This book is specifically for working operations managers across the broad range of business types that deploy fleet and product via a myriad of service types. It is applicable to businesses with small medium to large fleets in haulage, 3PL, and any service business operating a depot structure. The book is less about theoretical concepts – although specific references point to theories including Lean, continuous improvement, net promoter score, and balanced scorecard – but is essentially a practical guide applying worked examples and generic templates regarding the core ten activities that are critical to achieving service and profit expectation in any depot, route-based business deploying fleet. Every working manager – front-line to COO – will identify with and grasp that these are fundamental areas and that, if improvement can be sustained, will deliver better service to customers and enhanced profit in both local and business levels. The key areas examined are:
- Optimisation of non-productive (on-depot) time
- Customer service and complaint management and measurement
- Key performance indicators
Author(s): Colin Woodland
Publisher: Routledge/Productivity Press
Year: 2022
Language: English
Pages: 217
City: New York
Cover
Endorsements Page
Half Title
Title Page
Copyright Page
Table of Contents
Preface
Acknowledgements
About the Author
Chapter 1 People Management
Introduction
Guideline Management Principles
Managing Holiday Planning
Sickness and Absence Management
Employee Attrition
Partial Management Control
Betterment
Fundamental Working Conditions
Dismissal
Full Management Control
Financial Reward
Lack of Skills
Management Culture
Driving Skills
The Role Is Too Physically Demanding
Return-To-Work (RTW) Interview
Driver Debrief
Conducting Disciplinaries
Calculating Driver Resource
Notes
Chapter 2 Fleet Management
Introduction
Calculating the Fleet Size
Organisational Design
The Head of Fleet
The Two Sides of Fleet Organisational Design
Internal Stakeholders
External Stakeholders
FTA (Logistics UK)
Breakdown and Recovery
Telematics
Is Telematics Worth Implementing?
What Is Telematics?
Other Factors to Consider
Defect and Accident Reporting
Defect Reporting and Management
Weekly Vehicle Check
Accident Management
Period Senior Accident Review
Ancillary Devices That Aid Accident Reduction
Fleet KPIs (Key Performance Indicators)
Fleet: Challenging “Perceived Wisdom”
Double-Shifting
Enhanced Vehicle Design
Cubic and Weight Capacity
Weight Capacity
Insurance and Weight Capacity
Electric vs. Hydrogen Engine
Vehicle Replacement
Fuel Management
Notes
Chapter 3 Route Scheduling
Introduction
Organisational Design
Which Organisational Model Is Best?
Planner Renumeration and Training
Manual vs. Software and Which Package?
Do Not Blame the Scheduling Software, without First Examining Business Data Integrity
Scheduling Principles
Proof of Concept
The Planner and Software Interface
Driver Start Time
Setting SMVs1 (Standard Minute Values) for Customer On-Site Time
Two Methods of Deploying Scheduling Software
Validating Route Efficiency
“Miss” Notification
Depot Strategic Modelling
Rationalising the Depot Network
Retention Payments
Notes
Chapter 4 Minimising Non-Productive Hours
Introduction
Minimising On-Depot Time (Non-Productive Time)
Why Is This Important?
Start of Day GtG Time
GtG Metrics
Avoid Returning to Depot to Take a Break
Chapter 5 Driver Debrief
Introduction
Essential Output from the Debrief Process
Other Debrief Related Benefits
How Long Should Debrief Take?
Who Should Conduct the Debrief?
HGV Tachograph Analysis
Note
Chapter 6 Customer Service
Introduction
Notes
Chapter 7 Managing Complaints
Introduction
Notes
Chapter 8 KPIs, the Balance Scorecard, and Basic Financial Models
Introduction
Balance Scorecard
Basic Depot “Trading” (Periodic Financial Review)
Notes
Chapter 9 The Management Operating Rhythm (Drumbeat)
Introduction
Chapter 10 Operational Health and Safety
Introduction
Near Miss Reporting
LTIFR
RIDDOR
RIDDOR Management Periodic Reviews
Driver Assessment and Training
Vehicle and Equipment Design
Operational Management and Training
Notes
Chapter 11 Continuous Improvement
Introduction
Notes
Chapter 12 The Depot Manager Cadre
Introduction
Task-Force Manager
Glossary
Index
