Good Relations Essential to Fleet Efficiency
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ACOMPREHENSIVE review of drivers' relations with senior staff and of vehicle features that promote operational efficiency was given in Birmingham last week by Mr. R. P. Block, managing director of Blox Services, Ltd., at a one-day course held by the Industrial Welfare Society, 48Bryanston Square, London, W.1, for managers of transport, dispatch and personnel departments of companies operating delivery vans. Mr. Block read a paper on "Overcoming Practical Difficulties," which followed one by Mr. E, W. Bowling, education and welfare officer of United Dairies, Ltd., on "Driver—and Ambassador." Later, Mr. Block and Mr. 'Bowling gave a joint talk on "Building up an Efficient Team."
Re-employment Tests
. Referring to his company's fleet of contract vehicles, Mr. Block said that great importance was attached to the concern's practice of arranging pre-employment tests of drivers by the British School of Motoring, which was followed by an interview by the transport manager and personnel manager to ascertain the applicant's fitness as a driver and as a salesman. Details were obtained of the driver's transport experience, types of vehicle that he had handled, family background and so on. All new drivers were issued with a booklet giving conditions of employment in detail, which obviated acquisition of incorrect information from other drivers.
Everything was done, said Mr. Block, to foster good relations between the transport manager and drivers, which could only be created if there were close accord between the transport manager and executives of the company. The transport manager should advise the board regarding the most suitable types of vehicle for the traffic carried. Advice of drivers should be sought by the transport manager on desirable vehicle features before purchase, particularly in relation to changes in route and traffic conditions.
Cost of Breakdowns
Operational features should be fully explained to the drivers, including the cost of breakdowns and precautions that should be taken to prevent theft. It was essential that the driver should have complete confidence in those responsible for securing the load of his vehicle as he was legally responsible for ensuring that it was a safe load. Apart from refuelling. greasing, washing and so on, a driver should not be responsible for servicing his vehicle or rectifying defects. As far as possible he should spend his time driving, rather than handling loads at termini, to which end the use of semitrailers and of mechanical-handling aids at the depot should. be thoroughly exploited. Unloading could be faCilitated by such means as fitting floor rollers and by carrying a light handtrolley in the vehicle to transfer pallets to a tailboard lift of the detachable type equipped with wheels. This could be used to move the load into the depot or customers' premises.
Having to make up to 40 drops a day, the' driver should be provided with an easy-access cab, and obstructions in the centre of the cab caused by handbrake and gear-change levers should be eliminated. In many cases it was advantageous to fit a sliding door on the driver's side only. Fully adjustable seats should be employed. If the carriage of passengers was not authorized, no passenger seats should be .fitted. Other favourable features included access between the cab and the van compartment and quarter doors at the rear in place of the fullwidth type of roller shutters.
Many transport managers operated forward-control vehicles for non-bulky traffic that could best be carried by normal-control vehicles, the cabs of which generally offered an easier access. Because of traffic congestion in towns, the use of vehicles smaller than the normal 5-6-ton, type might be worth considering in the interests of achieving worth-while operating economy.
"Indefinite Overtime"
After observing that drivers take advantage of "indefinite overtime," Mr. Block said that in his company a driver's total working week was predetermined according to route and average conditions, and no overtime was allowed in excess of this total unless severe condition e such as icy roads or fog prevailed.
A bonus system could be applied in place of paying overtime rates. In the case of some beer deliveries, for example, his company set a target of the number of barrels to be handled, and the crew were paid 3s. per barrel if they handled a greater number than that specified, the collection of empties also being included in the scheme.
The work previously performed in a 50-hr. week was now completed in less than 42 hours. On average the working day ended at 4 p.m., which represented a saving of two hours on the normal full day. This time could, if necessary, he employed to increase the work performed by the vehicle in place of adding extra vehicles to the fleet, to the benefit of both the crew and the company.
After mentioning an accident-free bonus scheme. Mr. Block outlined details of a fuel-consumption bonus based on .a three-month period. If the vehicle consumed less fuel than the target m.p.g., the driver was paid a bonus of d. to Id.
per mile. For example. if he were pail A. for a consumption of 18 m.p.g., the rate would be increased to TV.d, for 1.C. m.p.g. and fd. for a consumption ol better than 19 m.p.g.
Initiation Course
Driving tests for drivers and deliver■. men were cited as essential by Mr Bowling, who described the company' three-week initiation course in driving an
book-keeping. Mr. Bowling also mentioned the value of the informatior obtained by drivers during a one-da.s course after three to four months employment, during which instructior was given regarding the food value of the company's products. The course wa, ended with an address by the managing director.
The driver could, and should, be a living advertisement of the company. How hc acted in public, his manner of speaking and his appearance were all-important factors. Overalls were supplied free (II charge and uniforms were obtainable in accordance with an assisted-purchase scheme, by which half the cost was paid by the company and the remaindei deducted from the employee's wages al the rate of 2s. 6d. per week.
A mechanical system of book-keeping was being introduced to simplify paperwork as far as possible. One of the most common causes of drivers leaving the company was objection to the amount of paperwork involved.
In answer to a question during the discussion, Mr. Block said that the police practice of checking a vehicle's known whereabouts on a certain day against logbook entries (in co-operation with a Ministry of Transport examiner) was on the increase. If the company's records did not accord with police observations thc log books of the entire fleet were checked for any discrepancies.
M.p.g. Scheme Advisable?
The advisability of employing an m.p.g bonus scheme was challenged by Mr. Nabb, assistant transport manager of Joseph Lucas (Electrical), Ltd., who suggested that such a scheme could encourage drivers to adopt the dangerous practice of coasting in neutral.
In reply, Mr. Block said that regular checks were made of his company'5 vehicles to ascertain brake-lining wear an( so on, which would be excessive if coast ing were regularly practised. Actior would then be taken to prevent its recur rence.
Variations in fuel consumption cause( by mechanical faults were very small If the monthly record showed that con• sumption were more than 12 gallons it excess ofthe average, the vehicle war withdrawn from service for a thorougl examination of the power unit.