Control of Production Personnel when Performing Vehicle Maintenance

Abstract

The objective of this article is to analyse labour discipline of production personnel when performing vehicle maintenance works. Currently, many car service enterprises practically do not control the quality of the work of the employees. These responsibilities are assigned to the lower management level – foremen, however, they are either heavily loaded with work, or are not interested in performing control functions. In addition, labour intensity of technical maintenance and repair work is set by the manufacturer at the lowest possible level, assuming that the staff is highly qualified, and the company is provided with all the necessary special tools. As a result, it is difficult or impossible for employees to meet the standards, therefore, to fulfil the plan and not lose part of the wages, they miss or do not perform part of the work paid by the client. The studies were carried out in Perm at a typical car service enterprise, which is an official dealer of a domestic car brand.The analysis of the work of the personnel was carried out by comparing the actual work performed following the technology defined by the manufacturer. For this, video recording of all the actions of an employee was carried out. The completeness of each operation was noted, as well as the time spent. Work efficiency was assessed using Spaghetti diagrams, which indicate all movements of the performers. A methodology is presented that allows to give a final assessment of the work of locksmiths, which consists in calculating penalty points for exceeding standard time, partial execution or omission of operations. A scale for evaluating performers has been developed. The results of studies of carrying out maintenance of two identical cars are presented. The shortcomings of the production personnel are discovered and analysed. To increase labour productivity, it is possible to use the principles of lean production of the 5 «S» system. It is necessary to equip the posts with tools, issue checklists to the performers and use the movement scheme at the maintenance post, equip posts with video surveillance cameras and periodically carry out selective control of work. To motivate staff, it is necessary to revise the system of bonuses and fines, considering the results of work.