قائمة التحقق من التخطيط السعوي لورشة الهيكل

1. Is the current number of active repair bays confirmed and compared against the number required to meet the forward order bank at the target cycle time?

2. Is paint booth capacity (available paint jobs per day based on average job size and cure time) calculated and compared against the number of vehicles requiring painting in the forward pipeline?

3. Is technician availability (scheduled hours available minus absence and training) calculated for the next two weeks and compared against the booked workload?

4. Is job loading balanced across technicians by skill type — with structural, mechanical, and paint preparation jobs allocated to appropriately skilled technicians rather than assigned based on availability alone?

5. Is work-in-progress (WIP) volume tracked daily, with WIP above the defined threshold triggering a review of intake rate versus completion rate?

6. Is repair cycle time tracked per repair type (minor, medium, major) and used to calculate the realistic forward completion schedule for current WIP?

7. Are bottlenecks in the repair flow (panel beating backed up for paint, parts delays holding multiple jobs) identified and reported in the daily production meeting with a resolution plan?

8. Is a forward booking capacity view maintained for at least two weeks, showing available intake capacity against already-booked intake to prevent overbooking?

9. Is customer communication proactive when capacity constraints will affect the promised delivery date — with updated date communicated before the original date passes?

10. Are specialist sub-let requirements (ADAS calibration, glass replacement, mechanical repair) planned in advance rather than identified only when the vehicle is ready for that stage?