Service Competencies FINAL 082708 Rev F

Service Competencies and Capabilities
Service Team Leader
Service Supervisor
Service Manager
Service Recruiter
Service Trainer

.

Executive Overview

© 2008 Caterpillar

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written permission of Caterpillar Inc.
This publication is designed to provide accurate and authoritative information in regard to the subject matter. It is
sold with the understanding that Business Performance Group, Inc. is not engaged in rendering legal, accounting,
or other professional service. If legal advice or other expert assistance is required, the services of a competent
professional should be sought.
Written by John Dieseth, President, Business Performance Group, Inc.
2 | P a g e © 2008 Caterpillar Inc. Rev F 082708

Executive Overview

Table of Contents Page

Executive Overview 4
Project Goal 4
Background Information 4
Project Team 5
Capabilities 6
Competencies 9
Competency Dictionary 15
Dealer Database 49
Bibliography 105

Notes

Executive Overview

Executive Overview
Project Goal
In 2008, a project was established by Global Manpower Development to determine the competencies
and selection process for Service Lead Hands, Supervisors and Managers, Service Recruiters, and Service
Trainers. Between February and May of 2008, interviews were conducted with six Dealers as well as
subject matter experts (“SMEs”) from the Marketing Groups (NACD, EAME, APD, LACD) and the
Marketing and Product Support Division (MPSD) in Peoria. The goal of these interviews was to establish
the best practice competencies and capabilities of service management positions within Dealerships.
Based on these interviews, a database of critical remarks and observations was created, and from the
information in the database, tentative selection capabilities and competencies were derived.
During June and July of 2008, the capabilities and competencies were validated by reengaging the
interviewed Dealers and SMEs. Based on these interviews, changes were made and incorporated into
this document.
Background Information
A competency can be defined as a cluster of related knowledge, skills, and attitudes that: 1) affects a
major part of one's job; 2) correlates with performance on the job; 3) can be measured against well‐
accepted standards; 4) can be improved via training and development 1 . A capability is a blend of
aptitude and personality traits. Capabilities are innate and difficult to change, and therefore, are part of
the selection and hiring process. Competencies, by definition, can be improved via training and
development and therefore can be learned.
In our interviews with Dealers, it was readily apparent that selecting individuals with the right
capabilities – the unique blend of aptitude and personality traits that makes a service leader – is central
to business success. Dealer after Dealer explained that competencies can be developed and taught, but
capabilities must be present in the individual at the time of hire – especially when managing today’s
service technicians.

1
Scott Perry, Training Magazine, June 1998.

Executive Overview

Given the focus on recruiting, attracting, and hiring for leadership capabilities, Dealers are willing to
construct extensive development programs to build competency. And indeed, each Dealer we
interviewed has such an effort. When a service technician moves to a supervisor or managerial role, or
an individual is brought in from the outside, he/she enters the position with a varying competency set
based on experiences, education, and previous training. Each person assuming one of these positions is
unique; no two individuals come into a position with exactly the same beginning competency level.
Therefore, a road map – a competency dictionary – is helpful to define best practices as a destination,
regardless of where a new manager begins or what pathway he/she takes.
The first purpose of this project is to define the capabilities required to be successful in these positions
and to build those capabilities into a selection process that will ensure highly‐capable individuals are
hired.
The second purpose of this project is to define the competencies required to be successful so to provide
a platform for the creation of assessments, training and development programs, and courses and
courseware to assist Dealers in the important competency development effort.
Project Team
Don Pratt, Project Manager

Mauricio D. Bonacchi John Van Hoek Frank J. Zawatski
Paul Bradshaw Larry J. Knapp Advisors
Jamie Casanova E Lee Maki Phillip E. Adams
K B Chua Kelley G. Maxwell Edward B. Cullen
Stephen M. Cline Richard J. Mizanin Lawrence J. Czernik
Peter J. Foxall Guillermo A. Russo Gerald L. Green
William P. Fusco Douglas J. Wright Marvin Matamoros

Executive Overview

Capabilities: Capability is a blend of aptitude and personality traits
Capabilities form the essence of the selection process. From the capability schedule, interview questions
and the selection process will be derived.

Capability Schedule: Service Team Leader, Service Supervisor, and Service Manager
Capability to Sub‐capability

Interact with people By ‐
Building, growing, and maintaining personal business relationships;
Listening empathically, guiding and counseling;
Building teams and being a team player

Lead By ‐
Determining, communicating, selling, and driving strategies;
Delegating and directing;
Coaching, counseling, and developing employees

Organize By ‐
Using relevant data/information, planning and scheduling;
Using time effectively – self and team;
Being accountable – self and team

Make decisions By ‐
Recognizing and analyzing problems;
Calculating, weighing, and selecting information‐driven alternatives;
Determining situations where additional input is required, acquiring input;
Taking action


Executive Overview

Capability Schedule: Service Recruiter

Interact with People By ‐
Building, growing, and maintaining business personal relationships;
Listening empathically, guiding and convincing;
Handling rejection

Persuade By ‐
Making effective presentations – large and small group, one‐on‐one;
Dealing with objections and concerns;
Identifying needs for support material and content;
Closing

Organize By ‐
Setting goals, planning and scheduling;
Using time effectively and efficiently;
Being accountable and self‐directed

Make decisions By ‐
Evaluating individuals dispassionately;
Weighing and selecting information‐driven alternatives;
Taking action


Executive Overview

Capability Schedule: Service Trainer

Interact with people By ‐
Building, growing, and maintaining business personal relationships;
Reacting and listening empathically, guiding and counseling;
Adapting to individual learning needs, keeping all involved in learning;
Handling challenging questions

Facilitate By ‐
Making effective presentations – large and small group, one‐on‐one;
Communicating clearly and concisely;
Interacting and engaging with the participants

Organize By ‐
Setting goals, planning and scheduling;
Using time effectively;
Maintaining schedule and coordinating with organizations being support
for involvement of their people;
Being accountable to corporate goals

Develop programs By ‐
Assessing and determining needs;
Tailoring and customizing courses and courseware;
Identifying applicable programs/development available that addresses
needs (i.e. community college for PC program), including scheduling
options;
Evaluating results and correcting as necessary


Executive Overview

Competency: A competency can be defined as a cluster of related knowledge,
skills, and attitudes that: 1) affects a major part of one's job; 2) correlates with
performance on the job; 3) can be measured against well‐accepted standards; 4)
can be improved via training and development.2
Competencies form the basis of the training and development system. When competencies have been
determined, a manager can be assessed against the competencies and an individual learning plan can be
created to achieve the requisite level.
About the Competency Tables
The left side of the competency table indicates the topic area:
People Leadership
Information Systems
Work Order Systems Execution
Financial Literacy
The competency is listed in the second column as well as the knowledge, skills, and attitudes
incorporated into the competency.
Columns three through seven contain a number from 1 to 3 (or they are blank), indicating the
proficiency required for the service management position (team leader, supervisor, manager, recruiter,
or trainer):
< Blank > No significant proficiency needed
1 Foundational proficiency
2 Intermediate proficiency
3 Expert proficiency

2
Scott Perry, Training Magazine, June 1998.

Executive Overview

Service Management Competencies Table 4.01
Supervisor
Recruiter
Manager
Service
Trainer
Leader
Team
Category Competencies - Knowledge; Skills; Attitudes
Competent at….
01 Building a High-Performing Team - The individual will: knowledge –

know the team building process, know how to accept accountability and
hold people accountable, know how to delegate, direct, and evaluate
employees, know how to motivate, communicate expectations, and create
1 2 3 1 1
a service attitude; skills – build a great team within his/her span of control
and with others in the Dealership; attitudes – value effective motivated
teams as a method of accomplishing Dealer profitability and customer
satisfaction
02 Coaching/Counseling - The individual will: knowledge – know the

coaching/counseling process, know how to listen, provide constructive
feedback, and communicate roles and responsibilities; skills – use and
2 2 3 3 1
maintain a good coaching/counseling process, listen well; attitudes – value
the importance of honest and forthright coaching/counseling and listening
in achieving superior employee performance, take the time for these tasks
03 Communicating - The individual will: knowledge – know how to

proactively communicate verbally (i.e., face-to-face, over the telephone)
People Leadership
and in writing (i.e., emails, text, etc.) with customers, peers, and reports; 2 3 3 3 3
skills – communicate clearly and concisely; attitudes – value effective
communication as a management tool and take time to communicate
04 Dealing with Conflict - The individual will: knowledge – know conflict

management techniques for customers, employees, and peers; skills – use
2 3 3 3 3
good conflict management methods; attitudes – value the importance of
conflict management
05 Dealing with Different Personality Styles - The individual will:

knowledge – know different customer/employee personality styles and how
to manage/lead each, know how to avoid, prevent, and handle harassment
issues, know how to determine a person's style; skills – use nuances of 1 2 3 3 3
personality types in managing/leading, prevent harassment; attitudes –
value how individuals react according to their style and the importance of
harassment prevention
06 Developing Training - The individual will: knowledge – know how to

determine training needs, create learning objectives, develop and
assemble a training curriculum/program (group and individual), and assess
2 2 2 2 3
results; skills – develop effective training and training events that achieve
assessed learning objectives; attitudes – value learning objectives, good
curriculum design, and the importance of ongoing training and assessment

Executive Overview

Service Management Competencies Continued Table 4.02
Supervisor
Recruiter
Manager
Service
Trainer
Leader
Team
Competent at….
07 Training/Facilitating - The individual will: knowledge – know how to
train/facilitate adult learning, know how to establish rapport and engage
2 2 2 3 3
participants; skills – train/facilitate adult learning well; attitudes – value the
importance of adult learning techniques
08 Handling Personal Stress - The individual will: knowledge – know how

to deal with stressful personal situations, both immediate and on-going;
2 3 3 1 2
skills – handle stress well; attitudes – value the importance of personal
health to the job and personal performance
09 Leading People - The individual will: knowledge – know how to lead
employees and manage change; skills – provide leadership for his/her
employees and manage change well; attitudes – value the importance of 1 2 3 1 1
teamwork, corporate culture, change management, and Caterpillar/Dealer
vision/values
People Leadership
10 Managing Bosses, Peers and Former Peers - The individual will:

knowledge – know techniques to manage/lead former peers (technicians),
current peers (PSSRs, ISRs, etc.), and bosses/executives (managing up);
3 2 3 1 2
skills – deploy former peer management /leadership techniques and work
with current peers and superiors well; attitudes – value the challenges of
managing/leading former and current peers, and working with supervisors
11 Managing Customer Relationships - The individual will: knowledge –

know customer segmentation (i.e., lifetime value, product support type
[DIM,WWM,DIFM] etc.) and customer expectation/experience
1 3 3 1 2
management techniques to maintain/grow market share; skills – apply
customer expectation/management techniques to support marketing plan;
attitudes – value Caterpillar/Dealer customer relationships
12 Managing Performance -The individual will: knowledge – know the

Caterpillar/Dealer employee performance appraisal and goal setting
process; skills – conduct performance appraisals and set goals timely, 1 2 3 1 1
accurately, and to Caterpillar/Dealer standards; attitudes – value the role of
performance appraisals in improving employee performance


Executive Overview

Supervisor
Recruiter
Manager
Service
Trainer
Leader
Team
Competent at….
13 Marketing Product/Services - The individual will: knowledge – know
how to identify additional work, introduce needed associated
products/services into a customer conversation, position the appropriate
product/service, merchandise and capture more business; skills – 2 3 3 2 3
successfully market the Dealer's products/services and build preference for
the Dealership; attitudes – value the importance of excellent service
marketing to the Dealership and customer
14 Negotiating - The individual will: knowledge – know the

Caterpillar/Dealer negotiating process; skills – negotiate win-win
1 2 3 1 1
agreements with customers; attitudes – value achieving a win-win solution
to customer issues
People Leadership
15 Organizing - The individual will: knowledge – know how to evaluate and

handle competing demands and multi-task; skills – handle multiple
1 3 3 2 2
priorities effectively/efficiently and manage time well; attitudes – value the
importance of handling multiple priorities and prioritizing time
16 Presenting Information - The individual will; knowledge – know how to

present information to a small and large group, and one-on-one, for
1 2 3 3 3
comprehension, engagement and understanding; skills – present
effectively; attitudes – value the importance of engaging presentations
17 Selecting Employees - The individual will: knowledge – know the

Caterpillar/Dealer employee selection process and legal requirements;
skills – execute the selection process (recruits, screens, interviews, 1 2 3 3 1
assesses, coordinates); attitudes – value the importance of selecting the
right employees
18 Using the Telephone - The individual will: knowledge – know the

Dealer telephone answering/calling/customer service process for
customers; skills – use good telephone technique; attitudes – values good 2 3 2 2 1
telephone technique and understand the impact of poor technique on
customer relationships


Executive Overview

Supervisor
Recruiter
Manager
Service
Trainer
Leader
Team
Competent at….
19 Managing Customer Relationships and Information - The individual

will: knowledge – know the basics of the Dealer's customer relationship
Information Systems
management (CRM) system and the value of each customer to the Dealer; 2 2 3 2
skills – use the CRM system as necessary on the job; attitudes – value the
communication/data collection purpose of the CRM system
20 Using Caterpillar/Dealer Business/Service Systems - The individual

will: knowledge – know business and service systems and their
applications; skills – use the business and service systems effectively on- 1 2 3 1 3
the-job; attitudes – value the use of business systems to improve service
and productivity
21 Documenting Work Order Information and Quoting- The individual

will: knowledge – know what information and data to gather from the
customer and how to quote; skills – document effectively/efficiently in
2 3 2 2
Dealer work-order business system and prepare and communicate
accurate quotes; attitudes – value the need to document and quote
carefully/timely
22 Monitoring Job Progress - The individual will: knowledge – know how

to expedite work orders and assign the appropriate technicians; skills –
1 3 3 1
marshal resources to prosecute work orders effectively/efficiently; attitudes
– value the need to effectively/efficiently prosecute work orders
23 Planning - The individual will: knowledge – know how to
safely/efficiently/effectively deploy, schedule, and organize Dealer
resources (labor, tools, equipment, shop, etc.) to minimize lost time and job
stoppages; skills – plan safely/efficiently/effectively utilizing good
2 3 3 2
worksite/workshop layout material and labor flow; attitudes – value the
perish-ability of labor hours, importance of safety, cost of Dealer resources,
and the importance of removing blocking factors
24 Preparing Warranty Claims - The individual will: knowledge – know the

use, applicability, and requirements of Caterpillar/Dealer warranty; skills –
2 3 3 1
apply accurate/timely warranty claims to customer situations; attitudes –
value the importance of accurate/timely/precise warranty claims


Executive Overview

Service Management Competencies Completed Table 4.05
Supervisor
Recruiter
Manager
Service
Trainer
Leader
Team
Competent at….
25 Repairing Caterpillar/Dealer Products in Shop and Field - The

individual will: knowledge – know how to repair Caterpillar/Dealer products

in the shop and in the field (i.e., technical awareness); skills – diagnose
with, communicate to, instruct, and advise technicians/customers on 3 2 1 1 3
repairing Caterpillar/Dealer products; attitudes – value repair alternatives
for Caterpillar/Dealer products and values difference between shop and
field
26 Segmenting Work Orders - The individual will: knowledge – know how

to accurately and precisely segment work orders and update work orders
as a job progresses; skills – segment work orders effectively/efficiently, add 3 3 2 1
segment notes, order parts, and enter labor; attitudes – value the need to
segment work orders correctly
27 Accounting for Service - The individual will: knowledge – know the

basic principles of cost, revenue, and business accounting and how to
review operating statements; skills – manage revenues, expenses, and
1 2 3 1
inventory effectively/efficiently/accurately; attitudes – value the relationships
of resources (labor, tools, equipment, shop, etc.) and revenues (warranty,
customer billings, etc.) to Dealer profitability
28 Budgeting , Reporting and Forecasting- The individual will:

knowledge – know how to create a budget and forecast for his/her span of
control, report revenues and expenses and match these to the marketing
plan; skills – budget, report, and forecast accurately/timely, coordinate with 1 2 3 1 1
sales force (PSSR, ISR); attitudes – value the importance of adhering to a
budget, accurate reporting, good internal sales force communications, and
accurate forecasting
Financial Literacy
29 Utilizing Labor and KPI's - The individual will: knowledge – know how
to assign labor by evaluating the strengths/weaknesses of technicians and
job requirements, utilize KPIs to plan and operate the shop/field, allocate
1 2 3 1
labor correctly; skills – utilize labor and resources productively, allocate
correctly; attitudes – value the importance of applying labor resources
effectively/efficiently to work orders and using KPI metrics
30 Solving Problems/Exploiting Opportunities- The individual will:

knowledge – know basic quality problem solving/opportunity techniques
(fish bone diagram, etc.) and their applications and uses, and NPI process;
skills – apply quality techniques to service operations, NPI process to new 1 2 3 1 2
product introductions, and continuous improvement to service operations;
attitudes – value the importance of information-driven continuous
improvements
31 Implementing Strategic Business Plans- The individual will:

knowledge – know how to interpret the Dealer Service Plan ("the Plan") and
develop the strategies and tactics to achieve the Plan's goals, including
1 2 3 1 1
workforce and facilities planning; skills – successfully implement strategies
and tactics to achieve the Plan; attitudes – value the importance of aligning
strategies and tactics to the Plan and the planning process

Competency Dictionary

Service Team Leader
Service Supervisor
Service Manager
Service Recruiter
Service Trainer


Description
The competency dictionary includes the definitions from Tables 4.01 – 4.05, as well as examples for each
level of competency required.

For reference, Table 4.01 shows that for competency 01 Building a High‐Performing Team,
• level 1 or foundational is required for the Team Leader
• level 2 or intermediate is required for the Supervisor
• level 3 or expert is required for the Service Manager
• level 1 or foundational is required for the Recruiter
• level 1 or foundational is required for the Trainer
Derivation
The definitions and examples used in the dictionary were derived from Dealer interviews. The original
language was retained as much as possible, and in many cases, multiple examples were consolidated for
the purposes of the dictionary.


01 People Leadership: Building a High‐Performance Team
The individual will: knowledge – know the team building process, know how to accept accountability
and hold people accountable, know how to delegate, direct, and evaluate employees, know how to
motivate, communicate expectations, and create a service attitude; skills – build a great team within
his/her span of control and with others in the Dealership; attitudes – value effective motivated teams as
a method of accomplishing Dealer profitability and customer satisfaction
Performance Goals:
1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

Promotes teamwork and Builds a good team within his/her span Builds a functioning, high‐performing,
accountability within his/her of control and reaches out to others at cohesive team within his/her span of control
team. the Dealership. and with others in the Dealership.
Example Example Example
Holds direct reports When necessitated by an issue, Establishes effective proactive

accountable for assigned works cooperatively with business relationships to avoid
tasks (e.g., holds others in the Dealership (e.g., issues (i.e., with PSSRs/ISRs to
technician accountable promptly calls PSSR back ensure customer satisfaction; with
for completing an regarding a customer issue, accounting to ensure accurate and
assignment on time) timely answers accounting actionable financials)
Understands questions) Delegates to empower (e.g.,
strengths/weaknesses of Delegates as recommended by secondary interview responsibilities
team members ‐ job descriptions and for the new technician selection
delegates work tasks established protocol (e.g., process)
appropriately standard team leader, Evaluates direct reports candidly
Displays positive, can‐do supervisor, manager, recruiter, and recommends improvement
attitude with supervisors trainer divisions of activities (e.g., performance
and team responsibility) reviews, scheduled coaching)
Treats customers and Encourages a positive, Motivates (e.g., provides
other members of the motivational work compliments for jobs well done,
Dealership well (e.g., environment enthusiasm for tough assignments)
answers customer Demonstrates a care and Communicates expectations via
concerns) concern for the customer to written and oral feedback
others (e.g., promptly returns Creates a service attitude by
customer communications, demonstrating top‐notch care for
addresses customer with the customer and Dealership
respect)



02 People Leadership: Coaching/Counseling
The individual will: knowledge – know the coaching/counseling process, know how to listen, provide
constructive feedback, and communicate roles and responsibilities; skills – use and maintain a good
coaching/counseling process, listen well; attitudes – value the importance of honest and forthright
coaching/counseling and listening in achieving superior employee performance, take the time for these
tasks
Performance Goals:

Works with new/inexperienced Listens/watches for personnel issues Actively schedules time to coach with his/her
team members to increase skills that may impact the performance of the
team; watches for opportunities to coach that
by coaching/counseling. team – both technical and arise from work situations; responsive to
Coaches/counsels for personnel interpersonal; coaches/counsels as counsel when productive and/or required. Is
issues as they arise. Actively indicated/required. Coaches routinely.
sensitive to and listens for personnel issues
ensures roles and responsibilities that impact the business and
are understood. Example proactively/positively intervenes when
appropriate.
Example Is a “sounding board” for team
members with business‐related
personnel issues (e.g., team Example
Coaches one‐on‐one to
raise performance/ member wants to discuss
career path ideas) Creates a continuous improvement
improve skills (e.g.,
Counsels to intervene in environment (e.g., KPIs improve
works with new
potentially negative situations steadily over time, financial
employee understand
(e.g., employee is late for work; performance improves, customer
unique technical
brainstorms with employee on satisfaction/loyalty improves)
procedure)
potential solutions, holds Uses a developmental approach
Intervenes when
employee accountable for where personal improvement
disruptive conflict
implementing preferred among team members is
apparent between team
solution[s]) encouraged, supported, required
members (e.g., two
Coaches to raise technical Establishes/implements effective
technicians upset with
performance (e.g., pairs documented coaching process for
one another over picking
veteran technician with both technical and human resource
up/returning tooling)
inexperienced technician to issues with team (e.g., use of new
Ensures team members
transfer knowledge/skills of a tooling [technical], arriving at work
understand
challenging non‐routine repair) on time [people skills])
assignments/
Has “ear to the ground” to detect
accountabilities (e.g.,
personnel issues that may impact
sets expectations for
the team (e.g., conflict between
expected work load with
team members)
technicians, their
Provides positive/corrective
responsibilities)
feedback to encourage growth and
better performance



03 People Leadership: Communicating
The individual will: knowledge – know how to proactively communicate verbally (i.e., face‐to‐face, over
the telephone) and in writing (i.e., emails, text, etc.) with customers, peers, and reports; skills –
communicate clearly and concisely; attitudes – value effective communication as a management tool
and take time to communicate
Performance Goals:

Uses all elements of verbal Understands when to communicate and Proactively seeks the opportunity to use
communication – word choice, looks for opportunities to enhance communications to raise performance, head
tone of voice, body language – to understanding. off problems, and align expectations.
accurately communicate face‐to‐
face and over the telephone; Example Example
writes understandably and
Proactively briefs customers Reaches out to customers with
concisely. when situations change (e.g., business enhancement ideas (e.g.,
calls customer when part delay notices repair after failure which
Example causes repair completion to be may have been avoided by
delayed) preventive maintenance; suggests
Aligns customer Corrects alternatives to customer and refers
expectations with misunderstandings/addresses to sales group)
performance (e.g., concerns (e.g., notices error in Informs peers of opportunities to
informs customer of accounting report; calls author increase customer satisfaction (e.g.,
expected completion and communicates issue) discusses with sales team member
time of repair, ensures Communicates and opportunity to communicate
communication is disseminates corporate preventive maintenance options to
accurately understood) communication and a customer)
Coordinates with other information (e.g., calls together Tests for understanding/clarifies as
departments (e.g., trainer team to inform/discuss needed (e.g., communicates a
communicates with
proposed change to overtime policy change to reports; checks
facilities when rooms are policy) back a few days later to test for
required)
understanding/clarify/clear up
Accurately informs misunderstandings)
supervisor if tasks are

delayed/postponed (e.g.,
recruiter informs

supervisor when a
planned job fair is
postponed)



04 People Leadership: Dealing with Conflict
The individual will: knowledge – know conflict management techniques for customers, employees, and
peers; skills – use good conflict management methods; attitudes – value the importance of conflict
management
Performance Goals:

Addresses conflict using good Mediates conflict successfully between Proactively seeks to handle situations where
conflict management techniques others or on behalf of the Dealership. unaddressed conflict may hinder
when apparent and/or directed at performance or prevent performance
him/her. Example improvement.
Example Mediates conflict involving Example

customers (e.g., customer calls
Addresses conflict with in upset because rebuilt Proactively handles potential future
customers (e.g., customer cylinder bent soon after the conflict with customer (e.g.,
walks through machine was put back in customer almost out of warranty
department and notices a service) and a potential problem is noticed
technician on a personal Mediates conflicts between by a technician)
call) peers (e.g., employees on the Proactively handles potential future
Addresses conflict among day shift are upset with conflict among peers (e.g., policy
peers (e.g., receives call employees on the night shift change on reporting expenses
team member didn’t turn for improper use/return of affects team members and may
in an internal report on tooling) produce conflict)
time) Mediates conflict involving an Proactively handles potential future
Address conflict among employee (e.g., team member conflict among employees (e.g.,
employees (e.g., counsels was supposed to show up at overhears a team member mutter
a team member who jobsite at 7:00 a.m.; customer “That’s not my job” when given an
feels “cheated” when calls at 7:20 a.m. because assignment or task)
another team member technician is not on site)
was promoted)



05 People Leadership: Dealing with Different Personality Styles
The individual will: knowledge – know different customer/employee personality styles and how to
manage/lead each, know how to avoid, prevent, and handle harassment issues, know how to determine
a person's style; skills – use nuances of personality types in managing/leading, prevent harassment;
attitudes – value how individuals react according to their style and the importance of harassment
prevention
Performance Goals:

Understands and recognizes how Knows how to determine a Applies knowledge of personality style to
personality styles affect customer customer’s/employee’s personality style day‐to‐day job.
and employee relationships. by observing/listening. Managers/leads
Manages/leads to avoid workplace using understanding of personality Example
harassment and/or styles.
Educates/coaches (e.g., trainer uses
misunderstandings. knowledge of learning types to
Example
appeal to visual, audio, and
Example kinesthetic learners)
Can determine style based on
Uses nuance of personality style in
Recognizes customers observable characteristics
managing/leading (e.g.,
have different personality Manages/leads using style
understands an introverted
styles and different ways (e.g., understands how to avoid
individual is likely to be more
of interacting with the potential conflict in teaming up
comfortable mentoring [one‐on‐
Dealership individuals with dramatically
one] than demonstrating a skill in
Recognizes employees different styles)
front of a class)
have different personality Provides customer service
Establishes an inclusive culture
styles and must be applying style (e.g., strikes up a
where different personality styles
managed and led conversation with warm,
feel comfortable and valued
differently gregarious customer/gets right

Prevents harassment to the point with a direct
issues within the team customer)



06 People Leadership: Developing Training
The individual will: knowledge – know how to determine training needs, create learning objectives,
develop and assemble a training curriculum/program (group and individual), and assess results; skills –
develop effective training and training events that achieve assessed learning objectives; attitudes –
value learning objectives, good curriculum design, and the importance of ongoing training and
assessment
Performance Goals:

Understands/implements Knows how to observe/assess a team Applies formal assessments, creates learning
assessment of individual member and create simple learning objectives from assessments,
performance within the team; objectives. Crafts learning interventions designs/selects curriculum to achieve
designs and creates on‐the‐job to improve performance. learning objectives, and measures outcomes
training (OJT) experiences and against learning objectives.
activities; promotes on‐going Example
learning. Example
Observes competency (e.g.,
observes a new technician Can select and administer
Example
perform a service task and assessments (e.g., selects an off‐
diagnoses performance the‐shelf assessment to assess
Performs on‐boarding
deficits) proficiency in engine valve lash
assessment for new team
Instructs (e.g., can explain adjustment)
members (e.g.,
concepts and techniques using Can design/select curriculum (i.e.,
determines new
support materials [i.e., OMM, courses and courseware) (e.g.,
technician needs
test engines, etc.]) designs/selects a classroom and
instruction on Cat
Demonstrates within area of hands‐on course to achieve
preventive maintenance
competence (e.g., shows a new competency in engine valve lash
practices)
technician how to perform a adjustment)
Creates OJT experiences
task) Makes assignments based on
(e.g., rotates new
assessment (e.g., assigns technician
technician with
experienced techs on to a course based on assessment
different projects) and current proficiency)
Promotes on‐going Tests competency against learning
learning (e.g., supports objectives (e.g., technicians
training on new products, demonstrate competency in
technologies, and adjusting valve lash on a machine)
methods)



07 People Leadership: Trains/Facilitates
The individual will: knowledge – know how to train/facilitate adult learning, know how to establish
rapport and engage participants; skills – train/facilitate adult learning well; attitudes – value the
importance of adult learning techniques
Performance Goals:

Provides hands‐on training, breaks Provides hands‐on training to Facilitates groups by establishing rapport
down complex steps, engages individuals and small groups within area and engaging participants. Applies adult
participants, and instructs. Checks of personal competency by engaging learning techniques.
competency. the learner, establishing creditability
and competency. Understands adult Example
Example learning techniques.
Establishes rapport with students,
Breaks down complex prompting questions and dialogue
Example
steps into tasks (e.g., Engages participants in the
step: replace a torque course/courseware; adjusts flow to
Instructs on new product (e.g.,
converter; tasks: maximize learning
learns about the product at a
diagnose problem, Promotes inquiry and discovery
train‐the‐trainer session,
acquire parts and tooling, Tests competency
disseminates information, and
remove guards, etc.)
trains team)
Instructs (e.g., shows new Engages learner by asking
technician how to replace questions, involving, and
a torque converter) challenging the learner (e.g.,
Checks (e.g., asks demonstrates engine rebuild
technician to perform the procedure asking questions,
task themselves, checking prompting discussion)
for accuracy and Understands styles of learning
competency) (e.g., adjusts demonstration
according to styles, provides
visual/audio and hands‐on
instruction)



08 People Leadership: Handling Personal Stress
The individual will: knowledge – know how to deal with stressful personal situations, both immediate
and on‐going; skills – handle stress well; attitudes – value the importance of personal health to the job
and personal performance
Performance Goals:

Uses stress handling techniques to Assists team members and customers in Designs work activities and customer
cope with the challenging service defusing stressful situations. interactions to reduce stress.
environment.
Example Example
Example
Promotes stress reduction Establishes procedures to handle
Separates business among team members (e.g., high‐pressure scheduling situations
conflict (e.g., when a offers encouragement and through proactive communication
customer is upset, does support) Engages team and customer in
not take it personally) Engages customers to reduce dialogue about realistic
Uses relaxation stress (e.g., listens empathically expectations
techniques (e.g., reduces and offers solution) Promotes work/life balance
tension in shoulders by
relaxing shoulder
muscles)
Uses stress avoidance
techniques (e.g., time
management)



09 People Leadership: Leading People
The individual will: knowledge – know how to lead employees and manage change; skills – provide
leadership for his/her employees and manage change well; attitudes – value the importance of
teamwork, corporate culture, change management, and Caterpillar/Dealer vision/values
Performance Goals:

Builds productive business Instills vision in team members. Creates vision from Dealer mission
relationships within team and with statement, service plan, budgets, and KPIs
customers. Gains respect. Takes Example that is actionable within the team,
responsibility and is a role model. communicable to customers, and
Communicates vision in easily
understood language and understood within the rest of the
Example organization.
demonstrates commitment to
the vision through his/her
Establishes supportive Example
actions
business relationships
Engages others in
with team members and Creates an easily understood vision
implementing the vision (e.g.,
customers (e.g., from budgets, forecasts, KPIs, and
asks input and advice on
customers actively other metrics and plans
reducing work‐in‐process of
approach and engage; Communicates vision clearly to
technicians and acts on the
team members look to team through actions and words
advice)
manager as a resource (e.g., demonstrates concern for

and problem solver) customers by attending customer

Gains respect within events; demonstrates philosophy of
team and among repair before failure by promoting
customers (e.g., takes preventive maintenance)
ownership of problems, Promotes communication and
demonstrates concern bridges gaps between service and
and understanding, is other Dealer departments (e.g.,
seen as “go to” person) represents department at company
New team members seek functions; articulates vision to
to emulate and strive to peers/executives)
avoid “letting him/her
down”
Sets himself apart as a
leader – not buddy or
friend – by accepting and
taking responsibility for
results and the
achievement of
objectives



10 People Leadership: Managing Bosses, Peers, and Former Peers
The individual will: knowledge – know techniques to manage/lead former peers (technicians), current
peers (PSSRs, ISRs, etc.), and bosses/executives (managing up); skills – deploy former peer
management /leadership techniques and work with current peers and superiors well; attitudes – value
the challenges of managing/leading former and current peers, and working with supervisors
Performance Goals:

When promoted, effectively Engages and relates well with peers Actively supports his/her manager/leader.
manages relationships with former (employees at the same level). Manages the relationship with his/her boss.
peers.
Example Example
Example
Avoids conflict and confusion When requested, provides honest
Re‐establishes by working closely with peers feedback to policies and procedures
relationships with former (e.g., supervisor coordinates and supports outcome (e.g., when
peers suitable to schedule with other asked, presents viewpoint on
management/leadership supervisors when they are decision to hire new technicians
position (e.g., new team potentially impacted) and supports the final decision
leader redefines Promotes teamwork across regardless of personal opinion)
relationship with other departments and good Handles issues at his/her level and
technicians as manager, communication defers issues to manager when
not “buddy” or friend) Prevents escalation of issues by appropriate
Gains respect from proactive problem solving Proactively communicates areas of
former peers by treating concern or personal observation
them fairly and honestly that plans/objectives/goals are
(e.g., new team leader significantly off course
treats every technician
equally well, without
favoritism or special
treatment)
Builds team as quickly as
possible with former
peers
Represents the Dealer to
his/her former peers



11 People Leadership: Managing Customer Relationships
The individual will: knowledge – know customer segmentation (i.e., lifetime value, product support type
[DIM,WWM,DIFM] etc.) and customer expectation/experience management techniques to
maintain/grow market share; skills – apply customer expectation/management techniques to support
marketing plan; attitudes – value Caterpillar/Dealer customer relationships
Performance Goals:

Effectively manages customer Applies customer loyalty processes and Establish policies and procedures to
relationships to maintain/grow standards. maintain/grow market share by customer
market share. segment to support Service Plan. Educates
Example customers on transition from repair‐after‐
Example failure to prevention.
Works to increase customer
Establishes trust among loyalty/market share by
Example
customer base (e.g., actively taking an interest in
provides accurate the customer (e.g., asks
Educates and directs team on
estimate of repair customer where certain
customer expectation/
completion machine will be working next;
management techniques (e.g.,
times/investment; applies knowledge to problem
holds lunchbox meeting on
communicates promptly prevention)
customer communications)
when delays/problems Promotes customer
Aligns strategies and daily tactics to
are encountered) appreciation from team (e.g.,
support Service Plan; uses customer
Understands what when appropriate, introduces
segmentation to plan/direct
appeals to various market customers to technicians;
activities to support the plan
segments and applies discusses customer
Educates customers (e.g.,
that knowledge to the job stories/histories at team
encourages technician to perform
(e.g., provides minor meetings)
machine inspection; communicates
technical assistance to Prevents escalation of
findings to customer to prevent
Work‐With‐Me customer problems/concerns by
unscheduled downtime; promotes
purchasing parts and addressing customer issues
CSAs and preventive maintenance)
completing own repair) immediately (e.g., works with
Provides opportunities to promote
Demonstrates customer customer on a repair that will
Dealership to customers (e.g.,
appreciation to team exceed the original estimate
works with other departments to
members (e.g., thanks a due to unforeseen internal
schedule/support “Cat Care”
customer for his business damage/wear)
meetings)
in front of technicians;

reinforces value of

customer to technicians

after customer has left)



12 People Leadership: Managing Performance
The individual will: knowledge – know the Caterpillar/Dealer employee performance appraisal and goal
setting process; skills – conduct performance appraisals and set goals timely, accurately, and to
Caterpillar/Dealer standards; attitudes – value the role of performance appraisals in improving
employee performance
Performance Goals:

Conducts a productive Effectively implements Dealer’s Designs, promotes, and supervises strategies
performance appraisal. Ensures performance appraisal process. Sets to implement Dealer performance appraisal
employee responsibilities are goals timely, accurately, and to Dealer process. Aligns with goals in Dealer Service
communicated effectively. standards. Plan.
Provides honest and Reviews responsibilities Aligns team performance appraisal

constructive feedback between team members and goals, objectives, and
(e.g., notices a technician suggests changes if needed responsibilities for department with
leaves tools around area; (e.g., reviews responsibilities of Dealer Service Plan (e.g., reviews
brainstorms possible tool crib supervisor and Dealer Service Plan for customer
solutions to the problem technicians to ensure good tool satisfaction metrics; ensures
and gains commitment to management policies and performance appraisal process and
follow the agreed upon practices) job responsibilities align)
solution) Schedules performance Provides strategic and tactical
Sets goals and appraisals as required support and guidance to other
communicates Uses applicable metrics to managers on implementing and
responsibilities (e.g., establish goals with employees executing the service performance
technician complains “It’s appraisal process (e.g., facilitates a
not my job”; discussion between managers to
communicates ensure employees are appraised
responsibilities and under uniform standards and
mutual dependencies) processes)
Documents concisely and Reviews the aggregated results of
accurately on required the performance appraisal process
Dealer forms and ensures objectives are met
Coaches on deficits in (e.g., reviews performance
performance; praises appraisal documents and compares
superior performance to Dealer Service Plan; ensures
objectives are clear and being met
and supported)



13 People Leadership: Marketing Product/Services
The individual will: knowledge – know how to identify additional work, introduce needed associated
products/services into a customer conversation, position the appropriate product/service, merchandise
and capture more business; skills – successfully market the Dealer's products/services and build
preference for the Dealership; attitudes – value the importance of excellent service marketing to the
Dealership and customer
Performance Goals:

Cross‐ and up‐sells an opportunity Actively works to level shop/field load Creates strategies to support the marketing
as presented by a customer and increase service productivity. goals and objectives in the Dealer Service
interaction. Plan.
Example
Example Example
Encourages shop/field service
During in‐bound to communicate opportunities Provides strategic and tactical
telephone calls or visits to the sales group (e.g., PM support to front‐line managers to
from customers, presents Technician completes a TA1 execute the marketing objectives of
cross‐ and up‐sell visual inspection; the Dealer Service Plan (e.g., meets
opportunities (e.g., communicates findings to with front‐line management to
customer calls on track PSSR/ISR who then calls discuss current shop/field load;
repair for track‐type customer) discuss alternatives to maximize
tractor; discusses/ Executes tactics to increase productivity)
proposes undercarriage service productivity (e.g., when Aligns sales and service group
replacement alternative) shop is slow, works with sales within the parameters established
When discussing repair group to call customers who by Dealer leadership (e.g., meets
options with a customer, may have scheduling flexibility with Product Support Sales
proposes win/win cross‐ [i.e., schools, governments, Managers to discuss productivity
and up‐sell alternatives etc.] to acquire work) enhancement goals and objectives,
(e.g., customer calls in Recognizes service can be the and alignment strategies)
with blown engine; “first call” for many customers Creates/designs executable tactical
discusses new, used, and and takes advantage of the steps for front‐line managers (e.g.,
reman alternatives, situation for the benefit of Dealer Service Plan promotes
highlighting benefits of both the Dealer and customer reman; meets with managers to
each) (e.g., knows “sales sells the discuss/create front‐line tactics)
Looks for opportunities to first piece of equipment and
acquire additional work service sells the second”)
(e.g., encourages
complete visual
inspections of machines
in the shop)



14 People Leadership: Negotiating
The individual will: knowledge – know the Caterpillar/Dealer negotiating process; skills – negotiate win‐
win agreements with customers; attitudes – value achieving a win‐win solution to customer issues
Performance Goals:

Negotiates simple win‐win Negotiates complex win‐win Oversee the negotiating process and
agreements with customers. agreements with customers. ensures fair and balanced results.
Negotiates successful Negotiates significant repair Aggregates information from front‐

“fair value” win‐win options with customers (e.g., line managers; ensures uniform,
agreements in selling customer purchasing reman; fair, and consistent practices are
situations (e.g., proposes negotiates core credit) applied in negotiating situations
up‐sell opportunity to a Successfully negotiates Manages “good will” costs and
customer; customer complex scheduling situations policies
proposes an alternative (e.g., customer is a mining Communicates policies and
pricing arrangement; outfit with 24 x 7 operations procedures (e.g., discusses with
negotiates successful and very limited downtime front‐line managers the resolution
outcome) requirements; has multiple of recent disputes; compares
Successfully negotiates breakdowns) results; discusses differences)
scheduling situations Negotiates complex disputes Oversees particularly difficult
(e.g., customer states he (e.g., Dealer rebuilt and negotiations or those negotiations
needs machine tomorrow reinstalled a cylinder that bent that may have a substantial impact
when the work load will soon after the customer took on the Dealership
require more time) the machine out on the job)
Negotiates simple billing Negotiates multiple party
disputes (e.g., quote disputes (e.g., customer hires a
provided to the customer trucking company to deliver a
but more repair is machine; machine arrives late
required to eliminate the and because of late delivery,
problem; customer repair is delayed; customer
objects to payment) blames both parties for
unplanned downtime)



15 People Leadership: Organizing
The individual will: knowledge – know how to evaluate and handle competing demands and multi‐task;
skills – handle multiple priorities effectively/efficiently and manage time well; attitudes – value the
importance of handling multiple priorities and prioritizing time

Performance Goals:

Effectively uses his/her own time. Efficiently organizes/uses resources. Organizes effectively and efficiently for
longer terms.
Example Example
Example
Personally budgets time Creates schedules effectively
and uses time effectively (i.e., completing the work as Adequately staffs the team with
(e.g., allocates time to promised) and efficiently (i.e., knowledgeable technicians (e.g.,
meet with team, walk the completing the work while reviews projections in Dealer
floor, process documents, maximizing Dealer profit) Service Plan, adjusts
communicate with Deploys resources efficiently so hiring/selection plan to ensure
peers/supervisors) to maximize Dealer service adequate staffing of technicians)
Juggles multiple priorities profitability (e.g., assigns Secures the equipment and tooling
and competing demands technician to teams based required to execute the Dealer
(e.g., handles customer upon experience; ensures parts Service Plan
phone call while are ordered and arrive on time; Studies worksite/workshop layout
completing manages tooling and space) to see if rearrangements/changes
documentation) Projects several days in can enhance service operations
Completes projects on advance (i.e., monitors work (e.g., notices ordered parts are
time (e.g., completes order progress and projects slowing down transit through one
performance appraisals new jobs in advance) area of the shop, rearranges area to
[including Incorporates unexpected reduce congestion)
documentation] on time, changes (e.g., a scheduled
submits budgets when machine is not available due to
required, closes jobs as a transportation issue, moves
per required KPI) up future scheduled projects,
adjusts)



16 People Leadership: Presenting Information
The individual will; knowledge – know how to present information to a small and large group, and one‐
on‐one, for comprehension, engagement and understanding; skills – present effectively; attitudes –
value the importance of engaging presentations

Performance Goals:

Presents effectively to individuals Presents effectively to senior Organizes, develops, and delivers effective
and small groups. management/leadership and larger presentations.
groups.
Example Example
Example
Communicates effectively Creates an effective presentation
one‐on‐one (e.g., has Organizes thoughts and ideas using available presentation
dialogue with a coherently for a presentation resources (e.g., creates visual
technician about the flat (e.g., creates an outline for a Power Point presentation for
rate for a current work presentation to the team on budget meeting; brings pictures of
order to gain reducing work‐in‐process) proposed tooling into capital
commitment to complete “Presents up” to senior improvement meeting)
the job on time and on management (e.g., manager Organizes presentation for
budget) makes a presentation to capital comprehension and understanding
Communicates effectively budget committee for (e.g., tells group what he/she is
to small groups (e.g., additional tooling to increase going to tell them; tells them; tells
presents easily applied productivity) group what he/she told them)
and understandable Engages larger groups by
information at team asking questions, making eye
safety meetings; tests for contact, using his/her hands
understanding and effectively, and involving the
comprehension) group



17 People Leadership: Selecting Employees
The individual will: knowledge – know the Caterpillar/Dealer employee selection process and legal
requirements; skills – execute the selection process (recruits, screens, interviews, assesses,
coordinates); attitudes – value the importance of selecting the right employees

Performance Goals:

Provides information to leadership Understands Dealer selection model. Deploys/uses Dealer selection model. Plans
regarding selection and interviews staffing requirements and develops and
new technician applicants Example grooms individuals for future assignments.
effectively.
Uses a pre‐defined selection Example
process when asked to assist in
Example
selecting new hires (e.g., uses Plans selection requirements in
the Caterpillar Dealer 9‐Step alignment with Dealer Service Plan
Provides information to
Model to select new Encourages applications and
leadership regarding new
technicians or other Dealer‐ recruits by reaching out to available
employee needs and
approved model when labor pools
selection goals as
requested) Effectively trims applicant list
requested (e.g.,
Customizes/creates interview
leadership asks front‐line
questions
managers for appraisal of
current technician skills Deploys personality
and requirements for profiling/testing as applicable for
new hires) the Dealership
Acts as a resource for Checks references
leadership when asked to Deploys an effective on‐boarding
interview a candidate and process (e.g., works with Human
uses good techniques Resources to create a three‐week
(e.g., front‐line manager process for on‐boarding new
asked to interview a technicians)
candidate for a technician
position; uses
behavioral‐based
interview techniques and
scores application using
selection model process)



18 People Leadership: Using the Telephone
The individual will: knowledge – know the Dealer telephone answering/calling/customer service process
for customers; skills – use good telephone technique; attitudes – values good telephone technique and
understand the impact of poor technique on customer relationships

Performance Goals:

Successfully takes inbound calls Makes productive outbound customer Makes outbound calls to customers in a
from customers and team service calls to customers. marketing situation.
members.
Example Example
Example
Follows up on completed work Solicits business for load leveling
Has a clear, (e.g., customer picked up a (e.g., calls local school district
understandable machine with major engine during slow time to propose
telephone voice and tone overhaul; supervisor calls advancing maintenance schedule)
Uses the telephone well customer the next day to Proposes cross‐ or up‐sell (e.g., calls
to receive calls from ensure machine is back on the customer who brought in a
customers (e.g., customer job) machine for a cylinder repair; asks
calls to check on the Handles gatekeepers fluently customer to consider a rebuilt
status of a repair to (e.g., reaches gatekeeper and cylinder replacement)
his/her machinery) smoothly transitions to Sustains relationships with good
Takes calls from customer) customers (e.g., calls a good
employees (e.g., receives Leaves meaningful voicemails customer to build relationship; asks
call from a technician Leaves clear messages with about new equipment; ensures
who is running late) others (e.g., customer is not ongoing business)
available so leaves message on
S•O•S report (includes
appropriate level of detail) with
accountant to pass on to
customer)



19 People Leadership: Managing Customer Relationships and Information
The individual will: knowledge – know the basics of the Dealer's customer relationship management
(CRM) system and the value of each customer to the Dealer; skills – use the CRM system as necessary on
the job; attitudes – value the communication/data collection purpose of the CRM system

Performance Goals:

Accesses the CRM system to Inputs simple information into the CRM Successfully uses the CRM in his/her day‐to‐
obtain information. system. day job.
Can access the CRM Locates appropriate References CRM system on major

system information entry areas in the accounts before contacting
Locates information in CRM system customer (e.g., when seeking
the CRM system to Enters appropriate information additional work to level out the
support his/her job (e.g., for use by others in the load, searches CRM system for
looks up a customer in Dealership (e.g., customer current customer
the CRM system to mentions he bought a new information/intelligence before
research the details of a machine at auction and may placing a call)
CSA agreement need new undercarriage within
proposed/sold to that six months; notes this in the
customer) CRM system and transmits
information to PSSR/ISR)



20 Information Systems: Using Caterpillar/Dealer Business/Service Systems
The individual will: knowledge – know business and service systems and their applications; skills – use
the business and service systems effectively on‐the‐job; attitudes – value the use of business systems to
improve service and productivity

Performance Goals:

Uses business and service systems Uses business and service systems (DBS, Uses business and service systems (DBS, SIS,
(DBS, SIS, STW, ET, OMM, etc.) to SIS, STW, ET, OMM, etc.) to proactively STW, ET, OMM, etc.) to analyze data,
locate information as needed for support the performance of the job. extract, and use information.
the performance of the job.
Example Example
Example
Acts as a “librarian” for others Analyses information in the
Locates procedures as (e.g., technician has a question business and service systems to
required for shop on where to find a specific make business decisions (i.e.
operations (e.g., needs piece of information; can refer forecasting, planning, scheduling)
engine valve lash tech to appropriate system and
procedure for a certain research query)
engine; can locate the Uses tooling lists to
procedure in service schedule/plan repairs
systems)
Locates customer
information in DBS (e.g.,
can research a customer’s
engine population in DBS
to verify serial number
and configuration)
Uses paper or electronic
equivalent systems to
assist in repair (e.g.,
consults OMM for
maintenance procedures
on a machine)



21 Information Systems: Documenting Work Order Information and Quoting
The individual will: knowledge – know what information and data to gather from the customer and how
to quote; skills – document effectively/efficiently in Dealer work‐order business system and prepare and
communicate accurate quotes; attitudes – value the need to document and quote carefully/timely

Performance Goals:

Opens a work order by taking Prepares accurate quotations. Efficiently uses the work order and quoting
customer information and systems.
requirements. Example
Example
Example Using labor standards and
parts requirements from Can quickly use the work order and
Asks the appropriate business and service quoting system in a manner that
questions of customers to information systems, can supports the operation of the team.
adequately open a work prepare a documented, (e.g., keeps up with quoting
order (e.g., in an inbound supportable quotation for a requirements and work order
telephone conversation customer requirements without falling
with a customer, can Understands how to behind, avoiding delays in customer
gather the necessary appropriately limit the scope of response or technician downtime)
information to open a a quote (e.g., quotes a Has a commercial focus on running
work order on the disassembly price where the the business transactions smoothly
customer’s behalf) repair cost is unknowable and quickly
Researches and inputs before disassembly; invites
customer information customer to see “what we’ve
into work order (i.e. found” and prepares options)
customer number, etc.)



22 Work Order Systems Execution: Monitoring Job Progress
The individual will: knowledge – know how to expedite work orders and assign the appropriate
technicians; skills – marshal resources to prosecute work orders effectively/efficiently; attitudes –
value the need to effectively/efficiently prosecute work orders

Performance Goals:

Reviews progress on work orders Appropriately assigns technicians to Uses knowledge of job progress to forecast
and expedites completion. work orders, matching skill/knowledge work order completion.
to work order requirements.
Example Example
Example
“Walks the shop” Uses knowledge of work order
routinely to monitor work Evaluates technicians based on status to forecast work order
order progress skill/knowledge to completion and budget
Consults with field appropriately assign work
technicians regarding job orders
progress Assigns technicians based upon
Expedites (e.g., during a skill/knowledge and work order
walk‐around, notices requirement match
technician will require
specific unique tooling for
the next work order
segment; ensures tooling
will be available)



23 Work Order Systems Execution: Planning
The individual will: knowledge – know how to safely/efficiently/effectively deploy, schedule, and
organize Dealer resources (labor, tools, equipment, shop, etc.) to minimize lost time and job stoppages;
skills – plan safely/efficiently/effectively utilizing good worksite/workshop layout material and labor
flow; attitudes – value the perish‐ability of labor hours, importance of safety, cost of Dealer resources,
and the importance of removing blocking factors

Performance Goals:


Effectively and safely uses the Efficiently uses resources and removes Creates plans for areas of responsibility.
time of his/her team. blocking factors.
Example
Example Example
Creates training/mentoring plan to
Deploys team to Projects several days in raise competency of technicians
complete work on advance (i.e., using work order and fill gaps
schedule monitoring process, projects Designs hiring/selection plan to
Adjusts schedule if new jobs/completion schedule ensure staffing is adequate
technician calls in sick or in advance) Creates equipment and tooling plan
has other unexpected Incorporates unexpected for future needs
situation changes (e.g., a scheduled Recognizes value of preventive
Communicates work machine is not available due to maintenance (repair before failure)
order expectations clearly a transportation issue; moves over run to failure; reflects this
and ensures up future scheduled projects value in planning process
understanding and adjusts)
Drives a safety culture Uses equipment and tooling
within the team ensuring effectively (i.e., ensures tooling
injury prevention is adequately distributed and
used; maximizes equipment
productivity)



24 Work Order Systems Execution: Preparing Warranty Claims
The individual will: knowledge – know the use, applicability, and requirements of Caterpillar/Dealer
warranty; skills – apply accurate/timely warranty claims to customer situations; attitudes – value the
importance of accurate/timely/precise warranty claims

Performance Goals:

Understands warranty process and Prepares warranty reports and can Oversees warranty process within his/her
gathers information to support the explain warranty process to a customer. span of control.
warranty process.
Example Example
Example
Prepares/submits warranty Ensures warranty practice within
Understands warranty reports and requests based span of control is within policies
requirements and policies upon gathered information. and requirements of Dealership/
of the Dealership/ Explains warranty to customer Caterpillar
Caterpillar Audits warranty reports for
Can gather information accuracy and consistency (e.g.,
from a customer/ notices a high number of warranty
technician for a potential claims for a particular issue;
warranty claim aggregates and reviews reports for
inconsistencies)



25 Work Order Systems Execution: Repairing Caterpillar/Dealer Products in Shop and Field

The individual will: knowledge – know how to repair Caterpillar/Dealer products in the shop and in the
field (i.e., technical awareness); skills – diagnose with, communicate to, instruct, and advise
technicians/customers on repairing Caterpillar/Dealer products; attitudes – value repair alternatives for
Caterpillar/Dealer products and values difference between shop and field

Performance Goals:


Technically competent – able to Technically knowledgeable – fluent with Technically aware – understands/speaks
repair most machines and technical language and technical technical language; knows where to find
systems. communications with customers and data and information; communicates with
technicians. customers.
Example
Example Example
Diagnoses equipment
issues and problems with Communicates repair options Communicate at a high, non‐
technician to customer and technician specific level with customers about
Quality checks completed (e.g., customer brings in problems
projects (e.g., double‐ machine with low power; Discusses general technical issues
checks everything meets technician disassembles with front‐line managers
specifications, hoses are relevant systems and diagnoses Aware of general industry technical
in the right place, etc.) problem; can communicate trends and developments
options with the customer) Understands technical capital
Understands technical improvements (e.g., Dealer Service
language (e.g., technician can Plan requires additional capacity for
explain a customer situation) engine rebuild operations; can
review tooling/machinery list with
front‐line managers for planning
purposes)



26 Work Order Systems Execution: Segmenting Work Orders
The individual will: knowledge – know how to accurately and precisely segment work orders and update
work orders as a job progresses; skills – segment work orders effectively/efficiently, add segment notes,
order parts, and enter labor; attitudes – value the need to segment work orders correctly

Performance Goals:

Understands the work order Under supervision, can properly Properly segments a work order under a
segmentation process and can segment a work order. variety of conditions and all types of repair
follow a properly segmented work and machine situations.
order. Example
Example
Example Segments a non‐complex work
order under supervision Segments work orders properly
Uses a labor collection
system to accurately post
time to a work order by
segment



27 Financial Literacy: Accounting for Service
The individual will: knowledge – know the basic principles of cost, revenue, and business accounting and
how to review operating statements; skills – manage revenues, expenses, and inventory
effectively/efficiently/accurately; attitudes – value the relationships of resources (labor, tools,
equipment, shop, etc.) and revenues (warranty, customer billings, etc.) to Dealer profitability

Performance Goals:

Understands the basic principles Applies accounting information for Uses accounting information in business
of cost, revenue, and business improvement of KPIs. applications – diagnosing and remedying
accounting. Can review and substandard KPIs and other metrics;
understand operating statements. Example planning, budgeting, and forecasting,
identifying process and quality
Example Reviews an operating
statement and applies this improvements; and reviewing trend analysis.
Understands the information to the
operating statement and improvement of KPIs (e.g., KPI Example
major components profit after direct (“PAD”) is
below forecast and trending Can lead an effort to diagnose and
Participates in a review of remedy a substandard KPI (e.g.,
the operating statement lower; after reviewing the
operating statement, can “labor utilization percentage” is
and provides input and lower than expected and forecast;
assistance participate in a meeting to
diagnose potential reasons and can lead a team of front‐line
managers to diagnose the problem
propose potential solutions)
Assists in creating plans and and propose potential solutions)
budgets by reviewing operating Applies accounting information to
statements create plans, budgets, and
Communicates the result of an forecasts, and to improve processes
accounting review to other and quality (e.g., work in process
team members (WIP) is high; leads a team that
reviews the operating statements
and using quality assurance
methods, proposes solution)
Can analyze trends using
accounting information (e.g., uses
accounting information to
determine overtime hours may be
increasing; initiates corrective
action)



28 Financial Literacy: Budgeting, Reporting and Forecasting
The individual will: knowledge – know how to create a budget and forecast for his/her span of control,
report revenues and expenses and match these to the marketing plan; skills – budget, report, and
forecast accurately/timely, coordinate with sales force (PSSR, ISR); attitudes – value the importance of
adhering to a budget, accurate reporting, good internal sales force communications, and accurate
forecasting

Performance Goals:

Interprets budgets, forecasts, and Communicates budget, report, and Assembles the necessary data and
reports as required for the forecast information to other team information to create timely and accurate
performance of the job. members. budgets, reports, and forecasts. Performs
forensic analysis of accounting information
Example Example to determine what created a variance.
Understands Communicates budget, report, Example
departmental budget, and forecast information to
forecasts, and reports team members (e.g., in a lunch Applies information from the
(e.g., can take budgeted box meeting with technicians, planning process and accounting
labor and infer the communicates production system to prepare budgets, reports,
number of technicians forecast for the next quarter) and forecasts (e.g., assembles
required) information from previous four
quarters’ accounting results, Dealer
Service Plan, and short‐range plans
to create budget and forecast for
the next fiscal year)
Reviews accounting information to
determine variances from forecast
(e.g., labor costs exceeded budget;
reviews forecasts and determine
the cause [added too many
technicians, overtime higher than
forecast, too much training time,
etc.])



29 Financial Literacy: Utilizing Labor and KPIs
The individual will: knowledge – know how to assign labor by evaluating the strengths/weaknesses of
technicians and job requirements, utilize KPIs to plan and operate the shop/field, allocate labor
correctly; skills – utilize labor and resources productively, allocate correctly; attitudes – value the
importance of applying labor resources effectively/efficiently to work orders and using KPI metrics

Performance Goals:

Accurately posts costs and labor Uses KPIs to increase technician Understands and can apply knowledge of
for evaluation via KPIs. productivity. what influences KPIs, what makes them
change, and what causes variance from plan.
Example Example
Example
Understands the Improves technician
importance of correctly productivity using accounting Performs quality analysis to
posting accounting and KPI analysis (e.g., looks at improve KPIs and to analyze
information (i.e. ensures parts cleaning and parts variances from plan (e.g., analyzes
labor is correctly posted ordering labor; simplifies parts parts returned from the shop to
to repair jobs, training ordering and assigns some parts department; starts an
accounts, etc.) parts cleaning to non‐ improvement project to reduce
technician labor) quantity)
Communicates changes in
processes to technicians (e.g.,
informs technicians of non‐
technician labor to clean parts;
discusses when to use this
resource and when to clean
parts on own)
As much as possible, uses
standard jobs



30 Financial Literacy: Solving Problems/Exploiting Opportunities
The individual will: knowledge – know basic quality problem solving/opportunity techniques (fish bone
diagram, etc.) and their applications and uses, and NPI process; skills – apply quality techniques to
service operations, NPI process to new product introductions, and continuous improvement to service
operations; attitudes – value the importance of information‐driven continuous improvements

Performance Goals:

Understands basic quality problem Directs continuous improvement tasks. Organizes and drives continuous
solving techniques and can improvement philosophy.
participate as a problem solving Example
team member. Example
Leads a team to study a specific
issue and proposes solutions Ensures problems/issues are solved
Example
(e.g., is asked to head up a using appropriate quality
team to reduce heating/cooling improvement techniques
Understands the
costs in the shop; studies the Disseminates problem resolution
importance of quality
problem using appropriate ideas within the department (e.g., a
improvement/assurance
techniques and makes team from one shop identifies
to the long‐ and short‐
recommendations to techniques to minimize the spillage
term health of the
management) of waste oil; transfers this
Dealership
knowledge to other shops)
Understands basic quality
improvement techniques
(e.g., a team is created to
study the abnormal
breakage of a certain kind
of tool; participates and
contributes to that team)



31 Financial Literacy: Implementing Strategic Business Plans
The individual will: knowledge – know how to interpret the Dealer Service Plan ("the Plan") and develop
the strategies and tactics to achieve the Plan's goals, including workforce and facilities planning; skills –
successfully implement strategies and tactics to achieve the Plan; attitudes – value the importance of
aligning strategies and tactics to the Plan and the planning process

Performance Goals:

Understands the Dealer Service Uses the Dealer Service Plan to organize Participates as requested in formulating
Plan and the impact on his/her and create specific plans Dealer Service Plan by providing
team’s strategies and tactics. (recruiting/selection, facilities and information, forecasts, projections, and
layout, etc.). his/her ground‐level
Example experience/information.
Example
Understands and can Example
articulate the Dealer Extracts goals and objectives
Service Plan to team from Dealer Service Plan for Ensures front‐line information,
members the creation of specific plans which is important for senior
Deploys team strategies for the team/department. (e.g., management to consider in their
and tactics in alignment Dealer Service Plan calls for the planning process, is provided
with Dealer Service Plan construction of a new shop at Participates as requested in the
(e.g., if the Dealer Service the end of year; incorporates planning process
Plan includes the addition additional tooling/employment
of ten PM service trucks expansion in yearly plans)
over next five years,
executes strategies to
handle expected
preventive maintenance
work)
Supports the vision and
direction developed by
the Dealer Service Plan



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Dealer Database

Dealer Database
Input from Dealers

Dealer Database

Dealer Database
Obtaining Dealer Input
During the information gathering portion of this study, 34 Dealer service personnel were interviewed
(typically for one hour), generating twelve to fifteen pages of notes per interview. The interviews were
based on the challenges these individuals faced when moving up to service management: where they
felt incompetent at the time; observations of new service personnel ascending to management
positions and where they appeared to be lacking competency; what they have learned by experience
and trial and error that would have been preferable to learn in a structured learning environment; and
their overall suggestions of training and development that would assist them in their positions.
As much as possible, the interviewing team let the interviewee steer the conversations. When I was in
college and learning the art of surveys, one of my professors told me “Opinion is like a butterfly, you
have to be careful to catch it without crushing it.” Taking this under advisement, the interview team
tried hard to solicit honest input without interjecting personal biases, preconceived or otherwise, to
prevent from prejudicing the results.
When a competency area was mentioned, the interview team attempted to drill down to specifics to
allow the creation of the competency lists.
About the Database
As an organizing principle, I created a list of “topic areas” as shown at the top of each section of the
database. As it turned out, the competency list generated from the database is significantly different
from the topic areas, reflecting Dealer input and the education we received from the six Dealers
throughout this process.
I reviewed the notes from the interviews and captured key phrases and comments, placing them in the
relevant topic areas. Some of the topic areas received no significant coverage from interviewees and
therefore, the database is fairly empty. Other topic areas are full of comments.
When this comment population was completed, I constructed the capability and competency model and
reviewed the Dealer database again to make sure the competency list reflected the consensus of the
group.

Dealer Database

Topic Areas

People Leadership
General People Leadership Comments Influences Interdepartmentally
Accountability Juggles Priorities
Building Teams Leads People
Coaching Leads Diverse Workforce
Communication – Verbal Negotiating
Communication – Written Manages Customers
Counseling Listening
Conflict – Customers Manages Former Peers
Conflict – Employees Manages Time
Different Personality Styles Manages Up
Delegating Motivates Employees
Develops Training Performs Performance Appraisal
Evaluates Employees Presents Information
Evaluates Learning Prevents Harassment
Facilitates Selecting Employees
Handles Stress Uses Telephone Etiquette

Work Order Systems
Applies Data Repairs Products
Ensures Worksite Safety Schedules
Cross‐Sells Segments Work Orders
Manages Customer Relationships Service – Field
Monitors Work Orders Understands Products/Services
Plans Uses Cat/Dealer Business Systems
Prepares Warranty Claims Utilizes Labor
Quotes

Financial Literacy
Accounting for Service Reports Revenues/Expenses
Budgeting/Forecasting Solves Problems
Utilizes KPIs


Dealer Database

Topic Areas Groupings
The Dealer database has three major topic grouping areas:
People Leadership
Work Order Systems
Financial Literacy
During the interview process, Dealers typically used “people skills” or “soft skills” to refer to People
Leadership; “technical skills” to refer to the Work Order Systems; and “business skills” to refer to
Financial Literacy. As we probed to gain understanding, we segregated the information systems area
into a separate grouping when we created the competency list.
Codes
Each of the remarks in the Dealer database is coded:
Example: D‐01‐03
The “D” stands for Dealer, the “01” is the number 1 through 6 of the Dealer interviewed, and “03” is the
number of the person interview. We have removed the actual individual to protect confidentiality.
Data
In some instances, a remark is shown in more than one topic area. This is because the interviewee
addressed more than one topic area in a remark, and separating the comments would remove meaning
and context.

Dealer Database

People Leadership

General People Leadership Comments

D‐01‐03 Director of Employee and Labor Relations ‐ Sound people skills ‐ first and foremost

D‐01‐05 Branch Operations Manager ‐ You can take your best mechanic and make him/her your poorest
supervisor

D‐01‐04 Operations Manager ‐ We promote based on technical skills, but what is needed is
administrative and people skills

D‐01‐04 Operations Manager ‐ need to change the culture that breakdowns are inevitable

D‐01‐05 Branch Operations Manager ‐ requirements ‐ technically proficient, good communicator,
leadership, problem solving, businessman or businesswoman

D‐01‐05 Branch Operations Manager ‐ need to be respected by people on the floor

D‐01‐05 Branch Operations Manager ‐ lead by example and communication

D‐02‐09 Recruiter ‐ the recruiter needs, in his view ‐ selling skills, interviewing skills, counseling skills,
doing background checks, H.R. law stuff

D‐02‐08 Service Manager ‐ he feels these are critical ‐ interviewing, soft skill training like conflict,
negotiation, DISC; DBS skills ‐ we'll teach the guy how to open an order ‐ so many short cuts and nobody
knows all learned on his own ‐ want short cuts

D‐02‐07 Lead Hand ‐ he is the buffer between employees on the floor and the supervisor

D‐03‐13 Service Manager ‐ people skills, communicate and relate to people, tough position, people in
your face all the time

D‐04‐19 Service Manager ‐ here are my three critical competencies…
Understanding of financials, how they work
Personal, "biggest hurdle", people skills, as early as possible
DBS/IM/Service systems

D‐04‐21 Shop Supervisor ‐ people come in and they ain't got a clue ‐ empathy, how to deal with people
in general, I knew how to handle equipment, treat people with respect

D‐06‐32 Service Supervisor ‐ if you are not a good people person, you'll not make it off the floor

D‐03‐17 Service Supervisor ‐ Probably the number one thing you need is People Skills

Dealer Database

Accountability

Accepting Accountability ‐ Knows how to assign and ensure accountability in others and how to accept
personal accountability; Assigns/accepts accountability; Values the importance of accountability in the
service/Dealer operation

D‐01‐03 Director of Employee and Labor Relations ‐ It is critical the people they are directing understand
what is being expected of them

D‐01‐05 Branch Operations Manager ‐ key is accountability, take ownership

D‐03‐11 Director of Service ‐ need folks who can and will make a decision

D‐04‐21 Shop Supervisor ‐ "I have the right to make the final decision, if I'm wrong, tell me"

D‐04‐23 Region Service Manager ‐ the big three for me ‐ integrity, honesty, accountability

D‐04‐24 Region Service Manager ‐ sense of urgency to take care of a customer

D‐04‐27 Service Administration Manager ‐ a service attitude is critical, can have the skills, but without
attitude, doesn't work

Dealer Database

Building Teams

Building a High‐Performing Team ‐ Knows the Caterpillar/Dealer team building process; Builds a great
team within their span of control; Values effective teams as a method of accomplishing Dealer
profitability and customer satisfaction

D‐01‐04 Operations Manager ‐ Challenge to managers ‐ every tradesman needs to have 2 trades ‐ accept
the idea that we can eliminate most emergency breakdowns ‐ need to be taught

D‐01‐03 Director of Employee and Labor Relations ‐ Managers get inundated with requirements ‐ they
fall back to safe things they know ‐ their "comfort zone"

D‐01‐03 Director of Employee and Labor Relations ‐ Culture of respect needed, H.R. issues are front and
center

D‐03‐11 Director of Service ‐ first think he looks for is people skills: organization, time management,
negotiation skills, communication, teambuilding

D‐03‐12 Service Manager ‐ teambuilding is a necessity

D‐03‐12 Service Manager ‐ scenarios I like:

People that are late ‐ deal with it in a positive way

Angry people ‐ people that work with you, you put 60 people in a shop and everyone is worried about
what everyone else is doing, "I try to act like I care", whining about what someone else is doing

Defusing angry customers

Negotiating with customers

D‐03‐14 Service Manager ‐ importance of rewards, when people do something right, let them know

D‐03‐16 Service Operations Manager ‐ hardest part is dealing with your own employees, you can't treat
them all the same, used to be your job ‐ you didn't question too much, today, they question
EVERYTHING

D‐04‐18 Service Manager ‐ "grown men are babies", I didn't realize this


Dealer Database

Building Teams ‐ Continued

D‐04‐21 Shop Supervisor ‐ need to work with your peers, what's going on, where are we at, email me an
estimate

D‐04‐22 Field Service Supervisor ‐ three buckets for him:

People: interaction management, customer skills

Systems: DBS, SIS, SIMS, warranty

Financial: BTSM, Service ops. Guidebook, operating statements

D‐04‐27 Service Administration Manager ‐ differences between a high and low performing branch ‐
attitude of the manager, ability to build team, "service is a team"

D‐06‐32 Service Supervisor ‐ guys that fail bury themselves in their office, change their mind all the time

D‐06‐33 Service Manager ‐ spent time learning how to deal with morale issues, and also to do
performance evaluations

D‐03‐17 Service Supervisor ‐ you have to learn how to be honest with technicians, let them know what
they are doing, where they are at

D‐03‐17 Service Supervisor ‐ teambuilding is critical


Dealer Database

Coaching

Coaching Employees ‐ Knows the Caterpillar/Dealer coaching process; Implements, uses and maintains
coaching process; Values the benefit/reward of using coaching and when to coach or order

D‐01‐03 Director of Employee and Labor Relations ‐ on my competency list I'd put listening and
providing feedback and the ability to articulate it

D‐01‐03 Director of Employee and Labor Relations ‐ have a lot of managers that don't talk to their
employees ‐ too busy ‐ for me, this doesn't cut it, some managers embrace H.R. ‐ others not

D‐01‐01 Field Service Supervisor ‐ Has been through a program called "World Class Coaching" ‐ very
helpful ‐ coaching in "real time"

D‐01‐03 Director of Employee and Labor Relations ‐ I get calls from the branch manager ‐ "he's not
working out" ‐ I say, "have you told him what is expected" ‐ the answer is no ‐ too many assumptions are
made

D‐01‐05 Shop Supervisor ‐ not enough, too busy

D‐02‐07 Lead Hand ‐ some coaching, when the mechanics get frustrated on the job or are not meeting
flat rates ‐ for example, "get the heavy stuff off first", "work on the hoses during rebuild", project
management for the job, "pre‐order parts ‐ have the parts ready to install"

D‐03‐12 Service Manager ‐ supervisors don't do a lot of coaching, team leaders do more, supervisors
should do more, workload is tough, they rely on their team members

D‐04‐19 Service Manager ‐ I feel better to handle it, when it happens, I see everybody everyday

D‐04‐20 Service Manager ‐ this is what we are doing, easier for some than others

D‐06‐31 Service Manager ‐ service manager needs to be good at:
Time management
Interaction with customer
Interaction with technicians
Technical (varies) ‐ not just works and wear, but company DBS matches to parts system and "what does
it all mean"

D‐06‐33 Service Manager ‐ my peer supervisors gave me guidance on handling employees, open and
close work orders, helpful with suggestions

D‐03‐17 Service Supervisor ‐ Guys come to me if they have a question ‐ lot of it is technical


Dealer Database

Communication‐Verbal

Communicating with Customers Verbally ‐ Knows the Caterpillar/Dealer customer verbal communication
process (face‐‐to‐face); Communicates clearly and concisely with customers (face‐to‐face); Values
effective customer communication and understands the impact of communication on the customer
relationship

D‐01‐01 Field Service Supervisor ‐ Lot of communication internally and a lot is missed, sometimes the
lack is a problem ‐ monthly meetings between service and sales would be great ‐ In the PM business, I
see sales [PSSR/ISR] as one of my customers

D‐01‐02 Service Advisor ‐ Not much communication OUTSIDE besides customers (like vendors etc.)

D‐01‐05 Branch Operations Manager ‐ with hourly staff, shop floor, make sure they are doing the
company line

D‐01‐05 Branch Operations Manager ‐ when I hire a service manager I look for the ability to
communicate ‐ have they earned respect on the floor?

D‐02‐09 Recruiter ‐ need to establish rapport with high school/vocational kids ‐ goes to job fairs, people
looking for employment, military

D‐02‐07 Lead Hand ‐ Some calls with customers on a daily basis, diagnosing, cost, quote, some easy
technical, questions

negotiation skills, communication, team building

D‐03‐12 Service Manager ‐ oral communication is big

D‐07‐12 Service Supervisor ‐ team leader who struggled, a real perfectionist, if it wasn't at his level, they
were stupid and didn't do a good job ‐ "tone of voice"

D‐03‐13 Service Manager ‐ people skills, communicate and relate to people, tough position, people in
your face all the time

D‐03‐13 Service Manager ‐ negotiating!, need to be fair, to Dealer and customer ‐ example: customer
coming in today at 2:00 p.m. ‐ thinks we did something wrong, we rebuilt the cylinder, put it back in, and
it bent right away, he wants us to fix it, asked him to come in ‐ get it resolved, hear what he has to say


Dealer Database

Communication‐Verbal Continued

D‐03‐15 Service Manager ‐ requirements: self motivator, good people skills, work well with customers,
good common sense

D‐06‐34 Service Supervisor ‐ key skill communicating to technicians

D‐07‐35 Service Manager ‐ A real problem when you take a hard core technician that has elevated
himself to a position of "expert" but doesn't have the patience to nurture others to grow competency.
Can cause failure of individual and team. It can work but the individual will need much coaching from an
experienced manager.

Communication‐Writing

Communicating with Customers in Writing ‐ Knows the Caterpillar/Dealer written customer
communication process; Communicates clearly and concisely with customers in writing (i.e. email, text,
etc.); Values effective customer communication and understands the impact of communication on the
customer relationship

D‐01‐02 Service Advisor ‐ Job consists of dispatching, ordering parts, creating jobs, work orders

D‐01‐05 Branch Operations Manager ‐ need to know how to email

D‐03‐12 Service Manager ‐ written communication (i.e. emails, memos) not so hard as verbal, I've never
seen people struggle with this

D‐03‐15 Service Manager ‐ we do lots of communication by email

D‐04‐20 Service Manager ‐ every supervisor is asked to write a couple of paragraphs ‐ have a wealth of
knowledge of what to do


Dealer Database

Counseling

Counseling Employees ‐ Knows how to counsel employees within the boundaries of the work
environment and the Caterpillar/Dealer process; Counsels employees as appropriate; Values the
importance of providing appropriate employee counseling

D‐01‐02 Service Advisor ‐ this is a personal struggle for me ‐ some employees I can motivate ‐ some are a
big chore ‐ hard for someone to motivate someone else ‐ sometimes you have to ask "why are you doing
that" ‐ I had no training on this before I got the job

D‐01‐03 Director of Employee and Labor Relations ‐ have people call me, "I want to fire Joe, he's been
late the past two years ‐ its beginning to bug me" ‐ I ask, have you documented any of this?

D‐01‐01 Field Service Supervisor ‐ I struggle with this ‐ if someone goes out on his 5th PM you say to
yourself "its not gonna happen" ‐ I've lost the ability to be confident with him ‐ I didn't deal with him
right

D‐02‐06 Shop Supervisor ‐ performance issues ‐ verbal counseling then to written counseling ‐ try to
keep it in house as much as possible ‐ if it’s too much, will go to the service manager ‐ (he is a
supervisor)

D‐02‐06 Shop Supervisor ‐ employee binder lists all the problems but not when to write up ‐ need to
work closely with H.R.

D‐02‐09 Recruiter ‐ if he's recruited someone, they'll come back to him for counseling once they are on
the job

D‐03‐12 Service Manager ‐ supervisors get involved for personal problems ‐ the time to do this is a big
problem

D‐03‐14 Service Manager ‐ in the chassis area you do a little of everything ‐ well rounded knowledge ‐
field truck is in the ideal job ‐ feeling appreciated and accepted ‐ best

D‐03‐14 Service manager ‐ one of the first things I did as a manager, conflict between workers, 75% of
the time, these men/women don't understand their roles and responsibilities

D‐07‐35 Service Manager – Understanding roles and responsibilities to avoid conflict ‐ this is a key point.

D‐04‐18 Service Manager ‐ two problems I had right off the bat ‐ dealing with personnel issues and
computer knowledge ‐ DBS/SIS/TMC/TRG's ‐ right now there is too much learning on the job ‐ new
managers don't know how to use


Dealer Database

Counseling Continued

D‐04‐18 Service Manager ‐ personnel issues ‐ people that expect you to lead them and guide them ‐
Communication

Dealing with personal issues i.e. a customer walks thru and a technician is on the phone dealing with a
personal issue

Getting two technicians to work together

D‐04‐19 Service Manager ‐ my "biggest surprise", how much individual attention people require, how to
cope with each

D‐04‐19 Service Manager ‐ not just discipline, but family things, important to the technician, get a lot of
credibility ‐ "50% of your time is listening to stuff" ‐ discipline itself is pretty cut and dried, this "stresses
out supervisors"

D‐04‐27 Service Administration Manager ‐ supervisor takes care of issues with a technician

D‐06‐30 Service Manager ‐ better have a thumb on people's feelings, better notice this, what happened
that things have changed, noticing technicians, might fix the situation

D‐06‐33 Service Manager ‐ if I had to go back, two things I want, training on public speaking and that
kind of stuff ‐ professional speaking AND people side ‐ what is the appropriate way to deal with people ‐
the "do's and don'ts"

D‐03‐17 Service Supervisor ‐ 70% of my job is handling personnel issues, complaining and suggestions of
the guys. Example: with the turnover we have to put some folks into new jobs, some of the folks feel
"cheated" or left behind ‐ day and night guys don't like to work together ‐ I have a good relationship
with both, and bring in the company's point of view


Dealer Database

Conflict‐Customers

Dealing with Conflict: Customers‐ Knows Caterpillar/Dealer conflict management techniques for
customers; Uses conflict control methods; Values the importance of conflict management

D‐01‐01 Field Service Supervisor ‐ some adversarial calls ‐ usually they've had a problem with someone
else at the Dealership

D‐01‐02 Service Advisor ‐ With our growth, it has been hard to be proactive and call the customer ‐ hard
to talk to them ‐ to find the time

D‐03‐12 Service Manager ‐ customers who complain about flat rates ‐ pain in the butt ‐ think they don't
have to pay for something


D‐03‐14 Service Manager ‐ conflict resolution taught internally, great to know

D‐03‐16 Service Operations Manager ‐ hardest part is getting a manager to deal with the customer:

Upset
A problem
How to negotiate and how to help them
Warranty

D‐04‐20 Service Manager ‐ the whole melon ‐ conflict resolution, negotiating, something initially would
be great

Dealer Database

Conflict‐Employees

Dealing with Conflict: Employees‐ Knows Caterpillar/Dealer conflict management techniques for
employees; Uses conflict control methods; Values the importance of conflict management

D‐03‐14 Service manager ‐ one of the first things I did as a manager, conflict between workers, 75% of
the time, these men/women don't understand their roles and responsibilities

D‐03‐15 Service Manager ‐ what did you learn along the way? ‐ "employee conflict resolution" ‐
example: one of my first ones that got out of control ‐ employee supposed to show up at a jobsite, and
didn't show up ‐ I needed training in this

D‐03‐15 Service Manager ‐ "if I'd known what I was up against, I'd not done this job; it was a lot simpler
turning wrenches"

Communication
personal issue

D‐06‐30 Service Manager ‐ defuse situations, how do I handle guys and then say "no", somebody needs
to teach you, I believe you can be taught to be a leader, if you know how

Dealer Database

Different Personality Styles

Dealing with Different Personality Styles ‐ Knows different customer/employee personality styles and
how to manage/lead each, and knows their personality type, strengths and weaknesses; Leads/manages
customers/employees using nuances of personality types; Values how customers/employees react and
change behavior partially dependent on personality style

D‐01‐01 Field Service Supervisor ‐ Important to read a customer ‐ shop is a good place to learn this ‐ field
service as well

D‐02‐06 Shop Supervisor ‐ Really appreciated DISC training on personality styles ‐ helped in his job

Communication
personal issue

D‐04‐20 Service Manager ‐ need to do behavior styles training right up front

D‐04‐21 Shop Supervisor ‐ everybody is different and needs to be handled in a different way, "the straw
boss left years ago", "no body teaches you that", "my responsibility is to get it out of the shop right"

D‐04‐23 Region Service Manager ‐ getting the most productivity, recognizing the personalities to get the
most out of them

D‐04‐25 Region Service Manager ‐ service guys in general more introverted, want to work on stuff,
figure stuff out, type of personalities you have

D‐04‐23 Region Service Manager ‐ most of the supervisors and managers come from the field, hard to
really understand what a sales person does all day, our role with him/her

D‐06‐33 Service Manager ‐ important to learn how to deal with employees, retention, etc.

D‐06‐34 Service Supervisor ‐ went thru Jeff S. class on this, very valuable to know

Dealer Database

Delegating

Delegating ‐ Knows how to organize and assign work tasks to others; Delegates effectively/efficiently;
Values the necessity and need to delegate to others

D‐01‐03 Director of Employee and Labor Relations ‐ Some managers micromanage ‐ some allow people
to do their jobs

D‐01‐03 Service managers by in large are old mechanics ‐ done things one way ‐ no upstart will tell them
what to do

D‐03‐12 Service Manager ‐ empowerment, new supervisor makes a decision, customer goes to the
corner office

D‐03‐12 Service Manager ‐ some struggle with it, some new supervisors, looking at the big picture, hard
for a new supervisor

D‐03‐13 Service Manager ‐ I depend on my people, key thing, surround yourself with good people who
care ‐ give their hearts and souls to the company


Dealer Database

Develops Training

Developing Training Curriculum ‐ Knows how to develop, assemble and design a training curriculum;
Develops, assembles designs training; Values an effective/efficient training curriculum and understands
the Dealer's training business objectives

D‐01‐03 Director of Employee and Labor Relations ‐ Retention ‐ training is the biggest thing, if we keep
them trained, they'll stay

D‐07‐35 Service Manager ‐ Trained....and informed as part of the team. I have seen highly trained
personnel leave because they didn't feel included.

D‐01‐02 Service Advisor ‐ We send new employees in for training ‐ send them for ride along time ‐ out
with senior guys ‐ Not enough done here in my opinion

D‐02‐06 Shop Supervisor ‐ on‐boarding ‐ "hey, I got a new guy coming in on Monday ‐ I take him to H.R. ‐
make sure the paper work is done ‐ do processing for the day, safety walk‐arounds ‐ put him to work

D‐02‐06 Shop Supervisor ‐ spends a lot of time instructing new technicians during OJT ‐ "I'm in the shop
constantly" ‐ informal, no goals on it ‐ I'll watch as they do it

D‐02‐09 Recruiter ‐ he will help in the on‐boarding process

D‐02‐07 Shop Service Lead Tech ‐ Does training everyday, teach them what is important, talking to
customers, writing jobs

D‐02‐07 Lead Hand ‐ Has responsibility for on‐boarding ‐ orientation, restrooms, breaks, keeping an eye
on them, matching the person to the job

D‐02‐07 Lead Hand ‐ "my main job is to train" ‐ I've had no training on this!

D‐03‐13 Service Manager ‐ I went from field service to shop manager 20 years ago ‐ back in those days,
training was not done ‐ "here it is your job"

D‐03‐14 Service Supervisor ‐ this year I became a supervisor for the chassis area, big challenge, pull the
best people in for field service, always training ‐ hard to remember what training people have had ‐ 75%
of field techs come from the chassis department

D‐03‐15 Service Manager ‐ field service, we always selected internally for "work ethic", willing to learn,
we can teach him the rest, teaching warranties is the most confusing thing

D‐04‐27 Service Administration Manager ‐ how to set up a mentoring program would help, some
training on this


Dealer Database

Evaluates Employees

Evaluating Employees ‐ Knows how to evaluate employees technically; Evaluates employees
effectively/efficiently; Values the need to evaluate the technical abilities of their employees

D‐01‐03 Director of Employee and Labor Relations ‐ Generational issues ‐ millennium folks ask a lot more
questions, respect hierarchy but they don't ‐ they know who the boss is, they'll keep asking until they
get an answer ‐ want to understand what they are doing

D‐02‐06 Shop Supervisor ‐ after a work order is complete, he will talk to the tech and see how it went ‐
more informational ‐ flat rates, rework, etc.

D‐02‐06 Shop Supervisor ‐ has 2‐ea 15 minute informal meetings with employees every day (typical)

D‐03‐13 Service Manager ‐ people don't have a clue about managing expectations and exceeding
expectations

Dealer Database

Evaluates Learning

Evaluating Learning Objectives ‐ Knows how to prepare and evaluate learning objectives for employees;
Evaluates learning objectives; Values the need to evaluate and prepare learning objectives prior to
training interventions

D‐03‐10 Trainer ‐ meets with managers on needs, works on strategic issues as well like NPI process
(technical side) ‐ heavily involved in this

D‐03‐10 Trainer ‐ does skill assessment with technicians, creates a training and development plan for
each technician, most of this is in the classroom

D‐03‐10 Trainer ‐ staff development person does SIS, DBS training

D‐03‐10 Trainer ‐ every manager unique ‐ apprehension from them ‐ dialogue when need uncovered ‐
challenges, problems, issues

D‐03‐10 Trainer ‐ his team:

Lead instructor: instructionally and technically good, most proficient
Instructor: 35 yrs on test bench, lacks on instruction side
Instructor: Came from tech school, not much Cat experience
Staff Development Person: trained for 30 years, worked with her in his previous employment
"Pretty good team"

D‐03‐10 Trainer ‐ vocational schools not preparing students, not ready for real life, not prepared for
realities of the job

D‐07‐35 Service Manager ‐ We are seeing the same issue of vocational school preparation. Dealers of
today need to review their expectations of new techs and be ready to develop with a greater
commitment than was needed in the past.

D‐03‐07 Trainer ‐ one of his jobs is training other company facilitators in facilitation skills ‐ beyond just
telling it, training it ‐ everyone needs to go through their train‐the‐trainer program

D‐07‐35 Service Manager ‐ If you are training within the dealership than you should understand
instructional concepts/techniques and deliver content to your dealership standards.
We prefer to start with Cat's train the trainer schools for all our instructors. This is not Cat mandatory
but should be.

Dealer Database

Facilitates

Facilitating ‐ Knows how to facilitate adult learning; Facilitates adult learning; Values the importance of
adult learning techniques

D‐03‐10 Trainer ‐ facilitation, and ensures facilitation with other departmental trainers

D‐03‐10 Trainer ‐ responsible for training here, been here 2 years, most was outsourced before he came,
his experience was in training customer service and IT ‐ his responsibility is broad, oversee training at
every level, service side

D‐07‐35 Service Manager ‐ If you have not "lived" your subject then you should not be teaching it. Cat
has this problem in its own schools. Folks that have not been in front of the customers that teach
customer service, new staff teaching technical courses that have not engineered or repaired the
product.

Handles Stress

Handling Personal Stress ‐ Knows how to deal with stressful personal situations, immediate and on‐
going; Handles stress well; Values the importance of personal health to job and personal performance

D‐04‐24 Region Service Manager ‐ their personal stress critical ‐ what if they can't take it personally,
customer will raise heck, but they are mad at the situation not you personally, and make sure to treat
the same customer well the next time, "when you are a service manager, everything is your fault"

Dealer Database

Influences Interdepartmentally

Influencing other Departments ‐ Knows techniques for influencing non‐departmental peers (i.e. acctg,
parts, h.r., etc.); Implements effective interdepartmental communications, project management and
initiatives; Values the importance of interdepartmental teamwork and influencing skills

D‐02‐06 Shop Supervisor ‐ works with other shops, machine work, keeps track of it, talks to supervisors

D‐02‐06 Shop Supervisor ‐ will work with transport services at the Dealer ‐ called "hotshot" ‐ didn't have
any training on this before he started

D‐02‐06 Shop Supervisor ‐ people call everyday, other shop supervisors or customers

D‐02‐06 Shop Supervisor ‐ will do quotes for PSSRs‐ "they should take in the quotes" ‐ usually they email
to the customer, they won't go to the customer w/bad news

D‐02‐07 Lead Hand ‐ talks to PSSRs on a daily basis, accounting on credit limits, parts department,
counter people

D‐04‐24 Region Service Manager ‐ interdepartmentally important for Service Manager and Supervisor ‐
working with sales department, team player, relationships

D‐04‐25 Region Service Manager ‐ interdepartmentally has been a real problem for us, how are we tied
together to help a customer ‐ "I thought a salesperson just sat at a desk, took machine orders, drank and
played golf"

D‐04‐27 Service Administration Manager ‐ supervisor, PSSR ‐ need to coordinate/work together

D‐07‐35 Service Manager ‐ Sometimes I feel like a relationship coach trying to get 2 parties to
communicate effectively. Understanding each other’s job is key. We have the supervisor travel with the
PSSR.

Dealer Database

Juggles Priorities

Juggling Multiple Priorities ‐ Knows how to evaluate and handle competing demands; Handles multiple
priorities effectively/efficiently; Values the importance of handling multiple priorities

negotiation skills

D‐03‐11 Director of Service ‐ the ability to balance priorities is critical ‐ "we had one guy that if he had
two truck drivers in front of him, he'd lock up"

D‐03‐12 Service Manager ‐ depends on what the company asks you to do

D‐03‐15 Service Manager ‐ multitasking pretty important, I like doing one thing at a time

Leads People

Leading people ‐ Knows how to lead employees and peers; Provides leadership within their peer group
and for employees; Values the importance of teamwork, corporate culture and Caterpillar/Dealer
vision/values

D‐01‐01 Field Service Supervisor ‐ People pulled off the floor earlier than ever before.

D‐01‐04 Operations Manager ‐ Very good service managers often come from outside of the industry ‐
small business background ‐ understand cost control ‐ look for non‐wasteful solutions ‐ sometimes we
look at the most effective, but not the most efficient ‐ large hammer for a small nail ‐ costs money

D‐02‐08 Service Manager ‐ relationship building critical ‐ internally

negotiation skills

D‐03‐12 Service Manager ‐ I look for three things: leadership, respected by people, good people person

Dealer Database

Leads Diverse Workforce

Leading a Diverse Workforce ‐ Knows how to manage and lead a diverse workforce (gender, ethnicity,
generational, etc.); Manages a diverse workforce; Values the benefits of a diverse workforce

D‐01‐03 Director of Employee and Labor Relations ‐ Tough transition from employee ‐ lack of
understanding of H.R. issues as a manager ‐ need to be happy with your decision ‐ some managers want
H.R. to solve ‐ what does it mean to be a service manager? ‐ we need to say, "here are the four
cornerstones of what we expect from you" ‐ not so sure we do this

D‐02‐09 Recruiter ‐ needs to look for a cultural fit, very important ‐ honor their values

D‐04‐25 Region Sales Manager ‐ will see more diversity in the workforce in the years ahead


Dealer Database

Negotiating

Negotiating ‐ Knows the Caterpillar/Dealer negotiating process; Negotiates win‐win agreements with
customers; Values achieving a win‐win solution to customer issues

D‐02‐08 Service Manager ‐ I'm negotiating with a customer all the time, what's fair, both parties win/win

negotiation skills

D‐03‐12 Service Manager ‐ important, yes!


D‐03‐15 Service Manager ‐ typical day for me:

Negotiation of disputes, invoices
Reviewing jobs
Contacting customers

D‐03‐15 Service Manager ‐ negotiation, got a lot of it in flagship, you need to know what you are
negotiating, "fair value", reason why Cat warranties at the beginning, I didn't understand this completely

Upset
A problem
Warranty

D‐04‐19 Service Manager ‐ need this, disputes and problems

be great

D‐04‐23 Region Service Manager ‐ negotiating ‐ goodwill, excessive time, travel time and mileage,
warranty just expired

D‐04‐27 Service Administration Manager ‐ negotiating skills needed

D‐06‐34 Service Supervisor ‐ essential to what we do


Dealer Database

Manages Customers

Managing Customer Relationships ‐ Knows customer segmentation (i.e. lifetime value, product support
type [DIM, WWM, DIFM] etc.) and customer expectation/experience management techniques; Applies
customer expectation/management techniques; Values Caterpillar/Dealer customer relationships

D‐07‐35 Service Manager ‐ We have developed an in house program, delivered over 3 separate days,
that deals with this topic. Your customer holds the wallet and it's our job to get him in the door, treat
him fairly and then have him come back again (willingly). Our end goal for this training goes one step
beyond....we want to achieve referrals from satisfied customers.

D‐01‐02 Service Advisor ‐ Contacts customers to schedule with them

D‐01‐03 Director of Employee and Labor Relations ‐ Customer service ‐ yes/no ‐ some branches ‐
depends on how branch is set up ‐ sometimes the service manager is more worried about the floor ‐ not
consistent ‐ sometimes drawn in when they try

D‐01‐05 Branch Operations Manager ‐ needs to be able to ask a customer "what do you want out of a
machine" ‐ some sales ‐ this is a key role

D‐02‐06 Shop Supervisor ‐ customers call for free advice ‐ "my boss says if it’s more than 10 minutes call
tech services" ‐ I also get walk‐ins from the parts counter

D‐02‐07 Lead Hand ‐ Some calls with customers on a daily basis, diagnosing, cost, quote, some easy
technical, questions

D‐03‐13 Service Manager ‐ we recently started a coordinator role ‐ link to the customer ‐ we deal only
with bill issues, etc. ‐ gives us more time to deal with people on the floor ‐ new thing for Wheeler

D‐03‐13 Service Manager ‐ our owner (Dealer Principle) mandates only on call from a customer on a
problem, that’s all

D‐03‐14 Service Supervisor ‐ respect for people, when a customer comes in, treated with respect by
Wheeler

good common sense

D‐04‐18 Service Manager ‐ lack of knowledge talking to a customer hurts us with new supervisors

be great


Dealer Database

Manages Customers Continued



D‐04‐23 Region Service Manager ‐ when it gets out of hand, goes to Service Manager, they have to make
the customer happy ‐ but not at all costs

D‐04‐27 Service Administration Manager ‐ over the next five years, we have to have more of a
commercial focus, we have to increase our treatment of customers ‐ guy must manage more flat rates,
have negotiating skills

Time management
it all mean"

D‐06‐32 Service Supervisor ‐ I start my newbees off for a couple of weeks by asking them "what
questions to you ask a customer about this"

Listening

Listening ‐ Knows how to listen to extract data and information; Listens effectively to employees,
customers, other employees of the Dealership and suppliers; Values the importance of understanding the
viewpoint of others

D‐01‐03 Director of Employee and Labor Relations ‐ Employees today ask a lot more questions and they
want answers ‐ not just because I told you so

D‐01‐03 Director of Employee and Labor Relations ‐ on my competency list I'd put listening and
providing feedback and the ability to articulate it


Dealer Database

Manages Former Peers

Managing Former Peers ‐ Knows techniques to manage/lead former peers when promoted; Deploys
former peer management/leadership techniques; Values the challenges of managing/leading former
peers

D‐01‐01 Field Service Supervisor ‐ You won't be well liked when you are a supervisor.

D‐01‐02 Service Advisor ‐ When you go into management, you cross the line between them, need
training on handling this kind of stuff.

D‐01‐05 Branch Operations Manager ‐ Supervisor is a journeyman technician in terms of competency ‐
work a lot of hours ‐ green crews ‐ trying to manage day‐to‐day

D‐01‐05 Branch Operations Manager ‐ were union brothers, now on the other side of the fence

D‐01‐5 Branch Operations Manager ‐ some managers "accommodations" ‐ hurt on the job and need
somewhere to land

D‐03‐13 Service Manager ‐ big issue to jump from the union to a supervisor ‐ "work ethic" not afraid to
do what's necessary to get the job done ‐ "loyalty to the company" ‐ someone who really thinks a lot
about the company ‐ sticker with [Dealer] on it, dedication and respect

D‐03‐16 Service Operations Manager ‐ new supervisors get thrown into these things, suddenly they
jump to the other side of the fence

D‐04‐20 Service Manager ‐ now the new supervisor isn't a buddy anymore, now they are the boss, some
veterans don't want any part of being a supervisor because of this ‐ he's sometimes supervising folks his
daddy’s age

D‐04‐21 Shop Supervisor ‐ when starting out, gain respect of your people, don't treat them bad, stay
down to earth ‐ remember where you came from

D‐04‐24 Regional Service Manager ‐ safety reinforcement and harassment prevention important ‐
working and managing a guy who used to be your buddy

D‐04‐26 Director of Training ‐ have people fail at supervisor because they are working with their
buddies, maybe we should move them

D‐06‐30 Service Manager ‐ when I came, I was in my 20s; managing guys in their 40s, I needed people
skills for this


Dealer Database

Manages Former Peers Continued

D‐06‐33 Service Manager ‐ my first challenge was peer to supervisor, had a couple of guys who were in
line for the job he got but didn't, tough and hard on me and my buddies, some guys wanted to stay
buddies, others didn't talk to me at all

Manages Time

Managing Time ‐ Knows how to manage their own time and how to multitask; Manages time effectively;
Values their time and the time of others

D‐01‐05 Branch Operations Manager ‐ struggle with time management, to get the time

D‐02‐09 Recruiter ‐ needs a full job description to recruit ‐ organizational skills

D‐02‐09 Recruiter ‐ major thing is managing time ‐ out of the office 35% to 40% of the time ‐ job fairs
etc.

good common sense

Time management
it all mean"

Manages Up

Managing Up ‐ Knows how to manage situations involving superiors (bosses, executives, Dealer
principles, etc.); Manages relationships with superiors effectively; Values good relationships with
superiors

D‐01‐04 Branch Operations Manager ‐ Operations and maintenance need to be close ‐ sometimes they
see each other as enemies

D‐02‐07 Lead Hand ‐ talks to PSSRs on a daily basis, accounting on credit limits, parts department,
counter people


Dealer Database

Manages Up Continued

D‐03‐11 Director of Service ‐ managing up important, how to handle executives

D‐03‐17 Service Supervisor ‐ I need to do safety meetings, talk to the big bosses, all the time

Motivates Employees

Motivating Employees ‐ Knows how to create a motivating environment for employees and employee
teams; Motivates individuals and teams; Values the importance of motivation to performance

D‐01‐05 Branch Operations Manager ‐ hate to lose a good revenue generator

D‐03‐11 Director of Service ‐ some supervisors never lead the group, spend time in front of a computer
and phone

D‐03‐12 Service Manager ‐ "You'll meet [a supervisor] this afternoon, he knows how to motivate people,
he does a great job, he started on the small engine line, the flat rates weren't good but he's improved
them, he is two days out, thinking ahead, moved him into a supervisory role, he's good with people, you
can get them to do what you want them to do"


Dealer Database

Performs Performance Appraisal

Performing a Performance Appraisal ‐ Knows the Caterpillar/Dealer employee performance appraisal
process; Conducts performance appraisals timely, accurately and to Caterpillar/Dealer standards; Values
the role of performance appraisals in improving employee performance

D‐01‐05 Branch Operations Manager ‐ each manager does performance reviews – 1, 2, 3 month review
of new employees as well then annual ‐ critical skill to do this

D‐02‐08 Service Manager ‐ does performance assessment, goal setting, coaching

D‐03‐13 Service manager ‐ we wrote up an "ownership and responsibility" document, training them on
their responsibilities, one page ‐ more than a job description ‐ part of the company

D‐03‐13 Service Manager ‐ have an official process, started a new system, we are a union shop, we need
to be careful about this, mind of the employee "it's beat me up"

D‐04‐19 Service Manager ‐ have an evaluation method for employees, not a rating system, end result is
you write a brief story on what they are doing and could do better

D‐04‐20 Service Manager ‐ our performance appraisal system is fairly straight forward, I got training on
how to do it

D‐06‐33 Service Manager ‐ I had to learn how to do this, important

D‐03‐17 Service Supervisor ‐ I need to do 21 performance appraisals in the next four months!


Dealer Database

Presents Information

Presenting Information ‐ Knows how to present information to a group for comprehension and
understanding; Presents effectively; Values the importance of engaging presentations

D‐02‐09 Recruiter ‐ he does class presentations ‐ large groups ‐ also chambers of commerce, some one‐
on‐one interviews

D‐06‐33 Service Manager ‐ if I had to go back, two things I want, training on public speaking and that
kind of stuff ‐ professional speaking AND people side ‐ what is the appropriate way to deal with people ‐
the "do's and don'ts"

D‐06‐34 Service Supervisor ‐ I'd have lots of public speaking exercises, get them talking, communication
skills"

D‐03‐17 Service Supervisor ‐ I need to do safety meetings, talk to the big bosses, all the time

Prevents Harassment

Preventing Harassment ‐ Knows how to identify, control and prevent harassment in the workforce;
Prevents harassment; Values a harassment‐free working environment

D‐03‐15 ‐ Service Manager ‐ example: sexual harassment, internal with two employees, senior manager
daughter who works here



Dealer Database

Selecting Employees
Selecting Employees ‐ Knows the Caterpillar/Dealer employee selection process; Executes the selection
process (recruits, interviews, coordinates); Values the importance of selecting the right employees

D‐01‐03 Director of Employee and Labor Relations ‐ We have developed a centralized on‐boarding
process ‐ come in through H.R. and then go to the branch

D‐01‐02 Service Advisor ‐ Yes I hire, haven't received any training on this ‐ real struggle to understand
the questions they are supposed to ask and why ‐ how are we supposed to evaluate these people?

D‐02‐06 Shop Supervisor ‐ hiring ‐ has three shops to fill ‐ new employees come in via H.R. they do
testing and then go to the service manager ‐ candidate goes to each shop supervisor to see what shop
they may fit in ‐ service manager makes the hiring decision ‐ hasn't had any selection training ‐ definitely
needs it

D‐02‐09 Recruiter ‐ needs to know the whole process, start to finish ‐ if this guy/gal has anything to
disqualify them, I want to find it ‐ interviewing: try to do behavioral interviewing

D‐02‐09 Recruiter ‐ 70% of the people I see are unqualified, and he doesn't send them into the
Dealership

D‐02‐08 Service Manager ‐ I involve everyone, first to interview, we'll have shop supervisor interview, by
the way ‐ I had no training on this ‐ on my first interview, I didn't have a clue what to ask ‐ legal
requirements ‐ nobody teaches us these things

D‐02‐07 Lead Hand ‐ no selection role for him

D‐03‐11 Director of Service ‐ we have a recruitment specialist, if he brings in five people, they all need to
be capable ‐ screened

D‐03‐12 Service Manager ‐ "When I came over it was like drinking out of a fire hose", I was always good
with people, but I had to learn how to select people and folks to be my leaders

D‐03‐12 Service Manager ‐ had a hard working kid, I put him into a supervisory job, worst thing I could
have done, he almost had everyone quit, had a good work ethic, couldn't talk to people, I counseled
him, but he never got any better, I had to learn the hard way

D‐03‐13 Service Manager ‐ I depend on my people, key thing, surround yourself with good people who
care ‐ give their hearts and souls to the company


Dealer Database

Selecting Employees Continued

D‐03‐13 Service Manager ‐ change is constant here, "integrity" of the person ‐ honest ‐ can tell by being
around him/her

D‐03‐15 Service Manager ‐ selection, absolutely need this training ‐ I had the benefit in the beginning of
picking people I know, I was pretty fortunate this way, the manager chooses his/her technicians

D‐03‐16 Service Operations Manager ‐ hiring/selection ‐ always a guess, need training on this… we
ended up hiring a recruiter to weed them out

D‐04‐18 Service Manager ‐ selection? Very helpful to get training, I have a staff of 20 technicians

D‐04‐19 Service Manager ‐ don't have too much turnover, have replaced a couple of folks, selection is
the key to everything

D‐04‐20 Service Manager ‐ hiring! ‐ wished I'd had this 15‐20 years ago, I should have had training in this

D‐04‐27 Service Administration Manager ‐ 40% service manager's responsibility to hire the right folks

D‐04‐27 Service Administration Manager ‐ service managers also do most of the on‐boarding for new
techs

D‐06‐33 Service Manager ‐ during staff meetings the boss would ask for recommendations for
supervisor, I would come up with 4 or 5 of the top and talk about them as a group:
D‐03‐17 Service Supervisor ‐ I did take a course on legal hiring once, interviewing training would be very
helpful ‐ picking the right guy is important


Dealer Database

Uses Telephone Etiquette

Using Customer Telephone Etiquette ‐ Knows the Dealer telephone answering/calling process for
customers; Uses good telephone technique; Values good telephone technique and understands the
impact of poor technique on customer relationships

D‐01‐01 Field Service Supervisor ‐ calls some customers one or two times a week

D‐01‐05 Branch Operations Manager ‐ long standing customers will call them

D‐02‐06 Shop Supervisor ‐ typical calls during the day ‐ people late, sick, adjust workload, tech is
assigned to a work order until it is done

D‐02‐06 Shop Supervisor ‐ I get calls on my cell phone all the time ‐ i.e. 7 since 11:00, its now 1:50 p.m. ‐
customer calls … Scheduling, costs, quotes ‐ I also get troubleshooting calls ‐ I'll refer some to lead hand
(he is a supervisor) ‐ may refer to technical services


Dealer Database

Work Order Systems
Applies Data

Applying Data ‐ Knows how to extract data from Caterpillar/Dealer business systems; Uses business
systems to create actionable information; Values information‐driven decision making

D‐01‐04 Operations Manager ‐ Bay 1 (planned job 3 to 4 days), bay 2 (failure job, 7 days) but the service
manager is a hero in bay 2 ‐ can do 3 planned jobs to 1 failure job ‐ we've trained customers to run to
failure

Ensures Worksite Safety

Assuring Work Site Safety ‐ Knows safety requirements/rules/processes; Manages/Leads/Acts in a safe
manner; Values the critical importance of safety practices for all

D‐01‐05 Branch Operations Manager ‐ need to create a safety culture



Dealer Database

Cross‐Sells

Cross‐Selling ‐ Knows how to introduce associated products/services into a customer sales conversation;
Cross‐sells; Values the importance of associated product/service sales to the Dealership and customer

D‐03‐11 Director of Service ‐ depends on the position, good ones recognize the opportunities, have done
some customer things, "those that don't have it, hard to beat it into them"

D‐03‐15 Service Manager ‐ now, more than ever, used to be a wall between sales and service, important
to know about it ‐ CSP ‐ "they don't understand our world either, salesman should have explained it to
the customer", salesman will commit we'll fix it but we can't

D‐04‐23 Region Service Manager ‐ "salesman sells the first piece of equipment, service sells the second"

D‐04‐27 Service Administration Manager ‐ you need to learn part of your job is selling hours

D‐06‐30 Service Manager ‐ service supervisors have a tremendous impact on sales ‐ could use some
sales techniques, face of the Dealer, "do they come back or not", can't be "good enough" service
Treat the customer good
Bill as you quoted
Tell the truth

D‐06‐30 Service Manager ‐ lots of cross‐sell opportunities, injectors and turbo, opportunity to cross‐ and
up‐sell, call customers back and follow‐up, kick out 10 per month, gives us the ability to call and get
more work

D‐06‐30 Service Manager ‐ load leveling, when we are slow we call the schools, see if they need
anything, service supervisor would do this

D‐06‐31 Service Manager ‐ 1st level supervisors, lots of opportunity for sales but don't take advantage of
it as much as we can, especially in field service, like "whack a mole" have the opportunity, but too busy
juggling resources

D‐06‐33 Service Manager ‐ used to do a lot of that, front line supervisors do the most, amazing the
number of calls a supervisor can get in a day, upwards of 20 some days, I think we lose a lot of business
because we don't take advantage of this

D‐06‐34 Service Supervisor ‐ you sell yourself everyday, salesmanship critical; we are the first call for a
lot of customers

D‐06‐34 Service Supervisor ‐ I do this everyday, very important


Dealer Database

Manages Customer Relationships

Managing Customer Relationship Information ‐ Knows the basics of the Dealer's customer relationship
management (CRM) system; Uses the CRM system as necessary on the job; Values the
communication/data collection purpose of the CRM system

D‐01‐04 Operations Manager ‐ Transition from repair after failure to preventing repairs takes customer
education

D‐07‐35 Service Manager ‐ Our service personnel need a change in mindset. They are trained to repair
failed iron and many feel threatened if we transition to a new attitude of PM and downtime avoidance.
We now educate this dealership philosophy in the orientation of every new employee. We are
committed to uptime and lowest cost per hour. We must all work to this end goal.



D‐06‐31 Service Manager ‐ Parts (3 counter guys, mostly phone), Service (vast majority of the customer
interaction)

Monitors Work Orders

Monitoring Work Orders ‐ Knows how to reduce WIP by expediting work orders; Marshals resources to
prosecute work orders effectively/efficiently; Values the need to reduce WIP by effectively/efficiently
prosecuting work orders

D‐02‐06 Shop Supervisor ‐ I will look at all old work orders ‐ we have standards in the computer


D‐03‐13 Service Manager ‐ big part of the issue is to get the right person on the job

D‐04‐14 Service Supervisor ‐ you see folks on the floor that are book smart, but can't fix it

D‐03‐15 Service Manager ‐ typical day for me:

Negotiation of disputes, invoices
Reviewing jobs
Contacting customers

Dealer Database

Monitors Work Orders Continued

D‐03‐16 Service Operations Manager ‐ managers need to know:
Don't "over" repair

Information on hours/completion dates

Segments open on the job

If the technician has the information, they'll try to do it, meet the flat rate

"Taking the time up front"

D‐04‐21 Shop Supervisor ‐ you need to be on the floor as much as possible

D‐06‐30 Service Manager ‐ work order process, it’s a cumbersome tool, but it works, I can show
someone how to do this in a day

D‐06‐32 Service Supervisor ‐ I have a clip board with each engine on it, I have 35 technicians, I make a
tour of the guys to see how they are doing
Biggest bulk of a service advisor's day ‐
Tour shop
Wash rack
Inspection sheets
Perusing for cores
Billings

D‐06‐32 Service Supervisor ‐ people that fail? Buck the system from the beginning, technicians know

D‐06‐34 Service Supervisor ‐ can't be proactive on your tail, need to do it out in the shop ‐ "if you sit
behind your desk, you're letting things come to you"

D‐06‐34 Service Supervisor ‐ it’s the easiest to learn, work order execution

D‐03‐11 Director of Service ‐ I would put this above anything else on the technical


Dealer Database

Plans

Planning ‐ Knows how to efficiently/effectively use Dealer resources (labor, tools, equipment, shop, etc.)
greater than 72 hours; Plans efficiently/effectively; Values the perish‐ability of labor hours and cost of
Dealer resources

D‐01‐04 Operations Manager ‐ In the tar sands, 797's, have scheduled PM, if it’s a 12 hour shutdown,
they expect it to roll out at 1 minute after midnight ‐ if an oil sample shows something we need to turn it
around immediately ‐ now we take samples days before ‐ post results ‐ know when truck is in ‐ plan

D‐03‐15 Service Manager ‐ organization skills and knowledge as a competency important

D‐03‐16 Service Operations Manager ‐ RPI process, learning the importance of doing this upfront,
communicating to guys on the floor

D‐03‐16 Service Operations Manager ‐ shop layout a big plus

D‐03‐17 Service Supervisor ‐ organization skills are critical

Prepares Warranty Claims

Preparing Warranty Claims ‐ Knows the use, applicability and requirements of Caterpillar/Dealer
warranty; Applies accurate/timely warranty claims to customer situations; Values the importance of
accurate/timely/precise warranty claims

D‐02‐08 Service Manager ‐ problems don't get better with time, I'll research first and then react to a
customer's story

D‐03‐15 Service Manager ‐ field service, we always selected internally for "work ethic", willing to learn,
we can teach him the rest, teaching warranties is the most confusing thing

D‐07‐35 Service Manager ‐ Warranty is our largest service operations "burden"....within a dealership Cat
is also our biggest customer in many areas. This always seems to be the last item learned by new staff.

Upset
A problem
Warranty

D‐03‐16 Service Operations Manager ‐ warranties, new machine, extended parts warranty, goodwill,
splits with customer, when they are filled out the forms, they need to tell the story


Dealer Database

Prepares Warranty Claims Continued

D‐04‐20 Service Manager ‐ warranties are complicated, different from one side to another, engine side
different ‐ sometimes a manager is asked to make a decision over the weekend, the biggest thing is to
learn guidelines

D‐04‐25 Region Service Manager ‐ policy, goodwill and warranty, how that all works together

D‐06‐34 Service Supervisor ‐ Need to know:
Opening a work order
Filling out a service report
Filling out a warranty

D‐03‐17 Service Supervisor ‐ would be good to have this knowledge, no one seems to know about this

Quotes

Quoting ‐ Knows how to prepare an accurate, timely, detailed quotation for a customer; Accurately
prepares timely quotations for customers; Understands the value of accurate and timely quotations

D‐02‐06 Shop Supervisor ‐ I'll quote a customer a price (supervisor) ‐ disassembly price ‐ once you are
inside will quote fixing ‐ disassembled "here is what we found" "here is a quote" ‐ some customers will
come in to look at it

D‐03‐11 Director of Service ‐ we can give them that, its not as critical

D‐04‐21 Shop Supervisor ‐ quoting to customers important

D‐04‐27 Service Administration Manager ‐ need to have a commercial focus, run more like a business,
think "new business", be fast


Dealer Database

Repairs Products

Repairing Caterpillar/Dealer Products ‐ Knows how to repair Caterpillar/Dealer products; Diagnoses with,
communicates to, instructs and advises technicians/customers on repairing Caterpillar/Dealer products;
Values repair alternatives for Caterpillar/Dealer products

D‐01‐01 Field Service Supervisor ‐ Can learn the mechanical by going through the courses. Don't need to
know how to rebuild it to be a supervisor.

D‐01‐01 Field Service Supervisor ‐ Was a mechanic

D‐01‐01 Field Service Supervisor ‐ can loose credibility with a customer if you don't know the mechanical
issues

D‐01‐05 Branch Operations Manager ‐ Different than it used to be, used to be a buffer between the
mechanic and the customer ‐ now, with so many green people, needs to be more technically proficient

D‐01‐05 Branch Operations Manager ‐ Learning the lingo, needs a shot of yellow blood, not necessarily
Cat equipment

D‐02‐09 Recruiter ‐ doesn't need to know a lot about the job from a technical sense ‐ "you'll pick it up"

D‐02‐07 Lead Hand ‐ he checks out the machine after repair, everything hooked up, cat specs, hoses in
the right place, etc.

D‐02‐07 Lead Hand ‐ how did he get promoted? ‐ people were coming to him anyway

D‐03‐11 Director of Service ‐ "I have a guy who has efficient technicians and customers love him" but it’s
dangerous, because "if something changes, he won't know what to do"

D‐03‐12 Service Manager ‐ for the manager and supervisor, more important to know where to go to get
the answer, important to the technician that the manager has "done that"

D‐04‐18 Service Manager ‐ as far as the technical knowledge, just the lingo is important, the guys at
dispatch help with technical problems, just Cat specific stuff, knowing where to find it, how to use the
systems

D‐04‐27 Service Administration Manager ‐ technical problems are not usually an issue for service
manager, okay to go to companies that do what we do


Dealer Database

Repairs Products Continued

Time management
it all mean"

D‐06‐34 Service Supervisor ‐ almost better you're not the best technician, so you don't double do
everything

D‐01‐04 Operations Manager ‐ Most promoted from within


Dealer Database

Schedules

Scheduling ‐ Knows how to efficiently/effectively prepare and execute work orders (within 72 hours);
Schedules efficiently/effectively; Values the perish‐ability of labor hours and cost of Dealer resources

D‐01‐01 Field Service Supervisor ‐ They "throw you to the wolves" ‐ I have five guys to keep busy, trying
to get a machine from a customer is like pulling teeth sometimes ‐ its really hard to have someone do it ‐

D‐02‐06 Shop Supervisor ‐ carries a clip board with him at all times with the open work orders

D‐02‐08 Service Manager ‐ no scheduling at his level, all done by supervisors ‐ at smaller stores, the
service manager will schedule

negotiation skills


D‐03‐12 Service Manager ‐ looking two days in advance, scheduling critical

D‐04‐18 Service Manager ‐ scheduling is a problem for sure, need to be organized, plan ahead

D‐04‐27 Service Administration Manager ‐ I'm working on a tool, we use Excel now

D‐06‐30 Service Manager ‐ truck shop uses a white board, "stuff that's here", "stuff that's coming in"

D‐06‐31 Service Manager ‐ in field service, you have to reduce tool chasing by planning

D‐06‐34 Service Supervisor ‐ can't be proactive on your tail, need to do it out in the shop ‐ "if you sit
behind your desk, you're letting things come to you"

D‐06‐34 Service Supervisor ‐ "technicians make the shop run, the managers make sure they have the
bullets to fight the war"

D‐01‐02 Service Advisor ‐ In the field office I need to deal with breakdowns ‐ job canceled and
incomplete ‐ plan changing from day to day ‐ shift changes ‐ "probably the hardest part of the job" ‐ no
training received on this, all self taught

Dealer Database

Segments Work Orders

Segmenting Work Orders ‐ Knows how to accurately and precisely segment work orders; Segments work
orders effectively/efficiently; Values the need to segment work orders correctly

D‐03‐12 Service Manager ‐ What would have helped me when I started, how to open and close jobs

D‐03‐16 Service Operations Manager ‐ managers need to know:
Don't "over" repair
Information on hours/completion dates
Segments open on the job

If the technician has the information, they'll try to do it, meet the flat rate

"Taking the time up front"

D‐03‐15 Service Operations Manager ‐ we use ELC (electronic labor collection) technician clocks in by
segment ‐ time approved the next morning by the lead hand ‐ more of a clerical task

D‐03‐16 Service Operations Manager ‐ important for them to know how to segment work orders, break
percentages, what will they see


Service ‐ Field

Servicing in the Field ‐ Knows the differences between shop and field work and the unique challenges of
each; Effectively/efficiently leads/manages field service; Values the differences between shop and field
servicing

D‐03‐12 Service Manager ‐ to manage the field, you really need to know about field work, been there


Dealer Database

Understands Products/Services

Understanding of Caterpillar/Dealer Products/Services ‐ Knows Caterpillar/Dealer products/services,
their applications, systems and repair processes; Communicates effectively Caterpillar/Dealer
products/services; Values repair options for Caterpillar/Dealer products/services

D‐07‐35 Service manager ‐ Our "oak trees" of knowledge are retiring and our newer staff is very green.
Developing and retaining these people for many productive years is a critical focus for us.

D‐01‐01 Field Service Supervisor ‐ Important to have technical knowledge of Cat ‐ "right now we have a
lack of technical knowledge" ‐ first hand experience ‐ "hands on"

D‐02‐06 Shop Supervisor ‐ no interface with new machines ‐ rental shop does

Uses Cat/Dealer Business Systems

Using Caterpillar/Dealer Business Systems (i.e. SIS, DBS, Cognos, etc.) ‐ Knows business systems and their
applications; Uses the business systems effectively on‐the‐job; Values the use of business systems to
improve service and productivity

D‐01‐01 Field Service Supervisor ‐ GMS, SIS, DBS

D‐01‐05 Branch Operations Manager ‐ DBS is not very user friendly, lots of different systems needed,
eforms, TSR's, warranty (a big one), policy claims

D‐02‐06 Shop Supervisor ‐ used DBS as a tech, do quotes and stuff, but did nothing on open work orders
‐ pricing ‐ tech never sees

D‐02‐06 Shop Supervisor ‐ need to know how to find information on SIS ‐ who and where ‐ librarian

D‐03‐13 Service manager ‐ DBS, computers, understand how a business is run, sales, PAD, etc. ‐ SIS, STW

D‐03‐14 Service Supervisor ‐ 500 different machines, different models, ability to find information is a big
part of your technical ability

D‐03‐15 Service Manager ‐ wish their was more training on systems like DBS

D‐04‐18 Service Manager ‐ two problems I had right off the bat ‐ dealing with personnel issues and
computer knowledge ‐ DBS/SIS/TMC/TRGs ‐ right now there is too much learning on the job ‐ new
managers don't know how to use


Dealer Database

Uses Cat/Dealer Business Systems Continued

D‐04‐18 Service Manager ‐ as far as the technical knowledge, just the lingo is important, the guys at
dispatch help with technical problems, just Cat specific stuff, knowing where to find it, how to use the
systems




D‐06‐31 Service Manager ‐ new supervisor is buried in DBS 60% of the time, it’s almost an assumption
you know this stuff

D‐06‐34 Service Supervisor ‐ information systems critical ‐ CCT training

D‐02‐07 Service Shop Lead Tech ‐ Understand Electronic Technician, DBS, SIS


Dealer Database

Utilizes Labor
Utilizing Labor ‐ Knows how to allocate labor to work orders by evaluating the strengths/weaknesses of
technicians and job requirements; Utilizes labor productively; Values the importance of applying labor
resources effectively/efficiently to work orders

D‐01‐04 Operations Manager ‐ Planned job ‐ know the skills required, bill of materials, tooling required ‐
planned and scheduled jobs are done better rather than "run to failure"

D‐07‐35 Service Manager ‐ We have shifts of 30 guys in our main store. If the day starts with low shop fill
rate, you can have up to 10 guys milling around. Our guys are told...if there is no work on site then the
guys go home or you redeploy to other shops that are overloaded...ASAP. 2 hours wasted on this with
10 guys is a couple of thousand $ lost right at the start of the day. There is also a double hit when things
slow down because techs extend jobs causing variance increase along with the hit of the expense hours.
If supervisors are burdened with office work and cannot be on the floor to direct/control the
workforce....the dealership is beat.

D‐01‐04 Operations Manager ‐ I was at a paper mill that had 35% emergency jobs and we drove it down
to 5%

D‐01‐05 Branch Operations Manager ‐ critical control is the productivity of hourly people ‐ training
effects productivity

D‐02‐06 Shop Supervisor ‐ OJT for up to six months, try to sell as much labor as possible ‐ train on
computer, disassembly

D‐03‐16 Service Operations Manager ‐ labor variance a big issue on gross profit ‐ hard to get people to
change to looking at things upfront

D‐07‐35 Service Manager ‐ If we all implemented the recommendations/concepts of RPI then variance
would take a drastic drop. In our engine operations, warranty variance is 90% of all variance. Our dealer
flat rates are adjusted for actual reasonable time which is about 20% over warranty TRG time.

D‐03‐16 Service Operations Manager ‐ technician productivity, billable or expense, service supervisors
have to control, people can learn how to do this, communicate back and forth

D‐04‐19 Service Manager ‐ I have an idea for a great training tool for KPIs, show a video of a technician
running into problems, and show a KPI increasing, walking to get an air impact

Parts cleaning ‐ Parts ordering = two huge time users


Dealer Database

Utilizes Labor ‐ Continued
D‐07‐35 Service Manager ‐ This is a good idea [the above idea of the training tool for KPIs.] I would love
be involved with this.

D‐06‐30 Service Manager ‐ some managers know all the tricks to move labor around, but don't
understand it doesn't change the bottom line, "here are the numbers and here is how to make them
move"

D‐07‐35 Service Manager ‐ We coach managers/supervisors/leadhands on the issue of moving labor
around. We want to see the peaks and valleys, not the smoothed over end result of spreading time
around. If the person does come around, they are terminated. Last year we had to let a 15 year manager
go because he just couldn't stop the shifting....it's really a question of integrity. If you do not have the
courage to let the pieces land and take good corrective action to sort out the issue at source, than
you're not a good manager.

D‐01‐04 Operations Manager ‐ background in manufacturing is helpful ‐ systems tools make it so much
easier


Dealer Database

Financial Literacy
Accounting for Service

Accounting for Service ‐ Knows the basic principles of cost and revenue accounting and operating
statements; Manages revenues, expenses, inventory effectively/efficiently/accurately; Values the
relationships of resources (labor, tools, equipment, shop, etc.) and revenues (warranty, customer billings)
to Dealer profitability

D‐07‐35 Service Manager ‐ Both the manager and supervisor need to know this fluently. In a ranking, I
would say it is the most important thing for the manager followed closely with the people skills. With a
supervisor, he should now it but not be into it regularly. That's what the manager is there for...to
monitor and spot financial "hot spots" that may indicate trouble.
D‐01‐02 Service Advisor ‐ I know what I do has impact (supervisor) but the dollars etc. I don't know
where they come up with them ‐ I should

D‐01‐04 Operations Manager ‐ We don't have unlimited bays or parts ‐ need more business skills

D‐02‐06 Shop Supervisor ‐ service manager is much deeper on the budget than he is ‐ mostly supervisor
quotes orders ‐ "if my boss wasn't a service manager, he'd be a public accountant"

D‐02‐07 Lead Hand ‐ he is working right now to adjust flat rates, use when writing estimates (sometimes
people put the wrong thing in)

D‐03‐11 Director of Service ‐ finance and acctg, something we've been poor at

D‐03‐11 Director of Service ‐ most of the managers crave the information, "I need to know what is going
on" they say, trends

D‐03‐13 Service manager ‐ DBS, computers, understand how a business is run, sales, PAD, etc. ‐ SIS, STW
‐ "learn how a business really runs"

D‐03‐15 Service Manager ‐ "financial skills" ‐ I'd put a star by that one, developing a budget and
understanding the operating statement

D‐03‐15 Service Manager ‐ wish they would have spent time on business finance, I didn't know what to
do to control it, this was before my operating statement was available

D‐03‐16 Service Operations Manager ‐ tooling, they'll buy this but won't understand how this hits their
budget each year, 1st of the year, try to budget, budgeting ‐ need to know, need to understand how to
do this


Dealer Database

Accounting for Service Continued

D‐04‐24 Region Service Manager ‐ basic acctg needed, customer numbers and how it relates, hunt for
the buckets

D‐06‐30 Service Manager ‐ supervisors and managers struggle with financial literacy, people don't
understand what gross profit is, what makes the numbers flow

D‐06‐31 Service Manager ‐ took awhile for the light bulb to come on

D‐06‐33 Service Manager ‐ operating statements ‐ when they came out I would go over them with my
manager in a statement review meeting, learn it as it goes

D‐06‐34 Service Supervisor ‐ I struggle with this the most, statement reviews

D‐06‐34 Service Supervisor ‐ I had a mechanic that was always getting ridiculous freight charges
because he was ordering parts as "machine down" not stock order ‐ I didn't realize this for awhile
because I didn't understand how our accounting system worked

D‐03‐17 Service Supervisor ‐ It would be very nice to understand the financial system


Dealer Database

Budgeting/Forecasting

Budgeting and Forecasting‐ Knows how to create a budget and forecast for their span of controls;
Budgets and forecasts accurately/timely; Values the importance of adhering to a budget and accurate
forecasting

D‐01‐03 Director of Employee and Labor Relations ‐ Very important for the service manager to have a
handle on finances ‐ based on budget ‐ why they didn't hit it ‐ very time consuming ‐ especially branch
that is supposed to make money ‐ needs basic fundamentals ‐ cost per units ‐ the biggest part of their
job ‐ pretty important piece ‐ need to be held accountable for this ‐ "what's happened here?"

D‐02‐08 Service Manager ‐ I enjoy working with the numbers, "what is that account number and what
goes in here?" ‐ very few service managers know this well but its very important

D‐03‐11 Director of Service ‐ when it comes time to budget, all managers and supervisors will get
involved

D‐03‐15 Service Manager ‐ we do our own budgets

D‐03‐16 Service Operations Manager ‐ tooling, they'll buy this but won't understand how this hits their
budget each year, 1st of the year, try to budget, budgeting ‐ need to know, need to understand how to
do this

D‐06‐33 Service Manager ‐ I budget and forecast now


D‐03‐17 Service Supervisor ‐ I'm trying to learn variance accounting, struggling with this, but very
important

D‐03‐17 Service Supervisor ‐ Operating statement ‐ don't know exactly what feeds into it ‐ everyday I
learn a little something ‐ biggest thing I'd like to know is how to EFFECT the number ‐ how can I improve
it? And once I know that, how do I COMMUNICATE it.


Dealer Database

Utilizes KPIs
Utilizing KPIs ‐ Knows KPI analysis and how to influence future KPI results; Uses KPIs to maximize Dealer
profitability and customer satisfaction; Values the KPI scoreboard as a tool to manage/lead the business

D‐01‐04 Operations Manager ‐ Service managers don't have clean data or metrics ‐ go by gut feeling

D‐01‐04 Operations Manager ‐ When I go to branches, I always see machines torn down and not being
worked on

D‐07‐35 Service Manager ‐ All parts and service personnel should understand KPIs and they should be
informed of progress regularly. We are a public company and share our KPIs monthly with all staff. Many
staff have their own dashboard anyway. Private companies seem less willing to share financial
details....this will hurt them with the new generation who want to know what's going on and how they
are influencing the outcome.

D‐03‐11 Director of Service ‐ "we are working hard to identify what every technician needs every day on
the floor" ‐ what do they need everyday [technicians] who can provide it

D‐03‐11 Director of Service ‐ most of the managers crave the information, "I need to know what is going
on" they say, trends

D‐03‐12 Service Manager ‐ went to a class on BTSM, very helpful

D‐03‐16 Service Operations Manager ‐ KPI ‐ labor variance ‐ control with information up front and
monitoring it day‐by‐day, watch it all the time

D‐04‐19 Service Manager ‐ I have an idea for a great training tool for KPIs, show a video of a technician
running into problems, show a KPI increasing, walking to get an air impact

Parts cleaning ‐ Parts ordering = two huge time users

D‐04‐20 Service Manager ‐ need to recognize the cost of capital



D‐04‐27 Service Administration Manager ‐ KPIs critical, WIP, redo, labor utilization

D‐06‐30 Service Manager ‐ learn the basic income statement from scratch, if they move numbers around
it gives us bad information, how do we make decisions? ‐ scenario for you: what happens when a
customer demands a change ‐ do you reopen a work order? Issue a credit?

Dealer Database

Utilizes KPIs

D‐06‐33 Service Manager ‐ KPIs I notice ‐ employee retention, sales thru service department, sales to
labor, etc.

D‐06‐34 Service Supervisor ‐ I use this everyday ‐ "days since last labor" goal is 10 days or less, "firm
labor lost" for me, it’s a management indicator ‐ straight management indicator, "labor budget" is a big
part of my operating statement

Reports Revenues/Expenses

Reporting Revenues/Expenses ‐ Knows how to accurately capture and report expenses/revenues;
Documents accurate/timely expenses and revenues; Values the need to document accurate/timely
expenses and revenues

D‐04‐21 Shop Supervisor ‐ need to keep the customer informed and close work orders


Dealer Database

Solves Problems

Solving Problems ‐ Knows basic quality problem solving techniques (fish bone diagram, etc.) and their
uses; Applies problem solving techniques and tools to service operations; Values the importance of
information‐driven decisions/improvements

D‐01‐04 Operations Manager ‐ "breakdown maintenance" time and materials ‐ get into a bay, tear it
down, order parts, wait, repair ‐ need to put a higher value on planned jobs rather than emergency jobs
‐ need better systems

D‐01‐04 Operations Manager ‐ Need to see PM's as a way to avoid problems

D‐01‐05 Branch Operations Manager ‐ I am working on asking more of lead hands, they need to come
into the office with solutions rather than problems

D‐01‐04 Operations Manager ‐ In our best branch, every inspection, every PM, generates more work and
prevents problems ‐ when you ask the customers, they say they have better uptime ‐ very few fleets
track that type of thing

D‐01‐05 Branch Operations Manager ‐ think on your feet, act quickly, can't shut yourself off from it,
stand on the firing range

D‐03‐11 Director of Service ‐ I'm moving towards "your job is to improve it" ‐ we haven't stressed this
enough ‐ take an existing process and improve it

D‐03‐11 Director of Service ‐ RPI ‐ "I see a lot of value in this"

D‐03‐12 Service Manager ‐ I'm big on improving the process, I'm never happy the way it is

Upset
A problem
Warranty

D‐04‐27 Service Administration Manager ‐ must be able to solve problems, stay organized, high pressure


Dealer Database


Bibliography

Bibliography
“Automotive Service Management: Building a Team”, Mitch Schneider, Delmar Learning, Clifton Park,
New York, 2003.
“Business Tools for Service Managers”, Caterpillar Dealer Capability Department, Dealer Support
Division, Peoria, Illinois, 2007.
“Competency Record Book”, Caterpillar of Australia, Melbourne, Australia, 2005.
“Dynamic Process Improvement: Team Member Process Planner”, Caterpillar Dealer Capability
Department, Dealer Support Division, Peoria, Illinois, 2000.
“Effective Competency Modeling and Reporting”, Kenneth Carlton Cooper, AMA Publications, New York,
New York, 2000.
“Service Management and Operations”, Cengiz Haksever, Barry Render, Roberta S. Russell, Robert G.
Murdick, Prentice‐Hall, Inc., Upper Saddle River, New Jersey, 2000.

Bibliography


Service Competencies FINAL 082708 Rev F

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Service Management Competencies Table 4.01

01 Building a High-Performing Team - The individual will: knowledge –

02 Coaching/Counseling - The individual will: knowledge – know the

03 Communicating - The individual will: knowledge – know how to

04 Dealing with Conflict - The individual will: knowledge – know conflict

05 Dealing with Different Personality Styles - The individual will:

06 Developing Training - The individual will: knowledge – know how to

Service Management Competencies Continued Table 4.02

08 Handling Personal Stress - The individual will: knowledge – know how

10 Managing Bosses, Peers and Former Peers - The individual will:

11 Managing Customer Relationships - The individual will: knowledge –

12 Managing Performance -The individual will: knowledge – know the

Service Management Competencies Continued Table 4.03

14 Negotiating - The individual will: knowledge – know the

15 Organizing - The individual will: knowledge – know how to evaluate and

16 Presenting Information - The individual will; knowledge – know how to

17 Selecting Employees - The individual will: knowledge – know the

18 Using the Telephone - The individual will: knowledge – know the

Service Management Competencies Continued Table 4.04

19 Managing Customer Relationships and Information - The individual

20 Using Caterpillar/Dealer Business/Service Systems - The individual

21 Documenting Work Order Information and Quoting- The individual

22 Monitoring Job Progress - The individual will: knowledge – know how

24 Preparing Warranty Claims - The individual will: knowledge – know the

25 Repairing Caterpillar/Dealer Products in Shop and Field - The

individual will: knowledge – know how to repair Caterpillar/Dealer products

26 Segmenting Work Orders - The individual will: knowledge – know how

27 Accounting for Service - The individual will: knowledge – know the

28 Budgeting , Reporting and Forecasting- The individual will:

30 Solving Problems/Exploiting Opportunities- The individual will:

31 Implementing Strategic Business Plans- The individual will:

1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

Example Example Example

 Holds direct reports  When necessitated by an issue,  Establishes effective proactive

1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

Example  Mediates conflict involving Example

1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

Example Example Example

 Provides honest and  Reviews responsibilities  Aligns team performance appraisal

1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

Example Example Example

 Negotiates successful  Negotiates significant repair  Aggregates information from front‐

1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

Example Example Example

 Can access the CRM  Locates appropriate  References CRM system on major

1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

1 ‐ Foundational 2 ‐ Intermediate 3 ‐ Expert

Holds direct reports When necessitated by an issue, Establishes effective proactive

Example Mediates conflict involving Example

Provides honest and Reviews responsibilities Aligns team performance appraisal

Negotiates successful Negotiates significant repair Aggregates information from front‐

Can access the CRM Locates appropriate References CRM system on major