Atnaujinkite slapukų nuostatas

Improving Productivity and Service in Depot Businesses: How Haulage, 3PL, and Service Companies Can Increase Quality and Customer Satisfaction [Kietas viršelis]

4.00/5 (2 ratings by Goodreads)
  • Formatas: Hardback, 202 pages, aukštis x plotis: 254x178 mm, weight: 1040 g, 65 Line drawings, black and white; 65 Illustrations, black and white
  • Išleidimo metai: 23-Dec-2022
  • Leidėjas: Productivity Press
  • ISBN-10: 1032347821
  • ISBN-13: 9781032347820
Kitos knygos pagal šią temą:
Improving Productivity and Service in Depot Businesses: How Haulage, 3PL, and Service Companies Can Increase Quality and Customer SatisfactionDidesnis paveikslėlis
  • Formatas: Hardback, 202 pages, aukštis x plotis: 254x178 mm, weight: 1040 g, 65 Line drawings, black and white; 65 Illustrations, black and white
  • Išleidimo metai: 23-Dec-2022
  • Leidėjas: Productivity Press
  • ISBN-10: 1032347821
  • ISBN-13: 9781032347820
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9781032347820.html
Raktažodžiai:
This book is specifically for working operations managers across the broad range of business types that deploy fleet and product via a myriad of service types. It is applicable to businesses with small medium to large fleets in haulage, 3PL, and any service business operating a depot structure. The book is less about theoretical concepts although specific references point to theories including Lean, continuous improvement, net promoter score, and balanced scorecard but is essentially a practical guide applying worked examples and generic templates regarding the core ten activities that are critical to achieving service and profit expectation in any depot, route-based business deploying fleet. Every working manager front-line to COO will identify with and grasp that these are fundamental areas and that, if improvement can be sustained, will deliver better service to customers and enhanced profit in both local and business levels. The key areas examined are:











People management





Fleet management





Route scheduling





Optimisation of non-productive (on-depot) time





Driver debrief





Customer service and complaint management and measurement





Key performance indicators





The operating rhythm





Continuous improvement

Recenzijos

This practical guide to Improving Productivity and Service in Depot Businesses is a must read for any operations manager wanting to improve their professional skills. Colin is undoubtedly the most accomplished operations leader I have ever worked with, and his guide is full of practical tips and tools to help hone and enhance operational management expertise.

-- David Taylor-Smith, MBE, FRGS, Portfolio Chairman, and former FTSE 100 Board Director

The author enables you to clearly understand straightforward methodologies that can be applied piecemeal or holistically, and which will improve operational efficiency. Having applied some of the techniques referenced in the book, I recommend this book and the content.

-- Warren Edmondson, CEO, The Safegroup Ltd. UK

I worked with Colin on a successful business turnaround implementing some of the principles included in this book; the project was a success, and the business continues to perform well.

-- Aiden Harper. BA. M.MUS. MD Ireland

Improving productivity and service in depot businesses, provides invaluable tried and tested methodologies and practical tools and techniques. Applied correctly they have the ability to transform the performance of a business. The benefits gained from managing non-productive hours were transformational for the business I managed. The techniques described in the operating rhythm (drumbeat) chapter are applicable in any business and is something I still utilise at an executive level.

-- Kevin O'Connor MBA, CEO

I had the opportunity to work with Colin on an important operational project in Colombia, we applied some of the principles presented in the book and achieved strong results. This book is a must for any professional or student working in operations.

-- Claudio Enrique Pita Garcia. University of Politecnico Grancolumbiano. Columbia

Preface ix
Acknowledgements xi
About the Author xiii
1 People Management
1(42)
Introduction
1(1)
Guideline Management Principles
2(7)
Managing Holiday Planning
9(7)
Sickness and Absence Management
16(4)
Employee Attrition
20(3)
Partial Management Control
23(1)
Betterment
23(1)
Fundamental Working Conditions
23(1)
Dismissal
24(1)
Full Management Control
24(1)
Financial Reward
24(2)
Lack of Skills
26(1)
Management Culture
27(1)
Driving Skills
28(1)
The Role Is Too Physically Demanding
29(1)
Return-To-Work (RTW) Interview
29(3)
Driver Debrief
32(1)
Conducting Disciplinaries
33(4)
Calculating Driver Resource
37(4)
Notes
41(2)
2 Fleet Management
43(42)
Introduction
43(1)
Calculating the Fleet Size
44(4)
Organisational Design
48(3)
The Head of Fleet
51(1)
The Two Sides of Fleet Organisational Design
52(1)
Internal Stakeholders
52(3)
External Stakeholders
55(1)
FTA (Logistics UK)
55(1)
Breakdown and Recovery
55(2)
Telematics
57(1)
Is Telematics Worth Implementing?
57(3)
What Is Telematics?
60(1)
Other Factors to Consider
60(1)
Defect and Accident Reporting
61(1)
Defect Reporting and Management
61(2)
Weekly Vehicle Check
63(1)
Accident Management
64(4)
Period Senior Accident Review
68(2)
Ancillary Devices That Aid Accident Reduction
70(1)
Fleet KPIs (Key Performance Indicators)
71(1)
Fleet: Challenging "Perceived Wisdom"
71(2)
Double-Shifting
73(2)
Enhanced Vehicle Design
75(1)
Cubic and Weight Capacity
76(1)
Weight Capacity
76(1)
Insurance and Weight Capacity
77(1)
Electric vs. Hydrogen Engine
77(2)
Vehicle Replacement
79(3)
Fuel Management
82(1)
Notes
83(2)
3 Route Scheduling
85(32)
Introduction
85(4)
Organisational Design
89(5)
Which Organisational Model Is Best?
94(1)
Planner Remuneration and Training
94(2)
Manual vs. Software and Which Package?
96(3)
Do Not Blame the Scheduling Software, without First Examining Business Data Integrity
99(1)
Scheduling Principles
100(1)
Proof of Concept
100(1)
The Planner and Software Interface
101(1)
Driver Start Time
102(1)
Setting SMVs (Standard Minute Values) for Customer On-Site Time
102(1)
Two Methods of Deploying Scheduling Software
103(1)
Validating Route Efficiency
104(4)
"Miss" Notification
108(1)
Depot Strategic Modelling
108(3)
Rationalising the Depot Network
111(4)
Retention Payments
115(1)
Notes
116(1)
4 Minimising Non-Productive Hours
117(18)
Introduction
117(1)
Minimising On-Depot Time (Non-Productive Time)
118(1)
Why Is This Important?
118(3)
Start of Day GtG Time
121(7)
GtG Metrics
128(5)
Avoid Returning to Depot to Take a Break
133(2)
5 Driver Debrief
135(8)
Introduction
135(2)
Essential Output from the Debrief Process
137(2)
Other Debrief Related Benefits
139(1)
How Long Should Debrief Take?
139(1)
Who Should Conduct the Debrief?
140(1)
HGV Tachograph Analysis
140(1)
Note
141(2)
6 Customer Service
143(4)
Introduction
143(3)
Notes
146(1)
7 Managing Complaints
147(8)
Introduction
147(6)
Notes
153(2)
8 KPIs, the Balance Scorecard, and Basic Financial Models
155(12)
Introduction
155(5)
Balance Scorecard
160(1)
Basic Depot "Trading" (Periodic Financial Review)
161(4)
Notes
165(2)
9 The Management Operating Rhythm (Drumbeat)
167(4)
Introduction
167(4)
10 Operational Health and Safety
171(10)
Introduction
171(1)
Near Miss Reporting
172(1)
LTIFR
173(1)
RIDDOR
173(1)
RIDDOR Management Periodic Reviews
174(3)
Driver Assessment and Training
177(1)
Vehicle and Equipment Design
178(1)
Operational Management and Training
178(1)
Notes
179(2)
11 Continuous Improvement
181(4)
Introduction
181(2)
Notes
183(2)
12 The Depot Manager Cadre
185(6)
Introduction
185(5)
Task-Force Manager
190(1)
Glossary 191(6)
Index 197
Following graduation in 1986 from Cranfield with a Master of Science in Logistics, Colin Woodland has developed his career in FMCG logistics from middle to senior management. Since 2000 he has held four Board positions in Secure Logistics businesses within the UK and Sweden. As Operations Director with Cash UK (4.5 years) he was responsible for 6,500 employees and 2,200 Fleet of specialist vehicles across 50 locations driving efficiency improvements of £30m. Since 2009 Colin has held International roles regarding Security & Operations across 69 businesses spanning five continents.

Colin's previous positions include:

-- Managing DirectorManaging Director, SECURE LOGISTICS SOLUTIONS LTD

-- Chief Operating OfficerChief Operating Officer, phs Group

-- Group Operations & Integration DirectorGroup Operations & Integration Director, VPS, The Vacant Property Specialists