Internship Report
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| | | I hereby declare that the training in the After Sales Department at Honda Siel Cars India Ltd has been attended by me from 15/04/2010 to 15/06/2010 , as a part of the partial fulfilment of the two year full time POST GRADUATE DIPLOMA IN BUSINESS MANAGEMENT (PGDM) batch (2009-2011) at COLLEGE OF MANAGEMENT STUDIES, IILM GREATER NOIDA. Under the able guidance of ʹ 1)| 2)|
Mr. Prabhjot Singh - COMPANY GUIDE. Mr. Soumitro - FACULTY GUIDE.
The topic I have undertaken was ͞TOOL TO MEASURE THE EFFECIENCY AND PRODUCTIVITY OF TECHNICIANS͛͟. | |
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| | I take pleasure to thank all those who have helped & supported me for completion project at || | |.
of this
First of all I would like to thank Prof. | for the encouragement & guidance that he gave, under whose guidance I was able to successfully complete the project. I would, with profound pleasure and proud privilege; I take this opportunity to express my deep sense of gratitude and indebtedness to the | | | | , Greater Noida for giving me opportunity to undertake this project. I would like to express my sincere gratitude to my company guide | | |for giving me this opportunity to complete my internship in this esteemed organization and for their kind support. I am thankful from my heart to the company guide, | | , Service Planning, for this project, for his constant, able and friendl y guidance, co-operation and suggestions in completing my project and allowing me to go through various records of the companies related to my project. In spite of his very busy schedule, he devoted a lot of time to my project. Then I express my grateful thanks to whole staff members|for regularly giving me the database of dealers and helping me out to deal with the preferred customers and get feedback from them I would like to thanks to Mother & Father who supported me Mentally, Emotionally throughout the completion of this project & without their blessings the completion of this project is difficult. I am also thankful to the management of IILM -CMS, who has given me an opportunity to work with such an esteemed international organization at the start of my career. | I would also like to thanks my fellow trainees Varun and Rajat who ware my partners in the project during internship. Last but not the least, I feel indebted to all those persons in the organisation who provided their directly or indirectly in completion of project. | | | | | |
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M MM The objective of the project is to critically study and analyse the ´ TECHNICIAN EFFECIANY AND PRODUCTIVITY ON THE WORKSHOP FLOORµ. The ultimate aim of our project was to replace the tool of the Job Controller with the tool that we have developed in-house at Honda Siel Cars India Ltd. The differentiating factor between the existing tool available at the dealers of Honda and the tool that we have developed is that our tool is a graphical enterprise. The new tool has got the permission of Mr. Pradeep Chakravarty ² GM After Sales Honda Siel Cars India Limited. Under his auspicious regards we have gone ahead with tiny but far reaching Endeavour. We have set about the task of going different dealers in and around NCR region. To make this project a truly a versatile one, we have decided to take it pan India. I personally along with my colleagues, my fellow trainees Mr. Varun from IILM GSM Greater Noida and Mr. Rajat have to two different dealers one each in Noida Sector II being Ace Honda and other being Southend Honda near Badarpur Border. The Southend Honda has a rich history as it being the foremost Honda dealer in India and the first place to introduce the Quick Service, a novel Service provided at Honda dealers. I along with my colleagues have meticulously collected the data at both the mentioned dealers and have prepared a comprehensive report for both the dealers taking alt the factors into consideration. My mentor Mr. Prabhjot Singh, the architect of this whole project, had a meeting with General Manager of Ace Honda alias Colonel. The meeting has been a resounding success; the management of Ace Honda has agreed to replace the existing tool with our tool. To add to this the Mumbai project has also tasted the same success, where Mr. Prabhjot Singh, himself got it implemented. The Southend report has been prepared and a meeting would be held with the Southend management as soon as possible.
M M M M
1.| To replace the job controller sheet at the Honda Dealer·s with the tool developed in-house at HSCI. 2.| To measure the Efficiency and Productivity of Technicians in the workshop. 3.| Findings and Recommendations.
MM M M {| Understand the various activities that encompass the After Sales Division in
Honda. | {| Understand the various types of Services that a Honda car goes through in a
workshop of a dealer. {| Understand the nuances of job allocation to various technicians in the
workshop. {| To analyze the level of Efficiency and Productivity of technician·s. {| To provide suggestions and recommendations to the dealer so that they can
service the cars more effectively.
M M M M |
Honda is the world͛s largest manufacturer of motorcycles as well as the world͛s largest manufacturer of Internal Combustion Engines measured by volume, producing more than 14 million Internal Combustion Engines each year. Honda was the first Japanese automobile manufacturer to release a dedicated luxury brand, Acura in 1986. Since 1986, Honda has been involved with artificial intelligence (AI) / robotics research and released their ASIMO robot in 2000. They are also ventured into aerospace with the establishment of GE Honda Aero Engines in 2004 and the Honda HA ʹ 420 Honda Jet, scheduled to be released in 2011. Honda spends about 5% of its revenues into R&D. The spirit of Soichiro Honda forever has been inscribed in every car and engine that Honda builds. Once Soichiro Honda famously said, ͞I͛VE FAILED 99% OF MY TRAILS, IN ORDER TO SUCCEED IN THE REMAINING 1%͟.
! M | The Honda story is the story of one man, Soichiro Honda, and his unparalleled achievement of bringing motor cycles to the masses. Soichiro Honda was a racer, a businessman, and a manufacturer. But most of all he was a dreamer. He dreamed of a better way of making piston rings, founded a small company, and began production. He dreamed of giving people everywhere an economical form of transportation, and began producing small motorcycles, including one built in 1949 called the D -Type Dream. He also loved racing too. So his company built bigger and faster machines, two, four, five and six cylinder race bikes and won the Isle of Man. Japanese entrepreneur Soichiro Honda had loved motor vehicles almost since birth. When he was fifteen, he became part of an auto repair shop, and the passion grew. His greatest dream was to become a world-renowned car racer, and it was an ambition which he would fulfil in time. But first, the auto lover found himself employed as a technician. During his free time, he nurtured his gr owing interest in motor vehicles by building race cars and tooling with his Harley motorcycle. Honda possessed a natural talent for anything motorized, and his skills allowed him to open the doors of his very own repair shop in 1928. As his curiosity grew, he attended technical school in order to discover the perfect way to manufacture a piston ring. Honda combined his inborn knowledge with his new technical knowledge to take the first tentative steps toward entrepreneurial success. He utilized what he had learned about piston rings to form the Tokai Seiki Company.
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In 1928, Soichiro Honda secured his first of many patents (for automobile wheel spokes). Then, as World War II ravaged Japan, Honda cornered the market on badly needed generator motors. His growing capital allowed him to break ground on the Honda Technical Research Laboratory in 1946. Just two short years later, the Honda Motor Company, Ltd. would open its doors in Hamamatsu. The motor world would never be the same. The company initially found its niche in the manufacture of motorcycles. Following the launch of the company͛s first successͶthe ͞C͟ model motorcycleͶHonda and his then-twenty employees launched themselves into motor history with the three horsepower, two-speed transmission ͞D͟ model. The motorcycle was aptly named the ͞Dream D͟ after jubilant employees allegedly shout ed ͞It͛s like a dream!͟ upon its completion. And a dream it was. The ͞Dream D͟ was like a dream come true for the war-recovering Japanese society: it was inexpensive; it conserved valuable fuel; and, perhaps most importantly, it provided a temporary escape from the surrounding troubles. The overwhelming success of the ͞D͟ model and the later ͞E͟ model helped Honda build a reputation for quality and design supremacy, even when an early-1950s economic depression threatened to dim the company͛s shining star. By 1955, Honda had weathered the storm and saw his dream at least partially realized when his company became the top motorcycle manufacturer in Japan. When those top sales figures expanded to include the world in 1959, Honda began to realize the enormous po tential in a global expansion of his empire. While his business associates encouraged him to open a plant in either Europe or Southern Asia, Honda saw potential in another market: the American market. Marketing experts pleaded with Honda to change his mind , citing the low sales figures for motorcycles in the United States. But Honda and his trusted advisor Fujisawa ignored the pleas, realizing that America was becoming an increasingly important presence in the global marketplace. In 1959, newly appointed Ex ecutive Vice President and General Manager Kihachiro Kawashima officially introduced American Honda Motor Company to the American public. With a $250,000 ͞allowance,͟ the time was now or never for Honda America. Due to the disinterest of sceptical American dealers, AHMC set up shop in various hardware stores and sporting good stores. The new enterprise faced a hard sell to dealers and the public alike: the name Japan still held negative connotations for an American society struggling with its own w artime memories; fuel efficiency was not foremost in the minds of much of the public; and the vehicles of America were expected to be faster and leaner than their Japanese counterparts. However, at the same time AHMC was experiencing the growing pains of a rookie company, Soichiro Honda was fulfilling his lifelong dream of mastery on the racing circuit.
He won the Isle of Man in the early 1960s, and continued a steadily rising string of successes on the race course. This publicity helped boost the Honda i mage in America, and Honda͛s reputation was further boosted when it was honoured with its first manufacturer͛s award in 1962. The company also reached out to a weary public through an ambitious magazine advertising campaign that emphasized Honda͛s strengths: dependability, fuel efficiency, simplicity, easy maintenance, and a unique (rebellious?) design. AHMC struck one final blow to the competition with its riskyͶand expensive!Ͷadvertising onslaught during the 1964 Academy Awards. But the ploy worked jumpstarting sales by millions. Despite its slow start, AHMC was dominating sales in the same manner as its Japanese counterpart by the end of its fifth year (matching the original HMC͛s 65% share of the market with its own impressive 62% share). Soon, the company would become the standard bearer in the industry, pioneering both the Motorcycle Industry Council and the Motorcycle Safety Council. It would also solidify its image with a series of philanthropic efforts. With the success of the American Honda Motor C ompany, Honda felt more confident than ever in his next goal: dominance in the automobile industry. He faced hurdles from the government, which delayed its approval for Honda's entrance into automobile manufacturing. Part of the reason for this hesitation was Honda͛s subsidization of its US market, which led to questionable pricing practices in Japan. In spite of the initial delays, Honda unveiled its first automobile and truck products in 192. In 1969, American Honda also introduced its first automobile im port, the N600 Sedan. The story was much the same: initial scepticism (could a motorcycle man really make effective automobiles?), followed by eventual success. The enormous popularity of Honda͛s ͞CB͟ model motorcycles helped convince the public that their faith in Honda was well -placed. So, when Honda embarrassed the competition with his environmental-friendly Civic automobile (in a time of growing pollution concerns) in 1972, both the American public and the American government were more than receptive. Soon, Honda International Trading was exporting its now -successful American creations to Japan, closing the circle of success. When the top-selling Accord made its way onto American streets a few short months later, the Honda success story was finally comp lete: Japanese motorcycle supremacy, worldwide motorcycle supremacy, and now automobile supremacy.
His vision finally fulfilled, Honda retired in 1973, leaving Kiyoshi Kawashima to carry on his legacy. Honda would witness the birth of yet another successful corporation (Honda of America Manufacturing in Marysville, Ohio), which would revolutionize the workplace with its emphasis on teamwork and cooperativeness. Honda would also be on hand for a Team Honda first -place victory in world motocross in 1981, for the crowning of a new American Honda president (Tetsuo Chino) in 1983, for a series of honorary distinctions (including a clean sweep of the Motor Trend Import Cars of the Year selections), and for a most fitting 25th anniversary present of record -setting sales. For all of his contributions and milestones, Soichiro Honda set another standard when he became the first Asian to be inducted into the U.S. Automotive Hall of Fame. Today, Honda͛s selection of Accords, Civics, Preludes, Passports, Acura͛s, and Odysseys bear the Honda seal of excellence. Millions of à | | à | | || ||| |||
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Soichiro͛s vision was international in character. His desire was to lead the world in technology, and make a significant contribution to the creation of a better society. As a result, most of the products that Honda developed started out by making a difference. Whether it was the CVCC (Compound Vortex Control) engine in the sixties or the solar powered car of the nineties, they all sought to challenge and overcome conventional wisdom.
" MM Honda͛s Mission statement is a very short, simple and a pragmatic one. WE CONVERT FUEL TO ENERGY, EFFECIENCY.
HONDA GLOBALLY Honda has manufacturing plants all over the world. It has manufacturing units in five parts of the globe. And its products are used in every part of the world. Globally Honda machines are known for their reliability, efficiency and world class quality. Honda to test their world class stands have been involved in motorsports all over the world including Formula 1(they exited F1 in 2009 with the sale of Honda F1 team to Brawn GP), Isle of Mann TT, Indy car racing, Moto GP, World Super Bike and Motor Cross. List of the manufacturing plants are as follows: I.| II.| III.| IV. | V.| VI. | VII.| VIII.| IX.| X. | XI.| XII.| XIII.|
CHINA THE USA PAKISTAN CANADA ENGLAND JAPAN BELGIUM BRASIL NEW ZEALAND INDONESIA INDIA THAILAND TURKEY.
GLOBAL PRODUCT LINE: Honda has a vast list of products to its credit. It manufactures from lawn movers to Jet engines. Honda has carried on the sprit and legacy that Mr. Soichiro Honda has left behind in anything and everything they build and comes out of Honda͛s factory line all over the world. Here is a list of product line of Honda machines. I.| II.| III.| IV. | V. | VI. | VII.| VIII. | IX.| X.|
AUTOMOBILES. MOTORCYCLES. SCOOTERS. ALL TERRAIN VEHICLE͛S (ATV͛S). ELECTRIC.AL GENERATORS. ROBOTS. MARINE EQUIPMENT. JETS. JET ENGINES. LAWN AND GARDEN EQUIPMENTS.
INDIAN PRODUCT LINE: I.| II.| III.|
AUTOMOBILES. MOTORCYCLES. ELECTRIC GENERATORS.
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FUNDAMENTAL BELIEFS
| RESPECT FOR THE INDIVIDUAL {| INITIATIVE Initiative means not to be bound by preconceived ideas, but think creatively and act on your own initiative and judgment, while understanding that you must take responsibility for the results of those actions. {| EQUALITY Equality means to recognize and respect individual differences in one ano ther and treat each other fairly. Our company is committed to this principle and to creating equal opportunities for each individual. An individual͛s race, sex age religion, national origin, educational background, social or economical status have no beari ng on the individual͛s opportunities. {| TRUST The relationship among associates at Honda should be based on mutual trust. Trust is created by recognizing each other as individuals, helping out where others are deficient, accepting help where we are deficient, sharing our knowledge, and making a sincere effort to fulfil our responsibilities.
| THE THREE JOYS {| THE JOY OF BUYING The joy of buying is achieved through products and services that exceed the needs and expectations of each customer. {| THE JOY OF SELLING The joy of selling occurs when those who are engaged in selling and servicing Honda products develop relations with a customer based on mutual trust. Through this relationship, Honda associates, dealers and distributors experience pride and joy in satisfy ing the customer and in representing Honda in the customer. {| THE JOY OF CREATING The joy of creating occurs when Honda associates and suppliers involved in the design, development, engineering and manufacturing of Honda products recognize a sense of joy in our customers and dealers. The joy of creating occurs when quality products exceed expectations and we experience pride in the job well done.
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If your vehicle is unable to be mobilized following a mechanical or electrical breakdown, a recovery vehicle will be sent to recover your vehicle to the nearest Authorized Honda Dealer. 1 0*,/. .+e +*./2i/e .22i2t.,(e i, (.2e *f 'u-., e++*+2
When your vehicle is immobilized due to any of the following human errors like: * Battery problems: Dead battery * Fuel problems: Out of fuel, Incorrect fuel or Contaminated fuel * Key problems: Locked keys, Lost keys or Broken vehicle keys * Tyre problems: Puncture, bolts or valve related issues Depending on the type of problem either a mobile technician will be sent to mobilize your vehicle at the roadside or a recovery vehicle will be sent to recover your vehicle to the nearest Authorized Honda Dealer. T.xi Be,efit If your vehicle is recovered to an Authorized Honda Dealer by Honda Care Roadside Assistance, the driver and passengers (maximum number of persons covered equals to the number of people the Honda vehicle could legally carry) will be provided with one free taxi ride, up to 50kms from the breakdown location, in order to continue your journey . ) re'i(le e(*ve+y f*ll*wi,g ., A((i/e,t
If your vehicle is unable to be mobilized following a road traffic accident, Honda Care Roadside Assistance will organizes to send a recovery vehicle to recover your vehicle to the nearest Authorized Honda dealer. ) U+ge,t Me22.ge el.y
You will be provided an urgent message relay service to help keep in contact with family, friends, and/or work colleagues in the event of a vehicle breakdown or accident. N*te: - Customers are entitled to service under this program if within a 100 Km radius of an Authorized Honda Dealer in India and as long as the vehicle has broken down on gazette, bitumen road.
AUTO TERRACE Welcome to Auto Terrace ʹ Honda͛s one-stop facility for Exchange and Pre -Owned Car Purchase Auto Terrace helps you exchange your existing car for a Brand New Honda. Auto Terrace is also the right place if you are looking for a Quality Pre -Owned Honda. At Honda Auto Terrace, you can: {| {|
Exchange your existing car ʹ any make, any model ʹ for a Brand New Honda c ar. Buy a Certified Pre-Owned Honda with 1 year/15,000 km warranty*.
Why Honda Auto Terrace: {| One-stop shop. {| Fair price deals. {| Transparent documentation. {| Warranty on Pre-Owned Honda cars* CORPORATE SALES Our corporate sales cover the following areas: {|
Sales to Corporate Houses -Buying in name of company or in the name of their individuals (including spouse).
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Canteen Stores Department (CSD) for Indian Defence Forces.
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Government Departments under Special Government Prices.
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High Sea Sales. / EPCG Sales.
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Special Excise Duty Exemption Sales.
M M MM M CUSTOMER SERVICE | u3t45e6|e6vi7e is the provision of service to customers before, during and after a purchase. According to Jamier L. Scott (2002), ͞Customer service is a series of activities designed to enhance the level of customer satisfaction ʹ that is, the feeling that a product or service has met the customer expectation." Its importance varies by product, industry and customer; defective or broken merchandise can be exchanged, often only with a receipt and within a specified time frame. Retail stores will often have a desk or counter devoted to dealing with returns, exchanges and complaints, or will perform related functions at the point of sale. Customer service may be provided by a person (e.g., sales and service representative), or by automated means called self-service. Examples of self service are Internet sites. However, In the Internet era, a challenge has been to maintain and/or enhance the personal experience while making use of the efficiencies of online commerce. Writing in Fast Company, entrepreneur and customer systems innovator Micah Solomon has made the point that "Online customers are literally invisible to you (and you to them), so it's easy to short change them emotionally. But this lack of visual and tactile presence makes it even more crucial to create a sense of personal, human -to-human connection in the online arena." [2] Customer service is normally an integral part of a company͛s customer value proposition. In their book Rules to break and Laws to Follow, Don Peppers an d Martha Rogers, Ph.D. write that "customers have memories. They will remember you, whether you remember them or not." Further, "customer trust can be destroyed at once by a major service problem, or it can be undermined one day at a time, with a thousand small demonstrations of incompetence." From the point of view of an overall sales process engineering effort, customer service plays an important role in an organization's ability to generate income and revenue. [4] From that perspective, customer service should be included as part of an overall approach to systematic impr ovement. Some have argued that the quality and level of customer service has decreased in recent years, and that this can be attributed to a lack of support or understanding at the executive and middle management levels of a corporation and/or a customer service policy. To address this argument, many organizations have employed a variety of methods to improve their customer satisfaction levels, and other KPIs.
INSTANT FEEDBACK Recently, many organizations have implemented feedback loops that allow them to capture feedback at the point of experience. For example, National Express, one of the UK's leading travel companies invites passengers to send text messages whilst riding the bus. This has been shown to be useful as it allows companies to improve their customer service before the customer defects, thus making it far more likely that the customer will return next time. ut89e:|e:vi;e A challenge working with Customer Service is to ensure that you have focused your attention on the right key areas, measured by the right Key Performance Indicator. There is no challenge to come up with a lot of meaningful KPIs, but the challenge is to select a few which reflects your overall strategy. In addition to reflecting your strategy it should also enable staff to limit their focus to the areas that really matter. The focus must be of those KPIs, which will deliver the most value to the overall objective, e.g. cost saving, service improving etc. It must also be done in such a way that staff sincerely believes that they can make a difference with the effort. One of the most important aspects of a customer service KPI is that of what is often referred to as the "Feel Good Factor". Basically the goal is to not only help the customer have a good experience, but to offer them an experience that exceeds their expectations. Several key points are listed as follows: 1. Know your product - Know what products/service you are offering back to front. In other words be an information expert. It is okay to say "I don't know", but it should always be followed up by... "But let me find out" or possibly͟ but my friend knows!" Whatever the situation may be, make sure that you don't leave your customer with an unanswered question. 2. Body Language/Communication - Most of the communication that we relay to others is done through body language. If we have a negative body language when we interact with others it can show our lack of care. Two of the most important parts of positive body language are smiling, and eye contact. Make sure to look your customers in the eye. It shows that we are listening to them, not at them. And then of course smiling is just more inviting than someone who has a blank look on their face. 3. Anticipate Guest Needs - Nothing surprises your customer more than an employee going the extra mile to help them. Always look for ways to serve your cus tomer more than they expect. In doing so it helps them to know that you care and it will leave them with the "Feel Good Factor" that we are searching for.
STANDARDISATION There are few standards on this topic. ISO and The International Customer Service Institute (TICSI) have published the following ones: l|
ISO 9004:2000, on performance improvement
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ISO 10001:2007, on customer service conduct
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ISO 10002:2004, on quality management in handling customer complaints
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ISO 10003:2007, on dispute resolution
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The International Customer Service Standard (TICSS)
There is also Information Technology service management standard: ISO/IEC 20000:2005. Its first part concerns specifications and its second part the code of practice |
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MM M Research Methodology is the Systematic & Objective, Identification, Collection, Dissemination & use of information for the purpose of assisting management in decision making related to identification of problem & providing solution to it. The data are collected using the most appropriate method, analyzed interpreted & inferences are drawn & finally the findings, recommendations are provided which helps management in decision making process.
MM M I have adopted Descriptive Research Design for my project as I have studied all the different aspects about the servicing of a Honda car, by going through the after Sales Manual and by practically learning in the workshop of different Honda dealer͛s. On the basis of this study I have done my project.
M Both primary and secondary data are collected for this project. 9ATA TIN MT| S N9A|9ATA: {| The standard time given in the After Sales Manual is referred to a give a first perspective. {| This time in the manual is called as FRT acronym for Fix Response Time.
MM A graphical sheet which we call it as tool is developed to measure the efficiency and productivity of the technicians comprehensively. As we went along with gaining knowledge along each step we have modified it to make it all encompassing.
M#M Two Honda dealers, namely: I.| Ace Honda: 7 technicians. II.| Southend Honda: 13 technicians. So in total 13 te chnicians were studied during the duration of the project.
M $ M We have collected a lot of first hand information from Ace Honda, almost two weeks of data and we have put that information in table, chart and graphical form for easy comprehension. | TAB|: I9|TIM|| | NAME Manmohan
Kundan
Umakant
Rajan
Prempal
Deepak
Virender
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Type 1: Idle time at the start of the shift. Type 2: Idle time within the shift. Type 3: Idle time between the end of his job and end of his shift. Note: All the readings are in minutes.
Saturday
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| | TAB|:|S rI |T N9|BAS9|N|T|IMT S|T Ar9|B|T| A | | | TYPE 5/15/25 10/30/70 40/80 60 100 120
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| TAB| :|SUMMA ||T|T A| |9N|B|T|T NI IAN͛S | | | JOB Wheel Balancing Mounting Disk Skimming Throttle Body Break Pad change Injector change Clutch overhaul Wiper rubber Battery change/check Tyre puncture Lock set | |
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{| The idle time during Monday and Friday was massive when compared to the rest of the days. {| So it is advisable that instead of one, two technicians could be given weekly off on these particular two days. {| Issuing of further job cards to the technicians is not a good practise and with our intervention they have changed that practise. {| Type three idle time is the highest, which says that the technicians most of the time finish their all jobs before the end of the shift time. {| Sunday has the least idle time of all the days. {| Great degree of cars that come for servicing at Ace Honda are in the region of 15/25/35/47/30/70....... .... Km. of servicing. {| Quality of work done is good and the workshop is pretty well organised with different job controller of PM and GR, QS .
M | {| On 2nd July Mr. Prabhjot Singh had a meeting with the General Manager of Ace Honda. {| They have agreed to replace the job controller sheet with our tool, which was the ultimate aim of our project and it was a resounding success. {| They have also welcomed our recommendations and assured us they would take recommended actions as per the policies of the dealer. {| In all we have achieved our objectives which we have set to achieve.
M M As we have done at Ace Honda we have repeated the same exercise of collecting data and prepared a comprehensive report. TAB|:|I9|TIM| NAME Shobaram
Sanjay
S.P. Negi
Chandor
Prempal
Vinesh
Jijo
Narender Negi
Sunil
Ram Shah
Ranbeer
Om Prakash
Ajay |
TYPE |
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Sunday | -|
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Type 1: Idle time at the start of the shift. Type 2: Idle time within the shift. Type 3: Idle time between the end of his job and end of his shift. Note: All the readings are in minutes. | TAB| :|I9|TIM|AN9|T NI IAN| | |
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| TAB|:|S rI |T N9|BAS9|N|T|IMT S|T Ar9|B|T| A | | | TYPE Shobaram Sanjay S. P. Negi Chandor Prempal Vinesh Jijo Narender Negi Sunil Ram Shah Ranbeer Om prakash Ajay
5/15/25 | | | | | | | |
10/30/70 | | |
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20 | | |
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40/80 -| | | -|
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60
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100 | | -| -| -| -| | |
120 -| -| -| -| -| -| | -|
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M {|
There is no drastic or significant difference in the idle time pertaining to any day of the week.
{| This shows that the distribution of technicians during the week is pretty fine. {| But the thing needed to be improved is the accountability of the technician and the job controller in the workshop. {| It is understandable that if a technician taking up another important car or he assisting other technician is a norm, but sometimes a single car is serviced by 3 or more technicians at a time. {| The burden on the job controller is high during peak time. Two job controllers should be maintained at all the time. {| Southend Honda used incorporates two technicians per car earlier and due to the construction of metro and flow over in the region there is a decrease in the service of vehicles at the workshop. {| But the interesting thing about Southend is that there is substantial number of Accords and CR-V͛s coming for servicing. {| This shows that Southend Honda has a Brand Valu e and it garners loyalty through its servicing.
M {| Report for Southend Honda has been prepared on the basis of data collected. {| Mr. Prabhjot Singh would soon be presenting the findings to the management of Southend Honda. {| Hopefully they shall agree to replace the job controller sheet with our tool, which was the ultimate aim our project.
M {| T|T|9r 9|IN-US|T| A TU |T|9AI|9ATA| |U | T | |
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{| SUMMA |ST|| |
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I.| HONDA AFTER SALES MANUAL. II.| http://world.honda.com/about/index.html. III.| http://www.2020site.org/n/history-of-the-honda-motor-company.html. IV.| http://www.smokeriders.com/History/Honda_History/body_honda_history.html V.| http://world.honda.com/CSR/special/cs/cs2.html. VI.| http://world.honda.com/CSR/philosophy/philosophy1/index.html. VII.| http://www.cartradeindia.com/car-bike-news/after-sales-service-car-industryin-india-110243.html. | |
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