Armanda Bus (AB) (not a real name) is a bus company located midway between Manchester

and Leeds primarily served commuters from the outlying rural areas traveling back and forth

from both cities to the suburbs. The bus company was a family-owned, privately held

organization. The company had grown from a small independent bus line, founded by the father

of the present owners some twenty-five years previously, to what is currently a major bus line

serving the two large metropolitan areas. Virtually, all the employees (except for the drivers)

were friends and neighbors of the family owners. Despite the modernization of equipment

(buses), the introduction of computers into the accounting procedures, and advanced

communication systems (between buses and dispatchers), profits continued to be marginal at

best.

AB is experiencing untenable financial losses due to operating equipment failed to deliver the

companies products in a timely and effective manner. Last year, approximately five hundred

thousand pounds a year was lost to the bottom line of the companys profit margin. The

maintenance personnel were unable to perform their normal job responsibilities due to a lack

of parts. Buses needed for day-to-day operation sat idle. Often parts were on hand but could

not be located. Maintenance planners seemed to be doing little else but constantly chasing

required parts. Consequently, the maintenance work was not planned or performed properly.

Many years previous, the founder of the bus company had hired his close friend to take charge

of the parts department. Although the founder had been retired for some time, leaving the

management in the hands of his sons, in deference to their father, the sons were reluctant to

interfere with the fathers close friend. ABs parts department lacked any inventory control.

Relatively fewer replacement parts were lacking and absolutely critical to the continued

operation of the buses.

2. Explain the issues related to non-training intervention. Justify your answer.

(10 marks)

3. Recommend solutions for non-training intervention (must be relevant to non-training

issues that you have identified.