Maintenance Management Flashcards

1
Q

What are the various actions associated with vehicle maintenance.

A

Inspection, lubrication, adjustment, cleaning, testing, and replacing components that have failed or are on the verge of failure. These actions can be performed either on a scheduled, periodic basis, which is called preventative maintenance or on an unscheduled basis which is referred to as demand, or breakdowns maintenance.

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2
Q

Define preventive maintenance

A
  1. The 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. 2. Maintenance, including tests, measurements, adjustments, and parts replacements, performed specifically to prevent faults from occurring.
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3
Q

Define demand or breakdown maintenance.

A

Maintenance performed on an unscheduled basis

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4
Q

Define motor vehicle maintenance.

A

Motor vehicle maintenance consists of the following actions: inspection, lubrication, adjustment, cleaning, testing, and replacing components that have failed or are on the verge of failure.

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5
Q

What impact does lack of maintenance have on the vehicles?

A

If maintenance is not performed on a periodic basis, 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. If PM activities are not thoroughly performed, vehicles will be prone to more frequent breakdowns

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6
Q

What impact does lack of maintenance have on the drivers?

A

Employees will be inconvenienced, productivity will drop, work backlog will develop and the vehicle maintenance personnel may be blamed.

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7
Q

What impact does lack of maintenance have on the vehicle maintenance department?

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. When it becomes necessary to use a pool or rental vehicle to replace a downed fleet vehicle, the fleet will consume additional resources.

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8
Q

What impact does lack of maintenance have on budget forecasting?

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.

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9
Q

What impact does a thorough maintenance program have on vehicle remarketing?

A

When the time comes to replace vehicles, those with accurate, proven PM records may sell for more than those without.

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10
Q

What are the two major components of a PM program?

A

A checklist of maintenance actions that need to be performed periodically and the interval or frequency with which these actions are performed.

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11
Q

List six principal sources for determining maintenance actions.

A
  1. Manufacturer’s list of recommended maintained actions. 2. Our past experiences. 3. Operating environment. 4. Records of unscheduled maintenance, individual vehicle records and vehicle class records. 5. List of emergency repairs to trouble-prone systems. 6. Pattern of unscheduled/emergency repairs.
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12
Q

What are two primary factors for determining service intervals?

A

Odometer or time.

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13
Q

When would fuel consumption be the preferred factor for determining PM interval?

A

For vehicles that incur significant or regular idle time but are not equipped with hour meters.

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14
Q

Why would fuel consumption be important to PM scheduling?

A

Tracked consumption can trigger scheduling a PM at a preset number of gallons or liters consumed. Needs to be real time data in order to accurately project scheduling.

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15
Q

How does a good PM program impact warranty recovery?

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. It also helps keep track of items that are eligible for recovery and then be able to recover for them.

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16
Q

What is the objective of predictive maintenance?

A

Perform services/component replacement before failure occurs, minimize downtime. Balance slightly higher pats costs for overall lower labor costs.

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17
Q

What financial impact does maintaining to severe service levels vs. normal levels have?

A

Severe is more expensive.

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18
Q

What regulatory agency requires an annual inspection for commercial vehicles?

A

Federal Motor Carrier Regulations (FMCSR) require annual inspections for vehicles or trailers with gross vehicle weight or combined gross weight greater than 10,000 pounds and involved in interstate transportation.

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19
Q

Identify three benefits of properly maintained tires.

A

Improve fuel economy
Extend tire life
Provide better vehicle handling
Help to prevent avoidable breakdowns and collisions
Reduce exhaust emissions that contribute to environmental, health and climate change problems.

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20
Q

What tire condition increases rolling resistance, reduces tread life, and increases fuel consumption?

A

Underinflation.

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21
Q

What tire condition results in reduced grip on the road, harsh ride, handling issues and increased wear on the tires?

A

Overinflation.

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22
Q

Where on a vehicle is the tire information label usually located?

A

Tire information is usually located on the driver’s side door or inside of the driver’s side door frame.

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23
Q

Where are the tread wear indicators located?

A

The tread wear indicator is a small raised bar that runs across the grooves of the tire tread, marking the minimum allowable tread depth.

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24
Q

How is the aspect ratio of the tire defined?

A

It is the ratio of the height of the sidewall to the width, expressed as a percentage.

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25
Q

Identify four engine oil functions.

A

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.
Assist in sealing piston rings during combustion.
Handle combustion by-products such as water, soot, gasses and acids.
Neutralize nitric, sulfuric, and carboxylic acids.
Resist thickening from thermal & oxidative breakdown
Keep metal surfaces clean by preventing sludge and varnish deposits.

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26
Q

Who defines engine oil viscosity ratings?

A

Engine Oil Viscosity grades are defined by the Society of Automotive Engineers SAE J300 Engine Oil Viscosity Classification System.

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27
Q

What grade of oil should be used in a vehicle?

A

Engine manufacturer’s recommendations should be used to determine the grade of oil to be used.

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28
Q

How often engine tune-ups are typically required?

A

Tune-up is very minimal compared to the past. Some of today’s vehicles can go 100,000 miles before a tune-up, and then it is usually just changing the spark plugs and cleaning a sensor or two.

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29
Q

How often should cooling systems be service?

A

Either 2 years/30,000 miles or if you have Dex-Cool 5 years/100,000 miles

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30
Q

Identify three benefits related to anti-lock braking systems.

A

Avoid crashes, allows vehicle to stop in a straight line giving you more control, and maximum braking performance.

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31
Q

Define the “Warranty” as it applies to vehicle manufacturers.

A

Warranties are 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.

32
Q

How does performing warranty work in-house save money?

A

In-house maintenance facilities may be approved by Original Equipment Manufacturers to perform warranty repair and submit reimbursement claims. The approval process may be rigorous. However the opportunity for savings may be gained by a reduction in vehicle transport costs. 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.

33
Q

Understand downtime and how it effects operations.

A

There is no value to the vehicle if it is not available when it is needed.

34
Q

Identify several strategies to use when service demands increase.

A

Lower Service Levels
Add Capacity with a New/Expanded Facility
Added Staff & Shifts
Out-source/Out-task Supplementation

35
Q

How can Fleet Information Management Systems improve service and dependability?

A

Allows costs and down-time over various types of scheduled and unscheduled work to be tracked, helps follow-up action and trend analysis over time, shows opportunities for improvement.

36
Q

What is the difference between Preventive and Predictive Maintenance?

A

Preventative is regular scheduled at intervals, and predictive maintenance is performed before component failure. This practice essentially sacrifices some usable life of components and replacement parts in order to prevent them from failing at an inopportune time and location.

37
Q

When should the decision to perform a function in-house or out-source be made?

A

When the operator brings in the vehicle. discuss the visit reason, review historical data on the unit in an accurate fleet information management system (FIMS), and review of the status board/screen or down list to determine the appropriate relative priority of the work and if there are necessary resources to accomplish it.

38
Q

Identify the factors that might influence your decision to out-source a function.

A

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. Skill level of techs, parts availability, total costs of service, frequency of repairs and hours of operation.

39
Q

Identify how to measure technician productivity.

A

Use direct hours, job times.

40
Q

Understand the factors that influence a decision to outsource a shop operation.

A

Current resources, availability of spares, time to complete, quality of vendor.

41
Q

Understand how to construct a flow chart and why it is an important tool.

A

A flow chart, or flow diagram, is a graphical representation of a process or system showing the sequence of steps required to create output. A typical flow chart uses a set of basic symbols to represent various functions, and shows the sequence and interconnection of functions with lines and arrows. Flow charts can be used to document virtually any type of business system, from the movement of materials through machinery in a manufacturing operation, to the flow of applicant information through the hiring process in a human resources department.

42
Q

Understand how to design and use a Standard Operating Procedure?

A

A Standard Operating Procedure (SOP) is a set of written instructions that document a routine or repetitive activity followed by an organization.

43
Q

Know how to prepare for and respond to emergencies.

A

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.

44
Q

Understand how labor rates are constructed.

A

Burdened Rates, Flat Rate, Average Rate, Trade Based Rate

45
Q

Understand the Cost Allocation Spectrum.

A

A = Don’t know costs; don’t care
B = Know most costs; general fund; no allocation or billing
C = Know costs; general fund; allocate costs but no billing
D = Know, allocate and bill operating costs; capital fund
E = Know, allocate and bill most costs; operating and vehicle depreciation expenses recovered
F = Know, allocate and bill all costs including infrastructure and outside services

46
Q

Know the three fund structures.

A

General Fund, Internal Service Fund, Enterprise Fund

47
Q

What is the RCRA?

A

The Resource Conservation and Recovery Act – commonly referred to as RCRA – is the US primary law governing the disposal of solid and hazardous waste. Congress passed RCRA on October 21, 1976 to address the increasing problems the nation faced from our growing volume of municipal and industrial waste.

48
Q

What are RCRA three programs?

A

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.

49
Q

What is Hazardous waste?

A

A solid waste that has been listed in the RCRA regulations or has one of four hazardous characteristics: corrosivity, reactivity, ignitability, or toxicity.

50
Q

What are the Clean Water and Clean Air Act?

A

The Clean Water Act also contains requirements to set water quality standards for all contaminants in surface waters. The Act made it unlawful for any person to discharge any pollutant from a point source into navigable waters, unless a permit was obtained under its provisions. 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.

51
Q

Identify the advantages with just-in-time inventory.

A

Just-in-time inventory systems are intended to keep minimal inventory in stock allowing for smaller amounts of capital to be invested. Savings from JIT are realized in areas such as carrying costs, ordering costs and other investment opportunities. Those investment opportunities may be internal or external of the company or organization. The intention of JIT is that materials or parts arrive just as they are needed.

52
Q

Define ABC classification

A

ABC classification sorts items based on the anticipated use and dollar value. “A” category items 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. Items in the 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.

53
Q

When is it appropriate to use the Economic Order Quantity Method?

A

In order to find a balance between lowest ordering cost and the carrying cost.

54
Q

Define carrying costs?

A

Carrying cost can include such items as, personnel, insurance on inventory held, the cost of warehousing, 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.

55
Q

Understand the differences with FIFO, LIFO and moving averages.

A

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.

56
Q

Determine how to benchmark inventory.

A

Inventory Turnover
Parts Obtained on Demand
Percentage of Line Items with Zero usage over the past 12 months
Cost per VEU
Value of Parts per VEU
Value of Parts in Inventory
Inventory Variance

57
Q

Understand the process of Benchmarking and why it is important.

A

Benchmarking can be used to develop an understanding of fleet conditions and performance attributes that cannot be attained through first-hand observation or second-hand information. It can provide focus to processes and performance improvement efforts. In some cases, benchmarking can allow you to zone in on underlying causes of performance deficiencies. It will help you gauge progress towards the attainment of specific goals and objectives. Lastly, it can communicate competence and competitiveness.

58
Q

What are the seven steps in the Benchmark Process?

A
  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. (Re)Engineer processes.
59
Q

What is the difference between Benchmarking and key performance indicators (KPIs)?

A

Benchmarking is a process and KPIs are performance metrics are 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.

60
Q

Understand how to tailor KPI’s to your audience.

A

KPIs should be relevant to the level of the audience, example: Executive Manager, Customer Vehicle availability or downtime
rate
In-service breakdown rate
Ratio of actual to budgeted expenses
Accident rate
Fleet Manager PM schedule adherence rate
Work order turn-around time
Average maintenance and repair backlog
Technician productivity rate
Maintenance Manager Direct/billable hours by technician
Efficiency rate by technician
Repair comeback rate by technician
Parts Manager Parts order fill time
Parts order fill rate
Inventory turnover rate
Percentage of inventory with no movement in last 12 months

61
Q

Understand how effectiveness is measured and ways to present the information.

A

Set standards to be able to measure success, benchmark, PMs, and best practicies.

62
Q

What does an exception report do?

A

Monitors and reports on items that are outside specified norms.

63
Q

What factors are fueling the maintenance outsourcing trend?

A

Determining what is most effective and efficient for the organization to provide optimal service as the best cost.

64
Q

Explain how maintenance related regulations can contribute the decision to outsource.

A

In areas that have more regulations such as body shops, or other specialized type of repairs, outsourcing to a specialized vendor makes sense.

65
Q

How can leasing companies make sense in outsource maintenance?

A

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.

66
Q

Identify three situations where out-tasking to commercial vendors makes sense.

A

Limited scope of repairs, all repairs, repairs that require specialized
skills or tools, after-hours or emergency repairs, or repairs with a high liability risk.

67
Q

Why are service level agreements SLA a good idea?

A

Sets clear performance expectations of the customer and service provider.
Clarifies the roles and responsibilities of both parties.
Focuses attention on customer’s priority needs.
Encourages a service quality culture, and continuous improvement.
Provides a mechanism for both parties to plan for the future.
Puts purchasing power into the hands of the customer.
Provides a useful tool for the customer to monitor performance.
Service providers are in a better position to plan their delivery function.
Can provide greater certainty of income for service providers.

68
Q

Identify one key to using reports for maintenance audit and verification purposes.

A

Good data is key. Meaningful data will help understand trends, identify issues, and maintain established standards.

69
Q

What elements will be looked at when auditing a fleet maintenance program?

A

Goodwill adjustments, second opinions, in/out of network repairs, multiple invoices for the same repair, analyze warranty repairs, audit warranties on parts to ensure you aren’t being charged for parts under warranty, ask for return of all parts for analysis, develop 3-strike rule of when to stop using the shop.

70
Q

Know the best practiced in vehicle maintenance.

A
  1. Understand the use of your vehicles
    o Sometimes this is determined by upper management, but for fleet managers and management companies to gain a better understanding of how vehicles are used on a daily basis, they can do the following: meet with drivers to understand their job function, ride with assigned drivers for a day, visit field offices, etc.
  2. Optimize vehicle selectors
    o 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
71
Q

Understand the Right-to-Repair Act.

A

(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; and (3) provide the information necessary to enable aftermarket tool companies to manufacture tools with the same functional characteristics.

72
Q

Define the five step VE/MRI process.

A
  1. Place vehicles in classifications and count them. 2. Count maintenance hours it takes to take care of that vehicle in a given time. 3. Normalize the fleet by setting base vehicle classification and ranking all others relative to it based on maintenance hours expended. 4. Calculate vehicle equivalents using total vehicles in a class and the maintenance repair factor determined earlier. 5. Estimate necessary staffing levels.
73
Q

Determine the correct staffing level and bays

A

Use VE, MRU, technician availability. Fleet summary, labor summary, facility summary

74
Q

Understand your Fleet Organizational structure?

A

The most common bases for structuring an organization are by function, product, customer, or geographic location.

75
Q

Identify the steps needed to hire personnel?

A

Validate job announcement/posting, establish and conduct a screening process, recruit everywhere

76
Q

Identify the several different training programs.

A

Community college/trade schools, targeted on-site courses, manufacturer schools, vendor training, work-study/internship programs, self-study certification, on-the-job training, train-the-trainer

77
Q

Understand Fleet certifications.

A

Technician certification training programs, National Institute of ASE, Red Seal, EVT certification commission