Reports Managers Can Run To Maintain Productivity &

Competitiveness

Reports Managers Can Run To Maintain Productivity &

Competitiveness

Presented By:

Al Steven

& Danny Brashear

Presented By:

Al Steven

& Danny Brashear

What Are We Going To Cover

• Which reports do Managers need• Why do we need the reports• When to run the reports• Plan ahead for the reports• Set goals with your reports• Run the reports• Share your results

Which Reports Do Managers Need

• 113 – Equipment Usage Report• 609 – Troubleshooting Report Meter Usage (5.69

only)• 119 – Parent/Child Relationship Report• 125 – Equipment Cost Exception Report (5.69 only)• 130 – Mileage Exception Report• 131 – Equipment Without PM Information• 205 – Orders Not Received• 229 – Parts Inventory Turns Report• 301 – Technician Accountability• 304 – Deferred Maintenance Report• 309 – Downtime Detail Report

Which Reports Do Managers Need• 311 – Active Work Order By Shop• 314 – Possible Comeback Report• 315 – PM Labor Percentage Report• 318 – Technicians Efficiency Report• 321 – Average Repair Time & Cost• 326 – Scheduled vs. Non-Scheduled Repairs• 330 – Technician Productivity Percentage Report• 331 – Technician Cost to Labor Dollar Comparison

Report• 332 – Fleet Availability Summary• 334 – TWS Review Report• 406 – Equipment Without Fuel Transactions (5.69

only)

113 Equipment Usage Report

• What information does this report produce– Average usage in mileage per vehicle

and department

• Who should run the report– Shop Floor Manager and/or Fleet

Manager

• How often should I run the report– Monthly

113 Equipment Usage Report

113 Parameters

113 Equipment Usage Report

113 Equipment Usage Report

• Why do I need this report– Find the average usage per department– Move vehicles around to even out the usage– Identify high usage vehicles– Are you UnderFleeted or UnderFleeted

• When do I need to run the report– Monthly and annually

• Who do I share the results with– All your staff– Customers so they can move the under utilized

vehicle around

609 Troubleshooting Report

• What information does this report produce– Duplicate equipment UIDs– More than a single fuel meter set on one piece

of equipment– Invalid seconds posted in the ETodayMeter– Invalid setup on CPM table codes

• Who should run the report– Shop Floor Manager and/or Fleet Manager

• How often should I run the report– As needed

609 Troubleshooting Report

609 Parameters

609 Troubleshooting Report

609 Troubleshooting Report

• Why do I need this report– Get a list of error found

• When do I need to run the report– As needed when any of the other

reports fail, (113, 113S, 130, 150 and 150S)

• Who do I share the results with– N/A

119 Parent/Child Relationship Report

• What information does this report produce– List of equipment with a parent/child

connection– Attachment status– Displays different shop and/or company in red– Displays billing codes for each

• Who should run the report– Shop Floor Manager and/or Fleet Manager

• How often should I run the report– Monthly and/or Yearly

119 Parent/Child Relationship Report

119 Parameters

119 Parent/Child Relationship Report

119 Parent/Child Relationship Report

• Why do I need this report– See which equipment has parent/child set up– See attachment status– Which child has a different shop and/or

company– Compare possible different billing codes

• When do I need to run the report– Monthly and/or Yearly

• Who do I share the results with– Shop Supervisors

125 Equipment Cost Exception Report

• What information does this report produce– Old equipment that might be driving my

cost per class up– Average cost and age per class

• Who should run this– Shop Floor Manager and/or Fleet Manager

• How often do I look at this report– Yearly

125 Equipment Cost Exception Report

125 Parameters

125 Equipment Cost Exception Report

125 Equipment Cost Exception Report

• Why do I need this report– To find old equipment that might be driving my

cost per class up– Find my average cost and age per class– Reduce the average cost by class– Do I have good class codes

• When do I need to run the report– Yearly – After you replace equipment within that class

range• Who do I share the results with

– Your customers to get replaced– All your staff

130 Mileage Exception Report

• What information does this report produce– High & low usage based on mileage

• You must set up the EEP codes first

– Possible errors in meter reading entry from fuel interface or work orders

• Who should run the report– Shop Floor Manager and/or Fleet Manager

• How often should I run the report– Monthly

130 Mileage Exception Report

130 Parameters

130 Mileage Exception Report / Error

Set Up The EEP Codes

130 Mileage Exception Report

130 Mileage Exception Report

• Why do I need this report– Find those low and/or high usage vehicles– Move vehicles around to even out the usage– Find vehicles that are always high usage and make sure

the PM schedule is set according to manufacturers recommendations for warranty purposes

– Identify possible meter entry errors

• When do I need to run the report– Monthly and annually

• Who do I share the results with– All your staff– Customers so they can move the under utilized vehicle

around

131 Equipment Without PM Information

• What information does this report produce– List of equipment with no PM schedule– Sorted by equipment– **Note** If the equipment ever had a PM set up

and performed, it will not be listed on this report

• Who should run the report– Shop Floor Manager and/or Fleet Manager

• How often should I run the report– Yearly to make sure that all your new equipment

that require a PM is set up

131 Equipment Without PM Information

131 Parameters

131 Equipment Without PM Information

131 Equipment Without PM Information

• Why do I need this report– See a list of equipment with no PM set

up

• When do I need to run the report– Yearly to make sure that all your new

equipment that require a PM is set up

• Who do I share the results with– Shop Supervisors and/or Parts Manager

205 Orders Not Received Report

• What information does this report produce– List of parts that are outstanding– List of back ordered parts– List of parts ordered for a Work Order and/or

Technician– Who ordered the parts– Order number and PO number

• Who should run the report– Parts Manager

• How often should I run the report– Daily and/or weekly

205 Orders Not Received Report

205 Parameters

205 Orders Not Received Report

205 Orders Not Received Report

• Why do I need this report– See a list of outstanding parts orders for:

• Stock• Open Work Orders / Technician

– See any parts that are on backorder– Pinpoint downtime holdup – Pinpoint slow vendor response– Find parts on order causing them not to show up on my

auto order

• When do I need to run the report– Daily and/or weekly

• Who do I share the results with– Parts room staff and Shop Supervisors

229 Parts Inventory Turns Report

• What information does this report produce– Only includes stocked parts in ‘A’ active status– Report will include 365 days from the starting

date you entered– List parts that you may need to stock more of– Locate parts that you may need to reduce the

amount of inventory– Provides an overview of your Part’s Room

efficiency • Who should run the report

– Parts Manager• How often should I run the report

– Quarterly

229 Parts Inventory Turns Report

229 Parameters

229 Parts Inventory Turns Report

229 Parts Inventory Turns Report

• Why do I need this report– Find parts that you need to stock more of– Locate parts that you may need to reduce the

amount of inventory– Provide an overview of your Part’s Room

efficiency – Set an average turn goal and monitor that goal– Start off with 4-6 turns per year

• When do I need to run the report– Quarterly

• Who do I share the results with– All your staff

301 Technician Accountability

• What information does this report produce– A bar graph to display the difference in labor

hours per Technician– Direct vs. indirect labor hours– Hours logged onto a WO vs. available hours

available

• Who should run the report– Shop Floor Manager

• How often should I run the report– Weekly and/or monthly

301 Technician Accountability

301S Parameters

301S Technician Accountability

301 Technician Accountability

301 Technicians Accountability

• Why do we need this report– To provide direct vs. indirect labor hours– Provide # of jobs completed

• When to run the report– Weekly or monthly

• Share your results– Set standards for your shop and display

the results for your Techs to review and give them a goal to shoot for

304 Deferred Repairs

• What are deferred repairs– Outstanding repairs or issues for an asset– Sticky note or reminder – Service Bulletin

• How do I manage them– Monitor the Deferred list weekly– Work with your customers to schedule – Schedule the vehicles to come in

• Who should manage them– Your main front line staff member such as a

Service Writer or Shop Supervisor

304 Deferred Maintenance Report

304 Parameters

304 Deferred Maintenance Report

Shop Floor Manager

SFM Note

304 Deferred Maintenance

• Why do we need this report– To track all outstanding repairs or issues– Replace all those sticky notes– Use as a reminder

• When do we run it– Weekly

• Share the information– With key staff, Parts Manager, Shop

Supervisors, Lead Technicians & Customers

309 Downtime Report

• What information does this report produce– Shows amount of time as downtime vs. non-

downtime or undefined time per department– Ability to drill down into each department

• Who should run this– Shop Floor Manager and/or Fleet Manager

• How often do I look at this report– Monthly and/or quarterly

309 Downtime Report

309 Parameters

309 Downtime Report

309 Downtime Summary Report

309 Downtime Report• Why do I need this report

– Monitor your customers downtime per department– Provide information to change your process to decrease

the downtime for your customers– Show your customers how well you are doing

• If the vehicles are available over 90% of the time, that’s good

• When do I need to run the report– Monthly or quarterly – Every time you change a process that may decrease

downtime to your customer• Who do I share the results with

– Your customers– All your staff

• Set goals to meet

311 Active Work Orders

• Why Active Work Orders– Current or Outstanding work for your

shop– How long as that equipment been here– Minimize your down time

• Who should track these– Shop Supervisor and/or Lead Technicians

• How often do I look at them– Daily & at the beginning of a work shift

311 Active Work Orders By Shop

311 Parameters

311 Active Work Orders By Shop

Open Work Orders

WO Search Results

Open Work Orders

• What about other Work Order Statuses– Waiting on Parts– Waiting on Technician– Waiting on Shop Space– Waiting on Vendor repair– Waiting on approval

• Are these important to know– Will they help you justify more Technicians– More Shop space– Additional support staff

311 Active Work Orders

• Why do we need the report– To schedule your daily work load– Keep your work flow moving– Minimize your down time– Why are the work orders open, who is holding

that work order up, admin, customer, vendor, etc.

• When to run the report– Beginning of each shift

• Share the results– With all Supervisors, Service Writers, Parts

Personal and Lead Technicians

314 Possible Comeback Report

• What information does this report produce– Possible repeat repairs– Possibility of more than one WO open at a time

on the same equipment– Possible part failure– Possible misuse of vehicle– Possible wrong vehicle for the job

• Who should track these– Shop Floor Manager or Shop Superintendent

• How often do I look at this report– Monthly

314 Possible Comeback Report

314 Parameter

314 Possible Comeback Report

314 Possible Comebacks

• Why do I need this report– To minimize repeat repairs caused by

• Part failure• Lack of Technical knowledge (in house or vendors)• Misuse of equipment

• When do I need to run the report– Monthly

• Who do I share the results with– All Shop Supervisors, Shop Floor Managers,

Parts Manger and Lead Technicians– Customers with abused equipment

315 PM Labor Percentage Report

• What information does this report produce– Provides the PM repairs vs. Non-PM repairs– Provides the PM cost vs. Non-PM cost

• Who should run this– Who ever is in charge of your PM program

• How often do I look at this report– Monthly to monitor your PM process to

insure that you have a good percentage balance between PM and Non-PM

315 PM Labor Percentage Report

315 Parameters

315 PM Labor Percentage Report

315 PM Labor Percentage Report

• Why do I need this report– Monitor your PM program – You’re shooting for a 80% PM versus 20% Non-

PM

• When do I need to run the report– Monthly or quarterly

• Who do I share the results with– All staff members– Set a yearly goal and monitor the progress – Share the progress during staff meetings

318 Technician Efficiency Report

318 Parameters

318 Technician Efficiency Report

How To Set Up Your RLS Codes

Set Your RLS Codes

Where To Start

• How do I start? – First you need to know your average time

spent on each job– Next you need history

• Where do I start?– Run the 321 Average Repair Time & Cost

Report– Use the report to set your new RLS codes– You can also use these numbers to compare

your staff of Technicians against the industry standard

321 Average Repair Time & Cost

321 Parameters

321 Average Repair Time & Cost

318 Technicians Efficiency Report

• What information does this report produce– Shows the difference between direct and in-

direct labor hours– Gives the number of jobs preformed

• When to run the report– Run this report monthly to compare your

Technicians with each other

• Share your results– With all your staff and set goals to increase the

efficiency within your shop

326 Scheduled vs. Non-Scheduled Repairs

• What information does this report produce– Difference or a breakdown of scheduled vs.

non-scheduled repairs done on the fleet

• Who should run this– Shop Floor Manager and/or Shop

Superintendent

• How often do I look at this report– Monthly

326 Scheduled vs. Non-Scheduled Repairs

326 Parameters

326 Scheduled vs. Non-Scheduled Repairs

326 Scheduled vs. Non-Scheduled Repairs

326 Scheduled vs. Non-Scheduled Repairs

• Why do I need this report– Monitor how proactive each of your shops are– Shoot for 80% scheduled vs. 20% non-scheduled

• When do I need to run the report– Monthly or quarterly

• Who do I share the results with– All staff– Set achievable goals for each shop and monitor

the progress for each– Share during your all staff meetings

330 Technician Productivity Percentage

• What information does this report produce– Shows both billed labor hours and paid hours– Shows labor cost per Technician– Shows direct and indirect labor– Shows total productivity per Technician

• Who should run the report– Shop Floor Manager and/or Fleet Manager

• How often should I run the report– Monthly and/or yearly

330 Technician Productivity Percentage

330 Parameters

330 Tech. Productivity % With Indirect

330 Tech. Productivity % Without Indirect

330 Technician Productivity Percentage

• Why do I need this report– See the productivity based on working

hours– Run with and without indirect labor– Compare one Technician to another

• When do I need to run the report– Monthly and/or Yearly

• Who do I share the results with– Shop Supervisors

331 Technician Cost to Labor Comparison

• What information does this report produce– Total labor cost vs. paid dollars per

Technician– Measures productivity in dollars

• Who should run the report– Shop Floor Manager and/or Fleet Manager

• How often should I run the report– Monthly and/or Yearly

331 Technician Cost to Labor Comparison

331 Parameters

331 Technician Cost to Labor Comparison

331 Technician Cost to Labor Comparison

• Why do I need this report– Compare the amount of salary you pay

Technicians to the amount of billable work order dollars earned

– Pinpoint need for labor rate adjustments – Measures productivity in dollars– Shows inconsistencies in work billed

• When do I need to run the report– Monthly and/or Yearly

• Who do I share the results with– Shop Supervisors

332 Fleet Availability Summary

• What information does this report produce– Shows the downtime percentage vs.

availability percentage department– Number of hours available to the

department • Who should run this

– Shop Floor Manager and/or Shop Superintendent

• How often do I look at this report– Monthly and/or quarterly

332 Fleet Availability Summary

332 Parameters

332 Fleet Availability Report

332 Fleet Availability Report

• Why do I need this report– To show your customer what good job you’re

doing maintaining their fleet and still providing them with a high percentage of availability

– Helps to determine if your customer is UnderFleeted or possible OverFleeted

• When do I need to run the report– Monthly or quarterly

• Who do I share the results with– Your customers– All your staff

334 TWS Review Report

• What information does this report produce– List of daily activity per Technician for direct

and indirect labor– Shows any time listed as over time– Total break down per Technician– Complete list of repairs per transaction– Amount of time per repair

• Who should run the report– Shop Floor Manager

• How often should I run the report– Weekly and/or monthly

334 TWS Review Report

334 TWS Review Report

334 TWS Review Report

334 TWS Review Report

• Why do I need this report– See the number of billable hours vs.

non-billable hours per Technician– Display daily active per Technician

• When do I need to run the report– Weekly and/or monthly

• Who do I share the results with– Each Technician and Shop Supervisor

406 Equipment Without Fuel Transactions

• What information does this report produce– Possible low usage vehicles– Vehicles with no fuel transactions within

the time frame you selected

• Who should run the report– Shop Floor Manager and/or Fleet Manager

• How often should I run the report– As needed

406 Equipment Without Fuel Transactions

406 Parameters

406 Equipment Without Fuel Transactions

406 Equipment Without Fuel Transactions

• Why do I need this report– To locate vehicles with no fuel transactions– Identify possible under utilized vehicles– Identify inaccurate information found for “Card

Sharers” for fuel usage, MPG, CPM calculations

• When do I need to run the report– Yearly – As needed to find vehicle with no fuel

transactions

• Who do I share the results with– Shop Supervisors and Managers

Reports Information Website

Re Cap

• Plan ahead for the reports by making sure that all codes are completed correctly

• Take the time to run the reports• Set standards and/or goals for your

shop to achieve as a team• Share your reports so everyone knows

what you’re checking and why• Reward your high achievers

Questions?

Thank you for attending

Contact Information

CCG/FASTER – Trust us to be thereAl Steven, MCSE, A+, NET+Technical Support Specialisttoll-free: 800.753.2783fax: 757.625.5114email: al.s@ccgsystems.com

Danny R. Brashear, CEMFleet Servicesdirect:      931.364.3502toll-free:   888.393.4939fax:         757.625.5114email: danny.b@ccgsystems.com