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TABLE OF CONTENTS

DECLARATION (I)

DEDICATION (II)

ACKNOWLEGEMENT (III)

ABSTRACT (IV)

CHAPTER ONE PAGE

1.0 BACKGROUND OF THE STUDY 1

1.1 STATEMENT OF THE PROBLEM 1

1.2 OBJECTIVES 2

1.3 SIGNIFICANCE OF THE STUDY 2

CHAPTER TWO

2.0 LITERATURE REVIEW 3

2.1 SITE SELECTION 3

2.1.1 SELECTING THE SITE 3

2.1.2 ITEMS FOR CONSIDERATION IN SELECTING THE SITE 3

2.1.3 SHAPE OF SITE 4

2.1.4 SITE SELECTION 5

2.2 STANDARD AREAS FOR SHOPS, ROOMS, AND BAYS 6

2.2.1 LIST OF THE VARIOUS SHOPS, OFFICES, AND ROOMS OF GARAGE 6

2.2.2 STANDARD AREAS 8

2.3 LAYOUT PLANNING 12

2.3.1 LAYOUT PLANNING 12

2.3.2 OBJECTIVES OF LAYOUT PLANNING 13

2.3.3 EFFECTS OF A GOOD LAYOUT 13

2.4 WORKSHOP LAYOUT 14

2.4.1 SINGLE- SPEED BAY SERVICE LAYOUT 14

2.4.2 FLOW LINE SERVICE LAYOUT 15

2.5 ORGANIZATION OF DEPARTMENT 15

2.5.1 INVOICING 15

2.5.2 WAGE POLICY 17

2.6 WORKSHOP PROCEDURES AND WORK CONTROL 18

2.6.1 CONTROL SYSTEMS 18

2.6.2 WORKSHOP LOADING CHART 18

2.6.3 WORKSHOP PROGRESS CHART 18

2.6.4 APPOINTMENT PROCESS 18

2.6.5 MANAGEMENT OF THE APPOINTMENT SYSTEM. 19

2.6.6 THE RECEPTION PROCESS 20

2.7 REPAIR ORDER 22

2.8 THE DISPATCH AND PRODUCTION PROCESS (JOB PROCESS CONTROL) 23

2.9 WORKSHOP FLOW CHART 24

2.10 QUALITY CONTROL 24

2.11 DELIVERY PROCESS 25

2.12 CUSTOMER CARE 26

2.12.1 PROCEDURES INVOLVED IN CUSTOMER CARE 27

2.13 STAFFING THE MOTOR VEHICLE REPAIR BUSINESS (RECRUITMENT) 27

2.13.1 SOURCES OF EXTERNAL RECRUITMENT 28

2.13.2 SELECTION OF STAFF 29

2.14 SAFETY PRECAUTIONS 30

2.14 STAFF OF A MOTOR VEHICLE REPAIRS STATION 31

2.15 AN ORGANIZATIONAL STRUCTURE FOR A TYPICAL WORKSHOP 34

2.15.1 STAFFING 35

2.16 ORGANIZATION OF A MOTOR VEHICLE SERVICES GARAGE 35

2.17 MARKETING AND PROMOTING WORKSHOP SERVICE 35

2.17.1 MARKET RESEARCH 36

2.17.2 MARKETING MIX 39

2.18 SPARE PARTS DEPARTMENT 38

2.19 STORE KEEPING AND PARTS SERVICE 38

2.19.1 BUYING 38

CHAPTER THREE

3.0 RESEARCH METHODOLOGY 39

3.1 INTRODUCTION 39

3.2 EXSISTING WORKSHOP PROCEDURES 39

CHAPTER FOUR

4.0 PROPOSED LAYOUT, PROCEDUREAND STAFFING 41

4.1 PHYSICAL LAYOUT 41

4.1.1 GARAGE LAYOUT 42

4.2 PROPOSED LAYOUT FOR THE WORKSHOP 42

4.3 REQUIRED STAFF FOR THE WORKSHOP 43

4.4 PROPOSED WORKSHOP PROCEDURES 45

4.5 LIST OF EXPECTED ITEMS IN A STANDARD WORKSHOP 46

CHAPTER FIVE

5.0 FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS 47

5.1 FINDINGS 47

5.2 CONCLUSION 48

5.3 RECOMMENDATION 48

REFERENCES 50

APPENDIX 51

1

CHAPTER ONE

BACKGROUND OF THE STUDY

1.0 INTRODUCTION

The main task of the automobile transport sector in Burkina-Faso is to offer quality and

quick service for the transport of passengers and goods. The main measure toward the

development of the auto sector in offering quality service is to establish well-organized

service-centers across the country. The good design of an auto workshop is to help in

providing repairs work, vehicle maintenance and supply of spare parts for the vehicles.

My motivation for designing an automobile workshop is based on the following:

Expensive and sometimes inefficient service centers.

The study of various courses such as entrepreneurship, workshop organization

and administration, management and control of transport and management

principles as well as various attachment undertaken in the auto firms have

unveiled my capacity in designing an auto shop.

1.1 STATEMENT OF THE PROBLEM

In Burkina- Faso, the absence of appropriate equipment, the improper organization, lack

of training, and the unavailability of parts affect seriously the quality and efficiency of

the vehicles repairs. Sometimes the need arise to call for a foreign specialist or even to

send the vehicle out of the country in order to have the repairs done, otherwise it can end

2

up with the vehicle being parked for an undetermined period . When these vehicles are

driven from Burkina, some of the inconveniences are:

High cost as a result of the long distance covered (towing, custom undertaking,

fuel, hotel, tires, towing, etc).

There is a risk of the vehicles breaking down on the way.

Time waste.

Driver fatigue.

1.2 OBJECTIVES

The prime objective of this study is to provide a design that gives the best in terms of:

Physical layout of the workshop

Facilities layout

Organizational structures and procedures

1.3 SIGNIFICANCE OF THE STUDY

The significance of this study is to enable the designed workshop to:

Be able to face technological challenges

Generate profit.

Enable customers to get affordable and quality repairs.

3

CHAPTER TWO

LITERATURE REVIEW

2.1 SITE SELECTION

2.1.1 SELECTING THE SITE

Since the site location has a large influence on the success of the garage, careful

consideration must be given to the selection of site location. Moreover, since the

publicity effect is large, site selection is something which contributes to the overall

expansion of the company. [7]

2.1.2 ITEMS FOR CONSIDERATION IN SELECTING THE SITE

It should face a main road (or be close to a main road)

It should be on a level ground.

It should be a location where there are no traffic delays, etc.

It should be possible to secure an adequate surface area.

It should be a location with room for expansion.

It should be a location where public facilities can be used.

It should be a location without legal restrictions.

The soil base should be suitably firm. [7]

4

2.1.3 SHAPE OF SITE

After the site has been selected according to the above items, the shape of

site to be bought becomes the next consideration.

For the site shape, a rectangular shape is the best; a square is the next best.

Curved and poly-angled shapes are undesirable. Some examples, both good

and bad, are indicated below. [7]

GOOD EXAMPLES

BAD EXAMPLES

Fig. 2.1 Shape of site

Where roads meet On a main road

B 1.4

A

A B

C

1

5

2.1.4 SITE SELECTION

The site should of course, be large enough for future expansion. The future

development of the surrounding area itself should also be considered, along

with the following points.

Is the site easily accessible to heavy-duty vehicles by way of existing

roads?

Is it easy to find, even by people who are unfamiliar with the

neighborhood?

Are there any problems with the electricity or water supply or sewer

facilities?

Will there be any problem of noise, exhaust or oil disposal regulations?

Are there hospitals, schools, housing areas, etc., nearby which would be

affected by loud noises? Are there plans for such construction in the near

future? Of course, extreme care must be taken in constructing the garage

not to cause any form of pollution. [7]

6

2.2 Standard Areas for Shops, Rooms, and Bays

2.2.1 List of the various Shops, offices, and rooms of garage.

(a) Office and warehouse

General manager‟s office

Service manager‟s office

Service office

Customer waiting room

Reception room

Watchman‟s room

Sales manager‟s office

Sales office

Showroom

7

Parts manager‟s office

Parts office

Parts warehouse

(b) Workshops and related areas

General service bay(s)

Inspection bay(s)

Lubrication bay(s)

Engine repair shop

Unit repair shop

Electric service shop

Tool room

Injection pump shop

Machine shop

8

Air compressor room

`Generator room

Service parking area

Stock yard

Grounds [3]

2.2.2 Standard Areas

This section explains the standard areas for the more important parts of the work

shop.

(a) General service bay

The general service bay fulfills the garage‟s principle role, and it is

usual to have several. The service bays, related passageways, tool

benches, etc. must be given careful consideration for space layout.

(b) Inspection bay

This is the place where incoming vehicle checks, after-servicing

checks, etc. are conducted. There are two types, differing according

9

to inspection methods. In one, the vehicle condition is checked using

various types of mechanical equipment. In the other, mainly visual

method are used. For the former various types of measuring

equipment are installed, so the dimensions should be larger than the

general service bay. In the latter, oil leaks, tigness of parts, and wear

and loss of various parts are checked for by means of a pit, so the

area is the same as the general service bay. Since this type is

essentially a general service bay with a pit, it should be included

among the general service bays. One-fifth of the general service bay

should be of this type. (However, there should be at least one.) They

can be used for both general service and lubrication.

(c) Lubrication bay

This is the place where grease-jobs, engine and gear oil exchanges, etc.

are conducted. In this connection storage space for various oils and

greases is necessary near the vehicles. Considering the nature of the

operations, installation of a pit or large -size lift is desirable. The bay

size is the same as the general bay. However, it is necessary to install

storage areas for oils and greases very near. (If the lubrication bays are

10

not provided, the general service or inspection bays may be used for

these operations.)

(d) Engine repair shop

This is where engine overhauls and corresponding repairs are conducted.

An engine repair shop is not necessarily in all garages. That is, since an

engine overhaul requires skilled technicians, it cannot be done well at

branch garages.

(e) Unit repair shop

This is where overhaul and repair of various single units (excepting

the engine) such as the transmission, transfer, differential, steering

gear box, brake valve, etc. are conducted.

(f) Electric service shop

This is where repair and overhaul of electrical parts and winding,

battery recharging are conducted. The disposition of sulphurous acid

11

gas produced during recharging is a point which needs careful

consideration.

Possible measures for this are complete air ventilation and separation

of the battery job during recharging.

(g) Tool room

This is where common tools, large-size common tools, Nissan Diesel

special tools, measuring devices, etc. are stored. One person should

be in charge of the tool room. He should keep a record of all tools

issued to the mechanics and should order new tools to replace those

that wear out.

(h) Injection pump shop

This is where fuel system parts, such as the injection pump and

nozzle are repaired and calibrated. Since the parts are precision parts,

they must be protected from dust, and preventive measures,

including air conditioning are necessary.

12

(i) Machine shop

This is where necessary machine operations for vehicle repair are

conducted. Normally an agreement is made with a suitable outside

machine shop, and servicing is done by them. However, it is

desirable to perform simple operations at the distributor/dealer‟s

garage. [3]

2.3 LAYOUT PLANNING

2.3.1 LAYOUT PLANNING

The planning phase of a layout is exceptionally important. Due to the fact that an

organization normally must live with the layout for a long time, any mistake in the actual

layout can be costly. These mistakes should be made and corrected on paper long before

the physical movement of equipment begins. Planning the layout takes into account many

factors some of which are the size of the station, the kind of work that predominates in its

functions, equipment, material and manpower needs. The planning must also consider the

activity relationship between the various departments. Departments with more important

relationship are arranged closer together. [1]

13

2.3.2 OBJECTIVES OF LAYOUT PLANNING

The objectives of the layout planning are to

Ease the movement of personnel.

Minimize material handling cost.

Provide easy communication between functional areas.

Provide safely to all employees.

Maintain flexibility for easy rearrangement and operations.

Utilize manpower and space effectively. [2]

2.3.3 EFFECTS OF A GOOD LAYOUT

A good and effective layout results in the following advantages.

Planned material flow.

Buildings are constructed around a pre-planned design.

Back tracking kept to the minimum.

Related operations are close together

14

Production time is predictable

Easy adjustments to changing conditions

Provision for future expansion

Minimum material handling distances

Orderly materials handling and storage. [8]

2.4 WORKSHOP LAYOUT

As with any other layout, the workshop area depends entirely on the work anticipated

and in the case of an exciting service station, the work already being done, the volume

and type of work to be done in the repairs workshop determines whether the layout

should be:

Single-Speed Bay

Flow Line

2.4.1 SINGLE- SPEED BAY SERVICE LAYOUT.

This is the type of layout used for general repairs work. Here, the workshop area is

painted with lines to form working bays. The area for each working bay is about 18m2

that makes a good working area to work around a vehicle for general repair works. Each

repair bay must have a bench with a vice and certain services like an

15

intercommunication system with the store, air line connections good lighting, plug points,

oil dispenser, inspection light points and access to special tools. A speed bay fully

equipped therefore means that one or more mechanics are employed in a bay to carry out

general repair works of a vehicle. Some workshops employ a drive- in and drive-out

service bay to save time by having good access and exit points. This type of layout is a

process type layout where different types of services are rendered. It is bound to operate

where vehicle population density is low. [3]

2.4.2 FLOW LINE SERVICE LAYOUT

Flow line service is the continuous repeating of certain types of servicing work. With the

flow line, the equipment is distributed along a line with machines at each stage and a

continuous flow of vehicles move along the line. Before considering a flow line, the

volume of vehicle and the type of vehicles to go on the line must first be considered and

these must merit the use of space and the investment involved with the special equipment

needed on the line. Location with a very high population of vehicles such as major cities

and large towns can provide a supply of vehicle on the flow line so as to obtain a constant

supply of similar vehicle to merit the standard equipment on the line. [3]

2.5 Organization of department

2.5.1 Invoicing

The need for speedy invoicing lies in the fact that many customers pay cash for

repairs when the car is released from the workshop. Customers with accounts will

16

also wish to have their bills delivered on time .The service station itself relies on

prompt payment in order to meet its own bills for wages, materials, overhead and

so on. The quicker an invoice is made out and the quicker it is paid.

In any case, when bills are delayed unduly, any dispute about items listed can

become obscure, especially if more than one repair has been completed in a short

space of time.

To achieve rapid invoicing many innovations have been made. Kalamazoo Ltd.,

have produced their individual interpretation to the easy to complete job sets.

One of these 3 parts is shown in Fig. 2.2. (Appendices) The three copies are used

together. Usually, the reception engineer will make out the work required on the

top copy which is recorded on the second and third copies. The customer signs the

form approving the work to be done and this is the customer‟s invoice.

Account/cost office receives the second copy and the third copy goes to the

workshop. The last copy is used by the workshop to make out a job-card; record

parts used and are filed at reception for use as a service follow-up. On the back of

this hard copy shown in Fig 2.3(Appendices) is printed the job card for use by the

foreman and the mechanic. Also detailed is a very useful chart for quality control.

[3]

17

2.5.2 Wage Policy

Wage Policy is an especially important aspect of personnel management. If the

wage policy is not clear or not reasonable, capable employees will be difficult to

hire. In addition, such a policy will have a negative influence on company

accounting and on employees‟ working spirit.

Wage and the wage system should have the following characteristics:

a) The total amount of personnel expenses should not cause problems for

company management.

b) The wage paid each employee must equal or surpass the average in the

local society.

c) Employee wages must increase as ability and responsibility increase.

d) Each employee and his family must be able to maintain the normal standard

of living for their social class without working excessive overtime or taking

any part-time job.

e) Anything that encourages morale by increasing wages in correspondence

with work results (such as incentive wages or commissions) should be

implemented. [7]

18

2.6 WORKSHOP PROCEDURES AND WORK CONTROL

2.6.1 Control systems

Control systems are needed for the workshop in order to offer effective control over work

loading, work distribution and work flow. This is to ensure a well utilized workforce and

satisfied customers. [10]

2.6.2 WORKSHOP LOADING CHART

Such a chart allows you to forward, plan and indicates the daily situation in the workshop

whilst simultaneously providing an analysis of productive and non-productive time. Gaps

in the loading chart indicate how much more work can be taken on for a particular day. A

typical workshop loading chart is shown below (Fig 2.4, Appendices). [10]

2.6.3 WORKSHOP PROGRESS CHART

See Fig 2.5 (Appendices).

2.6.4 APPOINTMENT PROCEDURE

Customer calls to make an appointment

Customer gives names, vehicle details and phone contact number.

19

Customer accepts appointment or chooses another option offered by the service

advisor.

Service advisor introduces department and gives his/her name.

Service advisor asks customer‟s and vehicle‟s details; name, year, model, registration

number.

Service advisor determines customer‟s main request, either general repairs or

periodic maintenance.

Service advisor checks appointments availability and suggests the appointment day,

time and price (if possible). [9]

2.6.5 MANAGEMENT OF THE APPOINTMENT SYSTEM.

There are four important factors that should be tracked and managed in the appointment

system, these are

Appointment Rate: The appointment rate is the percentage of customers who made

an appointment for customer-paid. It shows customers awareness and support for

your appointment system. Appointment system should not exceed 80%.

“No Show” Rate: The “No Show” rate indicates the number customers who did not

arrive at the dealership at the expected time. A follow-up and monitoring system

must be in place to reduce the “no show” occurrence.

Carry-over-rate: The carry-over-rate is the number of vehicles that were not finished

on time and have to be “carried over” to the following day‟s workload. Carry-overs

20

can be caused by; parts availability problem, difficult-to-diagnose faults, additional

repairs or ineffective job progress control.

Work-mix(maintenance to repair ratio): Depending on the skill level of available

technicians, the work-mix of the jobs accepted in the appointment system, must be

monitored and adjusted, for example maintenance 65%, repair 35%.

The total available appointment hours should not exceed 80% of available manpower

time, to allow for walk- in customers and emergency requests. [9]

2.6.6 THE RECEPTION PROCESS

The reception process comprises the following;

Preparation

Prepare the repair order, along with the seat cover, and paper floor mat, to protect the

customer‟s car.

Receiving the customer

Greet the customer on arrival, introduce yourself, and give your name. Ask the

customer if he has an appointment. If the customer has already made an appointment,

repeat the main request. For example: “Mrs. Ricardo, you made an appointment for

30,000 kilometers maintenance, is that correct?” If the customer has no appointment,

check manpower availability and confirm when you can start the job. Check the previous

service history and provide additional advice if necessary, check and confirm the

21

customer‟s: name spelling, current address and telephone numbers (home, business).

Inputting the customer‟s e-mail address will also be useful option for post-service follow-

up.

Determining the customer‟s needs: By careful questioning and listening to determine

the customer‟s needs.

Diagnosis or Test Drive: If the customer describes a condition that requires diagnosis

or a test drive, the foreman or lead technician should be requested to road test and

experience the condition. If it is difficult to identify or rectify the fault, use a pre-

diagnostic questioning sheet to get further information that will assist the Technician

to fix- it-right the first time. If the job is a repeat repair (comeback) the foreman and

workshop Manager should be informed in advance.

Vehicle walk-around-check: “See with your own eyes”. Go to the vehicle and

carryout a walk-around-check to discuss the customer‟s needs and identify any other

service or repair needs that are necessary. Place a seat cover, floor mat in the vehicle,

in the presence of the customer. Write the odometer reading on the repair order and

confirm the maintenance that is required. Walk around the car and note on the repair

order, any body and paint damage, or missing items. Explain any additional

maintenance items that require attention, for example: uneven tire wear, wiper blade

inserts, etc. Suggest counter measures such as, wheel alignment, or tire rotation or

replacement.

22

The walk-around check provides the service Advisor with the opportunity to identify

and discuss items that require attention. This check is useful, especially for items

requiring attention, which are unknown to the customer. The Service Advisor can also

point out body or paint damage that exists on the vehicle before it enters the service

area. [6]

2.7 REPAIR ORDER

The repair order will have the following essential information:

CUSTOMER

Customer‟s name, address and telephone contact numbers

Customer‟s preferred follow-up method (telephone, e-mail)

Customer‟s signature

VEHICLE

Vehicle model code

Frame number identification

23

Registration details

Odometer reading

WORK DETAILS

Customer‟s words or main request

Service Advisor and Foreman‟s comments

Technician comments on work done

Estimate of costs for repair, maintenance lubricants and parts.

A walk-around check body diagram

Technician‟s productive time on the job

Method of payment and customer‟s signature (authorization)

Promised delivery time. [9]

2.8 THE DISPATCH AND PRODUCTION PROCESS (JOB PROCESS

CONTROL)

The dispatch and production process (job process control) involves the following,

The repair orders prepared by the Service Advisors are transferred to the foreman.

24

The foreman inputs the necessary information such as the customer‟s name, address, the

Service Advisors name and the group that will work on the vehicle into the computer.

The Foreman receives the job card and closes or completes the job on the computer.

Finally the foreman functions between the Service Advisors and the Technicians. [9]

2.9 WORKSHOP FLOW CHART

THE FIGURE BELOW SHOWS THE BASIC DISPATCH SYSTEM.

Fig 2.5 Workshop flow chart. [9]

2.10 QUALITY CONTROL

Quality control process:

Service Advisor discusses job with foreman and inspects replaced parts.

Service Advisor confirms parking location, keys and cleanliness of vehicles

Foreman reviews customer‟s request on repair order and checks Technician‟s

description of work done. [9]

25

Foreman inspects vehicles and replaces parts.

Foreman Road tests vehicle if necessary.

2.11 DELIVERY PROCESS

The delivery process carried out on the arrival of the customers is as follows,

Greeting the customer on arrival.

Greet the customer in a warm friendly manner. Use the customer‟s name. Offer

the customer a seat.

Explain what was done

Show the replaced parts to the customer. If the repairs were major, expensive or

safety related, the service advisor should take the customer to the vehicle first before

requesting payment. Show the customer the area where the work was done (example:

suspension). For regular maintenance, this step is not necessary.

Showing the parts to the customer

To build trust, the service advisor should show and offer the replaced parts to the

customer. This helps build trust, since the customer can see what was replaced on the

vehicle. Most customers will ask the service advisor to discard the parts.

Job Explanation at Delivery

26

The service advisor must quickly explain what was done, using colored explanation

sheets such as the “key to peace of mind”, or show a picture, or diagram of the system, or

component that was repaired or replaced. Example: air conditioning system.

Cashier Requesting Payment

After the service advisor has explained the work done, the benefits and the cost, the

invoice is given to the customer. The cashier is responsible for receiving payment. The

service advisor determines and notes the customer‟s preferred method of post-service

follow-up. For example: phone, e-mail, electronic messaging or written questionnaire.

“Seeing off” customer

The service advisor thanks the customer. He gives the receipt, service booklet, and keys

to the customer after receiving payment. He will advise the customer when the next

maintenance is due and escort the customer to the car (if possible). Customers should not

wander around the car park aimlessly looking for their vehicles. The delivery has now

been completed. [9]

2.12 CUSTOMER CARE

Complaint Handling: When a customer calls to make a complaint, the Service Advisor

must be ready to listen to the problem and also be ready to find solution to the problem.

When the problem involves solving on the phone, the Service Advisor should be able to

solve it (when the customer needs advise). When it involves a major problem, then the

27

Service Advisor should report the case to the Service Manager and then consult the

technician that worked on the vehicle. The customer must get the feedback within 24hrs,

when reporting the case; the Service Advisor should be able to present the Service history

details to the Service Manager. Finally the Service Advisor should review the job and

inspect the vehicle first, then make decision, after gathering the facts. [9]

2.12.1 PROCEDURES INVOLVED IN CUSTOMER CARE

Give the dealership name, then the caller‟s name

Confirm that you are speaking to the correct person and ask if it‟s convenient to

speak now

Limit the number of question to 6-8 questions

Use positive statements.

If there is a complaint, write down the details and confirm it will be followed up

quickly. [9]

28

2.13 STAFFING THE MOTOR VEHICLE REPAIR BUSINESS

(RECRUITMENT)

Recruiting is the process of attracting quality persons for available jobs. Recruitment may

be internal. Internal recruitment is the consideration of current employees for promotions

or transfers to higher positions. It may also be external, which means attracting people

from outside the organization for available jobs. Internal recruitment gives employees the

opportunity to move upwards within the organization and therefore building morale and

keeping high quality employees from leaving the organization. External recruitment on

the other hand brings in „new blood‟ into the business and can inspire innovations. [3]

2.13.1 SOURCES OF EXTERNAL RECRUITMENT

Various options are available for recruiting staff in the vehicle repair business. This

includes the following,

Press advertising: Popular recruiting sources that can reach a wider market and therefore

generate a large number of responses

Campus Intervie ws (School and Colleges): A useful source of apprentices and trainees.

Trade Magazines: A better option if looking for a specialist.

Employment Agencies: A good source of clerical and technical employees.

Employee Referrals’: Opportunity is given to employees to recommend applicants for

appointment to vacant positions.

29

Recruitment Consultants: These are generally used to find managers and executives. [3]

2.13.2 SELECTION OF STAFF

It is very important that the correct selection procedure is followed to avoid selecting in

competent staff since the Employment Protection Act gives employees considerable

protection against wrongful dismissal. In order to eliminate guesswork when selecting

applicants for new appointment, the following points should be considered.

Physique-

This deals with a person‟s health, appearance and other physical attributes.

The candidate must have good health generally and special fitness for the job.

Attainment –These are the special qualifications and experience needed for the job

General Intelligence –

The candidate must have the ability to reason and perform complex tasks.

Special Aptitudes –

30

The candidate must have the skill required for the job.

Interest –

The hobbies or lively interest in any particular subject related or not with the job seek

Disposition

An indicator of whether a person will work well as part of a team is honest and has

leadership qualities.

Circumstances

Factors like mobility, age and experience. [3]

2.14 SAFETY PRECAUTIONS

Accidents in the workshop claim many victims and approximately 70% of these accidents

are caused by negligence/carelessness on the part of the workman, consequently the need

for care cannot be overstressed, the points set out here are intended to warn vehicle

mechanics of some of the dangers he is likely to meet in the motor vehicle workshop.

A tidy workshop can help to reduce the number of accidents. Tools and components

should not be left where someone may fall over them. They must never be allowed to

obstruct gang ways or passages; neither should they be laid carelessly upon a bench. A

tidy bench reflects a tidy methodical, business-like mind, which is the basis of accident

prevention. Oil or grease on the workshop floor is dangerous and should be covered with

sand or sawdust to prevent accident. [4]

31

2.14 STAFF OF A MOTOR VEHICLE REPAIRS STATION

The staff required to operate a motor vehicle services station includes the:

1. Managing Director

2. Service Manager

3. Parts department manager

4. Sales manager

5. Account manager

6. Human resource manager

7. Fore court manager

8. Reception engineer

9. Workshop manager

10. Foreman for the workshop

11. Charge hand

12. Mechanics ( skilled and semi skilled)

13. Apprentices

14. Office staff

15. Cleaners Laborers

16. Each staff is required to have certain knowledge and skill appropriate to his/her

position.

32

i) APPRENTICES

The apprentice selection is considered most important. Here, a considerable amount of

time and money is spent as an investment with the hope that a young man will be become

a skilled mechanic and then a technician engineer. Before one commences any

apprenticeship, he must have a reasonable intelligence in order that he can absorb the

wealth of detailed knowledge dispensed by any skilled personnel in the motor vehicle

trade. Before any person is signed on for apprenticeship, he must be tested by a training

officer to assess the academic aspect of his ability and other aspect which will affect his

apprenticeship must be considered. The following are the requirements for apprentice

selection.

An inquiring mind

Desire to become a skilled mechanic

Course of study

Physical ability

Stable mentality

The length of training for an apprentice is usually between 3 and 4 years.

This must be explained to the young apprentice and if possible, he must be shown how he

will progress in apprenticeship.

33

ii. SKILLED MECHANICS

These are people who have had apprenticeship training with some theoretical

qualifications who can execute all repair works on the motor vehicle without supervision.

People of this type require some supervision on repair works. They normally have little

or no academic qualification. They might achieve some practical skills by working with

skilled mechanics. Some organization promotes laborers to semi – skilled workers within

a workshop.

iii. THE FOREMAN:

In the motor vehicle repair business, a Foreman is one who has been appointed to

supervise the work of mechanics in the workshop. He is appointed to this position

because he has gone through apprenticeship training and has become a skilled mechanic.

iv. SERVICE MANAGER:

He is the head of the service department and for that matter the workshop, and is directly

responsible of the repair garage manager. He directly supervises the following

subordinates

Workshop controller

Reception engineer

Foreman. [3]

34

2.15 AN ORGANIZATIONAL STRUCTURE FOR A TYPICAL

WORKSHOP

The organizational chart gives a pictorial representation of the organization. It shows the

functional divisions of the repair business and the formal relationships between the

different levels of authority and the chain of command.

Organizational structures and for that matter charts needs to be modified to reflect the

changes that occur in every business.

An organizational chart is good because it entails a clear analysis of lines of authority,

who is responsible for what, and who is accountable to whom. It is useful in settling

disputes over authority, responsibility and accountability [1].

2.15.1 STAFFING

Fig 2.6 Organizational chart of a workshop [3]

Board of Directors

Managing Director

Service Manager

Fitters Semi & Unskilled staff Apprentices Stores

Reception Drivers Foreman Foreman Office

staffs

Cleaning staff

(Sales &

Forecourt staff)

Charge-hand

35

2.16 ORGANIZATION OF A MOTOR VEHICLE SERVICES GARAGE

For a successful reorganization of a motor vehicle repair business, one would have to:

Identify the activities to be carried out

Decide on the departments needed to carry out the activities and how the

departments relate to each other.

Create positions to manage each department clearly set out the authority and

responsibilities of each position.

Determine the staff that will be needed and clearly lay down their responsibilities,

where they fit into organizational structure and to whom they are accountable.

Provide a system of communication within and between departments and also

between the different levels of management. [8]

2.17 MARKETING AND PROMOTING WORKSHOP SERVICES:

Marketing can be described as the process of discovering customer‟s needs up to the

point when the actual sales can be made. [6]

It involves the presentation of your products or services; promotion of the products or

services to potential customers, distributing the product and looking after customers

before, during and after sale has taken place.

36

Marketing seeks to increase profit by identifying the needs of the customer and exploiting

all available opportunities with the available resources. It involves a number of factors

including

The co-ordination of activities of a dealership operations i.e. selling, delivering,

pricing and presentations.

The assessment of sales potential and customer needs.

Motivating customers so that they want to purchase the dealership services and

goods.

Ensuring the customer can obtain goods and services in the way that best suits them. [1]

2.17.1 MARKET RESEARCH

To begin marketing, it is important to study the market, to do this; we need to find out

about two sets of people. .

I. The customers:-

We need to know who our customers are, where they are what they need. In order to

direct our marketing efforts to the right people in the right places and offer them exactly

what they want, it is necessary that we find out everything about our potential customer.

37

II The competitors :-

We need to find out who our competitors are, where they are, the kind of services that

they provide, how they operate, their strengths and weaknesses. [6]

2.17.2 MARKETING MIX

One common way of looking at the market is to consider the Marketing Mix (the four

„Ps‟ of Marketing). These are:

I. The Product-

The customer must be provided with the right product or services. Planning the product

therefore involves the discovery of what the customers‟ wants are and how these wants

can be profitably met

II. Pricing-

The customer is offered a quality product at a price acceptable to him.

III Place-

38

The physical location of a dealership will have a critical effect on its success. The

product should be provided in the right place or in a convenient manner for the

customer.

IV. Promotion-

This is the process of increasing customer awareness and desire. It involves

providing the product in a manner attractive to the customer. [6]

2.18 SPARE PARTS DEPARTMENT

For any motor vehicle repair station to function efficiently, it is essential that it is

supported by adequate stock of spare parts which are easily available for sale to the

customer and for use in the repair shop. The success of the motor vehicle repair business

is related to proper management of the spare parts and materials in stock. The spare parts

section of a repair station may be a separate unit managed by the parts manager in the

case of larger station or in the case of smaller stations its management may be part of the

responsibilities of the service manager. [3]

2.19 Store keeping and parts service

2.19.1 Buying

As far as parts are concerned only 15% of them are what is described as “good

stock items”, and 85% of all parts can e described as slow or moderate sellers only.

One should also remember what sells well in one area may not do so in another. It

39

is, of course impossible to stock everything and a control system should be

established which ensures that only items in demand are in the stores. [3]

CHAPTER THREE

RESARCH METHODOLOGY

3.1 INTRODUCTION

In this chapter the researcher obtained the results through the literature review, by

observation made on garages and service centers in both Burkina and Ghana and by

participating directly into the workshop activity whilst being in attachment to it.

The following were considered:

The workshop layout

The organizational structure

The working procedures

3.2 EXSISTING WORKSHOP PROCEDURES

In the case of some garages, the diagnosis stage was not given sufficient attention.

Sometimes because the diagnosis equipment is absent or sometimes because of

overconfidence. The researcher also found out that upon the arrival of the vehicle at the

40

workshop no job card is open by the reception engineer and work is undertaken by the

mechanics without any instruction. When the work is being completed by the mechanics,

payment is being done to the mechanic without issuing any receipt to the customer. The

above information shows that the procedures use by some workshops does not conform

to the standard workshop procedures.

With the standard procedures the reception engineer must open a job card and also it is at

the reception that faults on vehicles are being determined. Since this part of the procedure

is escaped it makes repair works to be very difficult. Finally since faults are not well

diagnosed before getting to the mechanic, it prolongs the working and fault tracing time,

hence there is reduction in the efficiency of the work output.

The spare parts are also major problems. Fake spare parts are common in the system and

they do not conform to the manufacturer and safety specifications. When these parts fail

prematurely, it brings about customer disappointment. Otherwise when the parts are not

available, it delays the repairs, sometimes for months.

In some companies, bad working condition (ventilation, lighting) and lack of motivation

(wages, appraisal, and incentives) were leading to absenteeism, increase of return jobs,

and lower productivity.

41

CHAPTER FOUR

PROPOSED LAYOUT, PROCEDUREAND STAFFING

4.1 Physical layout

The workshop to be designed should be located on a main road, be well ventilated,

efficient use of natural lighting should be made.

It comprises:

a reception with a waiting room

A store department

An engine and unit repair room

An inspection bay

Offices

A Parking lot

Toilet facilities

Air compressor room

Tools room

42

A counter

Engine room

4.1.1 GARAGE LAYOUT

The researcher has proposed this layout for the design of the service station. (See

Fig 4.1, appendix).

4.2 Proposed layout for the workshop

In order to improve communication and to create accountability, the researcher

has proposed a flat organizational layout with a service manager at the top (Fig 4.2)

43

Fig. 4.2 Organizational Chart

4.3 REQUIRED STAFF FOR THE WORKSHOP

The workshop will be made of the following.

A SERVICE MANAGER- The service manager will be the head of the workshop and

for that matter has direct responsibility of the repair workshop. He will supervise his

subordinates like the Account officer, Reception engineer, Storekeeper, Foreman, Auto

electrician, technician, mechanic, Trainee mechanic and a driver.

AN ACCOUNT OFFICER –The account officer will be responsible for the

determination of the profit and loss account for each department on the chart as well as

obtaining funds for the organization and also guides the organization to use the financial

resources wisely.

A FOREMAN- The foreman will attend to the road-testing of the vehicles and

supervision of the technician, mechanic and the trainee mechanic as they work on the

vehicles. The foreman again will be responsible for job allocation.

44

A STOREKEEPER-The storekeeper will be responsible for the smooth running of the

store facilities of the workshop. The storekeeper will co-ordinates all store staffs and also

ensures that there is easy access to the items in the store.

RECEPTION ENGINEERS-The reception engineer will be responsible for welcoming

customers and discussing customer‟s needs as well as opening a job card and following

up to the completion of work that had been carried out by the technician.

MECHANICS -The mechanics are people who have gone through apprenticeship

training with little theoretical qualification and execute all repair work on the vehicle

with supervision.

TRAINEE MECHANICS –The training mechanic will work under the supervision of

the technician and the mechanic and after the work has been delegated to the trainee

mechanic he/she will be supervised by the technician or the mechanic.

AUTO ELECTRICIAN- Auto electricians are people who have gone through

apprenticeship training in the automobile electrical system with some theoretical

qualification and also put in technique how to deal with faulty auto electrical systems and

the maintenance of electrical components, battery, charging system, etc.

SECURITY-The security man will be in charge of the security aspect, he should also

help in the prevention of pilfering and burglary.

45

4.4 PROPOSED WORKSHOP PROCEDURES

After the researcher has carried out the observation, it was concluded that the following

workshop procedures would be suitable. Upon the arrival of the vehicle at the workshop,

the reception engineer meets the customer to discuss the customer‟s needs. The reception

engineer would carefully assess and diagnose the faults; the foreman can eventually test

the vehicle by going for a road test. The reception engineer will then enter the details on a

job set. The job set is in three sections, one for the account officer, another one for the

customer as an invoice and the hard copy that will be taken to the workshop as the job

card. The customer will check the details of the work on the job set and will sign to

authorize the work to be done. After that the reception engineer will tick on the job card,

the items on the vehicles that are available and not available, the vehicle will be passed to

the workshop for repairs and after the technician has finished working on the vehicle, the

work carried out and parts taken from the store will be entered on the job card. When the

job is completed the vehicle will be taken from the workshop to the car park by the driver

and the reception engineer would inspect the vehicle to make sure that everything is in

order. The vehicle will then be tested by the foreman in other to correct all defect. Finally

the vehicle will be washed before leaving the workshop and also be handed over to the

customer after he has paid the invoice. These procedures will enhance work efficiency

with least time and also the workshop will meet the modern standards in terms of repairs

and maintenance.

46

4.5 LIST OF EXPECTED ITEMS IN A STANDARD WORKSHOP

Table 4.3 List of Expected Items in a Standard Workshop

List of Items Expected Required Not Required

Reception

Service area

Repair bays

Car showroom

Stores9

Offices

Toilets for customers

Open car park

Forecourt

Toilets and rest room for staff

Vulcanizing

Welding

Stroboscope

Exhaust gas analyzer

Car wash

Auto creep

Pit

Lift

Drilling machine

Grinding machine

Set of tools

Air compressor

Benches

Lights

Windows

Hydraulic jack

Crane

Diagnosis equipment

47

CHAPTER FIVE

FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS

5.1 FINDINGS

As per observations from the research the following findings were made:

The service centers in Burkina are very expensive to afford making them

inaccessible to the average car user.

There is the tendency of people to undertake their major repairs out of Burkina.

Wrong workshop procedures create delays in vehicles‟ delivery to the customers

Safety is too often neglected (fire extinguishers, first aid, etc).

Poor approach to the work from the mechanics and their supervisors leading to

inaccurate diagnosis and repairs.

Insufficient administrative work such as reception, accounting, stores, etc.

Technological back draw.

Untidiness of the workshop.

48

Bad working conditions and insufficient motivation leading to loss of productivity.

Insufficient access to original spare parts.

5.3 CONCLUSION

The reason for this research was to design a suitable workshop with particular reference

to Burkina-Faso. The available information collected indicated that the service centers in

Burkina-Faso were too expensive to afford and this renders them difficult for both middle

and low income earning customers to patronize their services. For this reason I have

decided to design a modern automotive workshop in Burkina-Faso which will be more

affordable compared to the main service centers whilst providing at least the same if not

better in terms of quality.

5.2 RECOMMENDATION

In view of what has been observed on the field by the researcher, it is clearly shown that

there is a need for the establishment of a well designed workshop with sound

organization and good working procedures. I therefore recommend the following

measures to be implemented.

The availability of genuine spare parts is very important; therefore the need for a

well organized parts department.

49

A suitable location must be selected.

The lighting and ventilation must be given careful consideration.

The appropriate tools and equipment must be acquired.

Safety and good working procedures must be put in application.

Control systems in the workshop must be implemented.

Good atmosphere, respect and sufficient motivation must prevail in the workshop.

Collaboration with the manufacturer is recommended in order to stay abreast with

technology (diagnosis software, documentation).

Proper fencing should be used for the land as well as the use of cement or tiles for

the workshop floor, in order to ease tidiness.

50

REFERENCES

1. Apreko A.A. (2008) Workshop Organization and Administration.

2. Bilworth, J.B (1989) Operations Management. (Eight Edition) New York: Mc Graw-

Hill Companies Inc. Page 5-6

3. Chandler B. (1986) Motor vehicle Workshop Organization and Administration. (Fourth

Edition) Oxford University Press, Walton Street: Oxford University Press.

4. Dolan, J.A (1989) Motor Vehicle Technology and Practical, Great Britain: Heineman

Educational Books.

5. Holmes L. (2001) Odhams Motor Manual, (Second Edition) New York.

6. Kotler .P, Armstrong G, Saunders .J and Wrong .V. (2002) Principles of Marketing,

(Third Edition) England: British Library Publishers.

7. Nissan Diesel Garage design.

8. Stevenson, W.J. (1987) Operations Management (8th Edition) New York: Mc Graw-

Hill Companies Inc.

9. Toyota Company. (2006) Japan: Toyota Market Planning and Division.

10. Sekyiaman F. Workshop Organization and Administration

51

APPENDICES

Pag

e52

DAY: Tuesday

DATE: 8/10/09

Job no

Customer Reg. no Type/ Make

Deadline Date Shop sections Key

8 9 10 11 1 2 3 4 A B C D E F G H I 03 Kwaku GT16661S Toyota

Camry X X X X / A-Service

09 Joe Mensah

ER 2000 W

Toyota Hilux

9 X X X / B-Repair

15 Frank Ayisi

GW 9076 U

Toyota Corolla

X X X C-Electrical

18 Bob Lee GE 1800 C Toyota Echo

X X X X X D-Panel

20 Sam Otwo GW 1900 G

Toyota Landcruiser

10 X X / / X / E-Paint

27 Yaw Mintah

AS 1600 H Toyota Corona

X X X X X F-brakes

G-Fuel system

H-Steering

I-Final

inspection

Fig 2.4 WORKSHOP LOADING CHART

Pag

e53

Hrs

available

35 hrs

Customer Job

No

Model/Make Reg.

no

Brief details

of work

Est.

time

Due

out

Mechanic

Name

8-9

9-1

0

10-

11

11-

12

1-2

2-3

3-4

4-5

I. Barnes 002 Coaster GR

1900

C

1500 km

Service

4 12 Gyimah

K. Agye 010 Land Cruiser GW

1780

Steering box

repair

6 2 Alberto

Yaw Addo 008 Echo GR

1960

F

Decarbonize

cyl. Head

8 Owusu

Nii Lantei 005 Hilux ER

1000

C

Replace

clutch

assembly

7 3 Darko

Odeei

Yemoha

014 Prado AS

4100

P

Gearbox

repair

7 13 Mensah

Seowah

Akoto

003 Avensis ER

1080

C

10 000km

service

3 11 Johnson

Fig 2.5 WORKSHOP PROGRESS CHART

Pag

e54