Construction Equipment Executive Institute
Learn the fundamentals of fleet management from our collection of articles and videos. The best in asset management for the construction equipment professional.
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Equipment managers must often identify future staffing and facility needs in response to changes in organizational structure, direction, and contract volume that alter the overall size, composition, and maintenance requirements of the fleet. By calculating the maintenance repair factor (MRF) and…
When an organization depends upon the utilization of construction equipment to perform the functions of the business, it often must grapple with understanding how much maintenance is required to maintain its operational requirements. Problems arise when additional equipment is acquired to increase…
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Construction equipment maintenance should have a business plan independent from the overall fleet’s plan in order to attain total productive maintenance. It should accomplish four goals: Identify the mission and vision,…
Equipment management is a tough business, but we do it right more often than we think. Here are seven success stories to acknowledge what has been achieved. Space limits me to seven stories. You may recognize your business and the work we have done together. If you do, take time to smile. If you…
We have discussed the advantages of centralizing the fleet and placing all of the organization’s equipment assets under the direct control of a knowledgeable and experienced equipment manager. The concept works, and many companies have significantly improved equipment operations by creating what…
It’s been a wild ride since June 1977 when the Apple II was released and VisiCalc launched the spreadsheet revolution. Business information, from accounting to job costing and estimating, is no longer produced by hand. Maintenance work orders are automatically generated right on schedule, and…
I got into a lot of trouble as a young field engineer by telling my boss that cost overruns were not a problem. I told him that the real problem lay in the way we built our work and that cost overruns were a symptom of the fact that something was not going well. My job was to find and fix the…
How do you reconcile actual costs with what is actually charged to the construction project?
Relationships between construction operations and the equipment-management team are often strained. Operations see the equipment they use as a means to an end—as a way to build the job safely, on…
The way in which equipment rates and the job charging system impact job margins and company profitability is one of the most controversial subjects that I encounter on a regular basis. Under-recovered equipment costs must be absorbed somewhere in the organization, and job margins can easily…
By the time you reach my age, you are able to take a long-term perspective on things. Long ago and far away, we ran the equipment fleet with little emphasis on preventive maintenance. I spent many school vacations developing preventive maintenance check lists, and we did change the oil, adjust…
Last month we discussed the need to know how equipment-related transactions flow through the organization and detailed a process for operating costs. We introduced a diagram of how charges flow from the job accounts to the…
You have heard what people say: If you want to know how something works, just follow the money. Equipment management is no different, and it is useful to trace the flow of funds through an organization in order to understand and communicate how things work.
This is the first of two…
A construction company is an exciting place to work. Every day is different, and change seems to be the only constant.
All this excitement, change, and turbulence comes about because construction companies continuously bid for, build, and complete unique projects: discrete well-defined…
"What must we do to be a world-class equipment-management organization?” It is a question you should ask yourself, and it is a question you should be prepared to answer.
Your answer can be long and complicated, or it can be so broad as to be of no value. Here are four critical success…
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