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Prepared by the Transit Vehicle Maintenance Division of
Bi-State Development Agency
May 23, 2002
Mission Statement
Develop an affordable solution for the long-term maintenance of the Agency’s MetroBus and Call-A-Ride vehicle fleets while improving customer satisfaction and system reliability.
Previous Experiences Rolling stock declines in operability and
desirability from in-service date to retirement date.
Major maintenance investments made in the declining years of bus life cycle.
Maintenance costs vary widely between fiscal years.
Maintenance level of effort not coordinated with rolling stock capital investment cycle.
Situation Prior to the Plan
Three Garageso Three completely different Business Models
• Inconsistent mechanic-to-bus, mechanic-to-operating mile ratios.
• Average fleet MDBF less than 4,500 miles, varies by garage.
Main Shop (Central Repair) o 15% of fleet awaiting repair
• Average turn-around for bus is 117 days.• For Sale (Scrap fleet) 20% of buses.
decommissioned have drive train components with less than 35,000 miles.
Business Concept: MetroBus Perform specific maintenance at regularly
scheduled intervals based on unit mileage.o Replace single major overhaul at 400,000 miles with
smaller scale rebuilds at 200,000.o Perform comprehensive body and minor drive train
scheduled repairs at 100,000 mile intervals.o Perform pre-programmed tune-ups, and minor scheduled
activities at 50,000 mile intervals.o Utilize central maintenance facility assets in support of
preventative maintenance efforts; reduce focus on break-down maintenance.• Perform pre-failure overhauls on individual components.
o Implement vehicle configuration management system.
Business Concept: Call-A-Ride Pre-programmed overhaul activities at
50,000-mile intervals Development of standard work
procedures through M4 system Full integration of Call-A-Ride into
storeroom system
Goals & Objectives 1st year goals
o Achieve departmental consensus on pre-programmed maintenance activities.• Complete audit of original manufacturer suggested
maintenance intervals against consensus recommendations.
o Develop bill of materials/parts requirements for support groups in advance of need.
o Develop standard work procedures for pre-planned and routine maintenance activities.
o Determine mechanic abilities/training requirements for proper completion of all maintenance activities.
Goals & Objectives 3-year goals
o Rework inspection maintenance program to better support pre-programmed maintenance intervals.
o Implement service writer concept (used by profitable maintenance businesses in automotive industry).• Improve and standardize data acquisition.• Free up existing staff to be more involved with quality of
tasks performed and overall product on the street.
Full implementation of planned maintenance activities.
Impact on Support Departments Create automated interdepartmental
interface to work order system, provide for reasonable pre-notification of impending maintenance activity.o Reduce reliance on last-minute parts acquisition
procedures which are overused and less accountable than standard storeroom procedures.
o Reduce number of mechanic trips to storeroom window.
Impact on Support Departments Review facility (production plant)
capabilities, upgrade as necessaryo Determine “Choke Points” where out-of-
service equipment could impact. maintenance productivity.• Hoists, Dynamometers• Electrical Service• Portable Diagnostic Test Equipment for Field
Maintenance functions
Program Risks Risks
o Pre-programmed maintenance outline is fatally flawed at it’s inception• Assumptions on component life cycles erroneous• Missed or non-addressed components
Addressing risko Monitoring of existing system reports
• Service delays• Road calls• Customer complaints
o Implement mean distance between failure measure.• Specific to unit and subsystem
Other Performance Monitoring Sources
Negative Contacts, Equipment, Bus/Van/Railo Compiled by Customer Service Department
Monthly Road-callso From Transit Operations
Subsystem Mean Distance Between Failure Analysiso New measure under development
Financial Performanceo Corporate financial statements
Anticipated Program Rewards Vehicle maintenance expenses become
more predictable Improved “curb appeal” and quality in
passenger compartment Predictable vehicle reliability over entire
life cycle Improved maintenance productivity
without significant increase in costs
0
20000
40000
60000
80000
100000
120000
1 2 3 4 5 6 7 8 9 10 11 12 13
DO
LLA
RS
PLAN YEAR
HISTORICAL COST PER BUS IN DOLLARS PLAN COST PER BUS IN DOLLARS
0
10000
20000
30000
40000
50000
60000
70000
1 2 3 4 5 6 7 8 9 10 11 12 13
DO
LLA
RS
PLAN YEARMS PLAN
Key Issues Near term
o Review per-unit replacement schedule, develop interim maintenance programs to extend service life as necessary.
o Resist temptation to reduce maintenance costs in short term.
Long termo “Right Sizing” of human assets between maintenance
work-sites could cause changes in location of jobs.o Current information often lacks sufficient detail. Data
acquisition sources and content require additional review.o Analytical skills development needed in Supervisory Staff.o Increase coordination between capital and operating
expense plans.
Potential Bus Replacement Scenarios
0
50
100
150
Qty
Rep
lace
d
500K Repl./Ill 12 year 500K Repl Forced 10%
Bus Replacement Cash Outlay Options
$0 $5 $10 $15 $20 $25 $30 $35 $40
Proj
ecte
d Ex
pend
itur
e
(In
Mill
ions
)
Year Expended
Plan 1 Plan 2 Forced
04/10/23
MetroBus Road Call Analysis
State Of Good Repair Key Indicators Measurable
o Improved MDBFo Lower maintenance cost per operated mileo Improved fuel economyo Fewer passenger complaints against rolling
stock
State of Good Repair Lagging Indicators
Less training on equipment, more training on system
Existing staff has more “research” timeo “Isolated Failures” are really fleet problems
that haven’t drawn attention to themselves….yet!• This will lead to detailed study of apparent
minutia…. But let it go. You never know where it will lead.
State of Good Repair Lagging Indicators
Improved Test Procedureso System and Subsystem certifications.
Newest Fleet is averaging no more than 10% above fleet average annual miles operated.o Oldest fleet is conversely averaging less
than 10% below fleet average.
State of Good Repair Lagging Indicators
Time in Shop is Dramatically Reducedo Buses in the shop are there for scheduled
activities.
No more Maintenance “Campaigns”o Updates / Modernizations slotted into most
practical maintenance cycle.• Fleet achieves conformed state.
Tremendous Savings in parts cost.
State of Good Repair Lagging Indicators
With a little coaching…A TEAM is Borno Intermodal or inter-garage competitiveness
replaced with an ongoing discussion about best practices.
o Union personnel picking from one location to another find identical tools, procedures and practices in place.
o Mechanics are more prepared to become supervisors, supervisors are more promotable.
State of Good Repair - Coaching Tips Develop One Common Measure for All
Managers – Incorporate into Evaluationso Modal or garage-level measures still
necessary and important but are a lesser measure.
State of Good Repair - Coaching Tips Rotate Key Manager Assignments
o Central Repair Area Supervisors learn the impact of their teams’ work on finished product.
o Garage Supervisors assigned to Central Repair learn the level of difficulty involved in meeting the customer expectation.
Eliminate “It was Good When I Had It!”
“Inspect to Fail = Expect to Fail”
