"We go in and help [dealers] install the physical processes that lead to efficiency and greater productivity," Frederiek Toney, president of Global Ford Customer Service, told Fixed Ops Journal.
Express service refers to jobs that take less than an hour, such as oil changes, tire rotations and wiper blade replacements. It differs from Ford's trademarked Quick Lane service, which covers 12 to 15 tasks that can take more than an hour.
MSX International provides Quick Lane training. Bosch trains express service technicians for Ford; its process consists of four steps:
1. Assess the quick-service center, process and staffing.
2.Develop an action plan based on the assessment.
3. Train lube techs to interact with quick service customers, get needed parts and work with other techs in two-person teams.
4.Apply metrics to measure performance and allow for continued monitoring.
"All too often in our industry we install things, but we slip away from them," Toney says.
The techs at Griffy's Quick Lube, part of Griffith Motors in The Dalles, Ore., are trained in Toyota's Express Maintenance process. Dealerships must meet specific standards, says Brian Campana, national manager of parts, service and accessories sales and operations at Toyota Motor North America.
These standards include showing management's commitment to fast service, completing such service in less than an hour, dedicating staff to express service, conducting multipoint vehicle inspections and maintaining needed tools and parts in the service bay.
A Toyota consultant visits Griffy's Quick Lube three times a year, says Mike Sullivan, director of fixed operations at Griffith Motors. The consultant evaluates how well lube techs follow the automaker's process and helps the dealership develop a business plan for making improvements, updating specifications and training technicians.
The dealership uses Toyota's process on all vehicles that come to Griffy's Quick Lube, Sullivan says. Toyota certifies lube techs in its express service process.
"It establishes morale and confidence" in the techs, Sullivan says. "Instead of being at the bottom of the totem pole, they are feeding business to the rest of the dealership."