I have been pondering some things and I know you are very much more in touch in the transportation world than I curently am.

Everyone seems to be using all these new code words of being Zero emissions, Global warming etc. and Calif is trying to pass legislation of no internal combustion engines by 2030 or 2035. I very much believe in keeping our plant safe and clean but I also believe to not cut your nose off spit your face. I sincerely always believe in diversification is always better approach to things than a one an done approach.

So this brings me to the things I am pondering. If we build and all electric society this means we will need more electricity and we are already trying to decommission coal and gas fired generators and using more solar. That’s ok but we are falling short already at being able to supply the grid at peak times. Solar panels degrade at one to two percent a year, are extremely hazardous waste, heavy metals, arsenic, silver and lead. Car batteries last 100,000 to 150,000 miles approx depending on where you get your info in optimal conditions and produce all kinds of hazardous gases.

Now we have not gone through a complete cycle of waste on many of these but when we start filling the world with more and more vehicles and we haven’t even put the transportation industry into the mix and I am sure life expectancy will be less. So the question is are we trading gas vehicle for something that maybe much more hazardous, use more of our raw materials, have less infrastructure for empowering, put a heavier load on an already strained electric grid and push the cost up exponentially. We have not even got into having enough technicians capable of even handling our current transportation market. Are we pulling our gun out of our holster and shooting our self in the foot. Is the liberal society even addressed any of these thoughts?

Just an old country boys thoughts. I just wondering what yours maybe?

John,

You pose some great questions that warrants study and consideration from several standpoints.

Clean Air Act of 1970:

My biggest compliant is the federal government fails to learn from previous challenges to roll out new technology in order to reduce emissions as well as carbon footprint. Their first attempt was the Clean Air Act of 1970 which had some good points as well as some that were very detrimental to society and small business owners. Yes, all the two (2) stall gas stations that disappeared from the topography of America and became convenient stores and no longer serviced vehicles. This happened right when we had an influx of new drivers on the road. More cars, more potential pollution and drastically reduced number of repair facilities. Ouch! Another problem with the Clean Air Act of 1970 was there no regulatory stipulation on a common platform. As such, every manufacturer had their own proprietary platform which is why when the influx of microprocessors hit the market the small shops couldn’t afford all tools that would enable them to troubleshoot the now proprietary systems properly. This same factor hit the shade tree mechanics right smack in the proverbial head impeding the development of future technicians. More cars, less technicians to repair them, Ouch number 2. The one (1) things that was included in the Clean Air Act of 1970 was there could be no patents on emission control systems. The purpose of this was in hopes the manufacturers would share the knowledge in hopes of improving our environment.  Yeah, right. This actually had the reverse-effect or backfired (pun intended) when the manufacturers implemented more and more proprietary systems with only vague operational descriptions in attempt to protect their intellectual capital. These and several other factors lead to the Clean Air Act of 1990.

The Clean Air Act of 1990:

The Clean Air Act of 1990 attempted to rectify some of the aforementioned challenges and get everyone working with some commonality as well as forced the issue of generic software that could read the diagnostic codes. However the manufacturers continued to lay more and more layers of code and options on the equipments that we have arrived at where we are today.

Sorry, I got on a little rant there, but I feel it was necessary step on where I’m going with this. Yes, our power-grid that is not only inadequate for our current and future needs it is very antiquated. Tree-huggers tend to feel that once we have a glimmer of hope on a long term solution that it will magically become efficient and the laws of supply and demand will bring the costs in line. Yes, for somethings like cell phones and computers that philosophy has worked out well. However, you mentioned solar-panels and batteries. Solar panels are not cost-effective nor will they be unless some drastic change is made to the technology. As yes, they are a huge environmental waste!  Some technological advances  make perfect sense and some really don’t. Kinda like the one Congress person is of the belief that we need to control cow farts. Where do these idiots come from and who elects them? We need real leadership in Washington, who will put the well-being of the nation first not these individuals who are out to line their own pockets.

The Rusty Reality:

The rusty reality of the truth is whether it is electrification, autonomous, or fuel cell technology we need a common platforms in order to build and advance these and future technologies for numerous reasons such as safety, ease of maintenance, and most importantly, security. As such, there is so much time wasted because of this, getting these technologies engrained into the market to where they are reducing emissions and fuel consumption were all going to die before they come to fruition. Just think about how long it took in order to get fuel and emission efficient vehicles on the road after the Clean Air Act directive of 1970. From my perspective, if there had been a common platform we could have solved they problem much quicker thus eliminating tons and tons of air pollution. The good news on the electrification initiative, the ATA has put some recommend engineering practices in place in regards to the connector plug and other various items. However, we still need a common platform going forward.

Thanks for listening and please chime in if you have comments or suggestions.

For more articles on a variety of aspects fleet maintenance and leadership please see https://mcbconsulting.com/blog/

For more inspirational quotes and percepts please see https://www.passiton.com

This quote came to me while working on one of my first consulting projects. The morale was so bad that people were ready to give up and quit. It became to blatantly obvious to me that if I was going to succeed that I had to take steps to improve morale up to an including ensuring that they would get paid that week. Additionally, equipment was breaking down at an alarming rate with the biggest problem being tires. So we focused on the tires issues by training the drivers as well as the mechanics that perfectly good tires lose air and must be corrected at a minimum of every ninety (90) days. So once that issue was heading in the right direction we started focusing on some of the other issues without losing sight of the tire problem. We next focused on cleaning and organizing the shop in order to not only improve productivity and instill a sense of pride in the team. Things began to improve the stress started to subside and the morale escalated and the snowball effect took over and little by little everything began to improve to the point the employees had smiles on their faces and a sense of pride in what they were doing. Initially the shop didn’t even have hot water for the mechanics or employees to wash their hands. The improvement in cost, service and breakdowns was enough to warrant the installation of a water heater. Oddly enough, just installing a water heater raised the morale more than you can even imagine. As such, morale has a direct impact on employee productivity, which of course directly impacts the bottom line. As Jimmy V most famously stated “Don’t give up. Don’t ever give up.” There is always hope! 

More leadership tips can be found on my elephant ear blog at https://mcbconsulting.com/blog/

For further inspirational tip on almost any subject you can always go to https://www.passiton.com

Thanks for listening.

This young man in his short life by remained positive through all his medical & physical challenges. He was an inspiration to me when I was meeting one (1) of life’s challenges. His book “Just Peace – A Message of Hope.”  should be passed out anywhere and everywhere during these difficult times.

Currently, one challenge that is impeding the timely and accurate repair of all types of equipment is the ambiguously written repair data provided by manufacturers. This done in an attempt to protect their technological capital from their competitors as well as force the return the asset to their shop. Moreover, in this attempt to protect their intellectual capital, manufacturers do not openly communicate in explicit detail how the various systems function. In short, they hide behind a self-generated proprietary curtain by only giving a description on how the systems are designed to operate rather than an explicit explanation which perpetuates one (1) out of three (3) parts changed in error and a whole preponderance of other issues. Furthermore, even the factory trained technicians don’t have access to the complete data.

For a moment think about autonomous technology interfaced with acceleration, steering, traction control, stability, and anti-locking braking systems and you aren’t going to require the manufactures to indicate exactly how these systems function and interface. Currently, the technicians are attempting to proactively maintain electronic engine control and aftertreatment systems in order to meet EPA regulations without complete data on how they function and now we are on the forefront of adding autonomous systems that control the movement of the vehicles without the complete information on how they operate? Da!

In this same vein, another obstacle impeding this highly competitive industry is the manufacturers push for additional vertical integration, proprietary systems, and reduced number of options. Vertical Integration has several definitions however in this case is when a manufacturer and a supplier integrate to develop a proprietary system for the end product. In short, whatever system it’s developed for it will impede the execution of timely and cost-effective repairs due to proprietary replacement parts or software constraints. This will result in greater capital outlay for additional spare vehicles, increased downtime and cost due to ferrying to and from the dealership. Conversely, vertical integration will assist in the development of autonomous vehicles and will make them safer if the systems are functioning as designed.  Additionally, from their perspective they feel it will improve quality, safety, lower production costs. Are they passing those cost savings on to the consumer?

In this industry with highly diverse needs, the assets must be spec’d all the way down to the types of tires, seats, alternators, batteries etc., not what they are able to procure at the lowest price in order increase their profit margin. The procurement of assets that are spec’d properly are as important to the success of the organization as the basic needs of oxygen, water, salt, sugar, minerals, and vitamins are to the human body. If the equipment is not spec’d to the operational needs of the organization cost, service, and utilization will suffer throughout the lifecycle of the asset due to the demands placed on it by the driver, customer, operations or a combination thereof. In short, organizations cannot afford to relinquish capital dollars then turn around and make necessary repairs to order to survive their operational demands. Options viable and/or perceived to work for one organization won’t work as designed for others. Moreover, they will be penalized by Wall Street and/or their financial backers for the reduced “asset utilization” and/or “asset to profit ratio.” If they, the manufacturers continue to push for vertical integration they will need to relinquish the extent of intellectual property in order to make effective repairs that will not put the general public at risk. Keep your proprietary systems and software but clearly define how it operates or intended to function. The FAA does not certify aircraft without defined repairs. Who has the smallest margin of error an aircraft coming into any airport or tractor/trailer on I-95 or I-5?

Currently, the focus of the EPA is to control what is being emitted out the tailpipe, however, they would be much more successful if they ensured the technicians had the data on how the system operated and if they went upstream and put tighter controls on fuel and diesel exhaust fluid (DEF) quality. If this data was readily available, it would not have taken so long to uncover the Volkswagen fiasco.

Lastly, think about the technician working on this equipment who is putting is reputation and livelihood on the line to repair this equipment while attempting to capture a sense of accomplishment from his/her chosen profession. In reality, the manufacturers are charging for this incomplete data in a manner and still not supplying an accurate description on how the systems function.

Autonomous and safety technologies have and will improve safety, but only when they work. When they don’t or an intermittent problem arises, it is imperative the technician have explicit data on how the systems are designed to function. And to accomplish this we will need a paradigm change for the betterment of safety, environment, and the economic growth of the organization, and ultimately for the nation. Ironically, if you think about it, mechanics have been working autonomously since the information started to diminish after the enactment of the clean air act of 1970.

In summary, our neighborhood was without power for four (4) hours and cable and phone for 24 hours and driver was not charged with a preventable accident. We desperately need the best of both worlds.

As more and more vehicles with autonomous components enter the transportation landscape, the issue of repair and maintenance for those systems become more important for trucking fleets.  Complicating this challenge is the reality that autonomous technology is still in its infancy — it is being developed and manufactured by a combination of startups, original equipment manufacturers and other technology firms who all follow different approaches to the technology.

Service technicians will need to learn how to repair all this equipment, so it is vital that developers and manufacturers provide clear information on how to do so — without this, vehicles could be repaired improperly, which opens the potential for safety concerns. While it is understandable that manufacturers wish to protect intellectual property, they must communicate in explicit detail how the various autonomous systems function to ensure that repair shops can complete proper repairs.

Without this information, vehicles can be misdiagnosed, which can lead to vehicles continuously being returned for the same repair issues. Repair misdiagnoses also can lead to other problems, including decreased customer service, irritation from drivers whose vehicles need repeat repairs and frustration for technicians.

Autonomous technologies must interface with other systems on the truck, including throttle control, steering, traction control, stability and anti-locking braking systems. It’s important for technicians to have information about how all these systems connect in order to ensure timely and safe repairs.

The shift among manufacturers toward vertical integration also may complicate repairs. Vertical integration is the term for when a manufacturer and a supplier integrate to develop a proprietary system for the end product. In order to repair these systems, technicians may need access to proprietary replacement parts or confront software constraints, driving up time and cost to repair. As autonomous systems go through real-world testing, manufacturers and suppliers may find it prudent to wait on vertical integration and proprietary systems in order to ensure that technicians have the tools and information they need to repair assets.

Going Forward

The development of autonomous vehicles comes at a time when technicians can still struggle with maintenance issues on emissions components that truck manufacturers began installing years ago to comply with emissions regulations from the Environmental Protection Agency. Startups and manufacturers working on autonomous technology can start off on the right foot now by providing clear dissemination of this information, making it not only easier for technicians to repair vehicles, but also to ensure that the vehicles meet environmental requirements to fit what fleets will be seeking from a regulatory perspective.

Let’s also think about the role of technicians. There already is a nationwide technician shortage, so as autonomous technology enters the trucking industry, it is important to both retain current technicians and attract new ones. Making sure they can access the information and the tools they need will make that easier to do.

Autonomous and safety technologies have and will improve safety, but only when they work. When they don’t, or when an intermittent problem arises, it is imperative that technicians have the data they need on how the systems are designed to function in order to get the technology safely back out on the road.

This article appeared in the September 23, 2019 edition of Transport Topics.

Michael Buck is president of MCB Fleet Management, which offers fleet maintenance, procurement, litigation, and safety assistance to private, public, corporate and government fleet operations. https://mcbconsulting.com

Additional information on the essentials of maintenance can be found at https://www.minimizer.com/whitepaper-download/

Just as the name implies, the after treatment systems are responsible for cleaning up the exhaust once it leaves the combustion chamber. As in almost anything in life there are trade-offs. The ambient air temperature can be -20 in North Dakota or 110 in Texas, the unit can be pulling a mountain in California or traveling on flatlands of Kansas, however, the temperature in the combustion chamber must be optimum for the operational and atmospheric conditions. If it drops below that point soot is being emitted and collected in the diesel particulate filter. If the temperature exceeds the threshold a poisonous gas is emitted the SCR system must contend with. The cooling, EGR, inter or EGR cooler, and turbocharger systems are all working to maintain that temperature threshold. The heat and demand placed on these components in order to meet this need is significant. However, the slightest hiccup and a problem will rear its ugly head and the Aftertreatment System must content with the increased soot or poisonous gas. When a problem exists with the Aftertreatment System the driver is notified immediately via a dash light and if the problem persists the engine will be de-rated. However, in many cases due to pressure to get the asset or driver back on the road or load to the destination in a timely manner the technician will jump on the Aftertreatment issue and fail to look upstream for the potential root cause. In short, the asset will return with the same problem in very short order.

Much in the same manner as our human bodies function, if we eat right, exercise, and get enough sleep they preform well. If the engine is functioning, maintained, and operated properly the Aftertreatment System can perform as designed however root cause of many of today’s Aftertreatment issues are not the system themselves but upstream componentry that is struggling to survive in the high temperature and pressure environment in which they are being subjected. The use of poor quality fuel or Diesel Exhaust Fluid (DEF) will perpetuate additional maintenance and shorten the life of the diesel particulate filter (DPF), injectors, SCR doser, and many other components.

Here are a few recommendations that will mitigate these issues:
1. Update the PMI process to include the Aftertreatment Systems
2. Proactively service the DPF & 7th injector & doser
3. Train the driver operate equipment properly and to proactively communicate any issue
4. Regular monitoring of Fuel and DEF quality in the storage tanks and DEF vehicle tank.
5. Increase warranty monitoring and negotiation.
6. Train the technicians in methodical troubleshooting methods that defines the root cause

The preventative maintenance process should focus on the entire vehicle including the electronic control system as well as the aftertreatment system. Additionally, technological advancements have perpetuated the need for scheduled maintenance on injectors, turbos, SCR doser, DPF, EGR systems and the associated componentry. In doing so this will reduce your maintenance cost as well improve your service to your customers.

As the manufacturers upgrade and streamline these systems in order to free up frame space, reduced weight, and meet the next phase of regulations these opportunities / challenges will be added in the very near future:

1. Progressive Emission Standards
2. Greenhouse Gas Standards
3. Improved Oils & Lubricants
4. Advanced combustion design
5. Precision combustion timing
6. Active oil temperature control
7. Variable Valve Timing

The final factor in the equation is the operator. It has been proven the operator can have, as much as 35% impact on fuel economy, consequently that same impact is a significant factor in the combustion process as well as maintenance cost. Due to the complexity of these systems in order to remain competitive in today’s market place the driver must to be trained to proactively communicate all maintenance issues.

For example if the driver continues to operate a vehicle with an issue on any system it will always lead to higher cost, decreased asset utilization, and lower customer service. However, this can be overcome with a telematics system that proactively notifies the maintenance and operations (if so programed) departments in order to head off these issues prior to them becoming a maintenance and service issue. Furthermore, the system can be used to assist in warranty negotiation, hold manufacturers accountable, ward off breakdowns on like equipment, as well as determine service component intervals.

In summary, as it has been for many years, the key is proactive preventative maintenance. Even with all these technological challenges optimum asset utilization can be achieved with a step–by-step PMI, methodical troubleshooting, accurate data, and properly scheduled maintenance intervals that will perpetuate greater asset utilization, increased service to the customer, driver morale and retention. Due to transportation industry being a leading not lagging economic indictor a maintenance plan that proactively manages the assets is just as important as a business plan that proactively manages fixed & variable costs.

COPYRIGHT © 2018 MCB CONSULTING

Controlling mechanic productivity is imperative for reducing maintenance costs and freeing up capital that can be used to improve life-cycle management for assets and augment the organization’s bottom line.

In the 21st century, controlling mechanics’ productivity begins with understanding who they are, how to lead them, how to hold them accountable — and how to do all that without losing sight of the company’s overall goals.

Mechanics are a group whose sense of accomplishment derives from tackling and solving mechanical problems. It’s what makes them willing to crawl under a piece of equipment dripping with dirty slush or mud — or, at least, it’s what holds the interest of the ones born to be mechanics.

Today’s shops are staffed by service technicians who are a mixture of baby boomers (1946 through 1964), Generation X’ers (early 1960s to early 1980s) and Generation Y’ers (early 1980s through early 2000s) — a complex palette of diversity. Most will do an assigned job if they understand why it needs doing and can agree with you on how it should be done.

That’s not easy. Successfully managing a variety of generations while remaining impartial takes a talented leader. He or she needs to understand, for example, that while boomers tend to be more “old school” and cooperative, Gen X/Y mechanics are young, smart and brash. Rather than fighting that, the successful manager takes advantage of it.

The boomers are a comparatively cooperative, known quantity, but large numbers of them are at, or nearing, retirement. In a few years, the mature workforce will be predominately Gen X/Y mechanics who want to work, but don’t want work to be their lives. Dealing with them means specific expectations and guidelines must be established. Individuals who are brought up living a certain economic lifestyle will strive to maintain it at that level.

Moreover, because the industry lacks enough good mechanics at the moment, many individuals become mechanics specifically to fulfill their economic aspirations, realizing that the old adage that it’s more lucrative to be a good mechanic than a white-collar office worker is often true.

The majority of shop managers come from within the ranks of service techs, and while they have strong technical skills, many lack the management and leadership skills required to oversee the copious details of a large fleet cost-effectively. However, leadership skills can be acquired if the individual recognizes the need and is compelled to develop them.

It’s not easy — 85% of the knowledge needed by a front-line manager is how to manage resources, human ones included. Unfortunately, many managers are dead set on improving technical skills rather than stepping out of their comfort zones and working to improve the management skills needed to enrich the bottom line. Poor leaders eventually are replaced, and the resulting chaos drives costs even higher.

In fleet budget terms, labor is the maintenance cost-driver that lags slightly behind fuel and tires. Unfortunately, many companies strive to keep mechanics’ wages as low as possible, buying into the outdated notion that blue-collar workers don’t qualify for competitive pay rates. That attitude is, as the old saying goes, “penny wise and pound foolish.”

A competitive wage structure is one of the major pillars of a successful maintenance program and should include defined competencies and a progression plan allowing technicians to advance. Adopt that program, combine it with respect for the mechanics and an overall culture of trust and integrity, and your technician shortage vanishes.

Once the right shop staff are in place, reducing maintenance and procurement costs is only a matter of developing and implementing defined processes and holding individuals — and vendors, if you outsource any part of your maintenance program — accountable for following them.

In this highly competitive and regulated industry, the two procedures where a stringent process is imperative to keep cost, service, productivity and utilization in check are: (1) during the troubleshooting process and (2) while performing a preventive maintenance inspection (PMI).

Moreover, solutions to complex problems must be communicated throughout the organization to further reduce costs and improve service and utilization.

Here are some techniques to prevent problems that might throw a clog into the machinery of profitability:

• Charge for repairs at standard repair times (SRTs), not actual repair times.

• Hold repair costs within 10% of estimates.

• Accurately monitor “direct” versus “indirect” labor, a measure of time actually spent twisting those wrenches.

• Opt for performance-based vendor contracts.

• Agree on metrics and a scorecard to control mechanic and vendor productivity.

• Communicate solutions throughout the organization.

• Look for shop leaders and mechanics willing to develop their skills continuously.

• Institute a rigorous PMI process.

• Institute a methodical troubleshooting process.

• Treat mechanics with respect and acknowledge the unique skills and mind-set each offers.

• Retain personnel through leadership, accountability, development and competitive wage structure.

In an industry with paper-thin margins, it’s vital to get the most out of the maintenance dollar. The maximum return on investment is captured when all the shop’s wrenches are on the right nut, turning in the proper direction.