HomeMy WebLinkAboutCAO-19-019 - Audit and Accountability FundREPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: January 13, 2020
SUBMITTED BY: Corina Tasker, Internal Auditor, (519)741-2200, ext. 7361
PREPARED BY: Corina Tasker, Internal Auditor, (519)741-2200, ext. 7361
WARD (S) INVOLVED: All
DATE OF REPORT:December 20, 2019
REPORT NO.: CAO-19-019
SUBJECT: Audit and Accountability Fund
___________________________________________________________________________
RECOMMENDATION:
For information only.
BACKGROUND:
Through the Audit and AccountabilityFund, the Ontario government offered large municipalities
an opportunity to benefit from provincial funding to conduct service delivery and administrative
expenditure reviews with the goal of finding efficiencies while protecting important front-line
services. Funding recipients were required to use the funding to hire an independent third-party
reviewer to review municipal service delivery expenditures in order to find efficiencies. The third-
party reviewer was required to submit a final report which outlined analysis, findings and
actionable recommendations.
The City of Kitchener was fortunate to receive $220,000 in funding from the Province of Ontario
as part of this initiative.This funding was used to complete two separate reviews which would
not haveotherwise been possibledue to lack of resources. These included a review of fleet
downtime and a review of City facility energy usage.
st
The third-party reports were posted on the City’s website prior to the December 31, 2019
deadline as per the fundingrequirements. This staff report provides a summary and a copy of
those reports.
Note that the views expressed within the accompanying third-party reports(AttachmentsA and
B)are the views of the third-party and do not represent the views of either the Province of Ontario
or the City of Kitchener.
REPORT:
Project Purpose
The purpose of this project wasto take advantage of a provincial funding opportunity through
the Audit and Accountability fund to conduct third-party service delivery, modernization and
expenditure reviews of the City’s fleet repair and maintenance processes and City facility utility
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994for assistance.
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costs. This review helps the City become more efficient and modernizes our service delivery,
while protecting front line jobs.
Project Justification
The fleet repair and maintenance process was chosen for a number of reasons. First, fleet
vehicle and equipment downtime is a recurring complaint from internal user areas which directly
affects the efficiency of front line service delivery to the public. Second, Fleet staff already have
a culture of continuous improvement and welcome this type of review. Third, Fleet tracks a large
amount of data which isimportant to this review.
The City facility utility costreview was chosen because this waswork that wasplanned and
important but for which no current budget exists to conduct the audits. Considerable financial
savings can be realized through reduction to operating costs and this comprehensive study
allowsthe City to strategically prioritize modernization projects based on return on investment,
which would be built into capital planning and renewals.
Fleet Downtime
Service Background
Several divisions rely on the City’s fleet of vehicles and equipment in order to perform their daily
work, including Roads andTraffic, Parks andCemeteries, Gas andWater, Sanitary and
Stormwater and Facilities Management as the primary users. If a vehicle or piece of equipment
is out of service for repair or maintenance it impacts the efficiency of service delivery in these
areas. Fleet downtime has been a recurring complaint from users.
Review Objective
The objective of the fleet review wasto examine the Fleet division repair and maintenance
processes, the impacts of operational utilization/planning, materials supply through the
Procurement division, administrative processes and facility requirements. All of these factors
impact downtime and prioritization of fleet response. The goal is to minimize the time vehicles
or equipment are out of service, leading to more efficient front line services and added staff
capacity in Fleet.
Summary of Estimated Benefits
Leading Edge Group was contracted to conduct a Lean process review of Fleet maintenance
andrepair processes. Their report is includedin AttachmentA.
The American Public Works Association (APWA) identifies fleet availability and uptime as a key
measure of the success of a fleet management program with a generally accepted benchmark
of 95% or better. The City of Kitchener’s current state uptime is an average availability of 96.46%,
resulting in an average downtime of 3.54%. With a current purchase value of the City fleet of
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$53,727,610 this downtime results in $1,901,950 in fleet asset value being out of service at any
given time.
If the recommendations within AttachmentA are implemented it is estimated that there would be
a 10% improvement in downtimewhich translates intoan increase in fleet asset valueavailability
of $190,195 daily and annual fleet operator productivity savings of 3,792 hours. Increased fleet
availability and operator productivity means that more front line service is delivered.
Next Steps:
Numerous recommendations are already being worked onas referenced in Appendix 3 of the
third-party report. The remaining recommendations will be prioritized by management for longer
term implementation. Many of thesetie into larger communication themes, require support from
areas such as Technology Information Services, and will take time and effort from multiple areas.
Some of the recommendations may also include further process and policy reviews that would
also require significant effort toimplement.
.
City Facility Utility Costs
Service Background
The City of Kitchener is an energy intensive operation. In 2018, the city spent $9.4M in energy
consumption costs on electricity, natural gas, diesel, gasoline, propane, water and sanitary.
The City of Kitchener has a combined footprint of1,832,788square feet of facilities.The City
has both traditional and innovative heating, venting and cooling (HVAC) and water systems,
including geothermal, solar, and rainwater harvesting. The scale of operations presents
significant opportunity to reduce municipal operating expenses and carbon emissions through
replacements, retrofits, and upgrades that promote conservation, efficiency and innovation.
Review Objective
The objective of the City facilityutility costs review wasto provide a comprehensive, in-depth
American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE) level II
audit across 35 main (existing) buildings, including both administrative and community-based
facilities, to reduce energy costs andgreenhouse gas emissions through conservation, efficiency
and innovation measures with a focus on projects that have less than a 10 year payback.
Summary of Estimated Benefits
WalterFedy was contracted to complete ASHRAE level II Energy Audits at 35 City of Kitchener
facilities. Their report is includedin AttachmentB.
Ifthe recommendations within Attachment B are implementedat a total capital cost of $22.9M it
is estimated that the following savings could be achieved:
Annual Electricity Savings \[kWh\] 10,792,593
Annual Natural Gas Savings \[m3\] 1,394,076
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Annual Water Savings \[m3\] 62,426
Utility Cost Savings \[$\] 2,385,688
eCO2 Savings \[tonnes\] 3,186
Next Steps:
Staff will review the recommendations, including the “top project” list which highlights a subset
of the recommendations which meet at least two of the following criteria:
The simple payback is less than12 years
The utility savings are greater than$1,000
The GHG (green house gas) reduction is greater than5 tonnes
An implementation plan will then be created which is dependent on the level of Corporate
Climate Action Plan (CORCap) and/or facilities management funding that is approved by Council
during budget deliberations.
ALIGNMENT WITH CITY OF KITCHENER STRATEGICPLAN:
This report supports the achievement of the city’s strategic vision through the delivery of core
service.
FINANCIAL IMPLICATIONS:
There are no financial implications related to this report.
COMMUNITY ENGAGEMENT:
INFORM – This report has been posted to the city’s website with the agenda in advance of the
council / committee meeting.
ACKNOWLEDGED BY: Dan Chapman, CAO
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City of Kitchener
Fleet Downtime
Lean Review
City of Kitchener
Prepared by Leading Edge Group
12/18/2019
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Table of Contents
Table of Contents ................................................................................. 1
1. Executive Summary ...................................................................... 2
2. Client Requirements ..................................................................... 3
3. Sources of Information ................................................................. 4
4. Introducing Lean and Process Improvement Methodology ........... 5
5. Background and Context .............................................................. 7
6. Approach Taken ......................................................................... 10
7. Challenges Encountered ............................................................. 24
8. Analysis and Recommendations ................................................. 25
9. Future Challenges and Opportunities ......................................... 31
10. Appendices ................................................................................. 32
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1.Executive Summary
Leading Edge Group (LEG) was engaged by the City of Kitchener (the City) to conduct
a Lean service delivery review of the Fleet vehicle and equipment repair and
maintenance processes. The review focused on examining how key processes are
currently operating with a view to ensuring that processes can be efficient and
effective as well as enhance internal and external customer satisfaction.
Methods of analysis included interviews with individuals and teams, walk throughs of
work areas, analysis of existing Fleet Downtime data and the Lean process
improvement technique of value stream mapping (VSM).
Findings included a lack of proper accountability for scheduling preventative
maintenance and limited systematic visibility to the parts acquisition cycle, have led
to these areas becoming key drivers of downtime. There are also significant gaps in
communication between the various stakeholders including Fleet Mechanical, User
Groups and Parts Supply.
The system for delivering and managing fleet maintenance and repairs is largely
paper-based and supported by IT systems that do not have the functionality required
to ensure comprehensive fleet management.
Recommendations include reducing the delays through maintaining an up-to-date list
of appropriate contact individuals for each vehicle, automating notifications of status
change during the vehicle repair/maintenance cycle and delivering training to
enhance user accountability for proactively scheduling maintenance.
Technology needs to be leveraged to provide parts and components information to
Fleet technicians, supervisors and stockroom attendants in an efficient and user-
friendly manner. This would replace the fragmented way in which data is currently
captured in Excel, Flint (fleet management system) and SAP.
Service level agreements between the fleet mechanical division and fleet users need
to be recommunicated, as information shared is being inconsistently relayed to user
group supervisors and their frontline staff.
A formal mechanism for monitoring the performance of external vendors needs to be
implemented including corrective action when there are deficiencies in either quality
or delivery.
Processes undertaken by the fleet mechanical and parts supply teams with respect to
identifying and sourcing the appropriate parts or accessories rely heavily on user
experience and institutional knowledge. There needs to be adequate documentation
to support the volume and variety of parts being managed. An improved system will
enable the fleet mechanical and parts divisions to continue to deliver valuable service
in a more streamlined and efficient manner with improved customer satisfaction.
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2.Client Requirements
Fleet management within the scope of this engagement covers a range of services
including performing scheduled preventative maintenance, outfitting vehicles for
changes in seasonal activities and doing repairs. The acquisition of new vehicles was
not within this scope.
A robust fleet management system allows the organization to maintain the fleet
efficiently and effectively, thereby reducing costs, minimizing risks and ensuring
compliance with regulatory obligations.
The City of Kitchener commissioned Leading Edge Group to undertake a review of the
current processes and functions carried out by the fleet management division with a
view to identify opportunities for improving and streamlining current processes. The
review process examined the key services offered to customers by the fleet
management team so as to allow for a more transparent view of the current state.
If a vehicle or piece of equipment is out of service for repair or maintenance, it impacts
service delivery for the specific area. Fleet downtime has been a recurring complaint
from users. This review has focused on the repairs and maintenance processes that
impact the various user groups.
The Lean technique of Value Stream Mapping was deployed to review current
processes used between the fleet management team and its internal customers and
allows all parties to see the end-to-end processes that are currently used to manage
fleet across the City of Kitchener.
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3.Sources of Information
The process was informed by some of the key staff at the City of Kitchener including
the Director of Fleet, Manager of Fleet Mechanical, Manager of Fleet Planning,
Director of Procurement, Manager of Service Coordination & Improvement and
Supervisor of Materials Management.
In addition to this input, process information was received from managers and
supervisors among the following user groups: Infrastructure Services-Fleet, Financial
Services-Procurement, Community Services-Sport, Infrastructure Services-Roads &
Traffic, Infrastructure Services Gas and Water Utilities, Infrastructure Services-Parks
& Cemeteries, Infrastructure Services Sanitary & Stormwater Utility, Infrastructure
Services Facilities Management. Frontline staff from the stockroom, fleet mechanical
and users of the pieces of equipment and vehicles from the previously mentioned
areas were involved in the Lean Value Stream Mapping events.
Data for analysis of the downtime and stock purchase activity was provided by the
Fleet Planning and Materials Management (Stores) divisions respectively.
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4.Introducing Lean and Process Improvement
Methodology
Lean is a systematic approach to identifying and eliminating wasteful activities in a
process through continuous improvement. The key focus of Lean Thinking is
identifying the value of any given process by distinguishing value-added steps from
non-value-added steps and eliminating waste so that, eventually, every step adds
value to that process. This is achieved by enabling the flow of a product or service at
the pull of the customer, so that the se
needs.
The term 'Lean' is applied to a process because a Lean process utilizes:
Less operational space
Fewer financial resources
Fewer materials and services
Less time to deliver a service to its customers
Lean Thinking is not a manufacturing strategy or a cost-reduction program, but a
philosophy that can be applied to a variety of organizations. This is because it is
focused on processes. All organizations are made up of a series of processes, sets of
activities or steps intended to create value for people who are dependent on them,
namely customers and colleagues.
Lean Thinking is based around the application of a number of tools and strategies
aimed at streamlining all aspects of a process. These tools are intended to reduce
unnecessary labour, space, capital, materials, equipment and time involved in the
delivery of appropriate services to customers.
Using the principles and tools associated with Lean Thinking to reduce and eliminate
waste enables organizations to increase their quality of service and become more
competitive. It enables them to:
Operate more quickly and efficiently at lower costs
Become more responsive to the needs of customers
Focus on quality
Increase service levels
This helps organizations to ensure their employees experience increased job
satisfaction and their customers receive the best possible service.
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During a Lean review, all processes can be examined with a view to finding waste
across eight common sources.
Waste Definition
Defects These are process outputs that need
to be corrected through rework.
Over-production Producing more information than the
customer needs in order to manage
the next step in the process or
producing something before it is
actually required.
Waiting Wasted time waiting for the next step
in the process to occur.
Non-utilized skills Staff performing functions that are
better suited to other grades of staff.
Transportation Unnecessary movement of inventory,
materials, equipment, supplies and
products.
Inventory Keeping excessive inventory and
products that are not being
processed which ties up money and
reduces available space.
Movement Unnecessary movement of staff
members in order to complete their
daily work activities.
Excessive processing Excessive processing work that is not
required by the customer and adds
no value but consumes resources.
Table 1: The eight wastes
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5.Background and Context
their daily work, including Roads & Traffic, Parks & Cemeteries, Gas & Water, Sanitary
& Stormwater and Facilities Management as the primary users. A wide range of
vehicles and equipment used by these divisions are routinely serviced and repaired by
the fleet mechanical team. The number of days that vehicles are out of service for
repairs has been an ongoing concern for the various user groups.
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Figure 1: Average days vehicle/equipment is out of service January to September 2019
1
(Downtime calculations at the City of Kitchener do not include work that is completed during
The vehicles and equipment used vary greatly in size and complexity. They range from
handheld pieces of equipment all the way up to crew cab pickups, dump trucks, Vactor
trucks for sewer cleaning or specialized equipment for maintaining the ice in the
arena. This variability in what needs to be serviced or repaired creates the need for
mechanical staff to have a broad range of expertise. The operating model is for service
and repairs to be done by an in-house team with outsourcing being done on an
exception basis where the internal team does not have the capacity or expertise to
handle a particular job.
Some divisions have a seasonal component and are busiest at certain times of the year
for example, snow plows in winter. Yet other services are busiest in terms of fleet
use at other times of the year such as the summer months for example, road repairs.
The fleet division supported by the parts team operates a 24/5 schedule in order to
support the users. The variety of vehicles coupled with the multiple manufactures who
supply them, creates a situation with a proliferation of parts required to keep the fleet
operational.
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The parts team has had a new manager since the start of this year. During his tenure
he has been faced with ongoing challenges in maintaining a full staff complement due
to turnover as well as leaves of absence. The team has been hampered by IT systems
that are incapable of providing some of the fundamental reports required for good
parts inventory management.
On the fleet mechanical side, there have also been staffing issues created by recent
retirements. Concerns have also been raised about the ability to attract top talent at
the current pay rates. There have also been ongoing issues with the ability to schedule
preventative maintenance for some user groups. This has been a challenge as in some
instances failure to do so in a timely manner would render a vehicle inoperable as it
would be out of compliance with Ministry of Transportation regulations.
Most service and repairs are turned around within 2.4 days. The highest contributor
is overdue maintenance, Preventative Maintenance (PM)/ Periodic Mandatory
Commercial Vehicle Inspection (PMCVI) i.e. PM/PMCI averaging over 3 days. Parts
unavailability is the secondary driver of downtime.
Figure 2: Average days out of service by month January - September 2019 by reason code
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Figure 3: Average Days Out of Service January to September 2019 by reason code
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6.Approach Taken
In order to understand the current state of fleet services, it was necessary to
understand that the function of this division is to serve the fleet users and enable them
to carry out their duties safely and efficiently. Understanding the processes that are
common to the fleet management team and the fleet users would be beneficial to
understanding how the fleet mechanical service currently operates.
From information provided by the fleet management team prior to the process
review, it was apparent that there are multiple stakeholders involved in the delivery
of service to the users. Because of their working relationship with the fleet
management team and their heavy reliance on fleet for their operations, a number of
divisions were selected.
Initially, phone interviews were conducted with the managers and/or supervisors of
each division. Key fleet processes were discussed through a series of structured
questions and process concerns were noted.
Division Current State Review Date
Materials Management (Parts) August 28, 2019
Procurement September 9, 2019
Infrastructure Services September 9, 2019
Roads & Traffic September 16, 2019
Sanitary & Stormwater September 17, 2019
Fleet Mechanical September 18, 2019
Gas & Water September 19, 2019
Table 2: Initial interview schedule
After the initial interviews it became apparent that, although the services offered by
the fleet management team were consistent across the user groups, the perceptions
varied with the main concerns arising around the actual vehicle downtime and the
level of communication during the interactions throughout the process.
Internal Perspective/ Parts Fleet Mechanical Interaction
When a technician requires a part in order to complete a job, the technician would
walk over to the parts counter to make a request. In some instances, the technician
has to wait for a stock attendant to become available after the attendant has attended
to other duties. Both the technician and the parts stores attendant would then spend
time together at the computer to identify the correct part needed.
Very often the same part could be described by technicians or stores attendants using
different terminology. The same part could be represented in the system in multiple
ways. This results in difficulty in verifying what is actually needed.
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This lack of consistent data also impacts the ability to manage the parts inventory.
Without consistent data it becomes difficult to determine which parts should be
routinely stocked versus those that should remain as special order items. In addition,
setting the min-max in order to determine appropriate reorder points for stocked
items also becomes challenging.
There has been an ongoing concern about the amount of time being spent at the
stools between the parts attendants and the mechanics. This interaction has been
primarily around a computer screen as both parties attempt to determine exactly
what part or component is required. There has been the perception that while
legitimate work is being done, there is also a risk of undue socializing occurring. It had
been proposed that in order to reduce the amount of non-value-added time, the
stools be removed. However, due to increased staff dissatisfaction they have been left
in place.
There has been inconsistency in adding service level expectations to supplier
contracts. This has made it challenging to manage supplier performance, resulting in
difficulty getting the right parts with the right quality at the right time. In addition,
there is little guidance to the stores attendants on appropriate pricing for parts. In an
effort to be as cost effective for the city as possible, stores attendants will spend time
calling multiple suppliers comparison shopping weighing price versus delivery time.
In exceptional cases, the stores attendants will possess a solid grasp of technical
aspects of fleet, usually they have limited prior experience in this area. This coupled
with limited formal systems documentation, results in it taking an estimated minimum
of 2 years for a newly hired parts attendant to become comfortable in their role and
even longer to gain true mastery and proficiency. Training for the stores staff has been
-the-job observation.
Historically there has a been a lack of role clarity in terms of finding the right part
needed. Some technicians would simply leave a request for parts while others would
stay with the stores attendants and be fully involved in the research. This lack of clarity
and consistency has in some instances led to strained relations between stores and
fleet mechanical. While communication between Stores and Fleet leadership has got
better there is still room for improvement. Typically, communication has been
reactive and an appropriate forum to move into a proactive mode has yet to be
established.
Vendors have in many instances provided limited insight into the status of ordered
parts. Furthermore, the delivery process is not formalized, so there is no trigger for
follow up on parts on order. This results in parts attendants having to chase vendors
for updates in order to respond to queries from the technicians.
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User Group Perspective
Communication breakdowns and lack of understanding of the financial allocation
process has contributed to strained relations between Fleet Mechanical and user
groups. When vehicles are acquired there are standard charges applied based on the
estimated usage of the vehicle. When actual usage does not align with the forecast,
some users are left with the impression that they have been overcharged by Fleet.
In some instances, it was felt that services were being charged back to users well in
excess of prevailing market prices.
Although a lot of data on the performance of the Fleet team is captured, it is not
equally leveraged by all stakeholders. There is an established monthly Fleet-User
Group meeting which is currently being underutilized as a forum for gaining clarity and
improving mutual understanding. From a Fleet perspective there is a lack of
engagement from users. Users in turn raise the concern that engagement is difficult
as the agenda does not address their felt needs.
There are often cross purposes in terms of priorities and accountabilities. Issues such
as reducing idling, improving vehicle handling to reduce unnecessary repairs and
proactively scheduling preventative maintenance have not had the required level of
oversight. Despite large quantities of data, there has been limited traction in getting
corresponding action on issues highlighted. Lack of cleanliness of the vehicles brought
on for service by some users has also contributed to strained relations. In extreme
instances the only remedy has been for the technicians to refuse to service the vehicle.
From the perspective, the length of vehicle downtime has been an ongoing
point of dissatisfaction. The contrasting priorities have resulted in an atmosphere of
blaming in some instances.
Seasonal changeovers, although not formally within the scope of downtime, can
impact the capacity of the Fleet team to deliver service to their user groups. It is
challenging when activities such as mowing and leaf collection overlap with snow
removal. This creates an additional demand on limited resources, as Fleet is tasked
with switching over equipment while also doing regular maintenance and repairs.
Vehicle selection is out of scope for this engagement. However, some users expressed
concerns about the level of input they have in the selection process and decision-
making criteria, as they are the ones who ultimately pay for the acquired vehicles.
Repair/Maintenance Activities
Each operator does a daily pre-trip vehicle inspection and documents any defects
observed on the Daily Vehicle Inspection Report (DVIR) which is completed in
duplicate. Issues arising during operation are noted at the end of the shift. There is
also a formal post trip inspection, although this is not always consistently done. One
copy of the form is provided to the supervisor and then passed onto the Fleet team to
initiate repairs.
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There is a general lack of consensus on the Service Level Agreements (SLA) between
Fleet and users. There are often conflicting views on whether or not the terms are
being adhered to. In many instances, users are not aware of the actual terms and
conditions outlined.
Service delays due to unavailability of parts is an ongoing source of frustration. Some
users feel that for more routinely used parts, they could actually source them faster
themselves than the time it takes following the formal process. Delays are often
perceived by user groups as Fleet not having a sense of urgency, lacking in
accountability or lack of a customer service mindset. While there is general consensus
amongst users that Fleet performs well a high percentage of the time, the exceptional
cases where there is poor performance tend to colour the overall perception of
performance.
Lack of proactive and timely updates on the status of long-outstanding parts serves to
heighten the tensions. In addition, alterations or modifications to vehicles carried out
by the Fleet without consultation with the users have created issues for certain
groups.
There has been an ongoing concern about the timing of preventative maintenance
versus repairs. In some instances, no sooner than a repair is completed, the vehicle is
taken in for scheduled maintenance. From a user perspective it would be beneficial if
both activities could have been done at the time of the repairs. From a Fleet
perspective, the maintenance was not yet due as it is triggered by mileage or elapsed
time. Their goal is to optimize the flow through of all jobs currently underway.
Routine service including oil changes work quite smoothly in this context. However,
repairs do pose a challenge. When a specialized vehicle is down for repairs then an
entire crew is unable to work. On occasions, vehicles are with Fleet Mechanical for the
initial 1-2 days before the determination is made that the repairs cannot be done in-
house. Turnarounds for vehicles could range from a week to a month in some
instances.
There is no dialogue around the need for a replacement vehicle at the time of vehicle
intake. Arrangements for a replacement sometimes get initiated after a crew has been
down for several days. In addition, when repairs are outsourced, the Fleet team loses
control over the process as well as visibility to status. There is user frustration over
lack of updates on the ETA and the fact that they need to call Fleet, who in turn calls
the service provider in order to ascertain status.
The intake process also presents the concern where a user indicates that there is an
issue with a vehicle and the Fleet says that it is not significant and the vehicle is still
operable. This heightens tensions as users feel their input is not valued. There are also
reports of vehicles being taken in on more than one occasion in order for a particular
issue to be resolved.
Specialized vehicles
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It can be difficult to schedule regular maintenance for unique high use equipment due
to busy schedules. Rental of an alternate vehicle could take weeks in some instances.
It is costly and time consuming to take these vehicles to a third-party shop to have
repairs done. There is concern about whose responsibility it is to take the vehicle to
and from the outside location.
Figure 4: Average downtime by vehicle class January to November 2019
Fleet Mechanical
The overall mandate for the Fleet Mechanical team is to maintain vehicles and
equipment so that they are safe and dependable.
Repairs
The repairs process is initiated when a user completes and submits a DVIR report. Fleet
then makes an assessment as to whether or not the defect is major or minor and
initiates next steps. This includes arranging for the vehicle to be brought in, or for third
party towing. A priority is then assigned and the vehicle entered in their queue.
Once priority is assigned then a technician is assigned either based on next available
or someone pulled off a current job if the incoming vehicle is deemed to be a higher
priority. A priority matrix is in place across divisions which takes into account the
critical need for the equipment as well as seasonality. Workflow is managed across
shifts as needed.
Key challenges with the intake process include (a) a lack of clear description from the
user to inform a proper diagnosis of the issue, (b) prioritizing work across various
divisions needs without adequate information on specific events e.g. a full plow, and
(c) balancing staffing issues such as managing vacancies and overtime.
There are service agreements in place between Fleet Mechanical and all divisions,
however, they do not specify downtime. These agreements do address readiness for
each season, such as salters in the winter or backhoes for the summer. Generally, user
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feedback to the division is positive, however downtime as it relates to parts is an
ongoing user concern.
Scheduled Maintenance
Regular maintenance is scheduled through the Flint system. Notifications go out a
month prior to the due date for Ministry of Transportation required maintenance
(PMCVI). Each Monday a report is sent out stating all vehicles due for preventative
maintenance. The data is kept up-to-date to the extent that mileage is accurately
logged each time a vehicle gets fuel. The notification is sent to the designated
recipients in each division, typically supervisors who have vehicle users as direct
reports. It is then up to the supervisor to notify the user and book the maintenance.
In some instances, the email goes to an administrative assistant who then relays the
information.
Some individuals who are the sole users of the vehicles will book the maintenance
themselves. On occasion there is a breakdown in communication so that notification
gets to the user with very little time left to schedule maintenance. There are also
challenges in scheduling repairs and maintenance for vehicles that are taken home by
employees, as these vehicles are the users primary transportation to and from work
sites and the Fleet garage. These vehicles are therefore unavailable for repair or
maintenance during evening and night shifts. The fact that these vehicles are often
only made available for repairs or maintenance during regular scheduled hours of
operation, results in increased downtime.
Vehicles that are parked in the yard are sometimes taken in and maintenance is done
overnight, so as to minimize disruption for the user. When significant defects are
discovered during routine maintenance that need to be repaired, this sometimes
lengthens the downtime, with the user being caught unprepared.
Status of vehicles currently out of service can be obtained in K-Hub. However, this is
reactive after the vehicle has already been out of service and also many users are
unaware of this functionality. While statuses can be checked in the system, there are
no automatic updates sent out. While some user groups are quite collaborative,
others are quite difficult to schedule as they feel they are too busy to bring their
vehicles in.
Ongoing challenges for service delivery by Fleet include increase wait times for parts
as lack of dialogue with user groups despite the existence of the standing Fleet-User
meetings.
Vehicle Operation
Utilization patterns have a significant impact on overall operating costs and directly
correlate to the frequency and cost of repair and maintenance activities. Out of route
trips and unnecessary travel result in unnecessary downtime and operating costs.
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Preventable collision and damage repairs have a direct impact on downtime and
resulted in $254,646.18 or 3.5% of total repair and maintenance costs in 2018.
Downtime for these incidents goes beyond the repair and maintenance related
downtime as there is downtime associated with investigation and reporting activities.
Although significant improvement has been made with respect to driving behaviours
in recent years, aggressive driving behaviours and unnecessary idling result in
increased repair and maintenance requirements which directly relate to downtime.
For example, one hour of idling is equivalent to 53 KM of driving.
Parts (Materials Management)
The stockroom for parts has faced challenges for most of this year due to staff
vacancies which have now recently been filled. The SAP module that they are currently
using is quite limited in terms of the reporting capability and metrics that are needed
to manage the parts inventory. Reports such as fill rates are unavailable as well as
reporting on supplier delivery times from order to fulfilment. The team also manages
a utilities counter managing stocked items such as gloves or salt as well as a receiving
counter. Staff resources have to be managed to cover various stakeholders including
the larger customer base serviced by the utilities counter.
Staff expectations are in some instances loosely defined with lack of clarity on the
handoffs between parts stores and Fleet Mechanical. The priority system for
determining how urgently a particular item is needed is not being consistently used.
Parts that might be ordered but needed for the following season change are not
identified as such. On other occasions after a rush is placed on a part, the user finds
an alternative and what was a priority is no longer deemed as such. However, there
are communication gaps around the change of status. The process for determining the
correct part needed for a particular job has been a time-consuming process involving
both Fleet and stockroom staff. The boundary for the respective roles and
responsibilities has yet to be clearly defined.
Lack of system documentation on the parts leaves subjectivity in determining which is
the correct part. The same part can be entered multiple times in the system with
differing descriptions based on who entered it. The situation is compounded when
vendors make changes to their part numbers without any notification. The stockroom
attendant has to make calls to suppliers in search of the right part. On occasion the
wrong part is ordered which then adds to the delay in the repairs being done. This
occurs approximately 4% - 8% of the time. The difficulty in determining which is the
correct part needed is the most significant challenge facing the stockroom team. For
each item this task can take anywhere from 5 to 45 minutes. This task involves
dialogue with the technician, looking up vehicle repair histories in Flint. It takes a long
time to get a new hire up to speed in the stockroom as a lot of information transfer
relies on memory.
Although special order parts represent only 11% of the value of parts on hand, they
generate 51% of the purchasing activity.
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Purchasing Activity by Stocking Category
Order Type Number of Order Lines
Special order 2,750
Stocked Items 2,618
TOTAL 5,367
Table 3: Fleet purchase orders created year to date October 2019
Inventory Value by Stocking Category
Inventory Class Inventory Value
Non-stock (special order) $ 47,268.59
Stocked Items $ 383,234.65
TOTAL $ 430,503.24
Table 4: Inventory on hand as of October 2019
The process for finding the correct part is quite time consuming. It involves looking up
repair histories in Flint, checking their parts books as well as doing research online.
This is then followed up with phone calls to suppliers. The 70% to 80% of regularly
stocked items are relatively easy to identify the remaining items which are special
order consume the bulk of their time. The situation with parts is compounded by the
fact that despite the time and effort required to obtain non-stock parts, upon receipt
many are not consumed in a timely fashion. Two thirds of the special-order inventory
has been in stock for more than 3 months.
Aging Report
MONTHS
SINCE # OF
ARRIVALPARTSVALUE OF PARTS
0.518$1,938.64
115$8,106.53
1-322$5,277.26
3-630$10,705.60
6-916$6,918.30
9-129$2,892.73
OVER 1 YEAR28$11,429.53
138$47,268.59
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Table 5: Aging of special-order inventory on hand as of October 2019
Having a licensed technician now on the team has to some extent alleviated the
situation. Internal handoffs between stockroom attendants on various shifts is also a
challenge. This knowledge transfer occurs primarily via email. The timelines get
extended as night shift, usually staffed by one individual, has to hand over to one of
two colleagues on the day shift as suppliers are unavailable overnight.
Sometimes the appropriate technician is not informed that the ordered part has
arrived, leading to further delays. Stockroom attendants will call multiple sources in
order to get the best price for a part. The procurement policy requires at least three
quotes for purchases over $15,000. However, the stores attendants do struggle with
finding the right balance between the value of their time, the value of the part and
the amount of effort expended to find a lower price.
Monthly meetings between parts and Fleet do not lead to issue resolution as there is
no alignment on relevant KPIs. While there is reporting on stock turns and inventory
dollars, fill rates are currently unavailable.
Value stream mapping (VSM) workshops
Two value stream mapping (VSM) workshops were convened in order to validate the
input from key process experts and to share learnings across the wider group as to the
challenges currently faced by fleet management.
A value stream is a list of activities in a process that outlines the flow from the
beginning to the end, from the initiation of the service delivery to the final delivery to
the customer (internal or external). A value stream map follows a service or item from
beginning to end, identifies and quantifies value-adding and non-value-adding
activities within the value stream and links all associated material and information
flows.
The VSM process is based on the following:
1.Developing -identified/pre-
selected processes/services to fully understand how things currently operate.
2.Conducting a Lean analysis of the current state to identify opportunities for
improvement.
3.
stakeholder consensus for a more streamlined process or service where
value-adding activities are increased and non-value-adding or wasteful
activities are minimized, while process steps and procedures are standardized
as is practical.
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4.Developing priorities that will allow for a transition from current to future
state and realize and sustain improvement opportunities.
A VSM workshop should involve the people who understand the process best (those
who work with it every day). The team uses paper and pen (flip chart, sticky notes,
markers, brown craft paper, etc.) to map out the process, develop their own current
and future state maps and agree on a plan to realize improvement opportunities.
As well as providing the platform for identifying improvement opportunities, VSM
workshops enable a common language and standard for process improvement, while
participants gain new perspectives and a deeper appreciation of flow issues across
functions and functional areas.
On October 29, 2019 a VSM workshop was conducted involving fleet mechanical and
user groups. A second session was held on November 5, 2019 including the fleet
mechanical and parts team.
In preparation for these sessions, a project orientation and an initial training session
was conducted on October 22, 2019. This was done to provide the participants with a
fuller context for the initiative. They were also provided with an introduction to some
of the fundamental principles of Lean in order to equip them to better participate in
their respective VSM sessions. Following the training, an initial working session with
the parts team only was also conducted. This was done to capitalize on their
availability as well as focus in depth on their specific processes and challenges.
The teams together identified numerous challenges and bottlenecks within the
existing processes as well as opportunities for improvement. Below is a list of
identified issues and solutions proposed by the team that could serve as inspiration
for continuous improvement activities.
VSM 1 Output- Fleet & User Working Group
# ISSUES/ PAIN POINTS POTENTIAL SOLUTIONS
1 Staff does not get notified of status Update existing database
changes or service completion. with supervisor/users
assigned to vehicles.
Create automatic notification
emails.
Develop a user phone app.
Add ETA to Flint
2 Lack of awareness of online status Communication and training
checks. on KHUB in Flint.
3 Preventative maintenance (PM) Select designated supervisors
schedule gives due dates but not who will follow up on
actual dates for service. maintenance for their group.
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4 Some users have difficulty Have point person above
scheduling ahead for PM. contact Fleet to schedule.
5 Replacement vehicles often Create a fleet pool of vehicles
unavailable. as spares for
of vehicles
maintenance/repairs with
check in and out policy like
car rentals.
6 Unreported defects are Reinforce duty to report.
accumulated and discovered
during maintenance resulting in
longer downtimes.
7 Unrealistic user expectations for Notify users of number of
when all of a particular group can days required for each class
have maintenance done. of vehicle or equipment
setting expectations.
8 Maintenance notifications are Send notification to
delayed in delivery resulting in supervisors or users not
short lead times for the work to be admins.
done e.g. < 24 hrs. Select designated supervisors
who will follow up on
maintenance for their group.
9 Vehicles are taken by Fleet for Give third party providers
maintenance and users are better guidance on which
unaware. vehicles in the yard are to be
taken for maintenance.
Online look up screen near
board with keys in case
fleet has the vehicle.
Flag vehicles in system as to
which area owns it.
10 Supervisors are unaware of issues Provide refresher to users on
known to the users. their reporting
responsibilities.
11 Lack of clarity around when to Provide refresher to techs on
repair vs replace small ticket items. policy.
12 Repairs reported in bulk at the Instruct operators to drop off
start of day and not at end of day. DVIR or call in to supervisor
real time.
13 Delay between when a defect is Instruct operators to drop off
noticed and when it is reported. DVIR or call in to supervisor
real time.
14 Difficult for users to deliver vehicle Borrow other operations staff
to offsite shop for repairs. for vehicle shuttling.
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15 Lack of understanding of budget / Book training session.
operational cost recovery.
16 Users unable to access the fluid Review process for tire
distribution system for washer pressure and fluids/user
fluids (air in tires). access to system.
17 Lack of weekend coverage for Develop process for snow
snow events and fleet unaware of loading.
special needs ahead of time. Notification for snow events
for fleet and parts staff
Review of Fleet winter shifts
when operators working
24/7.
18 Complexity of special vehicles. Standardization of fleet
equipment where possible.
19 Unnecessary repairs due to misuse Have supervisors/managers
of vehicles and damage. revisit policies with users.
20 Lack of cleanliness of vehicles no Have supervisors/mangers
set expectations. revisit policies with users.
21 Fleet is burdened with vehicle Have users put on and take
preparation that users did off accessories themselves
historically. instead of Fleet.
22 Vehicles/ equipment have been Create a report of jobs done
repaired but not collected. and not collected or no longer
need to be done.
23 Difficulty in finding status on Greater search functionality
specific vehicles. in KHUB.
Table 6: Issue and solutions developed in by the User Fleet Working Group.
VSM 2 Output- Fleet & Parts Groups
# ISSUES/ PAIN POINTS POTENTIAL SOLUTIONS
1 Inconsistent part names Institute PDI (Pre-Delivery
Vendor/Fleet/Stores. Inspection); IR (Inventory
Request) Form update to
parts division.
Create a new vehicle IR
Form.
Create forms to be used to
notify stockroom when
vehicle no longer in use.
Use parts numbers where
possible.
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2 Vehicle info missing/incorrect in Clean up of system info.
system. Tech provide part number
where possible.
3 PDI info not updated for new Assign a specific
vehicles. responsibility for ongoing
updates of PDI information.
Clean up exiting Flint data.
4 Techs spend too much time at Tech brings actual part,
parts counter. pictures.
Regular maintenance - Tech
places request, then go to
start the job, bring a list.
User training on Flint parts
request function for both
parts and fleet staff.
Add online chat App.
Pre-pick special order parts;
fleet brings over tickets in
advance.
Phone headsets for parts
team.
Techs pick up their own non-
stock parts based on their
tickets leave paperwork
with parts team.
5 Techs not receptive to suggestions Updating meetings with
for complementary parts. fleet/parts frontline staff.
6 Min/Max not updated based on Updating meetings with
usage. fleet/parts frontline staff.
7 Manual paper-based ETA updates. Investigate systems solution
e.g., a data pull from SAP,
Flint.
Implement a dedicated
inventory management
system.
Parts would update from
default 1-day.
8 Manual checks for status of White board or TV Screens
ordered parts done
inconsistently. Long term, investigate
integrated system
functionality.
9 Manual parts receiving process. Automated parts receiving.
(IT Systems)
10 Physical number of parts on the Techs pick up their own non-
stock parts based on their
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tickets leave paperwork
with parts team.
11 Items not scanned out. Training to reinforce use of
gun when picking.
More regular cycle counts.
Correct inventory at time
when last item is taken.
12 Difficult to pull systems data - SAP, Inventory management/
Flint, KPI, fill rates. Reporting System.
13 Chasing Users because PM not Planning/Communication
scheduled. with users to provide
visibility to parts team.
14 Lack of user accountability for PM. Planning/Communication
with users.
15 Gaps in proactive communication Status updates to user with
on critical vehicles.
Add Tech time to parts ETA.
Prioritize 5-10% critical
items.
Add to Flint/K HUB.
16 Contracts create quality issue from Include Fleet & stock with
cheapest suppliers. contracting process.
Formalize component
warranty process.
Table 7: Issue and solutions developed in by the Fleet Parts Working Group.
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7.Challenges Encountered
Any engagement such as this will encounter challenges along the way. Some of the
specific challenges encountered included the following:
Difficulty in quantifying the relative impact of various root causes within the
parts management cycle due to lack of system reporting capability.
Systems limitations included lack of information on fill rates and order
fulfilment cycle times.
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8.Analysis and Recommendations
While the Fleet team does provide a valued service to the various user groups, there
are opportunities to enhance both the actual level of service delivered as well as
overall customer satisfaction. The key areas of focus to achieve these improvements
centre around improving parts delivery, scheduling maintenance and stakeholder
communication and engagement.
With vehicles being out of service for preventative maintenance being the leading
driver of downtime, there are opportunities for greater communication and dialogue
between Fleet and users to bridge this gap. Improved data quality in the system will
also be an enabler in this respect. Assigning appropriate responsibility for the vehicles
as well as emailing the appropriate individuals will reduce the delays in notifications
getting to the correct individual.
While fleet users may have operational constraints that may hinder their ability to
comply with preventative maintenance scheduling at times, the lack of a formal
system of communication and notifications on status changes creates difficulty for all
concerned. In addition, the paper-based system and over-processing results in poor
communication and frustration for both fleet users and fleet management.
Automated updates and proactive status change notifications would be very helpful
in improving compliance and improving cross-functional collaboration.
While email is often the default mode of communication, there are opportunities to
leverage broader communication strategies to enhance user engagement. These
could involve developing shared metrics with user group input to ensure that
information presented at Fleet-User meetings is mutually beneficial for both broad
stakeholder groups at the table. This could also extend to collaboration on the actual
agendas to ensure that relevant issues from both sides are tabled. The Fleet team has
a solid track record of delivering service from a technical perspective, however
providing soft skills training could complement their expertise and lead to broader
stakeholder satisfaction across the user groups.
The stockroom team, while quite conscientious and caring about the value they bring
to the organization, needs to be refocused on the priority of improving parts delivery
times. This involves providing them with a robust IT system with well documented
parts information in order to reduce reliance on memory. This system will also need
to incorporate the tools and reporting required to drive good inventory management
including monitoring vendor performance.
The ability to monitor fill rates and PO turnaround times will be vital for good
inventory management. In addition to systems enhancements, there needs to be
added collaboration with Fleet Mechanical to more quickly identify the correct parts,
including providing pictures or the actual part as well as part numbers where available.
This will enhance efficiency as well as reduce instances of incorrectly ordered parts.
IF2 - 30
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updating items no longer needed.
Also, clearer guidelines on purchasing decisions need to be provided to the stockroom
to minimize the time spent calling around to place orders. Time freed up from placing
special orders can then be reinvested in updating system parameters such as min-max
quantities more reliable and further reduce the time taken for placing orders.
In addition to the broader themes for improvement identified, a number of specific
areas of process wastes are outlined below:
Waste Type Process
Defects Incorrect part being ordered.
Insufficient information given to
accurately diagnose a repair issue.
Over-production Multiple pieces of paper being
handed off throughout the repair
cycle.
Waiting Waiting for DVIR reports to be
turned in.
Waiting for ordered parts to
arrive.
Non-utilized skills Technicians spending time away
from service tasks in order to help
identify parts.
Transportation Fleet tracking down vehicles for
PM as they have not been turned
in on time.
Inventory Items ordered into stock and then
sitting unused for extended
periods of time.
Movement Technicians and stockroom
attendants walking between each
rocess
of identifying parts.
Excessive processing Time spent shopping around for
multiple vendors before placing
parts order.
Multiple handoffs between staff
when PM schedule published.
Table 8: Fleet repair/maintenance process waste examples
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Summary of Recommendations
Parts Stockroom
Fully described parts with associated part numbers in Flint would enable the
technician to place orders ahead of time and arrive at the parts counter to
retrieve them with minimal wait time.
There are opportunities to better leverage the system functionality to place
orders. This would involve validating the min-max settings so that SAP
recommended orders could be placed with minimal manual intervention. This
process would also involve checks and balances for seasonality as parts
consumption in many instances varies widely based on winter and summer
activities.
Fully completed documentation for parts requested by Fleet in the short term
would also help speed the process of obtaining parts.
Formal training for onboarding new parts stores attendants would be
beneficial in enhancing the overall process efficiency.
Pre-ordering items for preventative maintenance would also speed up the
process as these are items that are more routinely used and would be stocked
items rather than special orders. This would allow the technician to retrieve
their parts with minimal waiting.
Implementing vendor scoring with requirements for vendors to proactively
provide status updates on ordered parts would benefit the entire process.
It could be beneficial to institute a formal apprenticeship and certification
program for stockroom attendants, such as the Ontario College of Trades
program or the Red Seal Program offered by the Canadian Council of Directors
of Apprenticeship.
Providing Stores with downtime data by reason code could be very helpful in
order to perform analysis as to which specific parts are leading to additional
downtime.
Fleet - Users
Review weekly maintenance communication (PM & PMCVI Report) that is
emailed to users to ensure accuracy in scheduling and investigate options for
improving content to assist users in planning/scheduling maintenance of
vehicles/equipment with Fleet for required maintenance activities.
Creating an agenda on the standing Fleet-User Group meetings for addressing
and enhance communication and issue resolution.
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Piloting of changes to vehicles in consultation with user groups will not only
improve the successful outcomes but also engage key stakeholders and
enhance dialogue and communication.
The large volume of data being captured by the Fleet Planning team could be
distilled into a specific set of key metrics mutually agreed upon with users. This
could become a tool for enhancing engagement and participation in the
monthly update meetings.
Formalize the intake process including an assessment of the need for a
replacement vehicle at the time of initial assessment as well as timelines for
periodic status updates.
Standardizing process for users to schedule maintenance ahead of time.
Conducting a review of the current Fleet staff complement, including winter
shift coverage, as well as pay structures would be helpful in addressing staffing
issues.
Policies & Practices
In addition to the specific activities listed above, it would be beneficial to review the
current policies and processes in a number of areas. These include:
A review of vehicles taken home should be undertaken to ensure on-call
requirements and operational efficiencies are being realized and downtime
minimized.
Conducting an assessment of route planning and general utilization would be
beneficial to minimizing excess travel and thereby reduce repair and
maintenance requirements.
Continued efforts in driver training and other measures to improve driver
behaviours would help to reduce preventable collision and damage repairs
which negatively impact downtime.
Long-term Recommendations
The current IT systems are fragmented and rely heavily on manual intervention with
information being passed along by paper. Updating databases with supervisor/users
assigned to vehicles would also be a key enabler for improved notifications. In the
longer term, it will be important to invest in systems enhancement and integration to
eliminate most, if not all of the need for paper-based activities. This includes the ability
to initiate repairs and maintenance as well as provide proactive status reports. This
automation would extend to parts ordering, receiving and inventory reporting and
management. A robust integrated system would also be designed to address the
IF2 - 33
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current unmet data needs as well deliver value-added reporting including relevant
KPIs.
While vehicle acquisition was out of scope for this initiative, there is also an
opportunity to evaluate incorporating stockroom, Fleet Mechanical and user feedback
in the procurement decisions. While the immediate cost of vehicle acquisition is a key
parameter, there may be opportunities to contrast this with the cost of complexity
associated with managing a wide range of suppliers and vehicle makes and models.
Managing seasonal changeovers is another out of scope area that could be the subject
of a future initiative.
Short-term Recommendations
Institute PDI (Pre-Delivery Inspection) and IR (Inventory Request) Form update
to parts division.
Assign a specific responsibility for ongoing updates of PDI information.
Implement user training on Flint parts request function for both stockroom
and Fleet staff.
Institute ongoing updating meetings with Fleet/Parts frontline staff.
Initiate KPIs that can be supported by current manual processes with the aid
of spreadsheets.
Deliver communication and training on KHUB in Flint.
Select designated supervisors who will follow up on maintenance for their
group.
Reinstate the priority system for parts orders, including whether the vehicle is
operable or not as well as user needs and priority.
Additional Opportunities for Stockroom Consideration
Alignment on metrics for Fleet and stockroom
Standard descriptions for parts
Eliminate obsolete items
Increased cycle counts
Reinforce process to scan items taken from the shelf
Periodic reviews of stocked parts with Fleet input
Create alerts in Flint from technician to begin parts search
Fleet picks parts themselves from a designated area for non stock parts
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Set flags for off season ordering, so that items do not sit for extended
periods
Set expectations around dealer or aftermarket parts.
Table 9: Opportunities to enhance the Stockroom operations
BENEFIT CALCULATIONS
I.Reducing Time at Parts Counter - Technician Productivity Savings
Category Amount
Time spent daily by Technicians at parts counter 60 min /day
Productivity savings at 25% 15 min/day
Billable Technician days per year 181 days
Annual productivity savings per Technician 45.25 hrs
Number of Technician, Body Repair, and Welders 28
Annual Efficiency Gains 1,267 hrs
Fully Burdened Hourly Labour Rate $136.00
Annual Productivity Savings $172,312
II.Downtime Reduction - Operator Productivity
No. of Vehicles with service delays Jan. to Sep. 2019 1, 580
Annualized no. of vehicles with delays 2,107
Average no. of days out of service 2.28 days
Reduction in downtime by 10% 0.228days
Increased vehicle availability per 8-hour day 1.8 hours
Annual productivity savings 3,792 hours
2
Fully Burdened Hourly Labour Rate $50.00
Annual Productivity Savings $189,600
2
( Actual pay rates may be higher or lower than this estimated rate based on different
pay rates in various operating areas as well as overhead cost recovery practices.)
III.Downtime Reduction Asset Utilization
Fleet Uptime 96.46%
Fleet Downtime 3.54%
Purchase Value of Fleet Assets $53,727,610
Fleet assets out of service at any given time $1,901,950
Reduction in downtime by 10%
Increase in daily Fleet asset availability $190,195
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9.Future Challenges and Opportunities
Specific process issues and challenges were identified through interviews and from
Value Stream Mapping participants. Many of these have been associated with specific
countermeasures to mitigate or eliminate the associated challenges. In order to
implement positive changes and maintain the gains, disciplined project management
best practices will have to be adopted, supported by ongoing monitoring and
oversight from designated process owners.
In addition, there has been a recurring theme centred on the softer issues of culture,
communication and engagement. It has been said that the hard stuff is easy and the
soft stuff is hard. That said, changes to culture can be quite challenging at best and
require commitment and cooperation from all involved. However, the investment of
time and effort required to create a more collaborative and cooperative culture, will
not only reduce the barriers created by functional silos but will also enhance tangible
operational metrics such as downtime.
There is good reason for optimism that the improvement efforts will pay off as there
is a renewed sense of cooperation between the various stakeholder groups. This is
exemplified by a recognition by users that they can do more to help Fleet in order to
help themselves and their willingness to become more actively engaged in the
process.
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10.Appendices
Appendix 1: Fleet Repairs & Maintenance Intake Current State Maps
IF2 - 37
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Appendix 2: Stockroom Stock & Non-stock Parts Current State Maps
IF2 - 38
33
Appendix 3: Activities undertaken after the Working Group meetings:
1.A methodology for measuring accurate parts lead-times is currently under
development. Some additional steps to be taken include:
a.Creating a report to make this data easily extractable
b.Breaking down the data by supplier, setting targets, measuring
against them and providing feedback and/or need for corrective
actions to our suppliers.
c.Setting expectations across the supplier base.
2.A new non-
development based on ideas that were raised during this project.
a.The programming has been completed
b.Testing and procedure creation have started with a goal to go live the
th
week of December 18.
c.This new tool will move the manual paper-based process for special
order parts into an electronic tracking tool that provides several
benefits:
i.Allows fleet staff (any fleet member with a computer) to see a
live listing showing the ETA / delivery date of each non-
inventory part they have ordered
ii.at the top of the page to allow quick
filtering to only show desired information
iii.Removes the need for stores staff to provide / maintain
inventory tickets with fleet counter
iv.Allows stores staff to easily identify when identical special-
order parts are being ordered multiple times (potentially
leading to stocking decisions)
v.Allows stores staff to update listing from any computer
vi.Allows notes to be added that are specific to supplier part
numbers and easily searchable
vii.Allows automatic flag to identify if an ETA has passed without
part receipt
viii.Provides opportunities for metrics based on special order
activities
3.Full PDI information has been provided for two new vehicles since meetings
took place and these provided the information that Stores was looking
for. Additional work is needed to ensure that this process is repeatable for all
new vehicles as gaps still exist.
4.Headsets for stores attendants to allow more efficient multi-tasking are in
testing with positive initial feedback. (Additional equipment can be ordered
quickly for installation prior to year-end.)
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Parts Current State Value Stream Map
stock
-
Stockroom Stock & Non
Appendix 4:
IF2 - 40
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Parts Future State Value Stream Map
stock
-
Stockroom Stock & Non
:
5
Appendix
IF2 - 41
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1/11!1/11!1/11!
711/11!
2-611/11!2-611/11!6-571/11!5-275/11!5-:11/11!9-::8/41!5-887/11!:-911/11!2-611/11!9-439/11!6-711/11!2-611/11!4-111/11!4-111/11!8-111/11!5-534/61!4-649/91!6-271/86!5-111/11!4-711/11!8-611/11!3-511/11!
35-912/11!25-578/36!2:-611/11!25-::6/61!21-5:7/96!73-158/61!51-441/99!44-168/11!39-1:9/56!22-67:/:6!24-851/11!28-553/11!22-811/11!7:-111/11!61-346/61!41-111/11!35-111/11!34-111/11!68-111/11!
4:1-111/11!529-251/11!471-111/11!381-111/11!257-991/11!
Dbqjubm!dptu!)%*!
1/72!1/26!5/97!7/94!1/11!4/97!9/:2!1/32!1/41!1/11!1/22!1/1:!8/44!1/3:!4/73!1/36!2/6:!1/11!1/73!1/71!1/11!4/84!1/52!1/:5!1/11!1/59!1/22!7/42!1/11!4/46!:/28!1/48!1/46!1/11!1/35!5/84!6/21!1/38!1/21!1/19
!1/16!1/32!5/19!1/68!2/21!4/34!1/35!
.2/85!
57/39!34/84!29/77!21/:4!22/59!44/41!76/45!44/28!28/34!
tbwjoht!)upooft*!
:/:5!
4:1/74!672/62!:45/72!622/12!845/63!341/55!375/54!331/46!421/83!757/55!646/23!758/46!512/17!525/81!3:2/19!396/82!:45/49!997/37!4:2/8:!719/23!223/48!3:7/43!348/16!259/27!835/87!819/78!923/8:!
.237/66!.274/25!
2-673/62!3-86:/53!2-267/:8!3-146/64!5-174/53!2-695/84!3-991/21!2-176/19!3-536/79!2-348/21!3-3:4/6:!2-363/31!3-961/15!2-:26/:5!6-734/12!4-844/23!3-157/13!7-863/:4!
28-5::/22!29-344/66!27-46:/77!22-:18/28!21-:48/62!71-526/27!23-:25/63!27-21:/36!
Tbwjoht!)%*!fDP3!
Ubcmf!5;!Sfdpnnfoebujpot!.Dpnqmfuf!mjtu!pg!FXDNt!
FDN!eftdsjqujpo!Mjhiujoh!vqhsbef!)joufsjps*!Mjhiujoh!dpouspmt!)ebzmjhiujoh*!Tpmbs!QW!fmfdusjdjuz!hfofsbujpo!Xbufs!mfbl!npojupsjoh!Hfofsbm!fofshz!bxbsfoftt!Efnboe!dpouspm!wfoujmbujpo!)hzn*!IWBD!tztufn
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foftt!Mjhiujoh!vqhsbef!)fyufsjps*!Mjhiujoh!vqhsbef!)joufsjps*!Upjmfu!vqhsbef!Mjhiujoh!dpouspmt!)pddvqbodz*!Mjhiujoh!dpouspmt!)ebzmjhiujoh*!Jotubmm!tpmbs!QW!tztufn!Xbufs!mfbl!efufdujpo!efwjdf!Hfofsbm!
fofshz!bxbsfoftt!Efnboe!dpouspm!wfoujmbujpo!)hzn*!Mjhiujoh!vqhsbef!)fyufsjps*!Mjhiujoh!vqhsbef!)joufsjps*!Upjmfu!vqhsbef!Mjhiujoh!dpouspmt!)pddvqbodz*!Tpmbs!QW!fmfdusjdjuz!hfofsbujpo!Hfofsbm!fofshz!b
xbsfoftt!Uifsnptubu!vqhsbef!Mjhiujoh!vqhsbef!)joufsjps*!Mjhiujoh!dpouspmt!)pddvqbodz*!Mjhiujoh!dpouspmt!)ebzmjhiujoh*!Hfofsbm!fofshz!bxbsfoftt!Efnboe!dpouspmmfe!wfoujmbujpo!)hzn*!Mjhiujoh!vqhsbef!)fy
ufsjps*!Cpjmfs!frvjqnfou!vqhsbef+!Mjhiujoh!vqhsbef!)joufsjps*!Fofshz!sfdpwfsz!)nbjo!dibohf!sppn*!Fofshz!sfdpwfsz!)tnbmm!dibohf!sppn*!Fofshz!sfdpwfsz!)fyfsdjtf!qppm*+!Tpmbs!QW!fmfdusjdjuz!hfofsbujpo!Q
ppm!fwbqpsbujpo!pqujnj{bujpo!Mjhiujoh!dpouspmt!)pddvqbodz*!Hfofsbm!fofshz!bxbsfoftt!
Gbdjmjuz!Njmm!dpvoumboe!dpnnvojuz!dfousf!Spdlxbz!dpnnvojuz!dfousf!Tubomfz!qbsl!dpnnvojuz!dfousf!Wjdupsjb!Ijmmt!Dpnnvojuz!Dfousf!Xjmmjbntcvsh!Dpnnvojuz!Dfousf!Csfjuivbqu!Dfousf!boe!Qbsl!Dbnfspo!Ifjhiu
t!Dpmmfhjbuf!Qppm!Dpoujovfe!po!ofyu!qbhf!
Efdfncfs!27-!312:!
IF2 - 48
Uif!Djuz!pg!Ljudifofs-!Fofshz!Bveju!Tvnnbsz!
BTISBF!Mfwfm!JJ!Fofshz!Bveju!8!
1/11!1/11!1/11!1/11!1/11!1/11!
25:/58!639/45!366/19!:36/98!
3-168/:8!8-617/21!3-314/17!2-864/39!6-478/54!2-686/24!5-6:2/72!2-114/96!2-543/::!3-128/75!2-134/:2!3-14:/49!4-2:1/17!
57-3:7/41!45-214/42!24-:2:/79!58-989/58!4:-793/65!47-523/93!66-839/39!42-321/::!2:-:5:/57!45-957/78!26-224/89!67-832/65!3:-979/69!84-8:3/13!38-6:2/64!24-:92/45!57-686/86!88-19:/23!24-719/33!39-122/::
!
2:7-948/::!359-126/98!221-9:5/75!2:7-948/::!359-126/98!
tbwjoht!)%0fDP3!upooft*!
2/83!3/54!1/11!1/11!1/68!1/11!9/98!2/19!6/3:!:/41!:/:3!1/11!9/81!1/11!2/78!1/11!2/14!3/:1!4/64!8/:3!
26/74!28/21!24/93!21/22!24/17!26/37!32/84!27/47!22/61!24/32!28/41!3:/12!28/19!34/85!79/12!:3/69!48/81!:7/35!27/92!35/57!77/15!9:/9:!
353/:7!277/27!
Qbzcbdl!)zfbst*!Dptu0fDP3!
1/11!1/11!1/11!1/11!1/11!1/11!
2-911/11!8-311/11!6-361/11!2-111/11!4-111/11!5-111/11!5-611/11!4-111/11!9-211/11!7-111/11!4-861/11!4-111/11!4-163/61!2-:61/11!3-111/11!7-372/11!2-511/11!4-:11/11!4-643/61!2-911/11!
23-17:/86!35-111/11!34-111/11!41-111/11!45-185/36!26-111/11!34-111/11!41-111/11!25-911/11!53-893/36!31-111/11!35-111/11!41-111/11!54-253/51!26-111/11!61-111/11!24-311/11!51-111/11!
277-517/51!357-639/11!219-111/11!291-111/11!
Dbqjubm!dptu!)%*!
1/98!1/:7!1/37!1/81!3/27!4/59!1/24!7/7:!1/65!6/79!1/:5!9/67!1/86!7/64!5/53!1/25!3/::!1/52!2/34!:/:2!1/51!1/87!1/24!1/29!1/15!1/13!1/65!1/12!2/25!1/33!8/95!1/17!8/83!1/14!1/21!1/55!1/16!1/13!1/12!2/37
!1/28!5/25!3/:5!7/54!
21/55!3:/64!25/13!25/71!3:/64!47/2:!21/44!34/55!25/82!3:/64!39/59!21/49!65/11!
tbwjoht!)upooft*!
:3/72!52/49!92/36!31/:9!86/::!92/62!5:/42!2:/:5!66/68!
.64/52!
83:/:9!481/55!745/96!353/56!5:2/14!542/67!:97/11!527/95!327/83!219/58!489/23!264/21!371/89!63:/8:!24:/13!47:/49!
.894/95!.512/34!
2-156/2:!3-796/93!:-842/79!6-375/:7!6-571/96!6-357/81!4-297/:6!2-144/:9!2-151/46!7-386/89!3-878/37!2-459/17!2-379/4:!5-187/33!2-328/48!2-461/:1!3-636/3:!7-444/57!2-186/96!2-16:/:1!3-289/:5!5-656/16!:
-768/18!
.2-388/37!
26-176/95!24-632/95!25-151/2:!42-:42/35!32-222/42!
Tbwjoht!)%*!fDP3!
Ubcmf!5;!Sfdpnnfoebujpot!.Dpnqmfuf!mjtu!pg!FXDNt!
FDN!eftdsjqujpo!Gbvdfu!bfsbups!vqhsbef!Mjhiujoh!vqhsbef!)voefsxbufs*!Mjhiujoh!vqhsbef!)joufsjps*!Cpjmfs!frvjqnfou!vqhsbef!Fofshz!sfdpwfsz!)dibohf!sppn*!Tpmbs!QW!fmfdusjdjuz!hfofsbujpo!Qppm!fwbqpsbujp
o!pqujnj{bujpo!Mjhiujoh!dpouspmt!)pddvqbodz*!Fofshz!sfdpwfsz!)qppm!sppn*!Hfofsbm!fofshz!bxbsfoftt!Gbvdfu!bfsbups!vqhsbef!Mjhiujoh!vqhsbef!)joufsjps*!Cpjmfs!frvjqnfou!vqhsbef!Efnboe!dpouspmmfe!wfoujmb
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ujoh!dpouspmt!)pddvqbodz*!Hfofsbm!fofshz!bxbsfoftt!Fowfmpqf!tfbmjoh!Fofshz!sfdpwfsz!)esbjoxbufs*!Mjhiujoh!vqhsbef!)joufsjps*!Cpjmfs!frvjqnfou!vqhsbef!Mjhiujoh!dpouspmt!)ebzmjhiujoh*!Hfofsbm!fofshz!bx
bsfoftt!Fowfmpqf!tfbmjoh!Gbvdfu!bfsbups!vqhsbef!Mjhiujoh!vqhsbef!)fyufsjps*!Mjhiujoh!vqhsbef!)joufsjps*!Mjhiujoh!dpouspmt!)pddvqbodz*!Hfofsbm!fofshz!bxbsfoftt!Fowfmpqf!tfbmjoh!Sftvsgbdjoh!xbufs!ef.bf
sbujpo!Qvnq!tqffe!dpouspmt!)jdf*!Bnnpojb!ifbu!sfkfdujpo!frvjqnfou!vqhsbef!
Gbdjmjuz!Gpsftu!Ifjhiut!Txjnnjoh!Qppm!boe!Mjcsbsz!Hsboe!Sjwfs!Sfdsfbujpo!Dpnqmfy!Xjmtpo!qppm!Ibssz!Dmbtt!Qppm!Jemfxppe!Qppm!Bdujwb!Hspvq!Tqpsutqmfy!Dpoujovfe!po!ofyu!qbhf!
Efdfncfs!27-!312:!
IF2 - 49
Uif!Djuz!pg!Ljudifofs-!Fofshz!Bveju!Tvnnbsz!
BTISBF!Mfwfm!JJ!Fofshz!Bveju!9!
1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!
732/76!:7:/51!
3-346/:8!6-8:2/42!2-868/89!3-668/31!4-671/58!:-57:/48!3-668/31!4-671/58!3-:82/61!8-:22/22!2-288/62!3-668/31!4-671/58!7-:47/66!2-391/27!2-765/3:!3-711/77!
29-241/45!44-541/39!62-374/94!78-656/18!68-188/74!29-182/67!29-241/45!36-548/64!62-883/37!68-188/74!29-241/45!3:-149/64!62-883/37!77-648/46!78-656/18!68-188/74!24-737/45!24-719/33!37-134/92!68-188/74
!28-341/:9!51-995/14!68-188/74!
tbwjoht!)%0fDP3!upooft*!
1/11!1/11!1/11!1/11!2/:1!5/17!5/61!9/54!1/78!5/36!5/5:!5/83!7/84!1/11!1/11!2/38!5/36!5/83!8/79!8/:8!1/11!4/::!2/46!2/47!4/66!8/46!1/35!6/36!7/15!
26/79!27/81!28/49!22/:1!24/86!29/96!39/:2!85/62!26/:4!25/67!27/95!39/93!69/51!73/17!27/81!25/67!2:/1:!2:/87!39/71!65/12!27/81!23/:2!25/24!28/57!23/53!31/33!6:/43!31/97!
Qbzcbdl!)zfbst*!Dptu0fDP3!
1/11!1/11!1/11!1/11!1/11!1/11!1/11!
381/11!
9-111/11!4-111/11!8-654/61!8-111/11!4-111/11!5-599/11!:-1:4/11!8-111/11!4-111/11!8-111/11!7-111/11!2-611/11!4-111/11!6-711/11!2-611/11!
39-111/11!61-111/11!61-111/11!31-111/11!8:-513/61!31-111/11!4:-111/11!61-111/11!31-111/11!91-2:1/11!31-111/11!68-111/11!4:-111/11!61-111/11!31-111/11!27-386/11!91-2:1/11!71-111/11!31-111/11!4:-111/11
!61-111/11!51-111/11!71-111/11!34-211/11!5:-89:/36!2:-611/11!
231-111/11!241-499/11!274-:61/11!561-111/11!
2-381-551/11!2-375-851/11!2-394-151/11!4-38:-111/11!
Dbqjubm!dptu!)%*!
4/69!1/11!9/74!6/:4!6/:7!2/82!2/21!1/34!1/11!2/66!2/89!6/73!5/23!5/94!1/36!2/21!1/47!2/66!1/11!6/73!5/:4!2/5:!1/13!3/66!2/21!1/67!1/11!2/66!2/:7!1/9:!6/73!6/73!2/68!1/13!5/7:!3/:5!7/41!1/11!1/11!1/28
!2/33!8/61!1/11!8/99!1/11!
83/3:!52/38!2:/66!33/37!2:/66!2:/29!33/27!2:/66!33/59!62/69!47/38!68/56!
tbwjoht!)upooft*!
88/42!78/83!:5/52!
612/5:!919/59!699/21!7:2/:2!618/42!959/91!526/84!7:5/17!:78/28!71:/22!988/:2!7::/32!7::/97!587/57!:45/:4!359/55!
2-787/63!3-911/9:!8-571/82!2-691/:9!4-:63/4:!6-65:/67!7-476/47!5-583/36!4-881/36!2-332/85!6-3:4/93!2-67:/43!3-474/4:!4-881/36!2-:26/66!6-3:4/93!7-7:8/6:!4-147/12!2-769/54!5-511/11!:-717/96!5-665/76!2
-746/33!7-355/97!4-443/85!
29-165/:7!61-497/67!2:-5:1/68!21-:9:/35!8:-859/77!21-697/37!86-843/49!21-712/:5!87-939/29!38-373/79!31-6:1/42!32-686/86!
298-868/81!
Tbwjoht!)%*!fDP3!
Ubcmf!5;!Sfdpnnfoebujpot!.Dpnqmfuf!mjtu!pg!FXDNt!
FDN!eftdsjqujpo!Efnboe!dpouspm!wfoujmbujpo!Upjmfu!vqhsbef!NBV!frvjqnfou!vqhsbef!IWBD!tdifevmf!pqujnj{bujpo!Hfofsbm!fofshz!bxbsfoftt!Jdf!uijdloftt!boe!ufnqfsbuvsf!pqujnj{bujpo!Gbvdfu!bfsbups!vqhsbef!S
ftvsgbdjoh!xbufs!ef.bfsbujpo!Qvnq!tqffe!dpouspmt!)jdf*!Mjhiujoh!vqhsbef!)joufsjps*!Upjmfu!vqhsbef!Mpx.f!dfjmjoh!Eftvqfsifbufs!EIX!ifbufs!frvjqnfou!vqhsbef!Tpmbs!QW!fmfdusjdjuz!hfofsbujpo!Sftvsgbdjoh!
xbufs!ef.bfsbujpo!Mjhiujoh!vqhsbef!)fyufsjps*!Qvnq!tqffe!dpouspmt!)jdf*!Mjhiujoh!vqhsbef!)joufsjps*!Mpx.f!dfjmjoh!Upjmfu!vqhsbef!Eftvqfsifbufs!Fofshz!sfdpwfsz!)dibohf!sppn*!EIX!ifbufs!frvjqnfou!vqhsb
ef!Tpmbs!QW!fmfdusjdjuz!hfofsbujpo!Gbvdfu!bfsbups!vqhsbef!Cpptufs!qvnq!sfnpwbm!Sftvsgbdjoh!xbufs!ef.bfsbujpo!Qvnq!tqffe!dpouspmt!)jdf*!Mjhiujoh!vqhsbef!)joufsjps*!Upjmfu!vqhsbef!Mpx.f!dfjmjoh!Mjhiujo
h!vqhsbef!)fyufsjps*!Eftvqfsifbufs!EIX!ifbufs!frvjqnfou!vqhsbef!Tpmbs!QW!fmfdusjdjuz!hfofsbujpo!Gbvdfu!bfsbups!vqhsbef!Cpptufs!qvnq!sfnpwbm!Sftvsgbdjoh!xbufs!ef.bfsbujpo!Qvnq!tqffe!dpouspmt!)jdf*!Mpx
.f!dfjmjoh!EIX!cpjmfs!frvjqnfou!vqhsbef!Upjmfu!vqhsbef!Tpmbs!QW!fmfdusjdjuz!hfofsbujpo!Xbufs!mfbl!npojupsjoh!Mjhiujoh!vqhsbef!)fyufsjps*!Mjhiujoh!vqhsbef!)joufsjps*!EIX!ifbufs!frvjqnfou!vqhsbef!Upjmf
u!vqhsbef!Tpmbs!QW!fmfdusjdjuz!hfofsbujpo!Xbufs!mfbl!npojupsjoh!
Gbdjmjuz!Epo!Ndmbsfo!Bsfob!Hsboe!Sjwfs!Bsfob!Mjpot!Bsfob!Tqpsutxpsme!Bsfob!Rvffotnpvou!Bsfob!Dpoujovfe!po!ofyu!qbhf!
Efdfncfs!27-!312:!
IF2 - 50
Uif!Djuz!pg!Ljudifofs-!Fofshz!Bveju!Tvnnbsz!
BTISBF!Mfwfm!JJ!Fofshz!Bveju!:!
1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!
42/68!
95:/85!448/35!313/17!214/6:!593/73!627/29!
2-293/3:!2-534/14!4-355/15!6-778/37!2-426/96!2-1:9/53!
21-419/26!24-296/17!31-523/44!46-868/62!25-77:/78!6:-2:2/72!:4-525/38!57-268/2:!27-741/::!28-153/73!68-188/74!21-::9/22!66-2:6/:6!38-933/3:!49-:61/43!21-:93/63!45-888/98!53-395/33!
277-744/::!251-111/11!
3!tbwjoht!)%0fDP3!upooft*!
2/39!2/84!3/77!4/95!5/43!7/96!:/5:!1/11!1/11!1/11!1/11!1/95!3/5:!4/:1!1/11!1/11!1/11!1/11!7/83!1/11!1/11!1/11!1/11!3/85!1/11!1/11!1/11!1/11!1/11!1/41!2/14!8/69!1/11!1/12!1/63!5/21!
23/67!25/82!28/:2!32/33!61/78!23/4:!57/93!26/77!27/64!53/47!21/29!24/41!26/42!
794/11!248/82!219/57!
Qbzcbdl!)zfbst*!Dptu0fDP
1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!1/11!
711/11!
9-511/11!7-111/11!7-611/11!2-111/11!9-811/11!3-111/11!
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IF2 - 57
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BTISBF!Mfwfm!JJ!Fofshz!Bveju!27!
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1611-1112-111-1112-611-1113-111-1113-611-1114-111-1114-611-1115-111-111
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Gjsf!Tubujpo!$8Gjsf!Tubujpo!$4Gjsf!Tubujpo!$7Gjsf!Tubujpo!$5
Gjsf!Tubujpo!$3!
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Gjsf!Ifbervbsufst!Tubujpo!$2
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Epxoupxo!Dpnnvojuz!Dfousf0XDETC!Benjojtusbujpo!
Efdfncfs!27-!312:!
IF2 - 58
Uif!Djuz!pg!Ljudifofs-!Fofshz!Bveju!Tvnnbsz!
BTISBF!Mfwfm!JJ!Fofshz!Bveju!28!
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Gjsf!Ifbervbsufst!Tubujpo!$2
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Dbnfspo!Ifjhiut!Dpmmfhjbuf!Qppm
Hsboe!Sjwfs!Sfdsfbujpo!Dpnqmfy!
Diboemfs!npxbu!dpnnvojuz!dfousf
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Epxoupxo!Dpnnvojuz!Dfousf0XDETC!Benjojtusbujpo!
Efdfncfs!27-!312:!
IF2 - 59
Uif!Djuz!pg!Ljudifofs-!Fofshz!Bveju!Tvnnbsz!
BTISBF!Mfwfm!JJ!Fofshz!Bveju!29!
XBMUFSGFEZ.DPNQBOZQSPGJMF
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Efdfncfs!27-!312:!
IF2 - 60