1. Reports Managers Can Run To Maintain Productivity & Competitiveness
Presented By:
Al Steven
& Danny Brashear

2. 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

3. 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

4. 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)

5. 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

6. 113 Equipment Usage Report

7. 113 Parameters

8. 113 Equipment Usage Report

9. 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

10. 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

11. 609 Troubleshooting Report

12. 609 Parameters

13. 609 Troubleshooting Report

14. 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

15. 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

16. 119 Parent/Child Relationship Report

17. 119 Parameters

18. 119 Parent/Child Relationship Report

19. 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

20. 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

21. 125 Equipment Cost Exception Report

22. 125 Parameters

23. 125 Equipment Cost Exception Report

24. 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

25. 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

26. 130 Mileage Exception Report

27. 130 Parameters

28. 130 Mileage Exception Report / Error

29. Set Up The EEP Codes

30. 130 Mileage Exception Report

31. 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

32. 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

33. 131 Equipment Without PM Information

34. 131 Parameters

35. 131 Equipment Without PM Information

36. 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

37. 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

38. 205 Orders Not Received Report

39. 205 Parameters

40. 205 Orders Not Received Report

41. 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

42. 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

43. 229 Parts Inventory Turns Report

44. 229 Parameters

45. 229 Parts Inventory Turns Report

46. 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

47. 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

48. 301 Technician Accountability

49. 301S Parameters

50. 301S Technician Accountability

51. 301 Technician Accountability

52. 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

53. 304 Deferred Repairs What are deferred repairs How do I manage them
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

54. 304 Deferred Maintenance Report

55. 304 Parameters

56. 304 Deferred Maintenance Report

57. Shop Floor Manager

58. SFM Note

59. 304 Deferred Maintenance Why do we need this report When do we run it
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

60. 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

61. 309 Downtime Report

62. 309 Parameters

63. 309 Downtime Report

64. 309 Downtime Summary Report

65. 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

66. 311 Active Work Orders Why Active Work Orders Who should track these
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

67. 311 Active Work Orders By Shop

68. 311 Parameters

69. 311 Active Work Orders By Shop

70. Open Work Orders

71. WO Search Results

72. 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

73. 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

74. 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

75. 314 Possible Comeback Report

76. 314 Parameter

77. 314 Possible Comeback Report

78. 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

79. 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

80. 315 PM Labor Percentage Report

81. 315 Parameters

82. 315 PM Labor Percentage Report

83. 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

84. 318 Technician Efficiency Report

85. 318 Parameters

86. 318 Technician Efficiency Report

87. How To Set Up Your RLS Codes

88. Set Your RLS Codes

89. Where To Start How do I start? Where 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

90. 321 Average Repair Time & Cost

91. 321 Parameters

92. 321 Average Repair Time & Cost

93. 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

94. 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

95. 326 Scheduled vs. Non-Scheduled Repairs

96. 326 Parameters

97. 326 Scheduled vs. Non-Scheduled Repairs

98. 326 Scheduled vs. Non-Scheduled Repairs

99. 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

100. 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

101. 330 Technician Productivity Percentage

102. 330 Parameters

103. 330 Tech. Productivity % With Indirect

104. 330 Tech. Productivity % Without Indirect

105. 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

106. 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

107. 331 Technician Cost to Labor Comparison

108. 331 Parameters

109. 331 Technician Cost to Labor Comparison

110. 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

111. 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

112. 332 Fleet Availability Summary

113. 332 Parameters

114. 332 Fleet Availability Report

115. 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

116. 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

117. 334 TWS Review Report

118. 334 TWS Review Report

119. 334 TWS Review Report

120. 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

121. 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

122. 406 Equipment Without Fuel Transactions

123. 406 Parameters

124. 406 Equipment Without Fuel Transactions

125. 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

126. Reports Information Website

127. 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

128. Thank you for attending
Questions?
Thank you for attending

129. CCG/FASTER – Trust us to be there
Contact Information
CCG/FASTER – Trust us to be there
Al Steven, MCSE, A+, NET+
Technical Support Specialist
toll-free:
fax:
Danny R. Brashear, CEM
Fleet Services
direct:     
toll-free:  
fax: