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1. Operational Excellence In Dealerships Pp

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SUCCES S NOW! PRESENTS: OPERATIONAL EXCELLENCE in DEALERSHIPS
Notice the “Background Field” of This PowerPoint Presentation? ,[object Object]
Maps? Compass? What do these signify? ,[object Object],[object Object],[object Object]
Your Dealership…. Needs Leaders Focused on Operational Excellence.
Operational Excellence can be driven and created. We do it everyday in many of our client-dealerships. ,[object Object],[object Object],[object Object]
SUCCES S NOW! will focus on providing you the tools to get the job done. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Effective Accountability Management Mandates That…. ,[object Object],[object Object],[object Object],[object Object],“ When we deal in generalities we will never succeed; when we deal in specifics we will seldom fail. When performance is measured, performance improves; and where performance is measured and reported, the rate of improvement accelerates!”
Everything We’ll Discuss This Session Falls Under the Umbrella Of “ OPERATIONAL EXCELLENCE IN DEALERSHIPS”
Effective Accountability Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Effective Accountability Management ,[object Object],[object Object]
Planning Your Work General ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Planning Your Work Specific ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Working Your Plan ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Effective Accountability Management ,[object Object],[object Object],[object Object]
Clear Definition and Communication of Expectations ,[object Object],[object Object],[object Object],[object Object]
Clear Definition and Communication of Expectations (cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Effective Accountability Management ,[object Object],[object Object]
You Can’t Manage What You Don’t Measure! ,[object Object],[object Object]
Measure What You Intend to Manage ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Currently Available Measurement Tools ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Supplemental Measurement Tools To Consider ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Effective Accountability Management ,[object Object],[object Object]
Inspect What You Expect! ,[object Object],[object Object],[object Object],[object Object],[object Object]
Inspect What You Expect! (Cont.) ,[object Object],[object Object]
Accountability Management Mandates…. ,[object Object],[object Object],[object Object],“ When we deal in generalities we will never succeed; when we deal in specifics we will seldom fail. When performance is measured , performance improves ; and where performance is measured and reported , the rate of improvement accelerates ! Thomas S. Monson
Effective Accountability Management ,[object Object],[object Object],[object Object],[object Object]
“ Reward ” or “ Respond ”! You MUST Do One or the Other! ,[object Object],[object Object],[object Object],[object Object],[object Object]
“ Reward ” or “ Respond ”! (Cont.) ,[object Object],[object Object],[object Object]
“ Rewarding ” Through Compensation or Other Material Incentives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
“ Responding ” To Inadequate Performance (CONFRONTATION) ,[object Object],[object Object],[object Object],[object Object],[object Object]
“ 3 Strikes and You’re Out” ,[object Object],[object Object],[object Object],[object Object],[object Object]
More on CONFRONTATION ,[object Object],[object Object],[object Object],[object Object],[object Object]
Effective Accountability Management ,[object Object],[object Object]
Systemic Structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
“ PROCESSES”! (Plural)
Rethink The “Operative Word”! ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
“ CONSISTENTLY”!
Again, Rethink The “Operative Word(s)”! ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
OK, Put It ALL Together! ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
“ DOCUMENT IN DETAIL ”! “TRAIN” “MONITOR” “ENHANCE”
What Processes to Consistently Document in Detail, Train, Monitor, and Enhance? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Effective Accountability Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Performance Improvement ,[object Object],[object Object],[object Object],[object Object],[object Object]
Primary “Causes” ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Prosperity Defined...
[object Object],[object Object],[object Object],[object Object],[object Object],What drives results?
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Create the Awareness For Change...
Prioritizing “Change”… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What Is Management’s Role? ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Mission Of This SUCCES S NOW! Bootcamp . . . First , to help you become a Leader who Drives Operational Excellence Second , to improve your understanding of the business opportunities available in your dealerships Third , to improve your skills in
It Is Up To YOU!
QUESTIONS?

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1. Operational Excellence In Dealerships Pp

  • 1. SUCCES S NOW! PRESENTS: OPERATIONAL EXCELLENCE in DEALERSHIPS
  • 2.
  • 3.
  • 4. Your Dealership…. Needs Leaders Focused on Operational Excellence.
  • 5.
  • 6.
  • 7.
  • 8. Everything We’ll Discuss This Session Falls Under the Umbrella Of “ OPERATIONAL EXCELLENCE IN DEALERSHIPS”
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
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  • 21.
  • 22.
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  • 29.
  • 30.
  • 31.
  • 32.
  • 33.
  • 34.
  • 36.
  • 38.
  • 39.
  • 40. “ DOCUMENT IN DETAIL ”! “TRAIN” “MONITOR” “ENHANCE”
  • 41.
  • 42.
  • 43.
  • 44.
  • 45.
  • 46.
  • 47.
  • 48.
  • 49.
  • 50. The Mission Of This SUCCES S NOW! Bootcamp . . . First , to help you become a Leader who Drives Operational Excellence Second , to improve your understanding of the business opportunities available in your dealerships Third , to improve your skills in
  • 51. It Is Up To YOU!

Hinweis der Redaktion

  1. How Many of You Have Experience in the “Operations” Side of the Car Business….As Well As The “Financial” Side? OK, This Should Be Interesting….Most of You Folks Are Probably All Accustomed To (and Comfortable With) Concentrating on Steps 1, 2, and 3! In the Training and Consulting Arena, We Need To Focus on All Five Steps, but We Try to Really Involve the “Operations Folks” (through a “Guided Discovery” Process) in Steps 4 and 5 (Assuming, Of Course, That You Folks Have Already Effectively Handled the First 3 Steps.) What Do You Think We Find To Generally Be the “Primary” Causes (Step 4)? Here’s an Example! Assume That We’ve Jointly Determined That Dealership Free Service & Policy Expense (All Departments) Is Too High (Which Happens to Be One of the Many Profitability Elements We At NCM Categorize as “Low Hanging Fruit” ( Describe !) ….What Do YOU Think That The “Primary” Causes Would Be?….. GET AUDIENCE INVOLVED !