Service Process Modeling in Practice: A Case Study in an Automotive Repair Service Provider

Abstract

The automotive industry, especially the after-sales service segment, faces significant challenges due to economic changes and market dynamics. In this context, the optimization of service processes becomes essential to increase the performance and profitability of organizations in the industry. However, there is a lack of research that specifically and in detail explores how to model service processes to improve performance in this sector. Most studies focus on general aspects of quality management or process optimization without addressing the particularities of after-sales services in the automotive industry. This paper aims to identify and analyze how to model service processes in an automotive repair service provider organization to increase performance and ensure customer satisfaction. This research was conducted using data from service activity reports and participatory direct observation within an automotive repair service provider organization. Statistical analysis of key performance indicators, such as productivity, efficiency, and customer satisfaction, was performed. This study identified several critical success factors and proposed concrete measures for shaping service processes, including optimizing resource allocation and customer communication, improving customer intake and communication, ensuring technical competence and procedural compliance, and improving the process of handing over and collecting feedback. The implementation of these measures can lead to increased efficiency, customer satisfaction, and, by extension, the financial performance of automotive repair organizations.

1. Introduction

The automotive industry is experiencing accelerated dynamics, particularly in the after-sales service sector, because of economic fluctuations and changing consumer preferences. The economic crisis has accentuated this dynamic, pushing customers towards the low-cost and second-hand car market segments. In this context, after-sales services have become a vital source of revenue and profitability for after-sales organizations.

Although there is an awareness of the importance of after-sales services, there is still a lack of research that specifically and in detail explores how to model service processes to improve performance in this sector. Most studies focus on general aspects of quality management or process optimization without addressing in depth the particularities of after-sales services in the automotive industry.

Most studies analyze service processes in isolation, without considering the interdependencies between them and their cumulative impact on performance. Although there is research on process modeling in other industries, there is a need for specific studies that address the challenges and particularities of the automotive industry. Many scientific papers remain at the theoretical level, without providing concrete and applicable guidance for managers and practitioners in automotive service.

Based on the analysis of the level of performance related to the after-sales service department activity at the end of 2022, the scientific research aims to identify ways in which the service processes within the automotive repair service segment can be analyzed and subsequently modeled.

This study aims to make an original contribution by

• Analyzing service processes in a holistic way, considering their interconnections and their impact on overall performance.
• Investigating the specific challenges and opportunities of the automotive sector and proposing context-specific solutions.
• Translating research results in concrete and applicable measures to improve performance in automotive service.

By addressing these gaps in the literature, this study provides valuable insights for both academics and practitioners in the automotive industry. The development of a service process model tailored to the automotive repair service context represents a key contribution of this research.

The following research hypotheses were formulated to guide the study:

• Modeling service processes in an automotive repair service provider organization has a positive impact on efficiency and customer satisfaction.
• Optimizing resource allocation and customer communication positively influences the effectiveness of vehicle scheduling and reception processes.
• Ensuring technical competence and procedural compliance in the diagnosis and repair processes leads to improved service quality and reduced errors.
• Implementing a standardized handover process and actively collecting customer feedback enhances customer satisfaction and loyalty.

This paper is structured as follows: Section 2 presents a review of the literature supporting the trends and research gaps discussed in this introduction. Section 3 outlines the research methods employed in this study, including the data sources, analysis techniques, and model development and validation processes. Section 4 presents a detailed analysis of the service processes in an automotive repair service provider organization, identifies critical success factors, and proposes concrete measures for process modeling and optimization. Section 5 discusses the results of the study, highlighting the positive impact of process modeling on organizational performance. Finally, Section 6 concludes the paper with a summary of the key findings, implications for academics and practitioners, and directions for future research.

2. Theoretical Considerations

Performance in the automotive after-sales service context is a multidimensional concept that encompasses financial, operational, and customer satisfaction aspects. From a financial perspective, performance is reflected in indicators such as profitability, return on investment, and revenue growth.

Productivity and efficiency are two key indicators of operational performance, with the former measuring the utilization of available resources and the latter reflecting the ability to complete the work within the standard time allocated. Finally, customer satisfaction is a key performance indicator, reflecting the extent to which the customer’s experience with after-sales services was positive and met or exceeded their expectations.

Process modeling is a systematic and structured approach to analyze, design, and optimize workflows and activities in an organization. In the context of automotive after-sales services, process modeling involves identifying, documenting, and improving the steps involved in service delivery, from the initial customer appointment to the completion of the repair and handover of the vehicle. The main goal of process modeling is to eliminate inefficiencies (as Crosby points out with the concept “Quality is free” [1]), reduce costs, and increase the quality of the services provided, thus contributing to the improvement in the overall performance of the organization.

Quality in the automotive industry is a critical success factor in both vehicle production and after-sales service. In the context of after-sales services, quality refers to the degree to which the services offered comply with technical and safety standards, meet customer requirements and expectations, and are provided in an efficient and professional manner. Ensuring quality of service involves diligence, use of original spare parts, adherence to working procedures, and continuous training of staff, as emphasized by Crosby’s “Do it right first time” concept [1].

Customer satisfaction is a central concept in service marketing and represents the extent to which the customer’s experience with after-sales services was positive and met or exceeded their expectations [2,3]. Customer satisfaction is influenced by several factors, including service quality, response time, effective communication, friendliness, and professionalism of staff, as well as price and perceived value of services. An important level of customer satisfaction leads to customer loyalty, positive referrals, and increased revenue and profitability for the organization, an idea also supported by Sevel and Brown in “Customers For Life” [4].

The literature abounds in studies demonstrating the positive correlation between process modeling, quality management, and organizational performance [5,6]. Drucker [7], in his work “On Decision Making and Effectiveness”, emphasizes the role of effective managerial decisions and results orientation in achieving organizational goals [8,9]. Jenson [10], in “The Pyramid of Success”, argues that organizational success is intricately linked to employee development and motivation, highlighting the importance of investing in human capital [11,12].

In the specific context of the automotive industry, Collins [2], in his book “Business Excellence”, identifies several principles and practices that underpin successful companies, including discipline, strategic thinking, and a strong organizational culture. Imai [13] and Ohno [14] outline the principles and practices of the Toyota Production System, which revolutionized the automotive industry and can be adapted and applied to the after-sales service field, emphasizing the importance of eliminating waste and continuous improvement [15,16,17,18].

Oprean and co-workers [19] conducted several relevant studies on quality management, process analysis, and customer satisfaction in the automotive industry, emphasizing the importance of effective communication, complaint handling, and document quality assurance in the automotive repair process [20,21,22,23,24,25]. Authors such as [26,27,28,29,30] have made significant contributions in the field of experimental research and data processing, providing a sound methodological framework for the study of processes and organizational performance. Service activities in the automotive industry are subject to a multitude of internal and external factors that can influence organizational performance [31,32,33].

Internal factors include the aspects mentioned below:

Staff competence and motivation: Employees are an organization’s most valuable resource, and their level of qualification and motivation has a direct impact on the quality of service and customer satisfaction [34,35,36].

Availability of spare parts and equipment: Ensuring an adequate stock of spare parts and modern, high-performance equipment is essential to respond promptly and efficiently to customer demands [37,38,39].

Efficiency of internal processes: Streamlining workflows, eliminating bottlenecks, and reducing waiting times contribute to increased productivity and improved customer experience [4,40].

Organizational culture: A customer-focused organizational culture that promotes the values of quality, innovation and continuous improvement has a positive impact on after-sales service performance [41,42].

External factors include the aspects mentioned below:

Technological developments: The automotive industry is undergoing a continuous technological transformation, and automotive services need to adapt quickly to modern technologies and train their staff accordingly [43].

Changes in regulations: Legislative and regulatory changes may impose new requirements and standards for automotive services, which may require additional investments and adaptation of internal processes [44].

Competitive pressure: Fierce competition in the automotive industry is putting pressure on service providers to offer quality services at competitive prices, which requires efficient cost management and a focus on innovation [45].

Customer expectations: Customers are becoming increasingly demanding and knowledgeable, expecting fast, personalized, and high-quality services [46]. Meeting these expectations is essential for the long-term success of an automotive after-sales service.

The economic context: Economic fluctuations can influence the demand for after-sales services, and automotive after-sales services need to be prepared to adapt to changes in the market.

Quality management is a strategic tool for increasing performance in automotive service organizations [47]. By implementing a quality management system, organizations can achieve the following:

Continuously improve processes and services: By identifying and eliminating the causes of non-conformances, organizations can constantly improve the quality of the services provided and prevent problems from occurring in the future [4].

Increase customer satisfaction and loyalty: By delivering high-quality services that meet or exceed customer expectations, organizations can build strong and long-lasting customer relationships [48,49].

Reduce costs and increase profitability: Eliminate waste, optimize processes, and increase productivity [1]. In addition, Daniels emphasizes the importance of performance management in aligning employee efforts with organizational goals and maximizing results [36].

The literature provides a solid theoretical foundation for the importance of process modeling and quality management in increasing after-sales service performance in the automotive industry [44,50,51,52,53,54,55].

Previous studies have explored various dimensions of performance, including operational efficiency, customer satisfaction, and financial performance. Some studies have focused on the impact of process modeling on specific operational metrics, such as productivity [56], cycle time [57], and error rates [58], while others have investigated the relationship between quality management practices and customer satisfaction and loyalty [59]. Additionally, several studies have examined the financial implications of process modeling and quality management, such as cost reduction, revenue growth, and profitability. While the specific results and dimensions explored can vary depending on the context, industry, and research methods employed, there is a consensus on the positive impact of these approaches on organizational performance.

In the context of globalization, strategic collaboration has become increasingly important for driving innovation and maintaining competitiveness [60]. The literature on innovation highlights two main approaches: the systemic approach, which emphasizes the broader innovation system, and the networks and inter-organizational relationships approach, which focuses on the role of collaboration between firms [60]. The latter approach supports the idea that innovation is not a linear process within a single firm but rather an evolutionary, non-linear, and interactive process established between the firm and its external environment [60].

As [60] argues, a wide range of agents, together with the firm’s assets, contribute to acquiring external resources, knowledge, and information essential for developing productive and innovative activities. Relationships with science partners have a crucial role in promoting cooperation in innovative practices and stimulating product innovation [60].

These concepts are highly relevant to the automotive industry, where collaboration is increasingly important for developing new technologies and service solutions. For example, automotive service providers can collaborate with technology companies to develop advanced diagnostic tools, with parts manufacturers to optimize supply chains, or with online platforms to enhance customer service and engagement. By embracing strategic collaboration, automotive service organizations can foster innovation in their service processes, improve efficiency, and enhance customer satisfaction. While the literature provides a valuable foundation for understanding service processes and performance in the automotive industry, several critical gaps remain unaddressed.

First, there is a lack of research that specifically and in detail explores how to model service processes to improve performance in this sector. Most studies focus on general aspects of quality management or process optimization without addressing the particularities of after-sales services in the automotive industry.

Second, most studies analyze service processes in isolation, without considering the interdependencies between them and their cumulative impact on performance.

Third, although there is research on process modeling in other industries, there is a need for specific studies that address the challenges and particularities of the automotive industry.

Finally, many scientific papers remain at a theoretical level, without providing concrete and applicable guidance for managers and practitioners in automotive service.

This study aims to make an original contribution by:

Taking an integrated perspective: Analyzing service processes in a holistic way, considering their interconnections and their impact on overall performance.

Focusing specifically on the automotive industry: Investigating the specific challenges and opportunities of the automotive sector and proposing context-specific solutions.

Providing practical recommendations: Translating research results into concrete and applicable measures to improve performance in automotive service.

By addressing these gaps, this study provides valuable insights for both academics and practitioners in the automotive industry.

In summary, the literature review highlights the importance of process modeling and quality management in enhancing organizational performance in the automotive industry. Previous studies have explored various dimensions of performance, including operational efficiency, customer satisfaction, and financial performance. However, there is a lack of research that specifically and in detail explores how to model service processes to improve performance in this sector. Most studies focus on general aspects of quality management or process optimization without addressing the particularities of after-sales services in the automotive industry. This study aims to address this gap by providing a comprehensive analysis of service processes in an automotive repair service provider organization and proposing concrete measures for process modeling and optimization to increase efficiency and customer satisfaction. This study is motivated by the need for practical and applicable guidance for managers and practitioners in the automotive industry to improve their service operations and achieve superior performance.

3. Materials and Methods

This scientific research adopts a mixed-methodological approach, combining both quantitative and qualitative techniques to gain a comprehensive understanding of the service processes and factors influencing performance in the automotive industry.

This research involved data collection and analysis over the period from January 2023 to June 2023. The primary data collection focused on the service activities and performance indicators during this period. To provide a comparative perspective and identify trends, data from the previous year (2022) were also incorporated into the analysis, particularly for evaluating changes in performance metrics.

3.1. Research Design and Data Sources

The research design involved a multi-stage approach:

• Data Collection:

Quantitative data were extracted from service activity reports generated by the organization’s electronic management system. These reports provided detailed information on key performance indicators such as productivity, efficiency, average repair time, and number of hours billed.

Qualitative data were collected through participatory direct observation.

To complement the quantitative analysis and gain a qualitative insight into the service processes, participatory direct observation was used. The authors spent time within the organization, observing and documenting workflows, interactions between employees and customers, and how different situations and challenges are managed. This allowed a deeper understanding of the operational context and the human factors that can influence performance.

The observation and evaluation of employee–customer interactions were guided by a framework focusing on the following parameters, derived from the literature on service quality and customer satisfaction [44,50]:

Communication: Clarity, completeness, and effectiveness of communication between employees and customers. Effective communication is essential for understanding customer needs, managing expectations, and building trust [51].

Empathy and Professionalism: Demonstration of empathy and understanding towards customer needs and concerns, and maintenance of a professional demeanor throughout the interaction. Empathy and professionalism contribute to a positive customer experience and enhance perceptions of service quality [52].

Problem-solving: Efficiency and effectiveness in addressing customer issues and resolving conflicts. The ability to effectively resolve problems is essential for maintaining customer satisfaction and loyalty, particularly in challenging situations [53].

Customer Focus: Extent to which employees prioritize customer needs and satisfaction. A customer-focused approach emphasizes the importance of meeting customer requirements and exceeding their expectations [54].

Process Adherence: Compliance with established service processes and procedures. Adherence to processes ensures consistency in service delivery and reduces the likelihood of errors or inconsistencies [55].

These parameters were derived from the literature on service quality and customer satisfaction and were used to systematically observe and evaluate the quality of employee–customer interactions.

Customer feedback was collected through questionnaires and other satisfaction assessment tools to understand customer perceptions of service quality.

Data Analysis:

Descriptive statistics, correlational analysis, and statistical tests were used to analyze the quantitative data.

Qualitative data were analyzed to identify themes and patterns related to service processes and customer interactions.

Model Development and Validation:

A service process model was developed based on the combined analysis of quantitative and qualitative data.

The model was validated through expert review and a pilot study.

The service process model was developed based on the combined analysis of quantitative and qualitative data. The model development process consisted of identifying the key stages of the service process, mapping the workflows, and analyzing the factors that influence process performance.

3.2. Purpose of Research Stages

Data Collection: To gather comprehensive data on service processes, performance indicators, and customer perceptions.

Data Analysis: To identify key factors influencing performance, uncover relationships between variables, and assess the statistical significance of findings.

Model Development and Validation: To create a robust and reliable service process model that can be used to guide improvement efforts.

3.3. Analytical Tools

Several analytical tools and techniques were used to analyze and interpret the data, such as the following:

Descriptive analysis: Calculating means, medians, and standard deviations to characterize and summarize the collected data.

Comparative analysis: Comparing data from different time periods (2022 and 2023) and service processes to identify trends and changes.

Qualitative data analysis: Identifying themes and patterns in the observational data and customer feedback to provide a context and explanation for the quantitative findings.

The analysis focused on identifying key trends and patterns in the data, rather than performing complex statistical modeling or econometric analysis.

3.4. Case Study Description and Rationale

The case study organization is a large, authorized dealership service center. It employs a significant number of technicians and service advisors and has a substantial number of service bays. The organization provides a comprehensive range of after-sales services, including routine maintenance, complex repairs, and warranty work.

This organization was selected due to its accessibility and willingness to provide detailed service activity reports. It represents a typical example of a large, authorized dealership service center in the region, making it relevant to the study’s aim of understanding common service process challenges and improvement opportunities.

While this case study focuses on a single authorized dealership, many of the service processes and challenges identified (e.g., vehicle scheduling, customer communication, and parts management) are common across other types of automotive service providers, such as independent repair shops and multi-brand service centers. However, the specific implementation of these processes may vary.

A key limitation of this single case study is the limited generalizability of the findings. The results may not be directly transferable to smaller independent repair shops or service centers with different organizational structures or customer demographics. Further research involving multiple cases is needed to confirm the generalizability of these findings.

The large size of the case study organization may have led to a higher degree of formalization in its service processes compared to smaller workshops. This formalization could influence the effectiveness of certain improvement measures. Additionally, the focus on a single brand might affect the findings related to spare parts management and technical expertise.

3.5. Theoretical Framework

This section outlines the key theoretical concepts that inform our research and provide a framework for understanding our approach to service process modeling and performance improvement. Our study draws up several established theories and principles:

Service Process Management: Service process management involves the design, control, and improvement of service delivery systems to enhance efficiency and customer satisfaction. We utilize this framework to analyze and model the sequence of activities within the automotive repair service context, aiming to optimize resource allocation and workflow.

Quality Management: Quality management principles, such as continuous improvement, customer focus, and defect prevention, are integral to our approach. We emphasize the importance of adhering to standards, minimizing errors, and consistently meeting customer expectations to achieve service excellence.

Performance Management: Performance management theories guide our selection of key performance indicators (KPIs) and our methods for measuring and evaluating the impact of service process improvements. We assess performance across multiple dimensions, including operational efficiency, customer satisfaction, and financial outcomes.

Lean Principles: Where applicable, lean principles, derived from the Toyota Production System, inform our strategies for eliminating waste, streamlining processes, and maximizing value for customers. We seek to identify and remove non-value-added activities to enhance productivity and reduce turnaround times.

4. Service Process Analysis and Modeling

Our approach to service process modeling involved a combination of statistical analysis of service report data and participatory direct observation. The statistical analysis helped identify key performance indicators and their relationships with various influencing factors. The participatory direct observation allowed for a deeper understanding of the operational context and the human factors that can influence performance. This integrated approach enabled the development of a service process model tailored to the specific context of automotive repair services.

A thorough understanding of the key processes within the service department and the factors that influence them is essential to achieve the proposed objectives. This section presents a detailed analysis of the main service processes, identifies critical success factors, and proposes concrete modeling measures to increase efficiency and customer satisfaction.

The service process model presented in this study was developed based on a combination of statistical analysis of service report data and participatory direct observation. The statistical analysis helped identify key performance indicators and their relationships with various influencing factors. The participatory direct observation allowed for a deeper understanding of the operational context and the human factors that can influence performance. The model was validated through a two-step process. First, the model was reviewed by a panel of experts in the automotive industry, including service managers, technicians, and customer service representatives. Their feedback was incorporated to refine the model and ensure its accuracy and relevance. Second, the model was tested in a pilot study involving a small group of automotive service organizations. The results of the pilot study confirmed the model’s effectiveness in identifying and addressing key service process improvement opportunities.

4.1. Identifying and Analyzing the Main Service Processes

The service process within an automotive repair service provider organization can be understood as a series of five key stages, as illustrated in Figure 1. While Figure 1 presents these as distinct stages, it is important to recognize that, in practice, there are often interdependencies and feedback loops between them, rather than a strictly linear progression.

Vehicle Scheduling: This initial stage involves the judicious allocation of resources (technicians, spare parts, equipment) to meet customer requests and ensure optimal utilization of workshop capacity. Effective scheduling sets the stage for a smooth vehicle reception process.

Vehicle Reception: At this stage, the service advisor takes the vehicle from the customer, conducts an initial check, and collaborates with the customer to define the scope of the required service. This stage builds upon the scheduling and transitions into the diagnosis phase.

Diagnosis: Specialized technicians perform an assessment to identify and analyze the vehicle’s technical issues, employing specific equipment and procedures.

Repair: This stage encompasses the execution of the necessary repair work and the replacement of any defective components, adhering to the diagnosis and quality standards

Vehicle Handover: The concluding stage involves the service advisor presenting the completed work and associated invoice to the customer and ultimately returning the vehicle. The handover stage also provides an opportunity to gather customer feedback, which can inform and improve future iterations of the service process.

Figure 1 is an original contribution of this study, visually representing the five key stages of the automotive service process. It emphasizes the interconnectedness and flow between stages, rather than a strictly sequential progression.

4.2. Critical Success Factors and Improvement Measures for Each Process

At the end of the first semester of 2023, a detailed analysis of the evolution of the level of performance achieved by the after-sales service department in terms of service activity compared to the same period of 2022 was conducted.

According to the 2023 budget, the specific targets for the number of billable hours to be achieved monthly by each service shop are shown in

Table 1. Invoiced hours according to income and expenditure budget.

Motor Service/Month	Cars Motor Service	Commercial Motor Vehicles Motor Service	Damaged Motor Vehicles Motor Service	Total of Motor Service Hours 2023
January	650	650	950	2250
February	850	800	1150	2800
March	930	850	1360	3140
April	930	850	1360	3140
May	930	900	1360	3190
June	930	950	1360	3240
July	930	950	1360	3240
August	930	950	1360	3240
September	930	950	1360	3240
October	930	950	1360	3240
November	930	950	1360	3240
December	750	750	100	2500
Total in 2022	10,620	10,500	15,340	36,460

. It is extremely important that each team member is aware of both the strategic and operational goals of the organization. To this end, the income and expenditure budget should be broken down to the basic level of the organizational structure at the job level so that each employee knows the performance standard they are expected to achieve and against which they are being measured.

One of the key indicators that should be continuously monitored is the average number of hours sold per vehicle serviced. The reference values for this indicator are different depending on the workshop whose activity is being evaluated:

• passenger car service workshop (PKW)—3.5 h invoiced per passenger car;
• commercial vehicle service workshop (LKW)—5 h invoice per commercial vehicle;
• damaged vehicle service workshop (ATV)—10 h invoiced per damaged vehicle.

4.2.1. Vehicle Scheduling: Optimizing Resource Allocation and Customer Communication

Vehicle scheduling is the first essential step in the service process, with the primary objective of efficiently allocating available resources (technicians, spare parts, and equipment) to respond promptly and effectively to customer requests. Well-managed scheduling ensures optimal use of workshop capacity, minimizes waiting times for customers, and contributes to increased customer satisfaction.

Critical success factors (Figure 2):

Preparation of service advisors: Service advisors are the interface between the organization and customers, responsible for scheduling work, communicating with customers, and managing customer expectations. Adequate training of the advisors, both technically and in communication and customer relationship skills, is essential for effective scheduling and to ensure positive customer experience.

Implementation of an electronic scheduling management system: Such a system allows real-time visualization of the availability of resources (technicians, spare parts, and equipment), and their optimal allocation according to customer requests and the complexity of the work.

Proactive communication with customers: Effective and proactive communication with customers, including confirming appointments and informing them of any changes, is essential to manage customer expectations and reduce no-shows.

Figure 2 is an original contribution of this study. Figure 2 illustrates the critical success factors for each step. This figure, like Figure 1, is intended to provide a clear and concise overview of the service process model and its key components.

Proposed improvement measures:

Training service advisors: In addition to sound technical knowledge, service advisors need to be trained in effective communication, active listening, objection handling, and selling techniques. This training will enable them to better understand customer needs, provide appropriate solutions, and promote additional services, thereby helping to increase revenue and customer satisfaction.

Implementing a visual management system: Using a visual management system, such as a scheduling board or specialized software, can make it easier to monitor the progress of work in real time, quickly identify any delays, and take corrective action.

Use automated confirmations and notifications: Automating the process of confirming appointments and sending notifications to clients can reduce human error, improve communication, and reduce no-shows.

Real-time electronic scheduling: This allows more flexible and efficient scheduling management, allowing quick adjustments according to resource availability and customer requests. In addition, workshop managers can intervene in real time to redeploy work if a technician becomes unavailable, ensuring that delivery deadlines for customers are met.

Involving Info Desk staff: To reduce waiting times for customers and free up service advisors for more complex tasks, Info Desk staff can be trained to take appointments for low-complexity maintenance and repair work.

Check parts availability and reserve parts: It is important to check availability and reserve the necessary spare parts at the time of scheduling to avoid delays due to lack of parts.

Informing customers on how to pay: To facilitate the payment process and avoid misunderstandings, customers should be informed at the time of booking how they can pay for the service.

Proactively managing delays: In case of delays in completing the repairs, the service adviser should proactively contact the customer to inform them and explain the reasons for the delay. This transparent approach can help to maintain a positive relationship with customers, even in inconvenient situations.

Verification of the interventions set by the manufacturer: When scheduling an appointment, the receptionist should check whether there are any technical campaigns or service recalls for the vehicle in question, so that the necessary parts can be supplied in time and delays can be avoided.

By implementing these measures, auto repair service provider organizations can significantly improve the scheduling process, increasing efficiency, customer satisfaction, and financial performance.

4.2.2. Vehicle Reception: Ensuring Effective Customer Intake and Communication

The reception is an important moment in the interaction between the service and the customer, having a significant impact on the customer’s perception of the quality of the service offered. This stage involves not only the physical pick-up of the vehicle, but also effective and transparent communication with the customer and a careful assessment of the technical condition of the car.

The efficiency of service activity at this stage is influenced by several factors, including the following:

Accurate recording of working times: Using an automated tracking system, such as bar coding, can ensure an accurate record of the time allocated to each operation, contributing to better resource planning and transparent billing.

Payroll system: A payroll system that rewards both productivity and quality of work can motivate employees to pay attention and provide high-quality service.

Availability of spare parts: Ensuring an adequate stock of spare parts and efficient spare parts management are essential to avoid delays in the repair process and increase customer satisfaction.

Critical success factors and improvement measures are shown in Figure 3.

Thorough check of the vehicle: A thorough check of the vehicle on receipt, both from aesthetic (washing the car before receipt) and technical (checking the on-board indications and faults) points of view, is crucial to identify any problems and to establish a correct diagnosis. This prevents subsequent misunderstandings with customers and ensures that all relevant aspects are considered in the repair process.

Clear and transparent communication: The service adviser should explain to the customer, in a clear and understandable way, what interventions are required, the estimated duration of the repair, and the associated costs. The customer should also be informed in writing about the timeframe for completion of the work and any other relevant details, such as the need for additional interventions or the expiry of important documents (MOT, MTPL insurance, etc.).

Realistic time and cost estimates: An accurate estimate of repair time and costs is essential to manage customer expectations and avoid dissatisfaction related to unexpected delays or additional costs. The use of digital tools can facilitate this process and increase transparency.

Demonstrate empathy and professionalism: The service advisor should demonstrate empathy and understanding of the customer’s needs and concerns, providing complete and detailed answers to questions, and reassure the customer that their vehicle is well cared for. Also, the use of vehicle protection during vehicle acceptance and repair can demonstrate care for the customer’s good and contribute to increased customer satisfaction.

Implement a standardized acceptance process: A clear and well-defined process, including detailed vehicle inspection, completion of an acceptance sheet, and transparent communication with the customer, can increase efficiency and reduce the risk of errors and misunderstandings.

Use of digital tools: Technology can play a significant role in improving the reception process. The use of tablets or other mobile devices can allow service advisors to quickly access vehicle history information, provide customers with cost and time estimates, and obtain customer approval for proposed work.

Train service advisors in communication skills: Effective communication is essential in building a trusting relationship with customers. Service advisors need to be trained in active listening techniques, nonverbal communication, and handling objections to understand customer needs and provide appropriate solutions.

By implementing these measures, organizations can turn the inbound process into a positive customer experience, helping to increase customer satisfaction and strengthen the company’s image.

4.2.3. Diagnosis: Ensuring Technical Competence and Procedural Compliance

The diagnostic process is an essential step in after-sales service, having a direct impact on customer satisfaction and the operational efficiency of the car service. Accurate and rapid fault diagnosis enables efficient repair planning, reduces customer waiting times, and avoids costly errors.

Critical success factors:

Technical competence of staff: Technicians must have a thorough knowledge of the different systems and components of motor vehicles, as well as practical skills in the use of diagnostic equipment. Continuous training and specialization on specific make or models of vehicles can help to increase technical competence and improve the quality of diagnostics.

Use of high-performance diagnostic equipment: Technology plays a crucial role in modern vehicle diagnostics. Investing in state-of-the-art diagnostic equipment allows rapid and accurate fault identification, reducing the time needed for diagnosis and increasing the efficiency of the process.

Complying with the manufacturer’s recommended diagnostic procedures: Each vehicle manufacturer provides specific diagnostic procedures that must be strictly followed to ensure diagnostic accuracy and reliability. Failure to follow these procedures can lead to diagnostic errors, delays in the repair process, and customer dissatisfaction.

Effective communication: Clear and open communication between technicians and service advisors is essential to ensure a correct understanding of the problems identified and the proposed solutions. This enables advisors to provide customers with accurate and complete information about the condition of the vehicle and the estimated cost and duration of repairs.

Proposed improvement measures:

Invest in ongoing technician training: The automotive industry is constantly evolving technologically, and technicians need to continually update their knowledge and skills to effectively diagnose and repair new vehicle models. Organizations need to invest in training and specialization programs for both existing and new technicians.

Purchase state-of-the-art diagnostic equipment: Technology is evolving rapidly, and diagnostic equipment is becoming increasingly sophisticated and more powerful. Investing in such equipment can bring significant benefits in terms of diagnostic speed and accuracy, as well as customer satisfaction.

Implement a knowledge management system: Such a system allows centralization and organization of technical information, diagnostic procedures, and best practices, facilitating rapid access to these resources by technicians and contributing to increased efficiency and quality of diagnosis.

Use of digital tools: Technology can also be used to improve communication and documentation in the diagnostic process. Using specialized applications or platforms, technicians can record and share diagnostic results with service advisors and customers, ensuring transparency and better understanding of problems and proposed solutions.

Consultation of service history: Information about previous work conducted on the vehicle can provide valuable clues for the current diagnosis. By reviewing the history, technicians can identify possible recurring problems or better understand the context in which the current faults occurred.

Scheduling work according to complexity: Diagnostic work should be allocated to technicians according to their level of competence and the complexity of the problem. This approach ensures that each job is managed by the most qualified person, which can lead to faster and more accurate diagnosis.

Checking for technical campaigns: Before starting diagnostics, it is important to check whether there are any technical campaigns or service recalls for the vehicle model in question. This can help to quickly identify known problems and apply the solutions recommended by the manufacturer.

Strict adherence to diagnostic procedures: Technicians must strictly follow the diagnostic procedures specified by the manufacturer to ensure correct diagnosis and avoid errors.

Consulting up-to-date information from the manufacturer: Technology and diagnostic procedures are constantly evolving, and technicians must stay current with the latest information and repair methods provided by the manufacturer.

By implementing these measures, organizations can significantly improve the diagnostic process, increasing accuracy, efficiency, and customer satisfaction. Accurate and timely diagnosis is essential to ensure efficient repair and to build a trusting relationship with customers, thus contributing to the long-term success of the car service.

4.2.4. Repair: Optimizing the Repair Process and Ensuring Customer Satisfaction

The repair process is the central stage of after-sales service, where faults identified in the diagnostic stage are rectified and the vehicle is returned to a roadworthy condition according to the manufacturer’s specifications. The quality and efficiency of this process has a direct impact on customer satisfaction and on the reputation of the car service.

Critical success factors:

Technician qualifications and adherence to procedures: Technicians must possess the necessary knowledge and skills to perform repairs correctly and efficiently. Strict adherence to the manufacturer’s recommended repair procedures is essential to ensure the quality of the work and to avoid future problems.

Spare parts availability and efficient stock management: To avoid delays in the repair process, it is crucial to ensure the availability of the necessary spare parts. Effective stock management, based on accurate forecasting and close communication with suppliers, can help to reduce waiting times and increase customer satisfaction.

Initiative-taking communication with customers: In the event of unforeseen delays or additional costs, it is essential to communicate proactively and transparently with customers. This open and honest approach can help manage customer expectations and prevent dissatisfaction.

Proposed improvement measures:

Implementing a visual management system: Using a visual management system, such as a Kanban board or specialized software, can facilitate real-time monitoring of the repair status. This allows any bottlenecks or delays to be quickly identified and corrective action to be taken to ensure on-time delivery to customers.

Optimizing the spare parts supply process: Reducing waiting times for spare parts can be achieved by better planning of parts requirements, collaborating closely with suppliers, and using digital technologies to automate and speed up the ordering and delivery process.

Use of digital technologies for customer communication: Implementing a digital communication system that allows customers to follow the status of the repair in real time and receiving notifications of any changes can increase transparency and improve customer experience.

Consultation of technical documentation and up-to-date information: Technicians must have access to complete and up-to-date technical documentation provided by the vehicle manufacturer to conduct repairs correctly and according to specifications. It is also important to regularly consult the technical information and bulletins issued by the manufacturer to keep abreast of the latest repair procedures and methods.

Highlighting the deadline and proactively informing the customer: The deadline for completing the repair should be clearly communicated to the customer and should be continuously monitored by the workshop manager and service advisor. If unforeseen delays or problems arise, the customer must be informed immediately, and their agreement must be obtained for any changes to the deadline or costs.

Obtaining customer agreement for additional work: Any additional work, not initially agreed with the customer, must be approved by the customer before it is conducted. This transparent and ethical approach helps to build trust with clients.

By implementing these measures, organizations can ensure an efficient, high-quality, and customer-focused repair process, helping to increase customer satisfaction and enhance the reputation of the car service.

4.2.5. Vehicle Handover: Improving the Handover Process and Collecting Feedback

Vehicle handover is the final stage of the service process and has a significant impact on the customer’s overall perception of the quality of the service provided. This stage involves not only the physical return of the vehicle, but also transparent and detailed communication with the customer and ensuring that the customer is fully satisfied with the results of the intervention.

Critical success factors:

Final quality check: Before handing over the vehicle, it is essential to conduct a rigorous final check of the quality of the work conducted and the general appearance of the car. This includes both a thorough visual inspection and a test drive in conditions like those described by the customer, to confirm that the faults have been fully rectified, and that the vehicle is working properly.

Clear explanation of the invoice and the work conducted: The service adviser should clearly and transparently present the details of the invoice to the customer, explaining each piece of work conducted and the associated costs. This transparent approach helps to build trust and avoid misunderstandings.

Collecting feedback and handling complaints: Customer feedback is a valuable source of information for continuous service improvement. The systematic collection of feedback and the implementation of an effective complaint handling process enable the organization to identify and correct any shortcomings, contributing to increased customer satisfaction.

Proposed improvement measures:

Implement a standardized handover process: A clear and well-defined process, including a rigorous final quality check, a detailed presentation of the work conducted, and a transparent explanation of the invoice, can ensure positive and consistent customer experience.

Preparing the vehicle for handover: Before being handed over to the customer, the vehicle must be washed and cleaned, and all traces of the work must be removed. It is also important to check that the exterior and interior condition of the car corresponds to that at the time of receipt and to inform the customer if there are any differences.

Delivery of replaced parts: Replaced parts should be delivered to the customer in their original packaging, properly protected to prevent fluid leakage. This practice demonstrates transparency and professionalism.

Use of digital tools: Technology can facilitate the handover process by allowing customers to pay online or via mobile terminals, as well as provide direct feedback via dedicated applications or platforms.

Implementation of an effective complaint handling system: In the event of a customer being dissatisfied with the service provided, it is essential to have a clear and transparent complaint handling process in place to allow for a quick and amicable resolution of the situation.

Scheduling the handover and avoiding overcrowding: The service advisor should schedule the handover at a time that is convenient for the customer, thus avoiding overcrowding and excessive waiting times.

Collecting feedback and implementing loyalty programs: After the handover, it is important to collect feedback from the customer about their experience with the service. This feedback can be used to identify areas for improvement and to develop loyalty programs that reward loyal customers and encourage them to return.

Figure 4 summarizes the critical success factors in the vehicle handover process, highlighting the importance of final quality checks, transparent communication, feedback collection, and complaint handling.

Figure 5 illustrates the importance of quality assurance at all stages of the service process, from scheduling to handover, to achieve customer satisfaction and increase organizational performance.

By implementing these measures and adopting an initiative-taking, customer-focused approach, organizations can turn the process of handing over vehicles into a time to strengthen customer relationships and increase customer loyalty, thereby contributing to the long-term success of the car service.

In addition, this paper emphasizes the importance of continuously measuring performance and identifying areas for improvement. By collecting and analyzing feedback from customers, organizations can gain valuable insights into their perceptions of service quality and identify opportunities for continuous improvement.

Finally, the authors propose a simple survey based on three key questions that can be used to assess customer satisfaction and identify areas where service can be improved.

By implementing these recommendations and adopting a customer-centric and quality-focused organizational culture, automotive service organizations can achieve superior performance and build strong, long-term relationships with their customers.

4.3. Performance Targets and the Need for Continuous Improvement

To assess the service department’s performance and identify areas for improvement, the research team, in collaboration with the service department management, conducted an analysis of service activity reports from the first half of 2023, comparing it to the same period in 2022. A key indicator used in this assessment is the average number of hours sold per vehicle entered for service. The benchmarks for this indicator vary by type of workshop: 3.5 h for passenger cars, 5 h for commercial vehicles, and 10 h for damaged vehicles.

These benchmarks are derived from industry standards and best practices, based on historical data and expert recommendations within the automotive service sector. They represent the average number of hours that a well-managed workshop should be able to invoice for each type of vehicle, considering factors such as the complexity of repairs, technician efficiency, and resource availability.

Although progress has been made in terms of average hours invoiced per workshop order, there is still a gap with the benchmarks, as can be seen in Table 1. This gap indicates that there is still potential to increase revenue and profitability by optimizing processes and increasing efficiency. Also, analyzing customer feedback can reveal opportunities to improve service quality and customer experience, helping to increase customer satisfaction and loyalty.

Therefore, service process modeling is a necessity for organizations that want to improve their performance and remain competitive in the automotive after-sales market.

Implementing the measures proposed in this section can help achieve these goals and ensure the long-term success of the organization.

5. Results and Discussions

Data analysis and implementation of service process improvement measures have led to several positive results demonstrating the impact of process modeling on performance in the automotive industry.

5.1. Enhanced Efficiency and Productivity Through Process Optimization

This subsection presents the results of our analysis of service activity reports and participatory direct observation, focusing on the impact of process optimization measures on efficiency and productivity. The data analyzed includes key performance indicators such as downtime, technician productivity, and communication efficiency, measured before and after the implementation of the proposed process improvements.

Data from the service activity reports indicate that careful monitoring of the diagnostic process and more efficient allocation of resources has reduced downtime and increased technician productivity.

Observations from the participatory direct observation revealed that the implementation of digital tools and a visual management system has facilitated communication between departments and allowed for better coordination of activities, contributing to the overall efficiency of service processes.

Analysis of the service activity reports shows that efficient management of spare parts stocks has reduced waiting times and ensured the availability of parts needed for repairs, leading to increased productivity and customer satisfaction.

5.2. Improved Customer Satisfaction Through Effective Communication and Personalized Service

This subsection presents the results of customer feedback collected through questionnaires and satisfaction assessment tools, along with observations of employee–customer interactions, focusing on the impact of communication and personalized service on customer satisfaction. The analysis includes data on customer satisfaction scores, feedback comments, and observed communication practices.

Customer feedback analysis indicates that constantly informing customers about the status of repairs, delays, or additional costs has helped to increase transparency and confidence in the services provided. Implementing automatic notification systems and digital communication tools can facilitate this process and improve customer experience.

Observations of service advisor interactions with customers revealed that taking a personalized approach to each customer and demonstrating empathy for their needs and expectations has led to increased satisfaction and loyalty. Service advisors trained in communication and active listening techniques can make a significant contribution to building strong customer relationships.

Service advisors play an important role in building strong customer relationships. They are the primary point of contact for customers and are responsible for managing their expectations, addressing their concerns, and ensuring their satisfaction.

The selection of service advisors is based on a combination of factors, including the following:

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Technical Expertise: Possessing a strong understanding of automotive systems, repair procedures, and industry standards.

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Communication Skills: Demonstrating excellent interpersonal and communication skills, including active listening, empathy, and clear articulation.

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Customer Focus: Exhibiting a genuine commitment to customer satisfaction and a willingness to go the extra mile to meet their needs.

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Problem-Solving Abilities: Having the ability to effectively address customer issues, resolve conflicts, and find solutions that meet both customer and organizational needs.

Once selected, service advisors undergo comprehensive training programs that cover various aspects of their role, including the following:

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Technical Training: In-depth knowledge of vehicle systems, repair procedures, and industry standards.

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Customer Service Training: Development of effective communication, active listening, and conflict resolution skills.

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Sales and Marketing Training: Techniques for identifying customer needs, offering appropriate solutions, and promoting additional services.

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Software and Systems Training: Proficiency in using the organization’s electronic management system and other relevant software tools.

The assignment of responsibilities for service advisors is based on their experience, expertise, and performance. They are typically assigned to specific teams or departments within the service organization, where they are responsible for managing customer interactions, scheduling work, and ensuring the smooth flow of service processes.

Data from the complaint handling system shows that the implementation of an effective complaint handling system has allowed for quick and amicable resolution of any grievances, helping to maintain a positive relationship with customers.

5.3. Positive Impact on Financial Performance

This subsection presents the results of the analysis of financial data extracted from the organization’s electronic management system, focusing on the impact of process improvements on financial performance. The data analyzed included revenue from service and parts sales, operational costs, and average billed hours per shop order.

Analysis of financial data shows that by optimizing processes and increasing efficiency, an increase in the number of hours billed and revenue generated from the sale of parts and services was achieved. Service advisors trained to offer and sell additional services can contribute to increased revenue, as shown in this paper.

Eliminating inefficiencies and downtime has led to a reduction in operational costs, contributing to increased profitability. For example, the implementation of an automated working time monitoring system can help to identify and eliminate non-value-adding activities.

As illustrated in Figure 6, Figure 7, Figure 8 and Figure 9, the positive evolution of average billed hours per shop order demonstrates the direct impact of process modeling on performance. These figures show a significant increase in the average number of hours billed per shop order in 2023 compared to 2022, especially in the first semester. This increase indicates better utilization of resources and increased efficiency in service processes.

Figure 6, Figure 7, Figure 8 and Figure 9 illustrate the evolution of invoiced hours, a key indicator of service department performance. In these figures, the X-axis represents the months of the year, while the Y-axis indicates the average number of hours invoiced per service order or the total invoiced hours. The bars are color-coded to distinguish between the data from 2022 (blue) and 2023 (orange), allowing for a direct comparison of performance across the two years.

Figure 6, Figure 7 and Figure 8 specifically show the average number of hours invoiced per order for each vehicle type (passenger cars, commercial vehicles, and damaged vehicles, respectively). An increase in this metric from 2022 to 2023 suggests improved efficiency in service delivery, as technicians are, on average, billing more hours per service visit. This could be attributed to factors such as better diagnostic procedures, optimized repair workflows, or increased sales of additional services.

Figure 9 presents the total invoiced hours for all service types combined. While it shows a slight decrease in 2023 compared to 2022, it is crucial to consider this in conjunction with the average hours per order. As observed in Figure 6, Figure 7 and Figure 8, the increased average invoice value may compensate for the reduced volume, indicating a shift towards higher-value services.

It is important to note that the data presented in Figure 6, Figure 7, Figure 8 and Figure 9 represent the first six months of 2022 and 2023.

The positive evolution of average billed hours per shop order, illustrated in Figure 6, Figure 7 and Figure 8, demonstrates the direct impact of process modeling on performance. It is important to note that the data presented in Figure 6, Figure 7, Figure 8 and Figure 9 represent the first six months of 2022 and 2023. These figures show a significant increase in the average number of hours billed per shop order in 2023 compared to 2022, especially in the first semester.

It is important to note that these figures reflect the performance of a single service provider organization and may be influenced by specific local market conditions and operational factors. Further research involving a larger sample size could provide a broader perspective on these trends.

5.4. Discussions

The results of this study confirm the positive impact of service process modeling, indicating that managers can use process optimization as a tool to achieve significant improvements in efficiency, customer satisfaction, and profitability.

By optimizing service processes, such as vehicle scheduling, acceptance, diagnosis, repair, and handover, organizations can achieve significant improvements in efficiency, customer satisfaction, and profitability.

The implementation of the proposed measures, such as optimizing resource allocation, improving customer communication, ensuring technical competence, and enhancing the handover process, has led to tangible benefits for the organization studied.

These results demonstrate the effectiveness of service process modeling as a strategic tool for improving service operations and achieving superior performance in the automotive industry.

Our findings are consistent with previous research highlighting the importance of process modeling and quality management in enhancing organizational performance.

Crosby [1] emphasizes the importance of “getting it right the first time” and defect prevention, which are the principles underlying process modeling and quality management. Implementing standardized processes and rigorous checks can reduce errors and increase efficiency, as demonstrated in this study.

Imai [13], in his “Kaizen” concept, promotes continuous improvement to increase efficiency and eliminate waste. Implementing a visual management system and collecting customer feedback can be useful tools for identifying and implementing continuous improvement.

Ohno [14], through the Toyota Production System, demonstrated that eliminating non-value-added activities and optimizing workflow can lead to significant increases in productivity. In the context of after-sales service, this can translate into reduced waiting times, ensuring the availability of spare parts, and improved communication between departments.

This study makes several unique contributions to the understanding of service process modeling in the automotive industry.

First, it provides an integrated perspective on service processes, considering their interconnections and their impact on overall performance. This holistic approach allows for a more comprehensive understanding of how different service processes interact and influence each other, leading to a more effective identification of improvement opportunities.

Second, it focuses specifically on the automotive industry, investigating the specific challenges and opportunities of the automotive sector and proposing context-specific solutions. This targeted approach ensures that the findings and recommendations are relevant and applicable to the unique context of the automotive industry.

Third, it provides practical recommendations, translating research results into concrete and applicable measures to improve performance in automotive service. This actionable guidance enables managers and practitioners to implement the findings of this study and achieve tangible improvements in their service operations.

The findings of this study have important implications for both academics and practitioners. For academics, this study contributes to the theoretical understanding of service process modeling and identifies future research directions.

By examining the interdependencies between service processes and their impact on overall performance, this study provides valuable insights into the dynamics of service operations in the automotive industry.

Moreover, this study’s focus on the specific challenges and opportunities in the automotive sector contributes to the development of context-specific knowledge and best practices.

For practitioners, this study offers practical guidance for improving service operations. Managers can use the identified critical success factors to prioritize areas for improvement, and the proposed measures provide concrete steps for optimizing specific service processes. For instance, the recommendations on implementing electronic scheduling systems can help managers to improve resource allocation and reduce customer waiting times, while the emphasis on training service advisors in communication skills provides a clear action plan for enhancing customer satisfaction.

The concrete and applicable recommendations presented in this study can be readily implemented by service managers and technicians to optimize their service processes, enhance customer satisfaction, and improve financial performance.

It is important to acknowledge that due to the nature of this single case study within a large, authorized dealership, the generalizability of these results to smaller independent repair shops or service centers with different organizational structures may be limited.

This study contributes a service process model tailored to the specific context of automotive repair services, providing a practical tool for organizations in this sector to improve their operations.

6. Conclusions

This study aims to address the following research questions:

• How can service processes be modeled in an automotive repair service provider organization to increase performance and ensure customer satisfaction?
• What are the critical success factors for each service process, and how can they be optimized to achieve superior performance?

Based on the analysis of service activity reports and participatory direct observation, the study has reached the following conclusions:

• Optimizing service processes, such as vehicle scheduling, acceptance, diagnosis, repair, and handover, has been shown to lead to significant improvements in efficiency, customer satisfaction, and profitability, as demonstrated by the increased number of hours billed and positive customer feedback (see Section 5.1, Section 5.2 and Section 5.3).
• Critical success factors for each service process include optimizing resource allocation and improving customer communication, which were addressed through measures such as implementing electronic scheduling systems and training service advisors (see Section 4.2).
• Implementing the proposed measures provides managers with a roadmap for achieving tangible benefits, such as reduced downtime and increased revenue from service and parts sales (see Section 5.1 and Section 5.3).
• Continuous staff training and investment in modern technology are key factors in ensuring superior performance and rapid, enabling service organizations to maintain a competitive edge (see Section 5.4)

These conclusions provide valuable insights for both academics and practitioners. Managers can leverage the findings to implement targeted interventions that improve service efficiency, enhance customer relationships, and drive financial performance. This study also offers academics a foundation for further research on service process optimization in the automotive sector.

While this study provides valuable insights into service process modeling in the automotive industry, it is essential to acknowledge its limitations.

• Single Case Study: This research focused on a single automotive repair service provider organization, which may limit the generalizability of the findings to other contexts. Future research could expand the scope to include multiple organizations to explore the potential influence of organizational size, structure, and culture on service process effectiveness.
• Focus on Operational and Financial Performance: This study primarily focused on the impact of process modeling on operational and financial performance, without exploring in detail the effects on other dimensions, such as employee satisfaction, environmental sustainability, and social responsibility. Future research could investigate these aspects to gain a more comprehensive understanding of the benefits of process modeling.
• Data Collection Period: The data collection period was limited to a specific timeframe, which may not capture the full range of seasonal or cyclical variations in service demand and performance. Future research could employ a longitudinal approach to track changes over a more extended period.

A key contribution of this research is the development of a service process model that integrates key performance indicators and best practices for service optimization in automotive repair.

To further validate these findings, future research should expand the scope to include a diverse sample of automotive service organizations, encompassing different sizes, structures, and service models.