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At present, Scania has 9 service centres in Malaysia, plus the additional mobile workshops in Port Dickson and Kuching. Gary said the company was currently developing a new site in Kuala Terengganu. Other areas were under consideration for future expansion.
Scania Invests Significantly in Trainings
For technicians, there were always new skills to learn. To equip them, Scania provided training for its own service team, from Scania Apprentices to Master Technicians. All of the training maintained a balance between theory and practical. An ex- ample was that technicians would spend 4 days a week in the training centre, before going to the workshop to be given the jobs that were related to the training. They would have to sit for a little test to evaluate how much they had absorbed after the training, before proceeding to be trained in other technical aspects. To become Master technicians, they would have to go through 28 technical courses. Gary said this would take a mini- mum of 7 to 8 years before they could become top-of-the-line Master Technicians.
“Improving the way we manage training is one of the goals that we need to meet by mid-2016. We are now in the process of selecting a local person to take up the role of our Development Technician, so that he can go around our workshops to pick up the common issues and problems, as well as the particular area, skills and knowledge that need to be enhanced. This will allow us to tailor our follow-up training accordingly to ensure that we provide the best possible repair and maintenance services for our customers.”
Gary stressed that Scania believed in training, not only in tech- nical skills, products, process identification and parts manage- ment, but also in soft skills such as customer satisfaction. In Malaysia, Gary said, the company provided 300 to 350 training hours per year per technician. “It is more costly if we do not invest in training. Customers appreciate a Scania that is being taken good care of by technicians.”
“Selling vehicles and maintaining them at a high standard are our core business. Running a workshop is not only very costly, but could be quite distracting and time consuming for custom- ers. They will find it more cost effective to use our facilities, tech- nology and total solution that comprises connected services, with each being designed to maximise business efficiency. We are glad to see that more and more customers have gradually understood this fact as we could see an increase in the number of customers who choose to use our services.”
30 truck & bus news 2015/2
斯堪尼亚在培训上做巨大投资
对技术人员来说，永远有需要学习的新技能。为了装 备他们，斯堪尼亚为其服务团队提供培训，从斯堪尼 亚学徒(Scania Apprentices)到斯堪尼亚大师(Sca- nia Masters)技术员。 所有的培训课程在理论与实践 方面都保持着平衡。举个例子，在他们到修车厂进行 与培训相关的工作前，技术人员一星期里会有4天的时 间在培训中心接受培训。在培训后，他们需要通过一 个小测验来评估他们在培训时吸收了多少后，才能接 受其他方面的技术培训。加里说，要成为一名斯堪尼 亚大师必须经过28个技术课程，也就是说他们最少需 要7至8年的时间，才能成为顶级的斯堪尼亚大师。
“改善我们处理培训的方式是我们在2016年中旬需要 达到的目标。我们现在正在挑选一名本地人来担任发 展技术人员的职务，他将到我们的各个修车厂视察， 鉴定他们普遍面对的问题和困难，在哪方面需要改 善，有哪些需要加强的技能和知识。这将有助于我们 为他们量身打造适合他们的培训，确保他们为客户提 供最好的维护和修理服务。”
加里强调说，斯堪尼亚对培训深信不疑，不仅仅在技 术技能、产品程序鉴定及零部件管理，还包括了“软 技能”如客户满意度。他说，该公司每年为每位员工 提供300至350小时的培训。“如果我们不投资于培 训，代价将更昂贵!客户欣赏技术人员对他们的斯堪 尼亚车子的细心照顾。 ”
“销售车子和提供维护，使它们得以保持最高的水准是 我们的核心业务。对客户来说，经营一家修车厂不仅非 常昂贵和耗时，而且还会分散他们的注意力。他们会发 现采用我们的设施、技术，以及包含了连接性服务的整 体解决方案更有效率，尤其我们的每一个连接性服务都 是为了协助客户将业务效率最大化而设计的。我们很开 心地看到采用我们服务的客户越来越多。”