Vehicle Maintenance Pro: The A to Z Guide to Managing Your Vehicle Maintenance Operation

1256 Pages·2014·13.13 MB·English

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: [phone]
Fax: [phone]
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.
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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.®
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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: [phone]
Fax: [phone]
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.
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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
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Original content is the copyrighted property of J. J. Keller & Associates, Inc.
Vehicle Maintenance Pro
Reserved
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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
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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
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