How Scott County Improved their Preventive Maintenance Compliance Through FleetFocus Notifications
Company Size
1,000+
Region
- America
Country
- United States
Product
- FleetFocus
Tech Stack
- AssetWorks Academy
- MAXQueue
Implementation Scale
- Enterprise-wide Deployment
Impact Metrics
- Cost Savings
- Productivity Improvements
Technology Category
- Functional Applications - Fleet Management Systems (FMS)
Applicable Industries
- Cities & Municipalities
- National Security & Defense
Applicable Functions
- Logistics & Transportation
- Maintenance
Use Cases
- Fleet Management
- Predictive Maintenance
Services
- System Integration
- Training
About The Customer
Scott County is a county in the U.S. state of Minnesota. The county is home to several departments including the Highway Maintenance and the Sheriff’s Departments. The Sheriff’s Department operates a fleet of 25 squad sheriff cars, 5-6 of which run 24 hours a day, 7 days a week. Each vehicle racks up approximately 200-350 miles a day. The Highway Maintenance Department also operates a fleet of trucks that regularly travel to multiple locations. The county uses a fleet management system called FleetFocus to manage their fleet and track preventive maintenance compliance (PMC). However, in 2016, they faced a significant problem with their PMC reporting for all equipment in the County, which was very low. The two departments that were significantly lower in PMC and were skewing the numbers downward were the Highway Maintenance and the Sheriff’s Departments, averaging about 15%-20% on time compliance.
The Challenge
In 2016, Scott County, Minnesota faced a significant problem with their Preventive Maintenance Compliance (PMC) reporting for all equipment in the County, which was very low. The two departments that were significantly lower in PMC and were skewing the numbers downward were the Highway Maintenance and the Sheriff’s Departments, averaging about 15%-20% on time compliance. The Sheriff’s Department had unique assets to track, including 25 squad sheriff cars, 5-6 of which run 24 hours a day, 7 days a week. Each vehicle racks up approximately 200-350 miles a day. The first challenge was that their equipment class for preventive maintenance (PM) purposes was due at the 400 mile mark. Due to the vehicles’ high daily mileage, they realized that even a day and a half without stopping in the shop could leave that vehicle out of compliance already. The second challenge was a communication gap between the Sheriff’s Department and its maintenance shops. As PM would come due, the shop technician or parts manager would send an email notice to the driver of the vehicle, essentially saying, “Let’s get the PM scheduled.” As one can imagine, drivers in the Sheriff’s Department are very busy with cases, off-hour shifts and other procedural work, which sometimes led to delayed responses to the PM emails. Based on their established PMC mark, these vehicles would end up violating the PMC during the gaps in communication.
The Solution
Scott County decided to implement changes to their fleet management system to improve their PMC. They first adjusted the mileage mark for preventive maintenance (PM) purposes from 400 miles to 1000 miles. This gave the drivers a significant amount of extra time to schedule their shop appointments and gave the shop technicians more time to work on their everyday tasks with the reduced amount of PM scheduling emails to send out. Scott County also fully implemented the FleetFocus Notifications tool for the Highway Maintenance and Sheriff’s Departments. The alerts would notify the driver that it estimated their PM would be due in the next 5 days, and it warned them to plan ahead and schedule a maintenance appointment. An additional later email would inform the officer that the PM will be due very soon and that they need to schedule it right away. The earlier they decide to the schedule, the better chance they have of getting the best time and date for them. Finally, the staff supervisor would approve the time slot so the appointment can be scheduled. For the Highway Maintenance Department, they decided to assign the supervisor as the operator for all of their vehicles so that he would be notified for each vehicle. From there, he would do all the assigning on his own, well in advance of the PM ultimately coming due.
Operational Impact
Quantitative Benefit
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