These are my tips to deal with this problem:
1. Preventive maintenance program
I know it’s the most hackneyed of recommendations and what every fleet manager will have on their to-do list first. I emphasize this because currently many organizations still have manual processes for carrying out maintenance or do “generic” maintenance for all their units. We must consider that currently the fleets are made up of different types of engines: gasoline, diesel, electric vehicles, gas, among others. For this reason, it is essential to reduce any manual process as far as possible and involve the manufacturers of the units in the correct maintenance process.
What should we observe? Early symptoms prior to a major repair. For this, I recommend constant training to the personnel in the workshop, since this way it will be much easier to have reliable records and detect trends.
2. Effective control in the dispatch of units
I recommend that those in charge of dispatching and assigning the units constantly evaluate the process. On many occasions, a series of activities established some time ago is carried out. With technology, we now have tools to question whether you have the right number of units. In some fleets it is possible to have up to 10% of reserve vehicles. This entails an extremely significant investment and if we add that the supply of vehicles is just returning to normal, this percentage can represent a challenge.
Other questions could be: do I have the right unit for my type of work? Or do I have the right driver for the unit and the work it has to do? This last question leads me to the next recommendation.
3. Comprehensive training program for drivers
Virtually all companies have certain controls or training programs, the point is that most of them are focused solely on driving habits. One differential that I have seen with highly effective fleets is that basic mechanical knowledge is also taught. In this way, at the time of detection of a certain symptom, precautions such as stopping the unit can be taken and avoiding a major failure.
The main thing should be a lower accident rate, there is no doubt about that, since a unit in a workshop, in addition to costing, is not billing and sometimes the lost sale impacts more than renting another vehicle.
4. Inventory validation program
As a service provider to this industry, I have noticed that on many occasions, as organizations grow, they establish an annual goal for vehicle acquisition or fleet renewal. They do not always have an effective inventory review plan, which results in “loss” of units. Yes, you read that right, “loss” of units due to situations such as loans to other distribution centers, entry to third-party workshops, stockyards, casualties, etc. Sure, these are worst case scenarios, but they do happen. For this reason, we must constantly have a reliable record of the number of units and establish policies to ensure that an operation does not become unbalanced.
5. Driver user voice
Every time I have had the opportunity to talk with a driver/operator, I have realized that what is planned in an office is far from what happens in daily operations. That is why it is important to have mechanisms to include these points of view: Is the type of unit selected the right one? Do I have the knowledge to operate it? Are the routes ideal? Nothing like the sensitivity of the day to day to ensure that the plans are more attached to reality. The more drivers are in favor of the type of units, the better they will be used and the longer they will be on their job.