Parts Pre-Planning

[carman45]

Does any one has suscuss in parts preplanning from the Service appointment. I
define "Pre-planning", During a Customers contact to a Service Dept. for an appointment Service Dept. shall, determine the needs of the Customer. Which includes and but not limited to setting the appointment with an accurate estimate, time required for repair, and reviewing parts requirements. All parts shall be available at the time of the customers appointment, to address the initial issues.

[This message has been edited by carman45 (edited 07-17-2002).]

[scostrong]

What you seem to be hinting at here is for service advisors to diagnose problems in service write-up. This is a recipe for disaster for both the service and the parts departments. Number one, service advisors (even former technicians) in most cases are merely guessing at what might be wrong. What do you tell the customer when the service drive diagnosis is incorrect and you have to keep the car longer anyway? Number two, this is also a large source of obsolescence for the parts department. Sound inventory control procedures (including proper phase-in and phase-out criteria), coupled with a willingness to attempt to procure parts locally whenever possible to facilitate a repair the same-day, will go a lot further toward satisfying customers than the potential minefield you would be attempting to navigate on a daily basis with service drive "guessignosis".

[Doug]

I agree ! Danger ! Danger !

The last thing you want is advisors pre-ordering parts.

There is a possible exception. One process we do have in place that may be of some interest.....

If a customer calls in with a non-mechanical issue (trim item, for example) we will ask if they can "swing by for 10 minutes" so an advisor can take a quick peek at the problem, verify what's needed, order the part, and then get the customer back in a few days for installation. It beats having the customer make an appointment, leave the car for a day, and then find out the part had to be ordered and they'll have to come back.

I must stress that this can only work when there is nothing more than a visual confirmation of the problem required----no technical diagnosis. For a proper paper trail, write a repair order when you order the part (i've had some reps express discomfort if it appears warranty parts are being ordered as a result of a phone call with no inspection----a signed RO obviates that concern)

Just my 2-cents
Doug

[Scott M]

After 20 years of fixed ops. mgmt. I have been on both sides of this coin many times. I am of the the opinion that this process works well if there is a committment from Parts and Service Management on the process to use it and not abuse it. Take a good look at the more succesfull (fincially, CSI, customer retention, service absorbtion)fixed ops. in dealers today. I think you will find similar processes in place. If your dealer and fixed ops management are truly committed to satisfying your customers, I believe proactive processes like this must be implimented but also managed properly. DON'T FORGET HAPPY CUSTOMERS SPEND MORE MONEY, MORE OFTEN!

Scott M

[farfinator]

I had great success implementing a version of this. Every evening, my service manager would print out the next 2 day's appointments. I (Part's Manager) would review them to ensure SOP's, recall parts and obvious stuff was secured, and yes, would make the occasional educated judgement call on other stuff. I worked very well to catch oop's on SOP's and minimize a failure to repair due to lack of parts. Ideas such as these aren't an all or nothing endeavor. You don't have to let the advisors diagnose, as was suggested, but you can try a little forsight to avoid some of the easy missed opportunities.

[flyboy]

We do this on a limited basis now, mainly on scheduled services and sop appoinments. Actually, this has worked very well, and has sped up our maint and such quick service tickets significantly.

I would never agree to put my writers in a position where they had to guess what needs to be replaced.