2009 APWA presentation by Scott Koefod, principal scientist for Cargill Deicing Technology shared by Dave Budd of Great Lakes Chloride from his Blog
WInter Wonderland
1930's Dump Truck with Plow
Wednesday, November 30, 2011
Sunday, November 27, 2011
Fleet Management 101; Post #2
Hello all, hope everyone had enjoyable Thanksgiving with family & friends! I have promised a series on Fleet Management so thought I better get focused once again:
I graduated from Ferris State College (today it is Ferris State University) from what was called the "Automotive Service" Program (today it is called "Automotive Technology"). One of our classes was called "Service Management". In this class we were taught that a properly ran service department should cover all the overhead costs of any dealership. Please keep this thought in mind as we work through this series; "fleet's/fleet maintenance should not be a money-losing propostition".
My first Fleet Management 101 post commented on "time mangement" component. To borrow from Total Quality Managment philosophy; there are two definers of time in any project or endeavour. "Total Elapsed Time" which, as the name implies, is the total time devoted to the project from "cradle to grave". "Hands on Time" is the actual time required to build the "widget", fix the piece of equipment, etc.
So, for example, the time a technician spends replacing an alternator is the "hands-on time". This seems to be the time most managers focus on. What about the time the parts personnel spent locating and purchasing the alternator? If, stocked part, what about the time spent placing it in inventory and assigning to work order? What about the time spent by finance personnel to pay the supplier of the part? What about the time the manager spent scheduling the repair and writing the service request? What about mechanic clean-up time? This cleanup would include work area and self. Diagnosis time is part of the process, also. Alternator replacement is a relatively simple task, think about a project where some design and fabrication are involved..............the bulk chloride storage and pumping stations we install are an excellent example. The are not "cookie-cutter" systems, each one require individual design which entails meeting with customers and collaboration on design, locating and purchasing components, pre-construction site meetings, etc. The total time (elapsed time) involved in any project or process must be compensated or you will be out of business, publice or private. The best practice is a continuous review of time required for every job, both elapsed and hands-on, to locate areas where time can be "shaved off" the process. This is done by well managed successful organizations.
The best and most successful way to scrutenize jobs and time committment required for those jobs is to involve all players in the process and glean their input. The manager is then reponsible for taking this input and blending it together in a more efficient operation. Not every attempt will be successful, but keep in mind, non-successful initiatives still provide a learning opportunity.
Effective teamwork is the first step. And, as Stephen Covey teaches: "Begin with the end in mind". Set a goal or a few goals, not too many or you'll be overwhelmed.
An exercise which can be a real "eye-opener" is a "flow chart" depicting all the steps required (or so you thought) in completing a job/project. It needs to be 360 degrees (cradle to grave). This will take a little time and thought if done effectively but is well worth it. I am confident once you complete this exercise, the areas needing improvement wll be very obvious. You will not need to perform this exercise for every task performed in your facility. You'll see why.
Once you complete the time study exercise you can start using your findings to develop "vehicle equivalency units" (Google this term for more information; U.S. Air Force and U.S. Army both use this process) which will provide you with data needed to justify staffing, identify repairs/processes that lend themselves to outsourcing, identifying repairs/processes that are better done "in-house", plus the "ammunition" you need for governing commisssions or councils that you are obligated to report to and acquire budget monies from, which are looking at justifications based upon some type of measurable. You can also utilize this data for identifying equipment for replacement and help refine equipment specifications. You can justify purchase of expensive shop equipment and tools that reduce time involved and increase productivity.
I would suggest, YOU be the one who scrutenizes time requirements and develops methods to streamline your operation. Don't leave it to the "bean counters". If you choose not to spend the time on this excercise, rest assured, the "bean counters" will and you will not be happy with their recommendations.
More to come; As the song proclaims "We've only just begun"............
I graduated from Ferris State College (today it is Ferris State University) from what was called the "Automotive Service" Program (today it is called "Automotive Technology"). One of our classes was called "Service Management". In this class we were taught that a properly ran service department should cover all the overhead costs of any dealership. Please keep this thought in mind as we work through this series; "fleet's/fleet maintenance should not be a money-losing propostition".
My first Fleet Management 101 post commented on "time mangement" component. To borrow from Total Quality Managment philosophy; there are two definers of time in any project or endeavour. "Total Elapsed Time" which, as the name implies, is the total time devoted to the project from "cradle to grave". "Hands on Time" is the actual time required to build the "widget", fix the piece of equipment, etc.
So, for example, the time a technician spends replacing an alternator is the "hands-on time". This seems to be the time most managers focus on. What about the time the parts personnel spent locating and purchasing the alternator? If, stocked part, what about the time spent placing it in inventory and assigning to work order? What about the time spent by finance personnel to pay the supplier of the part? What about the time the manager spent scheduling the repair and writing the service request? What about mechanic clean-up time? This cleanup would include work area and self. Diagnosis time is part of the process, also. Alternator replacement is a relatively simple task, think about a project where some design and fabrication are involved..............the bulk chloride storage and pumping stations we install are an excellent example. The are not "cookie-cutter" systems, each one require individual design which entails meeting with customers and collaboration on design, locating and purchasing components, pre-construction site meetings, etc. The total time (elapsed time) involved in any project or process must be compensated or you will be out of business, publice or private. The best practice is a continuous review of time required for every job, both elapsed and hands-on, to locate areas where time can be "shaved off" the process. This is done by well managed successful organizations.
The best and most successful way to scrutenize jobs and time committment required for those jobs is to involve all players in the process and glean their input. The manager is then reponsible for taking this input and blending it together in a more efficient operation. Not every attempt will be successful, but keep in mind, non-successful initiatives still provide a learning opportunity.
Effective teamwork is the first step. And, as Stephen Covey teaches: "Begin with the end in mind". Set a goal or a few goals, not too many or you'll be overwhelmed.
An exercise which can be a real "eye-opener" is a "flow chart" depicting all the steps required (or so you thought) in completing a job/project. It needs to be 360 degrees (cradle to grave). This will take a little time and thought if done effectively but is well worth it. I am confident once you complete this exercise, the areas needing improvement wll be very obvious. You will not need to perform this exercise for every task performed in your facility. You'll see why.
Once you complete the time study exercise you can start using your findings to develop "vehicle equivalency units" (Google this term for more information; U.S. Air Force and U.S. Army both use this process) which will provide you with data needed to justify staffing, identify repairs/processes that lend themselves to outsourcing, identifying repairs/processes that are better done "in-house", plus the "ammunition" you need for governing commisssions or councils that you are obligated to report to and acquire budget monies from, which are looking at justifications based upon some type of measurable. You can also utilize this data for identifying equipment for replacement and help refine equipment specifications. You can justify purchase of expensive shop equipment and tools that reduce time involved and increase productivity.
I would suggest, YOU be the one who scrutenizes time requirements and develops methods to streamline your operation. Don't leave it to the "bean counters". If you choose not to spend the time on this excercise, rest assured, the "bean counters" will and you will not be happy with their recommendations.
More to come; As the song proclaims "We've only just begun"............
Saturday, November 5, 2011
Old Plow Trucks
This video can be found on you tube and also on Truck & Trailer Specialties website: http://www.ttspec.com/. I highly recommend that you visit the Truck & Trailer Specialties website as there are several videos covering snow & ice equipment and technologies that you wll find interesting, even if you are not in the snow & ice control business. While you are on the site, sign up for our newletter. It is free, will provide you with information & resources you might be lacking, and you can always end your subscription at any time. There is a lot going on right now, I have several "irons in the fire". It is fun & rewarding but also tiring & busy. We, Truck & Trailer Specialties, do have a new Cat CT660 vocational truck in our lot awaiting dump body install. I will send some photos and specification information when I get some free time. Enjoy the video!
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