PURPOSE

The purpose of this procedure is to define how the company will ensure that vehicles receive a level of routine and preventative maintenance to reduce the likelihood of equipment failure and unscheduled breakdowns.

PROCEDURE

All company supplied, Novated and privately owned vehicles used on company business will be subject to a routine and preventative maintenance regime.

INTRODUCTION

All vehicles require maintenance and despite the many advances in electronic engine management systems, engines still need regular and expert attention.

Regular maintenance and inspection should ensure the optimum operation of the vehicle’s systems, including safety features, and reduce the possibility of unexpected breakdowns and repair costs.

Whether maintenance is performed as part of a leasing arrangement or through a separate contract with a dealer or independent garage, the company is still responsible for ensuring that maintenance is accomplished in a timely and correct manner.

DEVELOPING A PM PROGRAM

A PM program has two major components; a checklist of maintenance actions that need to be performed periodically, and the interval or frequency with which these actions are performed. In normal circumstances the manufacturer’s recommended service activities and frequency is adequate.

The checklist of maintenance actions is influenced from three principal sources: –

1. Manufacturer’s list of recommended maintenance actions. These are to be found in the vehicle operator’s manual, or in the service manual. Typically, the actions to be performed and the frequency with which they should be performed are given.
2. Environmental conditions should also be taken into account. For example, if equipment is to be operated in a very dusty climate, the replacement of air filters and oil changes may be more frequent. Depending on the circumstances, the organisation may wish to extend or modify the manufacturer’s recommended content or frequency of service.
3. Records of unscheduled maintenance (breakdowns) which show which operating systems have been problematic should also be consulted, so that these systems can be included in the checklist.

As with most systems good record keeping is the key to good management and control. The following is an outline for developing and maintaining adequate records.

MAINTENANCE RECORDS

Maintenance records, either manual or computer based, should consist of two parts:

1. Individual Vehicle Records

Individual vehicle records are based on each individual vehicle. It is a chronological listing of all inspections and repairs performed on a particular vehicle. It should include the date, the vehicle’s odometer reading, the repair order number, the cost of the repair, the discrepancy, the cause and the remedy.

There should also be a space on the form to indicate whether the repair was performed as a result of a scheduled PM inspection or if it was unscheduled or emergency maintenance.

2. Vehicle Class Records

Vehicle class records only track unscheduled and emergency maintenance, not by individual vehicles, but by the major operating systems of vehicle fleet taken as a group.

For example, if the company maintains a fleet of passenger and light commercials and experience indicates that the cooling systems on light commercials have always caused problems, the company would then keep a chronological listing entitled “Light Commercials Cooling Systems.”

On this listing, an entry would be made every time any of the light commercials have a cooling system problem, but do not include any other class of vehicle.

The columns for this listing could include the date, odometer reading, vehicle or equipment number, the repair order number, the cost of repair, discrepancy, cause, and remedy.

Again, this listing is only for unscheduled or emergency repairs. Repairs performed as a result of scheduled PM inspections are not recorded on this form.

Separate chronological listings are kept for other major systems that can cause trouble, such as ignition systems, engines, gearboxes etc.

KEY MAINTENANCE CHECKS

The organisation should consider a policy where the drivers of all vehicles adhere to daily, weekly, monthly and half yearly maintenance checks. Regular checks lead to safer driving.

1. Daily check (Recorded by driver/operator)

• Quick visual inspection of vehicle by walk-around, to make sure there is no (new) body damage;
• Visual inspection of tires for obvious under-inflation. Apart from being detrimental to fuel consumption, excessive tire wear will lead to extra expense and possibly to a serious incident;
• Check that all lights are in full working order;
• Check that the windscreen, side and rear screens are clean, with good visibility from external mirrors, and ensure that washer fluid reservoirs are full.

2. Weekly Check (Recorded by driver/operator)

• Conscious check of brake performance;
• Quick check for service requirement against time and/or distance travelled;
• Check screen washer levels;
• Oil and water checks under the bonnet (for weekly distance travelled of greater than 1,000 kilometres)
• Perform the ‘10-Minute Walk-Around Inspection’.

3. Monthly Check (Recorded by driver/operator on the appropriate company form and countersigned by the direct manger)

• Physical checks of tire pressures;
• Visual inspection of tires for adequate tread depth and uneven wear;
• Full check of all under-bonnet levels;
• Conscious check that braking runs ‘true’ and does not pull steering to one side;
• Conscious check that the steering runs ‘true’ and does not pull to one side.
• Conscious checks for exhaust leaks (indicated by increasing noise);

4. Half yearly Check (Recorded by driver/operator on the appropriate company form and countersigned by the direct manger)

• Report of body damage and paint condition;
• Internal damage, wear and tear;
• Physical checks of tire wear and pressures;
• Full check of all under-bonnet levels;
• Conscious checks for exhaust leaks (indicated by increasing noise);
• Conscious check that the steering runs ‘true’ and that brakes do not pull to one side.

• Conscious checks for exhaust leaks (indicated by increasing noise);

Such an approach reinforces the message that care and maintenance of the vehicle is important to the organisation, and that management are taking a direct interest in the substantial investment the organisation has in its fleet.

VEHICLE REPLACEMENT ANALYSIS

Sooner or later the vehicle we use will require replacement. Equipment replacement analysis needs to be performed from the records accumulated.

As part of the acquisition analysis, the performance records from each make and model should be reviewed and analysed. Problem models should be evaluated and the actual cost experienced should be included in the whole of life costing analysis.  Downtime, lost productivity and the cost of alternative transport can be substantial and should not be ignored.

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