2021 aashto annual meeting committee on maintenance
TRANSCRIPT
2021 AASHTO Annual MeetingCommittee on Maintenance
Equipment Technical Working Group
EMTSP Fleet Performance MeasuresJuly 14, 2021
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Fleet Performance Metrics?
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Performance Metrics
“Measurement is the first step that leads to control and eventually to improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t
control it, you can’t improve it.”
H. James Harrington(Former Chairman and President of the International Academy for
Quality and of the American Society of Quality Control)
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Why Measure/Report Performance?
Each metric provides an opportunity to tell your story
Sharing ideas, “benchmarking”, and collaborating nationally regarding “best practices” State Fleet DOT recognition/visibility on EMTSP website Detailed State DOT information in supporting documentation
folder on website
FAST Act (Fixing America’s Surface Transportation Act) Reporting of fleet metrics supports these efforts/initiatives Availability, reliability, and maintainability of vehicles and
equipment impacts ability to maintain roads and bridges
Can compare with other DOT Fleets to set goals
Enables one to know where they are in relation to where they want to be
Accountability/transparency
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Why Measure/Report Performance?
Improved information sharing, visibility, and alignment of fleet activities throughout the organization (at management/executive levels and operational levels)
Positive impact: Improvement to PM Compliance statewide Higher visibility for funding replacement units Support and substantiation for “right sizing the fleet”
--pertinent fleet additions/reductions/reassignments, etc.
Improved networking/sharing on a statewide and national level
Performance Metric reporting and incremental progress has resulted in renewed support/recognition
COMPREHENSIVE ASSET MANAGEMENT APPROACH
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Fleet Performance Metrics
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Current National Fleet Performance Metrics
□ Preventive Maintenance Compliance (2012)
□ Replacement Recommended/Retention (2012)
□ Utilization (2012)
□ Availability (2012)
□ Scheduled versus Unscheduled Repair (2017)
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EMTSP Website
Individual metrics by AASHTO region/state
Information and Forms section
State folders for supporting documentation
Access/updates
Demonstration/link - http://www.emtsp.org/
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EMTSP Website
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AASHTO Region Reporting Status
39 of 50 States (78%) reporting at least one fleet performance metric--Initial reporting began in 2013
Region status:
Northeast – 8 of 11 States (73%) reporting
Midwest – 9 of 13 States (69%) reporting
Southeast – 9 of 13 States (69%) reporting
West – 13 of 13 States (100%) reporting
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Fleet Management System Analyst
□ Dedicated Resource Single point of contact for end user support Fast turn around time with issues, most often within minutes Large systems are complex and take time to learn
□ Training Available for training anytime via in-person or TEAMS (Webinar) Creation of quick aids and video tutorials
□ Ensure accurate consistent data Keeping accurate meta information = difficult without dedicated resource MDOT has developed many custom data fields to meet operational need
□ System Administration More involved than anticipated - Dedicated resource needed for basic
functionality.◊ Adding/deleting users, adding vehicles/equipment, disposing vehicles/equipment,
correcting data fields, creating/updating codes, etc... Needed coordination with other state agencies on upgrades/issues
□ Supports and Foundation for Inventory/Asset Management
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Fleet Management System Analyst□ Having the data, but not enough. You need to extract, organize, and
put in usable format.□ Having a dedicated resource is key.□ Some Reporting Examples:Monthly• Garage Average Labor Hours per PM• Garage Monthly Completed Jobs• Garage Outsourced vs. In-house• Garage Check-in Time• Garage WO Completion/Complete Same Day• Garage Scheduled vs. Unscheduled• Comprehensive Asset Management• Pool Vehicles• Low Fuel in 90 Days• Statewide Monthly Inventory Report• Bureau/Region/Office/business area
inventories• Preventive Maintenance Compliance• Procurement Time• Rejected Fuel Meters• Seasonal Comprehensive• TELL Hour Report (i.e. Time/Equipment)• Units Awaiting Auction-Accident-Litigation• Units That Require Action
Quarterly• Availability• Retention (Replacement Recommended)• Utilization• A Service (oil change) costs• Average Jobs Per Unit• Average Preventive Maintenance Jobs Per Unit• Average Labor Hours per Preventive Maintenance Job• Completed Jobs• Outsourced vs Inhouse (Statewide)• Preventive Maintenance Overdue with Estimated
Labor• Top Three Job Codes Per Group• Top Three Job Codes Per Group/Work Accomplish
Code
Other• Automated Scheduled Reports sent to users
daily/weekly/quarterly• Ad-Hoc Reports developed timely as needed• Ability to report from Fleet Management System
(not just canned reports)
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Michigan DOT Assistance
Michigan DOT has assisted other State DOTs in reporting metrics on as needed basis
Remote help is available instantly using new collaboration tools (Teams/Skype/Gotomeeting/etc.)
Send sample reports for states utilizing the same FMS (have done for at least three States)
Replacement Recommended can be created and report from Excel.
State/National metric reporting
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Performance Metrics/KPIs
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Lessons Learned…
□ FACT: Ability to document what you are doing, howyou are doing it, and why.
□ Need an effective way to gather, collect, and report on the metrics.
□ Important: Statewide, coordinated, organized approach important
□ Planning and evaluation/re-evaluation cradle to grave Continuous improvement/Incremental Progress
□ Be careful what you measure (it will drive behavior!) Careful evaluation of metric “suggestions”
□ Statewide continual training is imperative
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Key Messages – Statewide and National
□ Every state is using performance metrics, but there are differences among the states
□ Important to tie fleet performance metrics to department strategic plan and operations
□ Be careful as tendency is to measure what is easiest
□ Don’t have to be perfect…incremental progress is ok
□ AASHTO focus on performance management (MAP-21, FAST Act) Created a standing committee on performance management Advocating a state driven approach based on national goals
□ Yes, national performance metrics mean benchmarking/comparison, but…focus should be on collaboration within and amongst the states to improve and share best practices--UNITED WE STAND, DIVIDED WE FALL
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How Can You Help?
□ Lend support, learn, and ask questions about fleet operations Does the department strategy tie to operations/fleet strategy and vice
versa? Endorse reporting your DOT’s metrics
□ Identify and Support “Barrier Busting” for substantiated Resource Shortfalls/Challenges Personnel/Expertise Fleet Management Systems Funding
□ Manage/prioritize Fleet Metrics with other competing requirements
□ Align Fleet Metrics with Road & Bridge Program Coordinate strategic & focused collaborative effort Fixing America’s Surface Transportation (FAST Act)
□ Offer suggestions to improve/energize use and implementation of Fleet Performance Metrics
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What’s Next?
□ Renewed/Reinvigorated Collaboration
□ Strive towards all states reporting
□ Collaborate to assist states not reporting/or not able to report
□ Encourage State DOTs to share “good news” stories or presentations regarding their metric efforts
□ How do Performance Metrics Tie to Future Initiatives? Fleet Electrification Staffing In-Source vs Outsource Collaborating on where we head next
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Contact Information
□ Sonja J. Scheurer, AdministratorE-Mail: [email protected]: 517.719.2170
□ Andy Bannasch, Fleet Management System AnalystE-Mail: [email protected]: 517.284.6446
□ Website address: www.michigan.gov/mdot
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Remember…
“All successful organizations keep score. Without the ability to do so, it is impossible for organizations to prove the value of their services to their customers –the residents of the communities they serve.”
American Public Works AssociationHandbook, September 2002