1. Reports Managers Can Run To Maintain Productivity & Competitiveness Presented By: Al Steven & Danny Brashear 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. 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. 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. 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. 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. 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. 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. 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 Parts 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. 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 Parts 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 –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 –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, thats 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 –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. Why do I need this report –Monitor your PM program –Youre 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? –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

99. 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. 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. Why do I need this report –To show your customer what good job youre 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

120. 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. 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 youre checking and why Reward your high achievers

128. Questions? Thank you for attending

129. Contact Information CCG/FASTER – Trust us to be there Al Steven, MCSE, A+, NET+ Technical Support Specialist toll-free: 800.753.2783 fax: 757.625.5114 email: al.s@ccgsystems.comal.s@ccgsystems.com Danny R. Brashear, CEM Fleet Services direct: 931.364.3502 toll-free: 888.393.4939 fax: 757.625.5114 email: danny.b@ccgsystems.com danny.b@ccgsystems.com