Improving efficiency through better bay management

In collision repair, there are many factors that are not within the company’s sphere of control. They may be part of our sphere of concern, and yet we may not have much influence over them and certainly may not have much control. For example, parts deliveries are certainly part of our concern, and we have some influence (by finding new vendors) over when and how fast they get to the shop; but the control of the deliveries is firmly in the hands (sphere) of our vendors. Consider the three spheres — concern, influence and control — how they affect our management decisions. Applying the three appropriately to work situations can help us manage a shop with a better use of the limited time we have. Things in our sphere of concern, but that we have little or no influence over, should not receive as much energy and time as those items that are in our sphere of control. For more information on the three spheres, go to www.improvementnetwork.gov.uk.

Do not be misled. We should certainly try to influence those things that are within our sphere of influence as much as possible (such as worker performance and morale). But our greatest time and energy should be first placed on the items that are within our sphere of control. Also it is important to evaluate which tasks fall within which sphere. The sizes of the three spheres (Fig 1) vary based on the items that fall within them. The largest one and the one we have virtually no control or influence over is the sphere of concern (“If it rains today, I can’t bale hay.” Though it may concern us greatly, we have no control or influence over the weather.) In our sphere of influence we do, as stated above, deal with items that in some ways we can change or direct, but which we cannot truly control. But those things which we have control over, unfortunately in the smallest sphere, are those on which our time and energy should first be spent.

Even some of the issues that may seem very small, such as bay size and how a vehicle is parked in that bay, can affect the profit of the business. But more importantly, these items fall solidly within our sphere of control. In that perspective, let’s take a look at the bay, where and how tools are arranged and distributed, shop layout and its influence on production, the type and placement of utilities, working conditions and how your sphere of control stimulates efficiency.

The bay
To determine the size and placement of a bay, first to be considered or decided is the type of work that will be done in it. What will be the bay to technician ratio? In the past, a 3-1 ratio (three bays to one technician) was a common planning scenario. One might often have heard, “My guys are all 150 percent productive, and to maintain that productivity they need three bays.” Or, “I need three bays so when my mud is drying, I can work on another car.” Or, “While I am waiting for parts, I work in another bay.” This belief set is so strongly held that of all the planning steps when designing a bay or stall, the most care must be taken when proposing a reduction of the 3-1 ratio. Technicians love their domain! Bays often become personalized with large stationary toolboxes, refrigerators, lockers, entertainment equipment and more stuff, all pushed up against the wall. So the vehicles get pushed farther into the center aisle. This means that a lot of the shop area is taken up for a technician’s personal space.

A 3-1 ratio limits a shop’s capability and reduces its workforce density. Suppose a shop has a workspace measuring 60 feet wide and 75 feet long with 12 bays of capacity. Working with a 3-1 bay-to-technician ratio, its workforce density is four technicians. By changing the ratio to 2-1, the space can accommodate six technicians; and if it is a 1-1 ratio, its workforce density is 12.  Consider that it is physically impossible for a technician to work in two stalls at one time. If work is planned with care and timed so that parts are ready for the technician, and if the technician has an efficient plan of attack for the repair of a vehicle, the 3-1 bay-to-technician ratio can be reduced.

Employees, both production and support staff, will need to plan for this efficiency, and a 1-1 ratio may take some time both to become accustomed to and planned for; but reducing the space a technician uses will benefit the shop by increasing its capacity and capability.

Tools
Where and in what type of container tools are stored influences how a vehicle is worked on, and so affects the size of bay that is needed. One

thing that can be said for collision repair technicians is that most have never met a tool they didn’t like. Imagine: That weekly trip to a mobile tool truck more often than not resulted in a technician’s returning with another “needed” tool. Before long, the toolbox became too small and an add-on (or one of those big boxes that requires a step stool in order to see into the top) was needed. These big boxes (Fig 1) were pushed up against the wall, crowding the bay and making it less efficient.

Since the tools were routinely stored against the wall where the power (air, electrical, vacuum, etc.) was also located, vehicles were pulled into a bay and worked on close to the tools and supplies. But parking vehicles in this manner makes parts and workspace more difficult to access, thus reducing productivity. If the vehicles were parked so that the damaged area was closest to the center aisle, parts carts could be more readily accessed and workspace would be roomier.

If the technician’s tools were mobile and easily movable (Fig 2) from bay to bay, needed room would be freed up, which could allow for a wider center aisle and easier, faster movement of vehicles. (Remember, you don’t get reimbursed for moving cars.) With the work near the center, all access is improved, trash can be controlled and parts are delivered easily (Fig 3), all speeding up productivity. With 50 percent of sales costs going to labor, increasing labor efficiency increases profit dramatically.

Utilities/tool storage
It also pays to keep all needed utilities and tools available close to where the work is being performed. Toyota has given a great deal of thought to their “kaizen” method of continuous improvement and ergometrics (the study of the amount of work needed to complete a task).  The method works by lifting work to the worker and having tools, power and supplies close to the worker. With this system, less unproductive movement is needed and the worker is less fatigued, thus more productive.

Also more efficient is having workers’ tools stored in a central area (not up against the wall in “their” individual areas). In this scenario, upon receiving the work order, the technician retrieves the needed tools from a centralized location and takes them to the bay where they work is to complete the job. The mobile work cart can simplify the process. With a little planning, it can hold all the common tools needed for most jobs. Also, these carts will be stocked with the smaller, often needed supplies (tape, sandpaper, etc.) available and ready for use.  A central supply cabinet (Fig 4) can be placed conveniently in the shop for resupplying.

Design
How wide should a bay be? A vehicle can easily be 14 feet wide, with both doors open; but consider that it is not often that a vehicle is damaged on both sides.  A 12-foot width for most bays will allow for easy access and good space control.

Bays should also be clearly marked with lines and numbers. The numbers are helpful to identify where a vehicle should go, as well as which bay the technician will be working in.  Managers can also use a work board to help visualize the shop as the work is assigned to technicians.

With technicians moving to the vehicle, instead of the vehicle moving to a technician, a more fluid traffic pattern can be maintained. Floor space can be used more efficiently, and a higher work force density can be maintained. Painted floors help with cleanup, and a clean work area will increase morale and reduce accidents. Dividing lines help to cut down on “bay creep;” work stations help to keep hand tools off the floor. aAd while it is not often thought of, bending over to get tools off the floor takes more time and adds to technician fatigue. All these factors should be planned for.

Working conditions
The area that a person works in and the comfort that the area offers greatly influence how productive a person will be. How wide and how long a bay should be depends on available area and layout and also on

the type of work being completed in that space. A bay that is 12x20 feet for single technicians allows for sufficient room to complete most repairs. Trash receptacles for each bay, or at least every other bay, keep the areas cleaner. Handy power such as electricity (both 110 and 220), air, vacuum and light all improve the quality of life as the technician works (Fig 5).  Lighting is especially critical in the paint area, where 100 foot candles are needed, but also in the collision bay area, where lighting is often not sufficient. (Ninety foot candles are recommended, and as workers age, the amount of light that they need increases.) It’s helpful to remember, too, that when vehicles are parked with the damage closest to the center aisle, better lighting is often more available.

Painted floors, as mentioned earlier, help with both morale and safety; they also make cleanup much easier. Large trash such as boxes, damaged metal and containers can be picked up using a mobile pushcart. The wastebaskets can be emptied; then the pushcart is rolled to the receptacle. Machines that sweep, wash and scrub, then vacuum up the water make short work of daily cleanup, which can be done by an entry-level employee. Parts carts that hold parts that have been removed and new parts needed for the repair can be easily moved to the vehicle (Fig 6) down the clear central isle.

Temperature in the working environment should also be considered. In the winter when the building needs to be heated, a heat setting of 68 degrees will generally be sufficient for comfort and will keep workers from overheating.  Even in the paint department, especially when using waterborne, the recommendation is 68 degrees for storage and application. (The key ingredient when curing waterborne paint is air movement.  Solvent-borne clears can be baked for curing only.)

Noise needs to be considered, as well. Though we know that loud noises will damage our hearing, not all realize that prolonged moderate noise can also be harmful. Also, it is not comfortable to work in an environment that constantly requires us to raise our voice to talk to others. Think about the possibilities for noise control around the work bay. Equipment that produces loud noises could be placed out of the work area and supplied remotely. Air compressors and central vacuums can be placed in a sound-resistant room out of the work area. Air makeup for paint booths can be mounted outside of the room, and hearing protection (Fig 7) should be provided and used in the work area.

A lunch, break and meeting room will also help to provide a better working environment. This multipurpose room could have employee lockers where personal items are kept. This is also a good area for a refrigerator, snacks and coffee. It could also effectively be used for a daily meeting, during which the day’s goals are reviewed and any potential areas of concern addressed.

Stimulating efficiency
In a better bay, other things such as a movable supply cart that is restocked daily, standardized work procedures and supply list, creative work schedule, and having a shop assistant will all go a long way towards improving productivity.

As the technician moves to the next job, the work cart should have needed supplies, such as tape, wax and grease remover, cleanup towels, assorted abrasives, supplies for “bagging and tagging” parts and fasteners as they come off the vehicle, etc. Each technician should have a standardized list of supplies that are restocked daily. As he or she goes on to the next assigned job in a specific bay, the supply cart with everything to be used goes along. The parts cart for that vehicle should also be there.

One begins to see that building a better bay is more than just providing

space in the shop for technicians, and certainly more than calculating the square footage of a shop and assuming more space is needed. Better designed bays in an existing shop could significantly improve a shop’s capability, without increasing its capacity. 

Examining and adjusting the bay-to-technician ratio can easily increase the shop’s workforce density. Parking each vehicle with the area to be repaired toward the center aisle makes it more accessible and visible. Moving the vehicle as few times as possible eliminates wasted time. Lifts and readily available power lessen fatigue and increase productivity. Providing a pleasant working environment increases performance and fosters worker loyalty.  By providing a shop assistant to help the technicians keep their work area clean, organized and supplied, more time is available for more skilled and higher paid workers to accomplish more profitable work.

Operating a smooth and productive shop is complex, and considerable planning is necessary. But once the planning is done, with better bay systems and procedures put in place, a shop can work smoothly, efficiently, and of course, profitably.