1. Summer Internships 2010
PGDM 2009-11
S u mmer I n t ern shi p Proj ect Report on
´Tool to calculate the Technician
Efficiency and Productivity.µ
Un d e rta k e n a t
Honda
Greater Noida
Prepared By:
Company Guide Faculty Guide
Mr. Prabhjot Singh Mr. Soumitro
2. DECLARATION
I hereby declare that the training in the After Sales Department at Honda Siel Cars
India Ltd has been attended by me from 15/04/2010 to 15/06/2010 , as a part of the
partial fulfilment of the two year full time POST GRADUATE DIPLOMA IN BUSINESS
MANAGEMENT (PGDM) batch (2009-2011) at COLLEGE OF MANAGEMENT STUDIES,
IILM GREATER NOIDA.
Under the able guidance of ʹ
1) Mr. Prabhjot Singh - COMPANY GUIDE.
2) Mr. Soumitro - FACULTY GUIDE.
The topic I have undertaken was ͞TOOL TO MEASURE THE EFFECIENCY AND
PRODUCTIVITY OF TECHNICIANS͛͟.
3. ACKNOWLEDGEMENT
I take pleasure to thank all those who have helped & supported me for completion of this
project at Honda Siel Cars India Ltd.
First of all I would like to thank Prof. Mr. Soumitro for the encouragement & guidance that
he gave, under whose guidance I was able to successfully complete the project.
I would, with profound pleasure and proud privilege; I take this opportunity to express my
deep sense of gratitude and indebtedness to the Honda Siel Cars India Ltd, Greater
Noida for giving me opportunity to undertake this project.
I would like to express my sincere gratitude to my company guide Mr. Prabhjot Singh for
giving me this opportunity to complete my internship in this esteemed organization and for
their kind support.
I am thankful from my heart to the company guide, Mr. Prabhjot Singh, Service Planning,
for this project, for his constant, able and friendl y guidance, co-operation and suggestions in
completing my project and allowing me to go through various records of the companies
related to my project. In spite of his very busy schedule, he devoted a lot of time to my
project. Then I express my grateful thanks to whole staff members for regularly giving me the
database of dealers and helping me out to deal with the preferred customers and get
feedback from them
I would like to thanks to Mother & Father who supported me Mentally, Emotionally
throughout the completion of this project & without their blessings the completion of this
project is difficult.
I am also thankful to the management of IILM -CMS, who has given me an opportunity to work
with such an esteemed international organization at the start of my career.
I would also like to thanks my fellow trainees Varun and Rajat who ware my partners in the
project during internship.
Last but not the least, I feel indebted to all those persons in the organisation who provided
their directly or indirectly in completion of project.
4. EXECUTIVE SUMMARY
The objective of the project is to critically study and analyse the ´ TECHNICIAN EFFECIANY AND
PRODUCTIVITY ON THE WORKSHOP FLOORµ.
The ultimate aim of our project was to replace the tool of the Job Controller with the tool that we
have developed in-house at Honda Siel Cars India Ltd. The differentiating factor between the existing
tool available at the dealers of Honda and the tool that we have developed is that our tool is a
graphical enterprise.
The new tool has got the permission of Mr. Pradeep Chakravarty ² GM After Sales Honda Siel Cars
India Limited. Under his auspicious regards we have gone ahead with tiny but far reaching Endeavour.
We have set about the task of going different dealers in and around NCR region. To make this
project a truly a versatile one, we have decided to take it pan India.
I personally along with my colleagues, my fellow trainees Mr. Varun from IILM GSM Greater Noida
and Mr. Rajat have to two different dealers one each in Noida Sector II being Ace Honda and other
being Southend Honda near Badarpur Border. The Southend Honda has a rich history as it being the
foremost Honda dealer in India and the first place to introduce the Quick Service, a novel Service
provided at Honda dealers.
I along with my colleagues have meticulously collected the data at both the mentioned dealers and
have prepared a comprehensive report for both the dealers taking alt the factors into consideration.
My mentor Mr. Prabhjot Singh, the architect of this whole project, had a meeting with General
Manager of Ace Honda alias Colonel. The meeting has been a resounding success; the management
of Ace Honda has agreed to replace the existing tool with our tool. To add to this the Mumbai
project has also tasted the same success, where Mr. Prabhjot Singh, himself got it implemented.
The Southend report has been prepared and a meeting would be held with the Southend
management as soon as possible.
5. CHAPTER ² 1
SCOPE OF THE PROJECT
1. To replace the job controller sheet at the Honda Dealer·s with the tool
developed in-house at HSCI.
2. To measure the Efficiency and Productivity of Technicians in the workshop.
3. Findings and Recommendations.
OBJECTIVE OF THE PROJECT
y Understand the various activities that encompass the After Sales Division in
Honda.
y Understand the various types of Services that a Honda car goes through in a
workshop of a dealer.
y Understand the nuances of job allocation to various technicians in the
workshop.
y To analyze the level of Efficiency and Productivity of technician·s.
y To provide suggestions and recommendations to the dealer so that they can
service the cars more effectively.
6. CHAPTER ² 2
INRTODUCTION
AN OVERVIEW OF THE HONDA MOTOR COMPANY LTD
Honda is the world͛s largest manufacturer of motorcycles as well as the world͛s largest manufacturer
of Internal Combustion Engines measured by volume, producing more than 14 million Internal
Combustion Engines each year.
Honda was the first Japanese automobile manufacturer to release a dedicated luxury brand, Acura in
1986. Since 1986, Honda has been involved with artificial intelligence (AI) / robotics research and
released their ASIMO robot in 2000.
They are also ventured into aerospace with the establishment of GE Honda Aero Engines in 2004 and
the Honda HA ʹ 420 Honda Jet, scheduled to be released in 2011. Honda spends about 5% of its
revenues into R&D.
The spirit of Soichiro Honda forever has been inscribed in every car and engine that Honda builds.
Once Soichiro Honda famously said, ͞I͛VE FAILED 99% OF MY TRAILS, IN ORDER TO SUCCEED IN THE
REMAINING 1%͟.
7. HISTORY
SOICHIRO HONDA (NOV 17, 1906 ² AUG 5, 1991) ² AN EXTRAORDINARY
MAN
The Honda story is the story of one man, Soichiro Honda, and his unparalleled achievement of
bringing motor cycles to the masses. Soichiro Honda was a racer, a businessman, and a
manufacturer. But most of all he was a dreamer. He dreamed of a better way of making piston rings,
founded a small company, and began production. He dreamed of giving people everywhere an
economical form of transportation, and began producing small motorcycles, including one built in
1949 called the D -Type Dream.
He also loved racing too. So his company built bigger and faster machines, two, four, five and six -
cylinder race bikes and won the Isle of Man.
Japanese entrepreneur Soichiro Honda had loved motor vehicles almost since birth. When he was
fifteen, he became part of an auto repair shop, and the passion grew. His greatest dream was to
become a world-renowned car racer, and it was an ambition which he would fulfil in time. But first,
the auto lover found himself employed as a technician. During his free time, he nurtured his gr owing
interest in motor vehicles by building race cars and tooling with his Harley motorcycle.
Honda possessed a natural talent for anything motorized, and his skills allowed him to open the
doors of his very own repair shop in 1928. As his curiosity grew, he attended technical school in order
to discover the perfect way to manufacture a piston ring. Honda combined his inborn knowledge with
his new technical knowledge to take the first tentative steps toward entrepreneurial success. He
utilized what he had learned about piston rings to form the Tokai Seiki Company.
8. HONDA MOTOR COMPANY LTD
In 1928, Soichiro Honda secured his first of many patents (for automobile wheel spokes). Then, as
World War II ravaged Japan, Honda cornered the market on badly needed generator motors. His
growing capital allowed him to break ground on the Honda Technical Research Laboratory in 1946.
Just two short years later, the Honda Motor Company, Ltd. would open its doors in Hamamatsu. The
motor world would never be the same. The company initially found its niche in the manufacture of
motorcycles. Following the launch of the company͛s first successͶthe ͞C͟ model motorcycleͶHonda
and his then-twenty employees launched themselves into motor history with the three horsepower,
two-speed transmission ͞D͟ model.
The motorcycle was aptly named the ͞Dream D͟ after jubilant employees allegedly shout ed ͞It͛s like
a dream!͟ upon its completion. And a dream it was. The ͞Dream D͟ was like a dream come true for
the war-recovering Japanese society: it was inexpensive; it conserved valuable fuel; and, perhaps
most importantly, it provided a temporary escape from the surrounding troubles. The overwhelming
success of the ͞D͟ model and the later ͞E͟ model helped Honda build a reputation for quality and
design supremacy, even when an early-1950s economic depression threatened to dim the company͛s
shining star.
By 1955, Honda had weathered the storm and saw his dream at least partially realized when his
company became the top motorcycle manufacturer in Japan. When those top sales figures expanded
to include the world in 1959, Honda began to realize the enormous po tential in a global expansion of
his empire. While his business associates encouraged him to open a plant in either Europe or
Southern Asia, Honda saw potential in another market: the American market. Marketing experts
pleaded with Honda to change his mind , citing the low sales figures for motorcycles in the United
States. But Honda and his trusted advisor Fujisawa ignored the pleas, realizing that America was
becoming an increasingly important presence in the global marketplace.
In 1959, newly appointed Ex ecutive Vice President and General Manager Kihachiro Kawashima
officially introduced American Honda Motor Company to the American public. With a $250,000
͞allowance,͟ the time was now or never for Honda America. Due to the disinterest of sceptical
American dealers, AHMC set up shop in various hardware stores and sporting good stores.
The new enterprise faced a hard sell to dealers and the public alike: the name Japan still held
negative connotations for an American society struggling with its own w artime memories; fuel
efficiency was not foremost in the minds of much of the public; and the vehicles of America were
expected to be faster and leaner than their Japanese counterparts. However, at the same time AHMC
was experiencing the growing pains of a rookie company, Soichiro Honda was fulfilling his lifelong
dream of mastery on the racing circuit.
9. He won the Isle of Man in the early 1960s, and continued a steadily rising string of successes on the
race course. This publicity helped boost the Honda i mage in America, and Honda͛s reputation was
further boosted when it was honoured with its first manufacturer͛s award in 1962. The company also
reached out to a weary public through an ambitious magazine advertising campaign that
emphasized Honda͛s strengths: dependability, fuel efficiency, simplicity, easy maintenance, and a
unique (rebellious?) design. AHMC struck one final blow to the competition with its riskyͶand
expensive!Ͷadvertising onslaught during the 1964 Academy Awards. But the ploy worked
jumpstarting sales by millions. Despite its slow start, AHMC was dominating sales in the same
manner as its Japanese counterpart by the end of its fifth year (matching the original HMC͛s 65%
share of the market with its own impressive 62% share).
Soon, the company would become the standard bearer in the industry, pioneering both the
Motorcycle Industry Council and the Motorcycle Safety Council. It would also solidify its image with a
series of philanthropic efforts. With the success of the American Honda Motor C ompany, Honda felt
more confident than ever in his next goal: dominance in the automobile industry. He faced hurdles
from the government, which delayed its approval for Honda's entrance into automobile
manufacturing. Part of the reason for this hesitation was Honda͛s subsidization of its US market,
which led to questionable pricing practices in Japan.
In spite of the initial delays, Honda unveiled its first automobile and truck products in 192. In 1969,
American Honda also introduced its first automobile im port, the N600 Sedan. The story was much the
same: initial scepticism (could a motorcycle man really make effective automobiles?), followed by
eventual success. The enormous popularity of Honda͛s ͞CB͟ model motorcycles helped convince the
public that their faith in Honda was well -placed. So, when Honda embarrassed the competition with
his environmental-friendly Civic automobile (in a time of growing pollution concerns) in 1972, both
the American public and the American government were more than receptive.
Soon, Honda International Trading was exporting its now -successful American creations to Japan,
closing the circle of success. When the top-selling Accord made its way onto American streets a few
short months later, the Honda success story was finally comp lete: Japanese motorcycle supremacy,
worldwide motorcycle supremacy, and now automobile supremacy.
His vision finally fulfilled, Honda retired in 1973, leaving Kiyoshi Kawashima to carry on his legacy.
Honda would witness the birth of yet another successful corporation (Honda of America
Manufacturing in Marysville, Ohio), which would revolutionize the workplace with its emphasis on
teamwork and cooperativeness. Honda would also be on hand for a Team Honda first -place victory in
world motocross in 1981, for the crowning of a new American Honda president (Tetsuo Chino) in
1983, for a series of honorary distinctions (including a clean sweep of the Motor Trend Import Cars of
the Year selections), and for a most fitting 25th anniversary present of record -setting sales.
For all of his contributions and milestones, Soichiro Honda set another standard when he became the
first Asian to be inducted into the U.S. Automotive Hall of Fame. Today, Honda͛s selection of Accords,
Civics, Preludes, Passports, Acura͛s, and Odysseys bear the Honda seal of excellence. Millions of
motorcycle and automobile lovers around the world can attest to that excellence.
10. HONDA·S GLOBAL VISION
Soichiro͛s vision was international in character. His desire was to lead the world in technology, and
make a significant contribution to the creation of a better society. As a result, most of the products
that Honda developed started out by making a difference. Whether it was the CVCC (Compound
Vortex Control) engine in the sixties or the solar powered car of the nineties, they all sought to
challenge and overcome conventional wisdom.
HONDA·S MISSION STATEMENT
Honda͛s Mission statement is a very short, simple and a pragmatic one.
WE CONVERT FUEL TO ENERGY, EFFECIENCY.
HONDA GLOBALLY
Honda has manufacturing plants all over the world. It has manufacturing units in five parts of the
globe. And its products are used in every part of the world.
Globally Honda machines are known for their reliability, efficiency and world class quality.
Honda to test their world class stands have been involved in motorsports all over the world including
Formula 1(they exited F1 in 2009 with the sale of Honda F1 team to Brawn GP), Isle of Mann TT, Indy
car racing, Moto GP, World Super Bike and Motor Cross.
List of the manufacturing plants are as follows:
I. CHINA
II. THE USA
III. PAKISTAN
IV. CANADA
V. ENGLAND
VI. JAPAN
VII. BELGIUM
VIII. BRASIL
IX. NEW ZEALAND
X. INDONESIA
XI. INDIA
XII. THAILAND
XIII. TURKEY.
11. GLOBAL PRODUCT LINE:
Honda has a vast list of products to its credit. It manufactures from lawn movers to Jet engines.
Honda has carried on the sprit and legacy that Mr. Soichiro Honda has left behind in anything and
everything they build and comes out of Honda͛s factory line all over the world.
Here is a list of product line of Honda machines.
I. AUTOMOBILES.
II. MOTORCYCLES.
III. SCOOTERS.
IV. ALL TERRAIN VEHICLE͛S (ATV͛S).
V. ELECTRIC.AL GENERATORS.
VI. ROBOTS.
VII. MARINE EQUIPMENT.
VIII. JETS.
IX. JET ENGINES.
X. LAWN AND GARDEN EQUIPMENTS.
INDIAN PRODUCT LINE:
I. AUTOMOBILES.
II. MOTORCYCLES.
III. ELECTRIC GENERATORS.
13. FUNDAMENTAL BELIEFS
RESPECT FOR THE INDIVIDUAL
y INITIATIVE
Initiative means not to be bound by preconceived ideas, but think creatively and act on your
own initiative and judgment, while understanding that you must take responsibility for the
results of those actions.
y EQUALITY
Equality means to recognize and respect individual differences in one ano ther and treat each
other fairly. Our company is committed to this principle and to creating equal opportunities
for each individual. An individual͛s race, sex age religion, national origin, educational
background, social or economical status have no beari ng on the individual͛s opportunities.
y TRUST
The relationship among associates at Honda should be based on mutual trust. Trust is created
by recognizing each other as individuals, helping out where others are deficient, accepting
help where we are deficient, sharing our knowledge, and making a sincere effort to fulfil our
responsibilities.
THE THREE JOYS
y THE JOY OF BUYING
The joy of buying is achieved through products and services that exceed the needs and
expectations of each customer.
y THE JOY OF SELLING
The joy of selling occurs when those who are engaged in selling and servicing Honda products
develop relations with a customer based on mutual trust. Through this relationship, Honda
associates, dealers and distributors experience pride and joy in satisfy ing the customer and in
representing Honda in the customer.
y THE JOY OF CREATING
The joy of creating occurs when Honda associates and suppliers involved in the design,
development, engineering and manufacturing of Honda products recognize a sense of joy in
our customers and dealers. The joy of creating occurs when quality products exceed
expectations and we experience pride in the job well done.
14. MANAGEMENT POLICIES
10 )( 3
y Proceed a a with a bition and youth u ness.
2 (
y Respect sound theory, develop fresh ideas and ma e the most effective use of time.
4
y Enjoy your work, and encourage open communications.
y Strive constantly for a harmonious flow of work.
y Be ever mindful of the value of research and endeavour.
CSR INITIATIVES BASED ON THE HONDA PHILOSOPHY
Honda formulated its vision statement, ͞Striving to be a company society wants to exist͟, based on
the Honda philosophy. In order to realize this vision, we have established three directions: creating
new value and commitment to the future. Creating new value means appl ying innovative ideas to
anticipate changing n eeds and give shape to dreams.
Expanding values means helping people realize their dreams by contributing to local communities
wherever we are active around the globe. Commitment to the future means working to improve
safety for everyone while also minimizing our burden on the environment and consumption of the
earth s resources.
5
Striving to be a company society wants to exist
Creating new
value
Commitment
to the future
Expanding
value
Honda philosophy
15. CHAPTER ² 4
HONDA SIEL CARS INDIA LTD
Honda Siel Cars India Ltd., (HSCI) was incorporated in December 1995 as a joint venture between
Honda Motor Co. Ltd., Japan and Siel Limited, a Siddharth Shriram Group company, with a
commitment to providing Honda s latest passenger car models and technologies, to the Indian
6
customers. The total investment made by the company in India till date is Rs 1620 crores in Greater
Noida plant and Rs 784 crores in Tapukara plant.
HSCI͛s first state-of-the-art manufacturing unit was set up at Greater Noida, U.P in 1997. The green-
field project is spread across 150 acres of land (over 6,00,000 sq. m.). The annual capacity of this
facility is 100,000 units. The company͛s second manufacturing facility is in Tapukara, Rajasthan. This
facility is spread over 600 acres and will have an initial production capacity of 60,000 units per
annum, with an investment of about Rs 1,000 crore. The first phase of this facility was inaugurated in
September 2008.
The company͛s product range includes Honda Jazz, Honda City, Honda Civic and Honda Accord which
are produced at the Greater Noida facility with an indigenization level of 77 , 76 , 74 and 28
7 7 7 7
respectively. The CR-V is imported from Japan as Completely Built Units. Honda͛s models are strongly
associated with advanced design an d technology, apart from its established qualities of durability,
reliability and fuel-efficiency.
16. PRODUCT LINE
HONDA JAZZ
Honda Jazz is the company͛s first offering in the premium compact car segment. The Jazz is a
segment-defining car that has won accolades and adoration all over the world. Widely acclaimed for
its dynamic styling, spacious interiors, versatile utility and remarkable performance, the Honda Jazz
brings added fun and excitement to the driving experience.
The Jazz͛s dynamic performance is achieved by a newly developed four-cylinder 1.2-liter i-VTEC
engine, featuring Programmed Fuel Injection that delivers maximum output of 90 PS (66 kW) @
6,200 rpm and Torque of 110 Nm (11.2 kg-m) @ 4800 rpm while giving impressive fuel economy of
16.1 km/l, as per ARAI test data. Safety of passengers and pedestrians is a top priority for Honda and
all safety equipment is standard across all variants. Th e Jazz practicality has been enhanced with
three-mode ͞Magic Seat͟ configuration to achieve multiple seating and cargo -carrying
configurations for long or tall objects in addition to the standard five -passenger mode. The Honda
Jazz is available in two variants - Honda Jazz and Jazz Select edition in Manual Transmission.
Additionally, both the variants are available in 2 attractive types - Mode Active.
HONDA CITY
Honda s all-new Third Generation Honda City was launched in September 2008. It comes with a
8
completely new design, new engine, and spacious cabin and equipped with various active and passive
safety features. The company has also launched the 1.5 V MT AT version of the City in September
2009. The new Honda City is available as SMT, VMT and VAT. Additionally, all the variants are
available in 2 attractive types ʹ Elegance and Inspire.
The all new Honda City achieved milestone sales with 50,000 units sold within one year of its launch.
Since its launch in the country in 1998, Honda City has been a best seller in the premium car
segment.
17. The all new Honda City has bagged several awards including 3 Car of the Year and the prestigious
ICOTY (Indian Car of the Year) 2009. The model made a clean sweep in the viewers͛ choice category
winning all 3 awards announced by NDTV Car India Bike India Awards, UTVi Auto car Awards and
CNBC TV 18 Overdrive Awards. These awards truly exemplify the experts͛ as well as the customers͛
admiration and trust in the product.
HONDA CIVIC
The Civic is Honda͛s largest selling model globally and is now sold in ap proximately 160 nations and
regions worldwide. Honda Civic was launched in India in July 2006 which became a runaway success
and was also awarded the ͞Indian Car of the Year͟ in 2007.
The new Civic was launched in September 2009 with more aggressive and sportier look. The new V
grade Civic juxtaposes Honda͛s advanced technology with striking design. The new Curved 5 Point
Metallic Front Grille and restyled Front Sporty Bumper add to a pulsating and aggressive appeal of
the car. The introduction of stylized Dark Smokey Headlights Crystalline Octagonal Tail Lights
enhances the contemporary look of the car. New Civic is available in 3 variants ʹ SMT, VMT VAT.
18. HONDA ACCORD
The Honda Accord was first introduced in India in year 2003. HSCI launched the 8th generation Honda
Accord in India in May 2008. The Honda Accord is available in 2.4L and 3.5L V6 engine.
The 2.4L comes in three types in both Automatic and Manual transmission о Accord 2.4, Accord 2.4
Elegance and Accord 2.4 Inspire. The All -new Accord comes with 5-speed Manual Transmission and 5 -
speed Automatic transmission with Paddle shift, to give the exhilarating experience of F -1 racing. The
AT now has Shift Holding System which avoids unnecessary gear shifting on winding roads and helps
in hassle free drive.
The Honda Accord V6 3.5-liter comes with Electric Sunroof and additional luxury features for
enhanced exterior styling. The 3.5L i-VTEC engine features an advanced Variable Cylinder
Management (VCM) system that switches between six-, four-, and three-cylinder combustion
depending on the driving conditions and thereby delivering maximum power of 275 PS during six
cylinder operation and impressive fuel economy in VCM mode while cruising.
The new 8th generation Honda Accord has also won the UTVi Auto car Best Luxury Car award in 2009.
HONDA CR-V
The Honda CR-V is sold as a Completely Built Unit (CBU) import and is available on confirmed order
basis for the customers. The Honda CR-V was first introduced in India in July 2003. It went on to
become the segment leader since its launch winning several awards for itself. The all new 3rd
generation CR-V was introduced in India in November 2006 which offered its customers a distinctive
combination of ͚the comfort of a sedan with the thrills of a SUV͛. Honda CR -V was adjudged the ͚SUV
of the Year͛ by NDTV Profit Car Bike and Overdrive and also won the ͚Best Driver͛s Car͛ award by
CNBC TV-18 Auto car Auto Awards in 2007.
19. Honda launched a refreshed version of the 3rd generation CR -V in November 2009.The new Honda
CR-V offers its customers a distinctive combination of refined styling and high quality. The Honda CR-
V is available in 2.0 L - MT 2WD and 2.4L MT /AT Real-time 4WD.
SALES NETWORK
Honda Siel Cars India has a strong sales and distribution network spread across the country. The
network includes 117 facilities in 70 cities. HSCI dealerships are based on the ͞3S Facility͟ (Sales,
Service, Spares) format, offering complete range of services to its customers.
20. CHAPTER ² 5
UNIQUE FEATURES
HONDA CARE ROADSIDE ASSISTANCE
Driving is always fun with a Honda vehicle and you can look forward to years of enjoyable driving.
However in the unfortunate unforeseen event of a breakdown or road accidents what you need is
immediate help. Our goal is to ensure that you get prompt assistance during such a situation, for
which Honda has designed a special programme called the Honda Care Roadside Assistance .
The programme is designed to enhance your overall Honda ownership experience, by providing 24×7
Roadside Assistance emergency support. The cost for the Roadside Assistance package is as follows:
1 Yr - Rs. 1500
2 Yr - Rs. 2500
3 Yr - Rs. 3250
4 Yr - Rs. 4000
Honda Roadside Assistance is accessible to customers through a na tional toll-free number ͞1800 103
3121͟ providing onsite assistance services in the event vehicle is immobilized due to electrical or
mechanical breakdown. Request to please save this no. in your handset for emergency.
CUSTOMER BENEFITS
Honda Roadside Assistance at home or on the road
If your vehicle is immobilized whether at home or on the road, Honda Care Roadside Assistance will
attends to your vehicle. If the problem is something that can be resolved at the roadside, a mobile
technician will be sent to mobilize your vehicle at the roadside.
21. B@ A @ 9 C
Ve i le e ve y f ll wi g B B CB F@ DF9@ E D
e i l F@ C @ D BG F C
ele t i l b e k w
If your vehicle is unable to be mobilized following a mechanical or electrical breakdown, a recovery
vehicle will be sent to recover your vehicle to the nearest Authorized Honda Dealer.
I
PCBCC DFE 9 B PF@ D @DF P PPF G PGFBC CF FGDBH
e i e i t ei e f u e
When your vehicle is immobilized due to any of the following human errors like: -
* Battery problems: Dead battery
* Fuel problems: Out of fuel, Incorrect fuel or Contaminated fuel
* Key problems: Locked keys, Lost keys or Broken vehicle keys
* Tyre problems: Puncture, bolts or valve related issues
Depending on the type of problem either a mobile technician will be sent to mobilize your vehicle at
the roadside or a recovery vehicle will be sent to recover your vehicle to the nearest Authorized
Honda Dealer.
D
T xi Be efit
F
If your vehicle is recovered to an Authorized Honda Dealer by Honda Care Roadside Assistance, the
driver and passengers (maximum number of persons covered equals to the number of people the
Honda vehicle could legally carry) will be provided with one free taxi ride, up to 50kms from the
breakdown location, in order to continue your journey .
B@ A @ 9 C
Ve i le e ve y f ll wi g B B D G @@ DF D
A i e t
If your vehicle is unable to be mobilized following a road traffic accident, Honda Care Roadside
Assistance will organizes to send a recovery vehicle to recover your vehicle to the nearest Authorized
Honda dealer.
C D A
U ge t Me FP Pge el y F
You will be provided an urgent message relay service to help keep in contact with family, friends,
and/or work colleagues in the event of a vehicle breakdown or accident.
B
N te: - Customers are entitled to service under this program if within a 100 Km radius of an
Authorized Honda Dealer in India and as long as the vehicle has broken down on gazette, bitumen
road.
22. AUTO TERRACE
Welcome to Auto Terrace ʹ Honda͛s one-stop facility for Exchange and Pre -Owned Car Purchase Auto
Terrace helps you exchange your existing car for a Brand New Honda. Auto Terrace is also the right
place if you are looking for a Quality Pre -Owned Honda.
At Honda Auto Terrace, you can:
y Exchange your existing car ʹ any make, any model ʹ for a Brand New Honda c ar.
y Buy a Certified Pre-Owned Honda with 1 year/15,000 km warranty*.
Why Honda Auto Terrace:
y One-stop shop.
y Fair price deals.
y Transparent documentation.
y Warranty on Pre-Owned Honda cars*
CORPORATE SALES
Our corporate sales cover the following areas:
y Sales to Corporate Houses -Buying in name of company or in the name of their individuals
(including spouse).
y Canteen Stores Department (CSD) for Indian Defence Forces.
y Government Departments under Special Government Prices.
y High Sea Sales. / EPCG Sales.
y Special Excise Duty Exemption Sales.
23. CHAPTER ² 6
AFTER SALES SERVICE
CUSTOMER SERVICE
Cu t
T SR Q U T
e se vi e is the provision of service to customers before, during and after a purchase.
According to Jamier L. Scott (2002), ͞Customer service is a series of activities designed to enhance the
level of customer satisfaction ʹ that is, the feeling that a product or service has met the customer
expectation.
Its importance varies by product, industry and customer; defective or broken merchandise can be
exchanged, often only with a receipt and within a specified time frame. Retail stores will often have a
desk or counter devoted to dealing with returns, exchanges and complaints, or will perform related
functions at the point of sale.
Customer service may be provided by a person (e.g., sales and service representative), or by
automated means called self-service. Examples of self service are Internet sites. However, In the
Internet era, a challenge has been to maintain and/or enhance the personal experience while making
use of the efficiencies of online commerce. Writing in Fast Company, entrepreneur and customer
systems innovator Micah Solomon has made the point that Online customers are literally invisible to
you (and you to them), so it's easy to short change them emotionally. But this lack of visual and
tactile presence makes it even more crucial to create a sense of personal, human -to-human
connection in the online arena. [2]
Customer service is normally an integral part of a company͛s customer value proposition. In their
book Rules to break and Laws to Follow, Don Peppers an d Martha Rogers, Ph.D. write that
customers have memories. They will remember you, whether you remember them or not. Further,
customer trust can be destroyed at once by a major service problem, or it can be undermined one
day at a time, with a thousand small demonstrations of incompetence.
From the point of view of an overall sales process engineering effort, customer service plays an
important role in an organization's ability to generate income and revenue. [4] From that perspective,
customer service should be included as part of an overall approach to systematic impr ovement.
Some have argued that the quality and level of customer service has decreased in recent years, and
that this can be attributed to a lack of support or understanding at the executive and middle
management levels of a corporation and/or a customer service policy. To address this argument,
many organizations have employed a variety of methods to improve their customer satisfaction
levels, and other KPIs.
24. INSTANT FEEDBACK
Recently, many organizations have implemented feedback loops that allow them to capture feedback
at the point of experience. For example, National Express, one of the UK's leading travel companies
invites passengers to send text messages whilst riding the bus. This has been shown to be useful as it
allows companies to improve their customer service before the customer defects, thus making it far
more likely that the customer will return next time.
Cust X WV Y X
e se vi e A challenge working with Customer Service is to ensure that you have focused your
attention on the right key areas, measured by the right Key Performance Indicator. There is no
challenge to come up with a lot of meaningful KPIs, but the challenge is to select a few which reflects
your overall strategy. In addition to reflecting your strategy it should also enable staff to limit their
focus to the areas that really matter. The focus must be of those KPIs, which will deliver the most
value to the overall objective, e.g. cost saving, service improving etc. It must also be done in such a
way that staff sincerely believes that they can make a difference with the effort.
One of the most important aspects of a customer service KPI is that of what is often referred to as the
Feel Good Factor. Basically the goal is to not only help the customer have a good experience, but to
offer them an experience that exceeds their expectations. Several key points are listed as follows:
1. Know your product - Know what products/service you are offering back to front. In other words be
an information expert. It is okay to say I don't know, but it should always be followed up by... But
let me find out or possibly͟ but my friend knows! Whatever the situation may be, make sure that
you don't leave your customer with an unanswered question.
2. Body Language/Communication - Most of the communication that we relay to others is done
through body language. If we have a negative body language when we interact with others it can
show our lack of care. Two of the most important parts of positive body language are smiling, and
eye contact. Make sure to look your customers in the eye. It shows that we are listening to them, not
at them. And then of course smiling is just more inviting than someone who has a blank look on their
face.
3. Anticipate Guest Needs - Nothing surprises your customer more than an employee going the extra
mile to help them. Always look for ways to serve your cus tomer more than they expect. In doing so it
helps them to know that you care and it will leave them with the Feel Good Factor that we are
searching for.
25. STANDARDISATION
There are few standards on this topic. ISO and The International Customer Service Institute (TICSI)
have published the following ones:
ISO 9004:2000, on performance improvement
ISO 10001:2007, on customer service conduct
ISO 10002:2004, on quality management in handling customer complaints
ISO 10003:2007, on dispute resolution
The International Customer Service Standard (TICSS)
There is also Information Technology service management standard: ISO/IEC 20000:2005. Its first
part concerns specifications and its second part the code of practice .
26. CHAPTER ² 7
RESEARCH METHODOLOGY
Research Methodology is the Systematic Objective, Identification, Collection, Dissemination use
of information for the purpose of assisting management in decision making related to identification
of problem providing solution to it.
The data are collected using the most appropriate method, analyzed interpreted inferences are
drawn finally the findings, recommendations are provided which helps management in decision
making process.
RESEARCH DESIGN
I have adopted Descriptive Research Design for my project as I have studied all the different aspects
about the servicing of a Honda car, by going through the after Sales Manual and by practically
learning in the workshop of different Honda dealer͛s. On the basis of this study I have done my
project.
DATA COLLECTION
Both primary and secondary data are collected for this project.
DATA COLLECTION MET OD `
A PRIMARY DATA:
a
y Most of the data, in fact all the data collected in the project is of Primary Data.
y The data is collected is collected from Job Controller and Technician͛s on our tool.
B SECONDAY DATA:
b
y The standard time given in the After Sales Manual is referred to a give a first
perspective.
y This time in the manual is called as FRT acronym for Fix Response Time.
SAMPLE DESIGN
A graphical sheet which we call it as tool is developed to measure the efficiency and productivity of
the technicians comprehensively. As we went along with gaining knowledge along each step we have
modified it to make it all encompassing.
SAMPLE SIZE
Two Honda dealers, namely:
I. Ace Honda: 7 technicians.
II. Southend Honda: 13 technicians.
So in total 13 te chnicians were studied during the duration of the project.
27. CHAPTER ² 8
ACE HONDA
We have collected a lot of first hand information from Ace Honda, almost two weeks of data and we
have put that information in table, chart and graphical form for easy comprehension.
TABLE 1: IDLE TIME.
NAME TYPE Monday Tuesday Wednesday Thursday Friday Saturday Sunday
1 114 18 6 12 6 24 -
Manmohan 2 18 18 54 30 48 42 -
3 30 96 0 18 138 150 -
1 42 12 0 18 54 - 0
Kundan 2 18 18 30 24 60 - 42
3 66 102 30 30 114 - 66
1 - 186 66 12 60 0 0
Umakant 2 - 6 30 174 0 18 0
3 - 36 6 0 0 30 24
1 60 36 114 24 - 0 -
Rajan 2 72 24 144 36 - 24 -
3 132 90 42 84 - 0 -
1 96 18 - 12 6 0 0
Prempal 2 18 24 - 24 30 36 36
3 156 48 - 24 120 48 42
1 6 - 0 - 66 72 0
Deepak 2 102 - 24 - 36 54 48
3 102 - 42 - 162 42 24
1 12 - 42 - 84 0 6
Virender 2 132 - 24 - 60 48 30
3 6 - 0 - 126 120 18
Type 1: Idle time at the start of the shift.
Type 2: Idle time within the shift.
Type 3: Idle time between the end of his job and end of his shift.
Note: All the readings are in minutes.
28. TABLE 2: IDLE TIME AND TECHNICIAN.
1000
882
900
822
780
800 738
708 726
700 648
600
500
400
300
200
100
0
Prempal Deepak Virender Manmohan Kundan Umakant Rajan
29. TABLE 3: IDLE TIME AND DAY OF THE WEEK
1400
1182 1170
1200
1000
800 732 708
654
600 522
400 336
200
0
c c d d
Monday uesday Wednesday hursday Friday aturday unday
30. TABLE 4: IDLE TIME AND TYPE
24%
45% Bef r e first j b
e e
Between first and last j b
e
After last j b
e
31%
TOTAL TIME: 2340.
TOTAL IDLE TIME: 663.
SHOP UTILISATION: 72%.
31. TABLE 5: EFFECIENCY TREND OF THE TECHNICIANS.
160
140
120
100 ihg f ay
p
q ues ay
80
e
q sq r e s ay
p
60 q t urs ay
Fri ay q
40 u
atur a y i
u
u ih ay
20
0
32. TABLE 6: EFFECIENCY TREND FOR THE WEEK
FF I N Y
† … †… …
116.14
115.23
109.46 109.57
108.03
106.11
100.6
€ ‚ € „ „
ay
yxw v es ay
y e e s ay
y xy rs ay
y ƒ Fri a y
y at r a y
y ay
y x
33. TABLE 7: TECHNICIAN EFFECIENCY IN PERCENTAGE.
140
120 115 116
108 109 110
106
100
80
69
60
40
20
0
Manmohan Kundan Umakant Rajan Prempal Deepak Viender
34. TABLE 8: PRODUCTIVITY TREND OF THE TECHNICIAN.
120
100
80
Manmohan
‰ ˆ‡ n an
60
m akant
Rajan
40
‘rem al ’
’ “ ee ak
20 ”
iren er
‰
0
39. INTERPRETATION
y The idle time during Monday and Friday was massive when compared to the rest of the days.
y So it is advisable that instead of one, two technicians could be given weekly off on these
particular two days.
y Issuing of further job cards to the technicians is not a good practise and with our intervention
they have changed that practise.
y Type three idle time is the highest, which says that the technicians most of the time finish
their all jobs before the end of the shift time.
y Sunday has the least idle time of all the days.
y Great degree of cars that come for servicing at Ace Honda are in the region of
15/25/35/47/30/70....... .... Km. of servicing.
y Quality of work done is good and the workshop is pretty well organised with different job
controller of PM and GR, QS .
RESULT
y On 2nd July Mr. Prabhjot Singh had a meeting with the General Manager of Ace Honda.
y They have agreed to replace the job controller sheet with our tool, which was the ultimate
aim of our project and it was a resounding success.
y They have also welcomed our recommendations and assured us they would take
recommended actions as per the policies of the dealer.
y In all we have achieved our objectives which we have set to achieve.
41. Type 1: Idle time at the start of the shift.
Type 2: Idle time within the shift.
Type 3: Idle time between the end of his job and end of his shift.
Note: All the readings are in minutes.
TABLE 2: IDLE TIME AND TECHNICIAN.
1800 1696
1600 1462
1380 1410
1400
1197 1164
1200 1104 1122
996 1014
1000 894 924
844
800
600
400
200
0
42. TABLE 3: IDLE TIME AND DAY OF THE WEEK
3000
2646
2482
2500
2232 2283
2070
2000
1926
1728
1500
1000
500
0
e e
d™˜—ay es ay
d f e
d ™d g e s ay rs ay
d fh Fri ay
d at r ay
df i ay
d ™ fi
43. TABLE 4: IDLE TIME AND TYPE.
15%
e fore first jo
j k
l j
e t ee first a
m nm last jo k
23%
After last jo o
62%
TOTAL TIME: 26680.
TOTAL IDLE TIME: 13964.
SHOP UTILISATION: 47.67%.
44. TABLE 5: EFFECIENCY TREND OF THE TECHNICIAN.
200
180
qhobara r
160
Sanjay
140 S.P e gis
Chandor
120 Pre tr al
Vinesh
100
Jijo
80 Narender Negi
Sunil
60
r u a Shah
u anbeer
40
O r Prakash
20 Ajay
0
p p
Monday uesday Wednesday hursday Friday aturday
q unday
q
45. TABLE 6: EFFECIENCY TREND OF THE WEEK.
w fficiency
129.043
123.999 123.767
116.95
112.767
107.413
100.568
v v
Monday uesday Wednesday hursday Friday Saturday Sunday
47. TABLE 8: PRODUCTIVITY TREND OF THE TECHNICIANS
120
S yx bara z
100 Sanjay
S.P Negi
80 x{ and r y
Pre |zal
60
} ines x
Jij y
40
Narender Negi
20 Sunil
a S a
x x z ~
0 ~ anbeer
z Prakas x
Ajay
51. INTERPRETATION
y There is no drastic or significant difference in the idle time pertaining to any day of the week.
y This shows that the distribution of technicians during the week is pretty fine.
y But the thing needed to be improved is the accountability of the technician and the job
controller in the workshop.
y It is understandable that if a technician taking up another important car or he assisting other
technician is a norm, but sometimes a single car is serviced by 3 or more technicians at a time.
y The burden on the job controller is high during peak time. Two job controllers should be
maintained at all the time.
y Southend Honda used incorporates two technicians per car earlier and due to the construction
of metro and flow over in the region there is a decrease in the service of vehicles at the
workshop.
y But the interesting thing about Southend is that there is substantial number of Accords and
CR-V͛s coming for servicing.
y This shows that Southend Honda has a Brand Valu e and it garners loyalty through its
servicing.
RESULT
y Report for Southend Honda has been prepared on the basis of data collected.
y Mr. Prabhjot Singh would soon be presenting the findings to the management of Southend
Honda.
y Hopefully they shall agree to replace the job controller sheet with our tool, which was the
ultimate aim our project.
52. APPENDIX
y THE TOOL DEVELOPED IN-HOUSE TO CAPTURE THE DAILY DATA FOR OUR PROJECT.
54. BIBILOGRAPHY
I. HONDA AFTER SALES MANUAL.
II. http://world.honda.com/about/index.html.
III. http://www.2020site.org/n/history-of-the-honda-motor-company.html.
IV. http://www.smokeriders.com/History/Honda_History/body_honda_history.html
V. http://world.honda.com/CSR/special/cs/cs2.html.
VI. http://world.honda.com/CSR/philosophy/philosophy1/index.html.
VII. http://www.cartradeindia.com/car-bike-news/after-sales-service-car-industry-
in-india-110243.html.
