Service Transaction Guide

Information

Service Advisors need the following to do effective customer consulting:
Shop Capacity
Service Advisors need to know how much unsold shop capacity is available the first thing in
the morning and periodically throughout the day.
Vehicle History File
The vehicle history file contains all Repair Orders for each vehicle serviced. Whether manual
or computerized, quick and easy access to vehicle history files is essential to the consulting
process. The files are a Service Advisors most important sales and diagnostic tool and they
must be near the Service Advisor workstations.
• Reservation information
• Vehicle service history
• Customer name, address, two telephone numbers
• Estimated wait time
• Shop capacity
• Designated parking areas

3-15

Consulting

Process Improvement Suggestions

Training employees on the communication part of problem solving is essential to successful
empowerment. Make sure everyone on the dealership team understands that the first step
is listening carefully to the customer.
1. Use a customer diagnostic form to walk the customer through a description of the vehicle

problem. The form includes all the major areas of concern and multiple-choice questions
that ask the What, When, Who, Where and How questions. Also the diagnostic form can
be given to customers on the service drive in order to buy the Service Advisor time while
he handles other customers.
2. Assign one Technician to be a “Test Technician” for the day in order to test-drive vehicles
that have an intermittent or drivability concern, noise, vibration, or brake problems. Rotate
the responsibility daily.
3. When dealing with Comebacks, make sure everyone in the Service Department knows
what time the customer will be arriving and coordinate a rental vehicle before the
customer gets there. If possible, pull the customer away from the service drive and into an
office to discuss your plans for a resolution.
4. Your own process improvement tip…

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

3-16

Best Practice Checklist

Consulting

1. Service Advisors are knowledgeable Never Seldom Occasionally Often ALWAYS
and take the time to listen to
the customers to assure clear JJ J JJ
communication.

2. Customer interviews are performed Never Seldom Occasionally Often ALWAYS
at the customer’s vehicle.
JJ J JJ

3. Service Advisors reference the vehicle Never Seldom Occasionally Often ALWAYS
history to address service needs, JJ J JJ
including open product recall campaigns
and scheduled maintenance.

4. All fields on the Repair Order are Never Seldom Occasionally Often ALWAYS
accurately recorded and the
customer concerns and services JJ J JJ
are clearly described with no typo-
graphical errors or acronyms.

5. Service Advisors check shop capacity Never Seldom Occasionally Often ALWAYS

and use Kia designated manuals to JJ J JJ

provide accurate time and cost estimates.

6. A legible copy of the Repair Order Never Seldom Occasionally Often ALWAYS
is given to every customer.
JJ J JJ

Scoring

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

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

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

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

11-15 Competent
The dealership and its personnel are familiar with procedures but inexperienced
performers

0-10 Amateur
The dealership and its personnel are untrained and uninformed performers

3-17

Consulting

Notes

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______________________________________________________________________________
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3-18

4Work Distribution Work Distribution

Chapter 4 Work Distribution

Proper work distribution can have a tremendous effect on your
Service Department’s profit potential and customer satisfaction
results. From maximizing your Technician effectiveness to
increasing workshop capacity, managing workflow has a number
of benefits.

Regardless of your dealer size, the Work Distribution System
outlined within this chapter can be easily implemented and
tailored to meet your needs.

Remember…once a customer drops off a vehicle at your
dealership, it is essential that it get processed and assigned to a
Technician as quickly as possible to ensure promises are met and
deadlines are kept.

Teamwork is so important that it is virtually impossible for
you to reach the heights of your capabilities or make the money
that you want without becoming very good at it.

Brian Tracy
Trainer, Author, and Business Leader

4-1

Work Distribution

Resource
Allocation –
People and

Places

Increase throughput

Can you dispatch service work in an
efficient manner? From intake to delivery,
work distribution and Technician
assignment are the keys to proper
completion of the repair.

On Time Delivery

Can you deliver every vehicle when
promised? Knowing your shop capacity
and how to maximize work flow will
allow for on time delivery every time.

4-2

Well-Versed on
the Workflow

Do you know how to find a specific Repair
Order at any point in the day? Being able to
put your hands on a Repair Order in less
than a minute improves operations and
customer satisfaction.

Speedy
Dispatch

Can you quickly distribute your Repair Orders
to the correct Technicians? The faster you get the Repair Order
into the Technician’s hand the better your service drive runs.

Assign on Ability

Do you know the abilities of
each Technician and assign
repairs accordingly? Avoid
wasting Technician time by
assigning repairs on ability
as well as availability.

4-3

Work Distribution

Core Values

Work Distribution, also known as dispatching, is the hub of the Service Department. Efficient
work distribution ensures vehicles are serviced and repaired in a timely manner, using the
best-qualified Technicians for the job. The core values of Work Distribution are as follows:
• Service Department work is distributed to qualified Technicians in a consistent and

timely manner.
• Shop capacity and workflow is monitored daily to ensure customer promise times

are kept.
• Promise times are based on realistic estimates to ensure vehicles are finished prior to the

customer’s arrival.
• Service Advisors and management are kept informed about capacity and work status.
With this active approach, vehicles are ready for customers when promised, which helps
ensure their satisfaction with your dealership.

Advantages

A well-organized Work Distribution system is fundamental to meeting Service Department
business objectives. It organizes work distribution so that the department can:
• Make time estimates that are accurate and keep promises to customers
• Determine shop capacity so Service Advisors know what to promise customers
• Increase service quality from proper distribution of vehicle repairs
• Maintain an accurate record of in-process Repair Orders to track job status and

work assignments
• Collect data to monitor Technician efficiency and productivity
• Assign jobs based on time promises, Technician skills and qualifications
• Support increased Technician efficiency by aligning jobs and skills

Tasks

Work distribution means assigning jobs based on promises made to customers, while best
using Service Department capacity and Technician ability. This involves a complex decision-
making process with time, personnel, and equipment considerations that require constant
attention to ensure that dispatching goals are met. Work distribution tasks include:
• Calculating shop capacity daily
• Setting up the Work Distribution Form
• Tracking workflow and documenting Repair Orders
• Assigning jobs based on time promises, Technician skills and qualifications

4-4

The Impact on Time

Don’t be fooled into thinking that this system doesn’t have an impact on your dealer’s
customer satisfaction. “Time” related questions continue to be the highest priority amongst
consumers when choosing service providers and rating their services. Your ability to meet
their expectations when setting and maintaining your repair promise times has a tremendous
impact on whether a customer will rate their level of service as “completely satisfied.”

Research has shown that approximately 80% of consumers who rate their dealers as
simply ”satisfied” will leave to try another competitor’s product. A distribution system will
improve your ability to establish accurate promise times and service quality. Tracking and
distributing work to the most qualified individuals will increase productivity, profitability, and
customer satisfaction.

Calculate Workshop Capacity

The first step to a successful distribution system is to establish your shop capacity. The
method for calculating shop capacity below is used for small dealerships; however, it can be
modified to be calculated using skill groups for larger dealerships. Remember, shop capacity
can and does change daily, and even within the day. Follow these guidelines when
establishing shop capacity:

• Write down the Technician’s name and determine the gross available hours for each
scheduled shift. Remember to account for any scheduled absences.

• Now you need to consider each Technician’s capability factor. Multiply the total available
work hours by your capability factor. For example, if you have three Technicians working
eight hours with an average capability factor of 110%, then your total available hours
would be 26.4 hours. The Capability factor may change based upon the type of work
scheduled for the day.

• Review the Reservation log and Work Distribution log to determine how many available
hours you plan to allocate for reservation or drop off customers and include those hours
in the Reservation column. The hours you set aside for reservation customers will vary
day-to-day depending on the business patterns at your dealer. For example, you may
reserve four hours for drop off vehicles on Monday but only two hours on Friday.

• Review your Holdover log and account for any scheduled work for each Technician and
log it into the “Holdover” column. Add the reservation and holdover column to account for
all pre-sold hours.

• Subtract the pre-sold hours from available hours to establish your total capacity. Due to
many factors the shop capacity may fluctuate during the day. In order to keep accurate
time promises, you will need to recalculate the shop capacity at predefined intervals.

At the end of the day be sure to add up any unsold hours and include the total within the
assigned column. Pay close attention to any trends. You may want to classify any unsold
hours into specific skill categories. This will help to identify any lost opportunities.

4-5

Work Distribution
Work Distribution Form

Using a Work Distribution form to track and assign work can assist your efforts to manage
the shop’s productivity and effectiveness. The steps outlined below provide the basics of
preparing the Work Distribution form.
Work distribution can be handled one of two ways:
• A separate Work Distribution sheet.
• One form that combines Reservations and Work Distribution. By using one form,

it eliminates the need for re-entering data about the customers who have
made reservations.
Kia recommends using a separate Work Distribution form until you develop a comfort with
the system. We will explore the steps to use a daily Work Distribution form, however the
strategies are the same and can be combined with the Reservation form.

4-6

Getting Ready

1. List the total daily capacity you established using the Capacity Status Report form. In
addition, fill in all the tech names under the “Distributed columns.”

2. Before you receive new Repair Orders, list all holdovers. Start with the oldest job and work
your way forward. Fill in all the necessary areas, including whom the job is assigned to.

3. After checking in all Technicians, and logging all the holdovers and reservation
appointments, tell the Service Advisor how much unsold capacity is available. This
information will guide the Service Advisor’s promises to customers.

4-7

Work Distribution

Tracking Workflow and Repair Orders

Now that the Work Distribution sheet is ready, here’s how to receive the day’s new
Repair Orders:

1. All Repair Orders are logged onto the Work Distribution form. Enter the Repair Order

Performance number, customer name, and vehicle/type of work on the form.
Benchmark

2. Work assignments are based upon Technician ability and shop capacity.

3. Place check mark in the corresponding Technician column and estimate in hours and
tenths of hours how long it should take to complete the work. Enter this figure in the
“Total Repair Time” column. If the Repair Order is for a customer with a reservation, verify
that the time estimates are consistent with those recorded here when the reservation
was made.

4. Next, enter the time promise made to the customer. When the promise time is on
another day, write that date in the “Comments” column. Pay close attention to the
promise time; always select the Technician who is best suited to complete the work.

5. Be sure to account for the Vehicle Inspection process when making your time estimates.
Once inspected, place a tick mark within the appropriate box.

6. Use the “Comments” column for recording additional notes. Some items that might be
found in this column include:

• Sublet service information

• Explanation of any miscellaneous work to be done

• Body and paint work to be done on that vehicle

• Whether the customer visit is a comeback on a previous repair (include reference
numbers of formal customer complaints)

Communication is vital to the success of the Work Distribution system. The flow of
information must run both ways, from the Dispatcher in order to keep the Service Advisors
informed about shop capacity and any changes to the initial agreement, and from the
Service Advisors to the Dispatcher regarding any adjustments made to the customer’s
schedule.

Work Distribution Without a Dispatcher

Not every dealership has a Dispatcher. In some dealerships, someone who has other
assignments, like the Service Manager, handles work distribution. Some dealerships use a
team or group approach that includes a decentralized dispatching process.

No matter what your circumstances might be, work distribution is more than just handing
out a job to a Technician. Keeping promises to customers about time, cost, and scope of
work rely on how well the work distribution function is covered.

4-8

Here are some suggestions for covering work distribution in a dealership without a dedicated
person assigned as Dispatcher:

1. Train employees to regard work distribution as more than just assigning labor operations.

2. Avoid assigning dispatching functions to Service Advisors. This will cause a conflict in
priorities that will shortchange your consulting activities and your dispatching.

3. Separate Service Advisors from any particular team. They must be free to focus on
meeting customer expectations for completing all requested work on a timely basis.

4. Reward cooperation between teams/groups for coordinating the monitoring of capacity
and the reporting of capacity status to Service Advisors.

5. Provide incentives to overbooked teams/groups for “subletting” work to other
teams/groups with excess capacity.

Check for achievement of the basic dispatching functions on a daily basis.

Distributing Work to the Technicians

Work assignments are distributed to Technicians based on their overall ability and shop
capacity. Work performed by Technicians is documented on every Repair Order. The steps
below outline the Kia recommend steps to distributing work:

1. Record job start times when issuing Repair Orders so that the actual time needed for
each job is documented. When ready for the next job, the Technician will punch off one
time ticket stub and on the next stub. This works best when the time clock is in front of
or near your workstation. Take the completed Repair Order and give the Technician the
next one. Make sure the Technician notes the Repair Order number on the current time
ticket stub.

2. Discuss the work and estimated completion time with the Technician before he or she
leaves to begin the job. The Technician needs to know your expectations for completion
time because of the importance of keeping time promises to customers.

• Be sure any special tools are available.

3. When you issue the Repair Order to the Technician, circle the Technician’s number or
initials. You now have a record showing who is working on the Repair Order, and who is
available to be assigned.

4. If the Technician finds additional work that needs to be done, the Service Manager, Shop
Foreman, or Team Leader must verify that need. Alert the Service Advisor, who then alerts
the customer to get approval. If the work is approved, make the appropriate changes to
the Work Distribution log.

5. If you are notified that the work will be finished earlier or later than planned, be sure to
pass the information along to the Service Advisor. It’s important to do this right away so
that the Service Advisor keeps the customer informed. This is particularly important when
the time promise to the customer will be affected.

6. When the Technician finishes the job, circle the “X” made to distinguish who was doing
the service work within the “Distributed to” section. Track the vehicle progress to ensure
that the final inspection is performed in a timely manner.

4-9

Work Distribution

Resources

This Work Distribution system depends on certain resources. This checklist summarizes those
resources for the department manager.

People

Work distribution must be one person’s responsibility. One person will make sure it’s always
done properly. This recommendation applies equally in shops where Technicians are
organized into teams or groups.
Team Leader/Dispatcher
Qualifications:
• Administrative and organizational skills
• Verbal and written communication skills
• Technical knowledge (time estimates)
• Problem solving ability
• Understanding computers and databases
• Attention to detail – the ability to manage a large volume of information without

losing focus
• Confident decision maker
• Leadership skills – ability to motivate a variety of personalities
Special Skills:
• Kia product knowledge
• Kia equipment and mechanical service experience
• Kia warranty policies and procedures
• Shop capacity understanding

Equipment and Materials

• Computer terminal
• Access to printer
• Telephone with intercom
• Calculator
• Preprinted forms appropriate for Work Distribution
• Service Capacity Status Report – paper form if computer not utilized
• Two-way radio (optional)
• Cell phone (optional)

4-10

Information

Calculating capacity:
• Technician availability and efficiency
• Flat rate time guidelines
Distributing work:
• Customer and vehicle information
• Technician skills
• Shop capacity information
• Completed Repair Orders

Process Improvement Suggestions

1. After using the Work Distribution system for two months, evaluate the Work Distribution
and Capacity Status Report forms to identify workflow trends. Look for type of work trends,
Technician efficiency, lost shop capacity, and promise time accuracy.

2. Routinely pass out updated Work Distribution and Capacity Status Report forms to all
customer contact service employees (Service Advisors, Cashiers, Service Manager) so that
they can quickly find the status of any repair and accurately respond to customer inquires.

3. Complete your day by starting the next day’s Work Distribution form. Fill in any holdovers
and confirmed reservations. Review daily progress to ensure that the system is meeting
your needs and quickly identify system failures.

4. Your own process improvement tip…
___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________
___________________________________________________________________________

___________________________________________________________________________

4-11

Work Distribution

Best Practice Checklist Never Seldom Occasionally Often ALWAYS

Work Distribution JJ J JJ

1. Work performed by Technicians Never Seldom Occasionally Often ALWAYS
is documented on the repair order.
JJ J JJ
2. Every repair order is logged
into the Work Distribution system. Never Seldom Occasionally Often ALWAYS

3. Keeping time promises to customers JJ J JJ
is the first dispatching concern.
Never Seldom Occasionally Often ALWAYS
4. Work assignments are based on
Technician ability and shop capacity. JJ J JJ

5. The dispatching system provides Never Seldom Occasionally Often ALWAYS
continuous information on
Technician assignments and JJ J JJ
shop capacity.
Never Seldom Occasionally Often ALWAYS
6. Service Advisors are consistently
informed about shop capacity and. JJ J JJ
workflow for accurate promise times.

Scoring

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

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

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

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

11-15 Competent
The dealership and its personnel are familiar with procedures but inexperienced
performers

0-10 Amateur
The dealership and its personnel are untrained and uninformed performers

4-12

Notes

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4-13

Work Distribution

Notes

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4-14

5Progress Follow Up

Progress Follow Up

Chapter 5 Progress Follow Up

In order to manage customer expectations and meet customer
needs, the Service Department must maintain constant
communication with the customer. A progress follow up system
is an active approach which keeps the communication flow
proactive, ensures promise times are kept, keeps the Service
Advisors aware of the status of the job, and provides opportunity
to sell additional services. Service professionals understand the
value of systematically contacting customers and set aside
specific times throughout the day to provide a quick follow up call.

In order to manage the unexpected, it is recommended that
all Service Advisors check on the progress of a job at regular
intervals to identify and avoid problems. The worst-case scenario
is when the customer hasn’t heard from anyone, so they call in to
find out what’s happening. To prevent those calls, Service Advisors
need to check the progress on every job periodically. Progress
checking should continue until the advisors are certain that all
promises will be kept – or know the reason why promises can’t
be kept.

Active progress checking by Service Advisors ensures they
always have first-hand knowledge of the status of each job so
they can keep customers informed, ensure promise times are
kept, and manage customer expectations.

Never mistake activity for progress.

anonymous

5-1

Progress Follow Up

Proactive
information

is Key.

Instant Access

Do you have access to individual Repair
Order progress throughout the day?
Customer communication and satisfaction
is enhanced when you initiate the call
and have the customer’s information
in hand.

Crucial Timing

Would you rather prepare and make a
difficult call or handle the difficulty on the
fly? Recognize the importance of
providing difficult information in a calm
and timely manner.

5-2

Status, Status, Status

Do you have a system for tracking your
Repair Orders throughout the day? Begin to
use an RO log, check work-in-progress,
document changes on the RO and
communicate with the customer.

Make the Call,
Don’t Just
Take the Call

Is your phone ringing
off the hook? Understand

how to follow up with your

customers as soon as

information becomes
available.

Selling
Additional
Services

What do you do when
additional service is uncovered
during the repair process?

Gather the facts, prepare a

summary and call the customer

immediately – Avoid surprises.

Progress Follow Up

Core Values

A proactive Progress Follow Up system is not difficult and it provides your Service
Department with a number of benefits. It ensures that Service Advisors are kept informed
about the status of each job, adds credibility to your Service Department’s ability, and helps
to manage the customer expectations regarding their service experience. The core values of
Progress Checking are:
• Service Advisors organize progress checks using an accurate Repair Order Log.
• The same Progress Follow Up system is used for all Service Advisors.
• During consultation, Service Advisors collect customer’s contact information and inform

them that they will call them with a progress update.
• Service Advisors check on the repair progress for each vehicle.
• Technicians, Dispatchers, or Team Leaders report to Service Advisors regarding vehicle

status if there is a delay.
• Service Advisors proactively notify customers regarding the status of their vehicle and

record any changes to the Repair Order.

Advantages

During the consulting process, Service Advisors make important promises to customers
about work to be completed, how much the services will cost, and when the vehicle is
expected to be ready. Service Advisors act as the customer’s representative, making progress
checks to keep track of every service needed.
Checking progress and follow up will:
• Reduce incoming phone calls from customers who want to check the status of the work

on their vehicle
• Ensure promises to customers are kept and customers are informed of work progress
• Increase the Service Department’s credibility and build trust with the customer
• Provide a timely means of selling additional needed work during the visit

Activities

When checking progress, Service Advisors contact the Dispatcher, Technicians, Service
Administrator, or the Parts Department – as is appropriate – to learn first-hand about the
status of each job.
Armed with reliable information, Service Advisors then update their customers on the
progress of maintenance or repair activities before the customer becomes concerned or
calls the dealership requesting an update.

5-4

These four activities ensure nothing is left to chance:
• Using a Repair Order Log
• Checking work progress
• Contacting the customer
• Documenting changes to the Repair Order

Using a Repair Order Log

A personal Repair Order Log is a simple tool that organizes the progress follow up tasks and
helps management evaluate the effectiveness of the process. Keeping the log is neither a
substitute for, nor a duplication of, the dispatching function – it’s just a way to track the
progress of maintenance and repairs for customers.
Performance • All Service Advisors use the same system to track the progress follow up activities. Service

Benchmark

Managers and other advisors can understand the vehicle status in the event that the
advisor is helping another customer.

5-5

Progress Follow Up

General guidelines for using a Repair Order Log:

1. Start a new Repair Order Log each day
• Enter the date and your name on the form.
• Transfer information about holdover Repair Orders from the previous day’s form to the
new form.
• Draw a heavy line under the last holdover Repair Order to designate the start of the
current day’s activities.

2. When recording new Repair Orders, enter:
• The Repair Order number
• The customer’s name
• A daytime telephone number where you can reach the customer
• Time the vehicle is promised
• Brief notes on the work to be completed and special customer concerns

3. As progress is checked throughout the day and you are sure promises will be met, check
the “Progress Checked” box. Add any changes or specialty items to discuss during the
customer follow up.

4. If additional work is needed, or the price estimate or time promise must be changed,
document the changes directly on the Repair Order. Write the word “Required.” This will
remind you to get approval when you call the customer.

5. Upon completion of the customer follow up, be sure to check the “Follow Up Performed”
box and record any additional items.

6. After delivering the vehicle to the customer, check the “Delivery Performed” box.

Progress Follow Up Scheduling

Although progress checking appears to be routine function, scheduling two to three times
throughout the day to conduct a detailed review of each job is recommended and requires
practice. This helps you provide optimum levels of customer service. Some call it the
“10 & 2” rule. Service Advisors allocate approximately 20 minutes at 10am and 2pm to get
status updates, check on parts, and contact customers. If performed effectively, this simple
activity can lead to tremendous increases in customer satisfaction and department efficiency.
Be sure to schedule customer arrivals away from the scheduled progress checking times.

5-6

Checking Work Progress

The primary responsibility of the Service Advisor is to be the customer’s point of contact
throughout the entire service transaction. Customers rely on you to make sure all agreed-
upon maintenance and repair work is completed when promised and within the estimate.
You can ensure that promises you’ve made to customers are kept by checking on each job
periodically throughout the day.

Guidelines for checking repair progress:

Performance • Service Advisors actively check progress on each job two to three times per day to ensure
Benchmark
promise times are maintained.

• Contact the Dispatcher, Technicians, the Parts Department, or the Service Administrator, as
necessary, to find:

• Work Status

• What work has been started

• What work is completed and what remains to be done

• Accurate promise times and estimates

• If the work is proceeding on schedule

• If the job can be done within the price estimate

• Whether the invoice will be completed in sufficient time for you to deliver

• Additional work that should be recommended to the customer

• Result of diagnostic work performed

• Parts availability and status

A step-by-step plan for conducting a progress check:

1. Determine whether the job has been assigned, whether it’s on schedule, and which
Technician has the assignment. If you’re using a team system, check with the person
responsible for dispatching for the status of your jobs.

2. If the job is assigned to a Technician for a diagnostic labor operation and you are
expecting a report, check directly with the Technician.

3. Confirm that all necessary resources are available in order to complete the job on time,
including any special order parts and tools.

4. If parts have been ordered, check with the parts department on the status of the order
and availability.

5. If the dispatching record shows the job is complete, but you haven’t seen the invoice,
contact the person closing the Repair Orders. If necessary, track down the documents to
make sure the invoicing will be completed before the customer arrives.

6. Track each Repair Order until you are certain that the promises made to each customer
will be met.

5-7

Progress Follow Up

Contacting the Customer

Service professionals don’t wait for customers to call; they take the first step in
communicating with customers about the status of their vehicles. Whether it’s good news or
bad news, taking a proactive approach will be received more positively when the customer
does not have to call you.

Since you decide when to call, you can get your facts together in advance and prepare a
concise and professional status report before you make the call.

Guidelines for contacting the customer:

Performance 1. Service Advisors should take the initiative for keeping the customer informed throughout
Benchmark the day with the status of the job. Make it a priority to call all customers at least once

during the day.

2. Immediately contact customers when changes are made to the promise time or the repair
estimate. Be sure to outline the reason for the delay and the steps taken to resolve the
problem. Customers will be a lot more flexible when given sufficient notice.

3. When a Technician reports the results of a diagnostic labor operation and recommends
needed repairs, make sure you understand the technical logic behind the repairs
suggested. This will help you establish the value of the job with the customer as you
explain the scope and the benefits of the repairs.

• If necessary, get background information from the shop foreman or Service Manager
before you call the customer.

4. Outline the most likely reason for the problem occurring, because customers often want
to know why an unexpected repair is necessary.

• Limit your comments to facts that you can validate. Don’t make things up.

• Relate the problem to the driving conditions in the area, if that is applicable.

• When appropriate, provide customers with background information about the
complexity of modern vehicles and the subsystems that run them. Always be careful
to avoid patronizing—or boring—your listener, particularly female customers.

• Avoid using clichés that pass off responsibility to others; you are the customer’s main
contact and they consider you to be the expert.

5. Always present Technician findings and repair recommendations in a matter-of-fact
manner. When reporting on several items, it’s usually best to start with the “worst news”
and end with the “best news.” This gives the customer information that might affect
financial decisions first. It also ends your explanation on a positive note. Always point out
the benefits of completing each service.

6. For complex repairs, ask to meet face-to-face. This is also needed when a customer has
difficulty understanding the need to complete the service procedure. During this meeting,
explain the process in enough detail to ensure the customer understands. Sometimes
technical illustrations will help your customers visualize the components related to a
complex repair process.

5-8

7. Always discuss needed maintenance against the background of protecting the customer’s
investment. Make your recommendations based on the manufacturer’s suggested
maintenance schedule that corresponds to the driving conditions and be prepared to
review the appropriate sections of the Owner’s Manual with the customer.

8. When reporting changes that effect the time promised, determine whether the customer
will need assistance with alternative transportation. If you expect this will be needed, be
prepared and review transportation arrangements before you contact the customer.

Documenting Changes to the Repair Order

Whenever making changes to the original agreement, it’s essential to handle the
administrative steps correctly. The suggestions in this section can prevent serious and costly
misunderstandings with customers. The following steps guide the activities of Service
Advisors when documenting changes to the original agreement.
1. If you call a customer to change the original agreement or prices, make sure to speak to

the person who is responsible for the vehicle (which may not be the person who brought
the vehicle in for service). Be sure to note on all Repair Order copies who was contacted,
at what phone number, the time of contact and the additional amount required to
complete the service.
2. Make sure the details of agreed-on changes are recorded on every copy of the Repair
Order. If the cost estimate is changed, record both the approved incremental cost and the
approved new total cost. Be sure to observe all other legislated regulations that pertain to
documentation of estimates.
To document the date and time of the authorization, “punch” the Repair Order in the
time clock, next to your notes. (This is not always necessary, but it is a common practice
in some areas.)
3. Arrange for all customer inquiries regarding the status of jobs to be directed to the Service
Advisor handling that repair (or to a designated back-up employee during lunch periods or
other temporary absences). This will ensure that customers don’t get the impression of
the “run-around” by talking to people not knowledgeable about their vehicle and service. It
also helps make sure the Repair Order always reflects the terms of the current agreement
with the customer.

5-9

Progress Follow Up

Process Improvement Suggestions

When customers are asked to list what they most want from automotive service
professionals, the top items are always time and trust. Both of these expectations can be
met through progress checking. Although customers don’t actually use the term “progress
checking,” they do say they expect the vehicle to be ready when promised, that all requested
work be done, and that Service Advisors be honest and direct — even to the extent of saying
they expect Service Advisors to call when the vehicle is not ready as promised.
Here are some progress checking process improvement suggestions:
1. In addition to the Repair Order Log, use a follow up status sheet, for each Repair Order, in

order to document your notes. Include your follow up call notes and any additional
instructions on the status sheet and attach a copy to the RO when you deliver the vehicle.
2. Evaluate daily Repair Order Logs during your weekly staff meetings to discuss any
problems with the progress checking system and identify improvement areas.
3. Incorporate a system where the lead Technician routinely checks on the status of the
vehicles and reports to the Dispatcher or Service Advisor any changes.
4. Use a white board in the shop to identify the current jobs in for service including their job
types and promise times. Keep the board updated to help organize and prioritize the jobs
based upon customer expectations. Although the Service Advisor who received the vehicle
should make the follow up call, the entire shop should be aware of the vehicle status in
the event someone else is making the calls or the customer calls in.
5. Your own process improvement tip:

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

5-10

Best Practice Checklist Never Seldom Occasionally Often ALWAYS

Progress Checking JJ J JJ

1. Service Advisors are actively Never Seldom Occasionally Often ALWAYS
checking progress and immediately
inform customers of needed JJ J JJ
changes to the Repair Order.
Never Seldom Occasionally Often ALWAYS
2. Service Advisors take the
initiative for communication JJ J JJ
with customers.
Never Seldom Occasionally Often ALWAYS
3. Service Advisors have a quiet area
out of the service drive JJ J JJ
to contact customers.
Never Seldom Occasionally Often ALWAYS
4. Service Advisors note changes
to the initial agreement on the JJ J JJ
Repair Order, including date and time.

5. Service Advisors communicate to
customers the vehicle status as
well as when the work has been
completed.

Scoring

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

21-25 Expert
The dealership and its personnel are knowledgeable and certified performers

16-20 Professional
The dealership and its personnel are well-informed and practiced performers

11-15 Skilled
The dealership and its personnel are capable performers that need practice

6-10 Competent
The dealership and its personnel are familiar with procedures but inexperienced
performers

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

5-11

Progress Follow Up

Notes

______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

5-12

Shop Performance

6Shop Performance

Chapter 6 Shop Performance

In order to maintain customer loyalty and profitability, we must
ensure that the mechanical service is done right the FIRST time. A
quality maintenance and repair operation is the core of your
service business and, not surprisingly, is the foundation for
making proper vehicle repairs and offering complete satisfaction.

The customer’s primary expectation during a repair visit is that
your service operation will be able to “fix the vehicle right the first
time” through proper diagnostic techniques, effective mechanical
service, and a final inspection process. This chapter focuses on
satisfying that primary expectation, correctly fixing the car the
first time.

The recommendations within this chapter may seem very
basic and a bit obvious in comparison with some of the more
complex issues your Service Department will face; however, by
focusing on the basics we ensure the careful attention to the
details that will bring consistent job success. Despite the best
training, access to the proper tools, and commitment to do
the job, we can still identify ways to improve workmanship
and efficiency.

The bitterness of poor quality lingers long after
the sweetness of meeting schedules is forgotten.

Kathleen Byle

6-1

Shop Performance

Diagnosing
Problems

Organize your Course
of Action

Do you use a systematic process to
diagnose problems? Use diagnostic
routines, test equipment and partial
system disassembly to determine
malfunction cause.

Little Steps Generate
Great Performance

Do you perform the basic steps in the
repair process every time? Each step in
the repair process builds on the previous
one; generating a quality repair.

6-2

Quality is Fundamental

Who verifies the repair is complete? Before
moving to the next repair, make sure the
vehicle is repaired, clean and ready for
delivery to the customer.

Performance
Support

Do you make use of Kia support?
Use the information on Kdealer.net and
KGIS and Technical Service Bulletins to research
the most current information.

6-3

Shop Performance

Core Values

All of the activities that come before the actual work (greeting, consultation, etc.) are in place
to support the quality of the work performed. All of the activities that follow (quality
assurance, invoicing, service delivery, etc.) ensure that level of quality is maintained and
communicated to the customer.
But it is the work itself that is critical to overall customer satisfaction. Therefore, it is important
not to leave this part of the transaction to chance…focus on the basics.
The core values of Shop Performance are:
• Proper vehicle diagnoses to determine what work is required.
• Maintenance and repair work is performed.
• Work is inspected to ensure correct and complete service.

Advantages

This chapter focuses on Technician work practices that are aimed at strengthening the central
and key element of quality service: the work itself. Do it right and customer satisfaction
improves. Conversely, if work is not successful, you cannot satisfy the customer until the
work is corrected.
Here are the advantages of solid work performance:
• Increased customer loyalty because customer expectations are met.
• Improved quality and shop efficiency
• Higher profit potential
• Ensure that mechanical labor operations are done efficiently
• Less stress for Kia Service Advisors, Technicians and Managers
• Improved customer satisfaction with the Kia service experience

Activities

These guidelines for work performance can help Technicians do their jobs more efficiently
and ensure that quality workmanship results from their efforts.
• Receiving work assignments
• Diagnosing vehicle needs
• Performing maintenance and repair work
• Suggesting additional work
• Completing the work

6-4

Receiving Work Assignments

A Technician must first be assigned the work considering things like availability and technical
ability in order to correctly diagnose and repair the vehicle. This process was outlined in
Chapter 4, Work Distribution. Once the work is assigned, the Technician can then perform
the service.

The following steps help ensure that nothing is overlooked and lead to efficient and high-
quality repairs:

1. Begin by punching in, as required by the dealership:

• Fill out the blanks for name, employee number and date, and be sure to verify that
the time clock is stamping the correct date and time.

• If you have electronic time cards, pass your card though the reader. If your
electronic Repair Order system handles your daily attendance, log in to start your
daily time record.

2. Prepare for your first assignment:

• Go to the Dispatcher or Team Leader with your time card to get a job and/or log onto
the electronic Repair Order system to see if any jobs have been preassigned.

• Punch onto the job and note the Repair Order number as your system requires.

• Obtain a time estimate from the Dispatcher, Team Leader, or system to help you plan
your work.

– Speak up if you think you’ll have difficulty meeting the estimated completion
deadline, or if you think you can finish the job more quickly; this helps the
Dispatcher provide accurate estimates of shop capacity to the Service Advisors as
they make commitments to customers.

Note: With some computerized work distribution systems, recording actual time on each
ticket is automatic, eliminating the time clock (except when recording time off the
premises). And, some computerized work distribution systems provide Technicians with
job assignments electronically, eliminating paper repair order exchanges and most face-
to-face interaction with the Dispatcher. With those exceptions noted, most of these steps
still apply.

3. Plan how to proceed with the work:

Performance • Review the Repair Order – making sure you have the right skills and tools necessary
Benchmark
to complete the job; if not, contact the Dispatcher or Team Leader.

• Thoroughly read over the Repair Order, including the customer comments or
description of the problem and any previous repair attempts. Then evaluate the
function tests that were performed during the customer consulting and recorded
labor operations.

• Alert the Parts Department if the job will require any rare or unusual parts – report any
problems with obtaining parts to the Dispatcher,Service Manager or Team Leader.

• Check for any special tools or diagnostic equipment that will be required and confirm
availability and make sure your work stall is ready to start a new job.

6-5

Shop Performance

4. Bring the vehicle to your work area:

• Before going to the vehicle, and whenever necessary, take time to wash your hands
and check your clothes for spilled fluids and grease. This is important for your health
and safety, and it also prevents soiling the interior of the vehicle.

• Determine the location of the vehicle and once there, verify you have the correct
vehicle by comparing the vehicle identification number with that on the Repair Order.

Performance • Always protect the interior of the vehicle with steering wheel, floor, and seat covers;
Benchmark
when working under the hood, use fender covers, too.

Remember:, Throughout the day, use the time clock to record the hours that you work. To
keep your efficiency and productivity numbers accurate, remember to punch on and off
for breaks. Be sure to follow management policy for making a separate time record for
shop meetings, workshop maintenance, and other assignments.

Diagnosing Vehicle Needs

Occasionally, decisions made during the consulting phase lead to diagnostic procedures that
must be done in the shop. These procedures may include in-depth diagnostic routines using
special test equipment, or partial disassembly of vehicle subsystems, to find the cause of a
malfunction.

The diagnosis helps determine what is wrong and what needs to be corrected. These steps
will guide you when receiving a work assignment that includes a diagnostic labor operation:

1. Read the Repair Order carefully and review the customer’s description of the problem. If
needed, contact the Service Advisor for more background information, including a look at
the vehicle history file.

2. If function tests were done during the consultation, review any worksheets used and the
test results. This saves time and you may notice information overlooked by someone else.

3. Test-drive the vehicle, if appropriate.

4. Before starting work, check with the shop foreman (or other person in charge of technical
supervision); use that person as a sounding board for your plans to verify your repair logic
– briefly outline the problem and agree on how you will do the diagnostic and labor
operations called for on the Repair Order.

5. Always reference the Service Manual or the diagnostic procedures appropriate for the

Performance problem by researching Kia technical service information applicable to the vehicle, based
Benchmark

on the VIN (this information is available online at Kdealer.net and KGIS).

6. Perform the diagnostic operations specified on the Repair Order, following the processes
defined by Kia. If additional diagnostic steps are required, notify the Service Advisor. He or
she will contact the customer and ask for approval to proceed.

6-6

7. When a malfunction seems related to a vehicle subsystem that can be tested by Kia
or manufacturer-approved test equipment, follow the recommended procedures for
that equipment.

8. During the diagnostic routines, make notes about your actions and findings on the Repair
Order. Often these notes help trace the cause of a problem and are vital for developing
a solution.

Intermittent Problem

When confronted with an intermittent problem, it may be necessary to take an extended
road test. Be sure to download diagnostic trouble codes using Kia’s Advanced Diagnostic
Systems. After interpreting the recorded data, follow the manufacturer’s recommended
diagnostic procedures and provide the Service Advisor with your repair recommendations.

• It may be advised that you enlist the help of the Service Manager or Shop Foreman to
take the test drive with you.

• It may be necessary to contact the customer to ask more questions about the condition
reported in order to gain additional insight into the cause of the problem.

When you have exhausted all internal resources and experience in the Service Department,
you may need to contact the Kia Technical Assistance line for help. If appropriate, a direct
telephone conference to review your approach to the problem will be arranged.

About TechLine

The purpose of the Kia TechLine is to assist Kia dealers with Kia vehicle repair related to
technical problems. Follow the steps below when contacting Kia Technical Assistance line.

When to Use the TechLine

• When all normal repair resources have been used (i.e., Service Manual, Technical Service
Bulletins, Technician Times, KGIS, kdealer.net, DPSM assistance, etc.)

• Vehicle is in for the second repair attempt, or greater than 1/2 hour diagnostic time
without being able to find the source of the problem.

How to Use the Technical Assistance Center 6-7

• Fill in the Technical Assistance Center worksheet P/N UN980 PS001 (available on
kdealer.net, Technical Forms section) with the following information and have it ready
before using the TechLine web portal or calling:
• Complete VIN
• R.O. Number / Mileage
• Repair history – number of repair attempts and diagnosis already performed
• Explanation of problem condition (customer and dealer description)
• Production date
• Owner’s name

Shop Performance

• Use the TechLine web portal on KGIS to open a TechLine case or
• Call TechLine at 800-494-4KIA (4542)
• Each vehicle repair will be entered into the TechLine database and a case number will be

given to the caller for follow-up calls and case closure.

How to Close Cases

All TECHLINE cases must be closed within 30 days. Be sure to provide confirmation of the
repair as outlined below.
• Use the TechLine web portal to close the case, or...
• Call the TechLine at 800-494-4KIA (4542)

Additional Guidelines

• Only Kia dealers can use the Technical Assistance Center.
• Always have the vehicle present and attempt a repair before calling.
• TechLine does not authorize warranty claims.
• For help with Parts information, call the Kia Motors America Parts Hotline at

800-542-5611.
• To get radio codes for 1996 and 1997 vehicles, use your dealer DCS system as outlined

in Technical Service Bulletin Volume 1, Accessories 001.

Unable to identify the cause of the problem

In the event you cannot find the cause of the problem or confirm its existence, be sure to
write complete notes on what you did to diagnose the problem (tests performed, results,
observations, measurements, test miles driven, etc.) and finish the other jobs on the Repair
Order, then turn the job over for final inspection.
• Avoid just limiting your comments to “Unable to Duplicate” as it may give the impression

that you did not perform an extensive review of the vehicle.
• Be sure to follow the guidelines outlined in the Kia Service Policies and Procedures

Manual.

Same Problem…Different Day

In a perfect world, we identify and resolve vehicle problems as quickly as possible and each
vehicle is fixed right the first time. But despite your best efforts, occasionally the customer
returns suggesting that the vehicle was not repaired to their satisfaction. When this happens
it is necessary to take the following steps to ensure a smooth service transaction. In fact,
your ability to properly repair a customer concern after a comeback will usually result in
higher customer satisfaction levels.

6-8

• Use a special stamp or designation on the Repair Order to identify this customer as
a comeback.

• Assign the job to the most qualified Technician. Perhaps even include the Technician
during the consultation portion of the transaction.

• The shop foreman or Service Manager is made aware of the comeback and tracks the
completion of the repair.

• After the vehicle is repaired, inspect and perform a special quality check to ensure the
vehicle has been properly repaired.

• Track repeat repairs by Technician to use for dealership awards or pay increases.

Performing Maintenance and Repair Work

After all of the diagnostic operations are completed, the scope of the work is known, and the
customer’s approval is obtained, it’s time to begin the job. Be sure you’re familiar with the
manufacturer suggested repair procedures and suggested repair times.

• Evaluate time promises listed on the repair order to determine whether you will able to

Performance complete the job by the time promised. If you can tell that you are not going to be on
Benchmark time, be sure to inform the Dispatcher, Team Leader or Service Advisor so the customer

can be advised as soon as possible.

Here are the guidelines for Technicians to produce quality service on a consistent basis:

1. Keep your work stall clean, safe and ready for efficient work:

• Repair major components in a designated repair area provided for that purpose—not in
the work stall.

• Use a designated storage area for disassembled parts while repairs to major
components are in progress, or while parts are on order.

• Inoperable vehicles are moved out of the workstall.

• Clean any spots or spills as they occur.

2. Always have your technical reference information available in order to review the repair
procedure and make notes about specifications.

• Review each repair operation on the Repair Order and if necessary, reference Kia’s
published repair procedures.

• Ask a Team Leader or shop foreman for assistance if you have any question about
how to completely handle the job.

3. Parts are ordered early in the repair process.

• Review the Repair Order to determine all the parts needed to complete the job and
notify the Parts Department of all the parts you will need early in the job cycle.

• In the event you have to track down some parts, begin work on the jobs that have
parts available from stock.

6-9

Shop Performance

• If the Parts Department cannot get the required parts in a timely manner, contact your
Team Leader, Shop Foreman, or Service Advisor to decide whether to proceed with
this Repair Order or to get another job that you can complete before the parts arrive
for this job.

4. Use good work habits:

• Fender covers and/or other protective coverings are always used.

• Your work area is clean and ready to receive work before you start another job.

• Use the proper tools for every repair procedure you undertake.

• Clean any parts that you remove from the vehicle and replace – place them in a
plastic bag for the customer or mark the bag with a Repair Order number for warranty
retention. It gives customers a visual confirmation that the job was done with the
finest workmanship.

5. Perform your own quality check to ensure your work meets the expectations written on
the Repair Order.

• Double-check the tightness of nuts, bolts, clamps, connectors, and other fastenings.
Use a torque wrench when needed, and be sure about the tightening specifications.

• Review the Repair Order to make sure you addressed every customer concern and
verify that each system you worked on is in good operating order.

• Conduct a function test which may include a brief road test.

• Check the vehicle for signs of dirt or damage and clean as necessary.

Performance 6. Record all notes about the work performed, write your notes on your copy of the Repair
Benchmark
Order and be sure to provide clear explanations about the repairs completed and any

additional recommendations.

Value Added Service — It’s All in the Details

Building repeat business and Customer Satisfaction is all about exceeding customer
expectations. The following tactics will help to ensure a customer remembers your quality
service.

• Record the radio presets on the Repair Order, reset them if power is disconnected.

• Remember the seat positions and return them upon completion.

• Notify the customer that you performed a service or repairs that involved disconnecting
power and disabling various system memories.

• Include a note which indicates that you performed a quality check on the vehicle.

• If needed, make a note on the Repair Order that every attempt was made to reset the
features, but some may require the customer’s attention.

6-10

Handling Additional Work Found During Service

Despite a thorough service consultation, you may find additional items that should be
reported to the customer (i.e. campaigns, safety issues). When this occurs, it is necessary to
get internal and customer approval before doing additional needed work.
• Technicians should immediately notify Service Advisors and/or Dispatchers when

circumstances affect the time or cost estimates.

1. When you see a condition on a vehicle that should be corrected, alert the person in
charge of the shop and have your observation verified.
• Make notes on the Repair Order with your findings.
• Mark it on the inspection form by including the labor operations and parts needed to
correct the condition.

2. Notify the Service Advisor and Dispatcher of your findings. By notifying them immediately,
the Service Advisor can contact the customer and get approval to complete the repairs,
and the Dispatcher can make the necessary schedule adjustments.

Once authorized to proceed, complete all authorized repairs.

Completing the Work

Although providing a quality job is the Technician’s primary goal, the following guidelines can
provide the finishing touches ensuring complete customer satisfaction.
1. Review your notes on the Repair Order to make sure they recap your findings and make

sense to the customer.
• Keep in mind that the Service Advisor will need to describe the repairs performed on

the vehicle.
• Write them as if describing your repair to someone who knows nothing about vehicle

mechanics. Keep them clear, concise, complete and simple and avoid using acronyms.
2. Check the vehicle for tools that may have been left inadvertently under the hood or in

the vehicle.
3. If you disconnected the battery, reset the clock, radio presets, etc.
4. Make sure the vehicle is ready to be turned over to the customer and replace the floor

mats and any items removed from the vehicle to do the job.
5. Clean and return all dealership special tools and equipment to the designated storage

area. Remember to report any damaged or malfunctioning equipment to the shop
foreman or other person in charge of technical support.
6. Be sure to park the vehicle in the designated area, noting the location on the Repair
Order. Lock it and return the keys when you take the Repair Order to the person doing
the dispatching.

6-11

Shop Performance

Resources

Mechanical service depends on certain key resources. This section summarizes those
resources for the convenience of the department manager.

People

Technician
Qualifications:
• Verbal and written communication skills
• Technical knowledge
• Problem solving ability
• Attention to detail – the ability to manage a large volume of information without losing focus
• Confident decision maker
Special Skills:
• Kia product knowledge
• Kia equipment and mechanical service experience
• Kia warranty policies and procedures
• Excellent mechanical diagnostic skills
Number required: Varies with service volume

Equipment And Materials

Typical service work stall, including:
• Technician’s personal tools
• Computer terminal with high speed access
• Access to printer
• Access to computer technical references
• Telephone with intercom
• Special tools, equipment, and Computer Diagnostic Systems
• Access to vehicle history files and recall/campaign information
• Access to technical training materials
• Access to technical manual library
• Repair Orders
• Vehicle inspection forms
• Pick-up and delivery schedule
• Service Tech Cart

6-12

Information

• Technical service information
• Technical training information
• Vehicle history and recall/campaign information

Calculating Technician Requirements

There is a direct relationship between the number of Technicians and work volume.
Determining the correct number of Technicians needed when business conditions change
(expand or contract) can be a hard job. This equation will help:

Average number of Repair Orders per day
x Average hours per Repair Order per day
= Total actual hours per day

Total actual hours per day
÷ Workshop productivity
= Available hours required per day

Required available hours per day
÷ Available hours per Technician per day
= Number of Technicians required

6-13

Shop Performance

Process Improvement Suggestions

Establish a “Technician Confidence” card. The Technician will be able to write additional
notes and in addition to completing the work, they can verify that the vehicle was quality
checked. The card is then put on the dashboard or other visual area so the customer can
see the additional value provided. A similar method can be used with the test drive.
Enter your own process improvement tip below:

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________

6-14

Best Practice Checklist Never Seldom Occasionally Often ALWAYS
JJ J JJ
Shop Performance
Never Seldom Occasionally Often ALWAYS
1. Protective coverings are used JJ J JJ
inside and outside of each vehicle.
Never Seldom Occasionally Often ALWAYS
2. Technicians check previous repair JJ J JJ
history and technical references
before starting any job. Never Seldom Occasionally Often ALWAYS
JJ J JJ
3. Service Advisors are immediately
notified when circumstances affect time Never Seldom Occasionally Often ALWAYS
or cost estimates. JJ J JJ

4. Technicians utilize Kia technical Never Seldom Occasionally Often ALWAYS
resources when unexpected problems JJ J JJ
arise.
Never Seldom Occasionally Often ALWAYS
5. Technicians use Kia recommended JJ J JJ
tools, shop equipment, and test
equipment as necessary for each repair.

6. Technicians do the work specified
on the Repair Order; additional work
is verified by management.

7. Technicians provide thorough job
details about work on the Repair Order.

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

6-15

Shop Performance

Notes

______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

6-16

7Quality Assurance Quality Assurance