Professional Documents
Culture Documents
Automobile Workshop Design
Automobile Workshop Design
MECHANIICAL EN
NGINEER
RING
DE
EPARTM
MENT
DES IGN O
OF A M
MODER
RN AU
UTOMO
OBILE
E
WORK
KSHOP
P IN B
BURKIINA‐FA
ASO
BY
DAVID
D DE GA NDILLA C
((010652
276D)
A PR
ROJECT W
WORK P RESENT ED TO T
THE MEC
CHANICA
AL
ENGIN EERING DEPART
TMENT O
OF ACCR
RA POLY
YTECHNI C IN
PA
ARTIAL F
FULFILM
MENT OF
F THE RE
EQUIREM
MENT FO
OR THE A
AWARD
OF HIG
GHER NA
ATIONAL
L DIPLO MA (HN D) IN AU
UTOMOB
BILE
E
ENGINEE
ERING
NOV
VEMBER
R 2009
TABLE OF CONTENTS
DECLARATION (I)
DEDICATION (II)
ACKNOWLEGEMENT (III)
ABSTRACT (IV)
CHAPTER ONE PAGE
1.2 OBJECTIVES 2
CHAPTER TWO
2.5.1 INVOICING 15
2.15.1 STAFFING 35
2.16 ORGANIZATION OF A MOTOR VEHICLE SERVICES GARAGE 35
2.19.1 BUYING 38
CHAPTER THREE
3.1 INTRODUCTION 39
CHAPTER FOUR
5.1 FINDINGS 47
5.2 CONCLUSION 48
5.3 RECOMMENDATION 48
REFERENCES 50
APPENDIX 51
CHAPTER ONE
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
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.
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
1
up with the vehicle being parked for an undetermined period . When these vehicles are
High cost as a result of the long distance covered (towing, custom undertaking,
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:
Facilities layout
Generate profit.
2
CHAPTER TWO
LITERATURE REVIEW
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
3
2.1.3 SHAPE OF SITE
After the site has been selected according to the above items, the shape of
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
GOOD EXAMPLES
1.4
A B
BAD EXAMPLES
A B
4
2.1.4 SITE SELECTION
The site should of course, be large enough for future expansion. The future
roads?
neighborhood?
Are there any problems with the electricity or water supply or sewer
facilities?
Are there hospitals, schools, housing areas, etc., nearby which would be
affected by loud noises? Are there plans for such construction in the near
5
2.2 Standard Areas for Shops, Rooms, and Bays
Service office
Reception room
Watchman‟s room
Sales office
Showroom
6
Parts manager‟s office
Parts office
Parts warehouse
Inspection bay(s)
Lubrication bay(s)
Tool room
Machine shop
7
Air compressor room
`Generator room
Stock yard
Grounds [3]
This section explains the standard areas for the more important parts of the work
shop.
The general service bay fulfills the garage‟s principle role, and it is
checks, etc. are conducted. There are two types, differing according
8
to inspection methods. In one, the vehicle condition is checked using
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
among the general service bays. One-fifth of the general service 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
storage areas for oils and greases very near. (If the lubrication bays are
9
not provided, the general ser vice or inspection bays may be used for
these operations.)
An engine repair shop is not necessarily in all garages. That is, since an
branch garages.
10
gas produced during recharging is a point which needs careful
consideration.
Possible measures for this are complete air ventilation and separation
special tools, measuring devices, etc. are stored. One person should
issued to the mechanics and should order new tools to replace those
This is where fuel system parts, such as the injection pump and
nozzle are repaired and calibrated. Since the parts are precision parts,
11
(i) Machine shop
garage. [3]
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. P lanning 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
12
2.3.2 OBJECTIVES OF LAYOUT PLANNING
13
Production time is predictable
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
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 se rvices like an
14
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 emplo yed 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
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]
2.5.1 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
15
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 co ntrol.
[3]
16
2.5.2 Wage Policy
wage policy is not clear or not reasonable, capable employees will be difficult to
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.
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
implemented. [7]
17
2.6 WORKSHOP PROCEDURES AND WORK CONTROL
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
Such a chart allows you to forward, plan and indicates the daily situation in the workshop
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]
18
Customer accepts appointment or chooses another option offered by the service
advisor.
Service advisor asks customer‟s and vehicle‟s details; name, year, model, registration
number.
periodic maintenance.
Service advisor checks appointments availability and suggests the appointment day,
There are four important factors that should be tracked and managed in the appointment
Appointment Rate: The appointment rate is the percentage of customers who made
“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
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
19
can be caused by; parts availability problem, difficult-to-diagnose faults, additional
technicians, the work- mix of the jobs accepted in the appointment system, must be
The total available appointment hours should not exceed 80% of available manpower
Preparation
Prepare the repair order, along with the seat cover, and paper floor mat, to protect the
customer‟s car.
Greet the customer on arrival, introduce yourself, and give your name. Ask the
repeat the main request. For example: “Mrs. Ricardo, you made an appointment for
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
20
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.
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
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.
21
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]
CUSTOMER
Customer‟s signature
VEHICLE
22
Registration details
Odometer reading
WORK DETAILS
The dispatch and production process (job process control) involves the following,
The repair orders prepared by the Service Advisors are transferred to the foreman.
23
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]
Service Advisor discusses job with foreman and inspects replaced parts.
24
Foreman inspects vehicles and replaces parts.
The delivery process carried out on the arrival of the customers is as follows,
Greet the customer in a warm friendly manner. Use the customer‟s name. Offer
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:
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.
25
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
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
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
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
26
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]
Confirm that you are speaking to the correct person and ask if it‟s convenient to
speak now
If there is a complaint, write down the details and co nfirm it will be followed up
quickly. [9]
27
2.13 STAFFING THE MOTOR VEHICLE REPAIR BUSINESS
(RECRUITMENT)
Recruiting is the process of attracting quality persons for available jobs. Recruitment may
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]
Various options are available for recruiting staff in the vehicle repair business. This
Press advertising: Popular recruiting sources that can reach a wider market and therefore
Campus Inte rvie ws (School and Colleges): A useful source of apprentices and trainees.
28
Recruitment Cons ultants: These are generally used to find managers and executives. [3]
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
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 –
29
The candidate must have the skill required for the job.
Inte rest –
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
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
30
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
4. Sales manager
5. Account manager
8. Reception engineer
9. Workshop manager
13. Apprentices
16. Each staff is required to have certain knowledge and skill appropriate to his/her
position.
31
i) APPRENTICES
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 perso nnel 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
Course of study
Physical ability
Stable mentality
This must be explained to the young apprentice and if possible, he must be shown how he
32
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.
In the motor vehicle repair business, a Foreman is one who has been appointed to
because he has gone through apprenticeship training and has become a skilled mechanic.
He is the head of the service department and for that matter the workshop, and is directly
subordinates
Workshop controller
Reception engineer
Foreman. [3]
33
2.15 AN ORG ANIZATIONAL 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.
2.15.1 STAFFING
Board of Directors
Managing Director
Service Manager
34
2.16 ORG ANIZATION OF A MOTOR VEHICLE SERVICES G ARAG E
For a successful reorganization of a motor vehicle repair business, one would have to:
Decide on the departments needed to carry out the activities and how the
Create positions to manage each department clearly set out the authority and
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.
services to potential customers, distributing the product and looking after customers
35
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
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]
To begin marketing, it is important to study the market, to do this; we need to find out
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.
36
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]
One common way of looking at the market is to consider the Marketing Mix (the four
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
II. Pricing-
III Place-
37
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-
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
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 m ay not do so in another. It
38
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.
In the case of some garages, the diagnosis stage was not given sufficient attention.
overconfidence. The researcher also found out that upon the arrival of the vehicle at the
39
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
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,
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
In some companies, bad working condition (ventilation, lighting) and lack of motivation
(wages, appraisal, and incentives) were leading to absenteeism, increase of return jobs,
40
CHAPTER FOUR
It comprises:
A store department
An inspection bay
Offices
A Parking lot
Toilet facilities
Tools room
41
A counter
Engine room
The researcher has proposed this layout for the design of the service station. (See
Fig 4.1, appendix).
has proposed a flat organizational layout with a service manager at the top (Fig 4.2)
42
Fig. 4.2 Organizational Chart
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
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
43
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
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
AUTO ELECTRICIAN- Auto electricians are people who have gone through
qualification and also put in technique how to deal with faulty auto electrical systems and
SECURITY-The security man will be in charge of the security aspect, he should also
44
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.
45
4.5 LIST OF EXPECTED ITEMS IN A STANDARD WORKSHOP
46
CHAPTER FIVE
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
There is the tendency of people to undertake their major repairs out of Burkina.
Poor approach to the work from the mechanics and their supervisors leading to
47
Bad working conditions and insufficient motivation lead ing to loss of productivity.
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
affordable compared to the main service centers whilst providing at least the same if not
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
measures to be implemented.
The availability of genuine spare parts is very important; therefore the need for a
48
A suitable location must be selected.
Good atmosphere, respect and sufficient motivation must prevail in the workshop.
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.
49
REFERENCES
2. Bilworth, J.B (1989) Operations Management. (Eight Edition) New York: Mc Graw-
Hill Companies Inc. Page 5-6
4. Dolan, J.A (1989) Motor Vehicle Technology and Practical, Great Britain: Heineman
Educational Books.
6. Kotler .P, Armstrong G, Saunders .J and Wrong .V. (2002) Principles of Marketing,
(Third Edition) England: British Library Publishers.
8. Stevenson, W.J. (1987) Operations Management (8th Edition) New York: Mc Graw-
Hill Companies Inc.
50
APPENDICES
51
DAY: Tuesday
DATE: 8/10/09
H-Steering
I-Final
inspection
52
Page
Hrs
available
35 hrs
10-11
11-12
9-10
No no of work time out Name
8-9
1-2
2-3
3-4
4-5
I. Barnes 002 Coaster GR 1500 km 4 12 Gyimah
1900 Service
C
53
Page
Fig 2.5 WORKSHOP PROGRESS CHART
Page
54