Issue link: http://read.dmtmag.com/i/236097
Service and find them. The big problems are where people don't realize they have one in the first place." The first step in solving most problems, big or small, is communicating them to the appropriate person. Improving communication between everyone involved in the service process – the service manager, technicians and customers – is a goal that every dealership should strive to achieve. The Walk Around Process, as well as the MBWA strategy, puts the onus on the service manager, who needs to be kept "in the know," so he can deal with any potential issues as soon as possible. Proactively seeking out and addressing problems can help eliminate delays in closing out work orders and ensure you are delivering the level of service your customers expect. Fully Utilizing the Walk Around Process The Walk Around Process helps service managers have knowledgeable conversations about each job their technicians are assigned to do. The process involves reviewing key pieces of information, sorted in priority sequence such as work order number, model number, customer name, priority, downtime delay codes (DDC), start date, estimated completion date, hours worked, hours charged and a brief description of the job. When using a worksheet or electronic form for the process, additional room below each job listing can be made available for the supervisor to make handwritten notes and adjustments. With a Walk Around Process, service managers can meet with technicians daily to discuss any delays or issues that may affect their customers as well as have new jobs assigned to them, as needed. Determining whether or not each job can be completed on time and within the budgeted hours should be the primary concern. If the job is delayed – due to a backordered part, for instance – and a judgment is made that the technician cannot complete the work order on time, action can be quickly taken to deal with the situation. For example, extending the estimated completion date (and notifying the customer accordingly) or adjusting the number of technicians (or amount of overtime) can ensure that the job is completed by the date promised. Once the service manager is finished discussing and taking notes on individual jobs, (s)he can enter any work order adjustments or updates into the system for next time. At this point, decisions can be made in regard to contacting the customer and/or assigning additional technicians as necessary. The Walk Around Process helps everyone involved in the service department. It gives technicians a clearer understanding of what they need to do, it helps customers avoid last-minute surprises, and it gives service managers a better understanding of everything that is going on in their department. Everyone is kept in the loop. By communicating with technicians, and by monitoring the status of open work orders, the service manager can easily catch issues that may delay job completion and address them before they impact customer satisfaction. The Walk Around Process is an essential service tool that can help increase customer retention as well as boost profits. How It Works at RDO Equipment Co. RDO Equipment Co. has implemented the Walk Around Process and has customized it to serve their needs. The company – which owns and operates more than 60 dealerships in nine states representing John Deere, Vermeer and Topcon – has assigned its service advisors to manage the process. In RDO Equipment Co.'s system, the service advisor assigned to the location will work with service technicians to conduct the twice-daily walk-around to review the technician's work. From the IntelliDealer™ dealer management system (DMS), they will review available information, such as hours on the job and progress against standard job code times for John Deere and Vermeer. With this approach, service advisors can relay job status information to customers in a more timely manner. According to RDO Equipment Co. Aftermarket Systems Manager Wayne Danielson, the company has realized multiple benefits from the Walk Around Process. For example, with better communication between the service advisor and technicians, the service advisor can ensure the customer is kept in the loop on extra work that may be required. This has helped reduce instances of write-offs that occur when extra work is done without customer approval. The process also helps technicians avoid leaving their station for parts. The service advisor, with knowledge of the job at hand, facilitates communication with the parts department and helps track down critical information, such as whether a part has Better internal communication and pro-cesses improve customer service by keeping the contractor in the loop and getting his machine back to him faster. (continued on next page) January 2014 | Construction Equipment Distribution | www.cedmag.com | 23