equipment breakout d. stuart
TRANSCRIPT
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Equipment Breakout: Who’s really running your maintenance
department?
Darry Stuart, President, DWS Fleet [email protected]
508-384-9021
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Limited Time Executive Services
• Established 1998• Fleet Management Services
– Various vocations• Maintenance Management Employee Transition• Dealer Advisement Services• Manufacturer Support Services• Litigation Support Services• Management Coaching & Advisement• Training Presentations & Industry Guidance • More than consulting, staff extension
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Available Education• Pres & CEO• COO or VP of Ops• CFO or VP of Finance• CSO or VP of Sales• CIO or VP of Info• EVP of Something• SVP of Something• VP Human Resources• VP Strategic Sourcing • VP Transportation• VP of Maintenance• Director Of Maintenance
• Business Mgt/Finance• Business Mgt• Business Mgt/Finance• Business Mgt/Marketing• Computer Science/Finance• Business Mgt• Business Mgt• Business Mgt/Psychology• Business Mgt/Accounting• Business/Transportation• OJT None Available• Internal Growth
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Expertise RequirementsDIRECT SUPPORT OF DAY TO DAY FUNCTIONS OF THE BUSINESS
There are many duties and responsibilities that each position has to do on a day to day function but most are subject to a
small circle of necessity in their world of support.
Without trucks rolling there is no business.
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Available Formal
EducationPres / CEO Y Y Y Y N N N N N N N N Y Y N N YesCFO / VP Finance Y Y Y N N N N N N N N N N Y N N YesCOO / VP Operations Y Y Y Y N N N N N N N N Y Y Y Y YesCIO Y Y Y N N N N N N N N N N N N N YesCSO / VP Sales Y Y Y Y N N N N N N N N N N N N YesVP Marketing Y Y Y N N N N N N N N N N N N N YesVP Human Resources Y Y Y N N N N N N N N N N N N N YesVP Maintenance Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y NoDirector of Maintenance Y Y N Y Y Y Y Y Y Y Y Y Y Y Y Y No
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Potential Compensation• Pres & CEO• COO or VP of Ops• CFO or VP of Finance• CSO or VP of Sales• CIO or VP of Info• EVP of Something• SVP of Something• VP Human Resources• VP Strategic Sourcing • VP Transportation• VP of Maintenance• Director of Maintenance
• $XXX++• $XX+• $XYZ+• $250+• $200+• $200+• $190+• $185+• $145+• $175+• $110• $75+
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Career GrowthTrucking Industry
Director or VPRegional Manager
Shop Manager
Foreman
Shop Foreman
Leadman on Shifts
Technician
Mechanic
Educational Training
$95000+$78000
$65000
$60000
$55000
$48000
$45000
$42000
-$20000 per Year
15-Year Plan
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Why a Short Shelf Life• Frustrated with Senior Management
– Lack of solid direction, wishy washy• Fights over budgets• Fights over head count• Personality Conflicts• Lack of Appreciation• Lack of Personal Performance• Other Perceived Opportunities,
Head Hunters. Internet• Compensation package,
unachievable manipulated goals• Committee leadership
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Why a Short Shelf Life• Finance Dept unrealistic
controls & expectations• Excessive busy work
reporting• ROI, ROI, ROI or Rounds
of Insanity• Constant challenging
questions beanies
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Why They Quit• Meddling by fellow management,
maintenance is easy• HR involvement and over controlling
handcuffs• Forced cuts in staff levels• Supplying techs to drive trucks• Look down upon, lack of respect, still a
“Grease Monkey”• Unable to meet expectations• Unachievable operating goals• Decentralization of controls• Lost the magic wand.• Not allowed to do the job
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Structural Roadblocks
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Why They Give Up• Frequent changing of
direction• Paddling up stream,
fighting the tides• To much work, Peter
principle
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Why They Stay• Lost the fire• Passion is gone• Sercombe to the battle• Winning is no longer important• Vacation time & paychecks• Easy than the alternative• Laying low, wait to get asked to leave• Grown Weak and lazy• Scared of the alternative• Unclear on what to do?
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Why They Stay +• The constant challenges• Loyalty to the company, the man• Great leadership and fellow team
members.• Part of the processes.• Involved in all related areas.• Respected & treated as the leader.• Required input from above.• Compensated well for the
responsibility and results.• Just plain feels appreciated, respected
and involved• Unchallenged for menarche
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Why VPs Get Fired• Did not make it happen• Could not sell their program• Continues to interview for the job• Over sold upon hiring• Under estimated loyalty • Spoke loosely feeding the pipeline• Fleet grows, employee does not• Over analyses with no action• Chemistry• Moved to fast or not at all• Did not look in closets for skeletons• Unethical practices• Insults and changed vendors to fast• Missed the obvious signs• Too many emails, too many charts, too many insults• Just not a cultural fit• Believed not replaceable, arrogant, sarcastic, dictator
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New Maintenance Management Candidates for Fleets
• In Coming Candidates from– Dealership– Long term Leasing– Tire Business– Car Dealership– X Military– X Government– Son in Law– Son– Mechanic/Tech/Forman– Regional Manager– Grad/ Business/Finance
• Will Survive in a fleet?– No– No, short term, possible– No– No– Possible– No– No– Not likely– With Coaching– With Coaching– Possible with Coaching
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Why New Guys Fail Early• Moves too Fast• Constant bragging of previous jobs• Does not build a team• Hides in the office, data, data, data• Too many meetings, continues to interview• Moves nowhere too fast• Does not coach or adapt to the current team• Change team members to quickly• Oversell potential opportunities• Does not understand current culture• Tries to over sophisticate to quickly• Misses and forgets the basics
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Maintenance Leaders Valuein the world of vehicles and equipment
• In most annual reports there are many Executives listed but no Executives in the Maintenance area.
• In most web pages there are many executives like as who we are, but no maintenance executives
• In most company’s propaganda there are numerous VP’s and Directors but nothing about Vehicle maintenance leaders.
• What am I missing, perceived value?
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Why Technicians, have short shelf lives?
Why They LeaveWhy They Stay
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Technician Shortage?• Do We have a shortage?• Do we have a lack of training?• Lack of compensation?• Lack of compensation progression?• Lack of management?• Generation gap???? XYZ
• “I do not believe we have a shortage of technicians, only a lack of investment in developing and pay progression to retain them.”
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Why Job HoppingCareer Progression
• Interpretations• Disadvantages
– New environments
• Advantages– Increased pay– Education accelerations– Career movement– Quicker experiences– Life adaptations
• 2-3 year plan
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AutomotiveIndustries, BMW Type Dealerships
Happy TechnicianTechnician
Technician
Technician
Technician
Technician
Technician
Mechanic
Educational Training
$95000+$85000
$80000
$70000
$65000
$60000
$50000
$38000
-$20000 per Year
8-Year Plan
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Why they leave…
ManagementOr the Lack thereof.
• Leadership styles.• Directional guidance.• Structure? Chain of command? • Sarcastic styles of communication?• Communication, for them not you?• Discipline, firm and fair? verbal or paper? • Shop meetings? With pizza, a barrier breakdown.• Recognition? Publicly and professionally.
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Management Allows…“Will Fit” Parts
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Management Allows Organization
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Why they leave…
Owners/Bosses• Fancy Cars
– Porsche Boxter, red 2-seater convertible
• Golf Outings– Coming to work with golf attire and clubs
• Vacations, trips and travel– Many flaunt
• Personal schedules– leaving early on Friday’s, long holidays
• Non-Essential Activities– washing wife's car
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Why they leave…
Facilities• Heat, or the lack of• Lighting, lack of or not repaired• Floor, with holes, cracks, dirty or slippery• Garage doors, broke, damaged, unsealed• Shop clutter, no working space• Vises , not enough, jaws missing or to small• Bench grinders, worn stones or wire wheels
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Why they leave…
Shop Design• No place to store tool boxes.• No space between bays.• No space for transmission jacks, and
other floor tools, etc.• Length of building.• Locker rooms, seats, storage,
housekeeping.• Lunch facilities.
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Why they leave…
Tools and Equipment• Dirty shop environment.• Lack of proper tools.• Worn out tools—
(replacement not in the budget).• Questionable jackstands, or not
enough.• Creepers, can never find them.
– Should be supplied by Employee
• Drop Lights, always broken.– Should be supplied by Employee
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Tool Storage
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Labor and Back-Saving Tools
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• Equipment too old.• Not learning anything new.• Dirty equipment?• Would like to work on new trucks.• Some want variety.• I Graduated as a “DIESEL TECHNICIAN / MECHANIC!”
Why they leave…
Vehicles
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Why they leave…
Procedural Changes• New PM programs.• Computer data entry.• Checking fluids, drivers job.• Signing every document, PM sheets
etc. • Inventory every month? • I did post all of the parts.• Sure, all my labor is on the job.
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Current Computers
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Productive Tools
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Why they leave…
Productivity Pressures• Accountability• Repair order documentation.• PM and repair expectations.• Always seeking productivity gains.• Drivers needs and constant complaint styles
(P & Moaning).
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Detail Repair Document
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100% Accountability
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Detailed PM Work Instructions
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Why they stay…
Country Club Atmosphere
Budget Review Meeting
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They leave…
Dirty Parts Cleaning Fluids
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Productivity Tools Needing Repair
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Why they stay…
Changing the Environment
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Why they leave…
Parts and Supplies• Lack of parts.• Organization of parts.• Incorrect parts.• Not what I ordered.• Brands they don’t like.• Posting of parts on RO's.• Parts when they need them.• What is the price, what is the part
number?
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Why they leave…
Personal Issues• Family activities.• Sports for the kids.• Shift work, spousal issues.• Religion• Personal growth opportunities.• Investment in tools.• Tool insurance.• Air tool repair or replacement policies.• Trade requirements, shoes, rain gear etc.
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Why they stay…
They Want a Little Training
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Why they leave… AND STAY.
Things They Fight For• Microwave
– They never clean it.
• Refrigerator– They never defrost it.
• Showers– They never use them.
• Hand Soap– We never buy what they like.
• Scrap Steel and Aluminum– The Xmas party fund.
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Why they leave…
Duties No One Else Does• Plow or shovel snow.• Go to the airport.• Mow the grass, at the owners summer home • Pull weeds, at the owner summer home also• Paint the offices, change light bulbs.• Put up signs, VP of, Director of, Janitor, Office manager today.• Put permits on the trucks. Weekends.• Installs plates the day they expire.• Clean the toilets.
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Why they leave…
Compensation• Benefits, health, dental, glasses, disability? • Hours, shift work.• Holidays, less than the office staff.• Weekends.• Overtime, none, straight time pay only. • No Overtime, when I need it.• Uniforms, not enough, old or none.• “Day Shift”, not a chance to get there.• Shift pay too small, $.25 2nd $.35 third shift.• Call in or on call pay, if any.
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Why they think they should leave…
Fears• Drug screening,(believe that’s private). • New leadership.• Company rumor of sale or merger.• Rumor of benefit changes.• Rumor of no increases for the year.• Rumor of terminations or layoffs. • Personal productivity fears.• They know rumors always come true.
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Requirements
• Tools Appox $7500.• CDL License.• Safety Shoes.• D.O.T. Physicals.• Tool Insurance.• Periodic Training, on his own time.• Computer Skills.• Common Sense.• Mechanical Knowledge, requires a lot.
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Additional Requirements
• Driving Skills, forward and backwards.• Tire repair skills.• A/C Certification, Brake Certification.• Cutting and Welding skills.• Electrical skills and ABS Knowledge.• People, internal and external customer skills.• Accept low wages, increases and lack of trade
acceptance as a professional.
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They Don’t Want Much
• Solid Company.• Clean, Safe Environment.• Structure and Security.• Professional and Active Leadership.• Appreciation and Recognition.• Balanced Family and Employment Situation• Reasonable and Flexible Work Schedules.• Good Benefits.• Competitive or slightly above Hourly Pay.• Stability and Growth.
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Why they stay…
Plus• A good boss / great owner• Meaningful work.• Feed back on performance.• A HAPPY spouse or friend.• Appreciation, pat on the back• And a VOICE.
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Benches and Reels Like This
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Supervision Where They Can Be Found
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Clean Shop, Floors, & Well Lighted
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It’s NOT ALL About
MONEYIt’s about being happy, proud & secure.
with
PAYPROGRESSION
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“Retention!”“It’s Not Rocket Science”
Its about leadership, good management & pay progression
Darry W Stuart DWS Fleet Management Services
21 Lake Street, Suite 2101, Wrentham, MA 02093508-384-9021
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expressed written permission from DWS Fleet Management