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BEST PRACTICES IN EQUIPMENT

MAINTENANCE: LEARNING FROM THE

FLEETMASTERS

GREGG SCHOPPMAN

KEVIN SCHLANGEN, CPFP, CAFM, CEM

MICHAEL BRENNAN, CEM

GIL GILBERT, CEM, CASS

BARRY SCHLOUCH, CEM, STSC

• GREGG SCHOPPMAN, PRINCIPAL AT FMI

• KEVIN SCHLANGEN, CPFP, CAFM, CEM -FLEET MANAGER AT DAKOTA COUNTY, MINNESOTA

• MICHAEL BRENNAN, CEM - PRINCIPAL ASSET CONSULTANT AT CDMB

CONSULTANTS LLC

• GIL GILBERT, CEM, CASS - DIRECTOR OF FLEET OPERATIONS, INTRASTRUCTURE AND INTEGRITY AT STRIKE LLC

• BARRY SCHLOUCH, CEM, STSC-PRESIDENT AT SCHLOUCH INCORPORATED

Building A Culture of Dynamic & Engaged Employees That Drives Fleet & Asset Excellence

Barry Schlouch - President, CEM, STSC

Schlouch Incorporated - Heavy Civil Contractor

• Founded in 1983 by Deb and Barry Schlouch

• Ranked the #1 Best Place to work in PA for Large Employees

• Completed $1.4B in combined revenues over 37 years in business

• Received the Fleet Masters Award in 2016 from AEMP

• Employs 290 full-time team members (4 CEM’s, 2 EMS)

• Fleet replacement value of $40M

OEM (Original Equipment Manufacturer)

End User Dealer

Foreperson

Operator Mechanic/Technician

CEO

Operations / PM Finance

The 3 Triangles for Success

• Employee Training

• Environmental

• Human Resources

• Safety

• Outsourcing

• Parts Management

• Preventative Maintenance

• Shop & Facility Management

• Benchmarking

• Specifications

• Technology

• Customer Service

• Financial Management

• Procurement & Acquisition

• Risk Management

• Warranty & Performance

• Life Cycle Cost Analysis

Leadership – Process – AccountabilityMastering the 17 disciplines of fleet excellence

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Benefits

• Gain competitive advantage by lowering owning and operating costs

• Improve productivity through increased uptime and reliability

• Extend life of equipment and lower fuel costs by lowering idle time

• Extend service intervals and lower maintenance costs

• Strengthen warranty protection through dealer and OEM service agreements

• Improve safety

• Improve client satisfaction and gain repeat business with on-time delivery

• Improve operator satisfaction and retention

DAKOTA COUNTY, MINNESOTAKEVIN L. SCHLANGEN, CPFP, CAFM, CEM

• 2016 population 417,486

• 3rd largest MN County of 87

• 587 square miles

• 1/3 suburban

• 2/3 rural

• 30% population growth from 1990 to 2000

• Centralized in 2007 (16 departments into one)

• 28.1 million replacement value

• Operational Budget $3.5 million

• Capital Budget $1.5 to 2.6 million

• 6 Fuel Islands

• 15 Storage Locations + take home vehicles

• 1 Main Fleet Maintenance Facility

• 3 Fleet Field Service Trucks

• 11,500 Annual Work Orders

• 14 Staff

• Joint Powers Agreements with 9 organizations providing fleet services

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• Condition IV from 55% to 9%

• Condition I from 21% to 58%

• MPG increase of 29.6%

• GHG reduction of 28.6%

• Fleet reduction of $2.9 million

• Sedans 72% hybrid

• SUV 17% hybrid

• Police Patrol 43% hybrid

• Pickups 47% compact & 10% ½ ton

RESULTS (FROM 2005 BASELINE)

MANATEE COUNTYFLEET SERVICES

Michael Brennan, CEM

Fleet Masters

SERVICES AND SCOPE

A CUSTOMER CENTERED

SERVICE ORGANIZATION

ASSET MANAGEMENT

SERVICES

MAINTENANCE AND REPAIR

SERVICES

MOTOR POOL SERVICES

SPECIALIZED SERVICES

26TH AVE EAST

FACILITY “CENTRAL”

HEAVY EQUIPMENT

SERVICE FACILITY

FLEET COMPOSITION

45%

22%

25%

6%

2%Light Automotive

Medium / HeavyTruck

Construction /Agriculture

Emergency /Passenger

Misc.

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TECHNICIAN LABOR

COMPARISON

EQUIVALENCY CATEGORY

CATEGORY EXAMPLE

REPAIR FACTOR

UNITS / TECH

TOTAL UNITS

% OF EFFORT

100 - Light Automotive

Sedan / Pickup Truck

1 138 596 21.00%

200 -Medium/Heavy Truck

Dump Truck / Sweeper / Aerial

Truck3 99 316 12.00%

300 -Construction/ Agricultural

Backhoe / Menzi Muck/ Ag Tractor

7 86 353 17.00%

400 - Passenger / Metro Transit

Fixed Route Metro Bus – “Gillig”

22 8 27 18.00%

400 - Passenger / Demand Service

Motor Home Type Handicap Transport

15 11 27 14.00%

400 - Passenger / Trolley

Beach Trolley 42 4 6 8.00%

500 -Emergency/ Ambulance

Ambulance - Type II

12 12 23 10.00%

MAINTENANCE REPAIR PROCESS

VEHICLE & EQUIPMENTAUTHORIZATION & ASSIGNMENT

•The purpose of the Manatee County Vehicle Assignment Procedures is to establish procedures for Manatee County management to follow when assigning or authorizing employees (as defined in Article VII, Section 2-2-202 of the County’s Self Insurance Ordinance) to operate County owned vehicles or equipment for County business.

Procedure #: Title: Date Issued:

601.001 VEHICLE ASSIGNMENT

PROCEDURES

01/01/11

KEY PERFORMANCE INDICATORSMEASURE 2007 2008 2009 2010 2011 Target

AVERAGE FLEET AGE 4.7 5.23 5.57 6.14 5.7

RATIO OF VEHICLES PER

TECHNICIAN 70/1 70/1 70/1 70/1 70/1

AVERAGE VEHICLE WORK

ORDER COST $396.68 $462.03 $443.08 $467.47 $450.00

FLEET AVAILABILITY 94.72% 94.42% 92.52% 92.42 93%

24 HOUR SERVICE

TURNAROUND 75% 85.24% 79.43% 78.64% 80%

SCHEDULED WORK 45.66% 47.57% 49.34% 58.85% 55%

RE-WORK RATIO <1% <1% <1% <1% <1%

TECHNICIAN BILLABLE

HOURS 27,435 26786 25,598 27,500 25340

RECORDED VEHICLE

MILEAGE

8,204,022 7,533,508 7,382,123 7,572,572 7,951,389

RECORDED EQUIPMENT

HOURS

51411 71679 84,862 67,452 74,197

•Customer Service• 93% - Fleet Availability

• 65% - Scheduled – Predictive Maintenance & Repair

• 80% - 24 Hour Service Turn Around

• Internal Divisional Goals • Complete Revisions to Fleet Policy & Procedures (March 31st, 2011)

• Fleet “Right Sizing”

• Staff Development Goals• Continue Delegation of Decision-Making Authority to the Proper Staff

• Perform a Minimum Position Qualification and Training Assessment for All Supervisory Positions to Identify Career Path Advancement

• Initiate a Quarterly In-House training Program to Keep Technicians Up-To-Date on Current and Future technologies

• Projects• Complete Facility Renovations and Commence In House Small Engine Repair Services

• Upgrade Fleet Management Software System to a WEB Based Wireless Platform

• Continue Progression on a New Fleet/Transit Facility

FLEET GOALS

Gil Gilbert, CEM;CASS

Fleet Master, Large Fleet 2016

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Embrace Technology

Empower your people

Set base lines, know your Key Performance Indicators KPI’s

Then monitor, report and adjust in real time, Celebrate the successes, collaborate on lacking KPI’s

Questions / Comments

Transparency is all about

letting in and embracing new

ideas, new technology and

new approaches. No

individual, entity or company

or person, no matter how

smart, how old or how

experienced can afford to

stop learning!

“Gina McCarthy”

CERTIFIED EQUIPMENT MANAGER (CEM)

• Human Resources

• Preventive Maintenance

• Outsourcing

• Customer Service

• Safety

• Benchmarking

• Environmental

• Technology

• Life Cycle Costs

• Warranty & Performance Guarantee

• Financial Management

• Specifications

• Procurement

• Shop Management

• Parts Management

• Risk Management

• Employee Training

Questions?

Please complete the session evaluation on the CONEXPO–CON/AGG Mobile App. This is the same place you can log Professional Development Hours (PDH).