Organising the work.
WHAT DETERMINES THROUGHPUT
Bay availability Technician availability Parts availability Customer decisions
WHY PARTS AND DECISIONS DOMINATE DELAY
Vehicles sit occupying bays while waiting for both.
WHAT A BAY OCCUPIED BY A WAITING VEHICLE COSTS
The revenue another job would produce.
WHAT TO ESTABLISH
That vehicles awaiting parts or decisions are moved out of working bays.
WHAT TO SCHEDULE
Work, rather than accepting everything as it arrives.
WHY
Unscheduled intake produces a yard full of started jobs and nothing finished.
WHAT TO ESTABLISH
How many jobs can genuinely be in progress at once.
WHAT TO PRIORITISE
Jobs that can be completed.
WHAT TO TRACK PER VEHICLE
When it arrived What was agreed Current status What it is waiting for Promised completion
WHY STATUS
Customers ask, and not knowing is what damages confidence.
WHAT TO ESTABLISH ABOUT PARTS ORDERING
Who orders, and how quickly after approval.
WHY
Delay in ordering is delay in completing.
WHAT ORGANISATION REQUIRES
Tools in known places Equipment maintained Clean bays Parts for a job kept together
WHY PARTS KEPT TOGETHER
Mixed parts cause wrong fitment and lost components.
WHAT TO MEASURE
Time from arrival to completion Time spent waiting, by cause Jobs completed per week
