POLICE Magazine

MAR 2019

Magazine for police and law enforcement

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Once the business plan is approved, dra your plan to execute the change. Campbell suggested creating a checklist for what needs to be done and how. MAKE A PLAN FOR PARTS Prior to bringing maintenance in house, the contractor owned all of the parts inventory and shop supplies. e city got a leg up on parts by purchasing all inventory currently on the shelf. Moving forward, however, the fleet management staff is readjusting in- ventory to ensure high usage parts are in stock and low usage parts are min- imized or phased out as needed. is will help the city meet desired turn- around times. e team has also conducted studies to acquire higher quality parts, which Campbell anticipates will reduce costs and increase vehicle uptime. "For in- stance, now that we're using higher quality batteries, it decreases towing charges and keeps vehicles on the road longer," he explained. Determine how you'll purchase parts. Campbell said both pricing and brand selection will take time and re- search, so plan accordingly. BUILD FORMS AND WRITE SOPS When it came to SOPs and shop forms, the team had to start from scratch to customize them for the fleet's specific equipment. During the first few weeks following the launch, the team will be using the forms and noting their feedback; they will then regroup to discuss desired changes and revise as needed. Your former provider's forms, like service sheets, may have extraneous in- formation that's not pertinent to your fleet, so build streamlined documents that offer the right fit for your equip- ment. e same goes for SOPs and stan- dard operating guides. BUILD THE TEAM With all the plans in place, the fleet team needed the final piece to the puz- zle: the team to execute those plans. "We gave the contractor's techni- cians first right to employment by the city," Campbell explained. "Some had been with the contractor for 16 years and they had been loyal employees to the city fleet, so the city wanted to re- turn the favor." All hourly employees were offered jobs. Only four passed on the offer, leaving a team of 14: two parts room employees and 12 technicians who were already well-versed in shop operations. Fleet management then hired four more technicians. Although the majority of the team has already worked in the shop, Camp- bell said it's a brand new dynamic. For one, communication is vastly improved without a layer of management between the fleet team and shop employees. "It really is nice to be able to address the technicians directly," Campbell said. "We want to make it easier for ev- erybody and let them know they can provide input and make an impact." Campbell is also putting an increased focus on technician training. "I'd rath- er train someone and have them leave rather than not train them and have them stay," he oen says. Campbell expects that training will assist with turnaround times and keep more of the work in house, reducing subletting costs. "We're building an all-new, No. 1 team," Campbell said. Building a team that will meet main- tenance demands and can be trained to bring more services in house can improve turnaround times and reduce subletting costs. SET THE VISION Now that Campbell can communicate directly with technicians and parts room staff, he is also able to set a vision for the shop's success—and can involve the entire team in sharing that vision. "Every fleet can do better, and we're in a rebuilding phase," Campbell said. "When we had our first shi meeting, I said, 'We're starting out as a new entity now. is is a team effort and we're go- ing to succeed.'" Campbell said it's important to en- vision the future of your shop. How do you want to run it? What do you expect of your technicians? How do you want them to perform? n Shelley Ernst is a freelance writer and frequent contributor to multiple Bobit Business Media publications. U PF I T T I NG & F L E E T M A N AG E M E N T | SP E C I A L R E P O RT | 9 PHOTO: GETTY IMAGES

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