Isuzu believes that excellent after-sales service would lead to repeat sales and encourage customers to buy their second vehicle from the company.
Isuzu Proves its Investment in Comprehensive After-Sales Service Strategy
Excellent after-sales service is a strategic success factor and growth driver for any business. Despite the market and economic uncertainties, Isuzu Malaysia Sdn Bhd (IMSB) maintains its top position for the 5th consecutive year as the nation’s preferred commercial vehicle (CV) brand for 2018. Behind this recognition, apart from good products, it proves that its investment in a comprehensive after-sales service strategy is greatly effective.
“Having established a strong reputation in developing and manufacturing high quality, durable and fuel efficient vehicles, we continued striving to advance ourselves towards offering excellent after-sales service. We believe that excellent after-sales service would lead to repeat sales and encourage customers to buy their second vehicle from us, and this has always been Isuzu’s philosophy globally,” said Chief Executive Officer Koji Nakamura.
Isuzu Service Centre to set new after-sales benchmark
At present, among its 43 after-sales dealers (including the one that was recently appointed in Cameron Highlands) across the country, 9 are certified as MHD service centres, including the Isuzu Service Centre (ISC), which specialise in carrying out all maintenance and repair jobs for the medium and heavy duty segment. All of them, he stressed, complied with the concept of an Isuzu 3S centre by comprising sales, service and spare-parts to maintain Isuzu’s ‘unsurpassed services’ to customers.
Located in Shah Alam, Selangor, ISC is a new flagship after-sales facility. Established on 23rd May, 2017, it represents the company’s effort in providing an elevated level of comprehensive, efficient and professional after-sales care for its growing customer base.
“ISC is a platform for Isuzu to realise its corporate objective of enhancing its relationship with customers through supporting their total ownership needs. One of its key objectives is to reduce vehicle downtime through faster turnaround in servicing, a more competent workforce, greater parts availability and a more comprehensive facility that boasts 20 work bays – 10 for light commercial vehicles and 10 for heavy duty trucks,” said After-Sales Division Chief Operating Officer Ryo Kakogawa.
With a staff of 21, including 10 qualified mechanics, ISC is fully supported and guided by a Japanese technical engineer, Katsushi Shimauchi, from Isuzu Motors Limited, Japan. Apart from a showroom and cosy lounge, the spacious 2-acre facility features high capacity hoists capable of raising medium- and heavy-duty trucks, calibrated brake testers, exhaust emission measuring devices, tyre alignment and wheel balancing machine to ensure that the commercial vehicles are well prepared for their Puspakom inspection. In addition, ISC also has a spectrum of proprietary diagnostic equipment to troubleshoot or tune the latest range of vehicles powered by the common-rail engine.
“Our goal is to develop ISC as our model MHD service centre that is equipped with proper skill, equipment and facilities. The long term plan is to have Isuzu authorised dealers ‘duplicate’ this model through adopting the best practices of ISC.”
Isuzu After-Sales Kaizen Project
In today’s highly competitive business environment, not to advance is to fall back. Kakogawa revealed that both Isuzu Japan and IMSB had joined forces to implement the after-sales Kaizen (continuous improvement) activities.
“The Kaizen activities focus on 3 main sections, which cover overall after-sales productivity, enhancement of vehicle retention, improvement of spare-parts business and operation. First of all, we identify the actual problems and challenges, determine the countermeasures and make improvement plans thereafter, and finally monitor the progress of each item or activity.”
To improve manpower, Kakogawa said, the company captured videos of actual operation and standardised them into an improved and systematic workflow. As for vehicle intake enhancement, it identified each category of customers and approached those who did not return to their dealers. For spare-parts operation improvement, a proper visualisation system was implemented on Work-in-Progress parts to avoid prolonged vehicle downtime due to unsystematic management.
“Isuzu Japan and we at IMSB plan to conduct this Kaizen project for selected dealers in stages,” he added.
In view of the manpower shortage and to continually raise its dealers’ manpower skills, IMSB has put in great effort towards establishing dedicated and well-planned after-sales training programmes for relevant after-sales workforce, such as service mangers, service advisors, parts advisors as well as mechanics nationwide. IMSB also conducts exclusive training programmes for its dealers’ fleet customers that, he said, received overwhelming response and good remarks.
Isuzu Technical School and training programme
To support the government’s effort towards equipping Malaysians with the right skill as well as the IMSB’s commitment to develop qualified mechanics that are recognised by Jabatan Pembangunan Kemahiran (JPK) to provide the best customer experience, the Isuzu Technical School (ITS) was launched in April 2016.
ITS has achieved a significant milestone in human capital development following its accreditation by the Ministry of Human Resources Malaysia as a provider of apprenticeship programmes under the National Dual Training System (NDTS).
“The apprenticeship training is conducted at ISC that is well equipped with state-of-the-art facilities. This industry-oriented training scheme that combines workplace and theoretical training is open to all our dealers on a first-come first-serve basis. They could send their new staff to us and the candidates who are successfully enrolled would receive a monthly allowance during their training,” said Kakogawa.
After undergoing an 8-month comprehensive course, the apprentice would be awarded the NDTS certificate under Level 2 Skills Malaysia (SKM Level 2) that is certified by JPK Malaysia. According to him, ITS graduates were in high demand as they had the exposure to the latest technology and were being trained to meet industry needs, which was vital for business entities to remain competitive in today’s challenging environment.
“We take pride in building long lasting relationships with our customers. All these initiatives and continuing efforts show that we listen to our customers attentively and carry out the best possible solutions, not only to meet their needs but also to enhance their overall satisfaction,” stressed Nakamura.
In line with the company’s goal to provide a new enhanced customer experience, IMSB also upgraded 11 of its 43 3S centres to 4S (Sales, Service, Spare-parts, and Spray painting) last year.
“These centres are approved by Persatuan Insurans AM Malaysia (PIAM). As collision repair and spray painting are a totally different ballgame, we need to look into it carefully. Our existing 3S centres have to meet Isuzu’s criteria before they could apply for an upgrade,” Nakamura added.
卓越的售后服务是业务策略成功的要素和增长的动力。尽管面对市场和经济的不确定性， 五十铃马来西亚私人有限公司（IMSB）连续5年稳坐销售冠军宝座，成为2018年国内最受欢迎的商用车。 在这个荣誉的背后，除了优良产品，也证实了大马五十铃在全面售后服务策略方面所做的投资效果极佳。
“ISC是五十铃透过支援客户总拥有成本需求，实现加强客户关系的企业目标 。通过更快的周转时间，有能力的人员、更大的备件供应及备有20 个工作车间（10 个轻卡和10个重卡车间）的完整设施 ，降低车辆的停机时间是主要的目标之一。”售后服务部门首席营运执行长加古川良（Ryo Kakogawa）表示。
五十铃 “Kaizen” 售后服务计划
加古川良说，为了改善人力，公司会用录像机将真正的营运情况录下来，并将它们标准化为一个改善和有系统的工作流程。在强化进车量方面，它会识别每一个类别的客户和联络那些没有回到代理车厂进行养护的客户。此外，该公司采用一个可视化系统来管理在制品（ Work- in-Progress）部件来强化备件营运，避免因为毫无系统的管理而延长车辆的停机时间。
ITS随后成为马来西亚人力资源部认可的双培训系统（National Dual Training System）学徒课程学校。