FINDINGS

On the basis of the organizational chart, I have analyzed and studied each staff’s functions in the general layout of the business.  Interviews were set up with the manager and  mechanics operations were observed.  Current manual system documents were also reviewed.

 Customer Operations

            Appointment for service
                -    Customer calls or walks-in for servicing
                -    Manager   manually books customer for an appointment

           Work Order Entry
                -    Customer requests work to be performed
                -    Manager   fills out the work order on the record book                    
                -    Work order is signed by the customer
                -    A copy of the work order Is sent to the mechanic who performs the needed work
                -    Mechanic manually fills out the “Work to be Performed” field on the copy of the work order

            Invoicing:
                -    After work is completed, the customer goes to the cashier
                -    To create an invoice, cashier first enters the customer’s basic information to get customer’s information.
                      Then the part number(s) and service(s) performed are entered as per mechanic’s work order copy.  After this is done, the invoice is written on double copy carbon paper                -    The customer then pays by cash or check
                -    Customer signs the invoice
                -    Customer receives customer’s copy of the invoice
               

Problems in the Current System:

            1. Inadequate manual system. To compound said problem, the manual system is not meeting consistency and recordkeeping for the small files of the business. Some receipts that are given to the customers are not the official receipts neither a sales invoice. Order entry, inventory control and billings are done only on record book. Problem is introduced at the order-entry,   invoicing level.  Both the customers and staff are affected. Customers are subjected to delays due to long line-ups during work order entry while the staff is pressured to copy with such hectic arrangements. This problem is encountered daily resulting in customer dissatisfaction and staff frustration.

            2. Prolonged delivery time.  Customers also complain of prolonged delivery time.  Japanese and German parts from Manila suppliers are shipped only when the parts are needed, necessitating accurate estimations of inventory levels to meet demands.  This is a limitation of the manual system as it only generates Low Order Reports which is insufficient for effective inventory maintenance. Customers suffer most from this limitation in the manual system since they are subjected to unnecessary delays brought about by parts becoming out of stock.  The company also suffers from lost business.

             3. Non-computerized booking system.  Currently appointments for service are recorded manually in an appointment diary by any one of the staff.  Illegible handwritings and non-standardized scheduling entries are potential areas of error.  Also, it is difficult for customers and staff to verify rescheduled and cancelled appointments, creating confusions and unnecessary delays. This manual process and verification is not standardized.  This problem is introduced during appointment bookings.  Both customers and the staff are affected by miscommunications caused by this manual procedure.