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DECISION REPORTING

DECISION REPORTING. Presented By: Mark Jerome & Danny Brashear. House Cleaning Rules. Restrooms are located on the 2nd floor by the elevators and the stairs. 15-minute break around 10:30 Please silence all cell phones

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DECISION REPORTING

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  1. DECISION REPORTING Presented By: Mark Jerome & Danny Brashear

  2. House Cleaning Rules • Restrooms are located on the 2nd floor by the elevators and the stairs. • 15-minute break around 10:30 • Please silence all cell phones • Turn in your comments cards. You can leave them here or you can put them in the box located in the Cyber Café.

  3. What Are We Going To Cover • Standard Reports • Plan Ahead • Add Time On Your Calendar • Share The Results • Set Your Standard • Raise The Bar

  4. Do you use the FASTER reports? • Do you use the reports to monitor your processes? If not why? • Does everyone have the newest RRXI Version 2.1.1.5? • 117 Standard & 8 Motor Pool • Why do I need to use the reports? • What do you do with the reports? • How do you share the results?

  5. Question? • In what areas are you measuring your success as a fleet organization? • What performance measures are required by your superiors? • How do you advertise the benefits you provide for your customers? • How do you measure day-to-day performance? • How do you predict/project for the future? • What are you doing to protect your organization from privatization/managed competition?

  6. REPORT RUNNER

  7. PARAMETERS

  8. SELECTING VALUES

  9. Which Equipment Reports? • Equipment Reports • 109 Equipment Replacement Report (15-points) • 111 Equipment Replacement By Date • 113 Equipment Usage • 130 Mileage Exception • 332 Fleet Availability

  10. 109 Equipment Replacement • What information does this report produce • List of equipment due to be replaced on or before replacement date. • Uses the 15-point system • Points are accrued by: • Age – 5-points • Meter – 5-points • Maintenance Cost LTD Up to 10-points • Who should run the report • Fleet Manager • How often should I run the report • Yearly

  11. 109 Equipment Replacement

  12. 111 Equipment Replacement • What information does this report produce • List of equipment due to be replaced within the specified date range. • Does not use the full 15-point system • Replacement date is determined by: • In service date + Life Expectancy In Months • Who should run the report • Fleet Manager • How often should I run the report • Yearly

  13. 111 Equipment Replacement

  14. 113 Equipment Usage Report

  15. 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 • Adjust replacement schedule • Are you UnderFleeted or OverFleeted • 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 vehicles around to even out their usage

  16. 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

  17. Set Up The EEP Code First

  18. 130 Mileage Exception Report

  19. 332 Fleet Availability Report • Why do I need this report • Share results with your customer • Show them the high percentage of availability • 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

  20. 332 Fleet Availability Report

  21. Which Technician Reports? Technician Reports • 301 Technician Accountability • 318 Technician Efficiency • 321 Average Repair Time & Cost • 330 Technician Productivity % • 334 TWS Review

  22. 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. hours available • Who should run the report • Shop Floor Manager • How often should I run the report • Weekly and/or monthly

  23. 301 Technician Accountability

  24. 301 Technician Accountability

  25. 301 Technician 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

  26. 318 Technician Efficiency Report

  27. 318 Technician Efficiency Report • 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

  28. 321 Average Repair Time & Cost

  29. How To Set Up Your RLS Codes

  30. Set Your RLS Codes

  31. 318 Technician Efficiency Report

  32. 318 Technician Efficiency Report • What information does this report produce • Maintain consistent standards of performance for technicians • Indentify possible problems where work is done above or below the time or dollar standards • Indentify need for training for certain repairs • When to run the report • Run this report yearly to compare your Technicians with each other

  33. 330 Technician Productivity % Report • 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 yearly

  34. 330 Technician Productivity % Report

  35. 330 Technician Productivity % Report

  36. 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 and/or Supervisors • Technicians to see their weekly progress • How often should I run the report • Weekly and/or monthly

  37. 334 TWS Review Report

  38. 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 • Quickly find missing time for each Technician • When do I need to run the report • Weekly and/or monthly • You need to pinpoint missing time frames

  39. Which Work Order Reports? • Work Order Reports • 304 Deferred Maintenance • 309 Downtime • 311 Active Work Orders • 314 Possible Comeback

  40. 304 Deferred Maintenance • What are deferred repairs • Outstanding repairs or issues for an asset • Sticky note or reminder • Service repair 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

  41. 304 Deferred Maintenance

  42. Shop Floor Manager

  43. 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

  44. 309 Downtime Summary Report

  45. 309 Downtime Report

  46. 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 • 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

  47. 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

  48. 311 Active Work Orders

  49. 314 Possible Comeback • 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

  50. 314 Possible Comeback

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