Group Project

1. Group Project Dan, Max, Sarah, & Ana

2. Mobil 1 Lube Express M.O.L.E

3. Thesis • In a work environment where poor communication can not only do damage to the business, but also to the employees and the customers, it is essential that each employee works together to create an environment conducive to good communication.

4. Senders and receivers involved in oil change • Hood Guy – Works upstairs and takes car of everything that needs to be done under the hood. • Pit Guy – Works downstairs in “the pit” and takes care of everything that’s done under the car • Courtesy Guy – Works upstairs and takes care of all the courtesy services

5. Senders and receivers involved in oil change • It is essential that these three different workers with different responsibilities communicate with each other their status throughout the entire oil service.

6. Where the lack of communication lies

7. Downward Communication • Downward Communication: Messages flowing from superiors to subordinates. • There may not have been much training provided to employees concerning what was expected when performing work on vehicles or about task coordination between co-workers.

8. Upward Communication • Upward Communication: Messages flowing from subordinates to superiors. • Subordinates may not be communicating with their superiors about what is happening on the work floor, and this may in turn cause miscommunication to occur with the customer, leading to dissatisfied customers and upset superiors. • Subordinates may not feel comfortable communicating concerns, thoughts, or sharing information with superiors for a number of reasons. A few of those reasons may be cultural differences, listening barriers, feelings of being inferior and many other things.

9. Upward Communication • Cultural differences • Employees may be concerned about being honest with superiors because of differences in culture. Whether their concern is about being polite, firm, time efficient, frank, assertive, reserved or other issues they may have one or more of these concerns and don’t know how to face them.

10. Upward Communication • Preoccupation – The superior may be distracted by business and/or personal concerns this may make it difficult for them to concentrate on the matter at hand. Listening Barriers

11. Upward Communication Feelings of being inferior or appearing ignorant – Some people may feel as though it is not their place to bring up issues that they may be having in the workplace to superiors. They may feel that it is someone else’s job to do that and not theirs or that they may not be the right person to do so. Some people also fear appearing ignorant for asking for help or clarification in the workplace.

12. Horizontal Communication • Horizontal Communication, Sometimes referred to as Lateral Communication, Consists of messages between members of an organization with equal power. • Problem Solving • When a problem arises in the workplace it is very important to be able to communicate effectively to be able to fix it. This includes effective listening, and problem solving skills.

13. When everyone does their part the load is lighter Horizontal Communication • Task Coordination & Sharing Information • This is key to make the work of the company go smoothly. Co-workers need to be coordinating which tasks have been done and which have yet to be done. They need to be coordinating who does what and when. • Conflict Resolution & Building Rapport

14. Possible communication Problems • Problem # 1 • Pit guys does not communicate that the vehicle is ready to be oiled after he puts the new filter on and the drain plug back in.

15. Possible communication Problems • Result # 1 • Extended wait for customer

16. Possible communication Problems • Problem # 2 • A vehicle is started without the hood guy putting new oil in it.

17. Possible communication Problems • Result # 2 • Vehicles engine is destroyed • Loss of company money • Loss of customer

18. Possible communication Problems • Problem # 3 • A vehicle is not cleaned properly by the courtesy guy

19. Possible communication Problems • Result # 3 • Angry customer because it was supposed to be included as part of the service. • Loss of business

20. Where does the lack of communication lie? • All the employees who work on the vehicle have a very important responsibility to communicate. Everyone must work as a T.E.A.M.

21. Where does the lack of communication lie? • T- Tell others when you have completed a step • E- Expect to receive a message from other employees • A- Act on what’s been communicated • M- Make sure you and other team members have completed their job properly

22. Where does the lack of communication lie? • Problem # 1 (Pit guys does not communicate that the vehicle is ready to be oiled after he puts the new filter on and the drain plug back in.) • In problem # 1 the lack of communication is due the message not being sent and would be easily resolved had the pit guy followed step “T.” (tell others when you have completed your job) of T.E.A.M.

23. Where does the lack of communication lie? • Problem # 2 (A vehicle is started without the hood guy putting new oil in it.) • Problem # 2 is due to an over anticipation of step “A.” (act on what’s been communicated) of T.E.A.M. and a lack of step “E” (expect to receive a message from the other employees)

24. Where does the lack of communication lie? • Problem # 3 (A vehicle is not cleaned properly by the courtesy guy) • Problem # 3 is caused due to a lack of step “M.” (make sure you and other team members have completed their job properly) as a T.E.A.M. you must look out for one another.

25. S.W.O.T. • Strengths • Less work • Quieter workplace • Weaknesses • Wasted time • Frustration causing (customer/employees) • Damage causing • Negative attitude in the workplace • Opportunity • Allows for training • Able to compliment those who are doing well • A team environment can be created by employees helping one another • Threat • Loss of customers/business • Dismissal of employees = costing the business money to train a “newby” • Diminished reputation • Loss of money due to buying the new parts for vehicle

26. The new company plan

27. Steps of a successful oil change • (Courtesy Guy) – Guides the car into the bay (uses hand signals to communicate with customer) • (Courtesy Guy) – Begin Vacuuming (communicates that vehicle has been vacuumed when finished.)

28. Steps of a successful oil change • (Courtesy Guy) – Check Tires (communicates tire pressure) • (Courtesy Guy) – Clean windows (communicates that windows have been cleaned)

29. Steps of a successful oil change • (Pit Guy) – Locate and remove drain plug (asks hood guy “are you clear to drain?”) • (Pit Guy) – Allow oil to drain completely (announces “draining”)

30. Steps of a successful oil change • (Pit Guy) – Locate and remove oil filter • (Pit Guy) – Replace oil drain plug (tell “hood guy” he is clear to send oil.

31. Steps of a successful oil change • (Pit Guy) – Replace oil filter with new one (communicates that vehicle is “clear to be started”) • (Hood Guy) – Remove oil cap and add new oil to oil fill hole (“sending oil”)

32. Steps of a successful oil change • (Hood Guy) – Replace oil cap (ask “pit guy” if it is clear to start the vehicle) • (Hood Guy) – Start vehicle and check for oil pressure and leaks (hood guy says “pressures up” when vehicle has oil pressure so pit guy can hear)

33. Steps of a successful oil change • (Hood Guy) – Shut off vehicle and check oil level (“oil is full”) • (Hood Guy) – Add oil if necessary (communicates that vehicle is “not clear to roll”)

34. Steps of a successful oil change • (Hood Guy) – checks that the oil cap and dip stick are secured. (“caps and sticks are tight, hoods coming down”) • (pit guy) – rechecks all plugs and oil filter to make sure they are tight. (shows the hood guy)

35. Steps of a successful oil change • (Courtesy Guy) – Drive car out of oil bay (makes sure that vehicle is “clear to roll”)

36. Training Training is one of the most important steps in creating a successful business.

37. Why Training? The hood guy, pit guy, and courtesy guy, should all have the same training, ensuring the same experience for customers.

38. ESTABLISHING A NEED ANALYSIS The needs analysis is the starting point for all training. The primary objective of all training is to improve individual and organizational performance.

39. DEVELOPING TRAINING PROGRAMS AND MANUALS Job descriptions should be clear and concise, and may serve as a major training tool for the identification of guidelines.

40. Deliver the Training Program In this step it is important for the trainers which you have chosen, now have a way to approach the training in a professional manner

41. A plan from management to be relayed to implement changes There is less room for mistakes, communication error, and unpleased costumers.

42. Example Having a poster in a room of the steps for a oil change for the workers, and customers to see, employs that the job will be done correctly.

43. Communication Chain reactions can go on forever. Simple and clear ways for everyone to see what needs to be done, can automatically correct error.

44. Huddle to employees from direct supervisor Management will train the service level to make sure they are experts at the new service plan for an oil change.

45. What should take place *meeting that managements discusses in an open and positive setting. *made clear of the changes *examples how they should be implemented into daily regiments *a follow up meeting to discuss the changes and progress *giving praise to those who received and delivered

46. MOLE Customer Survey following the employee/management up-training, a survey to ensure customer satisfaction will be released to track feedback from customers.

47. Example questions from the survey • Was your Oil Change (or other service) efficient? • Did your technician understand your needs and address them? • What could have made your experience better? • Do you feel valued as a customer? • Would you recommend Mobile One Lube Express to your family and friends? • Will you be returning for future service?

48. Collecting Data • The survey data will be transferred to a spreadsheet to calculate common situations that could detract or promote customer base/sales. • The same spreadsheet will also calculate efficiency for each employee and any change in customer satisfaction to track individual goal progress.

49. Survey • Every 30 days the organized data will be decoded to the employees in low-context format to help them establish car service goals and to reward improvement. • Employees that show a decline in service or insubordination will be subject to a problem solving meeting including department manager, supervisor lead and the below-standard employee.

50. The dreaded CAP