Fiona Soltes

Strategies for Hiring and Retaining Skilled Technicians

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It’s no secret that today’s utility fleets have encountered difficulty finding job candidates with the appropriate training, experience and technical skills. And not only that – once qualified candidates are hired, those workers can be wooed by other companies offering greater salary and benefits packages.

So, how can you find and keep the right candidates for your fleet job openings?

Those in the know recommend partnering with area technical schools and colleges to ensure the right skills are being taught – and the right candidates are being snapped up early. On the other end of the spectrum, they recommend providing current employees with training and career development opportunities to keep them engaged.

“There’s a lot of poaching going on, especially on the utility side,” said Jason Ball, who worked as both a heavy-duty mechanic and fleet manager before taking the helm of Utility Training Group (www.utilitytraininggroup.com) less than two years ago. Specialized on-the-job training – delivered by someone like Ball or an OEM representative – sweetens the pot by helping workers learn new skills, gain confidence and stay up to date on the latest technologies.

But it’s important, Ball said, to make sure those conducting the training have the right experience, in addition to good references.

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Sean M. Lyden

The Final 3

Tim-King-Web

Each issue, we ask a fleet professional to share three keys to fleet success.

This issue’s Final 3 participant is Tim C. King, author of the book “Fleet Services: Managing to Redefine Success” published by SAE International (http://books.sae.org/r-447/) and former manager of fleet services for what is now NV Energy (www.nvenergy.com), an electric and gas utility in Nevada with over 1 million customers. King also will be a presenter at Utility Fleet Conference 2017 at ICUEE in Louisville, Ky., a fleet education event that will take place October 2-4 (https://utilityfleetconference.com/).

#1. Aim high.
“Require excellence with everything. Benchmark your service performance on organizations that thrive in the most successful industries – such as high-growth startups – not just other fleets. The goal is to consistently exceed expectations by achieving unexpected win-win results with all your customers.”

#2. Remember that successful fleet management begins by identifying all your customers.
“Customers define your success. So, all customers must be identified. These include your executives/owners and all internal recipients of services, external customers and ancillary customers, such as internal supporting services. This last group also includes external regulatory customers such as local, regional, state and federal regulators.”

#3. Be bold and lead change.
“Recognize you’re going to do things differently. For this level of success, you won’t be able to rely only on typical industry standards as a guide. By gaining a broader knowledge and perspective of customer service, learn to outgrow baggage such as history, culture, paradigms and similar other misperceptions. And realize success depends on process redesign, not just the normally required process improvement.”

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Fiona Soltes

Will Solar Drive the Future of Electrified Trucks?

Web-Mark_Sean_Solar_Flex

Several years ago, when gas prices were higher and an industry need arose to reduce costs and seek alternative solutions, conversations about harnessing the sun intensified. Combined with advances in electric vehicle technology, the possibilities of what manufacturers and fleets could do in this realm began to grow.

Solar power began to be used to extend the range of some electric and plug-in hybrid electric vehicles. And a full-size electric pickup truck using solar to extend its range was introduced at the 2014 North American International Auto Show.

Given the evolution of solar power use in vehicles over the years, where are we today?

As it turns out, on a slightly different course than one may have assumed. Rather than focus on the use of solar to add range to electric vehicles, utility fleets are, for example, adding panels as components of larger energy management systems. Solar power may be used to recharge vehicle starting and auxiliary batteries. It also can supplement battery charging while a vehicle is being driven or while it’s stopped – a valuable feature where legislation may prohibit idling. Additionally, solar power paired with an inverter system converts DC battery power to AC household power to charge cordless tools, laptops, test equipment and other work truck loads that require AC power without draining the battery.

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Sean M. Lyden

The Final 3

The Final 3

Each issue, we ask a fleet professional to share three keys to fleet success.

This issue’s Final 3 participant is Todd Carlson, principal manager for fleet asset management at Southern California Edison (www.sce.com), one of the nation’s largest electric utilities, serving nearly 15 million customers in Central, Coastal and Southern California, with about 6,100 assets, including trailers, in its fleet.

#1. Learn from other utility fleet professionals.
“Leverage your peers in the industry to benchmark how they configure and utilize their utility trucks. And study their best practices and alternative work methods for crews. This way, you can shorten your own learning curve and put your fleet in the best position to succeed.”

#2. Avoid excessive customization.
“While most utility trucks are custom-configured for the buyer and their work methods, new fleet managers should be aware of all the costs of excessive or unique customizations not typically offered by OEMs. These costs can include longer lead times, engineering issues, trade-offs and unintended outcomes.”

#3. Track fleet performance so you can make smart business decisions.
“A good telematics solution can help you capture performance data – such as days utilized, idle time, boom utilization and driver performance – to equip you with the insight you need to make informed business decisions about your fleet.”

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Sandy Smith

3 Ergonomic Upfits to Combat Work-Related Injuries

3 Ergonomic Upfits to Combat Work-Related Injuries

When Dan Remmert, manager of fleet services for Ameren Illinois Company, explored the reasons behind his group’s work-related injuries, one issue kept coming up: getting in and out of a vehicle or piece of equipment.

“We’ve had many issues over time related to getting to the back of a bed, a bucket or aerial device,” he said. He also noted that recent vehicle changes have resulted in chassis being taller, “which causes ergonomic challenges for loading, moving and working.”

Complicating matters is the fact that his workers can choose the size ladder they prefer, but Remmert is expected to standardize the fleet’s trucks, including ladder racks. “We use some of the fold-down products on the market, but they just never seem to fit everybody.”

While combatting injuries caused by stepping out of or lifting materials from vehicles is a growing problem for utilities, there are several ergonomically friendly products now on the market that can help prevent some of the most common injuries. Here are three that may benefit your fleet operators.

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Partha Ghosh

Determining the Optimal Vehicle Replacement Cycle

Determining the Optimal Vehicle Replacement Cycle

Developing an effective approach when it comes to a strategic replacement cycle is a challenge that every fleet manager faces, regardless of the kinds of vehicles or equipment they may manage. The ability to gather and analyze data about your fleet and understand exactly how your fleet is performing has made the run-a-vehicle-into-the-ground approach not only woefully out of date, but it also has revealed just how expensive it is when compared to a well-designed replacement cycle.

The goal for every fleet should be to replace a vehicle before maintenance costs and downtime begin to rise, and at a time in the vehicle’s life when resale values remain meaningful. Determining how to reach that goal can vary from fleet to fleet, but by implementing an optimal replacement cycle for each vehicle or segment of vehicles in a fleet, a fleet manager can realize tremendous benefits and advantages, ranging from minimizing downtime and lowering operating costs, to keeping up with the fast-changing safety and technology features in more recent models, ensuring the safety and comfort of the fleet’s drivers in the process.

So, what considerations and best practices should you adopt in order to get the most from your replacement cycle strategy and experience the benefits of lower operating costs and optimal total cost of ownership?

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Sean M. Lyden

What Utility Fleets Can Do to Curb Distracted Driving Incidents

What Utility Fleets Can Do to Curb Distracted Driving Incidents

Your company has clearly communicated its distracted driving policy to all employees. And the safety department is doing its part by screening at-risk drivers, providing consistent driver training and building awareness throughout the organization of the dangers of distracted driving. But when employees are out on the road, how can management ensure that drivers actually comply with the policy – to protect their own lives, the public and your utility’s reputation and bottom line?

That’s where your fleet department can make a difference. How? By equipping vehicles with technologies that counteract a driver’s impulse to read a text message or scroll through social media feeds on their phone while driving – even when they know it’s the wrong thing to do.

All It Takes is One Time
No one is immune. Even the best, most conscientious drivers can succumb to the temptation to look at their smartphone while driving, at least every now and then.

Think about it. You’re driving a service truck through a residential area when you hear your phone buzzing in the console, notifying you of a text message. Because you know better, your initial instinct is to ignore the sound and keep focused on the road ahead. But then a few seconds later you hear the phone buzz again … and again.

Now you’re curious. Who could that be?

It’s been a long day, and you’re exhausted. You start justifying to yourself: I’m going pretty slow right now and there’s not much traffic; it won’t hurt to take a quick look.

You take your eyes off the road for what you think will only be a second. But by the time you look up from your phone, you see that a boy on a bicycle has darted out from behind a vehicle parked along the street, right in front of your truck. You slam on the brakes, but there’s not enough time to stop before your truck hits him.

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Sean M. Lyden

Eversource Energy’s New Approach to Change Management in Fleet

Eversource Energy’s New Approach to Change Management in Fleet

About a year ago, the fleet team at Eversource Energy (www.eversource.com) launched an initiative to standardize vehicle and equipment specifications across their three-state service area that includes Massachusetts, Connecticut and New Hampshire. Their objective: Cut fleet costs by limiting vehicle configurations to specific job descriptions. This would enable the fleet to strengthen its buying power (by purchasing a higher volume of same-spec units); streamline parts inventories across all their locations (by operating more equipment from fewer OEMs); and benefit from shorter order-to-delivery cycles (by ordering from fewer vendors).

“If you're a lineworker, the function of a material-handling truck is going to be the same whether you’re in New Hampshire, Connecticut or Massachusetts,” said Steve Driscoll, vice president of operation services for Eversource, which is New England's largest electric and gas utility, with about 6,500 fleet assets, including trailers. “In the past, we allowed for differences and customization in equipment, based on an operator’s personal preferences. We recognized the need for going to a standard vehicle across the board to be more efficient and reduce costs.”

But the Eversource team also recognized that many of their end users might not like the change. After all, operators had become accustomed to having their vehicles a certain way for years. And they would likely feel resentment toward fleet, especially if no one clearly explained the why behind the changes.

Effective Change Management
So, to help ease the transition, Eversource decided to take a new approach to introducing new vehicle and equipment models to operators. Beginning earlier this year, the Eversource fleet team began conducting comprehensive in-service events, each lasting about two to three hours, with classroom instruction and hands-on demonstrations.

The events are led by each of the key vendor partners involved with the build-out of the truck, including the chassis manufacturer, body manufacturer and equipment upfitters. The utility’s insurance agency, Liberty Mutual, also sends an expert, who typically opens the event by teaching safe driving and equipment operation practices during the classroom portion of the agenda.

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Sean M. Lyden

The Final 3

The Final 3

Each issue, we ask a fleet professional to share three keys to fleet success.

This issue’s Final 3 participant is Michael Rorison, director of fleet operations at Eversource Energy (www.eversource.com), New England's largest energy provider. The utility serves more than 3.6 million electric and natural gas customers in Connecticut, Massachusetts and New Hampshire, with about 6,500 assets, including trailers, in its fleet.

#1. Build strong relationships with your team and your customers.
“This is the hardest thing and one of the most important things you can do. The relationships you build today will play a major role in your success as a fleet manager. Employee engagement through developing relationships and team-building initiatives will help you retain good, productive employees. And your relationships with drivers will help them better understand the value of a vehicle’s safety features, with greater appreciation for how those features help the organization achieve its overall safety goals.”

#2. Communicate, communicate, communicate.
“The key to successful communication is to listen to all stakeholders who are involved and impacted by your business plan to ensure it supports your customers’ needs. And you must be able to clearly convey everything to your team. Consistent communication with team members and customers can solve or prevent most issues before they escalate into time-consuming crises.”

#3. Be a planner.
“Do you have a strategy that supports your organization’s business plan? And are you prepared for the inevitable crisis? Make planning a part of your standard operating procedure, with daily targets and goals to keep you on track. This way, you can reduce the number of ‘fires’ you need to put out on a daily basis, while putting yourself in a position to handle the inevitable crisis more effectively when it does happen.”

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Sandy Smith

3-Point Checklist for Spec’ing the Right Backhoe

3-Point Checklist for Spec’ing the Right Backhoe

A backhoe is not likely to be the asset most often purchased for a utility company’s fleet. For example, Duke Energy – which has more than 15,000 fleet assets – “may only purchase three or four a year,” said Chris Jolly, Duke’s director of regional operations for Carolinas West.

That means a purchaser may not be as familiar with the required specs for a backhoe as he or she may be with, say, the specs for a standard pickup truck used by the utility.

But it is just as important to get the specs right, said Eric Zieser, NAFTA product manager for backhoes at CASE Construction Equipment. “Buyers really do need to understand their entire fleet and how a backhoe plays into it. By under-specifying a machine, you may actually be creating more work and cost for yourself in the future by having to bring in/rent/transport additional equipment to do the job.”

So, when spec’ing the next backhoe for your fleet, keep these three points in mind.

1. Know what you need.
At Duke Energy, an acquisition team works closely with crews in the field, despite having a corporate agreement with one manufacturer for a standard backhoe, according to Jolly. Even with that standard equipment, there are options.

“Listen to your customers and work closely with the manufacturer. They’ve got the history of what the product can do,” Jolly said.

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Grace Suizo

3 Mistakes to Avoid When Managing Vendor Relationships

3 Mistakes to Avoid When Managing Vendor Relationships

Maintaining strong working relationships with vendors is critical to running a smooth fleet operation.

To find out what makes and breaks these relationships, UFP recently spoke with Ron Henne, transportation supervisor for Eversource in Connecticut and Western Massachusetts; Matt Gilliland, director of transportation and facilities for Nebraska Public Power District; and Mel Holloway, product manager for global fleet management company ARI.

For all three men, customer service stands out as a major factor in determining if a vendor is going to be a short- or long-term partner.

Nebraska Public Power District has been working with several suppliers for 10 to 20 years because they continue to meet the fleet’s customer service expectations, according to Gilliland.

“We look for a vendor who will fix or supply it right the first time, on time, and at a fair price,” he said.

In addition to great customer service, vendors that provide total support – including post-sales support such as training – help seal the deal for Henne.

But what prevents fleet managers and vendors from establishing effective relationships? Be cautious of these three pitfalls.

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2032 Hits
Sean M. Lyden

The Final 3

The Final 3

Each issue, we ask a fleet professional to share three keys to fleet success.

This issue’s Final 3 participant is Pete J. Matrunola, director of fleet services at Consumers Energy (www.consumersenergy.com), Michigan’s largest electric and gas utility with 6,227 assets in its fleet.

#1. Make safety the No. 1 priority.
“Safety is the most essential component of a successful utility fleet. So, take the time to invest in safety initiatives and programs that instill a culture around providing a safe work environment and excellent service for your employees and your customers. Safety must not simply be something that is done when it is convenient – it must be a core value and the only way to perform your work.”

#2. Build relationships.
“At work and in life, it is always easier to accomplish tasks and goals when everyone is working together. Spend time with your employees, customers and vendors to fully understand them and their needs, wants, limitations, abilities and so forth. By forging those relationships with your employees and business partners, each becomes engaged to achieve the common goal – to build a safe, reliable, cost-effective and compliant fleet operation.”

#3. Know your finances.
“Your fleet department will always be asked to do more with less. As such, it is critical to fully understand your finances and be flexible enough to quickly adjust to the growing needs of the business. Also, be receptive to change and look to instill a culture of continuous improvement. This will stimulate an efficient fleet that drives consistent financial performance.”

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Sean M. Lyden

The Final 3

The Final 3

Each issue, we ask a fleet professional to share three keys to fleet success.

This issue’s Final 3 participant is Michael Donahue, manager of transportation and construction equipment at Omaha Public Power District, an electric utility headquartered in Omaha, Neb., with over 1,300 assets in its fleet.

#1. Master one aspect of fleet at a time.
“There are many aspects to learn about operating a fleet – learning how to write specs, learning about your customers’ needs, learning what vehicles are out there and available, and everything else that has to do with fleet. If you try to bite off everything at once, you’ll feel overwhelmed. Instead, I think it's important just to jump in and take one bite at a time, learning about one aspect until you understand it. Then expand your knowledge from there.”

#2. Invest time to study your customers.
“Get to know your customers. Go to their work areas and watch them work. Ask them questions about what they're doing, how they're getting the job done and what equipment ideas they might have. Ask them for feedback on what they think could help them get things done more efficiently. And observe the equipment and operators in action. The more you know about your customers, the more effectively you can serve them.”

#3. Get involved in industry organizations, forums and events.
“Attend fleet conferences. I think they're very valuable for networking and learning about issues and trends that could have the biggest impact on your operation. Attending industry events can help you connect with experienced fleet managers who can answer your questions and offer real-world advice.”

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Fiona Soltes

Utility Fleets and the Sharing Economy

Utility Fleets and the Sharing Economy

In our increasingly shared economy, even some utility fleets are moving from “mine” to “ours.”

This certainly makes sense. In addition to the fact that utility equipment and vehicles often are costly, they’re also unlikely to be in constant use. Pooling and sharing resources, then, can help cut down on surplus, reduce expenses and streamline operations.

The even better news? As the sharing economy has matured – think of Airbnb, Uber and Lyft – so have the technology offerings that help make it possible. There’s online forum MuniRent (www.munirent.co), for example, which allows municipalities to share surplus goods and equipment. AssetWorks (www.assetworks.com) offers fleet management software along with an automated motor pool solution, and allows reservations through smartphones and tablets. And then there’s Agile FleetCommander (www.agilefleet.com), web-based fleet and motor pool software that has been used by fleets in virtually all categories.

Naturally, the argument can be – and often is – made that there’s a segment of a utility fleet that can’t be downsized because it’s used during emergencies and peak demand. It’s also true that some vehicles have specialized tools onboard that are assigned to a particular individual.

The key is in recognizing that “no vehicle sharing initiative should try to apply the same rules for all types of vehicles and equipment,” said Ed Smith, co-founder, president and CEO of Agile Access Control Inc., developer of the Agile FleetCommander software. Fleet managers must acknowledge that real obstacles are present, he said, but also that some constructed barriers to sharing “simply aren’t fact-based.” Technology can help fleet managers know who has custody of a vehicle – and its keys – as well as assist in reporting and chargebacks.

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2288 Hits
Sean M. Lyden

The Final 3

The Final 3

Each issue, we ask a fleet professional to share three keys to fleet success.

This issue’s Final 3 participant is George Survant, senior fleet director at Time Warner Cable Inc., a cable and telecommunications company headquartered in New York with over 20,000 assets in its fleet.

#1. Listen to your customer.
“Often, customers will come and ask for this or that type of spec in a vehicle or piece of equipment. But when we dialogue with them and listen, we begin to understand what the real pain points are. And when we learn why they want something, there’s often an opportunity for us to recommend a better solution they might not have considered when they first made the request.”

#2. Know how your fleet is doing at all times.
“If you don't continually stay on top of how your fleet is performing, you can't manage it very effectively. For example, we know that we have 20,235 vehicles. Our incident failure rate is 2.7 percent; in other words, 2.7 percent of the fleet is unavailable on any given day. Our average burn rate for fuel is running about 11.2 mpg across all spectrums of the fleet. We anticipate burning 24 million gallons of fuel a year and driving 256 million miles. It's about always having your finger on the pulse of your fleet, because that's the only way you can catch outliers or discover new opportunities for improvements.”

#3. Act on the data to manage your fleet more efficiently.
“Make sure your data is good and then use it. There are a lot of counterintuitive things that people do in this business, or legacy things that they do that, frankly, don't produce good results. Accurate data can give you the insight you need to come up with a tightly focused response to a very specific problem.”

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Sean M. Lyden

Recruiting and Retaining Top Mechanics

Recruiting and Retaining Top Mechanics

A water main bursts. Power lines get damaged by severe weather. A major gas line leak is detected. Whatever type of utility you work for, your fleet vehicles and equipment need to be ready to roll in an instant to confront any emergency that impacts customers. And that’s what makes having dependable, top-flight mechanics so important. How can utility fleets more effectively prepare and position themselves to compete for the best technicians and keep them on board?

More Jobs, Fewer Candidates
The starting point is to address a key trend that you’re likely experiencing in your own fleet.

As baby boomer mechanics get set to retire, it’s becoming more of a challenge to find young qualified mechanics to fill those spots. And that’s a situation Dale Collins, CAFM, the fleet services supervisor for Fairfax County Water Authority (Fairfax Water) in Fairfax, Va., is experiencing firsthand. Collins manages the utility’s two maintenance facilities staffed by seven full-time mechanics.

“In the next five years, four out of our seven full-time staff are going to be retired,” Collins said. “So, what’s big on our radar right now is trying to put together a succession plan internally and hopefully find some good-quality applicants and backfill some staff members, so we can bring them up to speed before a lot of our retirements set in.”

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6259 Hits
Fiona Soltes

Is 3-D Printing Shaping Up for Replacement Parts?

Is 3-D Printing Shaping Up for Replacement Parts?

The mere presence of some cars can inspire creative journeys and wishful thinking. But a life-size Shelby Cobra, made with a 3-D printer? That takes even visionaries down a whole different road.

Cincinnati Inc. (www.e-ci.com) – an innovative machine tool manufacturer for more than 100 years – has been behind the printing of two such cars through its Big Area Additive Manufacturing (BAAM) technology; the first was in conjunction with Oak Ridge National Laboratory (www.ornl.gov), the largest U.S. Department of Energy science and energy lab, located in Oak Ridge, Tenn. Over the past couple of years, the cars have been used as marketing tools, a clear demonstration of potential.

Even though the Cobras have been transported to events in enclosed trailers rather than driven, they’re still enough to make many stop and wonder: If a 3-D printer can make a car or other vehicle, wouldn’t it follow that it would soon be in use to supply equipment parts as well? Will we soon see maintenance shops creating their own replacement parts for utility and other vehicles, rather than having to store them, purchase them elsewhere or wait for delivery?

Time to tap the brakes. Three-dimensional printing is indeed showing promise in a variety of industries. But in terms of creating parts that can withstand heat, water, chemicals and other challenges facing current automotive materials, we’re not there yet. First, there’s a fundamental point of physics to be overcome, said Duncan Stewart, director of technology, media and telecommunications research for Deloitte Canada (www.deloitte.com/ca). Even if printers and processes become significantly faster – silencing those who believe no one will want to wait the hours it takes to create parts – there’s still the matter of allowing each printed layer to cool completely before the next one is applied. Eventually, the rate of progress will reach a saturation point.

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6884 Hits
Sean M. Lyden

The Final 3

The Final 3

Each issue, we ask a fleet professional to share three keys to fleet success.

This issue’s Final 3 participant is Dan Remmert, manager of fleet services for Ameren Illinois Company, a rate-regulated gas and electric utility headquartered in Collinsville, Ill. Remmert oversees a fleet of about 3,300 assets.

#1. Care
“Truly care about your employees. Care about your customer, whether internal or external. Care about the equipment. If you don’t take on a caring mindset in all aspects of the job, you’ll lack the motivation and drive to be the best you can be.”

#2. Commit
“Commit to be the best. My fleet organization probably gets tired of hearing me talk about this, but it’s really important to commit to be the best out there. I have a little saying that I often get razzed about, but it captures what I mean: ‘You don’t wake up in the morning wanting to come in second place.’ So, come in every day with a commitment to be the best, whether you’re pulling an idle report, fixing a truck or talking with customers.”

#3. Execute
“Take action. You can have an MBA or great ideas, but none of it really means anything unless you act and execute your role as fleet manager. Execute the little stuff, and the big stuff will follow.”

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Tricia Singer

Upfitting Cargo Vans with Ergonomics in Mind

Upfitting Cargo Vans with Ergonomics in Mind

In order to keep employee health costs and downtime to a minimum, ergonomics – or fitting a job to the person performing the job – must play a big role in upfitting fleet vehicles.

Many of today’s fleet administrators are tuned in to the importance of employee ergonomics, and an ever-increasing number are focused on keeping their utility fleet vehicle drivers safe and efficient, rather than simply giving them the tools to do their jobs. The mindset has evolved from determining vehicle shelf capacity and how ladders will be stored to asking questions of individual drivers such as:
• Do you need to carry all of your inventory and multiple ladders at all times?
• Which frequently used items can be located near the doors so you don’t need to climb into the vehicle?
• Is there a safer way to transport and access your ladders?
• How can you stay safe on the job without sacrificing productivity?

For cargo van drivers, one of the primary ergonomic issues associated with using that type of vehicle is climbing in and out of it, often while stepping over items on the floor with their arms full of gear. To minimize the need to enter the van – as well as the risk of back or joint injury – drivers should determine the tools and inventory they frequently use and place those items near the doors for easy access from outside the van. This can be accomplished using shelving and bins located within arm’s reach, drawers that open out through the cargo door and hooks for quick grab-and-go items.

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Tim Taylor

Using Gamification to Improve Employee Performance

Using Gamification to Improve Employee Performance

Today’s utility fleets have a powerful tool at their disposal, and it’s one that nearly everybody already carries with them: mobile apps that run on cellphones and tablets.

By tying new apps into existing fleet and work order management systems, fleet managers can help employees improve their execution of day-to-day tasks through use of their mobile devices. This article will take a look at exactly how today’s utility fleets can use gamification to coach and improve worker performance in real time, and why utility fleet managers should consider engaging with gamification to drive a more satisfied, efficient and safe workforce.

What is Gamification?
Gamification is the use of game mechanics in a context that is typically not game-oriented. It is used by software companies to build business applications that increase engagement and participation while accelerating learning. Gamification leverages our human nature to compete with ourselves and others, with the objective of encouraging teams to achieve company-wide goals and – in the fleet world – deliver greater safety, productivity and compliance. To accomplish this, the apps provide real-time data to users so they can track and eventually improve their performance.

So, how can you integrate gamification into your organization? There are three phases you must complete: establishing your mission, aligning objectives with your mission and deployment.

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