05 Service Operations.pdf

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Objective

S e r v i c e

O p e r a t i o n s

The Service Department plays an important role in increasing both

customer satisfaction and profits. In this chapter, important guidelines are

given to further improve these areas. Refer to the successful examples and

the introduction of tools and make good use of them to help reinforce and

improve the daily operations of your workshop.

5-1

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11.. CCuussttoommeer r FFiillee MMaannaaggeemmeenntt

22.. OOppeer r aattiinngg PPr r oocceedduur r eess

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55.. TTeecchhnniiccaall IInnf f oor r mmaattiioonn

66.. WWaar r r r aannttyy PPr r oocceedduur r eess


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CCoonntteennttss

5-2

Chapter 5 Service Operations

Introduction･･････････････････････････････････････････････････ 5-3

5-1 Customer File Management･･･････････････････････････････ 5-6

5-2 Operating Procedures 8

5-2-1) Pro-Active Contact･････････････････････････････････････ 5-8

5-2-2) Appointments ･････････････････････････････････････････ 5-16

5-2-3) Reception ････････････････････････････････････････････ 5-22

5-2-4) Job Progress Control･･････････････････････････････････

5-28 5-2-5) Service Work ･････････････････････････････････････････ 5-34

5-2-6) Quality Control ････････････････････････････････････････ 5-42

5-2-7) Delivery ･･････････････････････････････････････････････ 5-44

5-2-8) Follow-up･････････････････････････････････････････････ 5-48

5-3 Customer Complaint Handling･････････････････････････････ 5-50

5-4 Service Tools and Equipment ･････････････････････････････ 5-52

5-5 Technical Information ････････････････････････････････････ 5-56

5-6 Warranty Procedure･･････････････････････････････････････ 5-58

8


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Chapter 5 Service OperationsIntroduction

5-3

Introduction

Refer to the flowchart on the next page. It is an overview of service operations. This flowchartindicates the actions that need to be taken by the persons at a dealer who are responsible foreach process. Compare them with your operational flow. They could serve as a useful way to

locate any sources of problems.

On the following pages after 5-2) Operating Procedures are descriptions of the eight sectionsfor service operation processes, from pro-active contact to customer follow-up.

These standards were established to fulfill the three aims below. Make service operationimprovements by keeping these three aims in mind at all times.

The Three Aims Methods Related Processes

1 Improve

customersatisfaction

Always do your work

from the customer’sperspective.

(1) Pro-active contact

(2) Appointments(3) Reception(7) Delivery(8) Customer follow-up

2 Improveproductivity

Optimize limitedresources and avoidsales opportunitylosses.

(2) Appointments (load equalization)(4) Job progress control (maximum

capacity utilization)(5) Service work (shortening work time,

appropriate recommendations for partsreplacements, etc.)

3 Promote profits Promote the flow of

incoming vehicles byselling salesopportunities created byproductivityimprovements and thenenjoy greater profits.

(1) Pro-active contact

(appropriate marketing)(8) Customer follow-up (creating service

opportunities with correct follow-up)


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5 -4


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Chapter 5 Service OperationsIntroduction

5-5


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Chapter 5 Service Operations5-1 Customer File Management

5-6

5-1 Customer File Management

No. Dealer Standards Level

1

The Dealer should manage the following customer and vehicle data.- Customer name, address, Tel No., Credit condition- Car Name, Model No, VIN No, date of purchase, date of registration,

License Plate No., Service history

I

2 Maintenance of customer data should be performed regularly. II

3Dealer system should be able to promptly search for relevant customerinformation, and obtain necessary information to respond.

I

4 The customer data should include customer classification based on service history. II

5

The vehicle data should include following information;1) installed accessories2) complaints3) request history

III

Notes

This Chapter prescribes the standards for preparing and managing the “customer data base”,which should be the starting point for customer communication, various types of follow-upsduring the vehicle ownership period, and service marketing.


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Chapter 5 Service Operations5-1 Customer File Management

5-7

Customer classification

Managing the customer database in classifications (grouped according to the servicefrequency), enables macro-level activities for promoting services, such as sending outperiodical maintenance reminder notices at regular intervals to all relevant customers. Thisfacilitates a highly-detailed and more accurate management that caters to the needs anddriving habits of individual customers, and it can be expected to further enhance customerretention and service sales.

(1) Based on customers’ annual mileage, the date of their next periodical maintenance isestimated and reminders are sent to each individual customer.

(2) In addition to (1) above, recommendations regarding replacement of consumable partsare also provided.

In addition to the above way to utilize the customer database, following cases should be alsoconsidered as a customer data utilization.

1. Up-sellingService advisor should take up-selling opportunities by knowing when and which accessoriesand grooming products have been equipped on the vehicle.If it is the right time to replace the grooming products, service advisor should recommendcustomer to replace it. Also, if new accessories are available and the customer may interestedin renewing, service advisor should recommend to renew it.

2. Customer complaints and demand handling

If you received any complaints or demands from customer, those data should be stored intothe customer database. Next time when the customer comes, service advisor should ask ifhis/her complaints are fixed or his/her demands are satisfied or not.


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Chapter 5 Service Operations5-2 Operating Procedures

5-8

5-2 Operating Procedures

5-2-1) Pro-Active Contact


1The Dealer should appoint a person to be responsible for pro-active contacts forperiodical maintenance.

I

2The Dealer should set a target and then carry out pro-active contacts for theretention of periodical maintenance service customers.

I

3The Dealer should manage customer data to establish a program of pro-activecontacts and keep accurate lists of periodical maintenance service customers.

II

4 The Dealer should establish and follow rules for pro-active contacts and notifyperiodical maintenance service customers.

II

5 The Dealer should keep customer records of contacts and appointments obtained. II

6The Dealer should clarify any reasons for a customer not making an appointmentand take appropriate action for future pro-active contacts.

III

7The Dealer should make criteria for separately managing both lost customers andcustomers who do not want to be pro-actively contacted from other customersdatabase.

II

Notes

Encouraging customers to receive periodical maintenance is an important activity for alldealers. This activity is essential for not only generating service profits, but also for creating astrong relationship of trust with our customers by ensuring excellent service. Such experienceswill naturally result in our customers wanting to make a repeat purchase of a vehicle. If ourdealers passively wait for customers to come to their showroom, a customer will not beencouraged to receive periodical maintenance service or may choose to visit anotherafter-service outlet.

During the pro-active contact process, advise customers of the benefits of dealer maintenanceservice and that the well-maintained vehicle is a safe vehicle.


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5-9

Invitation for service: DM, telephone call and SMS (Short Message Service)

Consider why people buy something. Did they buy it out of necessity? Were they forced to buy

it? Did they buy it because they wanted it?

Even if two people buy the same thing, their feelings before purchasing will greatly affect theirdegree of satisfaction with the product. Our customers will feel the same way.

Customers want to have their vehicles serviced and maintained. Therefore, we invite them infor service by DM, telephone or SMS (short message service for mobile phone)

Points

I. Have you decided how to handle the invitations?

Who will do what? Is the allocation of roles clear? Have rules been established for whena customer is not at home?

II. Has an invitation been made?Based on the rules, is the activity implemented properly?

III. Hasn’t anything happened since the invitation was made? After the implementation, has the result been accurately recorded and reported? Is suchinformation made use of at a later stage?

Steps for making the best use of DM and telephone calls:

Step 1: Decide “who”Choose a person responsible for ensuring the tasks are carried out and choose a person tocarry them out.To prevent errors and omissions, prepare a list.

Step 2: Decide “how”Establish the content of the DM and the telephone call protocols.Clarify the rules for implementation such as a contact date and a response to a customer not athome.

Step 3: Monitor progress.Monitor the progress after receiving a report from the person in charge of the implementation

status of the telephone call and the mailing status of the DM.

Step 4: Review. After the implementation, ensure all results are reported and hold a meeting with your teammembers to review and examine the management and utilization of the information gathered.


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5-10

Case study

In order for a dealer to consistently and successfully continue promoting regular service, it isessential to establish a system with a person in charge to ensure a smooth workflow

throughout the day.The following case demonstrates activities at a service shop that achieved great success witha telephone call strategy involving both the sales and service teams working in harmony.

1. Decide “who”Establish the response rules.

For a free service inspectionThe Customer Service Center made a telephone call in part to thank a customer forpurchasing a vehicle and to offer a free service inspection. If after three telephone callsthe center has been unable to contact the customer, then DM is sent.

For periodical maintenance service

Based on the customer date list, DM is sent and then the person in charge ofpromoting service makes a telephone call.

2. Prepare a scriptTeam members write a script for each service purpose. Ensure team members rehearsethe script until they are completely familiar with the material and have memorized it byheart. Have them form pairs and carry out training by role-playing.

3. Connect to the next stageWrite down and organize the information obtained by telephone on a data sheet.

Sample data sheet

Customer data sheet for service promotion

(Person in charge:

)

Date Called by

Time :

Special note

Comment

Date ( )

Manufacturer: Vehicle model: Time of purchase:

Reason:

User's name Tel: - -

Request for workshop, home-visit or loan-car

□ Workshop

□

Home visit □

Loan-car

App oin tment c ontent

Next Call

Inspection or r eplacement schedule

Inspection plan (Yes · No)

Replacement plan (Yes · No) Other ( )

Spoke to

Zip (Postal) code

Manufacturer:

Vehicle m odel:

Model year:

Time of purchase:

Present vehicle status

□

Still driven

□

Replaced

□

Scrapped

□

Name lending

Dissatisfaction point:

R e c o r d s

Customer name

Address

Vehicle model

Time

Tel: - - (home · company)


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5-12

Example of output method for customer contact list

When implementing pro-active contact, it is important to decide when and which customers

you should contact.

For customers who are forgetful and careless about dates for periodical maintenance service,contacting them early helps them feel safe and carefully looked after. This contributes tobuilding up a stable and long-term relationship with a customer.

It is important to contact customers at the right time. Contacting them at inappropriate times,such as when a customer has just finished periodical maintenance service, causes distrust.

Refer to and use the following guidelines for drawing up a customer contact list.

1. How to calculate the interval between each maintenance visit

In accordance with the maintenance interval set by the manufacturer (NSC), carry outmaintenance when the car has reached the required mileage or period in operation.Choose whichever has been reached first. (If the annual mileage is 20,000 km or more,the interval is decided by mileage and if less than 20,000 km, by period in operation.)

By counting from the previous maintenance, a periodicalal maintenance diary can beset up.

For example, if the previous maintenance was carried out at 30,000 km and themanufacturer stipulates servicing every 10,000 km, the next maintenance will becarried out at 40,000 km.

Calculate a diary date for when the customer's vehicle is just reaching the mileage forappropriate periodical maintenance.

Calculate by using the annual mileage taken from the customer's service history.


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5-13

2. Specific steps for compiling a list of customers to contact

New vehicle: 0 km First service: B km Next service: C km

Example: a new vehicle was serviced 100 days after purchase (A) with 10,000 km on theodometer. The next 20,000 km service date will be the earlier of 20,000 km on the odometer orthe manufacturer’s service interval 6 months (180 days) and DM should be sent.

Formula:

1) Days to drive 1 km= Days from the vehicle delivery to the first service (A) (100) / mileage at first service

(B) (10,000) = 100/10,000 = 0.01 days

2) Days until the next service day (D)= Expected odometer mileage for the next service (C) (20,000) – odometer mileageat first service (B) (10,000) × days to drive 1 km (0.01) = (C-B) × A/B .... (i)

= (20,000-10,000) × 0.01 = 100 days

3) Next, add the days from the first service (let’s put 180 days as an example)“E” days later from the present time = A + E .... (ii)

= 100 +180 = 280 days

4) Choose the earlier date from (i) and (ii). In this example, choose (i).

5) The DM dispatch date is decided using the above chosen date minus the DM sendinginterval chosen by the dealer. (In this example, DM is sent 30 days before the predictedservice date.)

In this example, 100 – 30 = 70 days

Therefore, send DM 70 days after the last service.

6) The telephone follow-up date is decided using the above chosen date minus the telephonefollow-up intervals chosen by the dealer. (In this example, a telephone follow-up is carried

out 7 days before the predicted service date.)

In this example, 100 – 7 = 93 days

Therefore, carry out a telephone follow-up 93 days after the last service.

Days from first service to next service: DDays from vehicle delivery to first service: A


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5-14

Setting target numbers for service

To set target numbers for service appointments, the following factors should be taken into

consideration.

1) Number of technicians attendance (capacity of service shop)

2) Number of vehicles from walk-in customers

3) Leveling of workload in accordance with service appointments

Take the above factors into consideration and decide on appropriate target numbers.

Set daily targets for each person in charge of acquiring appointments and check their successrate on a daily and monthly basis.

Example of appointment acquisition log

Date 1 2 3 4 5 6 7 8 9 31

Day Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon

No. of technicians 9 8 9 8 9 7 9 8 8

16 15 16 15 16 14 16 15 15Result Target Assessment

Mr. A 3 2 3 3 4 3 2 2 4 90 80 ○Ms. B 3 4 2 3 3 3 4 2 2 78 80 ×Mr. C 3 4 3 2 3 5 3 3 2 76 75 ○Ms. D 3 2 3 2 3 4 3 3 3 72 75 ×Mr. E 2 3 3 2 3 2 2 2 2 93 75 ○Ms. F 2 3 2 2 3 2 4 2 2 91 75 ○

16 18 16 14 19 19 18 14 15

○ ○ ○ × ○ ○ ○ × ○

Total of result Assessment

Monthly total

242

460

P e r s o n i n c h a r g e

Target

Appointment acquisi tion graph

0

20

40

60

80

100

Mr. A Ms. B Mr. C Ms. D Mr. E Ms. F

ResultsTargets


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5-16

5-2-2) Appointments


1The Dealer should promote customers by any media in order that customers makean appointment in advance.

I

2The Service Department should establish and share within the department: astandard lead-time (days) for each job and an estimated customer job price list.

I

3The person in charge of appointments should record necessary items into theappointment log.

I

4

The Service Department should use a dealer management system (DMS) or anappointment control board to fulfill the appointment procedure requirementsdescribed in this chapter; the appointment status should be visible and referable at

all the times.

II

5The person in charge of appointments should consider the following matters whenmaking appointments.- Available time in the workshop -The reception capacity

I

6The Service Department should be able to see the appointment status at all thetimes.

I

7

The person in charge of appointments should confirm the following points and, asmuch as possible, match the customers' convenience.

Customers’ request time for bringing the vehicle in and the work completion

Whether they can wait until the work has been completed. If there is a need for a loan or courtesy car.(if applicable). Whether they require free (or subsidized) transportation to their next destination

(if applicable).

I

8The person in charge of appointments should listen to customer requests and givean estimated price at least for periodical maintenance and consumablereplacement parts works.

I

9The person in charge of appointments should provide the delivery date and time tothe customer.

I

10 The person in charge of appointment should inform the customer that the servicecharge estimation and the delivery time/date will be informed after diagnosis if it isnot easy to estimate them accurately at that stage.

I

11The person in charge of appointments should confirm the inventory statusimmediate after the appointment made and place an order immediately if the part isnot available.

I

12In case of the delay of ordered parts for appointment customer, the person incharge should inform the appointed customer and rearrange the appointment.

I

13Required parts for appointment customers should be reserved securely for theappointment customer on the appointed day.

III


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5-17


14If a customer cancels a service appointment, the Service Department should notify

the Parts Department and be ready to take any necessary action for parts orders.

I

15The Service Department should reconfirm the appointment the day before theappointment and rearrange the appointment schedule if there is cancellation.

I

16The Service Department should manage the appointment ratio and share it withinthe department.

II

Notes

Customers expect a dealer to provide prompt and efficient service. Thanks to the

appointments customers have made, a dealer can balance work volume and service shopcapacity in advance, make the best use of their resources, and prepare order sheets and partsto ensure a smooth flow of work on the day. So as not to keep customers waiting, it is essentialfor all systems for improving the appointment ratio and any appointment information to belinked.


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5-19

Appointment recept ion procedures

To promptly process an appointment and ensure a smooth transition to the next stage, thefollowing conditions must be fulfilled and 2) to 5) need to be visible via control tools.

1) Standards established to decide priority work such as re-repairs

2) An appointment diary showing at least one week in advance

3) An at-a-glance diary to determine available workshop times

4) Making appointments for specific times

5) Dealers with loaners: all staff should quickly determine car availability

Example of appointment contro l board


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5-20

Advice for appointment control

Points

I. Can everyone see it?Is the appointment information freely available for the entire service department?The entire service department must share appointment information and be fully preparedto receive any vehicles.

II. Are you making full use of your resources?Is the appointment control board used as a valuable resource or is it ignored andunderused?By utilizing the board, do the sales and service staff cooperate to achieve leveling of theworkload?

III. Are you too flexible?Regardless of the status of the service appointment schedule of the workshop, do you justaccept appointments at the customer's convenience? Or do you consistently give clear

information to your customers? For example, “At XX o'clock on Wednesday, the waitingtime will only be XX minutes.”

Steps to “ensure workload leveling and service appointment control”

Step 1: Know the future.You need to be aware of upcoming jobs right now. So clearly understand the necessity ofappointment control and ensure that everyone can read and make full use of the control board.

Step 2: Know the present. At morning meetings, use the board to explain the present appointment status. What andhow much needs to be done? How will you do it? Appointments must be made inaccordance with well-established guidelines.

The following is a case study from a service shop.Three actions for leveling workload to remove congestion

Workload is heaviest at the beginning of the week, at the end of the month and in March,July, September, and December. To ensure the leveling of the workload, the servicemanager took the following steps.

1. Ascertaining crowded timesIn any week, the most crowded day was always Monday, the beginning of the week.In any month, the most crowded time was around the end of the month.In any year, the most crowded months were March, July, September, and December.The manager therefore took steps to deal with the problem on a weekly, monthly, andyearly basis.

2. Leveling the week At a morning meeting, by using the service appointment control board the service managershould explain the appointment status to the person in charge of pro-active contact andgive clear instructions, e.g., “The appointments made today must be concentrated on dayXX.”

3. Leveling the monthService promotion should be carried out using DM or telephone calls. The target was tobook half of the next month’s service appointments in the first half of the month.


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Appointment recept ion procedures

(1) Confirm the vehicle type and listen to the customer’s requests (if any), such as job content

or delivery.

(2) Confirm the available workshop times and determine the best time to accept theappointment.Leave spare time to accept other jobs that have a high priority, such as a repeat repair job,to be able to fulfill customers’ requests.If the job does not have a high priority and you are unable to fulfill the current customer’srequests, propose an alternative date.

(3) Based on the price menu and standard lead-time, give an estimated charge andscheduled delivery time to the customer. If they are acceptable to the customer, entertheir details on an appointment card. If it is difficult to give an estimate or delivery time onthe spot for a vehicle repair, for example, tell them an estimate will be given later.

(4) Confirm the inventory status and clarify any necessary parts needed for the appointment.If the necessary parts are on back-order, order in accordance with the internal orderingrules. It is best for the person in charge of reception to be familiar with FAST, a system forsearching for parts.

(5) If a customer cancels the service appointment, the service department should notify theparts department and be ready to take any action for a parts order.


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5-22

5-2-3) Reception


1Service Advisors should ensure a Repair Order Sheet is ready before theappointed customer arrives; keep them in sequence by arrival time schedule.

III

2Service Advisors should greet the customer with a smile immediately upon his/herarrival.

I

3Not only service advisors but also staff members around the reception area shouldgreet customers as soon as they arrive.

I

4Service Advisors should serve appointment customer with higher priority thanwalk-in customers.

I

5 For walk-in customers, Service Advisors should serve them in the order of arrival. I

6The person in charge of reception should apply any protectors (such as steeringwheel and seat covers and floor sheets) in front of the customer.

I

7The person in charge of reception should carry out a walk-around inspection andlook for any valuable items and damaged parts so as to prevent anymisunderstandings or problems with the customer.

I

8Service Advisors should verify the vehicle incident pointed out by the customer inhis/her presence.

I

9When a customer arrives, the person in charge of reception should complete arepair order in accordance with customer and vehicle information as well as thecontent described in this chapter.

I

10Service Advisors should issue a repair order for all the vehicles to be repaired orinspected at the workshop including internal service jobs.

I

11The customer’s comments should be recorded on the repair order first; record theservice advisor’s inspection comments later.

I

12

When a repeat repair job vehicle has arrived, a service advisor should prioritize

and identify it on the repair order sheet so as to ensure rapid and smooth workprogress. I

13If needed, Service Advisors should carry out a test drive to verify the customer ’sdescription of the incident.

II

14Service Advisors should confirm the inventory status of any necessary parts for the job in case that replacement parts are surely identified.

I

15 Service Advisors should use the menu price guide for estimating charges. I


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16

Concerning the work for expected parts replacement, based on mileage or elapsed

time, a service advisor should clarify and explain the parts replacement criteria(degree of wear and price) and try to obtain prior customer approval for replacingthe parts that comply with those criteria.

III

17Service Advisors should use the repair order to adequately explain the job content,price, and delivery time to the customer and obtain the customer’s agreement.

I

18Concerning any possible repair that may be covered by a warranty, the person incharge of reception should confirm whether the warranty is still valid and inform thecustomer.

I

19

After the completion of reception work, the person in charge of reception should

show the customer into the customer lounge, make him/her feel welcome, andoffer use of the facilities (e.g., beverage machines, a TV, magazines, or children’scorner).

I

20 At reception, all staff members should be able to always refer to the content of therepair order sheet and respond to a customer’s inquiries promptly.

I

21Reception should establish and carry out procedures to contact a no-showcustomer, who failed to come for their appointment, and reschedule a newappointment.

II

22 Vehicle keys should be kept under tight security. I

Notes

The time of reception is the most important moment for giving a good impression to ourcustomers. It is essential to greet each customer in a warm, friendly, and professional manner.Efficiently confirming the work to be carried out, estimating charges, and installing protectorswill all contribute to creating a good and positive impression in the mind of the customer. Inaddition, to give accurate job instructions, listening carefully and making sure you thoroughlyunderstand any requested matters correctly are also important parts of the responsibilities ofthe person in charge of reception.

Items written down on repair order

1) Customer information to be filled in advance for appointment customerCustomer name, address, telephone number, vehicle model, VIN, registration date, modelyear, license plate number, job content (requested matters), repair order number, job type(i.e., warranty, general repair, or periodical maintenance service)

2) Customer information to be filled in during receptionContact telephone number, mileage, level of fuel gauge, customer’s comments, results ofdiagnosis by a service advisor, parts and lubricants to be used, name of the service advisor,walk-around inspection results, requested additional jobs, scheduled time for vehicle

delivery


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5-24

Walk-around Inspection

To prevent misunderstandings and unnecessary problems with a customer, carry out awalk-around inspection with the customer to confirm that no valuables are left in the vehicleand record any damage to the vehicle.

With regard to such parts as tires or wiper blades, the condition of wear and tear can easily bedetermined during the walk-around inspection. Confirm on the spot whether the customerwants replacements. They can contribute greatly to increasing sales.

Consulting

With regard to repair jobs such as noise or vibration, a service advisor should carefully listen tothe customer’s explanation and ask for any further information needed to analyze the cause.This information is important for giving clear job instructions to the technician.

When necessary, conduct a duplication test, such as a test drive with the customer, to ensurea clear understanding of the problem.

It is important to pay attention to this point. Poor diagnosis can be the cause of a repeat repair job. It is also important to always confirm whether the requested repair has been successfullycompleted at the time of customer follow-up.

Interview sheet (Refer to the N-SAP manual Appendix 4; Pub. # SA9E-SAGSG1)

Estimation

An easy-to-understand and transparent charge system has a major affect on customersatisfaction. Concerning major work listed on a price menu, if the customer requests are thesame as at the time of the appointment, do not differ from the estimate given at that time. Forother work not listed on the price menu, it should be estimated promptly and accurately basedon the price information.


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Service menu board

When you enter a restaurant, what’s the first thing you do after sitting down?

Most of us look at the menu, choose the food, check the price, and then order. The sameprocedure can be applied to the service workshop as well.

For major work such as periodical maintenance service, it is important to have hightransparency for both the price and job content by utilizing a price menu board and anexplanatory tool in the reception area.

A work order should only be accepted after gaining the customer’s agreement.

Explaining job content

“On the invoice, it says ‘replacement of spark plugs.’ But what are spark plugs? Do they reallyneed to be replaced?” Many customers have these types of doubts.

Customers are not vehicle experts, which is vital to keep in mind. To our customers, many ofour everyday terms are like a foreign language. When explaining job items to a customer,avoid jargon and use plain words and diagrammed materials. Customers will only readily payfor a job when they understand its content.

NISSAN PERIODIC MAINTENANCE PROGRAM

FORMILEAGE: / (For Passenger VehicleswithGasolineEngines)

NOTE: 1. 1)CommercialVehicles 2)DieselEnginesor GasolineEngineswithoutcatalys

2.Forfurtherinformation,pleasecontactourServiceAdvisor.

NISSAN PERIODIC MAINTENANCE PROGRAM

Warranty

- Skilled, Nissanfactor y-trained technicians

- High-qualityNISSANGENUINEPARTS- Updatedtechnical information- Advanced equipment and tools

After reviewing the i nspection points of the NISSAN PERIODIC MAINTENANCE PROGRAMon the front si de,NISSANrecommends replacing the following major parts, depending on their wear, tear, and deterioratedcondition, for your safety and comfort.

Steering System Power Steering Fluid Drive Belt (for power steering)

Exhaust System Muffler Brake System BrakePads/Rotors BrakeShoes/Drums BrakeHose Transmission System(MT/AT)

(For MT models) MTGear Oil ClutchFluid ClutchDisc

(For ATmodels) ATFluid

Transfer, Propeller Shaft, Transfer &Differential Gear Oil and Differental Carrier

Front &Rear Axle, Suspension Shock Absorber/Strut Kit/Suspension Bush Drive Shaft Boots

Cooling System Radiator Hose Drive Belt (for water pump, alternator)

Others Wiper Blades/Refil l Lamp Bulbs Battery Tires Drive Belt (for compresser)

FORMILEAGE : / (For Passenger Vehicleswith GasolineEngines)

NISSANCar Grooming Products - NISSANEngine Refresh - NISSANOdor Buster - NISSANWheel Clear

*NewVehicleWarranty If your vehicleis under the NISSANNewVehicleWarranty,werecommendit beinspectedat aNISSANAuthorized

ServiceShop near youtomaintaintheeligibilityof your warranty.

*WorkshopWarranty Evenifyour NISSANNewVehicleWarrantyhasexpired,aServiceShopWarrantyfor km/ months isgranted

for all serviceworkdone at NISSANAuthorizedServiceShops.


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Service menu calculation program

In order for dealers to set proper prices and to reduce the burden of setting prices, Nissan isintroducing the following service menu pricing tool (Pub. #: AS4E-SMPTG0) for GOMs.

Customer’s prior approval for additional work and parts replacement

With regard to additional work and parts replacement, if a job is stopped every time to receivea customer’s approval, the efficiency of the service shop will fall and will result in failure to

deliver the vehicle at the promised time. Therefore, to ensure smooth workflow, it is importantto establish a system to obtain prior approval from a customer about the job

For both general repairs and periodical maintenance services, it tends to be easy to determinepossible additional work from the type of work and interval. By gaining prior approval for suchwork, the workflow will proceed much more efficiently.

In addition, it is a good practice to have pre-authorization to carry out any additional workwithin a pre-approved maximum price.

The following are general procedures for obtaining prior approval.

1) At the time of service reception, a service advisor should explain all the jobs to be carriedout in accordance with the customer’s request.

2) Next, based on the vehicle model year and mileage, a service advisor should explain thatthere might be service items that need to be replaced.The service advisor should clarify and explain standards for additional jobs (e.g., partsreplacement standards) to the customer and give an estimated charge. It is important tohave the customer approve the work to be carried out within an agreed price limit.

3) A service advisor should record prior approval for jobs on the repair order. This enables theservice manager to proceed with the repair without stopping the work.

4) When applying prior approval procedures and carrying out additional jobs, always explain

to a customer again the reasons and charges for the additional job and replacement.

ＮＩＳＳＡＮＳＥＲＶＩＣＥ MENU ＣＡＬＣＵＬＡＴＩＯＮＰＲＯＧＲＡＭ

GOM As Division,Service Business Department Group Ver.EAS02042004

PERIODIC L M INTEN NCE

M JOR SERVICE

M STER T BL E UPD TE

PER IO D ICA L MA INTENA NCE

N AM E M o de l En g in e

1 0 / 3 0 / 5 0 / 7 0 / 9 0 2 0 / 6 0 4 0 / 8 0 1 0 0

M AX I M A A 3 3 V Q 3 0 D E 10 ,567 13 ,167 30 ,494 18 ,147

S U N N Y N 1 6 Q G 1 6 D E 9 ,517 11 ,867 26 ,944 15 ,597

P A T R O L Y 6 1 T B 4 8 D E 10 ,667 13 ,367 29 ,444 16 ,997

P A T R O L Y 6 1 T D 4 2 10 ,667 13 ,367 27 ,594 15 ,147

P A T R O L Y 6 1 ZD 3 0 D D T i 10 ,667 13 ,367 27 ,594 15 ,147

P A T H F I N D ER 5 0 V Q 3 5 D E 10 ,017 12 ,517 30 ,494 17 ,997

X - T RA I L T 3 0 Y D 2 2 D D T i 10 ,717 13 ,517 28 ,894 15 ,297

X - T RA I L T 3 0 Q R2 5 D E 11 ,817 14 ,967 32 ,944 19 ,047

P I C K - U P D 2 2 T D 2 7 10 ,267 12 ,867 26 ,894 14 ,647

P I C K - U P D 2 2 Y D 2 5 D D T i 7 ,817 9 ,517 22 ,494 11 ,297

P I C K - U P D 2 2 ZD 3 0 D D T 10 ,267 12 ,867 21 ,894 14 ,647

1 0 / 3 0 / 5 0 / 7 0 / 9 0 2 0 / 6 0 4 0 / 8 0 1 0 0

R epl ac e E ng in e O il V V V V

E n g i n e O i l F i l t e r V V V V

F u e l F i l t e r V

A i r C l e a n e r F i l t e r V

S p a r k P l u g V V

E n g i n e C o o l a n t

B r a k e F l u i d V

T i m i n g B e l t ( C h a i n )

I n s p e c t

V V V V

/ A d j u s t

V V V

V

PER I O D I C M A I N T EN A N C E C O N T EN T S

B r a k e / T r a n s m i s s i o n /

S t e e r i n g / E x h a u s t S y s t e m

F r o n t R e a r A x l e /

S u s p e n s i o n /

C o o l i n g S y s t e m

F u e l L i n e / I g n i t i o n S y s t e m

5000

Calcstandard 50050 0 0

0

Parts

LaborFRT(H)

ENG Oil

Labor

Price

D isc ou nt rate (% ) In dication

Print


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5-27

Handling No-show customers

If after 30 minutes a customer has not appeared for an appointment, there is a probability ofcancellation. To minimize the influence on the workflow, carry out the following procedures:

1) The person in charge of reception telephones a customer who is 30 minutes late for anappointment.

2) If it is possible to contact the customer, confirm if rescheduling is possible, even thoughthe appointed time has passed.

3) If the customer requests rescheduling, make a new appointment in accordance with theusual appointment procedures.

4) If the customer does not wish to reschedule and if it is possible, ask the reason for theappointment cancellation and conclude the conversation in a polite and courteous manner.Depending on the reason for the cancellation, if there is a matter the dealer shouldimprove it.

5) When a cancellation is definitely confirmed, delete the appointment information from theappointment control board and DMS without delay and use the vacant time efficiently.

6) If a loaner or transportation has been arranged and is now no longer needed, cancel it.

Management of vehicle keys

A customer’s vehicle is an important piece of property that we are temporarily entrusted to lookafter. It is therefore essential to keep the vehicle keys in a safe place.

A parked vehicle awaiting work or delivery must always be locked and the keys kept in alocked box in the reception area or another safe area.

Attach a parking space number tag to the keys or keep the keys in a secure key box in away that identifies each parking space location so that you can instantly recognize thelocations of the keys and vehicles.


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5-2-4) Job Progress Control


1The job progress control board or a similar tool should be used to allocate jobs andclearly see the allocation.

I

2Job allocation for appointment customers and carryover vehicles should be doneon the previous day.

II

3Some space and time should be reserved aside from appointment customers forwalk-in customers, emergency and additional service needs etc.

I

4The attendance and today’s required working hours of each technician should bemanaged and controlled that all scheduled jobs can be completed.

I

5 A process for assigning a job to a technician by the starting time should beestablished so that they can immediately start working.

I

6 All priority jobs should be prioritized, e.g., a waiting customer, repeat job, orwarranty job.

I

7Job completion time should be put on each repair order after referring to theflat-rate table (FRT) established by NSC.

II

8Each job should be allocated to an appropriate technician, taking the job type andlevel of difficulty into consideration.

II

9 The location of each vehicle and its key should always be clear. II

10Status of vehicles sent to sublet contractors should be tracked by the progresscontrol system or equivalent one.

I

11DMS or Job Progress Control Board or a similar tool should be used to control the job progress of the entire workshop.

II

12 All jobs should have promised delivery times, and in case the delay for originalpromised time is supposed to happen, the service advisor should inform thecustomer and reschedule it immediately.

I

13The person in charge of job allocation should monitor the capacity in the workshopat all times and grasp the remaining available hours.

II

14 The reason for any work stoppage should be clarified and visualized. II

15 The reason for each carryover job and actions to be taken should be clear. II


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Notes

Good job allocation is important because it increases profits by utilizing the service shopresources in the most efficient way. It also contributes to customer satisfaction by ensuring the

promised delivery time is met. To take quick action for not only customers with appointmentsbut also in unexpected situations such as walk-in customers or job delays, it is essential tohave a process to easily and accurately determine the status of all facilities and techniciansand thus effectively control job progress.

Setting standard work time

For some jobs that are not covered by a warranty, such as periodical maintenance, the NSCmay not have set standard work times. However, because these jobs are carried out as majorwork on a daily basis, a dealer needs to establish standard times and control job progress.

For the main vehicle models (the A33, N16, Y61, R50, T30, and D22), it is possible to setstandard work times by referring to the Service Menu Pricing Tools (Pub.#: AS4E-SMPTG0)mentioned in the Reception section of this chapter.

Ensuring job allocation at starting time of work

If the first job is allocated at the starting time of work, this reduces the waiting time for thetechnician and contributes to increased productivity. A couple of sample methods are shownbelow:

(1) Among jobs that have not been finished on time, select carryover jobs based on priority

and allocate them as the first jobs for the next day.(2) On the previous day, allocate jobs for appointment customers.

(3) Establish longer business hours for reception than those for the service shop to ensure asteady flow of work for the technicians.

Example

Reception time (7:00 ~ 20:00)

Business hours of service shop (8:00 ~ 17:00)

Ensure jobs at thestarting time of work

Ensure jobs forthe next morning


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Job progress control

Though there are various methods for job progress control, e.g., a computer tracking system,control sheets, or board, job progress control has to satisfy the following requirements. A

progress control tool allows us to understand the workflow of the entire serviceshop; respondrapidly to unexpected situations such as walk-in customers, cancellations of appointments,and job delays; make full use of service shop resources; and contribute to customersatisfaction by meeting promised delivery times.

1. The available hours for the day are clear.

2. The job allocation status is clear.

-The name of the technician working on each job

-The next job for each technician

3. The positioning and status of each repair order is clear and updated frequently.

-All jobs with appointments

-Priority jobs and those for waiting customers

-The starting time, estimated job completion time, and promised delivery time for eachrepair order

-Jobs waiting for a customer’s approval (when additional work occurs)

-Jobs that have been carried over

-The following items can be used to track the progress of each repair order.

Waiting for receiving, waiting for job allocation, job in progress, work on hold (waiting for

parts, customer’s approval, or sublet work), car washing, invoicing, and ready fordelivery

Example of job progress control board


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Job on hold

If a job is on hold, any negative effects must be minimized. Take action as soon as possible soas not to waste the technician’s time. In such circumstance, the person in charge of job control

should know the entire service shop’s current status and respond rapidly to keep any delay toa minimum.

To allocate a restarted job to an appropriate technician quickly, the following procedures needto be established:

When a job is stopped, the technician should explain the current job status to a controller(e.g., the work progress or preparation status for parts). The controller should informservice advisor of it so that he can contact and inform customer of the situation

The controller should take the repair order from the technician.

When the cause of the work stoppage is resolved, the controller reallocates the job to anappropriate technician based on the technical level of the job.

Carryover vehicle

A carryover vehicle means any vehicle for which the scheduled job could not be finished on theday for any unexpected reason.

Possible causes are parts supply, a difficult repair, additional work, a shortage of tools or stockitems, an inexperienced technician, etc.

Carryover jobs need to be easily distinguished by related persons, such as a service advisor.

A carryover job must be clearly shown on the appointment sheet, control board, or DMS fornext day.

A carryover vehicle must be properly recorded in writing and the causes of all carryoversmust be analyzed once a week.

The repair order sheet of a carryover vehicle must be clearly distinguishable from others,e.g., attach a sticker.


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5-2-5) Service Work


1Technicians should prepare all required parts, necessary tools and equipment inthe work bay before the start of the job if the necessary parts are clearly known(e.g., for periodical maintenance).

I

2Technicians should put fender covers while the vehicle’s engine compartment isbeing serviced to avoid scratches and other damage on the vehicle.

I

3Service Advisors should directly convey the customer needs to technicians whendetailed explanation is required in addition to the information in R/O.

I

4Technicians should check with the past quality related issues for productcampaigns or recall when it is informed.

II

5Technicians should inform the controller/foreman when the job starts and finishes,or manage it with a progress control tool.

I

6 The actual work time for each job should be recorded. I

7

Any incident should be processed following steps:(1) Verify the incident (duplication of the incident)(2) Isolate the cause (diagnosis of the cause)(3) Repair(4) Check if the incident has been resolved

II

8The Dealer should have guidelines for replacing wear-and-tear parts so as torecommend replacements to customers.

II

9

When an additional job arises, Service Advisors should contact the customer toinform him/her of the content of the job, the price, and if the delivery time will bechanged. It is also necessary to get the customer's approval before the start of theadditional job.

I

10If there is a delay of work for customer waiting for repair at customer lounge, theservice advisor should inform him/her of the progress of the job immediately.

I

11When the estimated work completion time has passed, the Service Departmentshould check the cause by asking the technician about it to prevent areoccurrence.

II

12The removed parts during service should be organized well in order not toobstruct servicing and moving vehicles

I

13The job progress status such as waiting for service, quality inspection, waiting forparts and delivery to customer, should be recognized easily by looking at thevehicle

II

14The vehicles whose work cannot continue should be removed from the work bay.

(e.g., waiting for parts or for customer approval)II


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15 Vehicles should not be left in passages or block other areas so as to ensureefficient service shop operation.

I

16Standard work procedures for periodical maintenance should be carried outaccording to the NSC guideline.

III

17Checklists for periodical maintenance should be available and the results ofinspections should be described.

I

18Technicians should make clear notes regarding causes for problem, performedwork, and additional work recommendation, and inform them to the serviceadvisors.

I

19 After finishing a job, cleanup of work bay should be done so that no obstaclesremain to block for the next vehicle to be serviced.

I

Notes

A technician should finish a job within the estimated time while maintaining safety and workquality. In addition, a technician should have guidelines for replacing wear and tear parts andshould use them to explain to the customer the necessity of replacing them.

When the delivery time and estimated price may be changed because of additional work,

prompt contact leads to acquiring the customer’s acceptance. Various factors can affect workefficiency: working environment, the skill of an individual technician, management of vehicleflow, communication among members the workshop, reception and parts counter staff, forexample. The service manager should construct a system that makes “fast”, “easy”, and “highquality” work possible by checking daily jobs closely and listening to staff members’ opinionsby using the cycle, PDCA (Plan-Do-Check-Action).


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Recording actual work time

Actual work time is the time that a technician spends from the point of receiving the RepairOrder sheet to that of completing the job, and this time should be recorded and managed for

the following reasons.1) To comprehend the labor efficiency of each technician by comparing the actual work time

and sold hours.

2) To check if there is a problem in the labor efficiency of each technician, and take propercorrective action, if any is found.

3) To improve the motivation of technicians by reflecting labor efficiency in salary andincentive systems.

Introduction of general method of measuring actual work time:

1. The person in charge of allocating a job fills out the start and estimated work completiontime on the repair order sheet or work time management sheet (punch card, etc.), andallocates it to a technician. At this time, halting of work for a short time, such as for preparation of parts or tools andbathroom breaks is counted in the actual work time. The time required for diagnosis iscounted in the actual work time as auxiliary work.

2. When the job is halted for a long time because of waiting for a part or customer approval,enter the time the job is halted on the Repair Order sheet or work time management sheet(punch card, etc.).

3. Enter the time of restarting the job on the Repair Order sheet or work time managementsheet (punch card, etc.).

4. When the job is completed, the person in charge of job control enters the time of job

completion in the Repair Order sheet or work time management sheet (punch card, etc.),and passes the job on to the next process.

5. The person in charge records the sold hours, estimated work completion time, and actualwork time entered on the Repair Order sheet or work time management sheet (punch card,etc.), tallies the results for each technician at least once a week, and reports it to theservice manager.

6. The service manager checks whether any technician’s labor efficiency is creatingproblems, and takes corrective action, if needed.(When the labor efficiency is not good, possible causes are: (1) a shortage of equipmentand/or tools, (2) a lack of skills, or (3) working on repair work that takes a long time fordiagnosis. Therefore, pinning down the cause in each case is required for taking propermeasures.)


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Four steps for solving incidents

1) Verify the incident

Duplicate the incident based on the diagnostic process, including an interview with the

customer. For symptoms such as noise or vibration, to comprehend the incidentindicated by the customer with certainty, verify the symptoms with the customer asmuch as possible.

Determine whether the indicated symptoms are abnormal or normal, comparing themwith a normal vehicle and checking the service manual.

When it is found that the incident is due to (1) the customer’s demands exceeding theperformance of the vehicle or (2) improper use of the vehicle, it is necessary to explainthe situation to the customer clearly and to advise the customer on ways of handlingthe vehicle.

2) Isolate trouble diagnosis

Estimate the probable causes and narrow down the causes from simple parts tocomplicated parts to determine the real cause.

Check that there is no trouble with related components to see the incident as a wholevehicle system without getting hung up on superficial symptoms.

When an electrical device is suspected, use CONSULT (the name of a diagnostic tool)to check whether there is a diagnostic trouble code (DTC).

Check if the repair method for relevant incidents is described in the service manual orservice bulletin. If it is described, repair the product following the procedure.

3) Repair the vehicle Repair the product, not to resolve the superficial symptoms, but the true cause of the

incident.

Repair the product so as not to cause a secondary problem.

Do not replace units unnecessarily. Select the repair method that is best for thecustomer.

4) Check if the incident is solved

In addition to the indicated incident, check that there is no secondary problem.

For an electrical problem, check that the diagram code is deleted by using CONSULT.

Have the customer check that the problem is solved. After checking it, explain thecause and measures to the customer clearly.


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Managing vehicle in progress

Attach a tag, etc., to the vehicle so that the status of the vehicle, such as waiting for service,inspection, parts, or vehicle delivery, can be easily seen.

Enter the delivery time on the tag so that the technician can work, keeping the delivery time inmind.

The service advisor puts a red marker on the tag according to the status as determined duringthe walk-around inspection and attaches it to the mirror. By displaying the progress based onthe position of the marker, the job status of the vehicle can be easily seen.

Standard work procedures

If each technician works in his/her own way, differences in speed and accuracy arise.

For a routine job such as periodical maintenance, establish standard work procedures byrefining the current procedures so as to finish the inspection by area rather than by part andtrain the technicians thoroughly. Standard work procedures will shorten work time and provideconsistent work quality for all customers.

Here is an explanation of sample standard procedures. Decide and implement the beststandard procedures by adopting the methods of technicians in your service shop whose workis skillful and speedy, keeping in mind the following points.

Minimizing movement (the walking distance of technicians)

Minimizing the amount of lifting

Creating a comfortable work posture for technicians

Upgrading tools and equipment, as necessary, to put the above items into practice


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Example of a standard operations l ist

Optimizing the flow

Once you draw a “walk-flow” diagram for technicians, you will be amazed by the many wastedmovements.

The approaches “optimizing procedures” and “upgrading tools and equipment” will eliminate aconsiderable amount of wasted movements.

Make the movementsmore efficient


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Upgrading tools and equipment

A tool caddy on wheels is an effective tool for decreasing walking.

Wasted movements will be decreased significantly by keeping a caddy with the required toolsby the technician’s side.

Checklist for inspections

A checklist on which technicians can write the results of inspections is necessary forenhancing the transparency of the work.

Because it is given to the customer with an explanation at the time of vehicle delivery, anadequately illustrated sheet like the one shown below is convenient. The technicians can writethe results on it. In addition, give the customer advice based on the results using themaintenance sheet introduced in the section on vehicle delivery in this chapter.


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5-2-6) Quality Contro l


1 The Service Department should have the written quality control process. I

2The person in charge of quality inspections, other than the one who actuallyperforms the work, should double-check all vehicles when the work is finished.

II

3Quality Control Inspectors should conduct a test drive especially for the repairrelated to driveability, control, handling or safety.

I

4 A person in charge of job allocation should arrange the repeat job, which does notpass the quality inspection, again to the original technician and it should bere-checked by quality control inspector.

I

5The results of final quality inspection should be recorded and kept for every repairorder sheet.

I

6The quality inspection results should be managed by quality control inspection logor a similar log, and necessary countermeasures should be taken according tothem.

II

Notes

As a dealer, it is absolutely necessary to stipulate a suitable quality control process andappoint an individual to take charge of it to protect the customer’s safety and to insure thequality of the work.

Especially when receiving vehicles with quality issues, confirm that the incident pointed out bythe customer has been completely cleared up to prevent in advance a unnecessary repeat jobas this would most likely have a big influence on customer satisfaction.

Quality Control Process

Even when a repeat job is required, some customers will not voice dissatisfaction, but willleave for another workshop, and will never have further service at the dealer. (We call this kindof customer silent customers.)

In that case, the dealer may have lost many customers unknowingly because work was doneimproperly, the real problem wasn’t recognized, and the same mistake was repeated.

To prevent such situations in advance, a dealer must establish and carry out a quality controlprocess such as the following example.


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Example of Quality Contro l Process

1. Appointing a person in charge of quality control

Only a person who has a good knowledge of vehicle quality and has had experience as a

foreman and/or Service Advisor is suitable.

2. Preparation of control management

1) Quality inspection log: The contents to be entered are Repair Order No., receptionnumber, technician’s name, quality inspection results (OK, NG), and space forcomments by whoever is in charge of confirmation.

2) “OK” stamp: Refer to the explanation below on how to use.

3) “NG” card: Refer to the explanation below on how to use.

3. Quality control process

1) Confirming work results

Confirm that all the requested work on the Repair Order Sheet was completed withoutany omissions.

2) Confirming the vehicle’s overall condition

Confirm that both interior and exterior are clean. Confirm that no tools are left in the engine room or inside the car. If the battery terminal was taken off during work, make sure that the car clock is reset

and the radio stations are returned to their original settings. Confirm that there is no strange noise.

3) Dealing with the results

If the quality confirmation result is NG:

Write the cause of the NG result clearly and stick or place the NG card in a positioneasy to see on the vehicle.

Tell the technician to re-service the vehicle to clear up the cause of the NG result.

If the quality confirmation result is OK:

Apply the “OK” stamp to the Repair Order Sheet. If rechecking the car, take off the “NG” card.

4) Recording the result

Record the quality inspection result in the quality inspection log.

5) Reporting to the service manager

Sum up the result based on the quality inspection log, and report it to the servicemanager. The service manager should review the result and take the necessary actionto maintain control of the situation.


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5-2-7) Delivery


1Service Advisors should confirm with the paperwork and the actual vehicle thatpreparation for the delivery of the vehicle is completed before the delivery.

I

2The customer's vehicle should be ready for delivery in the designated delivery areabefore the customer's arrival.

I

3Service Advisors should contact customers and arrange delivery time when theirvehicles are ready for delivery area earlier than the promised delivery date/time.

II

4If any problem is found during the delivery preparation, the Service Advisorsshould contact the customer to obtain customer's approval of the solutions.

II

5Service Advisors should contact customers in case of No-shows at the time ofdelivery in order to reschedule the appointment of delivery.

II

6

At the delivery, the following points should be explained to the customer with thevehicle as needed, and confirmed with customer that all requested matters havebeen completed.(1) The content of the work carried out, replaced parts, and reason for parts

replacement.(2) Parts warranty for parts replacement.

I

7

At the delivery, the following points should be explained to the customer(3) The recommendation to replace parts found during the service and the time

when they need to be replaced(4) Advice on the proper use of the vehicle.(5) Valuable services such as complementally free check, quality inspection, car

washing if available

II

8During delivery, explanations given to the customer should be in plain terms. (Donot use technical term to customer.)

I

9 Customers should be informed of the date for the next Periodicalal Maintenance. I

10Details of the charges on the invoice, including work done under warranty, shouldbe explained to all customers, and their consent should be obtained.

I

11The invoice should be easily understood and should have no obscure charges.The customer should be able to clearly understand the charges for labor, parts andany charges for any sort of oil that appear on the invoice.

II

12The Dealer should escort the customer to the cashier as far as is neededconsidering the convenience and benefit of the customer or advise of the cashierfor easy payment.

I


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13

The Dealer should provide more than one payment method and condition,

considering the convenience and benefit of the customer, and the payment methodand condition should be clearly noticed to customers.

II

14The Dealer should escort the customer to the parking lot as far as is neededconsidering the convenience and benefit of the customer or bring the vehicle to anarea that makes picking it up easy.

I

15 At the time of delivery, all protectors should be taken off in the customer’spresence.

II

Notes

At the time of delivery, the customer expects that “the requested work has been thoroughlycarried out” and “the charges will correspond to the work details (Value for money).” Details ofthe work are not always easily understood through a verbal explanation only. Using referenceillustrations, as the need arises, showing the actual replaced parts and doing a test drive canhelp the customers to understand, and these can win their trust.

Furthermore, describing any service done at no charge to the customers creates the feeling ontheir part of receiving added value from the dealer, and this can enhance the their loyalty.

Preparation for vehic le delivery

The following items must be verified before a customer comes to pick up the vehicle in order tocarry out the delivery without any problems.

Confirm that all necessary documents including an invoice are ready. Verify that the requested work items on the Repair Order Sheet have been completed. Before delivering the vehicle, the person in charge of delivery must verify the completion of

the quality inspection on document. Be sure to return the vehicle in the same condition (radio tuning, seat position, etc.) as

when the vehicle was received. Before delivering the vehicle, verify that no dirt or stains due to any work on the vehicle

remain.


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Explanation at vehicle delivery

Explanation of replaced parts

Explain the reason the parts were replaced by showing them to the customer,

(However, when the customer has no desire to affirm the necessity of part replacement orwhen the customer has already received an explanation of the replacement while looking atthe actual vehicle in advance, nothing further should be explained.)

Showing the replaced part to the customer proves that the dealer cannot reuse the part.

Furthermore, if the customer wishes to take a replaced part listed on a customer-paid RepairOrder, the dealer should comply with those wishes. If that is not the case, the part will be dealtwith according to the dealer’s waste handling standard.

If the customer wishes the return of a part changed under warranty work, the dealer should notturn over the part to the customer because the dealer is obligated to return it to the NSC, and itmust be stored at the dealer for a period stipulated by the NSC.

Poster for explanation of period ical maintenance

This poster is a tool for clear and accurate explanation of the standards for replacing parts, andenhancing transparency of the work and higher value for money.

The poster should be set up in the reception area so that when delivering a vehicle the postercan help the Service Advisor explain to the customer the condition of parts and reason forreplacement.

(Source: Explanation of Service Contents and Prices Pub. #: AS3E-ESCPG0)


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Maintenance check sheet

In order to provide the customer with a safe ride at all times, the degree of the deterioration orwear of parts needs to be reported using the maintenance check sheet.

By reporting the inspection results to the customer accurately with advice on how to use the

vehicle, a trusting relationship with the customer can be built.

Maintenance Check Sheet

Example of reception area display


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5-48

5-2-8) Follow-up


1 After completion of work, Customer Follow-up should be performed according tothe dealer’s or NSC’s policy within the period prescribed by each region (NSC).

I

2The customer comments/complaints/requests raised through follow-up should berecorded and shared with all staff at the regular meetings.

II

Notes

Customer Follow-up has two important roles. The first is to make customers aware that they

are being treated with importance, by thanking them for bringing their vehicle in, and inquiringabout its post-service condition. The second is to enable an early response to customercomplaints, and bring about business improvements. Refer to the detailed information infollowing “5-3 Customer Complaint Handling”.

Ongoing implementation of Customer Follow-up as a service operation process will increasethe number of customers who respond favorably to your workshop.


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Examples of Customer Follow-up procedures

1. Customer Follow-up with respect to all customers

To confirm whether customers are satisfied with their vehicle service, as well as to showthat the dealer is concerned with how the customer is getting on, Follow-up is performedwith respect to all customers who have had their vehicle serviced. Appoint staffexperienced in customer handling for this purpose.

(To enhance relationships with customers, Customer Follow-up should be done withrespect to customers who have come in for free repairs or minor work as well.)

2. Structured Customer Follow-up methods

Recommended methods are as follows:

a. For all Repair Orders, enter the following information mentioned below in theCustomer Follow-up log.

Customer name, telephone number, Repair Order number, reception officer name,technician name

b. Contact all customers in the Customer Follow-up log by phone or postal mail withintwo days and confirm the following:

Were they satisfied with the service overall? Were they satisfied with how they were treated by staff? Was their vehicle delivered by the promised delivery time? Were they satisfied with the quality of the service? (Was the problem eliminated

at one visit?) Did they receive an explanation of the work done and the charges at the time of

delivery?

c. Record the results of the follow-up in the Customer Follow-up log and report to theservice manager. In the event that a significant complaint is made, the report shouldenable the service manager to respond appropriately.

3. Feedback

The service manager grasps the trends of the workshop through the monthly summary ofthe customer follow-up log, and gives instructions for appropriate measures to be taken atregular meetings, leading to workshop improvements.


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Chapter 5 Service Operations5-3 Customer Complaint Handling

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5-3 Customer Complaint Handling


1The process for dealing with complaints should be established in writing andcarried out.

II

2The first response to customer complaints should be made on the same day as thecomplaint.

I

3

Customer complaints should be managed in a file with a separate sheet for eachcomplaint. A designated responsible person should be able to trace the progressin dealing with each complaint until it is eliminated, and progress should bereported to executive-level staff.

II

4Service Advisors should perform daily checks of the Customer Follow-up log of

complaints waiting to be dealt with, and follow them up.II

Notes

A prompt and sincere response to a complaint will sometimes result in improving customersatisfaction. This also serves to reduce the number of “silent customers” who do not voicetheir dissatisfaction, but simply do not come in again for a service.


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Chapter 5 Service Operations5-3 Customer Complaint Handling

5-51


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Chapter 5 Service Operations5-4 Service Tools and Equipment

5-52

5-4 Service Tools and Equipment


1 Appropriate general tools for each technician should be made available and toolsshould be checked periodically in term of tool items, quantity and damage.

I

2Minimum required tools, diagnosis tools and equipment for common use should beavailable.

I

3The necessary SST (Special Service Tools) that your NSC recommends should beprovided for servicing cars in the market.

I

4Location of "equipment and tools for general service" should be clearly identifiedby signage and should be managed by the person responsible.

I

5Layout drawing for equipment and tools for general service that takes workingefficiency into consideration should be visible in the workshop. Tools andequipment should be placed according to drawing.

II

6The items and the number of equipment and tools should be registered and theyshould be inventoried periodically.

I

7Maintenance and safety check of tools and equipment should be performedperiodically and a record should be kept of the result.

I

8

The SST management system should be available so that technicians or person in

charge of SST management can easily trace the condition and location of all SSTimmediately.

II

Notes

To perform jobs in workshop smoothly, making sufficient tools available for technicians to useand having them arranged in appropriate locations and usable at anytime is essential.Therefore, clearly assign a person who is responsible for managing tools and checking thequantity (When tools become unusable or the number of technicians is increased, this personshould purchase new tools). In addition, tools should be checked and maintained on a regularbasis. Establishing working rules is also important, such as arranging and illustrating efficient

layout of tools, sharing location information of tools in use, and returning tools to their originallocations after use.


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List of Tools

Below is a list of recommended standard tools and equipment. Please prepare adequate

tools that are necessary for your workshop with adequate quantities. Regarding detailsabout SST please refer to the service manuals of specific models.

GENERAL EQUIPMENT/TOOLS REQUIREMENT

VEHICLE INSPECTION SERVICE

Brake tester

Speedometer tester

Side slip tester

Headlight aiming tester

LIFTING SERVICE

4-post lift

2-post lift

Unit lift c rane

Trolley jack

Transmission jack

Vehicle stand

LUBRICATION SERVICE

Lubrication station

Oil drain

Oiler

Grease gun

Gear oil syringe/pump

CAR WASHING AND CLEANING SERVICE

Hot water car washer Vacuum cleaner

AIR COMPRESSO R SERVICE

Air com pressor

Air im pac t wrench

Air gun

W HEEL AND BRAKE SERVICE

W heel balancer

Tyre changer

Tyre inflator/pressure gauge

Cross rim wrench

Toe-in gauge

Cam ber, cas ter, king-pin gaugeOn-the-car brake lathe

Brake bleeder set

Brake pipe flare nut wrench

ENGINE SERVICE

Com pression gauge(petrol)

Com pression gauge (diesel)

Engine oil pressure gauge

Cooling system pressure tester

Engine stand and attachments

Oil Filter wrench

Cylinder head bolt wrench set

Angle torque gauge

Valve spring com pressor

ITEM


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ENGINE SERVICE(Cont.)

Valve seating kit

Valve lapper

Valve guide reamer/replacer kit

Piston ring compressor

Piston ring expander

Piston pin press stand

Pilot bushing puller

Seal cutter

Cylinder liner puller

Engine analyzer

Timing light (handheld)

Exhaust gas analyzer

Vacuum gauge

Fuel pressure gauge

Diesel smoke meter

Diesel injection nozzle tester

ELECTRICAL & AIR CONDITIONING SERVICE

Circuit tester

Battery charger

Battery hydrometer

Booster cable

Soldering kit

Refrigerant recycling/ charging unit

Refrigerant leak detector

GENERAL SERVICE

Seat cover

Steering wheel covers

Floor mats

Fender covers

CONSULT checker

Work bench with vice

Parts cleaning tank

Hydraulic press

Puller set

Torque wrench

Snapring remover set

Hexagon wrench set

Torx wrench set

Stud bolt remover

ITEM

GENERAL SERVICE (Cont.)Pipe wrenchTap and die setGas welder Inspection LampBench drilling machineElectric bench grinder HacksawDrill setChisel and punch setFile setCoil spring compressor Ball joint remover Sliding hammer setDrive pinion flange wrench

A/T fluid pressure gauge setGAUGE AND MEASURE

Dial gauge and standMicrometer setFeeler gaugesVernier calipers with depthgaugeCylinder bore gaugeSurface plateStraight edgeV-blocksSteel ruleConvex rule

Thermometer

ITEM


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Layout of tools

When deciding the layout of tools, consider the following points.

Arrange tool location so that technicians can find and use them easily.

By using the space in front of a Work Bay, decrease the number of walking steps.(When using a caddy, after finishing a job, do not put them separately, but putthem together.)

Management of tools for common use

Manage the tools for common use by assigning a person to be in charge for each area inwhich tools are located.

Tools for common use should be put in a dedicated space.

Manage them in a way to make clear when and to whom (technician) a tool is let out.

Other tools for common use in the service shop:Regarding tools in a caddy for common use, assign a person to be in charge to check thenumber of tools and check them for defectiveness periodically.


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Chapter 5 Service Operations5-5 Technical Information

5-56

5-5 Technical Information


1

In the case listed below, you should inform NSC of product quality information byusing a designated form such as technical report.(1) When a difficult incident occurs and the dealer cannot solve it.(2) When a chronic safety-related incident occurs.

I

2The Service Manager should hold meetings to discuss quality issues and share theinformation thoroughly in the Service Department.

I

3 All technical information and parts information should be available at all times andrelated staff members should know about it.

I

4The necessary manuals and technical information about service should be kept in adesignated place and be up to date at all times to maintain the latest information.

I

Notes

In this chapter, the technical information for dealers is classified into the following twocategories and a standard process for each category is established.

(1) Quality incident information and improvements

(2) Arranging manuals and other technical information for service


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Chapter 5 Service Operations5-5 Technical Information

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Product quality Information flow

According to the flow shown below, when a quality incident occurs in your market, to solve thisand prevent recurrence, the dealers should obtain detailed information and report it to Nissan

(to NML via NSC). In addition, when product quality information is given from Nissan (NSC),let each person in charge of a dealer department know about it and inform customers. Ifnecessary, ask any customers concerned to come to workshop for service.

Customer

Dealer

NSC

NML

Defect Information

and Claim

Report to NSC

Issue of TR

Giving Notice and

Servicing Information to

related Customers

Giv

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