Private Motor Carrier February 2015

T h e P r i vat e T r u c k F l e e t M a g a z i n e

February 2015 • issue 1

motor carrier

Crumbling Down Exploring the state of Canada’s infrastructure

PM #40069240

Lessons Learned

End Game

The (Yarn) Bomb

Private fleets share their

Wheel end options that

Tim Hortons takes fleet

best practices in training

deliver results

graphics to a warmer place

pg 13

pg 18

pg 25

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issue 1 Feb, 2015

8 features

8

5 Editor’s view

7 President’s report

Crumbling Down

23 From the headlines

Billions are being invested into Canada’s transportation network, but is that enough?

13

27 New products

Lessons Learned

Anti-theft system for Peterbilts, a new Chevron oil, an expanding slider system and more

Private fleets share their best practices in training 7 Chairman’s message

18

End Game Shed weight, improve performance, and reduce downtime through informed wheel end choices

30 Stats and facts

20

Check Spec’s Ongoing cost controls begin by considering the trucks to buy

25

It’s the (yarn) bomb Tim Hortons takes fleet graphics to a warmer place

25

13

contents

Toronto’s “zero tolerance” parking plan will require some tolerance for trucks

“

Commuters

are rejoicing.

Private fleet

managers are cringing.

”

John G. Smith EDITOR

LIKE EVERY OTHER DRIVER in the Greater Toronto Area, I have been frustrated by traffic congestion in the downtown core. To offer some perspective for readers in other communities, I recently flew from Regina to Edmonton more quickly than my wife was able to complete a snowy commute between our home and her Toronto office.

I certainly can’t print the language that I have muttered when stuck in the midst of it all. It’s not that type of magazine.

This is why I’m not surprised by the city’s new “zero tolerance” policy for dealing with vehicles that are illegally parked along arterial roads during rush hour. Mayor John Tory even called for such action during his recent election campaign.

Parking tickets are nothing new in the city. I know of major fleets that have simply accepted such fines as a cost of doing business. One has even assigned a dedicated employee to fight each and every ticket tucked under the wiper blades. But the latest plan emphasizes towing more than ever before, and police are answering the call. In the first two days of the initiative, Toronto Police Service reported that 157 vehicles had been towed and 1,079 parking tags were issued. Trucks and vans are not exempted from the new operating reality.

Commuters are rejoicing. Private fleet managers are cringing.

As important as it is to keep traffic on the move, the “no tolerance” approach will ultimately require some leeway for commercial vehicles. Yes, some fleets have the option of rescheduling deliveries. Canada Post, for example, has already announced that it will reschedule pickups. The owner of a well-known deli is sending two workers on deliveries just so that the truck can continue to move while goods are being carried inside.

But there are many cases where no alternatives exist. Side routes in the area are often too narrow for trucks. Others ban commercial vehicles altogether. Some utility vehicles also need to be close to their destination to perform their work. Shipments are not always limited to a small package that can be carried under a driver’s arm, either. And many businesses would go broke if they had to hire a driver and co-driver for every truck.

For this new operating reality to work, businesses will require some added support for their private fleets. There can be no delay in establishing new loading zones for deliveries that can be completed within 20 minutes. The city must also continue to expedite plans to re-time traffic signals and invest in the public transit that will ultimately offer a long-term answer to congestion.

And when it comes time to tag or tow, police should be encouraged to exercise any discretion they have. All I’m asking for is a little tolerance.

John G. Smith, Editor Twitter: @wordsmithmedia

EDITOR John G. Smith 905-686-4851

info@wordsmithmedia.com Twitter: @wordsmithmedia

EDITORIAL DIRECTOR PRESIDENT, PMTC Bruce Richards 905-827-0587 trucks@pmtc.ca

PUBLISHER Jack Meli 647-823-2300

jmeli@bizinfogroup.ca

COPY EDITOR Vanessa Cox

PRODUCTION MANAGER Steve Hofmann shofmann@bizinfogroup.ca

ART DIRECTOR Lisa Zambri CIRCULATION MANAGER Mary Garufi 416-442-5600 ex 3545 mgarufi@bizinfogroup.ca

VICE PRESIDENT PUBLISHING Alex Papanou PRESIDENT Bruce Creighton

Private Motor Carrier magazine is produced under contract by BIG Magazines LP, a division of Glacier BIG Holdings Company Ltd., a leading Canadian information company with interests in daily and community newspapers and business-tobusiness information services.

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T H E P R I VAT E T R U C K F L E E T M A G A Z I N E

MOTOR CARRIER

May 2013 • issue 1

CONTINENTAL IS MY CHOICE.

For Ricky Johnson, director of operations at Tidewater Transit, Continental truck tires and retreads are almost too good to be true. For long mileage, reliability and fuel efficiency, they’ve trusted Continental for more than 10 years. “As soon as we tested the Continentals, our decision was made. Their performance is almost unbelievable,” Ricky says. Today, they run all Continental products including the new Conti EcoPlus HD3 and ContiTreads – and they won’t trust their operation to any other truck tires.

Ricky Johnson | Tidewater Transit | Kinston, NC Scan code or visit www.stories.contitruck.com Commercial Vehicle Tires | www.continental-truck.com

to read the whole story.

Private Motor Truck Council of Canada

Let’s focus where the rubber meets the road

Au revoir, mes amis

“

“

When I accepted the appointment to become president of the Private Motor Truck Council of Canada (PMTC) in 1993, I had no expectation that the gig would last any more than the three years for which I had signed on.

Well, it has been a little over 21 years since that time. (So much for my forecasting abilities.)

A lot has happened in those 21 years, but I always felt that I would know best when the time had come to move on. That time is now.

Consequently, I approached the PMTC Executive Committee several months ago with a proposal that would see me step aside from the role of president in a manner that would allow for a smooth transition to new leadership.

The Executive Committee responded to my wishes and took the necessary steps to help ensure our organization’s continuing operations and future success. They also asked me to continue to play a role in that future for a period of time, and I am happy to assist.

PMTC is an association of caring and sharing members who are ready and willing to help one another. It is a valuable source of information and networking for its members. It has the respect and the ear of government on the issues of the day.

And it is well positioned to carry on its work.

I believe that your executive made a wise choice in naming Mike Millian as my successor. Mike is well versed in the operations of PMTC, having served on the Board of Directors and as vice chair - finance. He has also represented PMTC on a variety of industry committees, and brings with him an extensive background in private fleet operations.

It has been an honour for me to serve our members for such a long time. I am incredibly proud of what PMTC has achieved so far, and I wish Mike, your executive, and each of you the very best as we move forward together.

Au revoir, mes amis.

Bruce Richards, President

”

PMTC

Bruce Richards president

Dennis Shantz chairman

There are always benefits to be found close to where the rubber meets the road.” So begins this edition’s feature that helps to guide fleet managers in their choice of wheel end components. (See End Game, page 18.)

I am always happy to see Private Motor Carrier magazine explore equipment choices that have such a long-term influence on fleet operations.

Looking at wheel ends alone, this article explores options that can help to shed weight, improve performance and reduce downtime. It’s simply a matter of clearly identifying a fleet’s specific goals, and looking for the product features which deliver the desired benefits.

Of course, equipment choices are only part of the equation. Fleet personnel need to understand how any of their tools can best be put to use. Our Lessons Learned feature (see page 13) offers great insight into the ways private fleets have committed to training programs that deliver such results.

As much as we commit to equipment and training, however, we also need to recognize that efforts can be minimized by a crumbling transportation network. We’ve all seen how rough roads damage suspensions and rip into tires; and the way that congestion and closures can wreak havoc with delivery schedules.

While billions are being invested into Canada’s infrastructure, Crumbling Down (see page 8) identifies the remaining gap between the highway network’s needs and the funds set aside for maintenance, repair and construction. It demonstrates that, as an organization, we must continue to push for the investments that will strengthen and maintain the infrastructure on which our industry relies.

It is just another example of the way the Private Motor Truck Council of Canada will continue to focus on issues that are vital to our members. Together, we will find more benefits where the rubber meets the road.

Dennis Shantz, Chair

”

February 2015

PMC • 7

crumbling down

by John G. Smith

Billions are being invested into

Canada’s transportation network, but is that enough?

8 • PMC

February 2015

g

M

assive infrastructure projects helped to define Canada as a nation. The Canadian Pacific Railway’s ceremonial last spike at Craigellachie, British Columbia secured our westernmost province’s commitment to Confederation. The emergence of the Trans-Canada Highway in the 1950s and ‘60s reflected a post-war optimism. Successive roads, bridges, ports and border crossings connected us to the broader world.

Today the nation is strong. The infrastructure is less so.

Despite billions being poured into

transportation-related infrastructure projects, the all-important network of roads and bridges is falling behind.

Public investments in general infrastructure peaked at 3% of our Gross Domestic Product in the 1950s, but steadily declined to 2% in the 1990s.

Recession-fighting provincial and federal stimulus programs helped to reverse the trend, but research by the liberal-minded Canadian Centre for Policy Alternatives concluded that existing spending would need to increase $20-$30 billion to match historic levels.

“The cumulative effect of this underinvestment means we are missing $145 billion worth of infrastructure,” research associate Hugh Mackenzie said when releasing his study. “That’s a lot of new roads, bridges and buildings we’re missing – not to mention missing maintenance on our existing infrastructure.”

Put another way, the infrastructure deficit has led to rusting bridges, crumbling highways and challenges such as increasing congestion. Many of the roads and bridges built during the boom times are now coming to the end of their design lives.

Ranked 9th in the world in 2010, Canada’s overall infrastructure has slipped to 12th place in the World Bank’s Logistics Performance Index. To put the ranking into context, Canada has also slipped behind the U.S., now in 9th place. Japan and Ireland account for the respective 10th and 11th spots.

Last year, a review of the Canada Transportation Act was launched to determine exactly how the transportation system can “best support Canada’s future growth and prosperity,” said David L. Emerson, who is chairing the work.

A paper used to frame the discussions reflects just how important the network has become. The transportation and logistics sector now accounts for 4% of Canada’s Gross Domestic product – or $66 billion a year. On top of that, the transportation system is annually used to move more than $1 trillion in goods.

The physical connections are as important to the future as they are to the

present day. “When businesses decide where to invest and locate facilities, the quality of transportation infrastructure and global connectivity are key considerations,” the paper says.

Billions more The needs have hardly been ignored.

Last year, the federal government unveiled the New Building Canada Plan that will invest $53 billion into infrastructure projects from bridges to pipelines and recreation projects over the next decade, with the support of other levels of government and the private sector. It was promoted as the largest and longest federal infrastructure plan in Canadian history, with almost half of the funds ($21.8 billion) coming from the Gas Tax Fund. More than $3 billion has been earmarked to replace Montreal’s crumbling Champlain Bridge, and there is $2 billion for another international border crossing at Windsor, Ontario.

Still, identifying the funds that are actually new can be a shell game.

Governments of every level and party have been known to repeat and reframe existing funding announcements, always making time to turn a shovel of sod or hold a giant cheque.

“Federal investments in transportation are implemented by a number of departments and agencies, under the banners of a variety of programs that range from the ongoing maintenance of highways through National Parks, to Infrastructure Canada’s Building Canada Plan, to regional economic development initiatives,” the Canada Transportation Act discussion paper observed. “As a result, it is very difficult to get a complete picture of how much the federal government spends on transportation infrastructure in any given year.”

To compound matters, any calls for new funding are set against a backdrop of fiscal restraints. Plummeting oil prices, for example, have robbed public purses of anticipated funds. And tax increases are never a popular topic.

There is also the ongoing debate about who is responsible for paying the bills.

While massive infrastructure projects tend

February 2015

PMC • 9

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to pull funding from multiple sources, there is always a question about how the costs should be divided.

The federal government owned 44% of public infrastructure in 1955, but now holds about 13%. Municipalities hold 52%, with provinces responsible for the remainder. That is no small matter. “Over the 50-year period, infrastructure responsibilities shifted from the level of government with the largest and most growth-responsive revenue base [the federal government] to the level of government with the smallest and least growth-responsive revenue base [local government],” according to Canada’s Infrastructure Gap, a technical paper by the Canadian Centre for Policy Alternatives. Municipalities collect about eight cents out of every tax dollar. And when calling last December for more federal funds, finance ministers in Ontario and Quebec noted that provinces and territories triple any federal infrastructure investments.

The answers do not involve governments alone. The private sector has a role to play, too. Public-Private Partnerships – often called “3P” projects – have been responsible for everything from the Prince Edward Island’s Confederation Bridge to the Toronto area’s Highway 407 toll route.

But the partnerships present challenges

of their own. Ontario Auditor-General Bonnie Lysyk found that her province may have overpaid $8 billion on 74 of these major infrastructure projects over the past nine years. Most of that ($6.5 billion) can be traced to higher financing costs. The private sector simply can’t source funds as cheaply as a government.

The Canadian Chamber of Commerce is among groups that have called for a national transportation plan and targeted investment strategy to help prioritize the work that is required. “While [the Building Canada Plans] are welcome advancements, they remain ad hoc and without a clear vision. The lack of overarching, long-term and transparent objectives for the development of our transportation sector is hindering Canada’s economic growth,” it said in a recent position paper. “Major roads and highways are crumbling and the supporting infrastructure of our ports of entry needs continued investment to remain competitive.”

Help to develop such a plan may be coming. The latest New Building Canada Plan includes a $4 billion National Infrastructure Component that may lead to better national planning.

There is no question that such investments deliver lasting returns. A study for the Residential and Civil Construction Alliance of Ontario found

that every new tax dollar invested in improved infrastructure will return $1.48 in taxpayer benefits. The Conference Board of Canada suggests that every dollar invested in public infrastructure boosts the Gross Domestic Product by $1.14.

For now, some of the concrete and asphalt continues to be poured. An eastern extension of Highway 407 will extend the route through to Oshawa later this year, although that will still fall short of its ultimate goal of connecting with the north-south Highway 115 corridor. Canada has committed $2 billion to the new Detroit River International Crossing, shouldering almost all of the costs and hoping to begin construction late this year, but the U.S. government has yet to approve the final $250-million needed for related Customs facilities.

And the calls for more funds continue.

“If trade is the oxygen of the Canadian economy, then infrastructure is the lungs,” concluded the Canada West Foundation’s Centre for Trade and Investment Policy, in its Building on Advantage report. “Without the ability to move goods efficiently to and from foreign markets we will suffer.

This is not a distant worry. Canada’s system for moving goods to market is under strain and may be inadequate to meet growing future global demand.” pMC

“Major roads and highways are crumbling and the supporting infrastructure of our ports of entry needs continued investment to remain competitive,” says the Canadian Chamber of Commerce. Canada’s overall infrastructure has slipped to 12th place in the World Bank’s Logistics Performance Index.

February 2015

PMC • 11

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learned Lessons

by John G. Smith

Private fleets share their best practices in training

I

t only seems appropriate that one of the biggest events in Home Hardware Stores’ training calendar falls on the final day of the year. At a time when many New Year’s revellers are promising to improve themselves (yes, I resolve to dust off the exercise equipment), the fleet’s drivers gather for an annual meeting where they have learned about everything from corporate results to sleep apnea.

None of the drivers should be surprised by the company’s ongoing commitment to training. They have seen it in action since they were first hired. Every new recruit faces three days of intensive training about HR policies, hazardous materials, warehouse procedures, fire safety and rights in the workplace. Only then is it time for training on truck-specific topics such as hours of work, fall arrest procedures, driving B-trains and using spill kits.

Each lesson is tracked using an electronic Carrier Safety Management System (CSMS) to ensure nothing is overlooked, says Joe Ament, who coordinates the program. And every driver enters a three-year retraining cycle to revisit lessons in the Transportation of Dangerous Goods and defensive driving alike.

“If they have a good understanding and we taught it well, that’s reflected in their audit records,” he adds.

It’s not the only private fleet to embrace an extensive training program.

Hydro One employees work alongside an experienced driver for a full year before they complete their formal training in defensive driving techniques. They will revisit that program every five years, and face repeated lessons about everything from load security to the role that defensive driving plays in the utility’s corporate image. Annual meetings at Hensall District Co-operative, meanwhile, include training in everything from company policies to evolving regulations and material from Natural Resources Canada’s SmartDriver program.

At Tim Hortons, new hires spend two days with a fleet training coordinator for a general orientation before hitting the road with a driver trainer for at least four weeks. And every day, the trainer will fill out a daily report about what they observe. “We want to make sure you can drive within our policies and procedures,” says Nick Bowery, national fleet and compliance manager, referring to restrictions on everything from speed limits to idling and routes. “We want to ensure the new hires coming in are aware of our culture.”

As familiar as many of the topics sound, fleets with extensive training programs tend to include topics and materials which reflect unique operating needs. Much of the early training at Tim Hortons, for example, emphasizes products because any restaurant-bound shipment can include a diverse mix of dry, refrigerated and frozen goods alike.

“It’s not just about trucks all the time,” Bowery adds. “When we do any refresher training, we walk through from the

February 2015

PMC • 13

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Hydro One has adopted everything from e-learning materials to posters to reinforce lessons. The reminders are particularly important in a fleet where

3-ton

5-ton

reefer

trucks play a supporting role, says a training specialist. (Photos: Hydro One)

financials to new products to company initiatives. We want everyone to be fully informed and engaged with the entire business.” The broad training agendas for quarterly meetings reflect that.

While Home Hardware Stores has in many ways adopted Transportation Health and Safety’s defensive driving course, it has also introduced unique materials to reflect things such as company policies around load security and backing techniques.

“We’ve customized it where the drivers can relate to it,” says Dennis Shantz, director – fleet services. For its part, Hydro One has needed to include information about the unique operating characteristics of corner-mounted and centre-mounted bucket trucks, each of which distributes weight in a different way.

Training practices, techniques and materials can be just as important as the content itself.

Ament, for example, prefers to limit training to four-hour sessions and groups of fewer than 15 people to encourage trainees to actively participate in discussions. “Once you go (over) the four hours, you start to lose your audience,” he says.

There is room for a little humour, too. “Sometimes training can get dry,” explains Shantz. Some videos sourced through

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PMC • 15

YouTube, coupled with a few wry comments, can help to reinforce issues such as space management techniques and the dangers of low bridges.

Formalized training material helps to ensure that consistent messages are delivered from one group to the next. The defensive driving program developed for Home Hardware Stores, for example, has been translated into PowerPoint slides that are also used as handouts for

participants.

Granted, operational challenges can make it tough to gather large groups of drivers together for a single training session. It is one of the reasons that Hensall District Co-operative adopted Carriers Edge’s e-learning modules around defensive driving, Transportation of Dangerous Goods (TDG), and cargo securement – all of which are repeated every three years. “Managers were looking

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16 • PMC

February 2015

for other ways the drivers could get these courses done,” says Mike Millian, who at the time of this interview oversaw driver and vehicle safety at the fleet.

An added advantage is that each module includes a knowledge test. Drivers need to earn 80% on the defensive driving course, or 85% on TDG or cargo securement before proceeding.

Further training is offered on company policies and procedures, accident reporting, Hours of Service and trip inspections. And there is a steady flow of additional content delivered through monthly newsletters and the screens in satellite tracking systems.

Hydro One has adopted everything from e-learning materials to posters to reinforce lessons that are learned.

Ongoing reminders like those are particularly important in a fleet where trucks play more of a supporting role for a core job, says training specialist Geoff Sheeler. “If you ask a lineman what he does for a living, he won’t say, ‘I drive truck.’” A commitment to retraining helps to ensure they do not become complacent about working with the vehicle itself.

Topics do not need to come from the trainers alone, either. Drivers are able to identify many emerging needs. Tim Hortons used feedback from its team to introduce more training in using powered hand trucks which had faced mechanical challenges. “They were a critical piece to the delivery process,” Bowery says. And equipment suppliers often provide training material of their own. Millian refers to training videos provided through the Shaw Tracking system as just one example of that.

Of course, some drivers require more attention than others. These fleet managers all track CVOR figures to identify drivers who might need remedial training.

Minor incidents might be addressed simply by reviewing existing material, Millian says, although those facing bigger challenges have also been sent to the FACTS defensive driving program offered through Northbridge Insurance.

“I had drivers with over 20 years experience come to me and say, ‘That was a great course … everybody should take it.”

LEASING

One of the biggest events in Home Hardware Stores’ training calendar is the annual meeting on the last day of the year. (Photo: Home Hardware Stores)

As valuable as e-learning and instructor-led sessions may be, Sheeler says practical sessions might be the most effective approach of all when training truck drivers. “Because they are working with their hands, they’re also kinetic learners,” he says.

“Most of them will learn [the most] by watching it or trying it.”

It is why he likes training days which limit classroom lectures to as little as an hour, focusing the rest of the time on hands-on demonstrations.

Tim Hortons chooses different settings for its training depending on the topic. While it has a formal classroom in Guelph, Ontario, training about new equipment such as a different engine configuration might involve gathering around a truck in a nearby yard. Then the training sessions hit the road, from satellite locations to hotels.

Millian even sees a new hire’s road test as a learning experience, particularly when it comes to circle checks. “I treat it more as a training opportunity than a test,” he says. “You’re really not training these guys how to drive. They come here with experience.” That experience may just not extend to using the equipment needed to ship bulk commodities.

Results need to be monitored, too. Tim Hortons has supervisors ride along with drivers to ensure that no bad habits are emerging. Data from Electronic On Board Recorders is also tracked to identify similar factors.

And as important as the training material will always be, they need to be properly delivered.

Those who train Hydro One employees have to complete a mandatory presentation during their interview process, and once selected they will take a three-day course which focuses on the needs of adult learners. One of Sheeler’s favourite exercises in this involves speaking about a random word for three to four minutes, ensuring the trainers can think on their feet.

“You’re looking for someone who has the right attitude and demeanor,” Millian adds. The best trainers have a positive attitude about the company and industry, and are anxious to share what they know and show others how to do what they do. “There are lots of people out there who are great drivers and great people, but they’re quiet and want to be left alone,” he says. pMC There are always lessons to learn.

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PMC • 17

end Game

by John G. Smith

Shed weight, improve performance, and reduce downtime through informed wheel end choices

Maintenance savings are not limited to the metal products alone.

Premium seals will last longer and can also be installed more easily. (Photos: SKF)

T

here are always benefits to be found close to where the rubber meets the road. Choose the parts of a wheel end carefully and it is possible to shed weight, shorten stopping distances, enhance performance and reduce maintenance costs.

But the biggest benefits can only be realized if fleets consider all their options.

Take the tires which are the finishing touch for any wheel end. A buyer who is responsible for tire costs might be swayed

18 • PMC

February 2015

by a lower purchase price or the promise of enhanced tread wear. They might not weigh the promise of bigger fuel savings – even though a tire’s contribution to fuel economy may be five times higher than its initial purchase price, says Brian Buckham, general manager – product marketing at Goodyear Commercial Tire Systems.

“Everybody owns a piece of the fuel game.”

Wheels Wheel choices can help fleets reduce

maintenance costs, improve tire life, and enhance fuel economy, says Rafael Gonzalez, director – product management for Accuride’s wheel products. Of course, some applications will demand specific features. Vocational fleets, for example, need wheels with higher load ratings and added protection at the flange to absorb the abuse of an on/off-road environment, he says.

It isn’t the only place where wheels are abused. De-icing compounds such as calcium chlorides keep road surfaces clear but are also a corrosive force on steel wheels. Advanced epoxy coatings can offer an important layer of protection, and are clearly more effective than an uneven paint job. Paint that is thicker than 3.5 thousandths of an inch can actually be crushed during mounting procedures, ultimately causing the gaps which allow fasteners to loosen.

Aluminum wheels offer answers of their own. While they tend to cost about four times more than steel wheels, there are plenty of additional benefits to be enjoyed, Gonzales says. Returns on the investment will be realized through lighter weights which translate into fuel savings, cooler operating temperatures that extend tire life, and in the case of a weightsensitive fleet even allow for extra cargo.

On top of that, the enhanced look is attractive to drivers and resale buyers alike, he says.

Drums and hubs Look deeper into the wheel end and weight savings can also be realized when choosing brake drums and hubs. Gunite, for example, has three part numbers shedding close to 100 pounds per wheel end, says Jeff Clark, director-product management for Accuride’s wheel end products. Enhancements are not limited to weight, either. Precisely machined products will last longer and generate fewer vibrations, says Mark Wagner, vice-president and general manager of ConMet’s wheel end division. “In general brake drum dimensions are very similar ... the difference come in the quality.”

Accuride’s Clark cautions against choosing “equivalent” replacement

products for that very reason, since some options can fall several thousand pounds short of original Gross Axle Weight Ratings (GAWR). “Are you getting the same performance and design criteria?” he asks.

“Are you really spec’ing the right drum for your application?”

The differences are not limited to weight ratings. Don’t assume that replacement products meet requirements for shorter stopping distances. “Make sure you’re replacing with what was equivalent,” Clark says. Later this year, for example, Gunite will introduce a slack adjuster specifically designed with the standards in mind.

Bearings Updated product specifications even make it possible to eliminate longstanding maintenance needs. ConMet’s Wagner points to pre-adjusted bearings as just one example. “The biggest problem you have with components is bad bearing adjustments,” he says. While the preadjusted components are standard on almost every heavy truck, they come on barely half the medium-duty trucks and even a smaller share of trailers.

There is simply a lot of room for error by installers when it comes to ensuring proper end play, Wagner says. “It was never a great design,” he says of any manually adjusted system. “It was something that was very flexible. You could maintain it quite easily. You could put it together several different types of ways.” That flexibility comes at a cost in the form of unwanted variables. “Even things like dial indicators are not very repeatable tools.”

There is also no room for shortcuts when replacing bearing parts.

“Most of the fleets have wised up on the bearing side,” says Brian Herrington, national fleet sales manager for SKF. “They used to replace a cup or a cone, and now they realize that everything is machined to much-tighter tolerances.” The products are better replaced in sets. “It is penny wise and pound foolish to replace one part that’s worn and not the other part that has wear on it,” he says. “They’re machined to work together.”

Seals Maintenance savings are not limited to the metal products alone. Premium seals, for example, will last longer and can also be installed more easily.

“Ninety percent of seal failures are related to installation damage,” Herrington explains. While most seals call for a proper seal driver to be used, many shops use damaged tools, do not use the centre plug which keeps the seal from becoming cocked to one side, or use the same tool on multiple brands. An answer to all these problems can come in the form of the SKF Plus XL seal, which can be installed by hand alone.

In a linehaul application, enhanced options include seals made with a heat-resisting Hydrogenated Nitrile Butadiene Rubber (HNBR) rather than a traditional rubber. Designs make a difference, too. “All seals are not created equal,” Wagner says, referring to the way a seal’s geometry can help to block everything from mud to the blast of water from a power washer. When submerged in a loading dock, a warm wheel end with a poor hub cap can draw in water like a vacuum cleaner, Herrington says. In contrast, some designs will “burp” and seal tight when under the added pressure.

There is even a role for electronics to play. Sensors can now be introduced to monitor everything from tire pressures to temperatures and vibration. A warning light on SKF’s Wheel End Monitor, for example, will warn about unwanted vibrations of unitized hubs. Technicians can trigger it with nothing more than a magnetic screwdriver, which is far easier than measuring end play. “It’s preventive catastrophic maintenance,” Herrington says.

Tires Every application will place different demands on the tires which wrap around the wheel ends.

“The application really drives a lot of the tire decision making,” says Matt Loos, director – truck, bus and retread marketing at Bridgestone. Where the truck will run, and the role it will fill, will dictate many of the needs. An urban fleet

might need a defensive side groove to minimize shoulder wear, as well as stress-releasing sipes. In the city, other key features will protect against curbing or punctures. Those traveling winter roads will be looking for an open shoulder which effectively ejects the snow.

Even then, there is still room to refine choices depending on specific targets, whether the wish is to maximize tread wear or improve fuel efficiency.

Yes, fuel prices have dropped, but it continues to be a focus among those buying tires for longhaul fleets. Improved compounds will even enhance fuel economy without sacrificing wear, Loos says. “It’s come a long way in the past five years.”

But the decisions always need to look beyond fuel alone. Widely promoted SmartWay designations can be earned simply by reducing rolling resistance, Loos says. A trailer tire with a tread depth of 11/32” can do that. “The reality is, to be a SmartWay tire isn’t very tough,” he says.

Promises of fuel economy need to be measured against performance, traction and durability alike.

Tires need to be viewed as a system, says Andrea Russell, brand manager at Goodyear Commercial Tire Systems. The proper balance of rubber compounds, tire construction and tread design all need to be considered when making the right choice.

Each change will have a role to play in what Buckham refers to as the tire performance triangle. “If we’re going to improve fuel, can we maintain wear?” he asks. “Can we maintain traction?” It is why the designs incorporate more than a single rubber compound. The compound on the outer tread might limit scuffing and curbing damage, while the rubber underneath enhances rolling resistance.

Even a private fleet with just one or two trucks can lean on dealers for advice on which options are the best match. “What are we trying to maximize? Is it uptime? Is it mileage? Is it fuel efficiency?” Loos asks.

“Once we know that, we can really tailor the product.”

It is just another step in a winning pMC combination for any end game.

February 2015

PMC • 19

Check Spec’s Ongoing cost controls begin by considering the trucks to buy

By Robert “Bob” Johnson

20 • PMC

February 2015

As a fleet manager you probably spend a significant amount of time looking for ways to control operating costs. Fuel is always a big portion of a fleet’s budget, so you may be considering strategies for reducing fuel expenses. There are many technologies, including telematics, which can enhance productivity. Another big factor in the operating budget is direct vehicle maintenance costs. You may find yourself evaluating preventative

maintenance policies, comparing the cost of in-house and outsourced maintenance, and shopping for the best price on repair parts.

Each can generate some operational savings — but one of the most effective ways to control long-term costs can be traced back to a vehicle’s initial acquisition. Those early decisions will affect initial acquisition costs, vehicle productivity, fuel efficiency, and long-term maintenance costs alike.

The first step is matching the design and specifications to exactly what the vehicle will do. Extra or more complex components may increase productivity, but there are tradeoffs. Not only will these add-ons increase the upfront cost, but they may also increase overall weight, which could sacrifice payload and introduce more maintenance needs.

Before adding any components, be sure to calculate long-term benefits using a Net Present Value (NPV) life cycle cost analysis.

This involves identifying the internal cost of money and then determining how quickly the upgrades and/or additions need to return their costs (payback period).

The internal cost of money can vary because money can be obtained through multiple sources such as internal capital, direct borrowing (debt) and leasing. The best option will be dictated by the proposed life of the asset, the internal cost of money, alternative opportunity costs, and the market cost of debt. Another factor is how the government treats capital investments for depreciation purposes. This should be reevaluated every year.

Then there’s the question of whether the truck is really needed. The truck which is being replaced may have originally been acquired to meet a need that no longer exists. Changes in demand or increased productivity realized through upgrades can influence this. Is a specialty unit only used occasionally? If so, determine if its work can be subbed out to a rented unit for the occasional requirements at a lower cost.

Eliminating non-productive vehicles will reduce investment costs, routine maintenance and licensing costs, and potentially even allow labor reductions.

Fuel efficiency, meanwhile, largely depends on how a vehicle was initially

designed. It’s why the search begins by selecting a truck that is close in size and type to the desired result. It is usually more cost-effective to pay for the right base, rather than adding components to make an insufficient vehicle work more effectively.

Changes in technologies, job requirements and fuel costs can also affect fuel choices, particularly in the Class 3-5 range where gasoline engines have improved and diesel engines have become more expensive as a result of post-2010 emissions requirements. From there, it’s time to optimize the total powertrain (engine, transmission, axle gearing) to perform at maximum fuel efficiency.

Design/specification factors that can influence fuel economy include the use of Low Rolling Resistance tires, high-efficiency transmissions, synthetic lubricants (especially in gear boxes), low-drag brake systems, and high-efficiency accessories such as air conditioning units, air compressors and alternators.

Spec’s can have a huge affect on long-term maintenance costs as well. If a truck is not properly designed for the intended application and is overloaded in any way, the maintenance costs will increase. Start by identifying common highmaintenance components and their role in drive and duty cycles. For example: • A transmission that is typically loaded at or close to its maximum designed horsepower input rating will probably run hot, which in turn may mean a higher failure rate. Consider upgrading the transmission or adding auxiliary cooling units to reduce operating temperatures.

• A low-output air brake compressor used in an inner city/urban application may have an excessively high run time, which in turn can reduce the unit’s useful life. Consider a larger compressor to shorten recharge cycles.

• Trucks with high static load conditions, typical of utility trucks equipped with heavy mounted equipment, exhibit frequent spring failures simply because the springs are never allowed to relax. Look into using spring packs rated at least one step higher than the associated axle and tire ratings.

It always helps to examine the fleet’s maintenance history and identify any

common failures. More than likely, these high failure rates will be associated with some type of overloading, whether it’s caused by the truck’s application or utilization. Identifying and correcting these issues can reduce maintenance costs. In addition, some corrective components can be retrofitted to existing trucks to save even more money.

The more information you have on spec’ing trucks and identifying options, the

easier it will be to reduce a fleet’s overall operating costs. More details on that will be available through the Work Truck Show, held in Indianapolis, Indiana from March 4-6. Educational programs, including the Green Truck Summit, begin March 3.

For more information visit www.WorkTruckShow.com.

Robert “Bob” Johnson is director of fleet relations for NTEA: The Association for pMC the Work Truck Industry.

February 2015

PMC • 21

in the

news PACCAR HONOURS CANADIANS — Service managers from Manitoba and Ontario have been named as some of the best in the PACCAR Leasing Company’s network. Kelly Whyte of CTS The PMTC conference connects suppliers and buyers alike.

Lease and Rental, in Winnipeg, was named Kenworth Service Manager of the Year PMTC CONFERENCE JUNE 17-18 — The Canada. Antonio Racioppo of Peterbilt Private Motor Truck Council of Canada’s Ontario Truck Centres in London, Ontario (PMTC) annual conference will return to earned the title of Peterbilt Service the Kingbridge Conference Centre in King Manager of the Year – Canada.

City, Ontario on June 17 and 18. The premiere event for Canada’s private fleets CANADIAN TIRE THINKING BIGGER offers information on an array of issues — Canadian Tire has received approval to and challenges, and distributes awards for use a new 60-foot container on multiple everything from vehicle graphics to fleet lanes, increasing existing payloads by safety, and also names the latest additions 13%. While a specific launch date has yet to the Driver Hall of Fame. “Every year to be announced, it is already testing a this conference proves itself to be the container which fits into existing rails by single best opportunity for everyone attaching 3.5 feet of Styrofoam on both involved with private trucking to learn ends of a standard 53-foot unit. When and network,” said Bruce Richards, pulled by a day cab, it conforms to president of PMTC. The Kingbridge existing limits on overall tractor-trailer Conference Centre is located in a natural lengths. The containers are being built by 114-acre setting just 20 minutes north of AICM, and the chassis is being built by Toronto. Details of the conference agenda Quebec-based Max-Atlas. Four prototypes and speakers will be posted at www.pmtc.ca will run from Toronto to Vancouver, as they become available.

Toronto to Calgary, Toronto to Halifax, and intra-Ontario lanes.

TAP INTO GOVERNMENT FUNDS — Trucking HR Canada has published the PIT TO DISCUSS FUEL — FPInnovations’ second edition of its popular Funds for Performance Innovation Transport (PIT) Fleets guide, identifying government will host a conference in February to funding available to employers in Canada’s discuss fuel-saving technologies. trucking industry – and a related service Innovation Has No Borders will be held will even help with the applications.

Feb. 25-26 at the Toronto Congress Centre.

“Many employers have told us that the Brent Fowler of SLH Transport is application processes can seem daunting, honourary president of the conference. so we are now providing a service to “As one of the first companies to join the determine if employers are eligible for PIT Group back in 2008, SLH realized early specific grants. We will also complete all on the joint values and common goals we the related paperwork, and liaise with the shared for innovation, environmental decision makers who oversee the sustainability and enhanced industry programs,” says Angela Splinter, CEO of education and training,” said Fowler. “We Trucking HR Canada. are honoured to be part of this event and Copies of the free guide can be look forward to the conference.” PIT will downloaded at www.TruckingHR.com. present its 2014 Annual Report and will Initial consultations about eligibility for a consult with members for 2015 projects. program are also free.

THE TAIL TALE — New Brunswick has become the second province to allow full-sized trailer tails, through a deferred enforcement program that will enable fleets to use them while permanent regulations are being finalized. Ontario also has implemented a deferred enforcement policy, allowing their use.

They can also be used in Nova Scotia under permit.

WETHERELL TO LEAD MACK CANADA — Mack Trucks has named Dayle Wetherell its new regional vice-president of Canada. Wetherell has more than 20 years of experience in the heavy-truck sector. Prior to his role at Mack Trucks he was the vice president of strategic projects and business development for Volvo Group North America. He will be based in Mississauga, Ontario and he succeeds John McQuade who retired.

EXPRESSWAY TOPS — Expressway Trucks has been named Volvo’s 2014 Canadian Dealer of the Year. Dealers were evaluated on new truck sales, market share, parts sales, customer satisfaction, dealer operating standards, franchise investment and support for other dealers, Volvo announced.

HOCKEY COMMISH AT WOMEN WITH DRIVE — Brenda Andress, commissioner of the Canadian Women’s Hockey League, has been confirmed as the luncheon speaker at the March 5 Women with Drive Leadership Summit, which features a series of high-profile women from the worlds of trucking, leadership and more. The luncheon is sponsored by Kee Brenda Andress Human Resources.

Details are at www.TruckingHR.com.

COWAN ACQUIRES WILLIAMSON — Cowan Insurance Group, an insurance

February 2015

PMC • 23

in the

news

brokerage and consulting firm, has acquired The Williamson Group (TWG), a financial services company that provides employer sponsored benefits and pensions. The Williamson Group employees will continue in their current roles, while Don Williamson (president of TWG) will report directly to Heather

McLachlin, president of Cowan. With the acquisition, Cowan now has 450 employees working out of ten locations across Ontario.

CVSA TO HONOUR OUTSTANDING DRIVERS — The Commercial Vehicle Safety Alliance (CVSA) which sets the rules for roadside inspections has also created the new International Driver

Maximize your fleet’s performance from A to B.

Excellence Award. According to the CVSA, those qualified for the IDEA award are “individuals who go above and beyond the performance of their duties as a professional truck or bus driver, distinguishing themselves conspicuously and beyond the call of duty through the achievement of safe operation and compliance carried out with evident distinction for an extended period of time, beyond the normal service of duty.”

PORT RULES — Container fleets will now require provincial licences to access Port Metro Vancouver, Transport Minister Lisa Raitt has announced. A new provincial Office of the Commissioner of Container Trucking will be in charge of licensing container trucking companies that serve the port.

351 Petes helped to celebrate.

In-cab navigation provides you and your drivers with accurate, turn-by-turn, truck approved interactive mapping, enabling your cargo to reach its destination safely and efficiently, so you won’t miss a thing.

Call 1-855-505-3045 or visit shawtracking.ca to learn more.

24 • PMC

February 2015

FOR PETE’S SAKE! — The largest collection of Peterbilt trucks ever assembled – 351 in total – were on display at the company’s 75th anniversary show at the San Joaquin Fairgrounds in Stockton, California. “It was impressive beyond words. The turnout exceeded even my high expectations. With the exception of two or three, every model of Peterbilt ever manufactured was represented here – from the first chassis in 1939 to the latest Model 579,” said Rick McClerkin, who created and organized the event.

NAVISTAR CLOSES FOUNDRY — Navistar International will close its foundry operations in Indianapolis, Indiana this summer. The foundry produces engine blocks and heads for International engines. Navistar has chosen to instead source these components from suppliers, beginning in the first half of 2015. pMC

It’s the (yarn) bomb Tim Hortons takes fleet graphics to a warmer place Fleet graphics are a powerful branding tool. They’re celebrated every year in annual honours through the Private Motor Truck Council of Canada. But

Tim Hortons embraced a decidedly warmer look to promote a winter campaign.

The TimsRunner – a medium-duty coffee truck – was wrapped in a customized

sweater as part of the #WarmWishes campaign. The truck appeared in downtown Toronto, offering guests a free cup of the company’s new Dark Roast coffee.

The look itself required 35 knitters from Toronto-based Lettuce Knit, and used 450 skeins of Highland Peruvian wool. (I bet that’s a material you never expected to see referenced in a trucking magazine.) Each skein includes 478 yards of material, with the final sweater weighing in at 250 pounds.

The “yarn bombing” is a form of street art that uses knitted or crocheted yarn to warm up urban spaces. It’s also been called kniffiti, yarn storming and graffiti knitting. International Yarnbombing Day was actually founded by someone in Lethbridge, Alberta, and was first observed on June 11, 2011.

Yarn from the TimsRunner was washed, felted and repurposed to make more than 30 blankets for a local shelter.

That has to make everyone feel a little pMC warm inside.

February 2015

PMC • 25

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A new anti-theft system is available for Peterbilt Models 579 and 567 equipped with PACCAR MX-13 engines.

Integrating the engine and Driver Information Centre, the system requires a unique pass code to start the truck. The engine is disabled if the code is incorrect. The engine must also be started within six minutes of entering the code.

Fleets using Peterbilt’s proprietary Electronic Service Analyst software can change the codes.

•

Peterbilt

+

• New 10W-30 oil to better fuel economy of 15W40s Chevron’s new Ursa Super Plus EC SAE 10W-30 oil has been unveiled with the promise of bettering the fuel economy of a traditional 15W-40.

“Fuel economy is a growing concern,”said Jim Gambill, North America commercial brands manager at Chevron Products Company. “With budgets under constant pressure, many customers are forced to do more with less and must find solutions that fit their needs. Ursa Super Plus EC SAE 10W-30 helps bridge the affordability gap by providing fuel economy benefits in a competitive way.”

RAR-260 Primary + RSS-233 Self Steer

The new oil also meets API CJ4 requirements.

•

Chevron Products Company

• Air suspension/slider axle system expands SAF-Holland has expanded its CBX Series Air Suspension/Slider Axle System with the new SAF CBX46 and CBX50.

• Several tools in coolant/ antifreeze test kit

STRONGEST, MOST DURABLE, & LIGHTEST WEIGHT SPIF TRAILER.

The CBX46 – used in moderate or heavy-duty van and reefer applications -- has a 46,000-pound capacity and is strengthened

Prestone has released a new

with the high-strength steel slider sub-frame material found in the

heavy-duty test kit, test strips and

CBX69 Tri-Slider Series. This makes it 31% more rigid than the

refractometer to help fleets better

CBX40 slider.

manage antifreeze/coolant

The CBX46 also shares a trailing arm with the CBX23 air

systems. The companion coolant

suspension axle system.

analysis program offers a

The CBX50, meanwhile, has a 50,000-pound capacity. It is

snapshot of what is happening

further enhanced with two additional crossmembers and uses the

inside heavy-duty equipment,

CBX25 air suspension trailing arm.

while also revealing the

Both models are available with the optional SAF Integral Air

condition of fluid, engine wear,

Disc Brake Axle System with the

corrosion and contamination

P89 optional wheel end package.

levels. More information is at

•

SAF-Holland

You do the math.

www.prestonecommand.com.

•

Prestone

Email a request for more information to: YES@ridewellcorp.com

CAll PRIVATE MOTOR TRUCK COUNCIL OF CANADA ASSOCIATION CANADIENNE DU CAMIONNAGE D’ENTREPRISE

FoR EnTRiES 2015

PMTC AWARDS: VEHICLE GRAPHICS DESIGN AWARDS HALL OF FAME FOR PROFESSIONAL DRIVERS PRIVATE FLEET SAFETY AWARDS

Entry forms and information available at:

pmtc.ca Entry deadline: April 30, 2015

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• More SmartWay options from Goodyear

what’s

new

Goodyear Commercial Tire Systems has secured SmartWay’s seal of approval for

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two more tires – the G392A SSD UniCircle and G394A SST UniCircle wide-bade retread. “These retread products offer many of the same benefits as their new tire counterparts, including lower rolling resistance, which is key to helping fleets

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PMTC is pleased to recognize those companies marked as valued members

Ad

• Read news and views from PMTC index Mack Canada 31 Brossard Leasing • Register25for industry events www.macktrucks.com www.brossard.com 15, 17 Maxim 6 Private Continental Tire • Download Motor Carrier magazine www.maximinc.com www.continental-truck-tires.com • Link to important resources Peterbilt of Canada 32 Espar 14 www.peterbilt.com www.espar.com • Members-only bulletins, presentations and resources PMTC 16,28,29 20 Fortigo Freight Services www.pmtc.ca www.fortigofreight.com • And much, much more!

Ridewell Suspensions 27 Freightliner Trucks 2

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•

Join Us Now!

PRIVATE MOTOR TRUCK COUNCIL OF CANADA ASSOCIATION CANADIENNE DU CAMIONNAGE D’ENTREPRISE

Complete and fax this information request form to receive a no-obligation membership kit.

The PMTC is the only Canadian association dedicated to the interests of private fleet operators.

We offer forums for fleet operators and suppliers to exchange views and resolve issues together, and we are at the forefront in representing your interests to government, protecting your rights and supporting the needs of private carriers.

PMTC members are kept up-to-date with industry news through PMTC’s digital newsletter, have access to the Private Fleet Benchmarking Study and the Fleet Security Checklist.

They receive member only pricing at PMTC events and on services such as Canada-wide driver licence verification

by VerX Direct, and guidance on establishing alcohol and drug testing programs and participating in the group consortium by DriverCheck Inc.

Please send me a free no-obligation membership kit

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The Private Motor Truck Council of Canada 1660 North Service Road East, Suite 115 Oakville, ON L6H 7G3 Or Fax to: 905-827-8212 Or on line at www.pmtc.ca

Name _________________________________Title________________________ Company__________________________________________________________ Address___________________________________________________________ City___________________Province/State______________PC/ZIP____________ Telephone (

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Visit our Website at

www.pmtc.ca February 2015

PMC • 29

stats and

facts Investment as % of GDP (net of depreciation)

Infrastru cture inves tment

by level o f governm en

t

Concrete and Cash Canada’s highways are like the arteries in our nation’s economic heart. They offer the vital links between buyers and sellers alike.

But they also need to be maintained. The question is often who pays the cost,

t

cture Infrastru

en f governm by level o ip sh er n w o

compared to who actually owns the infrastructure.

Trans-Canada Highway facts Length of main route – 8,030 kilometres Standards – Fully paved, two lanes, shoulders, 90 km-h Date construction began – 1950 Date highway opened – 1962 Date officially completed – 1971

Infrastructure average age

Termination points – St. John’s, Newfoundland and Victoria, British Columbia National Highway System [NHS_2007]

Length – 38,000 kilometres Control – Provincial (95%), federal (3%), and municipal (2%) Established – 1988 (Source: Canadian Centre of Policy Alternatives) 30 • PMC

February 2015

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