P.A.M. Transport’s Carl Tapp has fine-tuned maintenance management to save money and improve efficiency
It’s impossible to shoe-horn into just two pages all of the heavy-duty maintenance “best practices” that Carl Tapp was willing to share with us during a recent conversation. So, we hope the few words of his wisdom captured here will prove helpful.
First, some basics: P.A.M. Transport Inc. is a truckload carrier that specializes in just-in-time freight to auto-makers, other manufacturers and retailers. It is one of the wholly owned subsidiaries of P.A.M. Transportation Services Inc. and among the 100 largest trucking companies in the U.S. and Canada.
The equipment under Tapp’s supervision includes 2,000 tractors and 4,500 trailers. The tractors are mainly Freightliner and International brands, with an average age of 18 months in service. “We run trucks about four years and an average of 500,000 miles,” says Tapp, who explains the frequent turnover is aimed at retaining drivers who “don’t want to drive an old truck” and to avoid increased maintenance costs.
Tapp oversees eight shop locations that he has helped to standardize, not only in procedures followed, but also how they’re outfitted. “The shops mirror each other,” he notes, “with all modern electronics, computers loaded with vendor software for all of our spec’ed drivetrain, brake and engine components.”
Standardization and automation also extends to vendors and parts ordering, with the goal to save money for both seller and buyer. “We’re not high-maintenance for vendors,” he relates, “we don’t need local salesmen to come and take orders. We try to take that cost out of their business to get the best price and quality.” With P.A.M.’s electronic maintenance system, a suggested reorder list appears on the screen where it can be adjusted and automatically sent to the vendor to fill.
P.A.M. uses TMT Software (part of TMW Systems) to manage all aspects of its fleet maintenance operations, including shop, purchasing processes, warranty claims and recovery. Its maintenance tracking software has improved organizational efficiencies and overall profitability. It’s also allowed them to go virtually paperless, according to Tapp. “The automated system streamlines workflow and reduces inventory shrinkage,” he says, “and the software is key to all that.” The whole company is automated, Tapp adds, so the maintenance system can communicate with operations, while custom programming allows built-in checks and balances between them so vehicles don’t go on the road with any outstanding repair orders.
Tapp is a firm believer in spec’ing for reduced maintenance, and puts considerable thought into spec’ing “up” where appropriate. “Quality components may cost more upfront, but they can save you money in the long run,” he says. For example, he spec’s DuraPlate brand composite trailer doors to save weight, noting that they don’t absorb moisture –– and weight –– like plywood core doors. He chooses Eaton UltraShift transmissions because they reduce brake wear and driveline damage, and they’re safer because drivers can focus on traffic instead of searching for a gear.
Tapp advises fleet maintainers to focus on one problem at a time. “I look into the maintenance system and focus on what is costing us money,” he says. “We don’t change the whole truck, we make just one little change at a time. If it ain’t broke, we don’t fix it!”
Not that P.A.M. doesn’t try new solutions. Tapp has implemented technologies, such as Qualcomm’s SensorTRAC system, to get information off the ECM while the unit is on the road. He’s a believer in the MTIS by PSI automated tire inflation system, which he spec’s on all of his new trailers because it can add up to 40% in tire life, save fuel and eliminates a lot of hassle for drivers and technicians. P.A.M. Transport is a 100% retreaded tire fleet; and Tapp said he prefers the Bandag system. He has recently added SCS/Frigette APUs for truck cab heating/cooling and hotel loads, and is constantly on the look-out to test new ways to save money. But, he emphasizes, “Don’t jump at everything new that comes down the pike. Put some thought and study into your decision before you buy.”
As one might imagine, Tapp is strict on performing preventive maintenance. Out of 2,000 trucks, only 32 were overdue for a PM call when we spoke. Even his shops’ air compressors are on an electronically maintained PM schedule. Tapp’s discipline in keeping to PM timing has allowed him to extend oil drains, too –– from 70,000 up to 150,000 miles –– , which is achieved with oil analysis and timely filter changes, he adds. He figures the fleet has saved $3.5 million a year from honing that drain interval. He currently uses Mobil Delvac Elite 15W-40, a synthetic blend, CJ-4 oil formulated for diesel engines with exhaust gas recirculation (EGR) and diesel particulate filters (DPFs).
Not only has P.A.M. saved money and reduced fuel and lube oil consumption, it has received recognition for its leadership in conserving energy and lowering greenhouse gas emissions from its transportation and freight activities. Last year, P.A.M. Transportation Services Inc. (PTSI) received an Environmental Excellence Award from the U.S. Environmental Protection Agency SmartWay Transport Partnership. PTSI was one of 34 companies and organizations from among more than 600 SmartWay Partners to receive this distinction.
All of those letters after Tapp’s name may need some explaining. Tapp was among the first two dozen participants to be accredited as a Certified Director of Maintenance/Equipment (CDM/E) by the North American Transportation Management Institute (NATMI) of the ATA. NATMI provides university-affiliated professional certification and training seminars for truck fleet professionals in safety, maintenance, information and risk management, personnel training and more.
Tapp is well-versed in what is called “facilitative leadership” –– which is a way of managing people through team building and consensus. He had lots of experience leading others as an army sergeant, and knows the value of having technicians learn by experience. He has been in the forefront of establishing technician competitions that have developed into events such as TMC’s SuperTech. His company pays for technicians to get ASE certifications. When disputes arise, he is rated as being fair and consistent, a person who always gets both sides of the story. “I support my troops,” he says.
