1、Analytical Fleet Maintenance Management Third Edition John E. DolceAnalytical Fleet Maintenance Management Third EditionAlso of interest from SAE: Fleet Managers Guide to Vehicle Specification and Procurement, Second Edition By John E. Dolce (Product Code: R-332) For more information or to order a b
2、ook, contact SAE International at 400 Commonwealth Drive, Warrendale, PA 15096-0001; phone (724) 776-4970; fax (724) 776-0790; e-mail CustomerServicesae.org; website http:/store.sae.org.Analytical Fleet Maintenance Management Third Edition John E. Dolce Warrendale, Pa. Copyright 1994, 1998, 2009 SAE
3、 International eISBN: 978-0-7680-6905-1All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photo- copying, recording, or otherwise, without the prior written permission of SAE. For perm
4、ission and licensing requests, contact: SAE Permissions 400 Commonwealth Drive Warrendale, PA 15096-0001 USA E-mail: permissionssae.org Tel: 724-772-4028 Fax: 724-772-4891 Library of Congress Cataloging-in-Publication Data Dolce, John Analytical fleet maintenance management / John E. Dolce. 3rd ed.
5、p. cm. Includes index. ISBN 978-0-7680-1684-0 1. Motor vehicle fleets-Maintenance and repair. 2. Motor vehicle fleets-Management. 3. Motor vehicles-Maintenance and repair-Economic aspects. I. Title. TL165.D62 2009 388.320682-dc22 2007029455 SAE International 400 Commonwealth Drive Warrendale, PA 150
6、96-0001 USA E-mail: CustomerServicesae.org Tel: 877-606-7323 (inside USA and Canada) 724-776-4970 (outside USA) Fax: 724-776-1615 Copyright 1994, 1998, 2009 SAE International ISBN 978-0-7680-1684-0 SAE Product Code R-371 Printed in the United States of America.This book is dedicated to my parents, S
7、tella and John Dolce; my wife Arlene; my children Larraine, Madeline, Craig, and Stephanie; and my grandchildren Briana, Carlyn, Emma, and those to come.Acknowledgments A special thanks to my parents Stella and John Dolce, my wife Arlene, and our children Larraine, Madeline, Craig, and Stephanie for
8、 their support. None of this would have been possible without the people of the transportation industry. Their dedication and desire to perform is what makes being a part of this industry enjoyable. Fleet people have a wealth of knowledge, and their efforts are supporting significant improvements in
9、 vehicle performance. I hope this work will bring greater understanding of transportation industry management and, in some small way, contribute to its improvement.Preface to the Third Edition The first edition of Analytical Fleet Maintenance Management was published in 1994. The second edition foll
10、owed in 1998 and was updated with new technologies and evolved best practices in fleet maintenance management. This third edition, published in 2009, continues the upgrade process with two new chapters addressing fleet facility design and maintenance and fleet management leadership. Additionally, th
11、e arithmetic formulas throughout the book were reviewed and updated. This new edition is intended to continue adding to the meaningfulness of fleet management practices and procedures by the entire industry. There also was a need to communicate these events, to enhance their effectiveness, and to pr
12、ovide a medium for continued improvement, progress, and efficiencies by the fleet community.Preface to the Second Edition The first edition of Analytical Fleet Maintenance Management was published in 1994. Since that time, new technological developments have occurred which can benefit fleet managers
13、. As good managers, we must continually update our skills and knowledge in order to keep pace with this ever-changing world. Therefore, I hope that a second edition of this book will bring fleet managers up to date and help them continue to improve the performance of their fleets. The information co
14、ntained in the first edition of Analytical Fleet Maintenance Management has been thoroughly reviewed, updated, and expanded here. This new edition incorporates technologies that have become state of the art since the early 1990s, such as the data processing information discussed in Chapter 10. In ad
15、dition to updating and expanding the first edition, four new chapters have been added to the back of this second edition. The new chapters cover fleet trend reporting (Chapter 18), case studies (Chapter 19) that demonstrate effective techniques in resolving some of todays typical fleet management pr
16、oblems, a comparison of centralized versus decentralized fleet operation in a utility environment (Chapter 20), and techniques for managing an equip- ment information system (Chapter 21). I hope that these new chapters add a further dimension to fleet managers understanding of their industry and enh
17、ance their effectiveness in managing their fleets as efficiently and pro- ductively as possible.Preface to the First Edition This book is written for all supervisors and managers with a responsibility in the areas of vehicle maintenance management. Practical, cost-effective prin- ciples and practice
18、s will be defined and illustrated. Issues discussed include what to measure, watch, and pay attention to for better continuous control. Analytical Fleet Maintenance Management will serve as a field reference to practices and procedures used in the daily work operations with emphasis on the implement
19、ation of these cost-effective principles. Important ingredients of applying these practices and procedures are fact-finding, analysis, alterna- tive selection, and communication to ensure the proper application of these principles. This book is written in simple, basic terms using the profit dollar
20、as the basis for guidelines of action to be taken. These guidelines are generally accepted by the commercial motor transportation industry. The action taken can be referred to by all levels of management because the common reference point is the profit and growth dollar. Productivity savings will be
21、 realized. Each management person involved in the fleet management area should be able to understand this information and apply it to realize a productivity savings. Change is necessary for a productivity improvement. Change costs money. Will the cost of change be recovered in the savings resulting
22、from it? If so, it is worth implementing. The applications and implementation of these principles in a stress environ- ment takes skill. These principles and skills are the subject matter of this text.xiv Analytical Fleet Maintenance Management It is hoped that this work will increase fleet managers
23、 understanding of the trans- portation industry and serve as a guide in adding to their skills so when applied, the results will extend to the improvements of their fleets performance.Table of Contents Chapter 1 Vehicle Maintenance Manager Profile 1 Chapter 2 Scheduled Preventive Maintenance Program
24、s 27 Chapter 3 Shop Productivity 45 Chapter 4 Planned Component Replacement 73 Chapter 5 Vendor Versus In-House Maintenance 81 Chapter 6 Vehicle Parts and Supply Management 93 Chapter 7 Tire Selection and Management 109 Chapter 8 Unscheduled Maintenance 121 Chapter 9 Budget Activity: Control and Pre
25、dicting Costs 137 Chapter 10 Fleet Management and a Data Processing Overview 159 Chapter 11 The Computer and Controlling Fleet Maintenance Activity 201 Chapter 12 Application of a Vehicle Maintenance Management System 231 Chapter 13 Economics of Vehicle Life Cycle Costing and Specification 279 Chapt
26、er 14 Vehicle Delivery and Warranty Programs 319 Chapter 15 Energy Management 331 Chapter 16 Audit Review 349xvi Analytical Fleet Maintenance Management Chapter 17 Vehicle Replacement Strategies and Matching Shop Support Systems 361 Chapter 18 Fleet Trend Reporting 391 Chapter 19 Case Studies 399 Ch
27、apter 20 Centralized Versus Decentralized Fleet Operations in a Utility Environment 441 Chapter 21 Managing an Equipment Information System 449 Chapter 22 Fleet Facility Design 477 Chapter 23 Fleet Management Leadership 495 Index 509 About the Author 517Chapter 1 Vehicle Maintenance Manager Profile
28、The function of vehicle maintenance management varies from organization to organization. It can be found at a number of organizational levels: the fleet unit may be composed solely of a purchasing clerk, or it may consist of a Vice President of Transportation and a staff of 10 or 20. The type and sc
29、ope of responsibilities vary. Fleet personnel may be responsible for selecting new model vehicles based on user needs; acquiring those vehicles; ensuring that the vehicles are properly titled, insured, and allocated; monitoring vehicle maintenance and repair, helping to keep accidents to a minimum;
30、disposing of vehicles; and so forth. The accompanying skills and areas of expertise required may include purchasing; accounting; shop management; corporate management; budgeting; financial analysis; data processing; statistics; safety; labor relations negotiations; personnel administration; disposit
31、ion of vehicles; federal, state, and local laws; interpretations of applications; insurance; and taxes. While the aforementioned lists cover many of the possible directions and considerations of the vehicle maintenance manager, they are not equally valued in each organization. The criteria used to m
32、ake decisions and the skills emphasized are dependent on the incumbents education and job his- tory and, perhaps more importantly, the department in which his or her unit is located. The most frequently mentioned qualifications entail (a) interpersonal and communication (oral and written) skills and
33、 (b) budgeting and financial skills. Legal, insurance, and data processing skills are mentioned far less frequently.2 Analytical Fleet Maintenance Management Fleet personnel continually deal with people of different professions and at different organizational levels. They often make decisions requir
34、ing financial knowledge because keeping fleet costs at a minimum is a major component of their job. They can rely on others in their organization to provide legal, insurance, and data processing expertise. Moreover, after certain procedures are established (e.g., the format used to input and output
35、data or insurance forms and types of coverage), those procedures can be applied routinely, thereby reducing time spent in these areas, freeing the manager to spend time in other areas of need. Because the vehicle maintenance manager often is required to spec and rate vehicle models and to make decis
36、ions with regard to efficiency and main- tenance requirements, he or she should have the following qualifications: general business know-how, knowledge of leasing and/or the automobile industry, and administrative capabilities. In addition, the vehicle maintenance manager needs a technical knowledge
37、 of the subject matter. This person is required to have some technical ability to know how to wisely utilize, budget, and allocate finances, man-hours, facilities, and other related resources. Todays successful vehicle maintenance manager must provide formal pro- active leadership and must be good a
38、t all phases of the service business. Should there not be a formal proactive effort, then an informal reactive effort will be presented, resulting in a lack of demonstrated control. He or she must manage equipment intelligently, oversee its use efficiently, purchase it eco- nomically, maintain it pr
39、operly, and evaluate it constantly. The success of a vehicle maintenance managers effort is evident when control is demonstrated and harmony is present in the work force. Key Decision Areas Typically, a vehicle maintenance manager will turn to several sources for counsel on equipment evaluations. Fi
40、rst, the maintenance supervisor will provide advice and background information on the service and repair history of machinery. Second, field personnel (including project managers, operating supervisors, and their foremen and operators) will give input on vehicle use performance considerations. Third
41、, the companys purchasing manager will work to secure the best sources and prices of vehicle parts and supplies. And, by the time he or she is ready to formulate the budget for new acquisitions, a vehicle maintenance manager will be armed with cost information from the departments administrative sec
42、tion. Factors considered include operating costChapter 1 3 information by vehicle type and model, availability profiles, and performance results from specific project applications. When discussing the downtime of a vehicle and its repair history, potential resale value also comes into play because t
43、he money received from a resale represents part of a firms return on investment. Vehicle maintenance managers monitor costs to ensure that equipment achieves specific returns. They take into consideration all the ownership and operating costs involved. Resale value is considered because poor equipme
44、nt brings in less money, resulting in lower return on investment and thus higher total equipment costs to the company. Should operating costs exceed or fall below those that have been budgeted, a manager has the first review for evaluating the reasons why. Data Processing Cost Elements Operating cos
45、ts normally come in from daily and weekly machine and operator time cards. Maintenance costs are assigned by work-order number. Three equipment reports used to evaluate individual units, components, and fleet costs are maintenance and repairs, utilization, and vehicle history. Most vehicle maintenan
46、ce managers have incorporated data processing sys- tems to help them control and manage their fleets. Even more concentrate on enhancing the type of information collected, stored, and printed for man- agement decisions by components as exception reports. As cost information provides the manager an o
47、pportunity to become smarter, more detailed and reformatted information is necessary. A cost control/operating cost index for each unit is needed. For example, if a norm during a given month is exceeded, the index would flag it both in monthly and life-to-date references. Evaluation boils down to mo
48、nitoring and managing costs in a timely and accurate manner. Vehicle Maintenance Managers Rank Four Factors in Analyzing Fleet Efficiencies 1. Durability: The ability of a vehicle to last and perform during its expected useful life.4 Analytical Fleet Maintenance Management 2. Reliability: How well a
49、 vehicle works on a daily basisits uptime. 3. Operating costs: The abnormal or excessive costs typical of a family of vehicles in a given application. 4. Initial cost: When all other considerations are equal, price is important. Operating Costs Operational performance does play a role in evaluating vehicles. A vehicle is best evaluated in its application job site by operations personnel (including operators). It was purchased for their application, and they should evaluate it. Evaluation takes a lot of input. The evaluation process embraces all man- agement function
