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.

Aaron Alvarado

Fleet Manager

City of Tempe, AZ

Aaron Alvarado

Fleet Manager

City of Tempe, AZ

BackgroundBackground

EXPERIENCECurrently Fleet Manager City of Tempe, AZ Fleet size 11002009-10 U.S. Army Deployed to OIF as Battalion Maintenance Officer (BMO)2005-2009 Shop Supervisor, City of Glendale, AZ Fleet size 14501996-2005 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)

EDUCATIONMBA Public AdminB/S ManagementA/S Auto Diesel TechnologyCurrently enrolled CAFM

OIF Port of entry/exitOIF Port of entry/exit

Aggressive Fleet Management?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 ManagementAggressive 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 todayFleet 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 todayFleet Management as we know it todayFleet 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

TransitionTransitionHow 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 OrganizationValue 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 PracticesIndustry 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 AccomplishmentsFleet Accomplishments

• Platform to others in your organization on fleets accomplishments, include subordinates

Fleet Machine (continued)

Strategic Planning & ImplementationStrategic Planning & Implementation

• 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.

Fleet Machine (continued)

City of Tempe Fleet Op SystCity of Tempe Fleet Op Syst

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)

City of Tempe’s Fleet Operating System

Fleet Services Wildly Important Goal (WIG)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 Goals100 Best Goals

1) Accountability

2) Uses of Technology and Information

3) Collaboration

4) Creativity

5) Celebration

6) Evidence of a High Trust Culture

7) Performance Recognition

8) Doing it Right the First Time (DIRFT)

9) Quick efficient turn around

10) Competitive Pricing

11) Staff Development

12) Resource Stewardship

City of Tempe Fleet Top 100 Best Goals

Accountability TeamAccountability 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 MeasuresLead 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

Accountability Team: lead measures

Team CommitmentsTeam 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 StandardsPinpoint Industry Standards

• 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%+

Productivity: Industry Standard

ScoreboardScoreboardProductivity: Individual

ScoreboardScoreboard

Quick and Efficient Team Quick and Efficient Team

• 100 best Fleet criteria: “Programs must be in place to measure repair turnaround accurately and documented.”

Fleet Services: Quick and efficient Turnaround

Define the Lead MeasureDefine the Lead Measure

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

Fleet Services: Quick and efficient Turnaround Team

Q & E Lead MeasuresQ & E Lead Measures

• Time on task

• Are indirect times calculated in (waiting parts, lunch time, break etc.)

• Scheduling PMs

What is included in data?What is included in data?

• 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

Quick and Efficient Turnaround Team (continued)

Q & E ScoreboardQ & E Scoreboard

Quick & Efficient Scoreboard: WIG: Raise PM time compliance from 82% to 95% by July 29th 2011

DIRFTDIRFTFleet 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 repairfacility must be in place.

Team’s important goalTeam’s important goal

• 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

Doing It Right the First Time Team: WIG

Do it Right StrategyDo it Right 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

Doing It Right the First Time Team: Strategy

Reason for Repeat RepairsReason for Repeat Repairs

• Defective part• Improper installation• Wrong part installed• Misdiagnosis• Time frame since last repair• Vendor repair insufficient

Doing It Right the First Time Team: Identify Possible Reasons for Repeat Repairs

Lead Measures Lead Measures

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.

Doing It Right the First Time Team: Leads and Individual Commitments

DIRFT ScoreboardDIRFT ScoreboardDoing It Right the First Time Team: Scoreboard

City of Tempe 4D’s Op Syst. SummaryCity of Tempe 4D’s Op Syst. SummaryGoal Top 100

by 6/30/2012

Accountability(Maintenance

Mode)

Celebration

(Pipeline)

Creativity

(Pipeline)

Collaboration

(Pipeline)

TechnologyImplementation

(Pipeline)

Resource Development

(Pipeline)

Competitive Pricing

(Pipeline)

Quick & Efficient

(Maintenance Mode)

Do it right the First time

(Maintenance Mode)

PerformanceRecognition

(Pipeline)

Evidence ofHigh Trust

Culture(Pipeline)

Staff Development

(Working)

Accountability Team’s Next WIG

Fleet SummaryFleet 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 SummaryFleet 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 ManagementFleet Management

Questions?