Chapter Two Automotive Workshop Design

Automotive Workshop Design

Chapter Two

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Chapter Two Automotive Workshop Design

2.1 Introduction

This chapter applies to the design of all new construction and renovation projects for vehicle
operations and vehicle maintenance facilities. It provides the overall criteria for determining
requirements, site evaluation and planning, and design of exterior and interior areas.

2.2 Site Selection

Since the site location has a large influence on the success of the garage, careful consideration
must be given to the selection of site location. Moreover, since the publicity effect is large, site
selection is something which contributes to the overall expansion of the company.

2.2.1 Items for Consideration in Selecting the Site

 It should face a main road (or be close to a main road).

 It should be on a level ground.
 It should be a location where there are no traffic delays.
 It should be possible to secure an adequate surface area.
 It should be a location with room for expansion.
 It should be a location where public facilities can be used.
 It should be a location without legal restrictions.
 The soil base should be suitably firm.

2.2.2 Shape of Site

After the site has been selected according to the above items, the shape of site to be bought
becomes the next consideration. For the site shape, a rectangular shape is the best; a square is the
next best. Curved and poly-angled shapes are undesirable. Some examples, both good and bad,
are indicated below.

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Figure 2.1: Good and Bad Shape of Site

2.3 Overall Project Design

This section provides broad criteria for locating vehicle operations and vehicle maintenance
facilities on a site, design of the facilities and supporting utilities, and technical requirements that
affect the overall complex. The vehicle complex should comprise space for several facilities to
support vehicle administrative and maintenance functions.

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Figure 2.2: Automotive Workshop Sample Design

2.3.1 Layout Planning

The planning phase of a layout is exceptionally important. Due to the fact that an organization
normally must live with the layout for a long time, any mistake in the actual layout can be costly.
These mistakes should be made and corrected on paper long before the physical movement of
equipment begins.
Planning the layout takes into account many factors some of which are the size of the station,
the kind of work that predominates in functions, equipment, material and manpower needs. The
planning must also consider the activity relationship between the various departments.
Departments with more important relationship are arranged closer together.

The objectives of the layout planning are to:

 Ease the movement of personal.

 Minimize material handling cost.
 Provide easy communication between functional areas.
 Provide safety to all employees.
 Maintain flexibility for easy rearrangement and operations.
 Utilize manpower and space effectively.

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2.3.2 Effect of a Good Layout

A good and effective layout results in the following advantages:

 Planned material flow.

 Buildings are constructed around a pre-planned design.
 Back tracking kept to the minimum.
 Related operations are close together.
 Production time is predictable.
 Easy adjustments to changing conditions.
 Provision for future expansion.
 Minimum material handling distances.
 Orderly materials handling and storage.

2.3.4 Workshop Layout

As any other layout, the workshop area depends entirely on the work anticipated and in the
case of an exciting service station, the work already being done, the volume and type work to be
done in the repairs workshop determines whether the layouts should be:

 Single-Speed Bay
 Flow line

2.3.4.1 Signal-Speed Bay Service Layout

This is the type of layout used for general repairs work. Here, the workshop area is painted
with lines to form working bays. The area for each working bay is about 18m 2. That makes a
good working area to work around a vehicle for general repair works. Each repair bay must have
a bench with a vice and certain services like an intercommunication system with the store, air
line connections good lighting, plug points, oil dispenser, inspection light points and access to
special tools.

A speed bay fully equipped therefore means that one or more mechanics are employed in a
bay to carry outgeneral repair works of a vehicle. Some workshops employ a drive-in and drive-
out service bay to save time by having good access and exit points. This type of layout is a
process type layout where different types of services are rendered. It is bound to operate where
vehicle population density is low.

2.3.4.2 Flow Line Service Layout

Flow line service is the continuous repeating certain types of servicing work. With the flow
line, the equipment is distributed a long a line machines at each stage and a continuous flow of
vehicles move along the line. Before considering a flow line, the volume of vehicle and the type
of vehicles to go on the line must first be considered and these must merit the use of space and
the investment involved with the special equipment needed on the line.

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Location with a very high population of vehicle such as major cities and large towns can
provide a supply of vehicle on the flow line so as to obtain a constant supply of similar vehicle to
merit the standard equipment on the line.

2.3.5 Standard Areas

This section explains the standard areas for the more important parts of the workshop:

A. General Service bay

The general service bay fulfills the garage’s principal role, and it is usual to have several. The
service bays, related passageways, tool benches, etc. must be given careful consideration for
space layout.

Figure 2.3:
General Service Bay

B. Inspection Bay
This is the place where incoming vehicle checks, after-servicing checks, etc. are conducted.
There are two types, differing according to inspection methods.

In one, the vehicle condition is checked using various types of mechanical equipment. In the
other, mainly visual method are used. For the former various types of measuring equipment are
installed, so the dimensions should be larger than the general service bay.

In the latter, oil leaks, tinges of parts, and wear and loss of various parts are checked for by
means of a pit, so the area is the same as the general service bay.

Since this type is essentially a general service bay with a pit, it should be included among the
general service bays. One-fifth of the general service bay should be of this type. (However, there
should be at least one.) They can be used for both general service and lubrication.

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Figure 2.4: Inspection Process

C. Lubrication Bay
This is the place where grease-jobs, engine, and gear oil exchanges, etc. are conducted. In this
connection storage space for various oils and greases is necessary near the vehicles. Considering
the nature of the operations, installation of a pit or large -size lift is desirable.

The bay size is the same as the general bay. However, it is necessary to install storage areas
for oils and greases very near. (If the lubrication bays are not provided, the general service or
inspection bays may be used for these operations).

D. Engine Repair Shop

This is where engine overhauls and corresponding repairs are conducted. An engine repair
shop is not necessarily in all garages; since an engine overhaul requires skilled technicians, it
cannot be done well at branch garages.

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Figure 2.5: Engine Repair

E. Unit Repair Shop

This is where overhaul and repair of various single units (excepting the engine) such as the
transmission, transfer, differential, steering gear box, brake valve, etc. are conducted.

F. Electric Service Shop

This is where repair and overhaul of

electrical parts and winding, battery
recharging are conducted. The disposition of
sulphureous acid gas produced during
recharging is a point which needs careful
consideration. Possible measures for this are
complete air ventilation and separation of the
battery job during recharging.

Figure 2.6: Electricity Test

G. Tools Room

This is where common tools, large-size common tools, special tools, measuring devices, etc.
are stored. One person should be in charge of the tool room. He should keep a record of all tools
issued to the mechanics and should order new tools to replace those that wear out.

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Figure 2.7: Tools Room

H. Injection Pump Shop
This is where fuel system parts, such as the injection pump and nozzle are repaired and
calibrated. Since the parts are precision parts, they must be protected from dust, and preventive
measures, including air conditioning are necessary.

I. Machine Shop

This is where necessary machine operations for vehicle repair are conducted. Normally an
agreement is made with a suitable outside-machine shop, and servicing is done by them.
However, it is desirable to perform simple operations at the workshop.

The space of each facility should be proportional to the number of incoming vehicles to
receive services, and it should have sufficient area to carry out work properly. The total number
of stalls should be approximately 120% or more of the theoretical number of stalls required to
process incoming vehicles (stall sufficiency rate), allowing for an increase in the incoming
vehicles in the future.

Actual Number of Stalls∗100 %

Stall Sufficiency rate=
Theoratical Number of Required Stalls

The higher the stall sufficiency rate, the more allowance the size of the service shop.

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Table 2.1: Standard Area of Service and Parts Facilities.

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2.4 Automotive Workshop Interior Design

Finish materials and furnishings should be selected using professional interior design
services. Selections should be based on anticipated use, maintenance requirements, life-cycle
cost, fire and other life safety requirements, as well as aesthetic qualities.

Figure 2.8: Furniture of an office

Floor finishes in the maintenance areas should be durable, highly reflective, non-slip urethane
surface of a natural color. Exposed ceiling structures within the maintenance areas should be
painted with a color that is highly reflective. Permanent and semi-permanent surface materials,
such as tile, carpet, and the majority of the wallcoverings should be in neutral colors such as
beige, taupe, or gray tones.

Table 2.2: Finish Schedule for the Vehicle Operations Administrative Facility.

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Table 2.3: Finish Schedule for the Refueling Maintenance Facility.

Table 2.4: Finish Schedule for the Vehicle Maintenance Facility.

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Table 2.5: Finish Schedule for the Vehicle Washing/Cleaning Facility.

2.5 Automotive Workshop Facilities and Equipment

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It is readily accepted that customer satisfaction is heavily influenced by the quality of repairs,
the price I value issues, convenience of getting service and the courtesy of workshop personnel.
Subtle variables may affect customers' opinions of these factors.

If the appropriate equipment is not available, the Technician may spend more time repairing
the vehicle, increasing the time the customer's car is tied up. Even something as simple as vehicle
parking can result in delays if the Technician has to search for vehicles and or spend time
moving vehicles to get to the one, he will work on next.

It is also recognized that many customers' attitudes are influenced by the first impression
created by the workshop facilities. for example, first impressions can be negatively affected as a
result of the appearance of the facilities, the ease of finding and maneuvering in the service drive,
or repeatedly having to ask for directions to various parts of the workshop (bathrooms, Cashier,
Parts Department, etc.) because the workshop is laid out poorly or in a confused manner.

The following recommendations for effectively Utilizing facilities and equipment should be
considered:

1. The customer lounge should be top priority as it is the reflection of the workshop's
commitment to the customer.
2. The signage should be adequate to direct customers to the appropriate places within the
workshop.
3. The vehicle traffic pattern should be adequate and well-marked for easy direction.
4. Employee parking should be monitored to make sure they are using the appropriate
parking.
5. The service facilities and employee's facilities should be well maintained and clean.
6. The service department should have at least the minimum equipment available.
7. All tools and equipment should be in good operating order.
8. The service department, tools should be effectively managed.

The main goals of the effective Utilizing facilities and equipment are:
 To increase- profitability and customer satisfaction by providing, facilities and equipment
which encourage high quality performance which is also highly productive.
 To identify specific improvements in facilities and equipment which should be
implemented to make the customers visit comfortable and convenient.
 To encourage employees to be proud of and comfortable with where they work.
 To provide equipment which allows technicians to effectively repair customer's vehicles
and create high levels of sales, profits, and customer satisfaction.

2.5.1 Parking and Traffic Control

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The entrance of the service department should be marked and easy to find. Striping the
service lanes to include designated lanes, directional arrows for incoming and outgoing traffic, a
stopping point for write-up and pedestrian traffic will also help make the service entrance more
convenient.
Customers should know how to get from the reception area to the customer lounge,
restrooms, pay telephones, cashier, etc. without asking. The cashiers window should be clearly
marked. All signs should be in good condition and be professional in appearance.

2.5.2 Parking Lot

As with the facility, the first thing to notice about all parking areas is the cleanliness and the
general state of repair. The overall physical environment contributes to the customer's first
impression.

The availability and ease of finding convenient parking spaces for customers to use should
also be evaluated. Some ideas for improving the parking situation can include:

1. Assign specific customer parking areas to each department and mark them accordingly.
2. Color code parking areas to coincide with specific department colors. For example, the
parking area and the walls in the service reception area could be gray with red lettering
and parts could be white with blue lettering.
3. Consider off-site parking for employees, new and used vehicles and other long-term
vehicles.
4. Where parking space Is tight, restripe the parking area to create narrower slots, angle
Park instead of parallel or straight-in parking.

The use of printed maps Indicating surface streets, workshop entrance drives, department
locations and entrances should be strongly considered even if the workshop does not have
logistics problems. These maps can be printed up and given to customers, copied on the back of
business cards.

2.5.3 Employee Facilities

There is a direct connection between customer satisfaction and employee satisfaction.
Employees that are unhappy cannot hide that dissatisfaction from customers and that influences
the way customers see and rate the workshop. Ln addition, many studies have shown that the
quality of the working environment directly impacts the quantity and quality of the work
produced. This can also affect customer satisfaction as well as profit potential of a service
department. Therefore, it would make sense to evaluate and maintain a pleasant, clean, and well-
organized work environment.

Dim lighting, dirty walls and oily floors, noisy environments, lack of proper storage for tools,
discarded parts laying or stacked around, disorganized paperwork and files, etc. create a
depressing place to work, not to mention create a poor impression in the minds of the customers.
It can also be a hazard and potentially create a legal problem or injury lawsuits should someone
get hurt.

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Areas that deserve particular attention are:

1. Reception area.
2. Customer lounge.
3. Public restrooms.
4. Service advisor's offices (where applicable).
5. Stalls and workbenches.
6. Tool room.
7. Employee lunchroom.
8. Employee restrooms.
9. Locker room.
10. Employee lounge.

Of all the surfaces in the service department, the floors are the most difficult. Floors need to
be swept daily and receive a more thorough cleaning weekly. Weekly cleanings should be done
using a deep cleaning technique such as industrial type scrubbing machines or steam cleaners.

It is managements responsibility to establish housekeeping rules and expectations for all

employees and for outside janitorial services used. Management can also provide a variety of
housekeeping devices to help the employees keep their workspaces neat, clean, and organized
including:

1. Storage cabinets and shelves for tools and equipment.

2. Paint and painting supplies.
3. An adequate number of trash bins.
4. Plastic or similar trash bags.
5. Mops and brooms located in strategic places around the service department.
6. Some organizations have been known to sponsor an organization-wide cleaning hour held
regularly to encourage everyone to clean their work area.
7. Provide a specific policy and procedure for handling and disposing of discarded parts.
8. Proper containers for "hazardous" waste.

Lighting can be improved in several ways including:

1. Cleaning windows regularly.
2. Replacing failing light bulbs.
3. Clean lighting fixtures.
4. Add light fixtures.
5. Paint wall and ceiling surfaces in lighter colors, especially white.

2.5.4 Tools and Equipment

It should be obvious that toots and equipment are necessities if repairs are to be done right the
first time, on time and to save time. Having the right tools, enough tools and tools that operate
correctly can increase customer satisfaction and improve the service department's profitability.
Tools and equipment fall into three basic categories: hand tools, light / special tools, and heavy
equipment.

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To protect the tools and equipment, service management must take certain precautionary
steps:

1. Keep a list of all tools and equipment owned by the workshop.

2. Engrave or mark all tools and equipment with an identifying mark.
3. Assign,.one person the responsibility of overseeing the proper working condition and the
tools and equipment to Technicians.
4. Provide adequate and convenient -for the Technicians- storage space for keeping the
tools-and equipment as well as provide for expansion as the needs grow.
5. Provide a "check out" system to keep Technicians accountable and to prevent loss,
hoarding, theft, and damage a paper log or a tag system which identifies the tool
borrowed and the Technician who borrowed it-Table 2.6.
6. Make sure the storage area is secure from any unauthorized entry.
7. Store all tools and equipment property.
8. Small tools and hand tools can be hung on a peg board.
9. Precision tools should be protected by being stored in their protective containers.
10. Some tools may need storage shelves or bins for proper storage.

Table 2.6: Tools Check out and return log.

2.6 Standard Equipment and Tools

The quantities and specifications of the required equipment and tools according to the size
service shop are indicated in the attached supplement:

 Measuring and Diagnosis Equipment – Table 2.6.

 Garage and Engine Equipment – Table 2.7.
 Washing and Lubrication Equipment – Table 2.8.
 Technician Hand Tool set – Table 2.9.

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Table 2.7: Measuring and Diagnosis Equipment.

Table 2.8: Garage and Engine Equipment.

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Table 2.9: Washing and Lubrication Equipment.

Hint
A Tool is any physical item that can be
used to achieve a goal, especially if the
item is not consumed in the process.
Tool was used by humans dates back
millions of years.

Table 2.10: Technician Hand Tool set.

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