Management should determine a default process pathway if the customer does not have a preference. See Figure 1 for a sample fl ow chart. 2. Create a communication plan Th e communication plan should describe how, when and who are included in the process. It should specify how much to communicate to the customer and how the customer is to provide input into the process. Internal ownership/responsibility of communication between service provider and customer should be stated and determined by service provider management. 3. Document your staff training process It is important to describe how to properly implement the process and concepts to all company personnel. Th is is critical for training and developing a customer-focused culture. Th is will help personnel provide options that meet specifi c customer business needs. 4. Understand asset utilization Understanding and appreciating the importance of asset utilization is critical for eff ective service provider/ equipment user relationships. It is critical to evaluate the following considerations to estimate costs to all parties associated with delayed repairs versus expedited parts delivery: • Vehicle utilization – Vehicles are capital assets that have fi xed daily costs, even if they are not advancing freight. Interest, depreciation, insurance and taxes are examples of fi xed costs. • Shop stall utilization – Shop stalls are also capital assets with ongoing, fi xed daily costs regardless of production. Interest, depreciation, insurance, taxes and utilities are examples of fi xed costs. • Drivers – Drivers are typically considered a variable cost driver. However, they also incur fi xed costs associated with payroll taxes, benefi ts and insurance, as well as living expenses, such as lodging and meals. In some cases, wages may also be paid during an outof service event. • Cargo-carrying costs – Th is represents the value of the load accrued to the shipper for delayed delivery. In some cases, late penalties may apply, or the load may be rejected if it is late or has spoiled. In cases where the customer has spare equipment and easily can substitute equipment, cost containment may govern decisions. In other cases, for customers engaged in time critical freight delivery, the cost of not restoring the vehicle to service dramatically can outweigh the cost of expedited parts procurement or delivery options. Evaluate the Process It is management’s responsibility to create a process to measure service commitment to actual execution. Perform a gap analysis to develop strategy or tools to drive improvement. Internal analysis notwithstanding, ensuring the customer (who is paying for all of this) is satisfi ed is critical to retaining accounts. Examine “critical customer” satisfaction by regularly contacting customers outside of transactional business. Th is may include weekly or monthly calls, or face-to-face visits to maintain personal relationships. Implement the Process Reducing downtime is best achieved by implementing a parts acquisition process, grasping what is at stake from the customer’s perspective, fostering a culture of customer satisfaction and auditing the entire process on a frequent basis. Audit content and frequency may depend on individual needs, such as staff experience, turnover and process compliance. It should include joint departmental involvement between parts, service staff and departmental management. Th is needs to be as objective as possible. However, there may be some components that are subjective as related to customer feedback and comments. Th e audit should identify key performance indicators (KPIs) and sample situations of process success and failure. Training and adjustments to the process should be tailored to the results of the audit. Th e following are examples of KPIs: • Process used: yes or no? • Time to acquire the part. • Time between steps during parts acquisition. • End-to-end dwell time required for parts acquisition. • Order-to-part-shipped time. • Compliance with agreed communication points with the customer. Did it occur on time? SOPs Standard operating procedures (SOPs) should be developed for departmental and customer communication, respective staff responsibility for each step of the process and audit responsibility. It’s a good practice to post process maps and SOPs within appropriate department locations. Another good practice is to schedule regular meetings between departments to share audit results, changes and feedback. Th ese detailed specifi cations form the backbone of RP 1611(T). When adopted, it will join more than 450 other TMC RPs that have been created for the purpose of improving maintenance effi - ciency and providing the industry with trucking solutions. Kenneth Calhoun is vice president of customer relations for Truck Centers of Arkansas (www.truckcentersar.com), a fullservice dealership headquartered in North Little Rock, Ark. He serves as a service provider director at large on TMC’s board of directors and is the immediate past chairman of TMC’s S.16 Service Provider Study Group. TMC (www.trucking. org/Technology_Council.aspx) is North America’s premier technical society for truck equipment technology and maintenance professionals. Yes No Customer have part? Determine shipping options Notify Parts and Service of parts availability issue Independent Shops | MOBILE COLUMN LIFTS 16,500-40,000 lbs. per column SKYLIFT 62,400-156,000 lbs. DIAMOND LIFT 64,000-105,000 lbs. ECOLIFT 60,000-90,000 lbs. FREEDOM LIFT 16,000-30,000 lbs. HEAVY DUTY LIFTING FOR ALL YOUR NEEDS 800-336-6637 VehicleServicePros.com/10095331 www.Stertil-Koni.com
FleetMaintenance_October_2016
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