The fleet operation must have a published list of the measures they use to document performance and progress toward objectives. It must also have a review mechanism in place to measure both individual and team productivity for each area of the fleet operation.
Use of Technology & Information
The fleet must have a technology deployment plan that is reviewed and updated annually. The technology may include, but is not limited to, fleet information, diagnostic tools, training aids, communication effectiveness-both internal (within the fleet) and external (vendors, customers, governing agencies)-and effective use of the resources available on the world-wide web.
Generally known as bottom up rather than the top-down model of old, the fleet operation must demonstrate how they encourage the sharing of ideas among all fleet personnel. The operation must also document changes made and performance improvements achieved through the use of collaboration among individuals, as well as different areas of the fleet service delivery processes.
The fleet operation must describe and document how creativity has been encouraged and how new ideas and new technologies have been developed and deployed to address challenges within the operation.
A peak performing operation always finds ways to have fun and to celebrate their successes. The fleet must be able to provide a listing of how often and in what ways they celebrate the successes of their operation.
Evidence of a High Trust Culture
In such a culture, all employees feel confident to contribute and to even disagree. The operation must demonstrate the existence of such a culture by having mechanisms in place that encourage and reward open sharing of information and ideas.
Programs must be in place to both acknowledge and reward (even if only with a certificate or plaque) excellent performance and/or the attainment of preset goals, whether certification or meeting some level of desired performance improvement. These programs must be in place for periodic recognition of both individuals and teams where applicable.
Doing It Right the First Time
There must be a metric in place that is regularly measured and reviewed to determine how often any piece of equipment is returned to the shop for rework or additional repair (i.e., missed in initial repair visit). An aggressive program to minimize trips to the repair facility must be in place.
Quick Efficient Turnaround
Programs must be in place to measure repair turnaround. This turnaround time must be measured accurately, i.e., from initial drop-off until notice of repair completion. In addition, since scheduling of repairs impacts this area significantly, the scheduling process for the fleet operation must be described, as well as documented effectively.
The fleet operation must document and compare their cost of regular repairs with surrounding commercial and public agency fleets and have a program in place that keeps their customers informed of this fact.
A program for ensuring that a/l staff members have individualized plans for continued growth and development must be in place. This plan could include strategies such as regular goal-setting, career pathing, self-evaluation, training hours required/taken, peer and supervisor evaluations, as well as' other viable, documented practices for the ongoing development of skiffs and talents.
A plan must be in place for maximizing the utilization of all resources, including human, capital, and natural. Practices that demonstrate a concern for the environment and the organization's resources must be documented.