Home » Management » Shippers » Fleets need to track all maintenance aspects to control costs effectively

Fleets need to track all maintenance aspects to control costs effectively

Feb 1, 2010 12:00 PM, By Rick Weber

NTTC Cargo Tank Maintenance Seminar...
He said a lot of fleets have gotten into a longer trade cycle out of financial necessity. Some of things that need to be used to extend trade cycles:

Fluid sampling programs. Be diligent and component-specific. It's not a new concept, but many fleets have let it go because of the concept that they feel they don't have any control over it: If it breaks down, it does. But that does assist managers in identifying issues that are coming and maybe you do some parts replacement before it gets there.
Sample new vehicle lubricants at a six-month inspection, then at a predetermined interval thereafter.
Track tire and brake performance and develop a planned replacement program. This allows for parts and inventory control, budget, and ECLS documentation.
Consider extended warranty programs when it benefits an operation.
Planned and scheduled maintenance should be 70% of what is handled in the shop.
Negotiate vendor participation in component/part stocking programs with a “pay when used” schedule.

Improved productivity is the best cost control. That involves:

PM kits from manufacturer.
Getting input from technicians on how to increase parts availability and shop layout for specific maintenance functions. “They can be part of the solution, when in many instances they are looked at as part of the problem.”
Updated tools, equipment. “When you take a look at how frequently you replace your vehicles, how often do you really need diagnostic equipment when it's under warranty?”
Training (new and refresher).
Developing a mentor program outside of a supervisory role. “There are going to be guys in the shop who are having trouble getting the job done. If you assign that individual a mentor who can help him out with a particular procedure, it's not a confrontational thing. It's more of, ‘Let's help him get these problems resolved.’”
Vendor and supplier seminars.
Sharing bulletins, providing OEM manuals, deleting obsolete model information. “There's no sense of keeping 1972 Mack stuff when you're driving 2010 Freightliners.”

He said the people business of trucking has become increasingly important.

“How often do you evaluate personnel or have a direct sit-down so they can communicate what they feel their downside is and you can communicate what needs to be improved?” he said. “The motivation of individuals is reliant on some of the leadership in the company. Develop the right procedure and content of a performance review. Don't save up over a period of a year, acquiring a list of five things and then talking about all of them at the same time. Frequent communication avoids collecting negative data. Accentuate the positive and address the areas needing improvement. Develop a process for tracking and improvements. Keep on a schedule and don't delay review.

Invite interaction. Allow exchange of ideas for improvement of the company and of the employee.”