IZBOLJŠANJE SERVISNEGA PROCESA V PODJETJU AVTO MOSTE D.O.O.

• Main Author: Jeran, Tomaž
• Other Authors: Kern, Tomaž
• Format: Bachelor Thesis
• Language: Slovenian
• Published: 2013
• Subjects: izboljšanje procesa; zvestoba in zadovoljstvo kupcev,učinkovitost; merjenje procesa; improvement of the process; loyalty and customer satisfaction; efficiency; measurement of the process; Letom; sami
• Online Access: https://dk.um.si/IzpisGradiva.php?id=40040; https://dk.um.si/Dokument.php?id=54620&dn=; https://plus.si.cobiss.net/opac7/bib/7180563?lang=sl

Analizirali smo servisni proces v podjetju Avto Moste d.o.o. in na podlagi ankete, opravljene med našimi kupci, ugotovili, da je organiziranost, še zlasti pa procese potrebno prilagoditi spremenjenim nakupnim navadam in pričakovanjem strank. Proizvajalec avtomobilov priporoča, da se pri strankah ustvari zaupanje, saj le-to omogoča dolgoročno rast. To pa lahko ustvarimo samo z visoko kvaliteto storitev za razumno ceno na vseh področjih. Diplomsko delo je sestavljeno iz dveh delov, in sicer iz teoretičnega ter aplikativnega dela. V teoretičnem delu smo s pomočjo literature podrobneje preučili izboljšanje delovnega procesa, razloge za izboljšanje, potek prenove in cilje, do katerih želimo priti z izboljšanjem. Definirali smo tudi pojme, ki se nanašajo na izboljšanje. V drugem, aplikativnem delu pa smo najprej definirali cilj in namen raziskave ter posledično izboljšanja servisnega procesa. S pomočjo meritev, ki smo jih v proučevanem podjetju Avto Moste že opravljali, kot so zadovoljstvo strank servisa, primerjava prometa v servisu in ankete, ki smo jo sami izvedli za potrebe izboljšanja, smo ugotovili, katerim področjem je potrebno posvetiti največ pozornosti in jih spremeniti. Odločili smo se, da bomo za temelje prenove uporabili kombinacijo priporočil japonske metode Kaizen, primere dobrih praks iz primerljivih podjetij in rezultate, ki smo jih povzeli iz opravljene ankete. Za glavna področja izboljšanja smo določili naslednja področja: vodenje in nadzorovanje procesa, dodatna prodaja, učinkovitost in zvestoba strank. Že v prvih treh mesecih po uvedbi izboljšanega servisnega procesa v tromesečju od avgusta do vključno oktobra 2012 se je kljub 5,2 % manj vhodov strank v servis, če primerjamo z letom 2011, prodaja nadomestnih delov dvignila za 11 % in število prodanih delovnih ur za 4,3 % glede na primerljivo obdobje v letu 2011. Že iz tega dejstva lahko sklepamo, da izboljšan servisni proces prinaša višje prihodke in posledično tudi zaslužek We analysed service process in the company Avto Moste d.o.o. and on the basis of a survey conducted among our buyers we found out that it was necessary to adjust the organizational structure and especially processes to the changes in shopping habits and customers’ expectations. The car manufacturer recommends building customer trust, because this will enable long-term growth which can only be created with high quality services at reasonable prices in all areas. The thesis is composed of two parts, namely theoretical and applied research. In the theoretical part we studied in detail with the help of literature the improvements of the working process, reasons for the improvements, the course of reform of processes and aims we want to achieve with improvements. We have also defined the terms referred to the improvements. In the second part, the applied research, we first defined the aim and purpose of the research and consequently improvement of the service process. Using the measurement methods that we have already been using in the company Avto Moste d.o.o. such as customer satisfaction service, traffic comparison service and surveys, which we conducted for the needs of improvement, we determined which areas need most attention and change. We decided that we are going to use as a cornerstone of the reform a combination of recommendations called Japanese Kaizen method, examples of good practices from comparable companies, and the results that we have taken from the completed surveys. For the improvement of the main areas we have determined the following areas: management and control of the process, additional sales, efficiency and customer loyalty. The results were already visible in the first three months after introducing the improved service process since there was, despite the fact that the number of customers in the car service decreased by 5,2 % from August to October 2012 in comparison to the year 2011, an increase of spare parts sale by 11 % and the number of sold hours by 4,3 % in the same period as in 2011. From these facts alone we can conclude that the improved service process brings higher incomes and consequently higher earnings.