"Changes Driving Changes, Replay The Music!"
Over the last ten years the industry has changed. What changed
in fleet management? What really changed are upper management
decisions looking for short-term results.
Those conference table decisions are now controlling the fleets
management and maintenance operations. It is becoming apparent
that most of the “old timers” are like dinosaurs
and extinction has set in. The great “Doctors of Iron”
are gone and no experienced replacements are apparently in
the pipeline. The new named HR departments began filling the
positions by backing into the pay grades or competitive salary
survey results. What they did not realize is that there is
no real experience being bred and there is a shortage of iron
management expertise. These replacements have only computer
experience where charts, graphs and reports, hundreds of them,
surrounded by meetings after meetings are the orders of the
day. There has never been a chart or graph that fixed any
piece of iron and by the time the costs hit the General Ledger
or Cost Reports, it’s too late.
The new era of managers using the new math
have no idea how to fix the problems only trend the costs.
There is no experience in root cause and failure analysis.
The only thing to do was to fire the person or eliminate the
position. That’s when “Mr. They” eliminated
the middle core of fleet managers and replaced them with a
“body” finding themselves frustrated about the
revolving door syndrome. With that, the pay scales have not
risen to a suitable level and has created the absence of experienced
qualified, Fleet Maintenance and Equipment Leaders, we now
only have followers not doers. We promoted the third shift
mechanic who is now the Manager of Maintenance. He does not
have a chance. No true people skills, formal business education,
or management experience, but the most loyal and dedicated
common sense person in that department. He is now trying to
manage the assets of the company, under compensated, unmotivated,
and a frustrated job seeking employee, beside who else wants
to take it on.
This inspired the birth of DWS Fleet Management, serving the industry as the first “Limited Time Executive” not consulting, helping all sizes of companies.
Transportation and Fleet Management Resources
dba DWS Fleet Management Services started by Darry W Stuart
in 1999 offering “Limited Time Executive" options.
His company delivers proven track records of leadership and
documented successes in organization, negotiations, purchasing,
vehicle specifications and maintenance management to fleets
in a variety of industry segments. Providing programs specifically
tailored for each individual company operational needs and
budget requirements for an “X” number of days
per month or an annual retainer basis. The service provides
fleet clients with access to this expertise without having
to commit the expense of a full time permanent executive level
employee and at the same time raising the skills of the current
“The approach is a mixture of results
oriented effective problem solving practices and tactical
hands on common sense efforts, driving clients, assisting
in achieving maximum profits gains, cost reductions, lower
acquisition costs, and customer satisfaction. Several strongest
assets included are the motivation of people, and technical logic
while honing in on the employee’s skills. We quickly
gain the respect as an insider,
being an outsider, someone they accept delivering additional
leadership, guidance, and support from within your company.
Through training and counseling, the goal is to motivate people
in establishing and maintaining effective programs and practices
that will ensure continued success.”
With this approach we work together to provide your management
staff with a seasoned executive providing assisted direction,
tutoring, and counsel through personal development. Third
party “Voice of Conscious” involvement can spark
new thought processes. This gives management new depths which
is now increasingly important because lending institutions
now look at fleet management asset management much closer.
“Don’t Fire Him, Fire Him Up”
Do you currently have a great employee supervising
your fleet that has been with you for many years? Started
with you when the company was small. Very loyal, dedicated
and you know his family very well. He has not expanded his
management skills. He is not adapting with new directional
and progressive ideas. Lost in solving the high cost areas
from the data derived from the computer software? He can’t
get away from the old ways of doing things. Has issues getting
along with the rest of the staff. The Maintenance Facility
has waste and high costs. Lending institutions want to know
who is in charge. You have now come to the conclusion that
he needs the management experience to proceed to the next
level. You would like more experience but you have budget
constraints. Feel compassionate, so you are micro-managing
the operation and second-guessing all of his decisions. You’re
not sure you can replace the loyalty and dedication, while
being more qualified. Relocation is not an option if you find
someone with those skills. Your time is limited and this is
not your forte. You’re coming to the conclusion that
you may be arriving at a roadblock. Thinking of leasing as
a way out, but their profits are the margins you need for
your own bottom line. Thinking, if only there was a method
to provide him with some experience, training or coaching?
Darry Stuart's Career Profile:
Vice President, Distribution, Cumberland Farms / Gulf Oil, Inc., Canton, MA.
http://www.cumberlandfarms.com / http://www.gulfoil.com
Vice President, Operations, Keen Leasing, Keen Transport Heavy Haul, & Cressler Trucking, Carlisle, PA. http://www.keentransport.com / http://www.cresslertrucking.com
Founder, President / CEO, Fleet Truck Parts, Inc., Jacksonville, FL. http://www.ftpjax.com
Vice President, Operations, United Truck Leasing, Braintree, MA.
Assistant District Manager, Waste Operations, BFI, Fairfax, VA. http://www.bfi.com
Regional Director, Maintenance, BFI, Fairfax, VA.
Assistant Fleet Superintendent, Perdue Chicken, Inc. http://www.perdue.com
Fleet Manager, SM Lorusso Aggregates.
Farm Equipment Maintenance Manager, Cumberland Farms, Bridgewater, MA.
Mechanic/ Diesel Technician, White Motor Company. Providence, RI.
Technology and Maintenance Council of the American Trucking Association (TMC) 1975-present. Board of Directors, 1993-present.
Amtralease Association, 1981-1994 Purchasing & Operation Committee Founder.
"CCJ Career Leadership Award", 1998,
"Silver Spark Plug Award", 1998 ATA’s, Technology and Maintenance Counsel
Amtralease Dedication Award, 1983
Jacksonville, FL Chamber of Commerce Award, 1987