Organization and management of automobile service
DOI:
https://doi.org/10.46299/j.isjea.20260502.13Keywords:
car service, process management, KPI, load planning, service quality, inventory management, staff motivationAbstract
The article considers approaches to the organization and management of automobile service activities as a system of interconnected business processes: acceptance and planning of work, provision of spare parts, performance of repair operations, quality control, issuance of a vehicle and after-service support. The goal is to generalize organizational solutions and management tools that increase post productivity, reduce order cycle time, and improve customer satisfaction with limited resources. A model of process management for a car service is proposed with the definition of roles (administrator-receptionist, shift foreman, storekeeper, mechanic), key performance indicators (KPIs), and rules of information interaction. To assess economic feasibility, typical calculations of marginal revenue, break-even point, capacity utilization, and the impact of downtime on financial results are provided. Special attention is paid to personnel management (competence matrix, training, performance-based motivation, quality control of work) and service marketing (attraction channels, loyalty programs, work with repeat applications). The result is practical recommendations for standardizing operations, implementing electronic accounting of orders and inventories, and building a transparent quality control system that can be applied in small and medium-sized car services without using data that allows the identification of real individuals or organizations.References
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