ASSESSING MECHANIC PRODUCTIVITY IN KIRSTEN AUTOWORKS CORPORATION: A STUDY OF CONTRIBUTING FACTORS AND POTENTIAL IMPROVEMENTS

Abstract

Kirsten Autoworks Corporation, a car repair and maintenance service provider established in 2015, employs fifteen general mechanics and can accommodate up to twenty vehicles, depending on their size. Despite its skilled workforce and ample space, the company faces ongoing productivity challenges. This study aims to assess the productivity of mechanics at Kirsten Autoworks Corporation by examining the key contributing factors and identifying strategies for improvement to enhance overall performance. This study explores the impact of demographic factors and perceived productivity levels on the overall performance of general mechanics at Kirsten Autoworks Corporation. To achieve the study’s objectives, purposive sampling was employed, and data were gathered through a structured physical survey questionnaire administered to the mechanics. The collected data were analyzed using statistical tools, including frequency and percentage, weighted mean, and ranking. The results indicate that workplace organization is the most influential factor affecting the productivity of general mechanics at Kirsten Autoworks Corporation, with a composite mean of 2.66. Time management ranks equally, also with a composite mean of 2.66, underscoring the importance of accurate time estimation in enhancing performance. Communication follows with a composite mean of 2.50, while both skills and mastery of tools and equipment scored slightly lower, each with a composite mean of 2.43. These findings highlight the multifactorial nature of productivity, influenced by both operational and technical factors. Statistical analysis showed no significant differences in productivity across demographic variables such as age, experience, and income, as all p-values were greater than 0.05. The study also highlights major productivity challenges at Kirsten Autoworks Corporation, including workspace congestion, limited technical expertise, inaccurate job assessments, and frequent project delays. To address these issues, the study recommends providing skills training for mechanics, enhancing tool efficiency, reorganizing the workspace to ease congestion, and fostering clearer communication. These strategies aim to boost overall productivity and improve operational performance.