3RD OBSERVATIONS

Equipment and Supplies

When working in a workshop, tools and equipment are readily available and safely operational at all times, so that the technicians can work on their vehicles safely and be able to complete their tasks on time. Equipment such as hoists are inspected and passed quarterly to ensure they are safe to use.

Most equipment is accessible to all trained staff, and requires proper safe operation at all times. For instance, when a vehicle is required to be raised by using a hydraulic trolley jack, axle stands are positioned below it to avoid the vehicle from dropping and hurting the worker. Similarly, when a vehicle is lifted on a hoist the technician must ensure that the platform or lifting arms are locked in place. 

All employees are given an induction training on how to properly operate equipment before the commencement of employment and so everyone is well aware of the proper operating procedures of all equipment.

Equipment List:

• Welding equipment
• Vulcanizing
• Exhaust Gas Analyser
• Car wash equipment
• Creeper
• Engine crane
• Grinding machine
• Drilling Machine
• Hand Tools
• Air compressor
• Work benches and vices
• Work lamps
• Hydraulic Jack
• Diagnostic equipment
• Car-o-liner equipment
• Computer

2ND OBSERVATIONS

Workshop location and layout

When Honda set up shop, it was obvious that they thought of all the above before they initiated proceedings. They researched the area, walked through and selected the site based on requirements, and later drafted up a layout of the workplace so that if anything is needed to be changed they could do so without any hesitation on the paper.

The chosen location for East Auckland Honda is located just off the main road Te Rakau Drive at 32 Torrens Rd, East Tamaki. It is very close to the main road but yet there are no traffic delays in front of the workshop which makes it very easy to enter and exit. There are no problems for parking as the workshop has designated an ample space for parking on the premises, but also vehicles can be parked on the road if required.

The Honda building design falls under a good shape compared to the poor shape and locations above. It is situated on a straight road, the building is square, and the actual building is positioned at the centre of the premises to allow for parking around the building.

The building is visible from a far distance due to the modern building design, and large Honda logo placed at the roof. Site entrance is good as there are no traffic delays on the road in front of the building. Heavy duty or light vehicles may enter the building site easily and exit at the same time without any problems as it has a wide driveways.

The workshop is large in size and features a mechanical as well as panel and paint shop setup inside. Inside, the layout is well organised with three allocated areas set up to house three sections of the company. A view from the front of the building shows the mechanical and panel and paint have been separated, with the mechanical section positioned to the left of the office and the paint shop is on the right hand. This has been done purposely to help keep equipment in order, and to ensure employee safety.

The office area houses desks for the manager, customer service representatives and is also the first point of contact with customers. The mechanical shop has six hoists, one wheel alignment machine, and an array of specialist tools and tool boxes. On the opposite side, the panel shop holds a store room where all mechanical and body parts are stored, four separate ovens which have built in paint booths, a two vehicle preparation bay for priming, a paint mixing room, and open area for technicians to work on repairs. Specialist equipment such as spot welders and car-o-liner equipment have been designated one area for storage.

Workforce

Like in any workforce, there are key roles in place to help an organization function correctly, and the success of the business is largely dependent on the efforts of these individuals. In turn, the company will tend to succeed and reap the rewards if employees are also happy and successful; vice-versa. 

Roles of Honda Employee’s:

Branch Manager

Brian Taylor is the head of the workshop and for that matter has direct responsibility of the entire workshop. He supervises all his subordinates like the customer service representative, store person, foreman, auto electricians, technicians, and apprentice(s) or trainees. At Honda, there is one branch manager who over-looks the daily workings of the workshop.

Accounts Manager

Is 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. He is stationed in the office beside the branch manager.

Foreperson / Floor Supervisor

Tends to the road-testing of vehicles, supervises technicians, technicians and the trainees as they work on the vehicles. He is also responsible for job allocation.

Store Person

This person is responsible for parts distribution, inventory, stock taking, and the smooth operation of the store facilities within the workshop. He also ensures that there is easy access to the items in the store and processes orders.

Receptionist / Customer Service Representative / Service Adviser 

This person is responsible for welcoming and discussing customer’s needs, which may include opening a job card or following up on the completion of work that has been carried out by a technician.

Mechanics / Technicians

These are individuals who have gone through apprenticeship training with some theoretical qualification and are expected to be competent in executing all repair work on the vehicle with supervision from the foreperson.

Apprentices

The trainee mechanic will work under the supervision of a senior technician.  After work has been delegated to the trainee mechanic, he/she will be working closely with a technician.

Auto Electrician

These are individuals who have gone through apprenticeship training in the automobile electrical system with some theoretical qualification and also acquired skilled techniques on how to deal with faulty auto electrical systems and the maintenance of electrical components, battery, charging system, etc.

Working Conditions

On a normal working day, Honda employee’s work 8 hours  in a day, and 5 days a week, with the occasional overtime when needed; which is coordinated by the manager. All are entitled to a half hour lunch from 12pm to 12.30pm, and two 10 minute breaks in between. All work is carried out responsibly and everyone is treated equally.

Hondas Wage Policy

Honda has a similar wage policy to any other large business out there and is similar to the information above. Because of this policy each employ is very happy due to having equal rights and fair pay rate distribution to every employee, though it can vary as an employee gains further experience. Hondas payroll methods are simple, whereby every employee is paid regularly at the same time every fortnight.

Though there are no commissions in this line of work, we are told that the pay rate is sufficient enough to finance the cost of living for employee’s family.

1ST OBSERVATIONS

Customer Service

We decided to spend the remainder of the time, observing the customer service aspect of the company,  how work is allocated and billing. During this time, we witnessed the great level of customer that Honda has to offer.

For instance, we witnessed a customer walk in, and the service adviser is already up on his feet ready to greet her with a smile. The customer requests a service and asks questions, and the adviser is quick to reply with options of service and helpful solutions to her problems. By this stage the customer is impressed with the great service and is quick to ask for an appointment schedule, which the adviser swiftly organizes.

Appointment Procedure:

1. Customer calls to book an appointment
2. Service rep introduces department and gives his/her name.
3. Customer provides their name, vehicle details and a contact number.
4. Service representative requests customer and vehicle details; name, year, model, registration number.
5. The representative determines the type of work the customer requires either repairs or periodic   maintenance.
6. Representative checks appointments availability and suggests the appointment day, time and price (if possible).
7. Customer either accepts the appointment or chooses another option offered by the customer service representative.

After the adviser books the  appointment, he takes the car key from the customer, politely bids hers farewell,  advances to write up a job sheet, and forwards it to the branch manager. From here, the manager refers to his work loading chart containing the daily schedule to see if the new job can be slotted in for that day. Fortunately the mechanical workshop is experiencing a slow turnover in work and so the job is able to be done immediately. Being a basic oil service, the job is able to be completed within 45min, and the customer arrives promptly to pick up her car.

Upon arrival, the service adviser informs the customer of all the work done on the vehicle, shows her the parts that were changed, and tends to her queries. Once the adviser sees that customer is totally satisfied, he requests payment which the customer gladly makes.While saying farewell, the service adviser thanks the customer, he gives her the receipt, service booklet, keys, and advises the customer when the next maintenance is due, and escorts the customer to the car.

In my opinion, even though the job was completed to a high standard, the main selling point was the customer interaction that the customer had with the adviser. Had the adviser not been so friendly and helpful, I don't believe there would be work for the technicians. In retrospect, the job would not have been so quickly completed had it not been for the organisational skills displayed by the manager. All in all, from a customer point of view, I would be totally satisfied with the service.

Work Organization

The workshop is primarily managed by the service manager, whom is in constant communications with the Honda New Zealand head office who are ultimately in control of all operations in the country. The service manager supervises the 20 full time employees and assigns the work among each worker as they arrive accordingly.

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.

As a result, it prevents the dilemma of a single employee working on more than one vehicle at any given time, which may sometimes result in confusion and may eventuate into costly mistakes. On the greater scheme of the things, assigning an individual to a set task ensures the safety aspect of the clients vehicle is upheld, as the technician will be aware of what work has been done on the vehicle, thus minimizing errors. To help with this,   

the manager utilizes a  loading chart to assist with work distribution.

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 (Figure-7). In addition, a progress chart is used to help keep progress of the work completed by a technician (Figure-8).

    Figure-7: Loading Chart

    Figure-8: Progress chart

Honda’s Billing and Quality Assurance

With regards to billing, Honda follows similar protocols as discussed previously. The service adviser at Honda is very approachable, friendly and easy to talk to. Their role in the company is one of the most important, as it involves vital tasks such as booking jobs, making meetings, processing invoices, and dealing with all customer inquiries.

During observation, Honda has always met their deadlines, which impresses most customers. When conversing with customers, we found that they were very happy with the service provided by Honda, and even suggestions that they would like to come back for any future vehicle repair needs. If there are any complaints or regular vehicle checks, the manager of the workshop is always present to assist. If there are any repair faults, the vehicle is normally bought back to be repaired, as all work is guaranteed.

To ensure that things run smoothly. Technicians, always work through the job card which has been filled in by the service advisor, and approved by the manager.  Invoicing is done by the service advisor. If there are any delays in the work due to some obstacles the receptionist has to make the call to the customers to explain the situation and give the next approximate completion time for their job. Honda has their own job cards which make invoicing very easy and all customers details are printed on the card, which the customer signs off to finalize confirm job.

INTERNAL FACTORS ASSESSMENT BEGINS (HONDA INDUCTION DAY)

Today we made our first visit to Honda, where we were met by the workshop manager Brian Taylor. The main purpose for today's visit is to gain a glimpse into how the workshop is being run on a daily basis, and also to establish the key areas in which we could utilize in our research.

Immediately, we recognized the high level of professionalism by the way Brian dealt with us. The first task on  his agenda was to get us officially signed in on the company books as work experience employees. He informed us that this was a standard procedure for all new inductees, set in place to protect the company from any liabilities. The initiation proceeded by supplying both Babal and I each with individual work experience contracts, which contained all the standard clauses, terms, and conditions of employment. After reading and agreeing to the terms, we each signed on the dotted line and the paper work was completed.

From here, we were taken on a tour of the workshop, where we were introduced to some of the workers who showed us some of the work that was currently being completed on site. After being shown around the workshop, Brian left us to begin our observations.

WORKSHOP OPERATION PROPOSAL

Purpose

To critically observe the daily operation of a Honda New Zealand workshop in south-east Auckland, and determine how the company is linked to the automotive industry as a whole. We will also focus on key areas in the workshop such as customer services, work planning, health and safety, waste management, return procedures; and view how these daily activities compare to current regulations and legislations. 

Workshop Selection

Drawing from our previous experiences, we have come to a realisation that working in smaller workshops can be a hindrance as their code of practice may not always reflect proper work practices. For this reason we have decided to base our observations on a larger and more established outfit in Honda New Zealand’s south-east Auckland workshop, located at 32 Torrens Road, East Tamaki. Here we hope to observe and gain a prospective on a more professional way of practice, as they like any other world renowned automotive dealership, would strive for quality and excellence in their field.  

The plan is divided into four key elements which include:

• Research and Investigation
• Workshop Observations
• Report Write-up
• Conclusions

Research and Investigation

Investigate workshop legislations and compliance regulations that relate to the following headings:

• Customer service
• Advertising and promotions
• Workshop layout
• Workforce (i.e - manager,  supervisor, workers)
• Location (i.e - entrance, exit and  parking)
• Equipment and supplies
• Work planning
• Allocation of work
• Health and safety
• Billing and return procedures
• Waste management
• Legislation  

Workshop Observations

Observe how the chosen workshop functions in light of the above headings, to be supported by factual findings. This evidence will be in the form of recorded observations, photos, surveys, and hard copy proof.

Report Write-Up

This will be based on the results of the observations found in the previous research. Included in this will be evidence of the findings, the views of employees, as well as our views as observers on whether the workshop conforms to their own company’s code of practice, and ultimately the meeting legislative requirements.

Conclusions

This will feature a collaborative reflection of our findings, determining whether or not the company has conformed to current practice legislation's and regulations, and draw conclusions from this. To finish with, any future recommendations will also be made if required.

TOPIC DISCUSSION

After meeting up with my group partner Babal, we sat down to discuss and brainstorm key areas in  the operation of a workshop. It was helpful that we both have had previous experiences in actually working in a shop and so we had an insight of the daily workings. Key topics to be covered in our report include:

1. Customer service
2. Advertising and promotions
3. Workshop layout
4. Workforce (i.e manager, supervisor, workers)
5. Location (i.e entrance, exit and parking)
6. Equipment and supplies
7. Work planning
8. Allocation of working
9. Health and safety
10. Billing and return
11. Waste management
12. Legislation compliance or non-compliance

We concluded after further collaborations that we would distribute the work load evenly so that we may begin to research the topics in more depth. We decided that I would focus my investigation on topics 1-6, while Babal covers topics 7-12. We also mutually agreed that after the completion of research on each of our topics that we would move on to further researching each others topics. By the end of our research we will collaborate on each others findings and begin to piece together a project report.

FIRST LESSON

At our first lesson, we were formally introduced to our lecturer Niranjan Singh. At first glance, he seemed  much like the staunch tsar type figure that all new comers pictured him to be, but after he provided a brief background of himself, I later found him to be very down to earth. As with every new beginning I find that an introduction is a must if a lecturer is to gain a student respect and attention, as this proves that lecturers true intent, and also that lecturers are human after all. This also leaves us with the thought in our minds that they were once students like us, with the key idea being "if I can do it then you can do it too".

After killing twenty minutes and two drifting video clips later, he went on to explain the course assessment package for this semester. I felt that this was the key part of the lesson as it provided us students with the information we required to begin working on assessments, aswell as clarifying the course learning outcomes and requirements in order to successfully complete the course.