All store staff should be aware of how to mark a part broken on a work order. However, there are often times this is not possible or is missed. Therefore, each store should have a bin labeled as "Tech Breakages". Store staff should be aware of the location of this bin, as well as proper procedure for placing an item / box in this bin (i.e. putting their initials on the box). Each day a manager should visually confirm this bin is empty each day, and if it is not empty remove the items from the bin and mark the part as "Broken by Tech" (assigning the breakage to that tech). The part may be either 1) sent as part of a buyback for graded credit or 2) kept in a separate container to be used if a buyback of that same SKU is missing.

Breakages due to Asurion Samsung backglass procedure, AOD failure, or "dummy" tickets should all be assigned to the store's uBreakiFix account.

Parts Adjustment Overview
Available and Reserved parts are self explanatory, so will not be covered here.

There are three (3) parts statuses that are primarily used for parts status changes:

• Adjusted (Deleted): This removes the item from inventory. This status is only to be used for inventory “shrink” when an item cannot be found and scanned during an inventory count. This is primarily a measure of overall store organization. When a part is Adjusted (Deleted) we do not know when the part was actually lost.
  Best Practice: Train techs on proper inventory control. They should not be throwing away any boxes or packaging that have a UPC, unless they are 100% sure that part was correctly attached to a work order. Additionally, be sure to correct the “Conflicts” column on inventory counts. Last column during an inventory count can sometimes have a yellow bubble. Typically, an item may be scanned, and it is shown as “Sold” in Portal, but you physically have a good part. This likely means you did not scan another part. If this occurs, it is likely because a tech sold the wrong part on a work order. You can print the label for the missing item, and place it over the ”Sold” item label. Remove the “Sold” item from the count and scan the new label.
• Defective: This removes the item from inventory and does not count the item cost as a $ loss. This status is used for defective parts, RMA of parts (either unused, slow-moving, or overstock). This status should be used only when we are not being charged for the cost of the part.
• Broken: This removes the item from inventory. This status is to be used when the part is consumed during a repair. Breakage should be assigned to the technician who performed the repair. In instances where the breakage was not at all anyone’s fault (ex. AOD breaks backglass, or part is consumed on a “dummy” work order), the breakage can be assigned to the store’s Portal account. This status should also be used when a part was consumed but not attached to a work order.
  Best Practice: Using a “Broken by Tech” bin described above.

Exceptional customer service is a priority. Each day a manager should take a few minutes to utilize the Feedback tab in Portal (sort by Date Created descending). Any scores of 3 or lower should be reviewed to see if a customer should be contacted.

Message JB3 in any cases where you are unsure how to proceed.

Leads should be a shared responsibility between in-store employees, and should not take the Store Manager or Assistant Manager any daily effort to "keep up" on. Leads from the previous day, after closing, should be contacted at BOD. The store should have a system in place so that "Missed Appointment" leads are addressed, so that the "Requires Action" tab has the lowest possible number.

There should be no Need to Order's at the end of each day, except in rare cases (i.e. customer isn't coming back for the repaired device for several days and the manager wishes to put the part on the next Distro. order).

You should use the same SKU for items whenever possible. You do not want a handful of different SKU's for the same part, or parts will get lost and Projection Orders will be inaccurate.

Order (2) of inexpensive items.

• Purchasing Portal Training
• 3rd Party Parts Purchasing Overview

Store cleanliness should be a shared responsibility between in-store employees, and should not take the Store Manager or Assistant Manager any daily effort to "keep up" on. This includes FOH, BOH, and store workflow as a whole. Time spent searching for parts or turning away a repair when we actually have the part all cost $. Additionally, more simple items like do your techs know where to find specific tools or repair items? Do they know the GSPN username and password? Keeping the store clean allows everyone to focus on the customer and repairs.

The store email should be up on the FOH PC at all times. Priority emails (i.e. Negative Feedback, B2B inquiries, ect.) should be responded to. There is no reason this cannot be delegated to a non-probationary technician, as long as they're properly trained and alert Managers if there is an issue.

It is highlyrecommended to create Outlook rules to automatically forward the routine emails from corporate to the Managers @ubreakifix.com account. Examples include: BuyBack Parts Removed, Upcoming Chargebacks, and Upcoming Consignment Charges.

• Upcoming Consignment Charges Email Overview

Properly keeping work orders and customers correctly updated is one of the biggest ways to keep operations running smoothly. If your store's techs are properly trained, this should not take the Store Manager or Assistant Manager any daily effort to "keep up" on.

This differs from the weekly active work orders management, in that this is specific to the "boxes" shown on the Portal work orders page (i.e. Single Day Queue, Multi Day Queue, Update Today, Needs Parts). If work orders are not actively being moved to their correct status, given the correct "Next Update" time, kept updated with notes, or completed when necessary, there can be a significant time investment to correct this. This is an item that all store staff should be well aware of and prompt to resolve.

Below is just a small list of common work order issues:

• Update Today's not being contacted.
• Is repair done? Call and tell them.
• Is it unrepairable? Call and tell them why.
• Is it in Update Today and not even started? Call and let them know we need more time, parts didn't arrive, or simply explain the situation. If unreachable turnaround times are being given, then talk to that staff member.
• Samsung / partner repairs needing Help Desk or ZenDesk tickets.
• Part is not in-store. Part is linked in work order, but work order not moved to Need to Order.
• Special ordered part arrives, device is not in-store, work order is in Awaiting Repair. Customer not called, and work order not set to Awaiting Device.
• Dummy tickets not moved through the statuses and Sale Completed.
• Multiday work orders in-store for several days with not a single note.