THE ROUND TABLE

THE ROUND TABLE

If your fire department cannot get enough money for all the apparatus and equipment you need, what steps have been taken to adjust your routine maintenance program to keep the equipment operating longer?

Chief Neil Gallant, Birmingham, Ala., Fire Department:

The City of Birmingham established an equipment maintenance review board in July 1981 “to reduce equipment maintenance costs resulting from mechanical failures caused by improper equipment operation, poor mechanical workmanship or negligent supervision.”

The primary responsibilities of the board are:

1. To improve the skills of all drivers, equipment operators, mechanics and supervisors through the development of continuing training programs.
2. To encourage and promote a more conscientious attitude toward the proper operation and maintenance of equipment owned by the city.
3. By screening mechanical records and operator reports, identify operators, mechanics, foremen or supervisors who, through negligence of their duties, have caused or contributed to the damage of city equipment.
4. To identify and prevent equipment from being abused or misused.
5. To identify equipment and/or components of inadequate design and performance.
6. To submit to department heads recommendations of disciplinary action up to and including suspension of driving privileges, demotion or dismissal of an employee who has through negligence caused or contributed to damage of city equipment to such extent that such action is indicated.

The review board consists of five members, one from the fire department.

The review board will make recommendations to the appropriate department head in cases that warrant disciplinary action. Employees affected will have the right of appeal through the normal procedure.

Examples of negligence are defined as:

1. Failure to perform daily operator checks, i.e., oil level, tire pressure, cooling system and drain air tank on vehicles with air brakes.
2. Failure to perform adequate mechanical repairs resulting in comebacks or future damage.
3. Broken axles and drive shafts resulting from overload and poor driving habits.
4. Repeated broken springs and universal joints due to excessive speed and overloads over rough terrain.
5. Power train abuse, to include engine, transmission and differential failure.
6. Repeated failure of hydraulic mechanisms/components.
7. Failure to report unusual equipment performance, and/or failure to cease operation of malfunctioning equipment, which results in more expensive equipment repairs.

Chief John E. Lee, Charlotte, N.C., Fire Department:

The Charlotte, N.C., Fire Department is pleased with its nondestructive testing of aerial apparatus. For the first test, we had an outside testing firm come in. The cost was approximately $1000 for testing one piece of apparatus. Studying the specifications for this test, we noted that much of it we normally do ourselves.For the other testing, which consists of sophisticated analyses we are not trained to do, we hired a local company. By doing this, we completely test a piece of aerial apparatus for less than $500, half the cost of the outside firm.

Each piece of fire apparatus in Charlotte receives preventive maintenance every six months. We arrived at this schedule by analyzing tests of oil samples taken at random from our apparatus; six months was the point at which oil deterioration and contamination typically started. During the preventive maintenance we change oil, other fluids, and all filters, and we lubricate using waterproof lubricants, pull wheels to check and adjust brakes, and check pumps.

Like other metropolitan fire departments, we have had many problems with brake fade and failure on fire apparatus. We are therefore concluding a program to install engine brakes or electrical retarders on all our equipment. Such systems have significantly reduced brake problems where they have been installed. An added advantage is that they can be taken off one truck and reused on another. We plan to continue installing these systems until all our apparatus are equipped with them.

Steel-belted radial tires are standard for our apparatus. We feel that the superior handling and turning qualities of radial tires justify their expense.

Having experienced several failures of automatic transmissions, we have added external filters on all apparatus with these transmissions. Filtering transmission fluid twice does seem to avoid extra problems.

Chief Norman E. Wells, Jr., Marlton Fire Company No. 1, Marlton, N.J.:

Although we are a volunteer company, we have one paid employee; thus all maintenance becomes his responsibility. Our equipment includes four engines, one rescue, one elevating platform, one brush truck, one command car, one K-12 saw, two chain saws, 26 breathing apparatus, 43 air bottles, three cascade systems, one Hurst tool and four generators.

Daily apparatus start-ups are required, at which time all the vehicles, lights, SCBA and appliances are visually checked. A weekly check list includes additional items such as vehicle batteries, vehicle air tanks, priming tank and power steering fluid levels, etc.

The monthly check goes even further, with other items such as the tire pressures being checked, battery terminals cleaned, etc. A monthly check is made on the operational functions of the elevating platform. The employee is also required to back-flush all pumps and lubricate all valves and swivels. We have four Hale pumps and perform the maintenance as required by Hale service bulletins.

Once each month he is also required to check and run the saws, the Hurst tool and our portable pump. Each SCBA pack and all air bottles are checked for operation and/or pressures. Each of our fire extinguishers is also checked monthly. All air bottles and extinguishers are listed on our computer and are hydrostatically tested as required. Since the employee is a certified MSA mechanic, all SCBA component repair is done in the station.

Since our station has a piped air system, an air-operated grease gun allows him to lubricate all the apparatus at 1000-mile intervals, or as the apparatus use dictates.

All the apparatus engines are covered by a contract with Detroit Diesel, the transmissions with a contract with Allison. The Hurst tool, the generators, our air compressor, and all Motorola radio equipment are also covered by contracts.

We are fortunate in having a retired automotive mechanic as our maintenance officer. Thus, most of our repairs are done in the station under his guidance. This would include the complete maintenance of our three gasoline-powered vehicles.

Chief John Montenero, Monterey, Calif., Fire Department:

The City of Monterey has taken the approach that mechanization and good equipment are the key to future savings.I personally do not see equipment and maintenance concerns as paramount when considering personnel costs. For that reason the department has mechanized to the greatest extent possible to mitigate future personnel needs for those smaller percentage of large fire-type emergencies. In addition, the department hopes to use existing personnel to cover expansion into annexed and developed areas through more effective mechanization.

Captain Dennis R. Thill, Mount Prospect, III., Fire Department:

We believe that preventive maintenance is very important to both reduce downtime on apparatus and also to save money in the long run.

In Mount Prospect we schedule three preventive maintenance services per year. There are two “A” services and one “B” service scheduled for each piece of apparatus, the “B” service being a more in-depth program.

We also rebuild at least one piece of apparatus per year. With the cost of apparatus today, we believe that it is to our advantage to have a person skilled in body and paint work on a full-time basis. By repairing rust before it gets out of hand we extend the life of our apparatus.

Detailed and complete reports are also very important in a vehicle maintenance program. All parties concerned must be aware of problems occurring with the apparatus. The fire chief, the program director, the fire personnel and the mechanics are all made aware of the problems with our four-copy work request sheet.

In Mount Prospect we have a capital outlay program for the purchase of new apparatus. This fund gains interest and helps offset the rising cost of apparatus. Also, when we purchase apparatus we are able to pay for this apparatus in full and do not have to pay interest on bonds.

Our capital outlay program works on a 12-year plan. Each year we update this program because it is close to impossible to predict the life of each piece of apparatus. This program is very beneficial when it comes time to purchase expensive apparatus such as a ladder truck. With a program of this type in operation, the village does not have to come up with a large sum of money in any one given year.

We have recently purchased a new ladder truck for $236,000 to replace a 22-year-old truck. In today’s economy and without a plan of this type, we may not have had the funds to make a purchase of this amount.

Assistant Chief in Charge of Operation Steve Hacku, Wallingford, Conn., Fire Department:

Our maintenance program on vehicles and equipment is indeed complex. It requires a full-time maintenance program to properly maintain equipment and receive an extended use of vehicles. Presently our department employs the following procedures:

1. All our vehicles and equipment are checked on a daily basis, requiring an equipment check list. This is completed by on-duty personnel.
2. There are two fire fighters, each placed on a regular shift opposite from each other. They are designated as mechanics and do light maintenance work, such as pumps, oil changes and other related repairs. Extra pay is not given for this type of work. However, they may receive a comp day off, if it does not cause any overtime.
3. We have launched a program to have oil samples tested periodically by a testing company, which in turn gives an analysis on the condition of our engines. This system allows the repairs to be done before a major problem occurs.
4. The public works department maintains a full service repair department. They, in turn, handle our major repairs, motor overhauls, brakes, transmissions, etc. This is worked out on a cooperative basis between the two departments. In the event that a piece of emergency equipment is needed quickly we would pay the public works mechanic overtime from our budget.
5. There are times when our off-duty mechanics are called in for emergency repairs, for which they are paid time and a half.
6. In the event a special repair problem arises, we solicit repair vendors to complete the work.
7. A program of refurbishing and overhauling the department’s older equipment has been instituted. In our yearly capital budget at least one piece of equipment is requested to be completed. In today’s economic situation it is usually approved.
8. The two ladder trucks, 100-foot and 75-foot aerials, are tested yearly.

The maintenance program is headed by an assistant chief in charge of operations. It is his responsibility to see that the program is properly maintained. He has the responsibility of 21 vehicles, including deluge pumpers, aerial trucks, medical units, etc. The vehicles range in age from 34 years down to one year and are all on-the-line apparatus. The older pieces are used for spares when routine service is being done. There are two pumpers that can be used in the event a unit has to be taken out of service for major repairs. The one big problem is securing the proper parts to repair apparatus. It requires a lot of research and proper record-keeping.