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Equipment Breakout: Who’s really
running your maintenance
department?
Darry Stuart, President, DWS Fleet Management
www.darrystuart.com
dws@darrystuart.com
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 Requirements
DIRECT 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.
Budgeting
HR
Sales&SupportCustomerServiceTiresandRoadcallMaintenanceControlMgt
Asset&VehiclesManagement
RefrigerationMontering&Control
DOTRegulationsKnolwedge
StatesRegulationsEnvironmentEmissionManagement
ControlsSpending$$$
FuelManagementDaytoDayprocesses
AccidentrepairManagement
Available
Formal
Education
Pres / CEO Y Y Y Y N N N N N N N N Y Y N N Yes
CFO / VP Finance Y Y Y N N N N N N N N N N Y N N Yes
COO / VP Operations Y Y Y Y N N N N N N N N Y Y Y Y Yes
CIO Y Y Y N N N N N N N N N N N N N Yes
CSO / VP Sales Y Y Y Y N N N N N N N N N N N N Yes
VP Marketing Y Y Y N N N N N N N N N N N N N Yes
VP Human Resources Y Y Y N N N N N N N N N N N N N Yes
VP Maintenance Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y No
Director 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 Growth
Trucking Industry
Director or VP
Regional 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 Value
in 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 Leave
Why 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 Hopping
Career Progression
• Interpretations
• Disadvantages
– New environments
• Advantages
– Increased pay
– Education accelerations
– Career movement
– Quicker experiences
– Life adaptations
• 2-3 year plan

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Automotive
Industries, BMW Type Dealerships
Happy Technician
Technician
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…
Management
Or 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
MONEY
It’s about being happy, proud & secure.
with
PAY
PROGRESSION

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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 02093
508-384-9021
dws@darrystuart.com
www.darrystuart.com
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expressed written permission from DWS Fleet Management