Aaron Alvarado
City of Tempe
Fleet Manager
City of Tempe
•
•
•
•
•
•
Fleet Size: 1100
Employees: 30
Number of Maintenance Facilities: 2
Budget: 6.5M
Vehicle Replacement: 1.2M
FMIS: Asset works Fleet Focus M4 (Transitioning to M5
2012/13)
• Fuel system: Asset works, Fuel Focus & Pneumercator,
3 metered w/ICU, Capital Improvement Project for 12/13
funds 7 other sites to be integrated to network
• In house parts operation 187k inventory O/H
• Zonar, GPS Insight & Utilimarc
Background
• Currently Fleet Manager City of Tempe, AZ
• 2009-10 U.S. Army Deployed to OIF as Battalion Maintenance Officer
(BMO) 541st CSSB, Ft. Riley KS
• 2005-2010 Shop Supervisor, City of Glendale, AZ Fleet size 1450
• 1996-2005 Heavy Mobile Equip Repairer Supervisor, Dept. of Army, 2500+
pieces of equipment for deployment to OIF & OEF
• 1989-96 USMC, Combat Engineer (Desert Shield/Storm, Japan, Korea)
• AZ Army National Guard, Maintenance Warrant Officer (Retired, CW3,
2010)
•
•
•
•
EDUCATION
MBA Public Admin
B/S Management
915 E Warrant Off. Adv. Course
A/S Auto Diesel Technology
Fleet Benchmarking for Advanced
Decision Making
• Fleet Benchmarking does not have to be complex, seek out industry
standard or best practices and start with a goal in mind. X to Y by
When? (X=where your at today, Y=where you want to be, by When)
• Benchmarking is the process of comparing one's business
processes and performance metrics to industry bests or best
practices from other industries. Utilize industry standard to measure
from.
Fleet Benchmarking for Advanced
Decision Making
• Measure items in your fleet that have some relevance to the
executive management team
• Have common procedures to methodically organize your data,
template and define data criteria
• Present often as possible to executive staff to drive your point
home, i.e. State of the Fleet address etc..
What’s worth Benchmarking?
Possibilities include:
 productivity measures
 CPM/CPG/CPH
 idle time
 vehicle lifecycle cost
 downtime
 turn around time
 PM compliance
What’s worth Benchmarking?
• Each fleet operation is unique, recommendation: Define
the key objectives and benchmark what is most
important to your organization. (top 100)
•
•
•
•
•
Productivity
PM Compliance
Quick & Efficient
DIRFT
Staff Development
Benchmarking process
• The results from benchmarking: Better understanding of
your operations true performance
• Define each aspect of what you are going to measure
and ensure you make it clear as to what goes into your
study.
• Identify similar operations to gather data from, or
benchmark similar equipment in your fleet
Terminal Learning Objective
(TLO)
• Task-Overall learning objective is to precisely
benchmark key indicators of your operation that are
observable and measurable and report out.
• Condition- In a shop setting utilizing FMIS, Telematics,
or any other means of gathering data.
• Standard-Industry benchmark standard, such as labor
rates, vehicle equivalency etc.
Benchmarking Process
Identify what
to
Benchmark
Monitor
progress
Form
Benchmark
Team
Implement
Action Plan
Identify Key
Performance
Indicators
Collect and
Analyze Data
TLO Flowchart
Identify the
benchmark that
will benefit your
organization
Identify KPI’s
Pull raw data and
format for fleet
use only!
Refine your
findings into a
graphical
representation
Present your
information to
Executive Staff
Repeat
Trend Analysis in Benchmarking
• Displaying trend analysis can reinforce your position and
pin point poor performance in certain areas. One can act
on these indicators quickly to make immediate changes.
• Pulling the data over a period of time can show high
level maintenance trends excessive downtime etc. that
are costing your organization money
• In addition, these trends can pinpoint where you spend
excessive manpower on repairing a certain type of
equipment
$151
$776
$1,056
$1,287
487
484
$777
$1,042
$949
$1,162
$1,712
$2,232
$2,448
$2,259
$2,070
$1,976
$2,679
$2,653
$2,873
FY 11 1st-3rd Qtr Tire Expenses Solid Waste
Total $70016 (9 months data)
TIR315/80R22.5R (Recaps)
483
480
477
473
470
457
454
446
444
428
426
416
415
411
$1,719
406
$1,581
$1,687
$596
404
403
402
400
Dollar Amount
Trending Data Analysis
Total Cost
Vehicle Benchmark analysis
• Determine what variables will go into your analysis:










Vehicle type
Year
Annual miles
Purchase price
Fuel cost
Parts cost
Depreciation
Interest
Inflation rate
Insurance cost
COT Breakdown 2000> vehicle cost summary
Targeted vehicles indicate higher than
usual O&M cost
FY 2010 Maintenance Cost Comparison by Class
FY 2010 Total Vehicle Cost by Class.
Passenger Van
$3,500
$3,000
$2,500
$2,000
FY 2010 Total Vehicle Cost by
Class. Passenger Van
$1,500
$1,000
$500
$0
333 843 672 192 422 421 938 895 256
The Raw Data
Sorting the Data
0333 Total Maint. Cost Per Year
0333 Total Maint Cost Per Year
$3,500
$3,000
$2,500
$2,000
$1,500
$1,000
$500
$0
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
Trending
Maint Cost Per Year
0333
$3,500.00
$3,000.00
D
O $2,500.00
L
L
A
$2,000.00
R
Maint Cost Per Year
A
M $1,500.00
O
U
N $1,000.00
T
Linear (Maint Cost Per Year)
$500.00
$0.00
1998
1999
2000
2001
2002
2003
2004
2005
YEAR
2006
2007
2008
2009
2010
2011
Trending (cont.)
Total cost of ownership/Veh Dep Value & Operation/ Maintenance
$40,000
$35,000
$30,000
D
o
l
l $25,000
a
r
Total Cost
$20,000
Depreciation
A
m
o $15,000
u
n
t
$10,000
O&M
$5,000
$0
1998
1999
2000
2001
2002
2003
2004
2005
Year
2006
2007
2008
2009
2010
2011
2012
Graphical Representation
Lifecycle Replacement Chart
1997 Chevy Astro Van
$40,000
$35,000
Target disposal timeline
$30,000
Dollar Amount
$25,000
$20,000
$15,000
$10,000
$5,000
$0
1998
1999
2000
2001
2002
2003
2004
2005
Year
2006
2007
2008
2009
2010
2011
Source: H. Greene & R.E. Knorr, Managing Public Equipment, American Public Works Association, KS, 1989
Baseline Summary
Identified high concern areas
Benchmarked and compared with like vehicles
in your fleet or other municipalities
Pinpointed higher than normal operating cost
Analysis of the Raw Data
Isolated vehicles that exhibit high maintenance
trends by classification
Extracted and formatted into a template that can
be used over and over (consistency is the key)
Utilize Graphical representation for briefing
Make your case to executive management
Return and refocus on other areas to be
measured
Final Decision Based on analysis
• Data represents a higher than normal operating cost over
period of time and for certain classification of vehicles,
analysis indicates an approximate target date for disposal
• You now can see the representation and determine if
retention or replacement is warranted
• Typically decisions that are made either way benefit the
fleet manager as long as its documented
Course of Action (COA) on
benchmark results
COA #1
• Vehicle age and repairs cost exceeds value of
vehicle, funding shifts to capital side of the budget
• Targeted for replacement in next cycle
COA #2
• Vehicle Cost High, No funding for new acquisition
• Retention of vehicle shifts funding to the operations
side of the budget, state case for additional FTE
COA #3
• Document who made decisions to approve or deny
and keep records for future discussions.
Benchmarking Idle Time by
date range example
What actions increase/decrease idle time?
Idle time
policy
Pre/Post Trip
Insp.
Type of
operation
Driver
Accountability
Lower fuel
cost by
reducing
Idle time
based on
data
analysis
Overall
Objective
Repair Idle
time
Gather information and begin the
sorting process
Total Idle Total Cost Max Idle from
Max Idle to
Max Idle
1:44:29
9.14 10/21/2011 8:39 10/21/2011 8:53 0:13:53
2:25:12
12.71 10/05/2011 7:33 10/05/2011 7:58 0:24:53
6:43:23
35.3 10/03/2011 12:30 10/03/2011 13:06 0:36:06
30:33:51
160.46 10/18/2011 11:42 10/18/2011 12:07 0:24:34
26:42:13
140.19 10/13/2011 12:45 10/13/2011 13:20 0:34:20
11:57:50
62.81 10/07/2011 12:38 10/07/2011 13:07 0:29:03
0:31:15
2.73 10/11/2011 13:08 10/11/2011 13:14 0:05:33
3:38:31
19.12 10/08/2011 9:16 10/08/2011 9:42 0:26:07
4:37:11
24.25 10/07/2011 14:31 10/07/2011 15:04 0:33:04
41:14:19
216.5 10/17/2011 7:42 10/17/2011 8:58 1:16:35
Zone
Latitude
34-S Map 36A
33.34966
Route 12
Home Yard 33.43123
19-N Map 1433.4025
Route 2
32-N Map 3133.37125
Route 3
13-N Map 8 33.42162
Route 6
17-S Map 19A
33.39282
Route 10
26-S Map 2833.38129
Route 8
Arizona
33.43244
12-N Map 7 33.41589
Route 6 (Ha
Arizona
33.4324
Asset No. Idle Count Max Idle Zone
Total Idle Total Cost
890
1059
1:44:44 16-N Map 13A Route 12
69:42:26
$366
577
1828
0:49:47 23-S Map 23C Route 18
66:39:04
$350
829
984
0:33:37 26-S Map 28 Route 8
56:13:30
$295
844
899
1:08:41 25-S Map 27 Route 8
55:58:21
$294
837
977
0:27:51 19-N Map 14 Route 2
54:30:39
$286
537
1184
0:22:30 37-N Map 35 Route 10
53:48:33
$283
434
924
0:44:02 21-N Map 16 Route 4
51:06:47
$268
500
1049
0:32:36 03-N Map 2 Route 11
49:54:07
$262
597
820
0:55:29 35-N Map 33 Route 5
46:58:47
$247
489
1128
0:25:32 14-S Map 11 Route 9
44:35:27
$234
834
190 23:55:28 Arizona
41:56:22
$220
Benchmarking Idle Time
October Total Idle Time Cost
$400
$350
$300
$250
$200
October Total Idle Time Cost
$150
$100
$50
$0
890 577 829 844 837 537 434 500 597 489 834
Practical Exercise
Sort & Graph Data
Enabling Learning Objective
(ELO #1)
Using idle information from Zonar, export, sort data,
make table and graph
Remove data not relevant to you’re your briefing
Define Header for information you
want to display graphically
•
•
•
•
•
Asset No.
Max Idle
Zone
Total Idle
Total Cost
Add table to data sheet to sort
quickly
Step 2
Under “Insert”
Tab click “Table”
icon
Step 1
Highlight any
cell in the data
range
Step 3
After clicking on “Create
Table” pops up. Check
box “My table has
headers”
Click on OK
Once Table is generated, sort any tab by using the dropdown in
any category
Step 1
Hit Total Cost
Dropdown
arrow
Step 2
Sort as required
“Largest to
Smallest” etc.
Sorted by largest to smallest “Total Cost”
Graphical Representation
(spreadsheet example)
Total Cost Home Station, October 1-31, 2011
$400
$350
$300
Cost
$250
$200
Total Cost Home Station, October 1-31,
2011
$150
$100
$50
$0
890 577 829 844 837 537 434 500 597 489 834
Unit
Course of Action (COA) on
benchmarking data
COA #1
• Data indicates vehicle 890 has most idle time over
last quarter of data
• Discuss at individual or small group level to correct
COA #2
• Re-evaluate routing, type of equipment or
maintenance factors to determine if less idle time
can be obtained
COA #3
• Make constructive recommendation to SW manager
to lower idle rate & decrease fuel consumption
Graphing Data Practical
Exercise
Enabling Learning Objective
(ELO #2)
Task: Using database information in excel format
reconstruct into a graphical representation for analysis
and presentations to executive staff.
Practical Exercise
Total Cost
$3,500
$3,000
$2,500
$2,000
Total Cost
$1,500
$1,000
$500
$0
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
Double click in spreadsheet to open Excel Document
Highlight your data you intend to graph
Practical Exercise (cont.)
Once data is highlighted, push “F11” to generate the graph.
Clean up your axis to indicate Year & Legend
Practical Exercise (cont.)
Hit the “Select Data”
Icon
Practical Exercise (cont.)
Hit “Edit” Button
*Note* this will be
your Horizontal axis
labels
“Select Range”
Dropdown
Range dropdown moves to
“Axis Label”
Select the “Data” tab on
bottom
**Note** Cells in “Axis Labels
Change with Data range
Step 2
Click the “Go To” red
button to get back to the
Axis Lables
Step 1
Highlight “Year” range for
Axis Labels
Hit “OK” when
complete
Changing the Legend
Step 2 Hit “Edit”
tab
Step 1
Highlight
“Series1” Under
Legend Entries
Step 2: Do not change
“Series Value:”
Click “OK”
Step 1: Under “Series
Name:” Type your intended
Legend Name i.e. Total Cost
Legend Entry &
Horizontal Axis
for bar- graph
is set
Step 1: Click “OK”
Mission Complete!
Practical Exercise
333 Total cost 1998-2011
$40,000
$35,000
$30,000
$25,000
$20,000
$15,000
$10,000
$5,000
$0
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
Double click in spreadsheet to open Excel Document
Summary
• In this session we have covered the benchmarking
process.
• Terminal Learning Objective:
 Precisely benchmark key indicators of your
operation that are observable and measurable and
report out.