Fleet Maintenance – July 2024 by Endeavor Digital Editions

STRESS

Equipment

Don’t skimp on shop equipment

Investing in top-of-the-line shop equipment may seem capricious in this economy, but may pay off by keeping techs productive and loyal.

The Bay Technician mentoring: Out of the shadows & into the spotlight

Successful mentorship leads to higher retention, but must be done right. That starts with properly training new technicians and apprentices on the right way to perform maintenance and repairs.

The Uptime Paradox

If technicians are truly a shop’s most valuable asset, maintaining their physical and mental health should be a top priority.

EXCLUSIVES

Visit the official website of Fleet Maintenance for more information from stories in this issue, plus online exclusives on pertinent topics in the fleet maintenance management industry.

Need for reefer maintenance heats up in summer

Keeping reefer trailers, and the cargo they carry, cool is a critical operation during the summer. But it’s made easier with consistent inspections and preventative maintenance that focuses on reefer components and temperature monitoring. FleetMaintenance.com/55056229

CVSA Brake Safety Day results: Under 12% OOS for brake violations

The surprise safety inspection day focused on brake pad and lining safety, the same focus for this year’s Brake Safety Week. Inspectors found 185 violations regarding brake pads and linings. FleetMaintenance. com/55089456

FLEET

Editorial

Editor-in-Chief

Associate

Contributors

Multimedia

Account Executive - East Cortni Jones 920-568-8391 | cortni@fleetmaintenance.com

Production Manager Patricia Brown

Ad Services Manager Karen Runion

Art Director Erin Brown

List Rental Representatives InfoGroup Michael Costantino 402.836.6266 | michael.costantino@infogroup.com

Texan’s Peterbilt 389 that honors late grandfather wins at 2024 SuperRigs

Shell Rotella’s 42nd SuperRigs gave drivers a chance to show up and show out on the Texas Motor Speedway. FleetMaintenance.com/55055907

READ ANYTIME, ANYWHERE

Read the digital edition online at FleetMaintenance.com/ magazine/76314

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How the Hunter HawkEye XL HD Alignment System works

Hunter product manager Alan Hagerty explains how the heavy-duty alignment system works and allows shops to greatly increase the amount of alignments they can do per day. FleetMaintenance. com/55088386

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Alex Keenan | Fleet Maintenance

Techs deserve a better class of leaders

Technicians give their all on the shop floor, but poor leadership can make it all for naught.

By John Hitch Editor-in-chief

Our editorial mission is to help as many fleets and shops as possible improve uptime, work safer, and run more efficiently. In this issue, we’re focusing solely on technician concerns, to help leaders understand that while uptime and keeping customers happy are the mission, success will always hinge on the human element. You can have top-of-the-line trucks and vans, premium shop equipment and tools, and the most highly sophisticated data collection methods, yet without focused, welltrained, and well-treated people to maintain and repair the vehicles and operate the tools, you won’t last long.

Unlike a lift or wheel balancer made to work for years without rest, those humans do need to rest now and again. Techs are taught to be tough and suck it up, so managers might forget—or willfully ignore—this. It’s hard not to see how technicians will work hard from the crack of dawn to the height of twilight, sweating, bleeding, and sacrificing their bodies for you. For what, though?

Yes, they get paid, sometimes quite well, but the question leaders should ask is: Are you earning their respect?

The answer for many is a resounding “no.”

According to WrenchWay polls, only 21% would recommend the vehicle repair industry to a friend, and around 40% don’t feel valued and respected by their managers.

Something needs to change.

So, ask yourself what you’re doing to earn your techs’ respect. Do you put as much effort into maintaining technician health and quality of life as you do your Class 8 fleet’s total cost of ownership? Can you predict when a young technician needs better mentorship? Or deduce when an older one is fighting through a severe back strain and needs a hand?

And do you find yourself always bending over backwards for the customer but constantly inflexible when it comes to simple requests from your technicians?

A good place to start gaining respect is by acknowledging your workers are not pieces of equipment or only worth as much as how many trucks they can move through the bay per day. Like a diesel particulate filter, sometimes they need a forced regen. Despite how badly a customer or the fleet needs a truck back on the road, or how much the shop wants to hit a revenue goal, management needs to know

when to pull someone for a breather, even if they are the superstar with the most certifications and experience.

For example, a senior master technician we feature in our cover story, Patrick Walton, lost a fingertip and returned to work after getting the wound cleaned and covered. No one told him to, but he inferred it was an unspoken rule that you don’t miss time. With inflation up and billed hours not always consistent, the flat rater also sells his personal days back to supplement his income.

He has made personal choices to improve his health and is your classic rugged Texan, so maybe he can grit out long hours and work through pain more than most. A good leader should still monitor situations like Walton’s as closely as they would a truck spitting out intermittent (but not critical) fault codes.

“When you work in an environment that is detrimental to your health, it’s [management’s] responsibility to protect [workers] from themselves,” noted Bob Perry, a trucker-turnedhealth advocate for the industry who helps drivers qualify for their DOT medical cards.

Perry comes from a trucking family in Northeast Ohio, and said his father died early due to “the health issues that he accumulated from driving.” This inspired him to dedicate the last several decades pushing for more health awareness in the industry.

He likened it to a coach taking a concussed football player out of the game to prevent Chronic Traumatic Encephalopathy (CTE). Whether it’s an athlete, trucker, or technician, they all want to stay in because “it’s how they make their living.”

Young people generally see how this way of making a living—working until you fall apart to sustain a mediocre middle-class existence— plays out with their parents. And young techs see it in the shop. How long will they stay in the trade, and what new people will even consider the profession, if techs, on the whole, are riddled with physical and mental health problems and zero work-life balance?

Shops rich with poor leadership

Joshua Taylor, a technician coach and host of the Wrench Turners podcast, who’s run the

gamut of shop jobs up from technician to collision center general manager, says he knows the root cause: poor leadership.

He estimates that 80% of the 200,000 or so repair shops in the U.S. are poorly run, with many service managers and foremen worried more about selling and the customer versus protecting the team.

“As scarce as technicians are, they’re still scared for their jobs, because they don’t have a process in place or enough trust in place with the person they’re working for,” Taylor said.

He explained these poor leaders consider 55-hour weeks adequate for a good worklife balance. They may also demand you get new training but don’t pay what you’d earn that day turning wrenches. When you get the latest training and certifications to work on the advanced technology no one else can, these leaders also won’t pay you for your new worth.

Through Wrench Turner wellness surveys Taylor conducted, he found that techs who had a low life satisfaction score made $15,000 less annually than those with neutral or high scores. He interpreted that to mean a happy tech is more productive.

And the more productive the technician, the more productive the shop.

Two things stand in the way. One is that supervisors don’t talk enough to techs to determine their wants, needs, and goals, which will improve the situation and make techs feel more secure and satisfied.

The other big thing is to empower service managers to make changes based on what they see and hear in the shop. Taylor’s research and experience lead him to believe that far too often, service managers “have zero authority and zero autonomy” to make change. “Those kinds of things completely destroy a shop because now the technician sees that the service manager can’t make any decisions, which also means that all those promises that service manager made during that hiring interview and onboarding process is completely out the door,” Taylor added.

I take this to mean if you’re not talking to your direct reporters enough, and not giving them agency to fix what’s broken operationally, you have some troubleshooting ahead of you. And that starts with understanding the value your techs bring and making sure to provide them equal value as a leader.

Don’t skimp on shop equipment

» Hunter’s TCX635HD tire changer has gained favor among maintenance managers for several reasons, including its robust construction and simple controls.

Investing in top-of-the-line shop equipment may seem capricious in this economy but may pay off by keeping techs productive and loyal.

By Gregg Wartgow

Running a fleet maintenance operation has never been inexpensive. Service shops need lots of parts, supplies, software, tools, and equipment to keep today’s commercial vehicles up and running. And inflation over the past few years has driven many of those costs up.

A shop needs some really good technicians, too. Given the scarcity of qualified techs and the 24,000-plus job openings projected each year, the natural law of supply and demand has pushed wages up. In fact, according to the U.S. Bureau of Labor Statistics, the average wage for a diesel service technician is around $28/hour. That’s up about $4/hour since 2020.

With all of this overhead creep impacting the average shop’s finances, some may find it difficult to keep up with the need to upgrade service equipment. But planning and budgeting for the right equipment has never been more important. After speaking with several fleet professionals, we discovered that just like with vehicles and parts, there are some areas where spending more up front on premium brands pays off in the long run. But where exactly?

Every shop is different, so this will vary, but the core motives should be to support technicians while improving uptime and safety.

Team-oriented approach

The first step is planning how to find which equipment investment will have the most impact. Analyzing what to plan for and spend on should not be done in a silo. Talk to the people who run each of your locations, and consider their feedback.

“Feedback can pinpoint specific areas where equipment upgrades or new tools are necessary,” said Max Farrell, CEO and co-founder of WorkHound, an employee feedback platform. “By understanding workplace challenges and inefficiencies from the workforce’s perspective, managers can prioritize investments that will have the most substantial impact on productivity, safety, and employee satisfaction.”

Joey Young, fleet maintenance operations manager for Publix Super Markets, oversees roughly 400 technicians and support staff working in 10 maintenance shops across four states. It’s too much for him to handle all of the retooling on his own. He said it requires a team-oriented approach, noting each Publix shop is responsible for operations and the required tools, supplies, and equipment needed to complete them.

“Each individual brings forth the things they think they need,” Young said. “We review all of that as a team before entering it into a three-year planning document. I review that plan with my leaders and peer group to prioritize different items by year.”

This approach allows Young and his colleagues to have a highly accurate view of what the next three years will look like.

“Overall, I get a lot of what I request because I have great support from leadership,” Young said. “A big reason why is that we take the time to do the planning; we don’t just throw everything against the wall to see what sticks. We know what our priority items are, and we know how to explain their importance to leadership.”

Of course, to make these informed requests, it’s critical to have a way to consistently collect employee feedback on equipment without disrupting their work. WorkHound’s answer to this is an anonymous platform with two-way chat capabilities and an analytic dashboard to organize feedback. is creates what Farrell called “a continuous feedback loop” for equipment needs, making it easier to understand and plan for future purchases for both local shop management and executive decision makers.

“Detailed feedback provides concrete examples and data that can be used to justify capital investments to stakeholders,” Farrell emphasized. “For instance, feedback highlighting frequent equipment breakdowns, safety concerns, or dips in productivity can support the need for new purchases or upgrades in a way that considers business needs.”

A er all, these equipment purchases are not just expenses but investments in future shop productivity. Spending money on a useful tool, technology, or piece of service equipment can actually help a ﬂeet save money in the long run. e challenge is ﬁguring out the items that will provide the biggest payback in terms of how o en they’ll be used and if they’ll help make technicians safer, happier, and more e cient.

Following are some of the areas our sources have focused on:

Essential equipment

Tire service and alignments

“Our shop does pretty much everything but overhauls,” said Miguel Miranda, fleet maintenance manager at HD Repair in Plainfield, Illinois, the maintenance division of OTR provider MNS1 Express. “We have a very robust PM program. ere is certain service equipment we’ve found that aren’t just beneficial to our operation, but are integral.”

“ Detailed feedback provides concrete examples and data that can be used to justify capital investments to stakeholders. ”

Max Farrell, WorkHound CEO and co-founder

Procedures like alignments and wheel balancing have become part of the routine preventive maintenance schedule at HD Repair, especially when steer tires are replaced. HD Repair has been using Hunter alignment equipment for the past year or so. Miranda said it’s been relatively easy for technicians to learn to use.

Additionally, because of the sheer volume of tires that are handled on a regular basis, Miranda has sought out equipment that gives his technicians a literal helping hand when servicing tires.

“We have close to 400 trailers,” Miranda said. “Our shop typically mounts and dismounts 30 to 40 tires a day, and that’s just for trailers. We’ve thought about just outsourcing tire service but decided to keep it in-house to maintain quality. But in order to do it in-house, we needed to bring in a tire-mounting machine. If I asked a technician to manually mount and dismount that many tires in a day, he probably wouldn’t be working for me much longer.”

HD Repair uses Hunter tire-changing equipment. Miranda likes how the machine is laid out and how the levers are positioned with e ciency in mind. He also likes that the equipment can be

adjusted to accommodate di erent technician heights. As Miranda noted, it’s all about e ciency, and e ciency isn’t just a matter of one technician doing one tire faster.

“E ciency comes down to consistency, tire a er tire a er tire,” Miranda said.

Publix maintenance facilities also have equipment for servicing tires. “We almost look at this type of equipment as another safety item,” Young said. “Tire mounting and dismounting can be a pain point with respect to ergonomics and technician safety.”

Publix maintenance facilities have also standardized with the Hunter brand.

“ ey are robustly built, we don’t have a lot of problems, and they last,” Young said. “ ey are very good ergonomically and easy for our technicians to work with. ere are other good manufacturers out there, and we have tried a couple of others. But Hunter has met our needs so that’s what we stick with.”

Specialty engine tools

When tough choices need to be made on shop equipment investments, it makes sense to lean in to your shop’s core competencies.

“We specialize in engine, transmission, and driveline diagnostics and repairs,” said Billy Bielsky, co-owner of Bay One Truck & Equipment Repair, an independent shop that services both on- and o -road equipment in Washington, New Jersey. “We like to have a lot of specialty engine tools, things like timing tools, front and rear main seal installers, and counterbore cutters. My business partner, Ben Allen, and I buy the tools, and all of our technicians have access to them. We’re constantly updating our inventory as new engines are introduced.”

Minnesota-based Blaine Brothers, which provides parts, repair, and towing services in Minnesota and Wisconsin, also emphasizes engine tools.

“It’s important to make sure we have all the current engine tooling for when we do our overhauls and other engine repairs,” explained Jason Kendrick, director of service operations for Blaine Brothers.

In many instances, the company will purchase a new specialty tool and house it at Blaine’s main facility. “Our headquarters is centrally located and handles the majority of the engine work we get,” said Tim Grabow, president of Blaine Brothers.

“We can ship that tooling to our other locations if they need it. As vehicles start to age and we begin seeing more of a need for the types of repairs that require that tool, we o en buy more of them to put in some other locations.”

Heavy-duty jacks and lifts

Shop size may also inﬂuence the types of service equipment that are brought in. Sometimes there isn’t much room to house a lot of bulky equipment. Also, the ser vices provided are o en rather narrow when dealing with a smaller sta .

“Our shops are generally smaller, with three or four technicians on average,” said Kirk Altrichter, EVP of ﬂeet services for Kenan Advantage Group

» Billy Bielsky, co-owner of Bay One Truck & Equipment Repair in Washington, N.J., said technicians like the automation and overall simplicity of their A/C service machine, the TEXA Konfort 750R.

Bay One Truck & Equipment Repair

(KAG) in North Canton, Ohio, which operates a large Class 8 ﬂeet of primarily tanker trucks. “Our shops are more focused on what I call the bread-and-butter items like tires, lights, brakes, and routine PMs.”

Given that core competency, Altrichter’s maintenance team has identiﬁed a key item that not only makes technicians more e cient and productive but also safer.

“An air/hydraulic jack is a huge time-saver,” Altrichter said, adding that it’s one of those technicians have continually requested over the years. “If you get enough people saying the same thing, they’re probably right. at’s why we want high-quality equipment, not something cheap that won’t even last a year. We’re more focused on total cost of ownership (TCO) than just the upfront cost.”

Along with the upfront purchase price, TCO factors in the recurring costs of maintenance and repairs over the life of the equipment. Loss of technician productivity when a jack goes down must also be considered.

Altrichter’s shops have gone with Gray Mfg. jacks and jack stands because of their good reputation. A er proving that equipment out in some of KAG’s shops, Altrichter said they’ve made it standard. “We’ve tried some knock-o brands before,” he said. “I kept seeing repair bill a er repair bill. It was constant replacement, and that’s exactly what we want to avoid.”

For Blaine Brothers’ shops, mobile column li s have proven to be a worthwhile investment given the wide range of maintenance and repair services they routinely provide.

“Mobile column li s have been a big help in gaining e ciencies,” Grabow said. Beneﬁts of this type of li include its mobility, which allows technicians to set it up and move it out of the way as needed. Additionally, the columns can be conﬁgured in di erent ways to accommodate di erent types of vehicles.

Blaine Brothers started with some used li s when they moved into a new service facility. “We saw immediate improvements in e ciency, so now we incorporate them everywhere we can,” Grabow said. One caveat is that a shop has to be big enough, with a high enough ceiling to accommodate a truck li . Not all Blaine Brothers shops meet that prerequisite. But for those that do, mobile column li s have become a staple item.

“ e newest li s we have from Rotary are battery-powered,” Kendrick added. “ at has helped gain some additional e ciency during setup because nothing has to be plugged into the wall, and everything links together wirelessly without any cords. en, once a vehicle is in the air, everything is easier on the technician. is type of li is a little bit pricier than some, but the added convenience makes it worth it.”

Reliable hose reels

Another essential investment for Altrichter’s shops is hoses and electric (motorized) reels. “We like to avoid using drums in our shops, if at all possible,” Altrichter said.

Altrichter’s teams have tested many brands of reels. Some have held up, others haven’t. It’s

typically a spring that breaks prematurely. If that becomes a recurring problem across KAG’s network of shops, it’s time to start looking for an alternative.

“From what we’ve learned over the years, we’ve migrated toward a couple of di erent brands that seem to be working well right now,” Altrichter said.

A/C service machines

Back in New Jersey, Bielsky said his shop’s new A/C service machine has been a hit with technicians. e interesting thing is that the machine he chose to invest in, the TEXA Konfort 750R, was not the most expensive out there. According to Bielsky, it lacks some of the bells and whistles of other more expensive units. But that’s just ﬁ ne with Bielsky because his technicians enjoy all the functionality and convenience they’re looking for.

“We just use R134a right now, so we wanted our machine to be relatively simple with simple gauges,” Bielsky said. “ e one thing we did want was longer hoses. A tractor-trailer is a lot taller than a pickup, and an excavator is a lot taller than a tractor-trailer. We were able to get longer hoses by purchasing a heavy-duty package.”

Bielsky’s technicians also like a bigger tank, which reduces the time spent reﬁ lling. Some A/C machines only have a 20- or 30-lb. tank. e unit in Bielsky’s shop has a 50-lb. capacity.

Technicians also like the automation factor. e user simply selects the make and model of the truck and then allows the machine to perform routine functions like refrigerant recovery and recharge, oil and dye injection, and a leak test.

“When the system does detect a leak, it stops the sequence and alerts you via the app,” Bielsky said. “ is makes things very easy on the technician.”

Computers and software

It’s pretty hard to talk about essential service equipment without mentioning so ware and hardware.

At KAG, Altrichter said there is one shared laptop in each shop. Aside from being loaded with the most current diagnostic so ware, those laptops are also “ruggedized” for the tough work environment they are in. Nonetheless, Altrichter said they

budget to replace a laptop every two years.

Bielsky does the same thing for both laptops and tablets. His shop has also had a speciﬁc need with respect to diagnostic so ware. Because they service everything from dump trucks and tractor-trailers to truck-mounted cranes and o -highway equipment, they need a diagnostic solution that can cover everything. For simplicity’s sake, they’d rather not have to juggle multiple so ware licenses from multiple vendors. at’s why they’ve started using TEXA’s so ware.

“ ere are di erent packages you can buy based on your needs,” Bielsky said. “Our initial cost might be more than if we went with a single solution from somebody else. But in the end, it’s actually a lot cheaper than if we had to buy individual so ware from all the di erent engine, truck, and equipment brands we service. When you add all of that up, we’re probably saving thousands of dollars.”

e technical support from TEXA has also been of great value to Bielsky and his team. Whether buying so ware, hardware, or any other type of shop equipment, vendor support should always be factored into the buying decision.

“Every piece of equipment is going to have its challenges from time to time,” Miranda said. “ e question is, how will the company provide the support to help you overcome those challenges? If you’re looking at just price, there are probably some less-expensive options out there. But if it isn’t working and isn’t producing, then it isn’t so cheap anymore.”

Instead, it becomes “a thousand dollars of deadweight,” Miranda noted.

Young agreed, adding that reliability is a major factor in the overall TCO of a piece of service equipment. When something has already proven itself, why take a chance on something else just to try and save a few bucks upfront? Today’s technicians want a pleasant working environment with good training and reliable equipment to work with. Simply put, they want to be successful—and it’s the shop’s job to set them up for that success. For related content go to

» A wireless mobile column lift with remote control functionality can simplify setup and enhance technician safety.

Rotary Lift

Out of the SHADOWS & into the SPOTLIGHT TECHNICIAN MENTORING:

Successful

mentorship leads to higher retention, but must be done right. That starts with properly training new technicians and apprentices on the right way to perform maintenance and repairs.

By Lucas Roberto

[

STAFFING

]

You can look at current technician shortage statistics and feel a bit hopeless, like it’s too big of an issue for the industry to solve. Or you can remember that you’re in business because you can do the work and fix the things others can’t.

But is there really a shortage, or is retention to blame? How can you hang on to techs where others can’t? You simply need to give them a reason to stick around.

Figuratively, you need to replace the revolving door at your shop with a check valve. This begins with offering competitive pay, engaging work, and strong job security.

But you could really boil it down to providing a place where techs feel they belong, especially as they’re just starting their career.

It’s all too common to hear how new technicians, fresh out of school and eager to learn, get pushed into repair and maintenance tasks with little to no guidance. With this model, they need to show they belong before being accepted.

“Personally, I was pretty much just thrown to the wolves,” recalled Sean Wilkin, an emergency field service technician for Cox Automotive Mobility Fleet Services.

Older techs spent little time on the young technician. “‘This is how you do it; now do it,’” they told him.

Wilkin reflected on this strategy’s impact on newer techs like himself, noting “that’s not the best way.”

Data backs this up, as 21% of new technicians leave the industry within two years of starting their career after school, according to the National Institute of Automotive Service Excellence.

But there is another way. Instead of throwing trainees, apprentices, and junior technicians to the wolves, help them become part of the pack. That’s done with a thoughtful approach to mentorship, where the trainee has time to shadow the shop alphas and in time challenge them as top dog.

This has seemed to work at Love’s Travel Stops, where shadowing is built into the training program. Chuck Ralston, senior manager of Love’s Truck Care Academy and mechanical services, explained that new techs are required to work side-by-side with a more experienced tech for a full three months after their graduation from the training program.

“We learned quickly that you couldn’t just toss them to the wolves. We had to really help them grow,” he said. “It cut turnover exponentially. People only leave when they get frustrated about something. Nobody wants to be frustrated at work. So we give them that confidence … If you give somebody a path, they seem to stick around.”

That path may be easier to clear for some shops than others, considering the volume of jobs coming in and the size of some shops. But investing in the trainees, as well as mentors who need to be adequately compensated, is also an investment in uptime. As TMC RP 1614, “Technician mentor program guidelines,” points out, a successful mentorship program will enable higher retention— and those well-trained fledgling techs become more productive sooner. Plus, those mentors get leadership experience and a new teammate they can rely on in the future.

It’s a win for everyone, so let’s get into how you can get started.

Training tools and techniques

With the nature of the commercial vehicle industry in a constant state of change, from advancing technology to impending regulations, it’s necessary to consider every training tool available. This is especially important as technology and tools continue to modernize too, with everything from interactive online learning to augmented reality incorporated into many shops’ training programs.

Ralston discussed the addition of virtual reality to the training program at Love’s and some of the advantages that come with it. He remarked that it’s a great way to build muscle memory and test techs on preset failure points that then equate to realworld scenarios, but he also noted that nothing compares to real, hands-on experience.

“[Virtual reality] works well, but it’s such a struggle and a fight for me because I believe

» Transport Services technical advisor Mike Conley shows apprentice Dylan Greve how to work on a trailer wheel end. John Hitch | Fleet Maintenance

so much of what we do is touching; it’s feel,” he said. “I feel that the wheel bearing doesn’t spin. I feel the torque wrench click. And that’s been a battle with myself that I’ve had to get past with virtual reality.”

When it comes to actually shadowing a more experienced tech, at Love’s Truck Care “team members need to be ready to make any repairs needed,” according to Ralston. “Wheel-end repair is the one that carries the highest liability, so that’s the one we focus on the most.”

While the starting repair may vary based on shop specialty and focus, it’s apparent that watching someone else do it ﬁ rst is an important step.

Sure, having a new tech shadow a more experienced peer as they get their hands dirty with some real repairs is typically the most straightforward and e ective approach, but it’s not always feasible, especially with the nationwide technician shortage leaving shops already shorthanded.

“Yes, there has to be a hands-on aspect of training to be a quality tech, but there are also training modules, computer-based learning, or even something as simple as a manual or a textbook,”

Wilkin pointed out. “Gather that foundation, so while you’re there looking at the truck, you have something to fall back on.”

Ralston echoed this belief in the importance of traditional classroom training, especially when it comes to building a strong foundation on the basic skills.

He explained that their new technicians start with in-house produced computer-based training, the content of which has been provided by a group of trainers with over 400 years of technical experience. e information is then corroborated as they progress through their training tracking books.

e bottom line, though, is that basic skills should be the ﬁ rst order of business.

“[For] a newer guy, you’re going to start o on a simpler task,” said Josh Holbert, foreman at Fyda Freightliner Western Star Zanesville. “You wouldn’t just throw someone that’s fresh out of school into an electrical nightmare.”

7 steps to a successful mentoring program

• Identify the number of mentors required, as well as appropriate mentor qualifications or experience level

• Vet potential mentors to ensure they are the right candidate for the job

• Create a mentor compensation package as a participant incentive

• Develop a progress tracking and reporting system

• Put together trainee materials, like a workbook, videos, or online modules

• Train and certify mentors

• Ensure that trainees also take responsibility for learning rather than just depending on the mentor

Source: TMC Recommended Practice 1614

» New techs at Love’s are required to work side-by-side with a more experienced tech for three months.

Love’s Travel Stops & Country Stores

Ray Erne, service operations manager at Transport Services, agreed on this area of struggle for many newer techs.

“Electrical troubleshooting is probably the biggest [issue], because even your most skilled technician still has a hard time with that,” he said. e more di cult repairs need to be confronted at some point, however. Ralston noted that where electrical issues are concerned, they “try to start as early as possible in meter usage. As with most things, the best way to form good habits is to do so from the start. at’s why we use the right tools from the beginning.”

Soft skills and shop culture

Technical skills are where the money is, but if a technician isn’t a good ﬁt for the shop environment in general, it doesn’t matter how e ciently they can complete a repair.

While there aren’t any online courses that can truly convey what it means to be a part of the shop environment and a lot of this comes from being immersed in day-to-day operations, managers still have an opportunity to set the scene from the get-go.

Cox’s Wilkin recommended that for new techs fresh out of school “coming into a shop, that shop leader needs to sit them down and have a conversation about what their expectations are from the shop’s perspective and go over the types of repairs that this new tech is going to be seeing ﬁ rsthand.”

is gives techs not only a baseline of what to expect, but an opportunity to speak up on any concerns or questions they might have out of the gate, avoiding confusion or conﬂ ict down the line that can disrupt shop operations.

“We teach them how to work on trucks, but we teach our culture too,” Ralston said, mentioning that part of the Love’s training program includes instruction on how to handle customers, general communication, and other so skills.

“Sometimes if we get a new hire and they come in from a di erent manufacturer, just the sudden change from that manufacturer’s way of how their trucks are laid out versus ours is probably

the biggest issue,” said Eric Wood, technician at Fyda Freightliner Western Star Zanesville. “But that’s usually mitigated rather quickly through online and hands-on training.”

A balancing act

Keeping technicians engaged is essential for retention, especially as they’re just starting out. But there must be a balance. Entering the workforce in general can be daunting, especially in a hectic shop environment where time is money. It can be easy to get overwhelmed in regards to both the information intake during training and in the di culty of the repair at hand.

“Back when I was a new tech, there would have been whole jobs where it’s like ‘I do not know where to start,’” Wilkin reminisced. “Granted, looking back, some of these jobs were fairly simple. I just didn’t have the experience yet.

“I had some really good managers, supervisors, and other technicians that would let me struggle a little bit.” He explained that they wouldn’t show him exactly how to ﬁ nish the job but would o er tips, such as the correct tool to use or method to approach the situation. “Essentially, [I was] still doing it on my own, just with a little bit of guidance, and for me that worked very well.”

According to Joe Whistler, a service advisor at Fyda Freightliner Youngstown, a safe bet is sometimes just a push in the right direction, while ultimately leaving the decision up to the technician.

“‘I think you can do this; do you think you can?’” he would ask a newer tech. “And if you can’t, let’s hit the ground running. Let’s try it out.”

Adequate compensation can also be a cause of stress when learning the basics, even more so from a ﬂat-rate perspective.

In Fyda Freightliner Youngstown’s flat-rate environment, Whistler explained that they never put a new technician on 100% flat-rate pay until at least six months in. “Now, we will give them best of,” he noted. “If you’re a good performer, you will get your flat rate paid, but it’s not something to be concerned about if you’re not the fastest guy in the world. If you turn 44 hours, you’ll get paid 44 hours. But if you only turn 38 hours, and you’re on the clock for 40, you will get your 40.”

is hybrid structure provides newer technicians with a secure learning atmosphere where they’re encouraged to take the time required to do the job right. Without it, a new hire might rush

through tasks they may not be as proficient at in order to make a living.

Leading by example

Videos and manuals can only take a newbie so far when compared to on-the-job training and shadowing from a mentor or more experienced technician.

“I’ve seen so many people come through here, I’ve been here over 20 years,” said Jim Petry, technician at Fyda Freightliner Youngstown. “The people that did make it and turned out to be good techs, it’s because they got to be decent friends with more experienced guys.”

Erne said the Ohio-based Transport Services acts on a similar premise. He noticed that only certain technicians were able to do certain jobs, and that not all of their technicians were well versed in a variety of repairs.

To fix this, “when we started hiring new technicians with minimal skills, we started cross training,” he said. “Every new technician worked a minimum of one to three weeks with every technician at the shop until he learned every skill out there. What that did is completely change our turnaround time for our customers.”

While this may not be an option for every shop out there, Erne explained that Transport Services’ 22 bays make cross training easier.

When it comes to more experienced technicians being reluctant to train or take new techs under

their wing, this is a more complicated issue. This can be a result of time sensitivity, lack of fair compensation for training, or simply a bad attitude (from either tech).

Whistler said their new technicians get sent out with a more experienced tech to keep an eye on them.

He clarified that the more experienced tech won’t provide direct instruction, rather pointers and suggestions when the new tech might be struggling. “Like on a Detroit, ‘Hey, don’t have the oil and fuel filter out at the same time. Drop one, start it. Drop the other, start it.’”

Cox’s Wilkin agreed that this type of training is necessary but suggested that shops offer other options to keep pay fair and consistent. “If you have mentor techs or techs that want to take on that training responsibility, they need to be taken off of a flat rate or put on some kind of hybrid type of pay program,” he said.

Attitude and initiative

With payment taken care of and out of the way, attitude can be another roadblock to successful collaboration.

“Guys that walk in the door and are instantly cocky piss guys off that have years of experience,” Whistler pointed out. “When you’re new and you start out, you need to know that you’re new and you’re just starting out. Attitude goes 1,000 miles.”

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“There’s a big difference between confidence and arrogance. You’re gonna need help,” said Petry. Care enough about doing things right that you can call on someone else as a resource, and that “will take you further than any software, any troubleshooting program, any set of standards we can come up with.”

On the training/management side, evolving is key. Every technician has different strengths, weaknesses, skill levels, and learning styles when they walk through the door for the first time. No blanket solution will work for everyone.

On the tech side, be flexible and receptive to help, but if you really want a leg up, absorb as much information as you can on your own. Even if your shop environment isn’t exactly conducive to extensive shadowing, the internet is full of experienced techs doing just that.

“There’s a huge community on Tik Tok of techs telling their daily stories, showing what they see, how they fix things,” Wilkin pointed out. “It’s not professional training by any means, but it gives real world viewpoints on what it’s like being a tech.”

“The best thing I tell newer guys is if you’re coming into a shop with little to no experience, be humble. Ask questions,” Wilkin concluded. “Don’t come in thinking that you have all the answers or that you can fix anything that comes through your bay door.”

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By John Hitch

[ HEALTH & WELLNESS ]

Patrick Walton can work on anything that rolls into the 26-bay Texas dealership where he’s worked for 24 years. The senior master technician has picked up plenty of certifications over his 30-year career, including school buses, electric vehicles, and CNG engines. He also picked up plenty of bad habits.

In his younger, more carefree days, it wasn’t unusual to wrench on cars and trucks for 12 or more hours then head to the bar and close it down, then come back at 6:30 a.m. and do it again.

“My Lord, those were some very unhealthy years,” the 48-year-old recalled with a laugh.

Even as he scaled back on the late nights, he’d still fill his mornings with empty calories, something to which many other shop technicians can relate. “We’re doing two or three Monsters or other energy drinks during the day, and candy bars, chips, and cookies out of the snack machine,” he said. “Instead of packing your lunch, you’re off to the pizza buffet.”

Like an engine, a technician needs fuel to keep up in the fast-paced environment and the sugar-rich fuel often put in their tanks can provide a quick burst of energy.

“It’s always about getting that job completed, getting it returned to the customer, making that money, and moving on to the next,” Walton noted.

That productivity comes at a cost. Using junk food as fuel and working so long you have little time and energy to maintain your body is like constantly running an engine with contaminated oil and clogged filters. After a while, this strategy has a catastrophic impact on the engine. For

humans, at worst this means death, and at best, it leads to a serious decline in quality of life.

“I don’t know about anybody else, but I’m spent by Saturday afternoon—I’d really prefer not to move a whole lot,” Walton noted.

The husband and father already missed a lot of his kids’ growing up due to all those long hours to support them, so this was untenable. A few years ago, he took a step back and decided to make some changes. Walton starts his day with a quarter-mile walk on the treadmill. (He can’t run due to a titanium femur he got after a car crash as a teenager.)

Instead of energy drinks he drinks water and Gatorade. For breakfast, he now eats fresh-made kolaches, essentially sausage pastries, but at least not “soaked in sugar” like fast food options, Walton reasoned. He also packs his lunch instead of heading to the pizza buffet. These small changes might not seem like much, but Walton said he likes how he feels more and that helps at work and home.

“Making that commitment to having a balance really has made a difference in how I handle my day,” said Walton, who noted the dealership’s owner “is a healthy person” who provides the crew and customers with bottled water and nutritious snacks in the break area, in addition to the sugary soft drinks and junk food.

A technician’s health, both physical and mental, ultimately comes down to their personal choices and actions. You can lead a man to kale, but you can’t make him eat it. But middle and upper management have no less responsibility to provide technicians with the tools they need to maintain a healthy body and mind as they do to boost their shop productivity and efficiency.

“While I think each person is responsible for their own mental health and personal boundaries, there is research that says managers who care about their employees, provide work-life balance, and create an environment where employees can be themselves create a more productive workforce,” noted Ali John, sr. manager of culture, wellness, and community engagement for Werner Enterprises. “If employees feel respected and cared for, they are more productive and they want to perform high-quality work.”

That research included a 2021 study published in The Journal of Cardiovascular Research that found policies to improve work-life balance and employee well-being led to improved focus, creativity, motivation, retention of top talent, and better mental and physical health.

The responses from the technicians, managers, and health experts working closely with the industry we spoke to indicate that’s not happening as much as it should be. Paradoxically, they say leaders who chase cost savings and uptime at the expense of techs’ health likely reduce productivity and increase expenses and downtime. Conversely, helping techs achieve their health and wellness

goals could be the panacea for several shop challenges, such as retention and high worker’s compensation claims. So let’s talk about how to make the shop a healthier place overall.

Shop work till you drop

With fleet sizes growing and technology advancing, while too few new techs are joining the trade and too many leaving due to retirement or burnout, the skeleton crews left behind are worked to the bone, with work-life balance an afterthought.

“As a service technician, it’s really hard to get the permission to step away, for [management] to understand you need to step away, or that you need a day to recuperate or a mental break,” offered Walton, who said his dealership does have enough people. Ingrained in him, though, is a desire to put the shop before his own well-being. Last year, the master tech lost a fingertip in a driveshaft U-joint when the component slipped. After the gruesome accident, he got patched up at the hospital and came back to finish his shift.

No one told him he had to, Walton noted. They didn’t have to. So many managers previously made clear he was “lucky to have a job” and there was a “folder full of people just fighting to get in here.” That leaves an impression. And to earn a raise, he was told to just work faster and bill more hours. To bill more, you have to work more, which means working through injuries, illness, and exhaustion.

As a senior employee, Walton does get personal time off but often sells those days back to make some extra cash. For many, sacrificing days off— and putting in more overtime—are done to triage the current economic crisis. According to the U.S. Bureau of Labor Statistics inflation calculator, the dollar went 23% further in June 2019 than in June 2024.

“ You wouldn’t wait for a check engine or oil light to come on to go change your oil or make sure that your trucks are up to speed, but that’s exactly what a lot of these companies are doing... they’re waiting for something bad to happen. ”

Dr. Mark Manera, founder and CEO, Offshift

consulting and writing, Taylor has seen several facets of the vehicle repair industry, and the one constant in any economy is technicians’ drive for money at the expense of personal time.

When he was starting out, Taylor would leave his job at a dealership to moonlight four nights a week in the shop owned by his friend’s dad. And now, as a career coach for technicians, he said “99% of the time, people were not really asking for coaching, they were asking how to make more money.”

For the first few years of their career, Taylor noted techs “have to carry an innumerable amount of debt,” which includes up to $15,000 in student debt from a vocational school and whatever tools they need to buy. If they start a family, there will never be enough money coming in.

» Patrick Walton returned to work right after getting this injury treated. It’s an ugly reminder that shops often value uptime over health.

“They could be working hard to have more skills and still be making less money,” noted Joshua Taylor, an Ontario, Canada-based mechanics coach and host of the Wrench Turners podcast.

A former flat rate tech throughout the 2000s who went on to become a service advisor and collision shop general manager before getting into

Meanwhile, Taylor noted the fast food chain near his house is offering $18/hr (USD) on its marquee, while a nearby dealership’s marquee advertises a $13/hr starting wage. “I’m sorry, you’re not going to get a 19-year-old in the building to start being a mechanic,” Taylor asserted. He’s also seen shop employment listings offering a great work/life balance, the definition of which is 55 hours per week. “You can’t spend time with your family, live life, and work 55 hours a week— you just can’t,” Taylor said.

Photo courtesy of Patrick Walton

» Werner has gym facilitates to allow all employees a space to stay healthy and encourages technicians to do morning warm-up stretches to avoid injuries.

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On the plus side, a Wrench Turner wellness survey found while starting auto dealer techs make around $40,000/year, within three years they could jump to Level 3 and make nearly $90,000. And with good bay mates, supportive leadership, and the ability to receive OEM training, “it is possibly the most rewarding career you can have,” Taylor said.

Routine health maintenance

Of course, ﬂeets and shops have to consider uptime and revenue, and the work has to be done or the country couldn’t operate. With fewer techs out there, they have to work more hours. e question is, what cost is the tech’s body paying?

“When you work long hours, that means there’s less time outside of work for your family and also for your health,” said Dr. Mark Manera, a physical therapist who founded O shi , a health app for transportation industry workers. e O shi CEO started the company a er a glut of unhealthy truckers came into his clinic. A er some research, he found these drivers’ life expectancy is 16 years lower than the U.S. average. “It’s very clear to me that the trucking industry as a whole has robbed a lot of these people of their health,” he said.

O shi seeks to undo that by connecting users to wellness coaches and helping them navigate the healthcare system. Most insurance plans, he noted, are not tailored for drivers, techs, and warehouse workers. “ ey’re built for someone who works in a cubicle and handed to an industrial worker as an a erthought,” Manera said. is causes communication problems between providers and workers and leads to less engagement.

“Honestly, these health beneﬁts are collecting more dust throughout the year than actual usage,” he continued, adding that 50% of truckers don’t have a primary care doctor, which O shi helps them ﬁnd.

And many don’t even have time to get routine preventive maintenance checkups and end up ignoring a severe medical issue. “ ey’re living with it until it’s too late, and they end up in the ER a er a major medical emergency, or they die early,” Manera said.

is is where it becomes clear the “paradox” around uptime might be blatant hypocrisy. Fleet leaders are taught the danger of ignoring routine maintenance and inspections.

“You wouldn’t wait for a check engine or oil light to come on to go change your oil or make sure that your trucks are up to speed,” Manera said. “But that’s exactly what a lot of these companies are doing for their people—they’re waiting for something bad to happen.”

And this is being done with shops and ﬂeets’ most valuable assets: their drivers and techs. Failing to address their issues, as o en with engines, leads to even more expensive and time-consuming repairs. With techs, a lack of routine health maintenance can lead to writing out a much higher worker’s compensation check.

“ e average worker’s comp claim costs just over $41,000 per year,” Manera said. “ e more severe ones get up to $100,000+. But about a third of musculoskeletal issues can be prevented if we can get these people to be physically active on a consistent basis.”

Liquid diet plan

itive movements and have a higher prevalence of muscle strains.”

ese are more common due to the repetitive nature of fastening and unfastening bolts and overhead work while the vehicle is on a li . is leads to achy shoulders and backs that could develop into something more serious. John said Werner employs a stretching program for techs to warm up at the start of shi s to limit preventable injuries.

In the shop, you don’t even have to take a sip of alcohol to develop a seriously unhealthy drinking problem. This problem comes down to two things: staying hydrated and consuming empty calories.

“As a technician working in those hot shops, you do get dehydrated,” noted Bob Perry, a transportation health consultant and founder of FitDrivers.com, a site that helps truckers qualify for DOT medical cards. Perry warned that keeping hydrated is a day-long PM: “Don’t let your battery run all the way down before you decide to fill it back up.”

He noted electrolytes are also important, but instead of a sports drink like Gatorade, you can pour electrolyte powder into a water bottle to avoid the sugar. Water in general is best, he said, and can also qualm feelings of hunger and disorientation.

In most shops, water is relegated to a few bottom slots of the vending machine. “The rest of the thing is filled with high-sugar drinks, power drinks, that kind of thing,” he noted. That’s why he recommends shops offer free water for employees and drivers. And while sugary energy drinks may seem like a good way to jump start the day, they can lead to unintended weight gain.

“Stop sipping your calories,” advised Werner Enterprises’ Ali John.

One 24-oz. Monster energy drink has 286 calories and 27 grams each of carbs and sugar. A 12-oz. Red Bull has 155 calories, 37 g of sugar, and 40 g of carbs. She said to hydrate instead with low- or no-sugar beverages. Both Monster and Red Bull have sugar-free versions, with the latter adding two new 15-calorie flavors: Watermelon and Strawberry Apricot. Another popular energy drink, Celsius, is low on calories but has 200 mg of caffeine. With caffeine as a diuretic (causing more trips to the restroom), and working in a hot shop, this can hasten dehydration, this makes drinking water essential in the shop.

Manera said connecting workers with coaches to go over habits and beahaviors serves as a predictive maintenace tool to mitigate impending injuries. “[At O shi ,] we create a custom health plan for them that’s focused on preventative care, so it’s helping them get ahead of musculoskeletal injuries,” Manera said.

Manera said while truckers may face morbid obesity due to sitting in the driver’s seat most of the day, many techs are merely overweight.

“Technicians struggle with some similar health challenges as professional drivers, just maybe at a less common rate,” Werner’s John said. “ ey may also experience overuse injuries from repet-

Bryan Self, former ﬂeet manager for Floridabased Raven Transport, would post JJ Kellerprovided instructions on the bulletin board about how to perform two-minute stretches to prevent strains. He also recommended reviewing the previous year’s worker’s comp claims and tailoring changes to mitigate prevalent issues.

“ ose are things you want to show that you can avoid, which is now a cost saving,” Self said, while noting that the prospect of saving money always motivates corporate action.

is is more important as the aging workforce, now at an average age of 42, according to Zippia, has seen so much action.

“Everybody’s on medication for high blood pressure and has knee and back issues—all that stu that coincides with wear and tear on your body,” Self said.

With coaching that leads to better health choices and more activity, O shi users are seeing a di erence, Manera asserted. Coaches help employees ﬁ nd calorie-cutting alternatives, as opposed to “30-day diet challenges,” which Manera said are unsustainable and “set you up to fail day one.” Instead of only a Monster energy drink for breakfast, add some protein and fruit to fuel the workday. He pointed to one tech who recently dipped below 200 lbs. a er being above 220 lbs.

“ ey’re decreasing their pain, they’re increasing some mobility, and they’re losing that 15 to 20 lbs.,” he said. “And they’re having a lot more energy. at is life-changing on a day-to-day basis.”

He added that when one employee shows visible gains from a healthier lifestyle, that word-ofmouth inspires others to follow suit.

Costs of ignoring mental health

A person’s health struggles can’t always be measured on a scale or ﬁ xed with a meal plan. e needs of the job, combined with an o -kilter worklife balance, can manifest in less obvious but equally damaging ways. ese include stress and anxiety, which then can lead to addiction and suicide.

“Mental health is just not talked about,” Taylor sighed. “It’s a very short road from dark to very dark. And unfortunately, it’s a disastrous road.”

Taylor started his podcast a er seeing how serious a problem suicide was in vehicle repair. According to 2021 Center for Disease Control stats, the occupational average is 32 suicides per 100,000 for males. Automotive service techs/ mechanics have a rate of 80.6, while bus/truck/ diesel techs are at 40.1.

Taylor o ered that auto techs go into the job expecting to work on “fast cars and all the new stu ,” while the reality is doing oil changes all day and working on the same type of car, while the supervisor harangues: “Is it done? Is it done?”

A 2010 study called “Depress Anxiety” found that

70% of those who attempt suicide suffered from an anxiety disorder such as Post Traumatic Stress Disorder. And along with the threat of suicide, anxiety and depression cost the workplace in productivity. A 2020 Lancet study found “anxiety and depression costs the global economy $1 trillion each year in lost productivity.”

“Anxiety is the basis on which many of the negative emotions come from—stress, depression, suicidal ideation, and things of that nature,” Taylor said. “The more anxiety you can remove from a mechanic’s day, the more successful they’re gonna be.”

Taylor also noted how anxiety can lead to addiction as a coping mechanism. This is not limited to drugs and alcohol, but also food and video games.

Despite all the complex and grim stats, Taylor’s experience leads him to believe there’s a simple fix to mitigate techs’ anxiety.

“Just talk to them,” he bluntly stated. “Ask them what they need to be successful.”

According to recent WrenchWay polling data of auto and diesel techs, while 30% of techs meet with their managers weekly, another 30% never do. The most concerning stat is that only one in five would recommend the industry to a friend.

Stress, anxiety, and depression can then take root from feeling powerless and constantly micromanaged. Taylor acknowledged shops can’t accommodate techs’ requests to reduce stress, as they may run counter to business goals and company values.

“I’m not asking anybody to do that,” he offered. “I’m asking you to have a conversation with all of your team and understand what their needs are.”

Self also believes in speaking with techs face-to-face. He’s still settling into his new role as director of fleet for Florida East Coast Rail, so it will take some time before he’s able to chat with all 110 techs across the eight locations. He plans to ask them what’s missing or lacking in the shop and what works best.

He’ll also watch people’s habits, learn how they work, and how the overall structure functions, keeping detailed notes on a spreadsheet. Self then plans to combine the insights together and enact changes he surmises will provide the most impact.

This is done methodically, as he learned long ago not to make changes too rashly.

“First, sit back, see how everything operates, then slowly implement things,” Self said. “They seem

to stick better that way.” He also noted that managers are the driving force of change, so they “have to be consistent with that change,” making sure they stay intact and everyone is on board.

This will likely include ensuring water and healthy snacks are abundant, muscles are properly stretched, and the health plan caters to techs’ needs. It will still be up to the employees to take control of their health, but at least they won’t feel

powerless or under-supported.

“You’re never going to please 100% of the people, but every little step that you do towards the people you work with makes a difference,” Self concluded. “It makes them happier to come to work. It all kind of ties together.”

For related content go to FleetMaintenance. com/shop-operations

GENUINE PARTS

SPOTLIGHT ON PARTNERSHIPS

outreach work early because if you don’t, others will.

“What you’re ﬁ nding is that if [students] are going the two-year route, a lot of times you are ﬁghting the other trades, such as electricians, plumbers, and other trades that use their hands,” noted Jay Goninen, co-founder and president of WrenchWay. e organization works to promote technical trades and match technicians with shops and shops with vocational schools.

School’s in

Partnering with schools can help shops’ technician recruitment e orts, but ﬁnding the right ones to team with requires some homework.

By Alex Keenan

Every shop, ﬂeet, and dealership faces di erent circumstances and challenges that impact hiring technicians. In the case of Laramie GM Auto Center in Wyoming, it was geography.

“We’re in the middle of nowhere,” explained Joe Hedley, general manager for Laramie GM. e altitude is 7,200 feet, and winters hit harder and for longer than most other places, he added, making the beautifully rugged region not for everyone.

“We really struggle with trying to keep people here,” Hedley sighed.

e dealership, which o ers new Buick, Chevy, and GMC vehicles along with a robust inventory of used cars and trucks, still has to try, though. And while the population density is as thin as the air, the location has one major advantage: its proximity to WyoTech, an automotive, diesel, and collision trade school. You can drive there in about 10 minutes from the dealership.

More than 800 students graduated from WyoTech in 2023, and for years, Laramie GM has attended the school’s job fairs and worked closely with the school in general. Hedley said this has helped them schedule interviews with students

Cheat sheet

• Set goals for your partnership and find schools that align with those goals.

• Decide what skills your techs need and provide guidance and tools to help schools teach.

• Consider outreach to high schools and even middle schools for broader awareness and reach.

• Focus on schools in your local area.

• Give your interns reason to stay with a structured program and equitable pay or a tool investment.

whose goals align with the shop’s. is has led to the shop hiring a couple of kids from every career fair for part-time work, he explained, where they usually begin with quick lube work before progressing into the shop’s internal apprenticeship program.

“It helps to have [WyoTech] do some of the legwork,” he said. “And then we can jump in and really focus on the culture piece.”

Not every shop will have a large technical school on their doorstep, but more and more ﬂeets and third-party repairers are leveraging nearby educational institutions to refresh and scale their workforce as current technicians turn over or retire. But this takes time and resources from maintenance leadership, and with both in limited supply, partnering with schools to maybe ﬁ nd some techs someday seems like a luxury few can a ord.

But how much time and e ort does it take to constantly onboard new technicians, and how much productivity are short-sta ed shops losing out on? According to several ﬂeets, working with schools to recruit techs is a worthwhile investment, but ﬂeets need to be intentional in developing partnerships with schools and internship programs and only spend their time where it’s most likely to pay o .

The payoff

Before looking into a partnership, it’s important to understand that its main beneﬁt is to install a continuous ﬂow of possible new hires who could stay with the company for many years.

“I believe that shops and ﬂeets need to identify talented students early—and that’s something that they really fall short on because they’re busy—and potentially recruit them as interns or employees,” said Cindy Barlow, director of industry outreach at WyoTech. “ is whole system would streamline the recruitment process.”

In theory, shops and technical programs partnering on technician education creates well-rounded students, with schools providing theoretical base knowledge, while shops o er practical, real-world experience, Barlow noted. Together, this should result in students who are prepared for workplace scenarios. And it’s well worth putting in the

Ashley Sowell, CEO and co-founder of Integrity Fleet Services, agreed, stating that she hopes to start a nonproﬁt that will lead to its own internship program and promote awareness for the trades as early elementary school. is is because by the time students reach middle school, they’re already looking at career paths, she said.

Another example is the FutureForward program in Adams County, Colorado. e program o ers career and technical education for high schoolers. As part of the program, Ellen Gutierrez teaches diesel technology in a modern building that first opened in 2020. Her students hone their skills on an International semi-truck, fire trucks from the school’s firefighting program, and light-duty and pickup trucks, along with a recently donated a ertreatment system and 6.7L engine for midsized vehicles. To her knowledge, Iron Bu alo Truck & Trailer hired 10 of the program’s students a er their internship, and LL Johnson hired their two interns as well.

Rush Enterprises has also beneﬁted from its internship program. e company admits both high school students and those from dedicated technical schools like UTI and Lincoln Tech, explained Mitch Davisson, director of service, Rush Enterprises. Since the program began in March 2022, Rush hired 125 participants, and the program has a 68% retention rate.

High schools vs. vocational schools

While Rush Enterprises engages with both high schools and technical schools, smaller shops and ﬂeets might not have that luxury for their partnerships. So, where should they focus their e orts? For students and shops, interns from either educational path have potential drawbacks and beneﬁts.

For Gutierrez, the FutureForward program o ers students a cheaper path to a career than a technical school, as well as all the basic knowledge needed before their on-the-job training.

“If they want that education or that associate’s degree, that’s great for them,” Gutierrez explained. “But it’s absolutely not what everybody goes for. And a er completing two years of [FutureForeward’s program], they have a really good understanding going into the workforce.”

Moreover, younger people’s abilities are easier to tailor depending on your needs, especially with access to OEM-speciﬁc training, said Warren Stephens, lead instructor of the auto and diesel technology division at Dubiski Career High School.

But some high schools may be limited in the training they can provide. Laramie High School does o er auto technology courses, but Hedley reported that it’s ideal to have students with more background knowledge.

“ ey’re not doing engine swaps and transmission swaps,” Hedley noted. “It’s really more

basic, ground-level stuff. We want a little bit more training.”

The same critiques have been leveled at vocational schools as well, with Victor Cummings, VP of service operations at Rush Enterprises, stating that “a number of students who come out of these trade schools have never changed oil on a truck. When somebody comes out of school and they’ve done engine rebuilds on a stand, but they’ve never changed oil on an engine in a chassis, it’s kind of an awkward set of circumstances.”

Because of this, Goninen and Barlow both agreed that shops are better off partnering with a mix of secondary and post-secondary schools when they can. “There isn’t necessarily a ‘better’ institution to partner with,” Barlow said. “When it comes to building the educational pipeline, it largely depends on the specific goals and the needs of the organization or industry involved.”

Matching with a school

When choosing a school to partner with, find institutions where you can contribute and recruit. For starters, this helps you steer the curriculum so students have the skills you need, like changing oil. WrenchWay helps its Top Shop members connect with auto and diesel programs through WrenchWay School Assist, but otherwise, shops need only look for schools in their local area. This

tive technicians are coming from and increases their likelihood of hiring them later.

“We’ve learned the hard way that we find greater success in recruiting and hiring locally,” Rush’s Cummings said. “We really try to rally up around who’s got vocational programs and proximity to the dealership.”

Even if the closer schools don’t have the perfect programs to match a shop’s needs, this doesn’t mean they’re not worth working with, Goninen cautioned.

“Just know that that time investment or that donation to help that program get better could end up with you being in a better position,” he said. “It’s just going to take a little bit of time to help you build that program.”

Besides location, Barlow also advised that shops consider their target audience and what they’re hoping to gain from their partnership. For instance, outreach at a high school might yield a broad range of applicants to fill various positions in a shop and create more general awareness of the trade, while working with a technical school will yield students with technical interests and a desired career path.

“Consider how closely aligned the curriculum is; know that curriculum and the training programs of the institution that you’re recruiting from,” Barlow advised. Shops should also consider their long-term objectives and how this partnership will achieve them. After all, “this is an investment—an investment of your time, money,

Forging a mutual partnership

Finally, shops need to make sure their partnership isn’t just supporting them but the school, too. For many schools, that means making sure their internships are paid, and the program is clear and structured.

“One thing that we really like about our partners is they give [our students] a lot of really clear information on ‘this is where you’ll start, and this is what we expect out of you,’” FutureForward’s Gutierrez asserted. “They give that success criteria, which [our students] are used to seeing in our classroom, and they can really latch on to that.”

For Dubiski High School’s Stephens, a thorough training process is critical to the students and the dealership, especially if they hire their young charges later. This means exposing interns to more than just oil changes but lubrication, wheel alignments, brakes, and even engine rebuilding or engine replacement as neccessary.

Another way to earn a committed student and long-running employee is to invest in a student’s tool needs.

“A huge thing, too, is that a lot of the shops can offer some kind of tool box for the kids, which is a huge barrier to entry in this career,” Gutierrez explained. “So, if they can offer some kind of a tool incentive with a three-year contract or a four-year contract, that gets our kids right in there, and then they have them for at least

Keying in on technician KPIs

Several ﬂeets have found that tracking technician and shop KPIs leads to savings and improved equipment uptime.

By Seth Skydel

Are shop metrics and KPIs (key performance indicators) really that important? In the shop, they could make all the di erence in reducing ine ciencies and ultimately in reducing maintenance expenses, so they are quite important, according to Mike Palmer, VP of ﬂeet services at Estes Express Lines.

e 36-year trucking veteran explained that tracking technician KPIs and metrics provides insight into what is happening in your shops and with your technicians, both the good things and areas that need improvement.

“ ey expose weaknesses and places where you need to make more e ective decisions, such as possibly outsourcing some services—and they point to what you’re doing best,” he stated.

“It’s all about uptime in a highly competitive freight market, while across the industry technician labor rates have gone up,” Palmer added. “On top of that, there is a growing amount of new technology on trucks which requires more advanced

skill sets for diagnostics. When you use metrics and KPIs e ectively to improve e ciency and productivity, the savings go up as well, but today, the stakes are even higher.”

e Richmond, Virginia-based freight transportation and services provider has 98 shops and more than 800 technicians, so improving certain KPIs across the board can have a huge impact. One is how they are spending their time.

“When you look at technician labor, the easiest metric to track is the number of hours a person is working,” Palmer said. “But that hardly tells you the whole story. Technician and—by extension— shop productivity and e ciency are seen more closely in a comparison of how much time is being spent on direct and indirect labor. In other words, what percentage of the hours a technician works is spent working on vehicles compared to other things, such as cleaning the shop, chasing parts, or handling clerical duties.”

» By focusing on technician efficiency, shops can cut down on service times to benefit fleets.

While each ﬂeet service operation will have to set their own goals in that regard, Palmer related that in his experience, a good target is 92% direct labor. Additionally, a closer look at what makes up the indirect labor portion of a technician’s time can tell you if there is a need for other types of personnel like shop helpers or parts sta . It comes down to knowing exactly what your technicians are doing when they’re in the job for eight or more hours a day.

“Beyond that equation, digging deeper into technician productivity requires incorporating standard repair times (SRTs) into your analysis,” Palmer explained. “Measuring technician time for services performed on tractors, trailers, converter dollies, and forkli s provides the kind of in-depth analysis you need to see what’s happening in terms of the actual time it takes to do a speciﬁc job compared to a set amount of time.”

He stressed that the most e ective way to do this is by auditing work orders.

“Audits keep it real because weekly reports showing work orders that were closed allow for an analysis of metrics based on job codes and reveal outliers where training and corrective action are required by having foremen walk through the issues with technicians,” Palmer explained. “Repeating the process over and over until scores improve is what leads to higher levels of productivity and e ciency.”

Comparing data

With maintenance programs aimed at maximizing the utilization of equipment for a range of di erent customers, leasing and service provider Transervice uses varying ﬂeet maintenance systems from one operational site to another based on customer requirements, noted Mark Finger, Transervice VP of operations. For a higher-level view of several performance metrics and KPIs, he said the company utilizes business intelligence platforms to aggregate data.

“Preventive maintenance inspections are at the top of the list relative to volume and account for a signiﬁcant amount of labor hours,” Finger said. “Conducting internal time studies for varying categories of equipment that are composed of a broad range of manufacturers and models enables us to develop average SRTs for PM performance that our managers review as each repair order is closed.

“ e beneﬁts of this one particular assessment have also helped ensure that only time spent on the PM is allocated to that task, and all other ancillary repairs are captured under the applicable VMRS codes,” Finger added.

Finger noted the most signiﬁcant metric for technician e ciency management at Transervice is comparing actual repair time (ART) to SRT.

“Comparing ART to SRT by technician for the highest volume repairs and tasks creates a stacked rank,” Finger related. “ at spotlights areas of opportunity for training technicians who are performing below the average and a

review of practices and processes for technicians performing above the average. We also conduct time studies for high-volume tasks that either do not have a published SRT or require setting a baseline for a company standard.”

Focus on quality

Kevin Clark, AVP of shop operations, Fleet Services by Cox Automotive, said being hyper-focused on efficiency requires monitoring maintenance quality by tracking the number of findings on each PM by technicians.

“Our managers also complete quality control inspections after a technician has completed a repair or maintenance operation,” Clark related. “We find that’s a good way to address performance issues as they relate to repair quality, identify training opportunities, and open the door for coaching or recognition of a job well done.

“Our Emergency Mobile Service technicians are also measured on call acceptance rates and ETA on-time percentages,” Clark added.

He noted performance metrics also help empower technicians to learn and grow.

“One way we do that is through quarterly progress checks that are a part of our performance management process,” Clark said. “Our managers and technicians set short- and longterm goals at the start of the year and then have conversations throughout the year to discuss their progress toward meeting those development and performance objectives.

“Those conversations help provide our technicians across all experience levels with the tools they need to continue learning new skills,” he continued. “And through objective metrics, we can provide transparency between technicians and managers. Together, they can identify opportunities for improvement and create a plan to achieve their goals.”

Continuous improvement is something that Cox Automotive technicians strive to achieve. “One of the ways I track myself and the technicians I oversee is with a spreadsheet on daily hours billed versus labor rate,” Levi Stegemoller, lead mobile diesel tech 2 for Cox Automotive Fleet Services, explained. “A clear picture of parts and labor costs and hours worked tells us how we’re performing on the job and shows where there are opportunities to improve.”

Jeffrey Nichols, sr. mobile diesel tech at Cox, tracks performance based on feedback from customers.

“Continued learning also comes from watching industry technology trends and searching out ways to learn about new technologies on vehicles, such as talking with other techs about new systems,” he said.

“I try to stay focused on a job and complete it safely and correctly the first time,” said Michael Colt, lead diesel maintenance tech for the Colt Group. “It’s always faster to not have to do it twice. If I find something I don’t know the answer to, I learn everything I can about it.”

For Dillon Grimes, sr. mobile diesel tech, Cox Automotive Mobility, efficiency is a big part of performance. “I track that based on our standards of how long a job took versus hours billed, and if I wasn’t as efficient as I could be, I review what I did and take notes on what I could do better next time,” he said.

At RWC Group, a Phoenix-based truck and bus dealership with 14 locations in five states, successful service management practices have included establishing a standard operating procedure (SOP) and a process for auditing compliance based on KPIs.

To facilitate service, RWC Group has been relying on Hino Edge and Isuzu Connect service management platforms driven by Decisiv Service Relationship Management (SRM) technology since 2021.

More recently, the dealership became an early adopter of SRM Discovery Status Tracker, a reporting suite that provides them with an understanding of service event time spent on check-in, estimate creation, waiting on parts, and more across their entire operation, including between departments, locations, timeframes, and within a single event.

With this status information, RWC Group is reporting improvements in key metrics:

Ü Overall cycle time for service from check-in to completion has dropped by 25% from an average of 14 days across the entire RWC Group to about 10 and a half days.

Ü The ability to dive into factors impacting dwell time has resulted in a reduction of 77% for check-in, which is a six-hour difference per service event.

“Our focus on achieving and maintaining best practices is continual,” explained Casey Scheirer, director of service, RWC Group. “With an SOP and KPIs, we’re able to manage and quantify how well we’re following the process and provide gap analysis to identify areas where we need improvement.”

From cheerleader to lead tech

Missy Albin reflects on 20 years as a female diesel technician.

I had no idea what I was getting myself in to when I started working on diesel trucks 20 years ago. A lifelong cheerleader with a slight frame, the odds were stacked against me. There weren’t any diesel programs in my local area of Chelmsford, Massachusetts, and while recent stats found women only comprise 2% of the

Missy Albin

SR. LEAD MASTER TECHNICIAN, TAYLOR AND LLOYD

Missy Albin has been recognized by International Trucks as “one of the best technicians in the network” and is the OEM’s Female Technician Ambassador for the Tech EmPowerment recruitment program. She began working on diesel trucks in 2004 and joined International in 2009 at an IC dealership. While pregnant in 2017, Albin continued to work in the shop and even earned her Master Truck Certification during that time.

technician workforce now, back then it felt more like 0.2%.

But I never let the odds stop me from pursuing what I knew I wanted to do. That passion started when my dad taught me that “preventive maintenance is key to longevity,” and carried on to high school, when I would work on friends’ cars. I even got a job at Jiffy Lube after graduation.

Then at age 21, there I was at WRJ Trucking Inc. and Jordan Equipment Inc. There, I learned the basics while repairing V8 mechanical Mack engines and started figuring out then-new Exhaust Gas Recirculation technology.

The importance and hazards of the job became more clear with my first wheel and rim replacement. We used Dayton wedge wheel rims and Budd wheels, where you back the lug off, but not all the way, leaving it still threaded on when hitting the rim to “pop” the wedges free. Under pressure, they pop off without the lug, which could injure or kill a tech. As I learned how dangerous this style wheel was from removal to installation, I flashed back to

» In her 20 years as a diesel technician, Missy Albin has seen shops adapt to plenty of new technology. The next evolution is accommodating for more female techs in the bay.

Courtesy of Missy Albin

when I was a child and my mom would panic while driving behind or beside a tractor-trailer on our way up the coast to Maine. “The tires look like they’re going to fall off,” she’d say. I didn’t understand how real this fear could be then, but now I listened carefully as my mentor, William Jubinville Jr., explained how to line up and spin the tires to the sledgehammer and focus on the centrifugal evenness per wedge as each lug went on the wheel. From then on, I made sure every tire I touched was true and running straight down the road.

Even now I’m still learning, especially as emissions technology has become a bigger part of my job with the various EPA emissions regulations. With the introduction of aftertreatment systems, the days of a single ‘check engine’ light came to an end—replaced with indicators for DOC/DPF, DEF, and SCR, which all signaled new types of derate.

Now, I’m a senior lead master technician at a Taylor and Lloyd International dealership and things are changing even more with remote diagnostics and Navistar’s first engine without an EGR cooler since 2004, the S13 Integrated powertrain. But I’m just as dedicated to fixing trucks, learning, and keeping drivers safe now as I was then. And through it all, I know I’m doing what I was born to do.

Life as a female tech

As I continue to learn, I’ve also found a role in teaching, especially about how to include female technicians in the workforce. For the last four years, I have been diligently working as an International Trucks female technician ambassador in this effort for the International Trucks TECH EmPOWERment Program under Ana Salcido, technician recruitment manager for Navistar.

One major point is that we need more technicians. Many techs are aging out and recruitment and retention have become more imperative. But 50% of the workforce is not even being tapped into. Throughout the U.S., women have become more empowered since I started in the industry, but the shop environment has a ways to go. In some places, women are accepted and supported, though many others are still stagnant with old behavior and old ways of thinking.

For example, I have never had a woman’s bathroom in a shop. In every shop I’ve ever worked at, I used the female customer or office bathroom—even through two full-term pregnancies. The owner of Taylor and Lloyd did offer to remodel the shop to include a women’s bathroom when I began my most recent dealership role, but I declined, as I didn’t want to be seen as getting special treatment. I was grateful just to be hired at all.

Do I regret not saying yes to the bathroom remodel? Yes, I do. But I have other more pressing things to advocate for. For example, I have been forced to wear men’s work clothes for 20 years, which isn’t just uncomfortable, but unsafe. With the standard unisex outfit— designed with men in mind—the pants crotch is loose and goes halfway to my knees. Every time I climb up the engine or go under vehicles, I’m constantly hiking my pants up to not trip or snag my clothing, which is extremely scary. And when using a creeper, the billowy clothing can catch under the casters, which is also not safe. We need more work pants available that are designed for a woman, by a woman. For me, I use a brand called Torq’d Clothing.

Additionally, I want to shed some light on being pregnant in the shop. I worked nonstop for all 40 weeks when I was pregnant, only slowing down due to some pretty severe morning sickness— which sometimes lasted all day. This had me throwing up off the side of engines for five months. But even then, pregnancy was never a limitation to my work. In fact, it expanded my abilities to look at challenges differently, making me a stronger technician. All I needed was some support from my shop, flexible start times to work around appointments, and a pregnancy plan in case of an emergency while at work. Maternity workwear would be nice, too, but I did appreciate the four months of maternity leave I received. My company also offered a room to pump breast milk in, but I declined.

Shops should also provide female techs with considerations in regard to women-specific issues such as endometriosis and menopause. I’m an advocate for programs that protect a woman for up to two days a month for medical incapacitation. Yes, it’s special treatment, but having come from a mother, as we all did, and now having all these first-hand experiences, I’ve learned it’s OK to accept special treatment sometimes with these circumstances.

I don’t bring all this up to complain but to help educate everyone to understand this topic with more compassion and empathy. Female technicians deserve respect, and they need more support through programs that cater to our differences. And we could all use more apprenticeships and mentorship so we can evolve with the future of maintenance and repair. The older technicians won’t be around forever, though I

still do work next to a 75-year-old tech, Steve “Llama” Slamin.

And we need to ramp all this up now, as the female vehicle repair workforce is growing and will soon be over 4%. That’s a far higher percentage than the number of electric trucks out there, and the industry talks about that topic non-stop. Women have been in this profession for a long time, but sometimes it feels more

like being tolerated than accepted. All we’re asking for is what any professional wants and deserves—to be treated fairly and respectfully, and to have the same opportunity and tools to evolve this industry into the next era of improving uptime. Remember that there’s one unisex thing we should all wear—pride in our industry and work. I wear mine on my sleeve. Guess it’s the cheerleader in me.

Winning strategies for operational success

TMC OFFICERS

General Chairman / Treasurer

AMANDA SCHUIER

Jetco Delivery

Vice Chairman / Meetings Chairman

RADU MIHAI

Burnco Rock Products

Chairman, Study Groups

KEN MARKO US Foods

Chairman, Associates Advisory Group

ROGER MAYE Consolidated Metco

Chairman, Membership & Publicity

LARRY RAMBEAUX Purkeys

Immediate Past Chairman

TODD COTIER Bison Transport, Inc.

Executive Director

ROBERT BRASWELL

TMC DIRECTORS

JUSTIN ANDERSON ZF

SCOTT BARTLEIN Truck Fleet Management

CHRIS DISANTIS Aim Nationalease

BRENT HILTON

Maverick Transportation, LLC

MARK KENNEDY Knight Swift Transportation

ANTHONY MARSHALL

UPS

PETER SAVAGE Clarke Power Services

KEVIN TOMLINSON Shrader Tire & Oil Co.

TMC MEETINGS

RALEIGH, N.C.

September 15-19, 2024

2024 Fall Meeting & National Technician Skills Competitions Raleigh Convention Center

NASHVILLE, TENN.

March 10-13, 2025

2025 Annual Meeting & Transportation Technology Exhibition Music City Centerse

TeChnology & MaintenanCe CounCil

Dear Trucking Industry Professional:

June 1, 2024

ATA’s Technology & Maintenance Council (TMC) invites you to join us for our 2024 Fall Meeting, Sept. 15-19, at the Raleigh Convention Center in Raleigh, N.C. Once again, TMC’s Fall Meeting features a strong slate of educational sessions for equipment professionals, as well as a host of activity geared for truck technicians.

The theme of TMC’s 2024 Fall Meeting — Winning Strategies for Operational Success — centers around finding solutions to the environmental, economic, cybersecurity and regulatory challenges that face our industry. Many of our educational sessions will address these topics, as explained in our fall meeting promotion.

In addition, TMC is holding North America’s 19th annual National Technician Skills Competitions September 15-17. The event — TMCSuperTech 2024 — will feature a single professional track for all types of technicians. The event showcases our industry’s commercial vehicle technicians, who will compete across two-days for top honors and valuable prizes as they demonstrate their diagnostic abilities through a series of skills stations. Organized by TMC’s Technician & Educator Committee (TEC), TMCSuperTech 2024 will this year start Sunday morning and conclude Monday evening. Awards will be given to the top three technicians and skills station winners during Tuesday evening’s Awards Banquet. This year also features our ninth Student Technician Skills Competition, TMCFutureTech 2024. All meeting attendees are welcome to observe the competitions.

The Council is also offering the TEC Technician Training Fair. The Fair will take place on Tuesday, Sept. 17. These sessions are being organized by TMC’s TEC, and will feature expanded blocks of training on a variety of technical topics. For details, please review the material provided in our meeting brochure, found electronically on TMC’s event website: http://tmcfall.trucking.org. For information, call (703) 838-1763.

On behalf of TMC’s Board of Directors, I encourage you to take advantage of this opportunity and join us at TMC’s 2024 Fall Meeting. We look forward to seeing you in Raleigh!

Sincerely,

Robert Braswell TMC Executive Director

80 M Street, Se, Suite 800 • WaShington, DC 20003 (703)838-1763 • e-Mail: tMC@truCking org http://tMC truCking org

Latest VMRS tools for maintenance management success

New codes offer communication on new technology

By Jack Poster

Fleets are continually looking for ways to save time and money in their maintenance shops. But a mounting feeling of frustration ensues as paperwork piles up, computers get harder to navigate, and technicians receive the wrong repair parts.

To reduce that frustration, shop managers and technicians need to work together, but how? Fortunately, there’s a proven method of cost-control communication—Vehicle Maintenance Reporting Standard (VMRS).

Managed by ATAs’ Technology & Maintenance Council, using VMRS has been shown to improve efficiency in today’s repair facilities. The venerable coding convention offers the means of establishing clear lines of communication in any maintenance facility.

VMRS is much more than numbers; it’s a standard method of recording daily fleet maintenance operations. Technicians save time completing repair orders by cutting down on the time spent writing labor and part descriptions. VMRS also contains the codes needed to help a technician or shop manager complete a repair order in a standard fashion. A better understanding of VMRS will help any technician in the maintenance shop, especially when considering a promotion to shop management.

From its inception, VMRS has been a collaborative effort involving a diverse group of contributors representing the equipment maintenance

industry and has been the universal repair language used by many OE manufacturers and fleets. Maintenance software firms also include VMRS in their coding structure, giving fleets the ability to benchmark their repair data. By doing so, fleets can speed up the repair order process and cut down on time spent doing paperwork. In short, VMRS provides that extra advantage in any shop.

New codes are always added to reflect current technologies, such as crash avoidance, lane departure, camera monitoring systems, adaptive speed control, and most recently, codes for electric vehicles.

One other element is about to change. TMC has traditionally distributed the VMRS code updates to licensees with Excel spreadsheets housed in the VMRS Licensee Community on TMC Connect or directly by email. Now, after several months of design and technology decisions, TMC has developed a new method of accessing VMRS with the creation of the Vehicle Maintenance Reporting Standards (VMRS) Services Portal.

The portal offers direct access to the VMRS Implementation Handbook, and users can download a copy, which is important for VMRS training and brushing up on the codes. The Handbook is the official TMC publication of VMRS and contains current information; it’s an invaluable addition for anyone involved in the VMRS process.

A link to the VMRS Instruction Sets is also found on the portal. VMRS Instruction Sets are composite codes, derived from various Code Keys. The Instruction Sets are numerical sentences, using individual Code Keys as building blocks or words to describe various aspects of equipment specification or labor activities. For example, Instruction Set 1: Engine Type Code is a composite of VMRS Code Keys 34, 35, 6, and 5. Taken together, it describes main and auxiliary engine types.

Licensees will have live access to the Code Keys as well, no longer having to wait to receive quarterly updates. They can also request new codes directly and attach any pertinent information (pdf’s, etc.) needed to fulfill the request. This will take the guesswork out of the code request process, making it much easier for those in need of new codes. Adding new codes is an important aspect of VMRS, as it ensures the codes reflect the latest technologies and keeps VMRS relevant for all involved.

Maintenance labor alerts are a new tool at equipment professionals’ disposal, and a new VMRS Code Key has been created to standardize these telematically delivered alerts. Maintenance labor alerts are generated in advance of a given scheduled activity, serving as notice that the labor in question is due to be performed. With the advent of telematic capabilities onboard commercial vehicles, today these alerts take place digitally with over-the-air updates, but without industry-wide standardization. TMC’s new Code Key 25: Maintenance Labor Alerts provides standardization for such maintenance labor alerts, so there would be commonality among the various manufacturers, providers, software companies, and fleets.

These maintenance labor alerts usually consist of multi-step processes in which multiple tasks and parts are involved. The intent of Code Key 25 is for a single description and code to represent a bundle of activities that typically are associated with a single given maintenance task (such as valve lash adjustments or engine oil, lube, and filter procedures).

Additionally, TMC has created a new Instruction Set consisting of a combination of Code Key 25: Maintenance Labor Alert and existing Code Key 16: Repair Priority Class. Taken together, they provide a means of determining the status of a given suggested maintenance task. Accordingly, Code Key 16 has been expanded to include three new codes used to describe the request that will be indicated after the maintenance alert is received. The three new codes are:

Ü 4 - Due Soon

Ü 5 - Past Due

Ü 6 - Request Performed

VMRS contains the codes that level the playing field for technicians and managers looking for meaningful reports. The codes in VMRS contain the consistency and clarity that fleets need to produce an accurate picture of their maintenance operation. VMRS has the tools that can save any fleet time and money.

The current version of VMRS is version 2.0; find out more about VMRS at 703-838-7928 or send an email to jposter@trucking.org.

National Technician Skills Competitions |

SUNDAY

Day 1 Rounds

There will be a total of 15 skill stations in Sunday’s Day 1 Rounds. Each station, featuring hands-on and/or table-top equipment mock-ups, will be divided into seven substations. Each station rotation will last 23 minutes including an opening two-minute instruction period.

The 15 stations will be:

PT1: RP Manual

PT2: Lubricants & Fuels

PT3: Coolants & DEF

PT4. Electronic Engine Diagnostics

PT5: Electrical Circuits

PT6: Fasteners

PT7: Service Information

PT8: Cybersecurity

PT9: Trailer Lighting

PT10: Hydraulics

PT11: Trailer Electrical Corrosion

PT12: Alternative Fuel System Essentials

PT13: Central Tire Inflation

PT14: Wheel End

PT15: Fifth Wheel

Day 1 will also feature two holding pens, two breaks, and a lunch period.

MONDAY

Day 2 Rounds

There will be a total of 15 skill stations in Monday’s Day 2 Rounds plus an opening ASE Written Test. Each station will be divided into seven substations. Each station will last 23 minutes including an opening two-minute instruction period.

The 15 stations will be:

PT0: ASE Written Test

PT19: Brakes

PT20: Trailer Alignment

PT21 Liftgates

PT22: Automated Manual

Transmissions

PT23: Tire & Wheel

PT24: Remote Diagnostics

PT25: Starting & Charging

PT26: Steering & Suspension

PT27: Aftertreatment Mechanical

PT28: Trailer Preventive

Maintenance Inspection (PMI)

PT29: Rollup Doors

PT30: Wiring Diagrams

PT31: Electric Vehicle Safety

PT32: Light/Medium Vehicle Liftgates

PT33: Trailer Wheel End

The Student Competition Skill Stations will consist of a total of 15 skill stations plus an opening ASE Written Test. The stations will be:

FT0: ASE Written Test (Three rotations)

FT1: RP Manual

FT2: Lubricants & Fuels

FT3: Coolants & DEF

FT4. Electronic Engine Diagnostics

FT5: Electrical Circuits

FT6: Fasteners

FT7: Service Information

FT8: Cybersecurity

FT9: Trailer Lighting

FT10: Hydraulics

FT11: Trailer Electrical Corrosion

FT12: Alternative Fuel System

Essentials

FT13: Central Tire Inflation

FT14: Wheel End

FT15: Fifth Wheel

TMC Special Section

Educational sessions

TECHNICAL SESSIONS

Technical Session #1

Cyber and Data Security Playbook for Fleet Managers

Wednesday, Sept. 18: 8 – 9:30 am

There was a time in trucking when cybersecurity threats were primarily relegated to back office, invoicing, and financial systems. These threats were primarily all about ransomware and bad actors depriving companies access to their own internal systems, effectively shutting down the ability to conduct business with customers. Now, however, fleets have much more to worry about when it comes to cybersecurity. Threats have expanded to include shop software and diagnostic tools, telematics technology, and the vehicles themselves, especially as power units, trucks and trailers get smarter and more interconnected. Attend this session as we present a simulation of a real-world cyber attack scenario involving an on-highway commercial vehicle, which reveals what bad guys and good guys might do during such

an incident. We’ll also review the current array of industry standards, technologies, training and regulatory/administrative supports that are available to fleets to help protect their operations. Our panel of experts will also examine the future of cybersecurity in truck operations, how growing levels of automation will change the cyber threats fleets face, and what fleets should do to plan ahead for the next generation of advanced vehicles, systems, and the software and tools that will support them. If you operate a commercial fleet, this is a must-attend session.

Technical Session #2

Technician Onboarding:

90 Days to Success

Thursday, Sept. 19: 7:45 – 9:15 am It’s tough recruiting technicians these days. It’s even tougher retaining them. According to the 2023-2024 State of HeavyDuty Repair Report, which ATA’s Technology & Maintenance Council (TMC) helped develop, about 61 percent of technicians have only worked at three or fewer shops, yet 35 percent have been at their job less than two years. That shows that the trucking industry needs to focus more on keeping techs, stopping turnover, and onboarding new hires into their operations. The primary goal of technician career development is to cultivate and retain valued

technicians by demonstrating organizational commitment to their long-term career growth. This benefits the organization by providing an environment that supports a more stable workforce and increases employee morale. This environment provides employees with new opportunities and a clear direction on how to increase their skills and advance their careers. With an expanded skill set, they have more tools to help meet your organization’s overall business objectives. Attend this session and learn from our panel of experienced fleet managers and service providers as they share a blueprint for success stemming from real-world issues and solutions in a lively and interactive format. The panel will tackle how to create a more stable workforce and increase employee morale by investing in and supporting new hires. Further, we’ll discuss how to acclimate new hires to the culture of successful fleet operations in an engaging and productive manner. Topics will include planning a schedule for new hires, measuring and expanding the technician’s skill set, building effective mentor-mentee relationships, implementing profile testing procedures, and leveraging new technologies now available in human resources management. Walk out of this session with effective tools for short- and long-term success when onboarding your next technicians, while increasing their skills and advancing their careers

STUDY

GROUP SESSIONS Check It After You Spec’ It: Part Two S.1 Electrical Study Group— Thursday, Sept. 19: 9:30 – 11 am Truck equipment and technology continues to become more complex with every model change and fleet managers are faced with decisions on new systems and components that must work together to meet business needs. As a result, many stakeholders involved in the truck purchasing process find it critical to build one truck to a particular specification and perform a pilot review of the new equipment to verify it is built exactly as ordered and confirm the build quality of the equipment. Conducting a pilot review and correcting issues at the factory or upfitter prior to delivery to the fleet will help reduce delays and repair costs in putting equipment into service after it is delivered to the fleet. But what about after the pilot review is complete, and you start taking delivery of your newly specified vehicles? Are you satisfied with the quality and build accuracy of the vehicles for which you are supposed to place into service? Particularly since the Covid pandemic, many fleets have struggled with inservice issues due to parts and labor shortages at the original equipment manufacturer (OEM) level, not to mention the same struggles with their own maintenance and repair operations. As a result, some fleets have reported to ATA’s Technology & Maintenance Council (TMC) that they have had greater difficulties accepting units from the factory because they do not meet the specifications intended. Attend this second part of our two-part series — the first of which was held at TMC’s 2024 Annual Meeting — and learn from our panel of experts how to ensure your new vehicles meet your expectations before you place them into service. We’ll cover recommended practices for pilot reviews, post-pilot review and pre-in-service inspections to help you catch problems in the inspection bay before they arise on the road.

Tire Lifecycles for Today’s Commercial Vehicles

S.2 Tire & Wheel Study Group—

Wednesday, Sept. 18: 1:15 – 2:45 pm

Tires have it tough. They are asked to perform at a high level in many different applications and they are the one single component that is in constant contact with the road surface or ground. That’s why it’s important to select the right tire for a given application. For example, specifying or substituting tires in the wrong application may lead to poor performance. Linehaul tires used in urban operations could be removed from service prematurely due to sidewall abrasion and road hazards. Their advantages of high mileage and fuel efficiency would not be attained. On the other hand, urban tires will not perform well in linehaul, on-highway operations either. They will develop irregular wear, run hot, and consume more fuel. Their advantages of scuff and penetration resistance would not be utilized.

Bottom line — the lifecycle of a tire is dependent on proper specification for the intended mission and proper maintenance while performing that mission. Any short cut will shorten their service life. Attend this session as our expert panel presents a cradle-to-grave examination of tire lifecycles to help fleet managers understand how to maximize that service life in their own operations. We will present three different fleet applications for study — on-highway (Class 8), refuse (Classes 6-8), and light-duty (Classes 3-6). We’ll follow the progression of tires in these applications from new installation, through the retread process, and ultimately through scrap and disposal. We’ll also look at how improvements in tire technology are extending the service life of tires if properly specified and maintained. Join us for this session as we contrast how tire service life varies depending on application. If you aren’t absolutely certain your operation is maximizing its tire lifecycles, this session is a must.

Converter Dollies: Do We Just Hook Up and Forget It?

S.7 Trailers, Bodies & Material Handling Study Group—

Wednesday, Sept. 18: 1:15 – 2:45 pm

Converter dollies generally don’t get a lot of attention in trucking media circles, but they are essential to longer combination

(i.e., doubles, triples) vehicle (LCV) operations. Mechanically uncomplicated and inherently robust, these unsung heroes perform admirably without a lot of fanfare. So, can fleets just hook ‘em up and forget ‘em? Not a chance. Converter dollies are a fraction of the size and cost of most trailers,

but they require just about as much maintenance. Just as a trailer does, converter dollies have important components to keep in proper condition— brakes, tires, wheels, axles, electrical harnesses and connectors, frames, and all the wheel end components, not to mention the fifth wheel mounting and

locking mechanisms and drawbars and drawbar eyes. Moreover, any converter dollies made after March 1, 1998 are required to have antilock braking systems (ABS). Now that the newest dolly without ABS is more than 25 years old, most dollies in an LCV fleet will have ABS to maintain and inspect, even though

the service life for dollies is very long. Attend this session and learn how to properly specify, inspect and maintain these crucial pieces of equipment. We’ll discuss applicable Technology & Maintenance Council (TMC) recommended practices as well as receive recommendations from our expert panel on effective preventive maintenance inspections. If your fleet operates double or triple configurations, this session is one you’ll not want to miss.

footprint, reduce maintenance expenses and satisfy customer demands for cleaner operations. Others see electrification as a forced unfunded government mandate that is not ready for the myriad of vocations and applications the trucking industry must serve.

How to Successfully Add Battery Electric Vehicles to Your Fleet

S.11 Sustainability & Environmental Technologies Study Group—

Wednesday, Sept. 18: 9:45 – 11:15 am

There’s no doubt about it. Fleet electrification has been and still is a hot topic. Increasingly stringent federal and state emissions requirements have been pushing the trucking industry toward the widespread use of battery electric vehicles and industry professionals are split as to the long-term wisdom of such policy. Some fleets embrace electrification, seeing it as a means to improve their carbon

During the past several years, ATA’s Technology & Maintenance Council (TMC) has held a number of technical sessions on various aspects of fleet electrification, and launched a substantial number of task forces dedicated to standardizing and developing guidance on how to best introduce electric vehicles into fleet operations. Many of these task forces are now finalizing their recommendations or will do so within the next year. During this session, our expert panel will revisit many of the guiding principles that have emerged from the various educational sessions that have been held since 2020. We’ll present lessons learned from actual fleet implementations as well as discuss some of the recommendations that are emerging from the Council’s various task forces. Our panel will include representatives from a fleet, an electric utility partner, a facility maintenance manager, and a state agency/nonprofit working through a site electrification plan. We’ll run through a real-world exercise that will show the work needed to initiate a successful project, as well as pitfalls that may arise. The session will begin with a request from the executive leadership at an

organization, the pre-work needed prior to approaching the utility, the documentation the utility will need, and the details needed to stand up a successful project. Successfully introducing electric vehicles into a fleet presents many twists and turns. Planning for these types of projects takes time and is not simple or easy. However, with the right partners, effective coordination, and sufficient time it can be achieved. If your fleet is wrestling with the promise and pitfalls of fleet electrification, this session is for you.

Benefits of Using Vehicle MaintenanceReporting Standards (VMRS) for Last Mile and Vocational Vehicle Fleets

S.14 Last Mile & Vocational Vehicles Study Group— Wednesday, Sept. 18: 9:45 – 11:15 am Heavy-duty commercial fleets have been successfully using the Vehicle Maintenance Reporting Standards (VMRS) in their maintenance operations for decades, but did you know it can be successfully applied to last mile and vocational vehicle fleets, too? VMRS provides the vital communication link between maintenance personnel, computers, and management. It establishes a “universal” language for fleets, manufacturers, industry suppliers, information systems, and those people whose responsibility it is to

spec, purchase, operate, and maintain equipment. VMRS provides the discipline necessary for different industry segments to communicate with each other. It is the shorthand of maintenance reporting, eliminating the need for extensive written communications with all the inherent problems of miscommunication normally associated with the written word. Attend this session as we provide a basic overview of VMRS and its importance to this industry segment. We’ll provide a detailed walkthough of the VMRS coding convention and discuss its scalability and importance to fleet management and profitability. We will discuss how fleets of all types can use VMRS to spot maintenance and repair trends, make informed purchasing decisions, and effect positive change in their fleet operations.

TMC NEW TECHNOLOGY PRESENTATIONS

New Technology Presentations

Wednesday, Sept. 18: 3 – 4:30 pm TMC’s New Technology Presentations inform Council members of innovative features or applications of new technologies without engaging in blatant merchandising, advertising, or harmful competitive references. This session, exclusive to TMC’s Fall Meeting, provides manufacturers of innovative products and services the opportunity to give a 10-minute presentation on the virtues and benefits of their most cutting-edge offerings. As many as eight presentations will be offered during this popular educational session. Products presented should be in production and available to the industry at the time the request is made. Products on the market for more than two years will not normally be considered. Products shown must be a component, tool, or service used in the commercial transportation industry that is conceptually unique in its design — from a manufacturer or service supplier company that has an active TMC member in good standing. Marginal improvements or upgrades of existing products will not be considered for presentation.

Recommended Practices Enter Appeal Period

The Technology & Maintenance Council (TMC) of American Trucking Associations is proposing adoption of the following Recommended Practices:

Proposed RP 247A(T), Tire Radio Frequency Identification (RFID) Device Guidelines (Passive Tags) for Mediumand Heavy-Duty Truck Tires — This RP provides guidelines for the use of passive radio frequency identification (RFID) tags attached to commercial tires for unique identification.

• Proposed RP 270(T)v2, Driver Pre-Trip Inspection Guidelines for Various Tire Inflation/Deflation and Pressure Monitoring Systems — This RP offers guidelines for pre-trip inspection of various tire inflation/deflation and pressure monitoring systems including automatic tire inflation system(s) (ATIS), central tire inflation (and deflation) system(s) (CTIS) and tire pressure monitoring system(s) (TPMS) used on commercial trucks, trailers and dollies.

• Proposed RP 273(T), Tire Selection Considerations for Electric-Powered Commercial Vehicles — This RP describes challenges that fleets and tire manufacturers face regarding the effects that electric vehicles (EVs) used in commercial applications have on tires.

Proposed RP 318D(T), Used Engine Oil Analysis. This RP offers recommendations on used engine oil analysis for Classes 7-8 commercial vehicles.

Proposed RP 361B(T), EGR Cooler Diagnosis and Cleaning — This RP offers general guidelines for the cleaning and troubleshooting of exhaust gas recirculation (EGR) coolers used on Classes 6-8 diesel-powered commercial vehicles.

• Proposed RP 428C(T), Guidelines for Vision Devices — This RP specifies minimum driver vision requirements, and suggest various means of achieving these requirements for all commercial vehicles.

• Proposed RP 510B(T), Maintenance Facility Development Guidelines — This RP offers guidelines for maintenance facility development.

• Proposed RP 519A(T), Recommendations for an Employee Performance Evaluation Program — This RP offers guidelines for performance evaluation programs.

• Proposed RP 527B(T), Vendor Selection Guidelines for Towing and Recovery — This RP offers guidelines for towing and recovery vendor selection.

• Proposed RP 530A(T), Fleet Guidelines for Parts Purchasing — This RP offers guidelines for parts purchasing.

• Proposed RP 543A(T), Guidelines for Lockout / Tagout Procedures — This RP offers guidelines for lockout/tagout procedures for commercial vehicles.

Proposed RP 551(T), Root Cause Analysis Methodology — This RP provides general training and guidance for applying fundamental Root Cause Analysis (RCA) methods as part of repair shop floor operations, in service provider delivery, and within the end-to-end supply chain.

• Proposed RP 628D(T), Aftermarket Brake Lining Classification — This RP helps determine the performance of aftermarket brake linings used on air-actuated disc and drum foundation brakes, including testing in accordance with the dynamometer test and vehicle stopping distance procedures in

Federal Motor Vehicle Safety Standard (FMVSS) No. 121, Air Brake Systems.

• Proposed RP 664A(T), Wheel End Thermal Event Mitigation — This RP helps fleet personnel prevent wheel end thermal events — i.e., fires — from occurring during commercial vehicle operation. It also provides guidelines for determining the root cause of thermal events on Classes 6-8 combination vehicles.

• Proposed RP 755B(T), Alternative Liftgate And Material Handling Charging Methods — This RP helps equipment users identify supplementary or alternative methods for charging batteries used on Class 6-8 vehicles equipped

with power liftgates and/or material handling equipment.

• Proposed RP 801D(T), Bar Coding Guidelines — This RP offers guidelines for the use of bar coding in maintenance and repair operations.

Proposed RP 802G(T), TMC/ATA Vehicle Maintenance Reporting Standards — This RP offers a general overview of the Vehicle Maintenance Reporting Standard (VMRS), its advantages to equipment users, manufacturers and suppliers, and guidance on the basic requirements for implementing VMRS.

• Proposed RP 1440(T), Tire Maintenance Considerations for Light-Duty

Commercial Vehicles — This RP offers guidelines for maintaining tires used on Classes 2-5 vehicles in light- and medium-duty commercial applications.

Any party may submit a written request of appeal of a proposed Recommended Practice (RP). However, the request must be received by the Technology & Maintenance Council within 90 days of publication of this notice. If no appeals are made at the end of the 90 days, the RP will be formally adopted by TMC. (The suffix “T” indicates an RP is proposed.) With the printing of this issue, the following RPs are now open to the 90-day appeal process. Written appeals can be sent to TMC Technical Director Jack Legler, 80 M Street, SE, Suite 800, Washington, DC 20003. Phone: (703) 838-7956; jlegler@trucking.org.

Do You Even Lift?

Gray Manufacturing’s newest mobile column lift, WPLS-50, has a 5,000 lb per column capacity for the light duty truck industry. It features a T-Handle design for easy maneuverability in tighter workspaces, lockable swivel casters and adjustable lift forks. The self-contained modular design includes a blinking light system for self-directing operational setup and a color-coded display background to indicate lift status.

The WPLS-50 provides a fast, safe and ergonomical lift system for technicians to service and maintain light duty vehicles.

TMC Task Forces to Meet Tuesday, Sept. 19,

2024 in Raleigh, N.C.

The following Task Forces of the Technology & Maintenance Council (TMC) will meet in open session on Tuesday, September 17, 2024 at the Raleigh Convention Center in Raleigh, N.C. Task Force meetings are scheduled for approximately one hour and will take place between 8 a.m. and 4 p.m. eastern. Parties wishing information on how to attend specific Task Forces should contact TMC headquarters at (703) 838-1763 or visit http://tmcfall.trucking.org.

S.1 Electrical

Future Electrical/Electronic Systems (Joint Future Truck/S.1)

• Microgrids and Battery Storage (Joint S.1/S.11)

• Next Generation Tractor-Trailer Electrical Interface

• Wireless EV Charging Standards and Recommendations

• Advanced Battery Technology (12-Volt Platform)

• Rear-facing LED Out-of-Service Criteria

• RP Updates (S.1)

• RP 169 Update (Road Service Diagnostic Process)

RP 107C/RP 159 Update (Tractor-Trailer Connector Maintenance/Spec’ing)

RP 185 Update (Reefer Shorepower Guidelines)

S.2 Tire & Wheel

• RP Updates (S.2)

• Proper Tire Mounting With Tire Pressure Monitoring Systems (TPMS)

• Tire Maintenance Management Systems

• Use of Telematics for ATIS and TPMS

Tire Maintenance Considerations for Light Commercial Vehicles (Joint S.2/S.14)

Tire Conditions Analysis Guide for Light Commercial Vehicles (Joint S.2/S.14)

S.3 Engine

• Coolants for Electric Vehicles

• RP 363A Update (Underhood Thermal Event Prevention)

• RP 301D Update (Air Intake System Maintenance)

• RP Updates (S.3) Guidelines for Testing and Leak Detection for Electric Vehicle Powertrain Systems Lubrication for Electric Vehicles

• RP 322B Update (Coolant Pump Failure Modes)

S.4 Cab & Controls

• RP Updates (S.4)

• Odometer Synchronization

• RP 430 Update (Guidelines for Collision Warning)

• Conversion of Rearview Mirrors to Cameras

• RP 404B Update (Truck & Truck Tractor Access Systems) In-cab Gas Detectors

RP 429 (Windshield Replacement & Repair)

S.5 Fleet Maintenance Management

• RP Updates (S.5)

• VMRS Codes

• Health Ready Components Standards

• Cybersecurity Issues (Joint S.5/S.12)

• Electric Vehicle Shop Bay Planning (Joint S.5/S.16)

• Electric Vehicle Pre-Trip Inspection

• When to Trade or Keep a Tractor (Joint S.5/S.16)

Cost Benefit Analysis of Extended Warranty

Parts Room Design Standardization

RP 531A Update (Parts Inventory Management Guidelines) NEW

• Root Cause Analysis

S.6 Chassis & Brake Systems

• RP Updates (Brake-Related RPs)

• RP Updates (Chassis -Related RPs)

• RP 622B Update (Wheel Seal/Bearing Maintenance)

• RP 655A Update (Drive Axle Maintenance Guidelines)

RP 656A Update (Hub & Spoke Fastener Maintenance)

RP 619B Update (Air System Inspection Procedure)

S.7 Trailers, Bodies & Material Handling

• RP Updates (S.7)

• Brake-Activated Pulsating Lamps

• Exploring Trailer Voltage Drop for Current & Future Demands

• RP 707A Update (Rear Bumper Dimensions)

• RP 729 Update (Trailer Fastener Specifications)

• RP 754A Update (Liftgate Charging)

Trailer Refrigeration Unit Charging Infrastructure (Joint S.7/S.11)

S.11 Sustainability & Environmental Technology

RP Updates (S.11)

• RP 1109B Update (Type IV Fuel Economy Test Procedures)

• Energy Efficiency Test Procedures for Electric Vehicles

• Fleet Expectations and Guidelines for Spec’ing Electric Vehicles

• Understanding Electric Vehicle Efficiency Performance

• TCO Calculator for Electric Vehicles

• SmartWay Activities

Energy Conservation/Industry Sustainability Update

Charge Cycle Optimization and Energy Management for Battery Electric Vehicles

• Recommendations for Developing Charging Station Infrastructure for Commercial Fleet Operations

• Trailer Refrigeration Unit Charging Infrastructure (Joint S.7/S.11) NEW

S.12 Onboard Vehicle Electronics

• RP Updates (S.12) Open Telematics API Cybersecurity Issues (Joint S.5/S.12) ADAS Data Messaging

RP 1226 Messaging/Accessory Databus StandardizationDatabus Standardization

• RP 1210D Update (Windows API)

• Regulatory Reporting Standards

• Open Wireless API NEW

• Communication Network Troubleshooting NEW

S.14 Last Mile & Vocational Vehicles

RP Updates (S.14)

VMRS Code Development for Specialty Equipment

Class 2-6 Electric Vehicle Inspection Standards

• Commercial Electric Vehicle Body Inspection and Upfitting

S.16 Service Provider

• RP 1612 Update (Service Event Data Transparency)

• Service Provider Standards of Excellence

• Implementing TMC RPs in Fleet & Service Provider Operations

Electric Vehicle Shop Bay Planning (Joint S.5/S.16)

Safety Aspects of Electric Vehicles When to Trade or Keep a Tractor (Joint S.5/S.16)

• Electric Vehicle Battery End of Life Handling, Retention & Disposal

• RP Updates (S.16)

S.17 Collision and Corrosion

• Corrosion Manual Update

• Heavy-Duty Collision Repair Roadmap

• Frame Correction RP Updates (S.17)

S.18 Automated Vehicles

• Automated Driving System Selection Process

• Automated Truck Inspection and Enforcement

• Technician & Maintenance Shop Requirements for Automated Vehicles

• Trailer Specification for Automated Power Units

• Automated Vehicle Industry Updates

• Optimization of Driver Training for ADAS/ADS

Technician & Educator Committee

Future Technician Scholarships

Educator Involvement/Progression From Tech to Educator

Future Truck Committee

• Future Electrical/Electronic Systems (Joint Future Truck/S.1)

• Future Tire Reliability/Durability

• Future Cab and Driver Interface

• Future Trailer Productivity

Future Data Science in Trucking NEW

Future Chassis and Brake Systems Augmented and Virtual Training

Solving industry challenges with SRM data

Service Relationship Management platforms can provide insight into shop challenges and compile data for shops and customers alike.

In recent surveys, over 400 fleet members of the American Trucking Associations Technology & Maintenance Council provided insight into their top maintenance challenges. More than 80 choices were available, and they consistently chose technician shortages and staffing, as well as emissions and aftertreatment systems issues, as their top concerns. Other notable entries included cost containment, breakdowns, parts shortages, and new equipment availability. Using our company’s Service Relationship Management (SRM) platform, we can dig into why these topics have presented challenges for fleets. Each quarter, Decisiv collects and analyzes data on more than 97% of total parts and labor costs for more than 7 million assets and over 300,000 monthly maintenance and

By Dick Hyatt CEO OF DECISIV. INC.

Dick Hyatt is the president and CEO of Decisiv Inc., provider of the largest asset service management ecosystem for the commercial vehicle industry in North America. He has spent over 20 years at Decisiv, focusing on building a world-class team of industry and technology experts and delivering high-quality, profit-improving products and services. For more information, visit www.decisiv.com.

repair events. Based on our analysis of 25 VMRS System Codes, we’ve found the following regarding members’ top concerns.

Technician shortages and staffing

While labor costs fell 0.2% in the most recent quarterly reports, the decline was at a slower rate; in an annual comparison, they rose 4.0%. Labor costs are also consistently higher relative to parts pricing.

That industry-wide challenge for fleets and service providers is expected to continue as baby boomers age and fewer workers enter vocational education programs. The U.S. Bureau of Labor Statistics reported that employment of diesel service technicians is projected to grow 4% from 2021 to 2031, creating about 28,500 openings for diesel service technicians each year, on average, over the decade. Those metrics point to an ongoing need to spend more to attract technicians.

Aftertreatment and emissions

Between the past two quarters combined, parts and labor costs for powertrain service decreased 3.4%, reversing increases of 1.4% and 2.0% in the two prior periods. The bulk of the decrease came from a 4.3% drop in parts costs. On a year-over-year (YoY) basis, combined costs were down 0.6%, with 1.8% lower parts costs and 1.7% higher labor expenses. Following a 0.5% increase in the previous quarter, combined parts and labor costs for exhaust system service rose 2.1%, with labor accounting for most of the higher expenses. YoY exhaust costs went up 6.2%, with an 11.6% rise in labor expenses and a smaller increase of 3.3% in parts costs.

Cost containment

Decisiv reports that combined parts and labor costs were down 1.4% in 2023 Q4, reversing the upward trend seen in 2023 Q3 when the costs

increased by 2.1%. The decrease was driven largely by parts expenses, which dropped 2.2% in 2023 Q4. On a YoY basis, combined parts and labor costs in 2023 Q4 were 0.2% higher than the same quarter in 2022.

Parts shortages

Lower parts costs may reflect a decline in freight tonnage, which has led to a decrease in mileage for trucking companies. Overall, quarter-over-quarter and YoY parts cost decreases are good news for fleets and service providers. This could indicate that inflationary pressures on parts pricing are easing as supply chains return to normal levels, and more new trucks are placed in service.

Service management technology reliability

Other concerns indicated by TMC members included the reliability of outsourcing and service management technologies. More than 74,000 fleets and over 5,000 service locations across North America enter an average of 4 million commercial vehicle service and repair events annually in Decisiv’s platform. We found that SRM platforms offer many benefits:

Ü They serve as a hub for connected vehicle, service event, history, and other actionable, in-context information. Data at the point of service also reduces triage and diagnostic time, speeding repairs. The result has been an overall reduction of 33% in downtime with the Decisiv platform.

Ü The system enables predictive maintenance with fault and meter data and notifications to schedule repairs. Costly breakdowns can be avoided when inspection and diagnostic information is used to schedule service.

Ü They provide more effective communication between fleets and service providers for greater visibility during service events. The higher level of connectivity leads to lower costs and a measurable reduction in downtime.

Ü SRM platforms facilitate direct engagement with manufacturers and technology providers through a range of integrated solutions, which enables better insights into asset performance and management practices.

Ü These solutions identify potential bottlenecks and inefficiencies in the service process, making them key to finding opportunities to implement best practices. For example, the Decisiv SRM Discovery Status Tracker provides a view into time intervals spent on check-in, estimate creation, waiting on parts, and more across service operations, between departments, locations, and timeframes, as well as within a single status event. With programs and practices, fleet managers and service providers are working tirelessly to meet their challenges. By taking advantage of industry-wide service event data to gain insight into their operations and analyze costs, they can also proactively implement practices that help them drive efficiency and profitability.

FLEET PARTS & COMPONENTS » What’s

Ideal for GM Duramax 2.7 and 3.0 engines

Hot Shots Secret 0W-20 Green Diamond Fleet diesel motor oil is designed for light-duty diesel engines with a Dexos D 0W-20 specification. This fully synthetic oil uses Group III base oils and is infused with FR3 nano technology, which the company says improves shear stability, film strength, and friction reduction. The oil also offers an additive and detergent package for performance in extreme temperatures and strong oxidation. While the oil is designed to prevent deposits and oil breakdown for longer drain intervals, it is not recommended for use in applications with CK-4 or earlier specifications. Available in one-gallon or five-gallon sizes.

For more information visit FleetMaintenance.com/55021966

Directly replaces the original component

The Electric Parking Brake Motor, no. 926-640, from Dorman Products is designed for 201823 Ford F-150 and 2022-23 Ford F-150 Lightning trucks. The parking brake actuator matches the fit and function of the original equipment actuator while offering a durable construction meant to withstand harsh environments. The package, which is designed for medium- and heavy-duty vehicles, comes with one parking brake motor, one O-ring, and two bolts.

For more information visit FleetMaintenance.com/55089054

Made from precision gears and soldered connections

The Four Seasons Air Door Actuator Kit is designed as a key component for air ventilation. Made from precision gears and soldered connections, the actuators have undergone rigorous testing to ensure OE fit, form, and function in an IATF 16949-certified facility.

For more information visit FleetMaintenance.com/55040639

For Classes 5-7 trucks

The e1000 all-electric reefer unit from Thermo King meets CARB’s emissions regulations while still providing reliable refrigeration. The trailer refrigeration unit can support truck boxes from 16-28’ and includes both fresh and frozen setpoints while also including telematics hardware as standard. This single-temperature unit features flexible electric power takeoff integration and comes with a standard 4-year warranty. It uses lower global warming potential R-452A refrigerant. The company says it is lighter than equivalent diesel units and offers full vehicle and charging network compatibility.

For more information visit FleetMaintenance.com/55042312

Ideal for operating large air tools

The UNDERHOOD 150 system from VMAC is a powerful rotary screw air compressor ideal for operating large-size air tools like post-pounders or jackhammers, meaning that it replaces large utility-mount or portable tow-behind air compressors. Mounting kits are available for Ford F-250 to F-600 gas and power stroke diesel vehicles, as well as RAM 3500 to 5500 chassis cab Cummins turbo diesel trucks.

For more information visit FleetMaintenance.com/55054773

Offers compact and high-speed design

Eaton ’s EV Fuses are available for 500-1,000 DC vehicle systems, including fuse ratings up to 1,000A. Able to handle up to 1,400A and 900V, these fuses can be tailored to certain specifications regarding paralleling multiple fuses. In addition to handling vehicle vibrations and harsh environments, they protect the system’s conductors and wire harness as part of the vehicle’s drive, auxiliary, and battery systems.

For more information visit FleetMaintenance.com/55041563

Mixed-service tires

The EnduTrax MA from Apollo Tires is a robust, all-position mixed service tire designed to provide excellent traction for commercial vehicles. It is reliable in the roughest terrains with an advanced tread cap compound that provides 11% more cut and chip resistance, according to the company. It features extra cushion rubber to improve impact resistance and shoulder notches and deep block dual sipes to facilitate enhanced handling. The tire comes in four sizes: 12R22.5, 315/80R22.5, 11R22.5, and 11R24.5. For more information visit FleetMaintenance.com/55018661

Pre-adjusted and ready to install

Webb Wheel Products

UltraSet wheel hubs are designed for on-highway truck and trailer and off-highway/ severe-duty truck and trailer applications. The complete pre-adjusted hub assembly is ready to install with a simple torque-down procedure and requires no additional bearing adjustment. Available when choosing wheel-end components for new equipment or when purchasing replacement components from your preferred aftermarket supplier.

For more information visit FleetMaintenance.com/53099618

Link-style slack adjuster for common applications

The Versajust LS Slack Adjuster from Bendix is an automatic slack adjuster with a gradual, concise adjustment rate designed to minimize brake drag. Able to extend lining life up to 16% and drum life up to 30%, according to the company, the link-style adjuster covers common applications such as line haul, tractors and trucks, drive and steer axles, and trailers. The slack adjuster features a torque rating of 20,000 in.-lbs. and an arm length of 5.5”, as well as no arm offset and zero degrees of inclination angle.

For more information visit FleetMaintenance.com/55017973

Offers new oil change interval of up to 25,000 miles

The Castrol EDGE Extended Performance from Castrol Limited is a fully synthetic motor oil that meets API, GM dexos Gen 3, and ACEA C2/C5 specifications. The oil comes in 0W-20, 5W-20, and 5W-30 grades and provides sludge protection, viscosity control, and thermal stability for wear protection and performance. The company claims it delivers better wear protection than the latest Sequence IVA test limits and resists viscosity breakdown. The oil is suitable for hybrid vehicles.

For more information visit FleetMaintenance.com/55056557

TOOLS & EQUIPMENT »

A roundup of the latest tool and equipment offerings.

Optimize tool storage and organization

Snap-on ’s Pliers Racks , nos. PLRK21, PLRK27, and PLRK30, are American-made storage solutions to optimize organization in 21”, 27”, and 30” sizes. The PLRK21 has 14 wide slots and four narrow ones, the PLRK27 offers 17 wide slots and six narrow ones, and the PLRK30 features 19 wide slots and seven narrow ones. The racks allow technicians to maximize full-drawer width and depth for storage. A plastisol-coated, stamped steel design protects tools and tool storage units from scratches. Available in a range of colors.

For more information visit FleetMaintenance.com/55087904

Provides a biodegradable, water-based soak

The Oil Eater Overnight Rust Remover from Kafko International is a biodegradable, water-based soak safe for tools and parts, including for automotive and marine parts, industrial tools, and outdoor equipment. To use, simply soak and rinse the component. The Rust Remover’s lack of chemicals in the formula makes it safe to handle, and it is VOCcompliant in all states. The concentrated formula dilutes 3:1 for better value.

For more information visit FleetMaintenance.com/55054863

Features 11’ long tube

The Vividia BD-5030i Borescope from Oasis Scientific is a semi-rigid USB borescope with a 0.19” diameter probe head and an 11’ long tube. It is equipped with both a front and side camera on the head and is designed to integrate seamlessly with the “USEE” Camera app (available on iPhone, iPad, and Android). Users can switch between both cameras and adjust their LED brightness within the app. Pictures and videos can be saved to connected devices.

For more information visit FleetMaintenance.com/55089262

Designed for heavy equipment

Jaltest Tools by Cojali ’s AdBlue/DEF Module Cleaning Kit , no. 50105219, is specially designed for agricultural, OHW, and material-handling equipment. The kit allows users to clean anti-pollution systems without disassembling the dosing module, injector line, and injector itself. Additionally, the kit is compatible with the Bosch Denoxtronic 2.2, Denoxtronic 6-HD, Denoxtronic 6.5, and Albonair anti-pollution systems. It comes with a refractometer with a specific scale to check the percentage of urea in the AdBlue/DEF solution.

For more information visit FleetMaintenance.com/55056562

Ideal for thermoplastics

E-Z LOK ’s E-Z Sonic inserts are ideal for quick, post-molding installation in thermoplastic materials such as acrylic, polypropylene, and PVC. Machined out of brass and available with both inch and metric threads, these inserts are durable and versatile enough for multiple applications. Designs include tapered and straight that can be installed either with an ultrasonic horn or a heat driver. Additional features include superior torque and pull-out resistance.

For more information visit FleetMaintenance.com/55087897

Offers full bi-directional controls

The HD Pro Tab II from CanDo is a sleek, fast IP65rated tablet with a large memory that allows technicians to perform DPF regeneration, SCR/NOX resets, injector programming, change and set parameters, and offers full bi-directional controls. The HD Pro Tab II covers more than 60 manufacturers, including Detroit, Cummins, Paccar, John Deere, Caterpillar, and Volvo. A full suite of connectors comes with the kit, along with a docking station and two years of updates.

For more information visit FleetMaintenance.com/55056564

Delivers cost-effective truck and trailer connection

Grote Industries ’ PLUG-AND-GO 3-in-1 Power Cord and Air Assemblies feature a safe and compliant ABS power cord with securely crimped terminations. Put together with high-quality rubber air hoses, corrosionresistant brass fittings, round-cut wraps, and a stainless steel hanging clip, these assemblies allow for quick installation. They come in 12’ and 15’ lengths, offering flexibility to meet the needs of different fleets. The cords exceed SAE J2394 standards, and the rubber air hoses meet all DOT regulations for optimal performance under working pressure. For more information visit FleetMaintenance.com/55055616

35” with durable powder-coat finish

SK Tools ’ 6-Drawer and 4-Drawer Tool Carts are 35” wide with a durable powder-coat finish. They feature deep drawers with liners, double slides to provide more capacity, and a full extension with a soft close. The carts come with an internal prybar and screwdriver racks, pegboards on the sides for additional storage space, and an integrated power station to keep charged. Four heavyduty swivel casters with locking brakes can hold up to 770 lbs. A central locking system allows access to drawers even when the lid is in the closed position. For more information visit FleetMaintenance.com/55056563

Features J2534 Pass-Thru capability

The Zenith Z7 diagnostic scanner from EZDS features OE-level and ADAS functionality, as well as access to security gateways for FCA, Nissan, Ford, and Hyundai vehicles. With built-in J2534 Pass-Thru capability, along with support for DoIP, CAN FD, and Topology scans, it is designed to be an all-in-one solution for diagnostics. Additionally, the scanner has bi-directional communication with 24V commercial trucks and inclusive remote diagnostic support. For more information visit FleetMaintenance.com/55089255

dealer LEVEL DIAGNOSTICS

ONE PLATFORM ONE

PRODUCT SPOTLIGHT

Personal Protective Equipment

Brass Knuckle SmartFlex 400 Series gloves

The Brass Knuckle SmartFlex 400 Series gloves are comfortable general-purpose work gloves that provide abrasion resistance and maximum flexibility. There are three gloves in the 400 Series, each suited for a different style of work. The BK401 gloves are black nylon with a gray coating to conceal dirt and grime; BK402 are white-on-white, making it easy for inspectors and quality control to identify foreign particles; and BK403 use black nylon with a black coating to conceal for grimy projects. The lightweight, 13-gauge nylon shell facilitates dexterity and grip. The gloves’ grip is further enhanced by a polyurethane coating on the palm and fingers that provides a strong grip but is not sticky.

“When your hands are your livelihood, choosing the right protective gloves can be a balancing act between getting enough protection and enough dexterity,” said John Kelly, product manager at Brass Knuckle Protection. The BK400 Series gloves “address this need by offering resistance from abrasions that can happen while performing maintenance but also the dexterity and strong grip that aids close-up, detailed work and hanging on to tools.”

For more information visit FleetMaintenance.com/55089563

Red Kap Hi-Visibility Soft Shell Jacket

Red Kap ’s Hi-Visibility Soft Shell Jacket has a water- and wind-resistant exterior, while the interior is lined with fleece to keep you warm. The jacket is a Type R Class 3 garment, making it safe for forestry operations, trash collection, roadway construction, and more. It features four-way stretch for comfort and ease of movement along with an adjustable drawstring bottom. A 2” silver reflective trim provides easy visibility day and night. The hemmed cuffs have adjustable snaps, and the jacket is also industrial laundry friendly.

“This jacket has to be one of the most comfortable and warm jackets that I have used since working for Ocean State Job Lot,” said James Joslin, fleet operations manager with the company. “[It] stays very dry with the soft shell material that allows the water to wick right off.

“I was surprised how easily fifth wheel grease came right off the sleeve after one wash,” he added.

For more information visit FleetMaintenance.com/55089633

3M Versaflo TR-800 Series

3M ’s Versaflo TR-800 Series is a Powered Air Purifying Respirator (PAPR) blower with a battery rated at Division 1 for Classes 1-3 under the most current UL standard. 3M PAPRs deliver filtered air all shift long for respiratory protection and comfort. Loose-fitting hoods and helmets eliminate the need for fit testing and can be used in combination with additional eye or face protection. It is ideal for use in heavy industrial, construction, and transportation environments. The battery includes a bumper to help absorb impact; audible and visual alarms alert users to low battery and low air flow.

“The 3M Versaflo respiration system has been a game changer in my paint process,” said Francisco Esquivel, facility & paint department manager at Fleet Fast in Akron, Ohio. “It is far more comfortable than any face mask respirator and gives me constant air flow, which is awesome for hot days. The system also allows me to wear my glasses and gives me extra peace of mind for my health.”

For more information visit FleetMaintenance.com/55090028