Today's technicians need smarter diagnostic tools, as do fleet managers. The PC-based service tool is finally coming into its own.

After years of discussion and not-so-subtle persuasion by some of the larger fleets, the move from handheld dedicated diagnostic tools to PC-based platforms is finally beginning to gain real momentum. And while the new platform for shop diagnostics is delivering some distinct advantages, it's also raising a new set of issues that, at this point, lack clear-cut solutions.

Specialized handheld tools were the first "smart" electronic diagnostic systems developed for fleet use, and they certainly aren't going away just yet. For one thing, they're relatively simple to use and most accept interchangeable cartridges that allow them to be used with a variety of truck components. Since the handhelds don't look like computers, many technicians are more comfortable with them, and they are also rugged enough to be carried around in a toolbox. Perhaps more importantly, prices for the handhelds are beginning to drop.

"Some fleets are just beginning to get into handhelds, which will do a good job for them," says Curt Fulkerson, director of heavy-duty markets for MPSI, a major developer and supplier of diagnostic tools. "But other fleets are ready to go to the PC."

Ryder Systems, for example, "is convinced that PC-based diagnostic tools are the way to go," says Jim Cade, director of maintenance field support services. "We've got 150,000 vehicles and 28 different vehicle platforms, all with different (diagnostic data) communications strategies. The cost of individual tools for all those platforms is too high, so we've chosen to go with the PC-based tool."

In fact, Ryder has just announced that it will deploy its second generation of a PC diagnostic system later this year. "We helped develop the first PC tool in 1991," says Cade. "It worked well, but things change rapidly, and it's become obsolete. The new one has a modular design, so that gives us the flexibility to change it as technology changes. For example, we can remove the CD-ROM drive and replace it with a DVD drive if that format becomes popular."

Flexibility, both on the hardware and software sides, is the primary advantage of using a PC as an equipment diagnostic tool. "Fleets are driving the move away from proprietary (diagnostic) systems to an open architecture platform that can let them mix and match diagnostic packages," says Roberta Herron, managing director of business development and marketing for FieldWorks Inc., the company that will supply Ryder with over 750 PC-based service tools for its shops.

While those tools are based on PC technology and run the common Windows operating system, they shouldn't be confused with standard "consumer grade" units, says Herron. Not only are they "hardened" to survive shop conditions, but they also feature a modular bay design that makes them easy to upgrade in the field. "The bays can even incorporate standard shop tools like a digital voltmeter or other static handheld devices," she points out.

As important as it may be, flexibility is just the most obvious advantage of a PC-based shop tool. The power of the PC also opens up advanced diagnostic capabilities for technicians, as well as management benefits that extend well beyond the shop floor.

"When we began designing the Century Class, we made a decision to put all of our efforts into the development of service tools on a PC platform," says Carlo Nardini, manager of technical service systems for Freightliner Corp. "The big attraction for us was the advanced capabilities - how and what can be presented to a technician."

For example, a PC on the shop floor allows technicians to tap into Freightliner's service network, giving them access to guided diagnostics, as well as central databases for up-to-date information on a vehicle's specs, performance parameters, and repair history.

"Once the network is in place, we also have a two-way flow of information so any changes made to a vehicle's (performance) parameters will show up the next time a technician connects to the network," he says.

Even if a fleet isn't tied into such a proprietary service network, extending Internet access to a shop PC is relatively simple, a fact that isn't being ignored by truck and component makers. For example, Freightliner has just announced that it's making its maintenance manuals available over the Internet, and basic troubleshooting routines can be accessed by technicians over Detroit Diesel Corp.'s extranet, which is nothing more than a private Internet system. Most truck manufacturers and the major component suppliers also have similar Internet-based technical services available or under development.

In general, fleets are moving to integrate all of their information collection into a single management system, and the PC-based diagnostic tool fits perfectly into that trend. As part of a fleet information network, a shop PC can feed data directly from the shop floor, cutting out one or two layers of unnecessary information transfer.

"Some fleets are already asking for (maintenance) applications that can reside on a server," says MPSI's Fulkerson. "The shop draws the application it needs from the server and returns information that can be used by other departments. Some also want to use that shop data to feed the fleet's enterprise (ERP) system. In fact, Rollins Leasing is doing that right now."

For fleets with a number of satellite shops, a diagnostic PC can also double as the facility's network connection and business system. "In our smaller shops, the diagnostic tool may be the only PC they have," says Ryder's Cade. "We'll connect it to our shop management system, and they'll be able to use it for letters, spreadsheets, etc."

Despite the advantages of the PC-based platform, there are a few issues that still need to be addressed before it will see widespread adoption.

One primary problem is connecting a PC to a vehicle data bus. PCs have standard serial and parallel ports, while access to a truck's information network is through SAE standard J1708 and J1939 connectors. MPSI has already developed an interface box for both truck standards, as well as for the new automotive ASDM standard connector found on light and medium-duty vehicles. FieldWorks incorporates a 1708 interface into the computer itself, and similar solutions should prove to be practical.

The interface between the computer and technician poses a somewhat more difficult problem. While most truck and component makers have or are developing Windows-based diagnostic software to run on shop PCs, those programs each have their own particular interface. Jumping between an engine diagnostic program and a transmission program, for example, could prove to be time-consuming.

The Maintenance Council (TMC) of the American Trucking Assns. has recognized that problem, and established a task force to encourage manufacturers to come up with a standard diagnostic interface. Third-party suppliers such as MPSI and FieldWorks are also working on interfaces that would present technicians with simple standardized screens no matter who provides the actual diagnostic software. Both TMC and third-party approaches seem feasible, and the industry may actually get a hybrid combining the two.

Two other related issues are durability and cost. "The relative fragility of notebook PCs is slowing down acceptance of PC-based diagnostics," says Thomas Diefenbaker, director of electronic product business development for Detroit Diesel Corp. " The shop is a tough environment. We started using notebook PCs for reprogramming engines in 1993, and we had a big problem with contamination. Some people have tried using carts that roll around the shop, but they're hard to move around in that environment, so they never really caught on. You need to get a notebook PC into the technician's hands."

FieldWorks and others do make PC-based service tools specifically designed to withstand shop conditions, but they're far more expensive than a non-hardened notebook. Some fleets, especially larger ones such as Ryder, can cost-justify those tools, but others still balk at the price of less expensive dedicated handheld devices.

A few fleets have addressed the cost issue by recycling outdated office computers as shop tools. "The cost is minimal because a fleet just has to buy an interface device and the applications," says Fulkerson. "But they have a short life span."

Taking a different approach to the cost issue, TMC has raised the question of designing onboard computers to also handle diagnostic chores, according to Jim Cade. "With the advent of built-in displays right on the dash, why not have diagnostic access via the vehicle computer?" he asks. For now, he says, the cost of equipping every truck with an OBC sophisticated enough to handle diagnostics is prohibitive, so Ryder has chosen to go with the separate shop tool. "That (onboard) option is still a few years away," he says.

In fact, it may never be practical to put all diagnostic capabilities onboard the truck, according to some truck makers. "What you can expect is that onboard diagnostics will get more sophisticated," says Wayne Wissinger, product development manager - electronics for Mack Trucks. "It will move beyond collection of fault codes and begin telling drivers what to do when it detects a problem. The onboard system will be smart enough to recognize a problem, but it won't be able to correct it. You'll still need the shop tool for that."

The proper diagnostic role for onboard computers is "to make the process quicker, easier, simpler," says Freightliner's Nardini. Even with the general decline in computer prices, "the computer power required for diagnostics is still very large and very expensive," he explains. "But (the onboard system) will move into a tighter relationship with the (PC-based) shop tool. It will begin providing the shop tool with the electronically generated information it needs to guide the technician through the diagnosis. We've already taken a step in that direction with our new Argosy cabover and the controller for its swing-out step."

While the hardware and software interface problems seem to be nearing resolution, the cost issue is unlikely to have a simple solution any time in the near future. But given the advantages of a PC-based platform for diagnostics, especially as onboard systems get more sophisticated and complex, most fleets are going to decide that it's an investment they should make sooner rather than later.

Smart fleets recognize need to find good mechanics - and how to keep them for the long haul.

Not yet invented is the truck that never breaks down, let alone the truck that can fix itself.

Despite how rapidly new technology is extending equipment life and trimming vehicle costs, fleets are a long way from doing without the human factor in the maintenance shop.

Recognizing there are many career choices now open to technically oriented job seekers, the industry is upgrading the image of truck mechanics to find and keep qualified workers in the fold.

That's why more and more fleets are referring to their mechanics as technicians. There are valid points for this re-labeling.

Certainly, all mechanics are being required to handle more technical vs. strictly mechanical tasks. And new recruits are more apt to be drawn by the 21st -centuryish title of technician.

Whatever you call them, it's high time to pay attention to how you talk to them. Here then are the views of three fleet managers striving to ensure mechanic/technician positions are as desirable as possible in today's tight market for skilled labor.

Maintenance masters New England Motor Freight (NEMF) considers the job satisfaction of mechanics a key to its award-winning track record.

Last year, the carrier garnered the "Fleet Maintenance Masters" award sponsored by Castrol Heavy Duty Lubricants (formerly Dryden Oil).

NEMF was honored for a maintenance program that allows it to operate tractors for up to 14 years or 800,000 miles - with no replacements of major components.

The regional LTL carrier runs 1,000 power units and 2,800 trailers in a service area extending from Canada to Virginia. It employs 115 maintenance personnel at 22 shops in the Northeast, each staffed with 1 to 25 mechanics.

NEMF's corporate headquarters and home shop is in Elizabeth, N.J. The area is something of a trucking hotbed, home to numerous fleets and plenty of maintenance providers. That means trained mechanics have plenty of places to shop their skills.

But that unsettling fact is neatly countered by NEMF's approach to recruiting and retaining mechanics. According to Mike Derrig, vp-asset management, the carrier "trains and tries to promote" its maintenance staff from within.

To do that successfully, of course, a fleet needs to grow from a strong base - and keep replenishing it. That's why NEMF expands its mechanic ranks in large part by hiring job candidates as apprentices. "We like to attract workers in their mid-20s - when they're starting to settle down and consider their careers - for our four-year apprenticeship program," Derrig relates.

"In that time, we work them up to journeymen with a good pay scale and a benefits package that includes medical, dental, and 401k plans," he adds.

Derrig says another big drawing card is the quality environment NEMF offers. "Workplace conditions are as crucial as anything else," he asserts. "We emphasize the advantages of working in our well-equipped, well-maintained shops."

And whenever a job opening crops up at any of its shops, NEMF gives its staff first crack - meaning mechanics can elect to relocate. If there are no takers, the fleet will look outside rather than force anyone to transfer involuntarily.

Along with completing an in-house apprenticeship, the fleet also encourages its mechanics to gain ASE certification and will pay their expenses to do so.

When it comes to hiring apprentices, Derrig stresses that "attitude counts more than anything else."

Another advantage of bringing young mechanics on board is their familiarity with today's increasingly electronic world.

To use a computer analogy," Derrig remarks, "today's mechanics must be both hardware and software technicians. In a very real sense they have to know how things work- as well as what makes them work."

According to Derrig, it's easy for NEMF's maintenance managers to understand what draws and keeps mechanics, since "we all came off the shop floor.

"This is a large and growing firm with plenty of opportunities for people to move up," Derrig points out. "And that fits nicely with our goal of advancing lead mechanics to shop foremen and then on to maintenance management."

Youthful pursuits At Monaca, Pa.-based PGT Trucking Inc., says director of maintenance Jerry Edmiston, "desirable diesel mechanics are in just as much demand as desirable CDL drivers."

One of the nation's largest flatbed haulers, PGT fields 650 power units and 800 trailers and also offers dedicated and heavy-haul services.

Vehicles are serviced by 15 technicians and 5 working supervisors. They are employed at the Monaca headquarters shop and another shop in Gary, Ind.

Each shop operates two shifts of 10-12 hours, 4 days a week. However, mechanics can earn extra time by choosing to work on one of their three weekend days off.

"We know we have to pay technicians what they are worth if we are going to attract qualified individuals," says Edmiston. "And once they're hired, we provide the benefits they need to care for their families."

But the fleet's not sitting back waiting for trained workers to find them. Indeed, PGT is taking no chances on the future. It's decided to get a jump on other employers by bringing its recruiting message directly to vo-tech and high schools.

"We want to start at the secondary-school level to change the mechanic image from 'grease monkey' to the skilled, technical position it is now," Edmiston points out. "Mechanics must be comfortable working with computers, software, and satellite communications," he continues. "And that's appealing to today's students."

The carrier starts by contacting vo-tech and high schools to offer workplace visits to students in the top three grades. The visitors are able to tour any area of the company that's of interest to them.

PGT is taking this approach further. It has begun initiating a school-to-work technician program for 12th grade students. "This will enable them to work here part time before graduation, earning both school credit and pay," Edmiston explains.

"Once they graduate," he continues, "successful participants will have the opportunity to join us as apprentices."

According to Edmiston, the school-to-work program is intended to help the carrier protect its future, while benefitting the student and the community.

"Right now, our fleet is growing," he points out. "As these vehicles age, they'll need a greater level of maintenance. We've also begun offering more maintenance services to our independent contractors. This program will be a win-win - for us and the new apprentices it will draw to us."

But PGT also recognizes it's not enough to just bring in new blood. "Once you've hired technicians," Edmiston states, "you have to provide the pay scale and benefits they need to support their families."

To that end, the carrier offers a generous package that features full medical, dental, and vision plans and a 401k that boasts a 75% match up to the 5% contribution level.

Mechanics also garner three-quarters of a day of vacation each month during each of their first three years. That goes up to a day a month for the 4th and 5th years; a day and a quarter for years 5-10, and a day and a half per month for 11 or more years of service.

As for wages, PGT recently instituted a new pay scale that takes into account the amount of training each mechanic has tackled. "We feel pay should reflect accomplishment and initiative."

"If an employee wants opportunity, we'll provide it," Edmiston says. " Quite a few technicians have moved to the operations side of the business.

"I started here 11 years ago changing tires," he adds. "I went on to become operations manager before returning to the department as director of maintenance three years ago."

Columbia, S.C.-based Southeastern Freight Lines is learning it's getting tougher to hold onto seasoned mechanics lured away by the proverbial grass on the other side of the fence.

Greener pastures According to Duke Drinkard, vp-field maintenance, the regional LTL carrier isn't losing mechanics to other fleets or service providers.

It turns out those heading out are mainly opting for positions outside maintenance that are viewed as more monetarily rewarding and perhaps less physically taxing.

Ironic as it may seem, Southeastern is filling some empty driver's seats with mechanics who've decided life on the road is more their speed.

"The fact that driver pay can run from a third to a half more than their wages inspires some mechanics to stay with us but switch careers," Drinkard points out. "On top of that, as drivers, they don't have to buy any more tools."

He says attrition in the ranks makes it difficult to staff critical swing shifts at some of its 15 shops. Southeastern employs 234 maintenance personnel to take care of its 1,800 power units and 6,000 trailers. They work out of shops located in terminals spread out from North Carolina to Texas.

"We operate three shifts with half-hour overlaps," Drinkard relates. "They run from 7 to 3, 3 to 11, and 11 to 7. The 3-to-11 shift's the hardest to fill, especially given that our younger mechanics want to spend evenings with their spouses and kids."

To help accommodate them, Drinkard says Southeastern may create "more attractive night hours" by implementing a 4 p.m.-10 p.m. swing shift.

Other changes under consideration to increase mechanic job satisfaction include paid uniforms and tool allowances. Together, those benefits would effectively keep more pay in their pockets.

A safety-awards program for mechanics is also being studied. "These would show we know our trucks don't roll without our mechanics," notes Drinkard.

He says the awards program would likely take into account the number of "come-back repairs" mechanics get as well as their personal-injury record on the job. In addition, "any action a mechanic takes that leads to a failure that causes an accident would remove him from consideration."

Drinkard says the fleet's also aware of what's important to newer, less-skilled maintenance workers.

"We're looking at increasing the amount of additional schooling we make available," he explains. "That attracts younger people and reinforces the idea that we really do care about their careers."

Overall, Southeastern is not having difficulty drawing new recruits. "You can always find people to come in and take your paycheck," observes Drinkard. "The problem is recognizing the 'teachable' prospects and then working to keep them."

As for new hires, Southeastern looks to vo-tech grads and also welcomes mechanics who come in already equipped with "good skills and work ethics." Still, according to Drinkard, from 50 to 60% need at least some training when they start.

"We offer management training to mechanics when they move into lead-man status," Drinkard relates. "The money may lookgood to them, but we emphasize that people and paperwork skills are requirements to move up."

Everyone likes advancement, at least in theory. But when the shoe's on the other foot, as Drinkard candidly points out, "some step back when they see what management involves. Many realize they'd really rather work with their hands than direct other people.

"Besides," he adds, "there's nothing wrong with aspiring to be a top Class A mechanic. With overtime, they can make as much as the manager they report to - and suffer fewer headaches along the way."

Do you really want to stay in the maintenance business?

Trucks today have more onboard computer power than the first spacecraft that landed on the moon. Unlike that manageable, one-chassis-per-planet ratio however, this little globe sports about seven-million commercial trucks in the United States alone, so it comes as no surprise that qualified diesel technicians are scarce, and growing scarcer.

Where does this leave fleets? For an increasing number, the answer is outsourcing vehicle maintenance. "The scarcity of mechanics and technicians is a real problem," observes Tom Smith, director of J-Care for Flying J Inc. "It's particularly hard on smaller fleets because it's so difficult to find a single technician anymore who can handle it all, from routine preventive maintenance to brakes, electrical systems, and electronic engines.

"Virtually every business today, large and small, is also striving for focus," Smith continues. "Companies are defining their major areas of concern, the profit drivers, and outsourcing the rest. These two factors are helping to fuel the maintenance outsourcing trend, which allows fleets to focus on their core capabilities while giving them access to all the facilities and the technical expertise they require on an as-needed basis."

"Many fleets are discovering that they are very good at hauling freight, but they don't have the time, people, or expertise to also handle maintenance," adds Bill Smith, vp-vehicle services for Ruan Transportation Management Systems. Complying with the growing number of maintenance-related regulations adds yet another level of complexity, time, and cost. Fleets are driven to outside service suppliers for help."

One such company is Texas TransEastern, a petroleum and diesel hauler serving several Texas cities with a fleet of 60 power units and 75 trailers. "If you don't perform flawlessly in the gasoline distribution business, you're in big trouble," says J.J. Isbell, company president. "Our job is taking care of customers, and on-time deliveries are particularly critical. If we caused a station to be out of gasoline or diesel because of a late delivery or a vehicle breakdown, they'd be out of business until we could deliver. Safety is also a huge factor when you haul hazardous materials. We simply can't take chances on maintenance, period."

"We used to do all our own service and repair, but it was a sideline for us," he continues. "So in 1991, we began to outsource some shop work in order to concentrate on our core business. It was a good decision. Now we outsource 100% of our maintenance to PACCAR Leasing, Ruan, and others. These companies are doing a better job for us than if we were doing it ourselves. They are maintenance experts, and using their expertise frees our own managers to focus on ways to grow our business."

At Airgas NorPac Inc., a Seattle-based distributor of medical, welding, and specialty gases, operations manager Mike Phillips sees things much the same way. "Ten years ago, as trucks began to get more electronically complex, we also began to find it harder and harder to get qualified technicians," he recalls. "The tools required also got more complex and more costly.

"When you have hazardous-materials placards on your vehicles, your fleet has lots of visibility. You're under constant scrutiny," Phillips adds. "You absolutely have to keep up, but it was getting harder to find technicians and harder to get them to stay. To make matters worse, the learning curve for technicians was getting steeper and longer.

"The Achilles' heel for us, however, was reporting to all the various regulatory agencies - DOT, EPA, OSHA," says Phillips. It takes a tremendous amount of time and resources to do it all right.

"Eventually, we decided that we could have better quality control if we took our maintenance to experts - people who make it their core business to keep up with all the changes. PacLease handles our maintenance now as a part of a full-service lease agreement, and they work extremely hard to accommodate us," he notes.

Crunching the numbers While the idea of just "handing off" vehicle maintenance and turning with relief to other more central tasks is appealing, what about the cost?

"Basically, we're paying about the same as we did before, but we don't have to do the work," says Texas Trans Eastern's Isbell. "Outsourcing also makes our budgeting easier because now we have fixed maintenance costs. If you're considering outsourcing maintenance," he adds "you have to analyze your true costs, not just parts and labor. You have to crunch all the numbers, including the cost of your shop facilities and equipment; the required recycling, reclaiming, and reporting on things like antifreeze, engine oil, and even washwater; the cost of supervisors; ongoing training for technicians; and maintenance-related risk factors and insurance. Then you have to think about the other things your managers could be doing to grow your business if they weren't so busy with maintenance."

"When trucks were less complex and the trucking business was simpler, we could do a better job from a cost standpoint by maintaining our own vehicles, although it meant keeping an inventory of expensive parts and components and dealing with budget fluctuations," offers Mike Phillips. "But things have changed. Back then, mechanics and drivers stayed with one fleet longer, and they really understood the equipment. Now turnover is higher industry-wide."

"It's hard for most fleets today to compete with the kind of maintenance support major outside suppliers can offer, especially when the fleets probably can't handle on-the-road servicing," agrees Tom Smith. "The volume we do at Flying J, for instance, allows us to leverage purchasing power to provide service that is economical and timely. Drivers can stop for fuel, go have lunch, and when they're done the truck is serviced and ready to roll."

"Today it takes more than $50,000 to outfit a shop," adds Ruan's Bill Smith. "Through outsourcing, fleets can enjoy economies of scale on things like parts, labor, and oil, not to mention shop tools."

For fleets that outsource maintenance, there may also be performance-based cost benefits thanks to better vehicle spec'ing. " Most fleets have evolved their vehicle specs over time," explains Steve Koch, vp-sales and distribution for Navistar International Transportation Corp. "As a result, some of them are extremely good and efficient, and some aren't. In the course of providing maintenance, our dealers are often asked to offer spec'ing guidance. After all, they have broad experience and the data to back it up. Spec'ing for the lowest cost of operation is part of their job."

New considerations No matter how you choose to handle your fleet's maintenance, there are major new developments waiting in the wings that will redefine the maintenance decision-making matrix for everyone. Shell Fleet Services (part of Equilon Enterprises LLC, formed by the merger of Shell Oil Products and Texaco) and a new entity itself, for example, is rolling out a comprehensive portfolio of new maintenance services this spring.

One of the new enterprises is the Shell Truck Maintenance Operation. "Shell T.M.O. is a complete system for existing maintenance providers, including fleets, dealerships, truck stops or other independent facilities to enable them to deliver highly specialized, efficient, and professional preventive maintenance service," explains Randy Amerine, vp-marketing for Shell T.M.O.

"The T.M.O. system is being offered on a franchise basis and can be integrated into an existing service bay," he says. "The startup process begins with a facility assessment followed by specific recommendations. An 'image package' is included to bring the workstation up to the required standards of cleanliness and professionalism, and an in-lane inventory system prepares the service bay for maximum work efficiency.

"A very advanced training program is also central to the process. It is designed to teach the technicians who will be working in the T.M.O. service bay all about the program and its operation," Amerine continues. "Thanks to this training module, even beginning technicians can become highly functional preventive maintenance specialists."

A handheld computer that incorporates a bar-code scanner (Symbol Technologies' 4600 Series) paired with an in-bay computer, which is linked to the Shell T.M.O. mainframe computer in Houston, provides the informational backbone of the new preventive maintenance system, according to Amerine. "The handheld device is activated by a barcode on the vehicle," he explains. "The handheld communicates via RF with the in-bay computer, which communicates with Houston to instantly pull up the vehicle's maintenance record, including the vehicle identification number, preauthorized repairs, and information from the last several services. This is all passed directly to the handheld, where it is displayed for the technician. Eventually, all of the vehicle information stored on our mainframe will also be available to customers on-request via the Internet.

"The system is designed to reduce cost by reducing labor and the need for journeyman mechanics," says Amerine. "But the service itself will be highly efficient and professional. For example, an oil analysis is a routine part of every Shell T.M.O. service."

Making the decision Today, the outsourcing decision is all about expertise: Where do you get it? How do you use it? Who do you trust?

"Deciding to outsource maintenance requires a high level of trust," notes Steve Koch of Navistar. "Whether you choose a dealership or another service provider, it means moving away from transactional business dealings to longer-term relationships. Ideally, the company that handles your maintenance should operate just like a part of your own organization."