AAA Mechanics Has Been in Business of Car/Truck Repair for 15 Years

Project: Auto Management System

The business back-ground

Quality Auto Mechanic Center (QAMC) has been in business of car/truck repair and selling auto parts since February of 1989. As a family owned business venture, Quality

Auto Mechanic Center takes customer service and satisfaction very seriously. The business is located in South West Houston. In pursue of customer satisfaction, competitiveness and taking advantage of the 21st century technology, QAMC has decided to upgrade its computer system for better business performance. The business envisions that with new and improved system by its side, the business will be able to thrive in the industry beyond its imaginations.

Business need: Quality Auto Mechanic Center is in need of a reliable system at a reasonable cost that will support most of its major processes as tracking orders, setting appointments, document customers feedback/transactions, maintain inventory and providing access to the right personnel (data entry, update, deletion).

QAMC should fund the project because it is in need of becoming more effective/ efficient in maintaining inventory, setting appointments, cutting operating costs, and raise customer satisfaction. Additionally, the business is currently liquid enough to incur potential costs that result from such a project.

Technical feasibility

Quality Auto Mechanic Center is currently employing 16 people. Eight out of the sixteen employees deal with mechanical tasks involved at the shop. Four carry out administrative tasks like managing appointments, managing inventory, and dealing with customer service. The business has been running for 17 years. It started using computers 8 years ago.

Therefore, the current employees are well equipped with basic computer skills. QAMC has enough funds and personnel to finance and operate the new system.

Quality Auto Mechanic Center has 2 relatively old computers that are being used to manage inventory.

The project size is moderate. The new system involves installing 6 new computers which are networked together where one acts as a web server. The new system is also equipped with broadband internet connection. The new system also involves several databases which can be used to manage inventory, appointments, customer histories, and feedback data. These databases can be used very efficiently to improvement overall management for instance, improving inventory replenishment by having the Quality Auto Mechanic

Center inventory database linked with databases of its major vendors and database of the near auto part stores. So when an item reaches certain number of units, the system automatically orders from the nearest vendor. When selling/returning an item the system automatically adjusts inventory levels. The system will also keep detailed records of all customers including their addresses, phone numbers, email addresses for proper communication/appointments and feedback from the customer. For instance, the customer will be automatically emailed by the system to remind him/her of the approaching oil change date. And once any service is performed, an email containing a feedback survey is sent to the customer. Also she/he will be able to set-up an appointment/look for a part on-line and avoiding waiting in line and wasting time. An incentive for the customer when booking an appointment online can be a discount of 15% applied on the service charge. The customer’s phone number is used as the primary key while searching for his/her record. Additionally, the system will be linked to National

Highway Traffic Safety Administration’s database enabling customer to find/be aware of vehicle recalls by their manufactures through the car year/make/model

The system will reduce cost as fewer personnel are needed to carry out daily operations such as maintaining inventory, communicating with customers etc.

Economic feasibility

The project is estimated to take about six months from its planning phase to implementation phase/completion with the minimum cost of $45,000 to maximum

$65,000. Plus, with installation taking place, the business is estimated to lose an extra

$9000 due to down time, training, system tests etc. The new system will have major effect on the business including a 15% increase in total monthly sales, a decrease in total monthly cost (with tremendous cuts in inventory/communication /salaries costs ) and most importantly the system will save time and insure accuracy.

Developmental cost will include

 consultant fees and personnel training fees

 One server with 5 new PCs

 Software to equip the new and old computers with ability to support and drive the

new system in place

Operational cost include

 Software licensing fees

 Support/maintenance

 Salaries for operating staff  Broadband internet connection service charges

Tangible benefits include

 A 15% percent jump in total monthly sales

 Reduction in the number of employees needed to carry out daily operations

 Reduction in customer waiting

 Increased market share

Intangible benefits include

 Improved customer service

 Leveling the competition

 Lowering risks (example over stocking/under stocking merchandise)

 Time saved for both the customer and the service manager when appointments are

made online.

 More customer information on hand which can be used to study customer trends

and behaviors.

 Feedback can be used to attain a deeper understanding of customer views towards the business services and products.

Cocomo Model

This system is a small-size business software project with estimated 2570 lines of code developed using C#.

Effort Estimation Effort (in person-months) = 1.4 x 2,570 lines of code Therefore, effort (in person-months) = 3.6 person-months

Time Estimation Schedule time (months) = 2.5 x 3.61/3 Therefore, Schedule time (months) = 12.52 months.