Maintenance Management Flashcards
(101 cards)
1
Q
Questions
A
Answers
2
Q
1.1.1 What are the various actions associated with vehicle maintenance. (p. 8)
A
- inspection
- lubrication
- adjustment
- cleaning
- testing
- replacing components that have failed or are on the verge of failure
3
Q
1.1.2 Define preventive maintenance (p. 8)
A
- Care and servicing by personnel for the purpose of maintaining equipment and facilities in satisfactory operating condition by providing for systematic inspection, detection, and correction of incipient failures either before they occur or before they develop into major defects.
- Maintenance, including tests, measurements, adjustments, and parts replacement, performed specifically to prevent faults from occurring
4
Q
1.1.3 Define demand or breakdown maintenance. (p. 8)
A
Maintenance that is unscheduled
5
Q
1.1.4 Define motor vehicle maintenance, (p. 9)
A
On a scheduled, periodic basis, which is called preventive maintenance (PM),
or
On an unscheduled basis, which is referred to as demand, or breakdown maintenance
inspection, lubrication, adjustment, cleaning, testing, and replacing components that have failed or are on the verge of failure
6
Q
1.1.5 What impact does lack of maintenance have on the vehicles? (p. 9)
A
- The life-span of the vehicles will be reduced, requiring their replacement or that of their more costly systems/ components at a date earlier than should be expected
7
Q
1.1.6 What impact does lack of maintenance have on the drivers? (p. 9)
A
1 Employees using the vehicles will be greatly inconvenienced,
2 Their productivity will drop
3. A work backlog will invariably develop and the vehicle maintenance personnel may be blamed
8
Q
1.1.7 What impact does lack of maintenance have on the vehicle maintenance department? (p. 9)
A
The workload of the maintenance department will be characterized by extreme peaks and valleys, requiring overtime or temporary help to reduce the peaks.
During the valley periods, portions of the maintenance workforce will be idle.
9
Q
1.1.8 What impact does lack of maintenance have on budget forecasting? (p. 9)
A
Fleet managers will be unable to forecast maintenance budget, not only from a personnel aspect, but from an outlay of cash of parts and supplies
10
Q
1.1.9 What impact does a thorough maintenance program have on vehicle remarketing?
A
Those with accurate, proven PM records may sell for more than those without
11
Q
1.2.1 What are the two major components of a PM program?(p. 10)
A
- checklist of maintenance actions that need to be performed periodically
- interval or frequency with which these actions are performed
12
Q
1.2.2 List six principal sources for determining maintenance actions. (p. 13)
A
- Manufacturer’s list of recommended maintenance actions.
- In operator’s manual or in the service manual.- the frequency with which they should be performed are given for “normal” service.
- Our past experiences comprise the second source for developing our checklist,
- We may very well wish to modify the manufacturer’s recommended actions by adding to the list, or changing it in some way. For example, vehicles used for inter state highway, long distance driving will require a different set of criticism than vehicles used only in local areas.
- The operating environment of our vehicles is also essential.
- If our equipment is to be operated in a very dusty climate, we may wish to remove and replace air filters and change oil more frequently.
- Records of unscheduled maintenance should be examined.
- Hopefully, we’ve been maintaining records to which we can refer that an tell us which operating systems have been giving us trouble so that these systems can be included in the checklist. Our records should consist of two parts:
a. Individual Vehicle Records
b. Vehicle Class Records
- Hopefully, we’ve been maintaining records to which we can refer that an tell us which operating systems have been giving us trouble so that these systems can be included in the checklist. Our records should consist of two parts:
- There must also be a way to distinguish an unscheduled repair from an emergency repair.
- One easy way is to make all emergency repair entries in red ink. This is important because the listing of emergency repairs to trouble-prone systems constitutes the fifth source of information for developing our checklist.
6 Even a fleet comprised mostly of light duty vehicles may have a significant number of vehicles where mileage standards are not reflective of use.
- For instance, police vehicles, taxis, facility maintenance vehicles and shuttle buses are examples of light duty vehicles that do not have original equipment manufacturer’s hour meters but accumulate a high number of idle hours.
13
Q
1.2.3 What are two primary factors for determining service intervals? (p. 12)
A
Mileage and Idle or not
14
Q
1.2.4 When would fuel consumption be the preferred factor for determining PM interval? (p. 14)
A
Vehicles that incur significant or regular idle time, but are not equipped with hour meters (most light duty vehicles)
15
Q
1.2.5 Why would fuel consumption be important to PM scheduling? (p.14)
A
Fuel transactions for all fleet vehicles are metered by the dispenser and should be uploaded to fleet management software that tracks cumulative fuel consumption.
The software can trigger scheduling a PM at a preset number of gallons or liters consumed
16
Q
1.2.6 How does a good PM program impact warranty recovery? (p. 12)
A
- It is important to establish a service pattern that meets all of the manufacturers’ requirements to protect the vehicle’s warranty and incorporate checks for potential problem areas in the fleet.
- Failure to follow manufacturer guidelines may result in loss of warranty and/or loss of goodwill warranty policy adjustments beyond standard warranty parameters
17
Q
1.2.7 What is the objective of predictive maintenance? (p. 15)
A
Maximize vehicle availability and minimize total fleet maintenance cost
18
Q
1.2.8 What financial impact does maintaining to severe service levels vs. normal levels have p 14
A
Severe Levels cost more
19
Q
1.2.9 What regulatory agency requires an annual inspection for commercial vehicles?
A
Federal Motor Carrier Regulations (FMCSR)
20
Q
1.3.1 Identify three benefits of properly maintained tires. (p. 77)
A
• Improve fuel economy;
• Extend tire life;
• Provide better vehicle handling;
• Help to prevent avoidable breakdowns and collisions; and
• Reduce exhaust emissions that contribute to environmental, health and climate change problems.
21
Q
1.3.2 What tire condition increases rolling resistance, reduces tread life, and increases fuel consumption? (p. 78)
A
Underinflation
22
Q
1.3.3 What tire condition results in reduced grip on the road, harsh ride, handling issues and increased wear on the tires? (p. 79)
A
Overinflation
23
Q
1.3.4 Where on a vehicle is the tire information label usually located? (p. 80)
A
tire information label, which is usually attached to the edge of the driver’s door, the door post, the glove box or the fuel door
24
Q
1.3.5 Where are the tread wear indicators located? (p. 81)
A
(1.5 mm or 2/32 of an inch in depth)
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1.3.6 How is the aspect ratio of the tire defined? (p. 86)
Ratio of the height of the sidewall to the width , expressed as a percentage
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1.3.7 Identify four engine oil functions. (p. 9)
- Reduce friction in bearings, gears, and valve train
- Protect against corrosion of all engine parts
- Suspend contaminants such as sand, dirt, soot and metals
- Cools by Transferring heat from engine parts * neutralize acids
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1.3.8 Who defines engine oil viscosity ratings? (p. 9)
Society of Automotive Engineers SAE J300 Engine Oil Viscosity Classification System
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1.3.9 What grade of oil should be used in a vehicle? (p. 9)
Lower the Temp, lower the number
5W-20 or 5W-30 oil for colder temperatures, with a 10W-30 oil as optional for higher ambient temperatures
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1.3.10 How often engine tune-ups are typically required? (p. 22)
10-12K Miles for older
100,000 for new
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1.3.11 How often should cooling systems be service? (p. 16)
Anually
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1.3.12 Identify three benefits related to anti-lock braking systems. (p. 13)
• While the original costs were extremely high, the amounts of parts required have been substantially reduced resulting in much lower cost.
• ABS allows your vehicle to stop in a straight line giving you more control of your vehicle.
- Max Vehicle performance
- Increased vehicle control
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1.4.1 Define the “Warranty” as it applies to vehicle manufacturers. (p. 12)
expressed written guarantees by manufacturers and vendors that ensure that their products and/or services will be covered for a given time or mileage period
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1.4.2 How does performing warranty work in-house save money? (p. 12)
Warranty repairs that may not have been previously claimed (light bulbs, batteries, minor repair) may now be more convenient to submit warranty recovery claims which will further contribute to savings for the end user.
opportunity for savings may be gained by a reduction in vehicle transport costs
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2.1.1 Understand downtime and how it effects operations. (p. 93)
When vehicles are needed but aren’t available -- the definition of effective downtime -- then there is no value being generated to offset the cost of the investment
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2.1.2 Identify several strategies to use when service demands increase. (p. 93)
• Lower Service Levels
• Add Capacity with a New/Expanded Facility
• Added Staff & Shifts
• Out-source/Out-task Supplementation
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2.1.3 How can Fleet Information Management Systems improve service and dependability? (p. 94)
Accurately coding work in the manner described in the example above allows the cost and down-time for various types of scheduled and unscheduled work to be tracked separately.
It also permits follow-up action and trend analysis over time to occur.
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2.1.4 What is the difference between Preventive and Predictive Maintenance? (p. 94)
Preventive maintenance (PM) is defined as services and/or checks scheduled based on measurable intervals which are designed to keep vehicles and equipment functioning properly.
Predictive is used to plan ahead
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2.2.1 When should the decision to perform a function in-house or out-source be made?
When determining how to structure your fleet
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2.2.2 Identify the factors that might influence your decision to out-source a function. 101
Lowest cost
Highest quality
Speed
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2.2.3 Identify how to measure technician productivity. (p. 103)
Establish- ing and refining these standards can be an arduous task but it is necessary. “Book times” for light- duty vehicles are readily available in various guidebooks and on-line guides accessible through subscription.
Job times for medium- and heavy-duty chassis are also increasingly available from these sources.
Job times for truck bodies, ancillary equipment, specialty vehicles, and off-road equipment are more difficult to determine. In many cases fleets can acquire times allowed for warranty repairs by the manufacturer and use those
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2.2.4 Understand the factors that influence a decision to outsource a shop operation.
Depends on who can do the job for the lowest cost, highest quality, and/or quickest.
Specialty work should usually be outsourced because the vendor can probably beat the shop on cost, quality and speed.
When the shop has a backlog, it is probably wise to outsource some work if the quality is comparable and the customer will get it back quicker even if the direct cost is a little higher.
Don’t forget that there is an opportunity cost to effective downtime which must be considered in the overall customer satisfaction equation.
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2.3.1 Understand how to construct a flow chart and why it is an important tool. (p. 105)
Constructing a flow chart involves the following main steps:
1. Define the process and identify the scope of the flow diagram.
2. Identify project team members that are to be involved in the construction of the process flow diagram.
3. Define the different steps involved in the process and the interrelationships between the different steps (all team members should help develop and agree upon the different steps for the process).
4. Finalize the diagram, involving other concerned individuals as needed and making any modifications necessary.
5. Use the flow diagram and continuously update it as needed.
Flow charts are an important tool for the improvement of processes
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2.3.2 Understand how to design and use a Standard Operating Procedure? (p. 112)
SOPs should be written in a concise, step-by-step, easy-to-read format.
SOPs should be written with sufficient detail so that someone with limited experience with or knowledge of the procedure, but with a basic understanding, can successfully reproduce the procedure when unsupervised.
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2.3.3 Know how to prepare for and respond to emergencies. (p. 122)
Emergency Response Plan (ERP) or Business Continuity Plan (BCP) organized into various sections based on emergency responsibilities and implemented through an Emergency Operations Center (EOC).
The EOC is usually organized into functional sections or teams patterned on the National Incident Management System (NIMS).
These areas are:
• Policy Group – Responsible for overall policy recommendations and decisions.
• Management – Responsible for the overall emergency direction and coordination.
• Planning and Intelligence – Responsible for collecting, evaluating, and disseminating information; developing the organizational level action plan in coordination with the EOC and maintaining documentation.
• Operations – Responsible for coordinating departmental response to the emergency through implementation of the organizational action plan.
• Logistics – Responsible for providing facilities, services, personnel, equipment and materials.
• Finance – Responsible for financial and administrative activities not assigned to other functions.
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2.3.4 Understand how labor rates are constructed. (p. 120)
Employees who generate billable hours as a mechanism to recover all costs associated with their activities can use a labor rate
- costs typically include the billable employee’s salaries and benefits, other administrative and personnel overhead costs to support the operations, utilities, maintenance of infrastructure, environmental, and any infrastructure capitalized costs (such as buildings, furniture, equipment, storage shelves, etc) amortized over its life expectancy
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2.3.5 Understand the Cost Allocation Spectrum. (p. 131)
Differentiates between knowing costs, allocating costs and billing for costs.
- - With this is mind, the positions identified on the spectrum can be further described as follows:
• Position A organizations do not track the costs of fleet operations. Fleets are given a central budget, pay the bills as they occur and are not overly concerned with recovering these costs from customers, or even having full knowledge of what these costs are. This might be the case for a very small fleet where the costs of tracking expenses outweigh the
value gained.
• Position B fleets operate in a similar fashion except that they know the majority of their costs. For a variety of reasons, they fund these costs centrally and do not allocate them to customers.
• Position C fleets know their costs and allocate them to customers, but do not recover from their customers by billing.
• Position D fleets know and allocate operating costs and bill customers for them. They operate a general (capital) fund for vehicle replacement.
• Position E fleet departments know, allocate and bill for the majority of operating and capital costs related to fleet.
• Position F fleets have a comprehensive system that tracks even incidental and all over head costs. These are allocated or charged to customers through a variety of rates and/or surcharges that will be discussed in the next chapter.
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2.3.6 Know the three fund structures. (p. 131)
General fund: fleet department receives an annual budget allocation to cover costs of fleet operations
Internal service fund: financing of goods and services provided by one department or unit to other departments or units of the same organization on a cost reimbursement basis.
Enterprise fund: main distinction between an internal service fund and an enterprise fund is that in the case of the latter, at least some of the customers are external
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3.1.1 What is the RCRA? (p. 219)
The Resource Conservation and Recovery Act: The US primary law governing the disposal of solid and hazardous waste
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3.1.2 What are RCRA three programs? (p. 219)
• The solid waste program, under RCRA Subtitle D, encourages states to develop comprehensive plans to manage non-hazardous industrial solid waste and municipal solid waste, sets criteria for municipal solid waste landfills and other solid waste disposal facilities, and prohibits the open dumping of solid waste.
• The hazardous waste program, under RCRA Subtitle C, establishes a system for controlling hazardous waste from the time it is generated until its ultimate disposal – in effect, from “cradle to grave”.
• The underground storage tank (UST) program, under RCRA Subtitle I, regulates under ground storage tanks containing hazardous substances and petroleum products.
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3.1.3 What is Hazardous waste? (p. 219)
A solid waste that has been listed in the RCRA regulations or has one of four hazardous characteristics: corrosivity, reactivity, ignitability, or toxicity
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3.1.4 What are the Clean Water and Clean Air Act? (p. 221)
Clean Water Act: Growing public awareness and concern for controlling water pollution led to enactment of the U.S. Federal Water Pollution Control Act Amendments of 1972. As amended in 1977, this law
- Clean Air ACT The U.S. Clean Air Act (CAA) is a number of pieces of legislation relating to the reduction of smog and air pollution in general. The original CAA was signed into law in 1955 and then replaced by the Air Quality Act of 1967, which was considered the first modern environmental law became commonly known as the Clean Water Act. The Act established the basic structure for regulating discharges of pollutants into the waters of the United States
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4.1.1 Identify the advantages with just-in-time inventory. (p. 346)
1. JIT - Pars arrive "Just in time" - Keep minimal inventory in stock
- Allows for lower capital be be invested
- Savings from JIT are realized in areas such as carrying costs, ordering costs and other investment opportunities
IQR - Technique for measuring overall performance
EOQ: Ideal quantity of parts to have On-hand
- Finance balance between costs.
- processes or systems should never interfere with production schedules but rather support them.
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4.1.2 Define ABC classification (p. 347)
Sorts items based on anticipated use and dollar value - ABC classification sorts items based on the anticipated use and dollar value.
“A” category items 30% of inventory represent the most expensive items. - Stocking these items represents a substantial expense to the organization. - As an example, many small to mid-sized fleets would not stock engines and transmissions because of their high per unit cost.
"B" classification represent 20% to 30% of the items a parts operation would stock.
- Typically items stocked in this category might be batteries, brake rotors and alternators.
Items in the “C” category represent the remainder of the items to be held in inventory.
-These items usually tally up to be less than one quarter of the inventory in terms of dollars. - Typically “C” type items are those which might be ordered to cover several months’ worth of stock. Paper products, window cleaner, and key blanks are items that maybe represented by the “C” category.
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4.1.3 When is it appropriate to use the Economic Order Quantity Method? (p. 347)
Used to find a financial balance between the lowest ordering cost and the carrying cost.
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4.1.4 Define carrying costs? (p. 347)
Personnel, insurance on inventory held,
- the cost of ware- housing
- taxes
- interest on the inventory if it is financed,
- if the inventory is not financed there is an opportunity cost for investment,
the cost of utilities
- depreciation of items such as racks and bins and material handling equipment.
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4.1.6 Understand the differences with FIFO, LIFO and moving averages. (p.348)
• Last In, First Out (LIFO) - meaning the most recent price paid for this item would be the price charged against the work order.
• First In, First Out – (FIFO) meaning the price of the oldest part in stock is the price charged against the work order.
• Moving Average – meaning the average price of those items held as stock is charged. As an example, three oil filters purchased at different times for
different prices would be totaled and divided by three to arrive at a price for the filter. Each time a filter is replaced the average price changes as does the cost for the filter charged to the work order.
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4.1.7 Determine how to benchmark inventory. (p. 355)
Turnover indicates the dollar amount of sales or usage generated by each $1 of assets.
Calculate this by dividing the inventory parts sold (i.e. not agency or company non-stock parts) by the value of the inventory.
This statistic should be a minimum of 3-4 for a fleet organization.
example if a fleet operation during a twelve (12) month period issued $100,000 of stocked parts and the average annual inventory for the same period was $200,000 this would result in an inventory turnover of 1:2.
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5.1.1 Understand the process of Benchmarking and why it is important. (p. 362)
Benchmarking is the process of comparing performance with other organizations, identifying com- paratively high performance organizations, and learning what it is they do that allows them to achieve that high level of performance Benchmarking has the potential to create value by:
• Focusing on areas of performance within an organization which require improvement.
• Identifying ideas from other organizations which may assist in improving performance.
• Creating an agreed strategy on how to move an organization forward.
• Making more informed decisions based on improved knowledge of potential performance
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5.1.2 What are the seven steps in the Benchmark Process? (p. 362)
1. Define Objectives
2. Define Performance Measures
3. Collect Data and Measure performance
4. Evaluate conditions and practices
5. Survey Peers
6. Compare Practices
7. Engineer processes
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5.1.3 What is the difference between Benchmarking and key performance indicators (KPI’s)? (p. 365)
While benchmarking is a process used in management to evaluate certain aspects of processes in relation to industry best practices,
Performance metrics can be defined as a system of parameters or ways of quantitative and periodic assessment of a process that is to be measured, as well as the system to carry out and assess such measurements. Typically, metrics are specialized and cannot be used for benchmarking purposes outside of the domain for which they were created.
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5.1.4 Understand how to tailor KPI’s to your audience. (p. 366)
1. look at your maintenance operation and determine what areas need to be measured.
2. Use your existing fleet data to calculate as many of these measures as possible in order to define a baseline of fleet performance as it stands today.
3. Finally, define the data collection and reporting mechanisms necessary to fully implement an ongoing program of performance measurement.
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5.1.5 Understand how effectiveness is measured and ways to present the information. (p. 368)
Performance Monitoring system
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5.1.6 What does an exception report do? (p. 370)
Exception reporting is a means to leverage computing power to help with the task of monitoring
data accuracy as well as operational performance.
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6.1.1 What factors are fueling the maintenance outsourcing trend? (“p. 395)
• Limited Scope of Repairs -A shop may have technicians who do superb preventive maintenance functions but are not equipped to handle engine and transmission repairs
• All Repairs - contracting with a local garage may be consistent with your organization’s culture.
• Repairs that require specialized tools, Skills, or Facility
• After-Hours & Emergency requests
• Repairs With a High Liability Risk
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6.1.2 Explain how maintenance related regulations can contribute the decision to outsource. (p. 397)
Body work • With all of the regulations governing body shops, this specialized area is one which is attractive to outsource.
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6.1.3 How can leasing companies make sense in outsource maintenance? (p. 397)
If the coverage area spans an entire state or multiple states, considering a maintenance management or a fleet leasing company that handles maintenance on a national level is necessary.
Some fleet maintenance companies and small leasing companies offer ancillary services that help to control and manage costs.
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6.1.4 Identify three situations where out-tasking to commercial vendors makes sense. (p. 396-397)
1. Repairs that Require Specialized Skills, Tools or Facilities
2. After-Hours and/or Emergency Requests
3. Repairs With a High Liability Risk
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6.1.5 Why are service level agreements (SLA) a good idea? (p. 398)
Measure performance
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6.1.6 Identify one key to using reports for maintenance audit and verification purposes.
Good Data
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6.1.7 What elements will be looked at when auditing a fleet maintenance program?
• Identifying maintenance trends
- For example, if transmissions are dying, identify the product or product line and approach vehicle manufacturers for support.
• Goodwill adjustments
- Goodwill adjustments are made by vehicle manufacturers after the expiration of the warranty. Factors that may influence the amount of reimbursement are: size of fleet, composition of fleet, extent of the issue, miles beyond the warranty, preventive maintenance records, shop where repairs were made (dealer vs. non-dealer).
• Second opinions
- Occasionally asking for a second opinion will provide valuable information for your fleet, especially if you identify trends for particular shops replacing specific parts. Sometimes shops have specials on repairs and offer bonuses to technicians for selling those repairs. Sometimes shops outsource major repairs which will add time and cost to your fleet.
• In/Out of Network Repairs
- Maintenance providers have a network of shops with which they work on a regular basis. Discounts, which benefit you, have been established with these shops and they become part of “the network”. When shops that are out of this network are used, providers often add a fee. Educating your drivers is an excellent way to fix this problem quickly.
• If you give your service provider a threshold for repair dollars, be sure to note any multiple invoices. Repairs can be spread over two or more invoices which individually would not require approval from the fleet department.
• Analyze warranty repairs to verify that your organization is not being billed for repairs done at maintenance/repair shops instead of dealers where your cost would be up to any deductible amount.
• Audit warranties on parts to identify any replacement of parts that are under warranty, but for which you have been charged. This can be difficult and time-consuming to do. Try to determine the extent of the problem and the value of the exercise.
• Parts
- Ask for the return of the parts that were replaced for an analysis. You may have a staff member who can analyze these parts to determine if they required replacement; otherwise, ask a NAFA Member with this expertise or use a local repair facility.
• 3-Strike Rule
- Establish your own or use your provider’s list. This is a simple, but effective rule. Three unsatisfactory repairs, and the shop is not used for a specific period of time; this could range from one to three years depending on the issue
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6.1.8 Know the best practiced in vehicle maintenance. (p. 399)
1. Understand the use of your vehicles : meet with drivers to understand their job function, ride with assigned drivers for a day, visit field offices, etc.
2. Optimize vehicle selectors
- Understand vehicle specifications, design, OEM options, incentives, truck engineering and cargo limits. Vehicle design can impact driver
ergonomics.
3. Create a driver handbook that includes requirements for maintaining the vehicles in your fleet. Have the handbook reviewed by the Legal, Human Resources, Field Operations and Fleet Departments. Some of the topics to cover in the handbook are:
o Driver walk-around inspections (see sample form elsewhere in this guide)
o Strong preventive maintenance program and schedule that are easy to
follow
o Process to obtain maintenance authorizations
o Driver responsibilities for maintaining the vehicle
o Contact information for drivers
o Consequences for drivers if they do not follow your written policies
o Positive reinforcement for maintaining vehicles
o Warranty work
o Car washes/vehicle detailing
o Emergency roadside assistance
o Rental vehicles
o Towing
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6.1.9 Understand the Right-to-Repair Act.” (p. 400)
The Motor Vehicle Owners Right to Repair Act of 2007 would require the manufacturer of a motor vehicle sold, leased, or otherwise introduced into U.S. commerce to:
(1) provide to the vehicle owner and service providers all information necessary to diagnose, service, maintain, or repair the vehicle;
(2) offer for sale to consumers and service providers any related tool or equipment
(3) provide the information necessary to enable aftermarket tool companies to manufacture tools with the same functional characteristics.
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7.1.1 Define the five step VE/MRI process. (p. 410)
Step 1 – Place vehicles in classifications and count them.
Step 2 – Count maintenance hours expended by vehicle classification for a given period of time.
Step 3 – Normalize the fleet by setting a base vehicle classification and
ranking all others relative to it based on maintenance hours expended.
Step 4 – Calculate vehicle equivalents using total vehicles in a class and the maintenance repair factor determined earlier.
Step 5 – Determine estimated staffing levels
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7.1.2 Determine the correct staffing level and bays (p. 413)
Example fleet of 322 actual vehicles we have 696 vehicle equivalents.
Based on six hours expended per VE, we need 4,176 man hours, which are theoretically three technicians with some overtime thrown in during peak periods.
Based on 1.5 bays per light-vehicle technician and 2.0 bays per heavy- vehicle technician, we will need five or six bays, assuming our parts operation is up to snuff and we use commercial contractors for some major
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7.1.3 Understand you Fleet Organizational structure? (p. 415)
Functional - Grouping Jobs according to Functions of the Organization.
* Works best when the environment the org faces is stable,& Tight control is required.
* President
- VP Production - VP finance - VP Marketing - VP R&D - VP HR
Product - Grouping by Jobs associated with particular product
* Gives flexibility to develop specific strategies for different products
- VP Detergent DIV - VP tooth paste Div, etc..
Customer - Grouping in a way that services customer needs
* can be costly if large staff required
- VP Prduction - VP Finance - VP Marketing - VP R&D - VP HR
subcat - Sales Manager consumer Goods - Sales Manager Industrial Goods - Sales Manager Gov.
Geographic - Grouped based on defined territories
- Useful when wildly dispersed
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7.1.4 Identify the steps needed to hire personnel? (p. 420)
1. Validate Job announcement / description / requirements: some organizations use a committee for this process
2. Establish screening process (help from HR) FM is ultimately responsible
3. Recruit * skilled employees are less likely to come looking for you
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7.1.5 Identify the several different training programs. (p. 422)
1 Colleges / trade school
2. Targeted on-site courses
3. manufacturer schools
4. Vendor Training
5. work study/ internship
6. Self Study Certification
7. OJT Training
8. Train - the-trainer
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7.1.6 Understand Fleet certifications. (p.423)
1. Technician Cert programs
2. National Institute of Automotive Service Excellence ( associated with NAFA)
- 80% certified staff= Blue seal of Excellence
3. Red Sea (Canada)
4. EVT (specialized vehicles)
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Tips on inventory management
Focus on PM Needs
Do not stock parts that are readily available
Select Vendors based on quality and reliability
Frequently used parts should be available 90% of the time
Inventory turns greater than 4 times / year
Parts available prior to vehicle entering shop
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Outsourcing Maintenance Pro's and Con's
Pros: Consistent price - Large geographic area - Standard procedures - certified Technicians - Authorization - Flexible payment
Cons: Profit motivated - Limited scope - premature replacement
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Choice of partner governed by Fleet size
Small Fleet - May outsource to local garage - Large Fleet: FMC
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Factors to Determine which functions to Outsource
Skill level of Techs - Parts Avilablity - Total cost of Service - Frequency of Repairs and hours of Operation 8 A shop may have techinicians who do superb PM functions but cannot handle repairs
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Maintainence Staffing Anaylis
Vehilce Equivilicency Unit Anaylysis * Breakdown a Diverce Fleet - Allows " Apples to Apples: comparisons - Assumes 1.5 repair bays for lighy-duty tech and 2. for Heavy Duty
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Calculate MRFS ( Maint Repair Factor Score
Example: 1 Sedan Requires 6hours / year & 1 Pickup Requires 9hr / Year : MRF = 9/6 = 1.5
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Centralization is Key why?
Reduce staff - Shortcuts for technicians due to farmiliarity - Elianates shop tool / equiment duplication - Allows for greater cross Training - Reduces Inventory costs - Reducesed Facility costs - Techs become Specialists
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Most common basis for Structuring and organization
1. Function 2. Product 3 Customer 4 Geographic location
87
Your fleet consists of several police cars that spend long hours of idling; therefore, your PM
schedule for them should be based on:
Fuel
88
You have a hierarchal PM program in place (A, B, C, and D) and one of your technicians
tells you that the vehicle he is working on has exceeded the C service by 2500 miles but isn’t
due for the D service for another 1500 miles. Which is the appropriate next step?
Do both
89
One of your drivers comes in with the tires on their car worn in the center of the tread but the
outer edges appear to be fine. The most logical cause of this condition is that:
Overinflation
90
What is the main purpose behind an ASE certification designation
Pending
91
A fleet of vehicles is made up of the vehicles listed below with the maintenance repair factors
(MRF) given. Each MRF represents an average of six annual hours of labor. The planned
annual productive time for this fleet’s technicians is 1,415 hours.
Vehicle Class Quantity MRF
Sedans 200 1
Pick-ups 100 1.5
Dump Truck 30 3.5
Sweeper 10 8
Garbage Truck 20 12
(MRF) given. Each MRF represents an average of six annual hours of labor. The planned
annual productive time for this fleet’s technicians is 1,415 hours Using vehicle equivalency methodology, how many technicians do you need to support this fleet?
Pending
92
A fleet of vehicles is made up of the vehicles listed below with the maintenance repair factors
(MRF) given. Each MRF represents an average of six annual hours of labor. The planned
annual productive time for this fleet’s technicians is 1,415 hours.
Vehicle Class Quantity MRF
Sedans 200 1
Pick-ups 100 1.5
Dump Truck 30 3.5
Sweeper 10 8
Garbage Truck 20 12 Using vehicle equivalency methodology, how many bays do you need to support this fleet?
Pending
93
If a mechanic has two paid weeks (10 days) vacation, 9 paid holidays, 2 paid breaks of 15
minutes per day and is allocated 30 minutes per day for cleanup and other items what is their
expected productive hours per year?
Pending
94
All but one of the following answers are valid reasons for adding technicians
Pending
95
Valid Reasons for adding Technicians
Pending
96
You have 15 tractors and 51 trailers and traditionally you do all your own maintenance
however one of your two mechanics just gave their resignation. Which would be an
advantage of outsourcing at this point?
a. Your span of control will increase.
b. The cost of maintenance will remain about the same.
c. Truck technicians are increasingly hard to find.
d. You can better control your costs
Pending
97
A fleet manager with an internal repair and maintenance operation is considering adding a
second shift of employees. What is an advantage of adding a second shift to a maintenance
facility?
Pending
98
Technician productivity is the third most critical performance metric to measure in a fleet
maintenance and repair operation. What are more important?
Pending
99
In the inventory quality ratio method, parts go through a life-cycle of their own. The first
stage is the introduction stage. This is immediately followed by the:
a. Growth stage
b. Maturity stage
c. Full-use stage
d. Building stage
Pending
100
A Fleet Manager for a trucking firm would like to determine whether their fleet operations
are operating in the most efficient manner. One tool available to help with this process is
benchmarking against their peers. In order to accomplish this benchmarking, what is the first
step that needs to be taken?
a. Collect data
b. Define objectives
c. Evaluate conditions
d. Measure performance
Pending
101
Benchmarking in the first step is defined into three items. Which one comes later?
a. Performance measure
b. Objective
c. Performance attribute
d. Evaluate conditions
Pending
