Excellence in Corporate/Private Fleet or Mobility Management
Stonebrooke Equipment, Inc.
Casket Distribution has recognized a significant change within the funeral home industry, from fixed-route delivery to deliveries on demand. Reducing employee injuries through a method that’s reliable, safe, efficient, and easy to drive was Jerry Holman’s goal. He designed a patented solution which streamlines casket delivery, accommodates volume requirements, increases reliability, reduces work-related injuries and worker’s compensation claims, and avoids additional costs associated with utilizing vehicles that exceed 10,000 GVWR.
Steve Larsen and Ohio Farmers Insurance Group have emphasized renewable fuel alternatives and is also engaged in projects utilizing emerging battery-electric class-8 vehicle technology including yard tractors and over the road vehicles, as well as providing feedback and collaboration on relevant topics. In 2019, they made a switch to “ultra-clean diesel” in California, purchasing over 900,000 gallons. In a single year, this use of renewable fuel in California resulted in a greenhouse gas reduction of over 5,400 metric tons of CO2, the equivalent of over 13 million miles driven by an average passenger vehicle. The implementation into their California market is trendsetting the transportation industry for long-term environmental benefits. The fuel is less expensive than traditional petroleum diesel, so every gallon purchased is money saved for the business.
Vendor Manager, Business Analyst, General Services
Ohio Farmers Insurance Group
Like many of today’s fleet professionals, Chris Schaefer wears multiple hats. In addition to his current role as Vendor Manager at Westfield Insurance, which he has held for 5 years, he also serves as the Travel Leader, a Business Analyst, and Project Manager in Westfield’s home office. As the company’s fleet leader, he manages 300 vehicles in 38 states. In 2019, Chris led a large vehicle cycling initiative that resulted in a year-over-year maintenance cost reduction of 42% and a cost per mile decrease of $0.02. He has also improved the overall financial health of the fleet by diversifying it to include vehicles with dramatically higher resale, best in class safety innovations that reduced accident claims, and all-wheel drive sedans to drive productivity in all weather. By making these changes he drove remarketing returns that were 33% higher than previous modeling efforts. In addition to his efforts for 2019, Chris brings a high level of expertise to his role every day. Prior to his current roles at Westfield Insurance, Chris served on the Knowledge Management team, as a Relationship Manager, Problem Center Manager and as a Business Systems Analyst, at PHH Corporation. Along with 13 years as a service director in retail facilities, Chris has amassed more than 20 years working in automotive related fields.
Excellence in Public Fleet or
Fleet Manager, Central Fleet Management
City of Chesapeake, Chesapeake, VA
George Hrichak championed a vision of a clean and environmentally friendly solidwaste fleet for twelve years before finally getting the approval of City staff and City Council. The transition to CNG has saved taxpayers hundreds of thousands of dollars in maintenance and fuel costs. George also converted fleet vehicles to run on propane and worked with the Clean Cities Coalition and the U.S. Navy to move a 10,000-gallon E85 storage tank and dispenser the Navy was eliminating to a fuel site to dispense E85 to the city’s fleet at a fraction of the cost of a new setup. The City purchased an oil analysis machine and, through this, extended the oil change interval from 10,000 to 15,000 miles on the light fleet. The heavy diesel fleet had oil change intervals doubled or tripled. Shop savings from this initiative were over $49,000 in 2019.
George was selected for a team tasked with recommending a path for the city to take to improve its overall performance. As a result, the city recently hired its first Performance Improvement Officer and just graduated the first Lean Six Sigma Greenbelt class, which included two garage employees.
Fleet Management Director
Denver Dot and Infrastructure, Fleet Management Division
Brad Salazar manages a fleet of more than 2,400 units and 7 maintenance locations with an operating budget of more than $16 million including fuel cost. Brad’s operational goals for fleet is to provide 95% or better fleet availability rates for all units with the following metrics:
- 70% of repairs will be completed within one day
- 90% of repairs will be completed within three days
- 10% of repairs to be targeted for over three days
Salazar and his team are working to minimize fleet-related environmental impacts, making alternative-fuel vehicles a priority. Within the last eight years, his shared goal with the City and County of Denver has been to reduce greenhouse gas emissions by 80% by 2050 with the use of telematics and upgraded electric vehicle charging infrastructure. The addition of 119 electric vehicles will be supported by 28 new Level 2 charging stations. Telematics-powered route optimization has helped reduce fleet CO2 emissions by 2.7% per year on a miles-traveled basis. The shop has saved an estimated 76,000 quarts of motor oil by using onsite testing to extend drain intervals for heavy-duty vehicles.
Bradley J. Smith
Fleet Maintenance Supervisor
Poudre Fire Authority, Fort Collins, CO
Bradley Smith observed and documented all the fleet management principles that were missing, collecting decision-making data and processes that saved the organization more than 2.5 million dollars.
The fleet was operating with no fleet management software but then selected a provider and built the database from the ground up. Shop technicians were on the software. The result was going from 82% PM currency to 97% PM currency over one year. Technician efficiency improved from 34% to 87% after coaching and training from the new fleet manager. Cost-per-mile started at $.96 over a three-year average and were able to bring it down $.14 to $.82 per mile. The data-driven analysis determined that the life of not only apparatus, but also smaller staff vehicles could be increased, resulting in a 1m dollar swing in the budget for the next 3 years. Through careful sourcing, parts/supplies pricing resulted in a $25,653 savings in the first year of an O&M budget of $1.5m.