LWS: Customer Service Leadership WDC (ENG)

The management and supervision in business is in many cases misunderstood. You manage process but you have to lead people. Often, we get consumed by our need to improve our processes. Since the 1980’s with the “Japanese” continuous improvement movement we have been obsessed with eliminating non-value added, tasks and processes. But what have we done to inspire management to improve their ability to lead their employees.?

Leadership is a complicated function. It involves compassion, courage, trust, integrity, commitment, loyalty, inspiration, and communication. A true leader will take people to places that they would not have gone to on their own. This program explores the true meaning of leadership and talks about differing leadership styles and their impact on performance.

Leadership has to ensure that the day to day operations are performing and at the same time they must focus on the future. They also have to understand and accept how important managing change is to improvement. They have to be able to look at their businesses with “fresh eyes” to ensure that they can identify and eliminate their “sacred cows.” This is a critical class for anyone in a leadership position.

LWS: Customer Service Leveraging Assets WDC (ENG)

The service department is known to provide repairs, rebuilds, and maintenance services. We manage the labor function to have the highest possible labor efficiency and quality. High performance in a Service Department must maximize efficiency, maximize quality, and satisfy customers.  The first step to understanding and accepting what we have to do is to understand the assets at our disposal. From the technical skills of the mechanics, to the bays and vehicles we work from, and the specialized tooling there is a lot to consider. How to leverage these assets is the theme in this program.

Individual employees want to do a good job and they want to be able to provide the highest level of skill possible. We have a responsibility to maintain those skills with professional training programs. From the OEM’s, to specific training within the dealership we will explore all that training entails. It starts with the skills set inventory for each technician, and then a training plan for each person can be developed. We are expected to make money on our labor. What is less understood is that we are intended to be able to recover our costs on all of the tools and technology we use. In this program we uncover methods to be able to recover these department costs in a manner that is fair to customers and the company.

Each employee can show off their skills and knowledge especially well if we provide them with the comprehensive training and tools necessary to deliver world class service. We must provide leverage on these assets. This class is an important piece of their learning.

LWS: Customer Service Maintenance Programs WDC (ENG)

Everyone knows about the repair and rebuild business. That is where the excitement is for technical people. In the product support business, we have two major goals: reduce the owning and operating costs for the machine owner, and protect the residual value of the machine. The first step to understanding how to reduce owning and operating costs is to understand the importance of the maintenance service recommended by the OEM. Most customers view maintenance as the necessary evil of changing fluids and filters. There is much more to it than that. How to develop a maintenance program to reduce those operating costs is the theme in this program.

There is a fundamental conflict that has to be dealt with in the labor management group. Maintenance is boring, anyone can do it. In fact the OEM dealer has less than 6.5% of the maintenance market. Nearly 90% of the maintenance is done by a customer mechanic. Yet survey data indicates that nearly 90% of the customers would give the maintenance business to the dealership if their price was less than what the customer currently pays.

This program will discuss the methods and processes to follow in order to be able to meet that price and performance need.

LWS: Customer Service Make It Matter WDC (ENG)

Everything that we do in the labor business has a profound impact on our customers, suppliers, coworkers, and other stakeholders. There has to be a difference in what and how you do your work that is visible and obvious to everyone that you touch in the performance of your work.

You have to be able to answer two very simple questions. But they are not that easy to answer. What do you provide?  What do you do? Most of us will look at these questions and think it is obvious, it is self-evident. We supply labor solutions – repairs, rebuilds and maintenance.  Pretty simple, isn’t it? The trouble with it is that there are many people trying to do it. We have to recapture the business we have lost from our customers and competitors. We have to make a difference. We have to make what we do “matter.”

We will explore who you are and what you bring to the organization and to the customer. We will explore how and why you make a difference. Each of us has to create our own brand. That is how we will differentiate ourselves and what we do from the crowd. We will explore serving people in the parts business. We will explore all that our work means to the market and how we make a difference: how we make it matter.

LWS: Customer Service Market Capture WDC (ENG)

The parts and service businesses within the construction equipment Industries has never had a precise method to calculate the share of the labor market for a specific brand. To some degree this has allowed the service business to operate without a critical performance measure being in place.

This program married the market potential, which is covered in another class, with the actual sales for a dealership for a specific brand. The market potential model allows a dealer to calculate the potential consumption of labor on specific machines. That, together with the actual service sales, allows a calculation to be done arithmetically that determines the percentage of a customer business obtained by a dealer.

This class provides a detailed methodology to calculate the share of the market the dealer obtains. This is the market capture rate that the dealer obtains in the labor business. Ideally, we would be able to perform this calculation by machine model.

Similarly, we touch on the “mean time to failure (MTF)” statistics provided by the OEM’s for their products. With territory potential, market capture we can drive market coverage methods which with the MTF the sales force can be targeting customer needs in a timely manner. This program covers all the details and methods required to perform the calculations required to measure market capture.

LWS: Customer Service Absorption WDC (ENG)

Customer loyalty is crucial when it comes to your success in your business. In the midst of managing the parts business for the highest levels of customer loyalty, we often overlook the profitability of the parts business.

The profits provided by the parts business goes to cover the expenses and costs of operating the business. This is the contribution of profit to the business. This is all very straightforward, of course. But where we all clearly understand the contribution of profit to the business, absorption is something that is less clear.

In the 1950s, the model of Absorption was developed as a way of managing profits and expenses in the parts business. This important class offers clarity in the financial aspects of a fiscally healthy parts business, and how it positively impacts the overall strength of the dealership.

LWS: Customer Service Balanced Scorecard WDC (ENG)

In the service business we communicate with the marketplace in a variety of methods. We deal with various systems, manually and technologically. We have a responsibility to serve and retain customers while at the same time we have to make money for the business. This is a complicated business.

To assist us in managing the business and help us implement our company strategy we use a business tool that is called the “Balanced Scorecard.” The Balanced Scorecard was developed in the 1990s, designed for use in the planning and implementation of a company’s strategy. The scorecard looks at your business from four directions; finance, internal, innovation and customer. From this vantage point the company can develop a strategy as part of their operating plan.  These plans are meant to help a company achieve its goals.  If a plan cannot be agreed upon and effectively executed, a business cannot effectively reach its goals.

In this class, you will learn the ins and outs of this valuable tool, and the costs we pay in our business when we fail to execute our plans for success in our market.

LWS: Introduction to Supply Chain Management (ENG)

This lecture offers an in-depth exploration of SCM’s pivotal role in modern business. SCM involves the comprehensive management of all processes related to sourcing, procurement, production, and logistics to ensure that goods and services are delivered to customers efficiently, cost-effectively, and with high quality. The lecture underscores the complexity and dynamism of today’s global supply chains, requiring businesses to adopt sophisticated strategies and technologies for effective management.

Key components of SCM discussed include suppliers, manufacturers, distributors, retailers, and customers. The lecture explains how these elements interconnect to form a seamless, efficient supply chain that not only reduces costs but also enhances operational efficiency and customer satisfaction. Effective SCM is portrayed as a critical factor for businesses seeking to gain a competitive edge in the market, as it enables them to respond swiftly to changes, optimize resource use, and maintain high service levels.

Additionally, the lecture highlights the importance of risk management and sustainability in SCM. It discusses how companies can proactively mitigate risks associated with supply chain disruptions and adopt sustainable practices to minimize environmental impact, thereby enhancing brand reputation and meeting regulatory requirements.

Overall, the lecture positions SCM as an essential discipline for businesses aiming to achieve long-term success in an increasingly interconnected and competitive global marketplace.

LWS: Supply Chain to Processes (ENG)

This lecture provides an in-depth overview of the core activities essential for effective supply chain management, including sourcing, manufacturing, distribution, and returns. Each process is vital to ensuring the smooth flow of goods, information, and finances from suppliers to customers, ultimately enhancing efficiency and customer satisfaction.

The lecture begins with sourcing, emphasizing the importance of selecting reliable suppliers and negotiating favorable contracts to ensure a consistent supply of quality materials. Effective sourcing is foundational for the efficiency of the entire supply chain.

Manufacturing is highlighted as the central process where raw materials are transformed into finished products. The lecture covers production planning, quality control, and maintenance, all of which are crucial for maintaining high productivity and minimizing costs.

Distribution involves the storage, transportation, and delivery of products. The lecture explains how optimizing these activities reduces logistics costs and ensures timely delivery, thereby improving customer satisfaction.

Finally, the lecture covers returns management, focusing on efficient handling of returned products to minimize waste and support sustainability efforts.

Overall, the lecture underscores the importance of mastering these processes to optimize operations, reduce costs, and enhance competitiveness in the global market.

LWS: Demand Forecasting (ENG)

This lecture outlines the critical role of predicting customer demand in supply chain management. Accurate demand forecasting is essential for optimizing inventory levels, improving production planning, enhancing supply chain efficiency, and supporting strategic decisions. This lecture builds on earlier lessons by exploring various forecasting techniques, best practices, and tools to help companies generate reliable forecasts.

The lecture emphasizes how accurate forecasting aligns business operations with market demand, helping companies maintain optimal inventory levels and avoid the pitfalls of stockouts and overstocking. It also enhances production planning by ensuring resources are allocated efficiently, reducing waste, and improving overall productivity.

Different forecasting methods are discussed, including qualitative approaches like expert opinion and market research, and quantitative methods like time series analysis and causal models. The lecture highlights the benefits of combining these techniques for more accurate forecasts.

Key best practices include maintaining data quality, continuous monitoring of forecasts, fostering inter-departmental collaboration, and utilizing scenario planning. The role of advanced technologies like machine learning and AI in improving forecasting accuracy is also emphasized.

The lecture concludes by addressing the risks of poor demand forecasting, such as stockouts, overstocking, and financial instability, underscoring the importance of robust forecasting practices for long-term business success.