Vehicle Maintenance Pro: The A to Z Guide to Managing Your Vehicle Maintenance Operation PDF
Preview Vehicle Maintenance Pro: The A to Z Guide to Managing Your Vehicle Maintenance Operation
Vehicle Maintenance Pro The A to Z Guide to Managing Your Vehicle Maintenance 26-M (13598) Vehicle Maintenance Pro The A to Z Guide to Managing Your Vehicle Maintenance 26-M (13598) Vehicle Maintenance Pro Copyright 2014 J. J. Keller & Associates, Inc.® 3003 Breezewood Lane P.O. Box 368 Neenah, Wisconsin 54957-0368 Phone: (800) 327-6868 Fax: (800) 727-7516 jjkeller.com Library of Congress Catalog Card Number: 2008920322 ISBN: 978-1-60287-323-0 Canadian Goods and Services Tax (GST) Number: R123-317687 All rights reserved. Neither the publication nor any part thereof may be reproduced in any manner without written permission of the Publisher. United States laws and Federal regulations pub- lished as promulgated are in public domain. However, their compilation and arrangement along with other materials in this publication are subject to the copyright notice. Printed in the U.S.A. Report Content Piracy 800-388-7478 www.siia.net/piracy ii 3/14 Original content is the copyrighted property of J. J. Keller & Associates, Inc. Vehicle Maintenance Pro Introduction This manual — Vehicle Maintenance Pro: The A to Z guide to managing your vehicle maintenance operation — takes a look at the tasks that could fall under the title of Maintenance Pro. The book is divided into two major topic areas — your operations and maintenance related activities, and dealing with compliance issues. The operations topics covered in this manual place a strong emphasis on the importance of planning, establishing standards, and then living by those standards when it comes to maintenance, safety, and health. The compliance sections include selected regulations and compliance guidance pertaining to Department of Transportation, Environmental Protection Agency, and Occupational Safety and Health Administra- tion regulations. Finally, a reference section includes pertinent information relating to the subjects covered in the manual, as well as contact information for the regulatory agencies discussed in the manual. Revision bars, like the one at the left of this paragraph, are used in this publication to show where significant changes were made on update pages. The revision bar next to text on a page indicates that the text was revised. The date at the bottom of the page tells you when the revised page was issued. Due to the constantly changing nature of government regulations, it is impossible to guarantee absolute accuracy of the material contained herein. The Publisher and Editors, therefore, cannot assume any responsibility for omissions, errors, misprinting, or ambiguity contained within this publication and shall not be held liable in any degree for any loss or injury caused by such omission, error, misprinting or ambiguity presented in this publication. This publication is designed to provide reasonably accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the Publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. The Editors & Publisher J. J. Keller & Associates, Inc.® iii 3/14 Original content is the copyrighted property of J. J. Keller & Associates, Inc. Vehicle Maintenance Pro Published & Printed by J. J. Keller & Associates, Inc.® 3003 Breezewood Lane, P.O. Box 368 Neenah, Wisconsin 54957-0368 Phone: (800) 327-6868 Fax: (800) 727-7516 jjkeller.com publishers ROBERT L. KELLER JAMES J. KELLER EDITORIAL vice president – editorial resources WEBB A. SHAW project editor THOMAS E. BRAY sr. editorial manager – transportation BETTY J. B. WEILAND sr. editor – transportation safety DAREN B. HANSEN sr. editor – hazardous materials transportation THOMAS J. ZIEBELL editor – transportation safety KATHY L. CLOSE editor – transportation operations VICKY L. HART editor – transportation management RICHARD J. MALCHOW editor – transportation operations HEATHER L. NESS editor – transportation management ROBERT J. ROSE editor – transportation safety JILL M. SCHULTZ associate editor RANDALL J. SKOOG sr. metator/xml analyst MARY K. FLANAGAN sr. layout editor MICHAEL P. HENCKEL PUBLISHING GROUP chairman ROBERT L. KELLER vice chairman & treasurer JAMES J. KELLER president & ceo MARNE L. KELLER-KRIKAVA evp & chief operating officer RUSTIN R. KELLER chief financial officer DANA S. GILMAN sr. director of product development CAROL A. O’HERN sr. product development manager JENNIFER M. JUNG product development specialist ASHLEY C. PUCKER director of manufacturing TODD J. LUEKE sr. electronic publishing & prepress manager GERALD L. SABATKE The Editorial Staff is available to provide information generally associated with this publication to a normal and reasonable extent, and at the option of, and as a courtesy of, the Publisher. iv 3/14 Original content is the copyrighted property of J. J. Keller & Associates, Inc. Vehicle Maintenance Pro Table of Contents Shop Operations Determining Maintenance Schedules Parts Management Recordkeeping Operational Planning Vehicle Systems and Specifications Requirements and Accessories Improving Fuel Efficiency Emission Systems Tire Management Electronic Systems Personnel Recruiting, Training, and Retaining Technicians Performance Evaluation Compliance Management DOT OSHA EPA Self Audits Regulations FMCSA NHTSA OSHA EPA Reference v Original content is the copyrighted property of J. J. Keller & Associates, Inc. Vehicle Maintenance Pro Reserved vi Original content is the copyrighted property of J. J. Keller & Associates, Inc. Vehicle Maintenance Pro Notes ............................... Shop Operations ................................................................ Determining Maintenance Schedules ................................................................ ................................................................ Introduction — Why a maintenance manual Vehicle maintenance is a complicated business. Whatever kind of main- ................................................................ tenance facility you are in charge of, if you manage the overall program of both operational and compliance related topics, you’ve got your hands ................................................................ full. This manual is intended to be used by Maintenance Pros at all types of ................................................................ commercial carriers. Whenever the term “vehicle” is used, the require- ment or concept is universal and applies to all types of commercial vehicles; ................................................................ large (CDL-required vehicles), small (non-CDL commercial vehicles), property-carrying, and passenger-carrying. When a vehicle-specific ................................................................ requirement or topic is being discussed, the type of vehicle the require- ment or topic applies to will be specified. Examples include the emergency- exit requirements for passenger-carrying vehicles and the new brake ................................................................ distance requirements related to truck-tractors. ................................................................ A Maintenance Pro, in the sense of this manual, has the task of managing maintenance operations, people, equipment, and regulatory compliance issues. Operational management involves finding the most efficient and ................................................................ effective way of keeping the fleet operating safely. Personnel manage- ment involves directing a group of different people toward a common ................................................................ goal. Employees must be encouraged to reach their full potential if the business is to be profitable. Equipment management means making sure ................................................................ that each unit “pays its way.” If it doesn’t, it has to be replaced or elimi- nated entirely. Managing compliance means trying to comply with ................................................................ regulations from DOT, OSHA, and EPA. ................................................................ Fleet maintenance organization The organization of a vehicle fleet depends a great deal on its size. Large ................................................................ for-hire fleets usually have a formal organization like any major business with trained people performing specialized tasks. The in-house mainte- ................................................................ nance shop staff may be equally specialized: equipment manager, shop supervisor, parts person, tire person, line mechanics, regulatory compli- ................................................................ ance person, etc. The company may also have a mix of shop facilities at various locations around the country, from very large and specialized, to ................................................................ very small and general. Fleet management for the small fleet is naturally lean. People typically ................................................................ wear more than one hat in this kind of operation. Rather than being specialists, they will probably be generalists, possibly even bringing a ................................................................ background in a family business to their job. A few individuals must handle all the budgeting and accounting tasks, legal licensing and insur- ance paperwork, driver hiring and managing. They must also go out and ................................................................ get the business, and then service the customer. Determining Maintenance Schedules 1 9/14 Original content is the copyrighted property of J. J. Keller & Associates, Inc. Vehicle Maintenance Pro Notes ............................... The private fleet’s goals are not really the same as a for-hire operation. The corporation to which it belongs has created a fleet to meet price and ................................................................ service requirements that are not being met by outside carriers. Because of this, many times private fleets do not operate their own equipment and . maintenance facilities. They lease equipment and have lease arrange- ments that require the leasing company to perform the maintenance. ................................................................ However, the private fleets must still have individuals who are well- versed in equipment maintenance and the associated regulations. Even though the private carrier does not own the vehicles, or maintain them, ................................................................ they are still legally responsible for them (including the inspection and maintenance of the equipment). ................................................................ Also, private fleets may still have maintenance needs. The operation of a small maintenance facility to perform quick and easy repairs (fixing lights, ................................................................ airing tires, etc.) may be necessary if the leasing company’s shop is too far away or not available all hours the fleet is operating. In some of these ................................................................ cases, the vehicle maintenance may be handled through the general main- tenance department at the facility. If this is the case, the personnel ................................................................ performing the maintenance may need a considerable amount of guid- ance on vehicle maintenance. ................................................................ While the maintenance department does not have to worry about “turn- ing a profit,” it does need to keep an eye on costs. It must be able to . maintain and repair vehicles as economically as an outside shop. The conveniences of having an inside shop (no need to schedule shop time ................................................................ with an outside entity, the ability to prioritize work, control of manpower, faster turnaround times, in-depth knowledge of the equipment and main- . tenance schedules, etc.) can be outweighed if the shop becomes too expensive to operate. . Maintenance is a very labor-intensive part of fleet operations. Even the best diagnostic equipment is only as good as the technician who uses it. . The shop can only be cost-effective when productive people are employed there. The challenge to maintain a safe, reliable vehicle at the lowest possible cost can only be achieved by people who really believe in this ................................................................ goal. The goals of the maintenance shop and the themes that will run throughout this manual are to increase productivity, reduce maintenance ................................................................ costs, and improve vehicle utilization to increase profitability. The whole principle of an effective vehicle maintenance operation is to ................................................................ keep the vehicles rolling, so they have the maximum opportunity to make money for the company. Whether you work with a for-hire trucking opera- ................................................................ tion, a for-hire motor coach company, a school bus company, a private fleet, or some other kind of transportation company, profit is at the bot- ................................................................ tom of most considerations. ................................................................ Why have PM and schedules PM, or preventive maintenance, involves scheduling inspections and main- ................................................................ tenance to prevent vehicle breakdowns. The PM program, and the associated scheduling, are at the heart of any effective maintenance pro- ................................................................ gram. It is the logical place for a Maintenance Pro, as well as a manual intended for a Maintenance Pro, to begin. 2 Determining Maintenance Schedules 9/14 Original content is the copyrighted property of J. J. Keller & Associates, Inc.
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