Fleet Maintenance operation and control

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Fleet Maintenance and Management System- AEng 6217
Lectured By:- Solomon N (PhD)

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 Maintenance Control Cycle
 Maintenance work Order System
 Record Keeping , Job card, History record
 Structure of Maintenance control
 Work order Processing
 Information Feedback and Corrective Action
 Work control
 Cost control
 Quality Control
Fleet Maintenance and Management System- AEng 6217

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Fleet management operations are the daily activities that
ensure your fleet runs smoothly. These operations cover
processes and workflows related to various fleet
management aspects, such as:
 Vehicles, equipment, and assets procurement;
replacement; and storage
 Vehicles and asset life cycle and utilization management
 Drivers and license checks
 Vehicle maintenance and repair
 Fuel and emissions
 Driver coaching, training, and reward programs
 Vehicle dispatch and scheduling
 Vehicle inspection, audits, and defect reporting
Fleet Management Operations

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These operations cover processes and workflows related to
various fleet management aspects, such as:
 Vehicle and parts inventory
 Regulatory and legal compliance
 Budget, cost control, and revenue forecasting
 Insurance management
 Accident and risk management
 HR and other back-office tasks
Fleet Management Operations

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 A maintenance system can be viewed as a simple
input/output system.
 The inputs to the system are manpower, failed
equipment, material and spare parts, tools,
information, polices and procedures, and spares.
 The output is equipment that is up, reliable and well
configured to achieve the planned operation of the
plant.
 The system has a set of activities that make it
functional. The activities include planning, scheduling,
execution and control.
Maintenance Control

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 The control is achieved in reference to the objectives
of the maintenance system.
 The objectives are usually aligned with the
organization objectives and include equipment
availability, costs and quality. The feedback and
control is an important function in this system that can
be used to improve the system performance.
 A typical maintenance system with key processes and
control function is shown in Figure 2.1. The figure
exemplifies the role and the need for effective
feedback and control.
 An effective maintenance control system improves
equipment reliability and assists in the optimal
utilization of resources.
Maintenance Control

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 Maintenance control refers to the set of activities,
tools and procedures utilized to coordinate and
allocate maintenance resources to achieve the
objectives of the maintenance system that are
necessary for the following:
 Work control;
 Quality and process control;
 Cost control; and
 An effective reporting and feedback system.
Maintenance Control

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Figure 2.1. Maintenance system and process control
Maintenance Control

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 Work orders are an essential component of fleet
maintenance because, before establishing fleet
maintenance management, fleet managers must
regulate workflows. Improving the work order process
increases the efficiency of a fleet's maintenance
activities; having an optimized work order might be a
good option for a business.
 Fleet managers fail to pay attention to every tiny yet
important activity, such as regular vehicle maintenance
and service, and these minor errors can lead to
compliance failure, gaps, breakdowns, and unnecessary
operational expenses.
Maintenance Work Order

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 A work order is a document that contains all of the
necessary information concerning a maintenance task. It
also describes the steps necessary to finish the work.
Work orders may include information about the task's
scope, who authorized it, the technician assigned to the
job, and the expected results. These instructions are
critical for the maintenance of a fleet.
 Additionally, work orders assist drivers, technicians,
workshop managers and fleet maintenance managers in
prioritizing, organizing, assigning, completing, and
tracking key jobs. Once completed, work orders help
fleet managers capture vital information that is useful to
improve efficiencies.
What is a Work Order ?

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 Work order management is the process of ensuring that
maintenance activities, inspections, and repairs are
completed on schedule.
 Operations managers may easily accomplish compliance
targets and extend the life of their fleet with an effective
work order management procedure. The entire supply
chain process is simply made more smoother and more
efficient when work orders are managed efficiently.
 Moreover, work order management effectively arranges
the necessary resources and coordinates the related
parts and supplies to complete the specified tasks. They
involve more than just future planning, though. Work
orders aid the maintenance division in tracking previous
activities and offer valuable information that may be used
to support data-driven decision-making.
What is a Work Order ?

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There are six types of work orders. Below are the details of
each type of work order.
 General: Maintenance operations that do not fit within
the categories of preventive maintenance, inspection,
emergency, or corrective maintenance work orders are
included in a general work order. General work orders
may involve duties such as installing new equipment,
removing obsolete equipment, or painting.
 Preventive maintenance: Preventive maintenance work
orders are routine tasks performed on assets to avoid
costly equipment breakdown and unplanned machine
downtime. For each activity, this work order includes
resource requirements, instructions, checklists, and
notes.
Types of work orders

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There are six types of work orders. Below are the details of
each type of work order.
 Inspection: When a maintenance technician has to audit
or examine the state of an asset, an inspection work
order is issued. This is frequently based on a time frame,
comparable to preventive maintenance work orders. A
maintenance professional may find a problem during an
inspection and then create a new work order to address
that problem.
 Emergency / On-demand : When an unanticipated asset
breakdown happens and needs to be fixed immediately
away, an emergency work order is prepared. An
emergency work order documents and tracks reactive
maintenance.
Types of work orders

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There are six types of work orders. Below are the details of
each type of work order.
 Corrective maintenance: When a maintenance
technician detects a fault while performing preventive
maintenance, inspection, general, or emergency work
order chores, he or she creates a corrective
maintenance work order. A corrective maintenance work
order could include repairing, restoring, or replacing
equipment or parts.
 Third-party: The majority of work orders for most
maintenance are internal. However, some functions are
performed outside, which falls under the
purview/responsible of a third party. In businesses, there
is work that must be done that is beyond the technical
capabilities of the maintenance team, and this work is
outsourced and completed by third parties.
Types of work orders

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Every maintenance work order has a process that is
divided into three parts: creation, completion, and data
recording. The work order process flow consists of six
steps, which are as follows:
 Task identified: Work orders begin when an issue is
discovered or when historical data is retrieved. The task
is classified into two categories: planned maintenance
and unanticipated maintenance. Unplanned
maintenance includes all chores that cannot be predicted
in advance, such as an unexpected failure.
 Request: The work details are compiled and forwarded
to the maintenance team for further action.
Work Order Process Flow

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The work order process flow consists of six steps, which
are as follows:
 Schedule: The next step is to schedule the work orders
that have been requested. Work orders might be
scheduled according to a predetermined deadline,
anticipated maintenance triggers, or dedicated time
blocks. Setting a deadline holds everyone accountable
and keeps everyone informed so that nothing falls
between the cracks.
 Assign: The work order is assigned to a technician, who
completes the task. This can be a five-minute check of
equipment, or it can be a complex repair job that takes
several days.
Work Order Process Flow

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The work order process flow consists of six steps, which
are as follows:
 Documentation: The next step is to schedule the work
orders that have been requested. Work orders might be
scheduled according to a predetermined deadline,
anticipated maintenance triggers, or dedicated time
blocks. Setting a deadline holds everyone accountable
and keeps everyone informed so that nothing falls
between the cracks.
 Analyze: Work orders that have been closed include
useful information. They can provide insight into your
processes and systems that can be leveraged to
improve your business. A repair order log also allows
personnel to immediately identify any missed steps or
different remedies if an issue reoccurs.
Work Order Process Flow

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Fleet maintenance records are details that archive the
schedules, vehicle defect reports, safety inspections, and
more of a fleet's assets. Here are three steps to keep in
mind when creating and maintaining your own files:
 Create one separate file for each vehicle (including
trailers): The auditor wants to be able to select a vehicle
file and be able to immediately and clearly identify the
vehicle. Therefore, the first stand-alone document should
be a Vehicle Identification Record that contains
identifying information such as the make, model, year
and VIN.
Vehicle Maintenance Recordkeeping

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 Clearly identify receipts of repairs and regular
maintenance: It’s important to keep receipts, but the
auditor needs to be able to tell what the receipt is for. For
example: you purchase new windshield wipers, light
bulbs and batteries. You should keep a document or
form of the vehicle purchases and staple the receipt to it,
highlighting the date and the purchases that pertain to
the vehicle.
 Document roadside inspections: Any time a roadside
inspection occurs, whether violations are found or not,
you need to keep the roadside inspection report in the
vehicle’s file. Moreover, if defects (aka violations) are
found, it is crucial to get them fixed promptly and to
staple evidence of the repair to the inspection report.
Vehicle Maintenance Recordkeeping

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 Well-structured maintenance management is critical
to the efficient and smooth flow of operations. To
lower costs and ensure good communication, orderly
scheduling, quality output, and high-performance from
employees and equipment, the structure of your
maintenance department must be optimized. But
what kind of structure can optimize the productivity of
your company? Should your maintenance structure
be centralized? Or should it be decentralized?
Structure of Maintenance Control

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 Centralized Maintenance: A centralized maintenance
management structure comes from one authority, often
top management or a separate scheduler. All
maintenance is on a master schedule, and very little
control is given to maintenance managers of specific
projects, areas, or sites.
 The maintenance authority is responsible for ensuring
that all resources are available, scheduling does not
conflict, and all policies and procedures are correctly
followed.
 In short, centralized maintenance is great for smaller-
sized businesses and organizations. One person
overseeing the entirety of maintenance can only work if
they know enough about the specifics of each project,
which simply wouldn’t happen in a larger company.
Structure of Maintenance Control

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 Centralized maintenance management structures can
erase confusion and miscommunication from your
organization, with only one authority taking the lead on
maintenance. Less time can be spent on double- and
triple-checking schedules due to one person
coordinating the interconnected maintenance of the
organization. If you have a smaller business, centralized
maintenance might be right for you.
 The Pros:
 Minimized conflict and confusion with one master
schedule and authority.
 Consistent maintenance planning and scheduling due to
a single authority over every project, branch, site, and
team.
Structure of Maintenance Control

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 The Pros:
 Lower-level management personnel are free to focus on
the day-to-day within their own sphere
 Higher efficiency and performance from individual
projects and managers
 More balanced manpower and resources given to each
project based on higher evaluation of specific needs
 The Cons:
 Centralized leadership must employ time and energy on
maintenance that could be spent elsewhere
 Decisions passed down from the top could take time and
need to pass more levels of bureaucracy
 Does not work for large organizations
 Possible increased backlog
Structure of Maintenance Control

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 Decentralized Maintenance : A decentralized
maintenance management structure divides the
maintenance authority among different branches and
areas. Lower-level management takes on the
responsibility of scheduling maintenance. Each
manager often has more responsibilities than
scheduling maintenance.
 Within the organization, there will be several
maintenance authorities who coordinate the use of
appropriate equipment and other resources.
 Decentralized maintenance takes the authority away
from one place and disperses it. In large
organizations with many branches and projects
occurring simultaneously, this can be the better
solution.
Structure of Maintenance Control

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 Units that use decentralized maintenance may get
faster results and wade through less lengthy approval
processes. Those making the decisions often have
more personal knowledge of the day-to-day of the
specific operation they are overseeing.
 Decentralized maintenance structures will require
different supervisors to communicate and coordinate
the availability of resources. Proper communication
will ensure a painless, easily managed maintenance
schedule.
 If you have a large organization with many
maintenance schedules to coordinate and oversee, a
decentralized maintenance organization may be right
for you.
Structure of Maintenance Control

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 The Pros:
 Communication flows freely between different schedulers
 Less waiting for big decisions, faster responses on
emergencies, and follow-through
 Great fit for large organizations
 Less travel and time put toward maintenance by high-
level management
 More authority dispersed throughout the organization
instead of resting in one place
 Maintenance decisions are coordinated and shared,
lessening the burden
Structure of Maintenance Control

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 The Cons:
 May increase miscommunication and confusion
 Inconsistent sharing of authority may occur
 Procedures and policies may be followed differently
across the company
 Supervisors may be unaware of issues in other
branches, leading to uneven sharing of resources and
assets
Structure of Maintenance Control

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The following are the steps for controlling the cost of
maintenance materials.
 REVIEW TRAINING PRACTICES: Ensure that work
processes are designed to be as safe as possible and
that your maintenance employees are appropriately
trained. Train employees on existing equipment as well
as new machines or parts. Prioritize safety when looking
to control the cost of maintenance materials.
 KEEP TRACK OF EXPENSES: It is vital to keep track of
maintenance expenditures. You can only manage your
expenses if you are aware of them
 CREATE MAINTENANCE SCHEDULES: Although not
all failures or fixes can be foreseen, preventive
maintenance can help to reduce them to a minimum.
Maintenance Cost Control

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The following are the steps for controlling the cost of
maintenance materials.
 PRACTICE GOOD PREVENTIVE MAINTENANCE:
Inspection is the single most critical aspect of
maintenance. This entails knowing what you're searching
for and double-checking that your equipment meets the
manufacturer's requirements.
 SIMPLIFY PROCEDURES: Another way to control the
cost of maintenance materials is by simplifying your
maintenance procedures.
Maintenance Cost Control

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The following are the steps for controlling the cost of
maintenance materials.
 OPTIMIZE EQUIPMENT: Learn how to make the most of
your equipment and machines. One important
consideration is that they are used for the intended
purpose. Make sure you're not utilizing them past their
recommended lifespan or operational limitations, as this
can affect their capacity to function effectively, leading to
frequent failures and costly repairs.
 USE THE RIGHT TECHNOLOGY FOR MAINTENANCE
PURPOSE: This is a no-brainer. Your maintenance
activities can be more efficient and productive if you use
the right tools. For example, everything is tracked,
managed, and controlled in one place with Maintenance
Care Computerized maintenance management system
(CMMS).
Maintenance Cost Control

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 Quality repairs are essential for customer safety and
satisfaction, not to mention the time saved preventing
rework and comebacks. Ensuring quality repairs are
completed on each and every vehicle requires a
commitment from the entire team. However, the
manager is primarily responsible for making sure
everyone is aware of the level of quality that is expected
and verifying only high-quality repairs are being
completed.
 The manager, or designated quality control technician,
can verify the tasks on the checklist were completed and
mark the checklist accordingly.
Quality Control

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 Inspection Checklists: It's a good idea to use a checklist
that's designed to be signed off by a manager or quality
control technician before the vehicle is moved to the next
department.
 Monitoring Technician Performance: Most managers
don't have time to inspect each and every repair on each
and every vehicle. However, it's important to monitor
technician performance on a regular basis. This can be
done by recording data from inspection checklists for
periodic review.
Quality Control

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Quality Control

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 Documentation :Taking photos of the repair areas may
be another option to monitor and document technician
performance. Some repairs may only be monitored by
reviewing specification sheets, such as for measuring,
wheel alignment, and welding equipment. However,
this may also require some in-process monitoring to
ensure the technician is using the equipment properly.
Quality Control