Nuhad

PRODUCTIVITY IMPROVEMENT
AT BCV88 CAR WASH IN BATANGAS

CITY BY USING TIME AND MOTION STUDY
JEROME KIRBY M. ARCE ANDREW

ZYRE BENEDICT H. BORADO
JOHN ILY G. ESMERO
NUHAD C. JABER
AIRA A. MATIBAG
JOSHUA R. TATLONGHARI
BACHELOR OF SCIENCE IN INDUSTRIAL ENGINEERING

APRIL 2024
Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Telephone Numbers: +63 43 723 1446 | 980 0041
Website: www.ub.edu.ph
ACKNOWLEDGEMENT
The researchers dedicate this study to the people who have been an integral part in
making this research a success, to the families and friends, The researchers appreciate the
time and effort given in order to show support in undertaking such a daunting task.
The researchers would like to thank our professor, Engr. Walter Reyes for the genuine
attention and time given for the betterment of this research project despite having a busy
schedule. To Engr. Allyza Nichole Maranan, the researchers would like to express their
gratitude for the relentless support and guidance to the JPIIE organization of University of
Batangas despite having her very busy schedule. To Engr. Patricia Dimayuga, The
researchers are thankful for her generosity in giving her time in order to listen and assess this
research, and give suggestions for its betterment. And most of all, to God, who strengthened
us in the various stages of making this research, especially in the most challenging of times.
Arce, Jerome
Borado, Andrew Zyre Benedict Esmero,
John Ily
Jaber, Nuhad Matibag,
Aira Tatlonghari,
Joshua

BACKGROUND OF THE STUDY
To solve productivity problems, by implementing a top-down approach by starting in a

carwash business from an international perspective. The carwash industry is affected by
worldwide economic swings. Economic downturns and uncertainty can lead to lower
consumer spending on non-essential services such as car washes. This is reinforced by rising
living costs in many regions of the world, forcing people to choose basic requirements over
imagined luxury. As a result, carwash firms must manage changing economic conditions by
providing competitive pricing and value- added services in order to keep and attract clients.
Having said that, the main goal of this study is to apply time and motion analysis
techniques to improve the BCV88 Car Wash's efficiency. Effectiveness and efficiency are
important aspects of competitiveness in the automobile business that need to be taken into
consideration for success. Batangas City car wash companies, like BCV88 Car Wash,
constantly struggle to find a balance between providing high-quality services and optimizing
operating efficiency. Success in such an environment requires the discovery and
implementation of productivity enhancing methods.
Because the automobile service industry is labor-intensive by nature, timely work

completion and exact attention to detail are necessary to guarantee client satisfaction. But the
conventional techniques used by BCV88 Car Wash could not always meet the needs of
contemporary customers or maximize the use of available resources. Inadequate workflow,
inefficient use of time and resources, and uneven service delivery can negatively impact a
business's ability to make money and please clients.
STATEMENT OF THE PROBLEM
The operational challenges facing BCV88 Car Wash in Batangas City are multifaceted
and deeply rooted in the current workflow and procedural framework of the business. The
study aimed to answer the following questions:
1. In what ways can the reasons for the decline in customer satisfaction at BCV88 Car
Wash be identified or defined?
2. How can the service time of BCV88 Car Wash be measured?

3. What are the efficient ways to analyze and identify the potential causes of
delays?
4. What are the efficient ways to improve workflows and eliminate bottlenecks?
5. What are the efficient ways to control and standardize the improved process?
SIGNIFICANCE OF THE STUDY
Through this research, the productivity and procedure of the BCV88 car wash can be
improved in terms of efficiency, uniformity, and overall quality. Customer service gaps and
other issues will be recognized, and appropriate solutions will be implemented. Standard
work and time measurement can be restored when the enhancements or improvements have
been introduced. This could be a critical component in order to optimize productivity
improvement.
OBJECTIVES OF THE STUDY
The general objectives of this study are to define the bottleneck in the process,
improve their actual process, and add one more human labor.
 To identify and clearly what the main issue or issues are that are holding up
the process. It requires back-to-back data collection, team involvement, and
monitoring the processes to be sure about the exact of nature the bottleneck is
lying. To Measure how this problem may affect the business capacity of
BCV88 Carwash
 To measure how much was the bottleneck actually dragging down the BCV88
Carwash? This can also allow retailers to examine what impact the bottleneck
has on throughput, customer waiting times, service quality and operational
efficiency. Capture appropriate measures such as cycle time, idle time, and
capacity utilization to gauge the severity of the problem.

 Do a deep analysis to get to the bottom of the bottleneck and seek ways to
solve them. These may include, but are not limited to using root-cause
analysis, flowcharts, simulations to test potential solutions. Think about other
solutions like redistribution of labor, upgrading machinery, or changing the
flow to eliminate or lessen the constraint.
 To deploy the selected solutions to improve the process and remove the
bottleneck. This could include updating protocols, introducing new tools, re-
training employees, or adopting new technology. Check the changes that are
being made and follow them closely and make sure they are really changing
and making better the process and reaching the outcomes proposed.
 To Create and install the control mechanisms for maintaining the new
standards and for continuously improving in accordance with the KAIZEN
principles. This means creating processes for ongoing monitoring and review,
standard operating procedures (SOPs), and a willingness to always improve.
Promote the feedback loop and the continuous improvement needed to sustain
the improvements already made.

SCOPE, LIMITATION, AND DELIMITATION
This study focuses on the staffing difficulty confronting the car wash sector. It
attempts to investigate the causes of a labor shortage in carwash businesses. If additional
cleaners are employed, they will take less time to clean each car, making them more efficient
and boosting client turnover. One approach is to form numerous cleaning crews that can
operate concurrently or run successive cars, followed by enhancing the workflow. Making
adjustments to the process map to eliminate idle times and washing-related inefficiencies.
The context of studying slow productivity in a car wash, where only one person
manages the workload, encapsulates various factors that limit the researcher's ability to
comprehensively analyze the project's scope. It also implies a need to consider the skill level
and experience of the individual operator, as well as potential technological solutions that
could enhance productivity. This study focusing solely on sedan cars within the carwash
industry may struggle with generalizing findings to other vehicle types. The specific
characteristics of sedans, such as size and shape, may lead to unique operational challenges
and customer preferences that do not apply universally across all vehicle categories.
This study investigates the efficiency and effectiveness of carwash systems in

cleaning and maintaining vehicles, excluding analysis of jeep type, trucks, SUVs, vans,
motorcycle and other non-sedan vehicle types. By narrowing the scope to vehicles beyond
sedans, the research aims to explore the unique challenges, operational considerations, and
customer preferences associated with washing and servicing these diverse vehicle categories.
Furthermore, the study's applicability may be constrained by the availability of data specific
to non-sedan vehicles, including insights into market trends, consumer behavior, and industry
dynamics.

METHODOLOGY

OPERATIONAL DEFINITION OF TERMS
Bottlenecks. Are points in a process or system where the flow of work is impeded
or slowed down, causing delays, inefficiencies, and limiting overall productivity.
Points in a process where work slows down or stops, causing delays and reducing
overall productivity.
Customer Satisfaction. Is the measure of how products or services provided by a

company meet or surpass customer expectations, leading to loyalty, repeat business, and
positive word-of-mouth recommendations.
How well a company's products or services meet or exceed customer expectations,

leading to repeat business and positive reviews.
Customer Service. Encompasses the assistance and support provided by a

company to its customers before, during, and after a purchase, aimed at addressing inquiries,
resolving issues, and ensuring a positive experience.
Help and support provided by a company to its customers before, during, and after a
purchase to answer questions, resolve problems, and ensure a good experience.
Exacerbate. To make something more violent, bitter, or severe. To
make a situation worse.
Motion Study. Is a systematic and scientific approach that involves analyzing,

evaluating, and improving the efficiency of work processes by studying the motions
performed by workers.
A detailed look at the movements workers make to perform tasks, aimed at improving
efficiency.

Productivity. Is the measure of efficiency that calculates the output achieved in
relation to the input of resources, time and effort, reflecting the effectiveness of a person,
team, or organization in accomplishing tasks and goals.
The amount of work done compared to the resources, time, and effort used, showing
how effectively tasks and goals are accomplished.
Suboptimal Task Prioritization. Refers to the inefficient arrangement or selection

of tasks based on their importance, urgency, or impact, leading to decreased productivity,
missed deadlines, and ineffective utilization of time and resources.
Poorly organizing or choosing tasks based on their importance or urgency, leading to

lower productivity and missed deadlines.
Time and Motion Study. Analysis of the time spent in going through the different
motions of a job or series of jobs.
Analyzing the time taken and movements involved in performing a job or series of
jobs to find ways to improve efficiency.
Time Study. It is a direct and continuous observation of task, using a time- watch
device it can also be used by a videotape camera to record the time taken to accomplish a
task.
Watching and recording the time it takes to complete tasks, often using a stopwatch or
video camera.
Workflow and Procedural Framework. Is a structured system of guidelines,

processes, and steps designed to standardize and regulate the flow of work activities within
an organization to ensure consistency, efficiency, and effectiveness in operations.
A set of guidelines and steps that standardize and regulate work activities to ensure
consistent, efficient, and effective operations.

Workflow Inefficiency. Refers to the presence of obstacles, delays, or unnecessary
steps within a process that hinder the smooth progression of tasks, resulting in decreased
productivity, increased costs, and reduced overall effectiveness.
Obstacles, delays, or unnecessary steps in a process that slow down work and reduce
productivity and effectiveness.
Workflow Optimization. Involves the systematic improvement and streamlining of

processes, procedures, and tasks to enhance efficiency, productivity, and quality while
minimizing waste and maximizing output.
Improving and streamlining processes and tasks to enhance efficiency, productivity,

and quality, while reducing waste and increasing output.
DATA GATHERING
Prior to initiating the actual study, the research team took steps to thoroughly
familiarize themselves with the cleaning procedures established by BCV88 Carwash. This
included understanding the detailed processes and protocols that the carwash staff follow
during their daily operations. This preliminary step was essential to ensure that the
researchers had a comprehensive grasp of the existing workflow and standards of cleanliness
maintained by BCV88 Carwash.
Subsequently, the manager of BCV88 Carwash commissioned the research team to

carry out a time and motion study. This study aimed to meticulously observe, record, and
analyze the time required for each task involved in the car washing process and the
movements of the workers. The goal was to identify any inefficiencies or areas for
improvement within the current procedures.
To structure their study, the researchers employed the DMAIC methodology, a data-
driven quality strategy used for process improvement. DMAIC stands for Define, Measure,
Analyze, Improve, and Control:

Define: The research team started by defining the objectives of the study and the specific
processes to be evaluated. This included outlining the scope of the time and motion study and
identifying key performance indicators (KPIs) relevant to the car wash’s operations.
Measure: In this phase, the team collected data on the current performance of the carwash
processes. This involved timing each step of the cleaning procedure and recording the
movements and actions of the staff. Accurate data collection was crucial for establishing a
baseline for comparison.
Analyze: With the data in hand, the researchers conducted a detailed analysis to identify
bottlenecks, delays, and non-value-added activities. This analysis helped pinpoint specific
areas where the process could be streamlined or improved.
Improve: Based on the findings from the analysis phase, the team proposed and tested
various improvements. This could involve rearranging the workflow, optimizing the
sequence of tasks, or introducing new tools or techniques to enhance efficiency and
effectiveness.
Control: Finally, the researchers developed a control plan to sustain the improvements over
time. This included establishing new standard operating procedures (SOPs), training staff on
the updated processes, and implementing monitoring systems to ensure that the gains in
efficiency and quality were maintained.

WORK STATION LAYOUT
BCV88 CARWASH
Figure 1 Work Station Layout
SUMMARY OF WORK STATION LAYOUT: carwash work station layout refers to the
arrangement of equipment, stations, and workflow design within the carwash facility to
optimize efficiency and effectiveness.

ENTRANCE: This is where customers enter the carwash facility, usually marked by signs
and guiding lanes.
PREP STATION: A designated area where customers can prep their vehicles before entering
the wash, such as removing debris, folding side mirrors, or retracting antennas.
WASHING STATION: These are the primary areas where vehicles are cleaned. They
typically include multiple lanes with equipment like high-pressure hoses, brushes, and soap
dispensers.
DRYING STATION: After washing, vehicles may proceed to drying stations equipped with
blowers or towel dryers to remove excess water.
DETAILING STATION: Optional areas where additional detailing services like waxing,
vacuuming, or interior cleaning can be performed.
EXIT: The final stage where customers leave the facility after their vehicles have been
washed and dried.
INVENTORY: Inventory in a carwash typically refers to the supplies and materials needed to
operate the business efficiently, such as cleaning chemicals, towels, brushes, hoses, and
maintenance tools. Effective inventory management ensures that the carwash has enough
stock on hand to meet demand while minimizing excess inventory that ties up capital and
storage space.
CARWASH ROOM: In a carwash room, inventory refers to the essential supplies and
equipment needed for cleaning vehicles effectively. This includes things like cleaning
chemicals, soaps, brushes, towels, hoses, and maintenance tools. Proper management of
inventory ensures that the carwash room is adequately stocked to handle customer demand
while minimizing waste and downtime.
MATERIALS AND EQUIPMENT SECTION: Materials and equipment section in a carwash

encompasses all the necessary tools and resources needed to facilitate the cleaning process
effectively. This includes items such as washing chemicals,

detergents, brushes, towels, hoses, vacuum cleaners, pressure washers, drying equipment, and
maintenance tools. Proper management of this section involves ensuring that all equipment is
well-maintained, regularly inspected, and stocked with sufficient materials to meet customer
demand.
WAITING CUSTOMER PARKING: The waiting customer parking area in a carwash is

designated space where customers can wait while their vehicles are being cleaned.

SYSTEMS DOCUMENTATION
OVERVIEW OF THE PROCESS OF THE CARWASH BUSINESS

The cleaning department of BCV88 Carwash is responsible for the cleaning process of
sedan cars, which includes Checking the interior, watering the exterior, soaping the exterior,
wiping with soap, rinsing water, washing the wheels, clean the mattings, sun-drying mattings,
wiping dry towel (exterior and interior), vacuuming interior, and tire blacking as shown in
Chart A.
Checking the Interior
Watering the Exterior
Soaping the Exterior
Wiping with Soap
Rinsing Water
Dirty Sedan Car Washing the Wheels Clean Sedan Car
Cleaning the Mattings
Sun-Drying the Mattings
Wiping Dry Towel (Exterior)
Wiping Dry Towel (Interior)
Vacuuming Interior
Tire Blacking
Figure 2 Overview Cleaning Process

PROCESS
This is the step-by-step procedure in cleaning one sedan car. We gathered the accurate
data in order to compute for the cycle time. This data shows how a sedan car undergo in a
cleaning process.
Figure 2.1. Time and Motion Data
Table 1 Numerical Data of the Process
As indicated here in table 1, The average total time of cleaning one sedan car by one
person is 3966.55 second or 66 minutes and 11 seconds or 1 hour 6 minutes and 11 seconds.

Figure 3.1. Checking Interior
Figure 3.2. Watering Exterior
Figure 3.3. Soaping Exterior

Figure 3.4. Wiping with Soap
Figure 3.5. Rinsing with Water
Figure 3.6. Washing Wheels

Figure 3.7. Cleaning and Sun-drying Mattings
Figure 3.8. Wiping the Exterior using Dry Towel

Figure 3.9. Wiping and Vacuuming Exterior
Figure 3.10. Tire Blacking
As shown in figures 2.1 to 2.10, These are the standard cleaning processes that is executed in
the sedan car by a single person.

PROCESS STRUCTURE
Checking the Interior
Wiping with Soap
Rinsing Water
Washing the Wheels
Vacuuming Interior
Tire Blacking
Figure 4 General Cleaning Process of BCV88 Carwash
The cleaning department of BCV88 Carwash is responsible for a comprehensive

cleaning process for sedan cars. This process includes several detailed steps to ensure that both
the interior and exterior of the car are thoroughly cleaned.

MANPOWER RESOURCE
The production process of BCV88 car wash in Batangas City where the study focused
has 1 worker per sedan car. The processes of cleaning the sedan cars in BCV88 car wash are
the following: Checking the interior, watering the exterior, soaping the exterior, wiping with
soap, rinsing water, washing the wheels, clean the mattings, sun-drying mattings, wiping dry
towel (exterior and interior), vacuuming interior, and tire blacking. The process or section
that consumes a lot of time are wiping the dry towel (exterior), and sun-drying the mattings.
Furthermore, the standard time of cleaning one sedan car will depend on the worker.
PROCESSES TYPE OF JOB NO. OF EQUIPMENT

OPERATOR USED
Checking the Washer 1 ---

interior
Watering the Washer 1 Water hose

exterior
Soaping the Washer 1 Soap sprayer

exterior
Wiping with soap Washer 1 Micro-fiber towel
Rinsing water Washer 1 Water hose
Washing the Washer 1 Water hose and

wheels soap sprayer
Clean the mattings Washer 1 ---
Sun-drying Washer 1 ---

mattings

Wiping the dry Washer 1 Micro-fiber towel
towel(exterior)
Wiping the dry Washer 1 Micro-fiber towel

towel(interior)
Vacuuming the Washer 1 Air compressor

interior
Tire blacking Washer 1 Sponge
Table 2 Summary of Workers Cleaning Operation
The steps that consume the most time are wiping the exterior with a dry towel and
sun-drying the mats. The total time required to clean one sedan car varies depending on the
worker, as the speed and efficiency of each step can differ among individuals.

EQUIPMENT RESOURCE
The BCV88 Car Wash has three major equipment in order to complete the process in
cleaning a sedan car. The foam wash machine is use to encapsulates dirt, grime, and
contaminants, lifting them away from the paint. The air compressor machine which will be
used to blow water out of cracks, such the space between doors and windows, or behind side
mirrors. The vacuum cleaner is used to make the vehicle cleaning more efficient and
convenient.
Figure 5.1. Figure 5.2. Figure 5.3. Equipment

Equipment Resource
Equipment
Resource
Resource
The BCV88 Car Wash uses three major pieces of equipment to complete the cleaning process
for a sedan car. These are:
Foam Wash Machine: This machine is used to apply foam that encapsulates dirt, grime,
and contaminants. The foam lifts these particles away from the car's paint, making it easier to
remove them without scratching the surface.
Air Compressor Machine: This equipment is used to blow water out of hard-to-reach
areas such as the space between doors and windows, or behind side mirrors. By removing
water from these areas, it prevents water spots and potential rusting.
Vacuum Cleaner: This machine is used to clean the interior of the vehicle more efficiently
and conveniently. It removes dust, dirt, and debris from the seats, carpets, and other interior
surfaces, ensuring a thorough clean.

CLEANING PROCESS
START
Inspection
Wiping with Soap
Rinsing Water
Washing the Wheels
Vacuuming Interior
Tire Blacking
END
Figure 6 Cleaning Process

RESULT AND DISCUSSIONS
PROBLEM IDENTIFICATION
Lack of enough labor to work in carwash business is a major obstacle to productivity,

customer satisfaction and ultimately profitability. It is a multifaceted problem that affects
several aspects of the business including scheduling, service delivery and overall
productivity.
The shortage of employees in the carwash sector is complex and urgent which needs careful
analysis and deliberate actions. Viable alternatives must be explored by carwash companies
so that they can improve on customer service quality, increase operational efficiency, and
hence survive in competitive market through identifying root causes as well as some targeted
efforts.
ROOT-CAUSE OF THE PROBLEM
1. Lack of manpower
Because there is only one worker cleaning the sedan cars, this can lead to increased
wait time for the customers. In result the potential customers may leave and choose
another carwash business if the wait times are too long.
2. Slow cleaning procedure.

Due to its lack of manpower, the cleaning procedure of a sedan is heavily affected.
Slow cleaning procedure can result in backlogs in appointments, which makes it
challenging to efficiently handle walk-in clients and appointments.

3. Poor work performance caused by pressure.
Due to the poor work performance caused by pressure, this leads to rushed and
negligent work, resulting in variable cleaning quality. Resulting to customer
complaints and dissatisfaction, damaging the business's reputation.
4. Lack of equipment Resource

Without the proper tools because of the lack of equipment resource, the sedan cars
are not cleaned thoroughly, leaving dirt and grime that leads to dissatisfaction of the
customers. Due to its lack of equipment, the sedan vehicles take longer to wash. With
that said it significantly impacts the service quality and the operational efficiency of
the carwash.
ESTABLISHMENT OF STANDARD TIME
Proper work measurement is a technique for measuring the time of a task in a

production system. One of these approaches is the classical time study, which employs a
stopwatch. To determine the standard time, time a specific worker's performance multiplied
by the typical time of each job element of the specific process. Furthermore, Methods studies
may be utilized in any area of a corporation, such as the manufacturing process, costing,
assessing worker performance, labor planning, and providing allowances to employees.

RECOMMENDATION

IMPLEMENTATION OF DMAIC METHODOLOGY AND TIME AND MOTION STUDY
Researchers would like to recommend this study to all future researchers and
businessmen who would be making a study about organizing the cleaning process in car and
auto detailing car wash Using DMAIC Methodology. Understanding and implementing
DMAIC principles can significantly enhance the efficiency and effectiveness of cleaning
processes in automotive detailing businesses like BCV88.
By utilizing DMAIC, future researchers and businessmen can systematically identify

areas for improvement, streamline workflows, and optimize resource utilization. Moreover,
embracing DMAIC methodology fosters a culture of continuous improvement, ensuring long-
term success and competitiveness in the car wash industry. This study serves as a valuable
blueprint for leveraging DMAIC to achieve operational excellence and customer satisfaction
in car and auto detailing businesses.
The study also focuses on utilizing Time and Motion principles to streamline
operations and enhance efficiency in the cleaning process. Implementing the findings from
this study can lead to significant improvements in productivity and cost- effectiveness for car
wash businesses.
Define
Upon observation, the researcher noticed that there’s a lot of workers out there
but only one worker is responsible for cleaning one sedan car. Those factors can contribute to
the delay of the cleaning process.
Measure
We also observe that they do not have a standard cleaning procedure which is
also a factor that contributes to the delay of the cleaning process, because it may consume
more time if they don’t arrange properly their cleaning procedure.

Analyze
As we monitor the cleaning process of the worker, we noticed that the others
workers are only waiting for another customer, while they can use that time to help the other
worker in order to finish the task faster.
Improve
The company should follow the pre-determined standards. Following proper
standards is a must to maximize their ability to accomplish such tasks. Each worker should
have proper standards to be followed. On the proposed process, we made an organized
cleaning procedure that may help the workers to complete their task efficiently.
Control
Workers should keep their workplace clean after working hours, and when
cleaning, they should examine all machinery and equipment to keep it safe and easy to
operate in. To avoid degradation of machines and equipment, examine them once a week.
WORK STATION RECOMMENDATION
Standardized Work Procedures:
The process of developing and implementing standardized work procedures for all the
stages of car wash should include aspects like pre-washing, washing, rinsing, drying and
finishing touches.
This will entail creating elaborate manuals or visual guides that employees can reference in
order to ensure conformity as well as efficiency.

Employee Training:
Frequently organize training sessions for workers so that they can understand the
standard operating procedures and be able to complete assignments effectively. When
instructing new employees at work, it is important to stress on how they can manage time
properly and execute tasks without undue delays.
Workstation Layout Optimization:
To reduce any unnecessary movements around a car wash facility thereby cutting the
time spent in moving vehicle through each stage of the washing process, layout arrangement
should be done properly. Make sure required tools and materials are within reach of workers
where they are stationed.
Equipment and Tool Improvement:
Purchase modern high tech car washing systems that will cut down the amount of
time taken by each job. Tools need to be maintained regularly as well as improved upon in
case there is any breakdown or lapse in their functioning which would result into absence
from work.
Process Flow Analysis:
Conduct flow analysis on vehicles at a particular car wash facility with an aim of
identifying as well rectifying bottlenecks. There has to be a systematic scheduling system that
ensures no one part becomes overloaded while others continue normally.


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PRODUCTIVITY IMPROVEMENT

AT BCV88 CAR WASH IN BATANGAS

JEROME KIRBY M. ARCE ANDREW

BACHELOR OF SCIENCE IN INDUSTRIAL ENGINEERING

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Borado, Andrew Zyre Benedict Esmero,

Jaber, Nuhad Matibag,

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

To solve productivity problems, by implementing a top-down approach by starting in a

Because the automobile service industry is labor-intensive by nature, timely work

STATEMENT OF THE PROBLEM

2. How can the service time of BCV88 Car Wash be measured?

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

SIGNIFICANCE OF THE STUDY

OBJECTIVES OF THE STUDY

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

This study investigates the efficiency and effectiveness of carwash systems in

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Customer Satisfaction. Is the measure of how products or services provided by a

How well a company's products or services meet or exceed customer expectations,

Customer Service. Encompasses the assistance and support provided by a

Exacerbate. To make something more violent, bitter, or severe. To

make a situation worse.

Motion Study. Is a systematic and scientific approach that involves analyzing,

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Suboptimal Task Prioritization. Refers to the inefficient arrangement or selection

Poorly organizing or choosing tasks based on their importance or urgency, leading to

Workflow and Procedural Framework. Is a structured system of guidelines,

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Workflow Optimization. Involves the systematic improvement and streamlining of

Improving and streamlining processes and tasks to enhance efficiency, productivity,

Subsequently, the manager of BCV88 Carwash commissioned the research team to

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Figure 1 Work Station Layout

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

MATERIALS AND EQUIPMENT SECTION: Materials and equipment section in a carwash

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

WAITING CUSTOMER PARKING: The waiting customer parking area in a carwash is

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

OVERVIEW OF THE PROCESS OF THE CARWASH BUSINESS

Watering the Exterior

Soaping the Exterior

Wiping with Soap

Dirty Sedan Car Washing the Wheels Clean Sedan Car

Cleaning the Mattings

Sun-Drying the Mattings

Wiping Dry Towel (Exterior)

Wiping Dry Towel (Interior)

Figure 2 Overview Cleaning Process

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Figure 2.1. Time and Motion Data

Table 1 Numerical Data of the Process

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Figure 3.2. Watering Exterior

Figure 3.3. Soaping Exterior

Figure 3.5. Rinsing with Water

Figure 3.6. Washing Wheels

Figure 3.8. Wiping the Exterior using Dry Towel

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Figure 3.10. Tire Blacking