• Good business math skills
• Accuracy and efficiency in completing all transactions

Equipment And Materials

• Cash drawer
• Calculator
• Computer terminal
• Credit verification
• Check verification
• Telephone

9-9

Cashier

Process Improvement Suggestions

1. A Cashier that is extremely familiar with the operation of the Service Department may be
a good candidate to act as an alternate policy decision maker.

2. The Cashier is also the most logical person to distribute an internal dealership customer
satisfaction survey during the transaction. A sample survey is provided on page 9-12.

Your process improvement suggestion:
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________

9-10

Best Practice Checklist Never Seldom Occasionally Often ALWAYS

Quality Assurance
1. Start of day or shift drawer is counted

JJ J JJ

2. Greet customers in a professional Never Seldom Occasionally Often ALWAYS
manner
JJ J JJ

3. Use active delivery Never Seldom Occasionally Often ALWAYS

JJ J JJ

4. Explain completed Repair Order Never Seldom Occasionally Often ALWAYS
to customer
JJ J JJ

5. Handle customer concerns Never Seldom Occasionally Often ALWAYS
professionally
JJ J JJ

6. Direct customers to the appropriate Never Seldom Occasionally Often ALWAYS
department
JJ J JJ

7. End of day or shift drawer is counted Never Seldom Occasionally Often ALWAYS

JJ J JJ

Scoring

Never = 1 Seldom = 2 Occasionally = 3 Often = 4 Always = 5
31-35 Expert

The dealership and its personnel are knowledgeable and certified performers
26-30 Professional

The dealership and its personnel are well-informed and practiced performers
21-25 Skilled

The dealership and its personnel are capable performers that need practice
16-20 Competent

The dealership and its personnel are familiar with procedures but inexperienced
performers
0-15 Amateur
The dealership and its personnel are untrained and uninformed performers

9-11

Cashier

Customer Satisfaction Survey Sample - (See page 9-10)

9-12

Notes

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9-13

Cashier

Notes

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9-14

10Follow Up

Follow Up

Chapter 10 Follow Up

The most effective way to improve and retain customer
loyalty is to perform a follow up call to every customer after
each service visit. Many Service Departments view follow up
as a “luxury”– s omething to simply coach the customers
into giving better appraisal scores; however, an effective
follow up should be done to increase loyalty with every
customer.

Calling each customer gives your Service Department a
distinct advantage over your competition. It provides direct
feedback on the customer experience and helps you quickly
identify and resolve operational problems and also gives
you the opportunity to remind customers of their future
service needs.

The bottom line is that every successful Service
Department should have a follow up system in place to
build and solidify the relationship between the Kia owner
and your Service Department.

Great services are not canceled by one act or by one
single error.

Benjamin Disraeli (1804 - 1881)

10-1

Follow Up

Customer Loyalty
– A Matter of

Superior Service

What to Say
& When To Say It

Plan what you want to say before making
each follow up call. We provide help to
create a follow up contact or script.

Pay Attention To
Customer Retention

Follow up contacts are a keystone to
customer retention. A personal
contact from the dealership can
make all the difference.

10-2

Satisfied Customers Still
Need Contact

To ensure today’s satisfied customer

remains a satisfied customer in the future,

listen, document and act upon any

suggestions your happy customers make.

Dissatisfaction
Does Not Have
To Be Permanent

Listening to a customer complaint and

following up on their concerns with

dealership management, can make the

difference in customer retention.

Customer
Satisfaction Is A
Journey – Not a
Destination

Evaluating your customer satisfaction

through follow up calls is a

continuous process designed to

bring results, not a one time event.

10-3