explain the issues that related to the non training

SHMR 1093 [40 marks] Instruction: Answer all questions, 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 driven 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 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 company's 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 blissons, in deference to their father, the sons were reluctant to interfere with the father's close friend. AB's parts department lacked any inventory control Relatively fewer replacement parts were lacking and absolutely critical to the custinued operation of the buses