P A DES AP R ENGIN A RTIAL F OF HI G M IGN O WOR K R OJECT W EERING F ULFIL M G HER N A M ECHAN I D E O FA M K SHO P DAVI D ( W ORK P DEPAR T M ENT O F A TIONA L E NO V I CAL E N E PART M M ODE R P IN B BY D DE GA ( 01065 2 RESENT T MENT O F THE R E L DIPLO E NGINE E V EMBE R N GINEE R M ENT R NA U B URK I NDILLA 2 76D) ED TO T O F ACC R E QUIRE M MA (HN E RING R 2009 R ING U TOM O I NA ‐ F A C T HE ME C R A POL Y M ENT F O D) IN A U O BIL E A SO C HANIC A Y TECHNI O R THE A U TOMO B E A L C IN A WARD B ILE
Project work: automotive workshop design in Burkina-Faso
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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]
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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
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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
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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.
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(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]
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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]
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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