Key performance indicators are financial and non financial indicators that organizations use in order to estimate and fortify how successful they are, aiming previously established long lasting goals. Appropriate selection of indicators that will be used for measuring is of a greatest importance. Process organization of business is necessary to be constitute in order to realize such effective and efficient system or performance measuring via KPI. Process organization also implies customer orientation and necessary flexibility in nowadays condition of global competition.Explanation of process organization, the way of KPI selection, and practical example of KPI measuring in Toyota dealerships are presented in this paper.

Original scientific paper Large majority of manufacturers, and among them car manufacturers are the most typical example, recognize more and more the importance of after-sales activities, implementing them into the company core business offer. Automotive maintenance is one of them. The reasons are manifold and to achieve them they need to primarily ensure the high quality of those services.This was the basic reason for initiating the research presented in this work, whose main objective was to define quality factors for assessment of after-sales services in automotive business activities. The paper presents the procedure and the accomplished results of the research. Nine quality factors have been defined and their significance was determined. It is believed that these results could facilitate automotive service station management, since it would primarily analyze and improve those segments that were assessed by users as the most significant. Keywords: after-sales services; automotive maintenance; quality factors; quality of service Utjecajni faktori uporabne kvalitete održavanja vozilaIzvorni znanstveni članak Mnogi proizvođači danas, a među njima proizvođači automobila kao tipičan primjer, uviđaju značaj postprodajnih usluga i implementiraju ih u svoju osnovnu ponudu. Održavanje vozila je primjer ovih usluga. Razlozi su višestruki, a da bi se oni postigli potrebno je da se prvenstveno osigura njihova visoka kvaliteta. Upravo iz tog razloga je pokrenuto istraživanje prikazano u ovom radu čiji je osnovni cilj bio da se utvrde faktori kvalitete postprodajnih usluga u automobilskoj industriji. U radu je prikazan postupak i rezultati istraživanja, imenovano je devet faktora kvalitete i utvrđena je njihova značajnost. Smatra se da bi ovi rezultati mogli olakšati upravljanje kvalitetom usluga u autoservisima, jer bi rukovodstvo prvenstveno analiziralo i unapređivalo one segmente koje su korisnici procijenili kao najznačajnije.

Quality is the basis of the existence of any modern organization. Delivery of quality products/services satisfying or exceeding consumer expectations is imperative for the success of any organization. Therefore, quality must be managed. The purpose of this work is to establish a model for quality management of vehicle after-sale maintenance activities. To achieve this goal it was first necessary to identify quality indicators. An instrument for quality measurement of after-sale vehicle maintenance activities was afterward established, based on identified quality indicators and theoretical and practical knowledge in the field of quality management, to be followed by a model for quality management. An example of quality management of vehicle maintenance with the implementation of the established model was also presented. The developed methodology may be generalized and applied to other service industries.

Implementation process of fast fit maintenance service concept in two authorized  service networks is shown as well as the results of its empirical implementation, by using descriptive, comparative and statistical  analysis method. Implementation of new maintenance service approach shows that its application leads to an improve of the after-sales work performances, relevantly affects the result of the whole business. In particular, in relation to the period when this service concept was not implemented new approach resulted in an increase in the number of  total service visits.This research is limited to the automotive maintenance service industry especially as place for an improvement in authorized workshops. But some further studies could refine those measures and process of implementation for the applicability in some other service context.

This paper presents research related to fast fit service concepts in the automotive maintenance at authorized services, as tool usefull that service provider increase competitiveness. Implementation process of fast fit maintenance service concept in two authorized service networks is shown as well as the results of its empirical implementation, by using descriptive, comparative and statistical analysis method. Implementation of new maintenance service approach shows that its application leads to an improve of the after-sales work performances, relevantly affects the result of the whole business. In particular, in relation to the period when this service concept was not implemented new approach resulted in an increase in the number of total service visits. This research is limited to the automotive maintenance service industry especially as place for an improvement in authorized workshops. But some further studies could refine those measures and process of implementation for the applicability in some other service context.