SERVICE MANAGER

Job Function Efficient, Quality, Best in Class Service. Fulfill customer needs by managing the Service Department resulting in value, excellent quality of work, and a high degree of product and dealership satisfaction. To represent and promote the Sales, Service, Parts, and Rental Department operations and store network in a positive manner, which assures customer confidence, repeat and referral business, and maximum return for the Dealership. Qualifications Knowledge of business and management principles involved in strategic planning, resource allocation, and coordination of people and resources. Knowledge of machines and tools, including their designs, uses, repair, and maintenance. Ability to understand and solve customer problems and needs. Excellent oral expression and speech clarity. Strong attention to detail. Working Conditions Climate conditions can be hot or cold. May require long hours seated and/or at a computer. Requires some outdoor activity including field service with technician. May be exposed to contaminants, pollutants, and gases. Sound levels may be loud due to tool usage and machinery. Reporting Relationships You report directly to your Store Manager. You have a functional relationship to your store’s Parts and Sales Staff, Company CFO, Warranty Staff, Inventory Coordinator, Service Director, Vice-President, and President. Responsibility As Service Manager you are responsible to establish and maintain an efficient, quality, and profitable department; support the technicians with guidance, direction, and training to accomplish the best possible workmanship; maintain and expand our client base; and sell service. You are responsible to Company Policies and Procedures, safety, and sound judgment. Principal Duties Efficient scheduling and organization of customer and internal shop repairs. Assure correct and on-time delivery. Everyone should know his/her daily plan at the start of the day. Oversee work of the technicians to assure correct pre‑delivery/setup and mechanical repairs. Keep abreast of work flow and job status by doing walk‑arounds in the shop. Meet deadlines. Advise customers and Salesmen of shop repair estimates and any cost changes in pre‑delivery. Communication with customers must be in writing (note on the workorder) to support charges and work completed. Technical support as needed in assisting service technicians so as to speed up repairs as necessary. Assist in training of technicians. Continual technical improvement. Manage all paper flow: charges, internals and warranties. Assure technicians are charging out time properly, and labor descriptions are correctly stated on all service tickets. All paperwork must be processed promptly. Audit open document reports monthly. Control non‑productive time. Manage technician’s labor and recovery rates. Emphasize productivity. Maintain good credit policies; credit checks before the work is started and assist customers with CNH Industrial Capital Credit applications and/or finance options when necessary. Coordinate field service/trucking and manage their performance to be the best in the industry. Communicate on any delays. Many field servicemen have direct contact with customers and are required to relay their schedules. Convey efficiency, innovative operation ideas with the Store Manager and initiate upon his approval. Share ideas with the other store’s Service Managers. Any major operational change must be approved by a Board Member. Be the great communicator. Answer phone calls promptly and courteously, call customers as needed, communicate with staff. Solve problems immediately. Get with the Store Manager on problems you cannot solve. Communication solves problems. Check over ALL units; sold, demo’s, and rentals assuring they are in “ready‑to‑go” condition before they leave our yard. Quality is our job. Maintain an orderly incoming line, ready line, clean/organized yard and offices at all times. Keep shop special tools up‑to‑date, tool room inventory managed and clean. All tool purchases must have the Store Manager’s prior approval. Tools may be shared among locations. Maintain and keep current the service library manuals and bulletins. Read all Service Bulletins or any other technical or policy information and review with personnel as required. Actively participate in ASIST. Manage the warranty claim procedures for all machines sold. Make sure all campaigns are completed on time. Establish and maintain a filing and storage system for warranty parts. Follow the return and disposal policies. Complete or assist in flat rating as required. Comply with all manufacturer policies regarding submission of warranty claims. Manage the Service Advisor to ensure responsibilities and processes are being completed timely and meeting Standards of Performance. Manage expenses and overtime. Maintain an inventory of necessary shop supplies. All purchases must have the Store Manager’s approval. Work with the sales staff on reconditioning trade‑in equipment. Work with the Parts Manager to ensure parts required are available. Conduct Service Department meetings as required (minimum 3 per year). Purpose is to answer any operation questions and receive suggestions. This can be combined with the safety meeting. Manage the Safety Program for the department. Know the regulations and make certain we are following compliance with USDOT, OSHA, EPA, AND EEOC/ADA. Hold quarterly safety meetings. Personnel Management‑manage all service personnel including hiring, reviews, corrections, dismissal, training, policies, motivation, quality, and productivity. Make certain there is no form of discrimination or harassment anywhere in the work place. Assure that at least one person is qualified to fill any specific job position, including the Manager’s position. Enforce professionalism in attitudes, actions, and dress. Professionalism gives the customers an excellent perception of the dealership. Vehicle Management‑maintain the vehicle fleet and stress cleanliness. Attend any company or community functions that will benefit the dealership. Public relations help build the business. Any other duties as assigned by the Store Manager. Standards and Measurement of Performance Satisfied customers with the department and yourself. Accomplishing within the Service Department the performance goals as set forth by the Company in quality, efficiencies of labor work, and profitability. Performance Goals: 65% or better rate for labor efficiency (hours billed divided by hours paid) and at least 60% gross profit margin. Growth in the department, primarily customer labor. Quality assurance in every job; low re‑work instances. Successful at: Open document management less than 60 days open / ASIST submittals to New Holland – minimum 4 per month/ Warranty Policies & Procedures are followed and submitted on time. Successfully working with all departments. Meet with the parts manager and sales staff a minimum of three times per year for operation review. Teamwork! Morale and motivation within the Service Department is accomplished, employees are satisfied and gaining skills all as a result of good personnel management. #J-18808-Ljbffr Garton Tractor, Inc.