Aaron Alvarado
Fleet Manager
City of Tempe, AZ
Background
EXPERIENCE
Currently Fleet Manager City of Tempe, AZ Fleet size 1100
2009-10 U.S. Army Deployed to OIF as Battalion Maintenance Officer (BMO)
2005-2009 Shop Supervisor, City of Glendale, AZ Fleet size 1450
1996-2005 Heavy Mobile Equip Repairer Supervisor, Dept. of Army, 2500+
pieces of equipment.
1989-96 USMC, Combat Engineer (Desert Shield/Storm, Japan, Korea)
AZ Army National Guard (Retired, CW3, 2010)
EDUCATION
MBA Public Admin
B/S Management
A/S Auto Diesel Technology
Currently enrolled CAFM
OIF Port of entry/exit
Aggressive Fleet Management?
Fleet Management is more aggressive in these areas
than it was 20 years ago.
1.Budget (personnel, parts, fuel, etc.)
2.Vehicle Maintenance (scrutiny)
3.Organization Policies & Procedures
4.Acquisition and Disposal
Aggressive Fleet Management
Fleet Management is more aggressive in these areas
than it was 20 years ago (continued)
5.Fuel Management
6.Personnel Management
7.Asset Management
8.Parts Management (stock turn time, fill ratio etc.)
9.Motor-pool Management
Fleet Management as we know it today
Fleet management as we know it today
1.Public scrutiny
2.Reduced budgets
3.High Attrition rates
4.Technological changes
Fleet Management as we know it today
Fleet management as we know it today (continued)
5.Political (higher expectations with less)
6.Longer lifecycle expected
7.Continuous changes
8.Increased cost (fuel, tires, parts, materials)
9.Outsourcing
Transition
How do we make the transition into the new era of
Fleet Management?
•
Focus on your organizations most important goal!
•
Don’t lose sight of what is important to you as a fleet operation
•
Narrow the focus (direct labor, vehicle turn time etc.)
•
Create lead measures that influence the outcome of your goals
•
Keep track, measure
•
Make sure everyone is held accountable for their actions
Value of Fleet Organization
Moving the fleet machine forward
• Make the rounds in the organization and let others
know the value of the fleet organization.
• This includes knowing all key players such as City
Manager, counsel members etc.
• Emphasize your subject matter expertise
Industry Best Practices
Fleet Machine (continued)
• Continuously look at fleet best practices and start
to put these down in writing.
Fleet Documents
http://www.government-fleet.com/Documents/List.aspx
Fleet Accomplishments
Fleet Machine (continued)
• Platform to others in your organization on fleets
accomplishments, include subordinates
Strategic Planning & Implementation
Fleet Machine (continued)
• Include staff in your planning, let them realize their
contributions to the organization
• City of Tempe initiated 4D’s to isolate what we
could work on to improve our operations. All
employees were included.
City of Tempe Fleet Op Syst
City of Tempe’s Fleet Operating System
Operating System Overview:
4 Disciplines of Execution Public Works/Fleet Services
Behaviors:
1.
Focus on the Wildly Important Goals (WIG’s)
2.
Act on Lead Measures
3.
Keep a Compelling Scoreboard
4.
Create a Cadence of Accountability
Terminal Objectives:
• Change the organizational culture from one of reactive to proactive.
• Establish clearly understood goals throughout fleet services
• Align fleet objectives with PW-Cities goals (again, gains buy in from
City officials in what fleet is doing)
Fleet Services Wildly Important Goal (WIG)
1. Achieve status that leads (beat) other Valley cities
within “The 100 Best Fleets in North America”
designation by 6/30/2012.
Initial Top 100 packet submitted April 15, 2011 for
baseline
100 Best Goals
City of Tempe Fleet Top 100 Best Goals
1)
2)
3)
4)
5)
6)
7)
8)
9)
10)
11)
12)
Accountability
Uses of Technology and Information
Collaboration
Creativity
Celebration
Evidence of a High Trust Culture
Performance Recognition
Doing it Right the First Time (DIRFT)
Quick efficient turn around
Competitive Pricing
Staff Development
Resource Stewardship
Accountability Team
Fleet Services: Accountability Team
• 100 best Fleet criteria: “The fleet operation must have a
published list of the measures they use to document
performance and progress toward objectives.”
Lead Measures
Accountability Team: lead measures
•
•
•
•
•
Tracking productivity weekly
Clocking in procedures (define what is direct/indirect)
Time evaluation = time on task (expected time for job)
Individual productivity
Overall team productivity
Team Commitments
• Parts room inventory reports (fast moving parts, fill
ratio, etc.)
• PM scheduling calendar
• Mapping out the down line
• Standardized procedures for clocking time
• Inventory checklist for road ranger
• Rover time sheets
Pinpoint Industry Standards
Productivity: Industry Standard
• Productivity based on time charged to work order
• 2080 work hours in a year
• Take out: vacation, holidays, training, sick time,
furlough, etc.
• 1415 hrs. / 2080 hrs. = 68%
• Tempe = 70%+
Scoreboard
Productivity: Individual
120%
WIG: Raise and maintain overall collective shop productivity from 64% to 70% by June 30,
2011.
110%
100%
90%
productivity %
80%
70%
60%
50%
40%
30%
20%
10%
0%
Avatar
April 1 1- April 8, 2011
Scoreboard
Fleet's overall Productivity
80%
75%
70%
65%
64%
72%
71%
March
April
66%
60%
55%
January
February
May
June
Quick and Efficient Team
Fleet Services: Quick and efficient Turnaround
• 100 best Fleet criteria: “Programs must be in
place to measure repair turnaround accurately
and documented.”
Define the Lead Measure
Fleet Services: Quick and efficient Turnaround Team
WIG: Raise PM turn time compliance from 82% to 95%
by July 29th 2011
•Measure Scheduled & Unscheduled Preventative
Maintenance (PM’s) turn time
•What is a PM? 85 point checklist defines
Q & E Lead Measures
• Time on task
• Are indirect times calculated in (waiting
parts, lunch time, break etc.)
• Scheduling PMs
What is included in data?
Quick and Efficient Turnaround Team (continued)
• Fleet is currently tracking light duty PMs both
scheduled and unscheduled
• 628 light duty vehicles in Tempe’s fleet
• This accounts for 60% of the entire fleet
• Industry standard – 2 hours
• Tempe Fleet – 1.5 hours
Q & E Scoreboard
Quick & Efficient Scoreboard:
WIG: Raise PM time compliance from 82% to 95% by July 29th 2011
DIRFT
Fleet Services: Doing It Right the First Time Team –
D.I.R.F.T.
100 best Fleet criteria: “There must be a metric in place
that is regularly measured and reviewed to determine how
often equipment is returned to shop for rework.” An
aggressive program to minimize trips to the repair
facility must be in place.
Team’s important goal
Doing It Right the First Time Team: WIG
• WIG: Reduce the percentage of repeat repairs of
the total work order jobs per fiscal year from 5% to
below 2% by 6-30-2011
• X to Y by When
• X=5% Y=2% by 6-30-2011
Do it Right Strategy
Doing It Right the First Time Team: Strategy
• How did we come up with the 5%?
– Sampled work orders for a baseline
– Investigated work order history for every job
• Time consuming process
– Use Fleet M4 Software
• Streamlined process
Reason for Repeat Repairs
Doing It Right the First Time Team: Identify
Possible Reasons for Repeat Repairs
•
•
•
•
•
•
Defective part
Improper installation
Wrong part installed
Misdiagnosis
Time frame since last repair
Vendor repair insufficient
Lead Measures
Doing It Right the First Time Team: Leads and
Individual Commitments
1. Enter data and track it
2. Clean library
3. Create wish list of tools
4. Training
5. Contact other Fleets
7. Create and implement an aggressive program to
minimize trips to the repair facility.
DIRFT Scoreboard
Doing It Right the First Time Team: Scoreboard
City of Tempe 4D’s Op Syst. Summary
Goal Top 100
by
6/30/2012
Accountability
(Maintenance
Mode)
Performance
Recognition
(Pipeline)
Evidence of
High Trust
Culture
(Pipeline)
Technology
Implementation
(Pipeline)
Quick &
Efficient
(Maintenance
Mode)
Staff
Development
(Working)
Competitive
Pricing
(Pipeline)
Do it right the
First time
(Maintenance
Mode)
Celebration
(Pipeline)
Collaboration
Creativity
(Pipeline)
(Pipeline)
Resource
Development
(Pipeline)
Accountability Team’s Next WIG
Fleet Summary
• Make sure you have the support of the city staff in
your organization
• Work daily on the fleet best practices within your
fleet operation
• Measure your achievements
• Find a process that works for your organization
(4DX, etc..)
• Goals on teams overlap and are self assisting.
Fleet Summary
• Ensure you highlight fleet accomplishments to the
organization
• Be persistent and seek out those in different
departments so they know who you are and what
you are about
• Include staff in planning
• Ensure to work on succession plan
Fleet Management
Questions?