METRO-DATE’S MOBILE EQUIPMENT BUREAU
Using the talents of each of my six staff members (uniformed and nonuniformed) to the utmost presented me with a major challenge as director of the Metro-Dade (FL) Fire Department’s Mobile Equipment Bureau. The bureau—which falls within the Logistical Services Division —is responsible for more than 300 vehicles and more than 3,000 pieces of related equipment.
Since employees usually perform more effectively when they are assigned a job function in which they can specialize and their expertise can be fostered, 1 had each employee list his duties. All said that they performed practically the same tasks. It was then that I decided to have members specialize in specific areas while also working together on normal dayto-day routines.
To realize this objective, more efficient operations were needed. Computerization certainly was a major move in that direction. In the past, we wrote work orders for vehicles by hand and logged in the orders with a brief summary of the problem on index cards. Copies of work orders then were discarded, and only the information on the handwritten cards would be available.
Extra off-duty programming hours put in by one of our support officers helped an effective computerized system become a reality. Previously, recorded data on every vehicle were entered into the computer and data on repairs were added as each repair order was generated. Our computer now stores records on a data base and prints out reports. The system also enables us to determine how’ many times a single unit has been down with the same problem within a specified period of time. In addition, we developed a computerized list to record the assignment of all radios, pagers, telephones, and keys to all vehicles and the headquarters building.
Allowing a staff member to specialize in a task has saved the department money. One of the transportation officers who specializes in radios was able to research and obtain the software to reprogram this equipment so that now we can reprogram radios and pagers in-house via computer. This capability saves us a S50 charge per radio in a repair shop. In 1990, we saved more than 545,000.
RECOGNITION IMPORTANT
Members whose ideas and other contributions help improve the bureau’s operation are recognized through aw ards such as “Employee of the Month” and “Employee of the Year.” The support officer who programmed the computer was designated Employee of the Month, while the transportation officer’s resourcefulness won him the Employee of the Year award in the civilian category. In a department of more than 1,300 employees, personnel from the Mobile Equipment Bureau have received the Employee of the Month award five times during the past two years. By providing leadership, allowing creativity, and giving proper recognition, we have motivated employees to produce ideas and innovations that exceed even their own expectations. My personnel never cease to amaze me with their ideas and suggestions. Taking the time to listen to them gives importance to their proposals. Even if an idea is not used, the employee appreciates the constructive feedback given.
SUGGESTIONS IMPLEMENTED
Personnel development leads to department development. The solutions presented by my staff usually are well thought out, meaningful, and useful. Some of the suggestions that have been implemented by the department include the following:
- Installing a retarder on the rescue trucks, which extended the brake life from 3,000 miles to 12,000 miles and amounted to a savings of more than S 30,000 per year.
- Stripping our department’s vehicles prior to county auction, which allowed us to recover usable materials.
- Using repair statistics to identify potential problems such as faulty clapper valves in certain pumps and door and window problems with certain pumpers.
- Training bureau personnel to repair radio housings and components.
- Monitoring vehicle mileage to avoid excessive mileage on some vehicles and minimal mileage on others.
- Installing spring boosters to stop spring breakage, which saves approximately $70,000 annually on springs and spring-related repairs.
- Installing a spin-on filter for the air-brake system and automatic transmission, which cuts maintenance time by more than half and extends
- Researching, locating, and adapting new AC fittings to avoid leaks.
- the service interval.
- Ordering new rescue vehicles w ith tile hoods to minimize the cost of removing parts to make repairs.
BUILDS RAPPORT
To enhance respect for Mobile Equipment Bureau personnel and their functions, we created a “servicerepresentative” atmosphere. Bureau employees and driver-operators enjoy this atmosphere because it allows for personal attention to problems. We also can give immediate responses to complaints or requests. These efforts dramatically have improved our rapport with the firefighter in the field.
The efficiency built into our system also has helped to create this respect. Turnaround time on “while-you-wait” repairs has been cut in half. If the firefighters need to change vehicles, they are given spare vehicles that have been refurbished and are in g(x>d mechanical condition. Repair orders are printed out by the computer, eliminating earlier confusion in recordkeeping. The people we serve recognize these changes and take pride in being part of the operation.
We continuously research repairs performed on vehicles. Rather than simply fixing the problem that occurs, we investigate repetitive problems, identify’ the cause, and make modifications where necessary. We have changed the type of brakes on some vehicles and the suspension systems on others to obtain longer life and save money.
Listening to the ideas of subordinates. motivating them to create solutions to problems they encounter, and generating respect for their roles have improved operations within our department. Most of these concepts have been written about and discussed many times in other fields. Seeing them work in the fire service is what makes them news.
