HR Corner On time service thanks to workplace efficiency by Mary Luk Setting time standards is the best way to raise productivity One of the best methods of ensuring maximum efficiency in any industrial process is to set clear time standards for completing the separate and specific tasks which make up the whole. Assuming employees have the necessary skills and that the targets are fair, this maintains productivity levels and allows step-by-step improvement of the overall system. Employees whose performance consistently beats the agreed standards can be rewarded appropriately. Those who struggle can be identified easily. They can then be helped with additional training or, perhaps, redeployed to other duties. Dah Chong Hong (Motor Service Centre) Ltd has benefited in a number of ways since implementing its Man Hour Recording System (MHRS) in the early 1990s. By reference to this, mechanics are required to complete each defined task within a fixed time. They do, though, get invaluable support from the company's upgraded computer system. This stores data on customers, spare parts and types of vehicle, which makes it possible to reduce delays and have all essential information readily to hand. Mechanics can also make use of the intranet to learn about the latest technical advances in newer vehicles. Close cooperation "The MHRS also helps us to evaluate if we have the right level of manpower or need to hire extra," says Buston Chu, the company's general manager of marketing. "In a big motor services operation like ours, with 11 service centres and around 1,400 staff, we have found the system works very well." Although the time taken for certain tasks is monitored in detail, overall productivity depends on close cooperation between all departments. The car repair business involves everything from planning schedules and ordering spare parts to allocating work, completing quality checks and liaising with customers. "It's not always easy to control the time cycle," says Mr Chu. "If there are any delays, management has to find the reasons and devise ways to fix the problems." Management has to find the reasons and devise ways to fix the problems Various factors can contribute to a job not being completed on time: unclear instructions, tools or spare parts being unavailable, a mechanic unfamiliar with a certain model of car, or further tests being needed. "All these things will also be taken into account during the year-end assessment of staff performance," Mr Chu adds. Annual reviews are seen as a way of adding value to the company. It is recognised that if employee concerns are not dealt with effectively, they could affect staff morale and result in reduced output. Mr Chu emphasises that the management team keeps close track of the workload of individual members of staff. "We constantly review our manpower needs and try to adjust and simplify work processes, so that people aren't under undue pressure," he says. Diversified business Despite Hong Kong's economic recovery, the sales of new cars remain relatively low at around 20,000 a year. This compares with the previous high of about 30,000, and is attributed in part to the increasing cost of running and maintaining a vehicle. However, Mr Chu points out that as the quality of manufacture has significantly improved, generally far fewer major repairs are needed. Dah Chong Hong's policy is to give staff career development opportunities by assigning them to different departments, when practical. It helps that the company's business has diversified over the years, creating many new possibilities. For example, in collaboration with the government, more is being done in terms of environmental protection. In fact, the company is designated as Hong Kong's Car Testing Centre by the Transport Department, and by the Environmental Protection Department as an official Vehicle Emission Testing Centre. Another development has been to provide additional services for touching up car bodywork, adding accessories, and spray-painting special colours or designs. Besides that, the company has teamed up with Hong Kong Dragonair in a joint venture to provide repair and maintenance services for the ground support equipment (GSE) and unit load devices (ULD) in the airport. All these business initiatives can definitely enhance the career opportunities for all levels of staff. "The capability of an organisation in any business or area of service heavily depends on staff development," Mr Chu says. "Their competence and dedication also determines the success of any business initiatives. As our business grows, it should also open up new career opportunities for staff either in motor services here in Hong Kong, or in one of our other ventures." Salient points Time standards set for all the main tasks performed by mechanics Computer system and intranet used to enhance efficiency Close monitoring of problem areas so that they can be fixed Realistic view of workloads that staff can reasonably handle Diversified group business offers new career opportunities Taken from Career Times 31 March 2006, p. B16 Your comments are welcome at [email protected]