Go back to the repairer in writing today, say the same fault is still present, and ask for a clear plan and date to put it right. If nothing is done, the problem usually drifts into delays, repeat visits, and arguments about whether the issue is “new” rather than unresolved. Keep the item safe, stop further tinkering, and gather the paperwork and proof of the ongoing fault. If the business stalls or refuses, move to a formal complaint and prepare to escalate.
When a repair has been “completed” or a part has been replaced but the original fault remains, it often shows up right after collection or within the first few days of normal use. This affects common UK situations like car repairs, boiler servicing, phone and laptop repairs, and white goods call-outs, especially where the business has already taken payment and closed the job. It usually appears after an informal conversation has already happened, and sometimes after a partial response such as “bring it back in” without a firm timescale. The sticking point is that the consumer expects the original issue to be fixed, while the business treats the work done as separate from the outcome.
What the problem is
Where it shows
The issue is that the service paid for has not achieved the result a reasonable customer would expect, even though the business says the work is finished. In UK practice this often happens after a “diagnostic” visit followed by a part swap, or after a short test that does not match real-world use at home or on the road. It can also appear after a second visit where the business says the fault has been “reset” or “cleared” but it returns as soon as the item is used normally.
Who gets stuck
It commonly affects people who need the item working quickly, such as a car needed for commuting, a boiler needed for hot water, or a phone needed for work. It also catches people who have already paid in full at collection, because the business may treat any further work as a new job. Where the repair was arranged through a retailer, warranty provider, or insurer, it can become unclear who is responsible for putting it right.
When it surfaces
The typical stage is after the first complaint has been raised informally and the business has offered a repeat visit without committing to a remedy. Sometimes it appears after the customer has accepted a partial fix, such as a temporary workaround, and then realises the underlying fault is still there. It can also arise after a deadline has been missed, for example when the business promised a return date and then pushed it back.
Why this happens
Diagnosis gaps
A common cause is that the initial diagnosis was incomplete, so the replaced part was not the root cause. Some faults are intermittent, load-related, or only show under certain conditions, and quick bench tests can miss them. Another common pattern is that the repairer fixes one symptom while the underlying issue remains, so the fault returns in a slightly different form.
Commercial incentives
Many repair businesses run on throughput: close the job, invoice, and move to the next booking. That can create an incentive to treat follow-up as chargeable rather than as finishing the original service. Where subcontractors are involved, the person answering the phone may not have authority to authorise extra time without payment approval.
Handling complaints
Businesses often respond by asking for another chance to inspect, but without agreeing what happens if the fault is confirmed again. A typical organisational response pattern is to delay with repeated “bring it back” requests while avoiding a written commitment to a remedy.
Your rights in UK
Practical leverage
In everyday UK disputes, the strongest leverage is a clear written record that the same fault remains and that the business has already had a reasonable chance to fix it. The aim is to keep the issue framed as unfinished or inadequate service, not a fresh problem. Asking for a specific remedy and a date often gets a better response than arguing about technical detail.
Repeat performance
Where the service has not been carried out with reasonable care and skill, the usual practical route is to require the business to redo the work properly at no extra cost. If that is not done within a reasonable time or without significant inconvenience, the next step is normally to seek a price reduction or a refund of the part of the service that has not been delivered properly. In many UK cases, a firm but calm request for a redo with a deadline prompts the business to prioritise the booking.
Payment pressure
If payment has already been taken, the business may try to insist on further payment before investigating. A workable approach is to agree to a re-check only on the basis that it is treated as follow-up to the original job unless a genuinely separate fault is proven. If the business is holding the item, it helps to confirm in writing that the item should not be dismantled further or fitted with extra parts without written approval.
Legal basis in UK
Consumer Rights Act
The practical basis is the Consumer Rights Act 2015, which expects services to be performed with reasonable care and skill and provides a route to repeat performance or a price reduction when that standard is not met. In real disputes, this works best when the customer sets out the timeline, explains that the same fault remains, and asks for the business to put it right within a reasonable time. The business does not have to accept a customer’s diagnosis, but it does need to address the original problem the service was meant to fix, not just the fact that a part was replaced.
For a plain-English overview of how repeat performance and price reduction work for services, use GOV.UK guidance.
Evidence that matters
What to collect
Evidence is about showing continuity: the same issue existed before the repair, the business was asked to fix it, and it still exists after the work. Keep the invoice, job sheet, and any diagnostic notes, plus proof of payment and the dates the item was dropped off and collected. If the fault is intermittent, short videos taken at the moment it happens can be persuasive, especially if they show the context (dashboard warning, boiler display code, device shutting down during normal use).
What to avoid
Avoid changing the story between calls, because businesses often latch onto inconsistencies to reframe the issue as a new fault. Avoid authorising extra parts “just to try” without clarity on whether it is chargeable. Avoid relying on phone calls alone; follow up with an email or message confirming what was said and what was agreed.
Quick checklist
- Invoice or receipt showing the work and date
- Photos or video showing the fault still happening
- Written timeline of contacts and visits
- Any warranty or guarantee wording given
Common mistakes
Three common mistakes are paying for additional work before the follow-up is agreed as part of the original job, leaving the item with the business without confirming what will be done and by when, and accepting “no fault found” without asking what tests were performed and under what conditions.
One thing not to do yet is to commission a third-party repair that changes or removes parts, because it can muddy the evidence about what was wrong immediately after the first repair.
What to do next
Send written notice
Message or email the business and keep it simple: the original fault remains, the job has not achieved the expected outcome, and a remedy is needed. Ask for a booked date to inspect and fix, and ask them to confirm in writing that the follow-up is treated as completing the original service unless they can show it is unrelated. If the item is unsafe to use (for example, braking issues, gas smell, overheating), state that it is not being used and ask for safe handling instructions.
Set a deadline
Give a reasonable deadline for a response and a reasonable deadline for the remedy, based on how urgent the item is and how quickly the business can normally book work in the area. If the business replies with vague availability, ask for the next available appointment date and a written plan for what will be checked. Keep all communication in one thread where possible.
Use official process
If the business has a complaints process, use the official route shown on the invoice, website, or confirmation email, and keep the complaint factual with dates and attachments. Do not create new “forms” or provide unnecessary personal data; prepare the job number, the date of service, the fault description, and the remedy requested. The normal response timeframe in UK complaints handling is within 14 days for a meaningful reply, even if the repair booking itself is later.
Escalate properly
If there is no response by the deadline, escalate in writing to a manager or owner and state that the next step will be a formal letter before action seeking the cost of putting the fault right elsewhere or a price reduction, depending on what is reasonable for the situation. If a court claim becomes necessary and a judgment is obtained but payment still does not arrive, the next decision point is enforcement; the practical options are covered under Judgment issued but company does not pay, which helps when a business ignores the outcome rather than the complaint.
Change strategy
If the business keeps offering repeat inspections without fixing the fault, shift from technical debate to outcome and inconvenience: confirm that repeat performance has been attempted or offered but not delivered within a reasonable time. At that point, asking for a price reduction or refund for the ineffective work is often more productive than another open-ended booking. The issue is usually resolved in UK cases once the business is faced with a clear written timeline, a deadline, and a credible escalation route.
Related issues on this site
If evidence has already been sent but the business keeps acting as if it has not been seen, that can change the approach from “more proof” to “formal escalation”, especially where deadlines are being missed and the same questions are being repeated; the situation described in Evidence submitted but not reviewed fits that pattern. If the business proposes mediation and then backs away once details are requested, it may signal that a firmer written process is needed rather than more negotiation, which is similar to cases where a company requests mediation then withdraws. A typical real UK outcome is that the business agrees to redo the work after a written complaint sets a deadline and attaches the invoice and fault evidence.
FAQ
Repeat visit costs
For repeat visit costs after a repair, the follow-up is often treated as part of the original job if the same fault remains. Ask for written confirmation before attending or handing the item over.
Partial refund route
For a partial refund route when the fault remains, the request usually works best after repeat performance has failed or is not offered within a reasonable time. Keep the amount tied to the ineffective work rather than the whole item.
Third party report
For a third party report on an unresolved fault, an independent inspection can help if the business denies the issue exists. Get agreement in writing about access and avoid repairs that alter the evidence until the dispute position is clear.
Warranty wording
For warranty wording after a repair, guarantees often cover the work done but may try to exclude “related” faults. Focus on the original symptom and the service outcome rather than the label on the replaced part.
Before you move on
Write down the dates, send one clear message asking for a booked fix date, and decide the deadline for escalation before more time passes. Time pressure can lead to rushed decisions, especially when the item is needed for daily life.
Get help with the next step
Contact UKFixGuide — If the repairer is insisting the fault is “new” and wants more money, share the timeline and paperwork so the next message sets a clear remedy and deadline.
