{"id":4826,"date":"2020-03-29T17:39:57","date_gmt":"2020-03-29T15:39:57","guid":{"rendered":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/?p=4826"},"modified":"2020-03-29T17:39:57","modified_gmt":"2020-03-29T15:39:57","slug":"embrace-change-and-continuously-improve-your-fleet","status":"publish","type":"post","link":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/2020\/03\/29\/embrace-change-and-continuously-improve-your-fleet\/","title":{"rendered":"Embrace Change and Continuously Improve Your Fleet"},"content":{"rendered":"

Efficiency. It can mean many things to many different organizations. For some it\u2019s simply doing the job better. For others it\u2019s synonymous with the bottom line. And for others, it\u2019s the<\/em> way to stay competitive.<\/span><\/p>\n

Whatever the case \u2014 for today\u2019s fleet operations, standing still and doing things the same way can be a recipe for disaster.<\/span><\/p>\n

That being said, continuous improvement is something that shouldn\u2019t be taken as a given or as easy. It isn\u2019t. Because it challenges the status quo and shakes up long-held systems and ways of doing things \u2014 it inevitably changes the organization as a whole. And that change needs to be managed carefully to successfully implement the improvements needed to keep the fleet operation running optimally.\u00a0<\/span><\/p>\n

Wheels\u2019 Jason Lipes, senior director of solution services explores change management further in this blog<\/a>.<\/strong><\/span><\/p>\n

Building a Proactive Culture<\/span><\/strong><\/h5>\n

Continuous improvement is simply a way of doing things better. And this means creating a culture that is proactive and not reactive.<\/span><\/p>\n

Waiting until there\u2019s a problem with the tried and true is too late. Instead, the proactive fleet manager is never satisfied with how things have always been done, and is willing to make improvements to the operation, even if it may shake up a seemingly well-oiled machine.<\/span><\/p>\n

Below are a few suggestions on how to fold continuous improvement into your culture:\u00a0<\/span><\/p>\n

Setting up driver ride-alongs.<\/strong> Knowing firsthand how drivers use their vehicles is crucial to determining if the vehicle and its upfit are right for the job. Ask the drivers for their honest feedback about their vehicles, including how they access tools and equipment. An honest, in-the-field conversation will build rapport and trust with drivers, helping to increase morale and retention, while improving the bottom line. Driver feedback coupled with TCO data will benefit the entire operation.<\/span><\/p>\n

Hosting an annual supplier roundtable to prepare for the upcoming model year.<\/strong> Setting expectations, understanding lead times, and knowing product and upfit availability up front is critical to getting the vehicles the fleet needs, when it needs them. Your fleet management partner can help set up and facilitate an event with OEMs, upfitters, and other stakeholders.\u00a0<\/span><\/p>\n

Enhancing the fleet\u2019s safety program.<\/strong> In addition to the costs related to the event \u2014 including repairs and potential liability \u2014 a crash results in both vehicle and driver downtime. These costs can add up quickly. Enhancing the fleet\u2019s safety program with telematics or other anti-collision technology improves productivity and protects drivers and the company\u2019s assets.\u00a0<\/span><\/p>\n

Finding ways to improve a fleet\u2019s operation will certainly endear any fleet manager to their C-suite, but change can be difficult for others in the organization who are used to the way things have always been done.<\/span><\/p>\n

Embracing Change<\/strong><\/span><\/h5>\n

Change for the sake of it is a bad strategy. It is important to evaluate change on a consistent basis and its impact on the organization. Consider the level of impact and degree of difficulty of implementation \u2013 plan and engage accordingly.\u00a0<\/span><\/p>\n

For example, if changing to a new supplier partner, the impact to drivers may be low as they may not notice a change. But impact to the business may be high, due to the cost savings. Alternatively, if enhancing a safety program with telematics the impact to the field will be high and would likely require buy-in and support at multiple levels.\u00a0<\/span><\/p>\n

No matter the situation, resistance is inevitable. Any part of a good change management strategy includes ways to manage it. Be open to listening and take note of concerns as others may feel the same way. It is important that the fleet manager and their team manage change in a transparent and sensitive way, including:<\/span><\/p>\n