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Costing and Maintenance for 2,000 Vehicles

23rd January 1959, Page 153
23rd January 1959
Page 153
Page 154
Page 153, 23rd January 1959 — Costing and Maintenance for 2,000 Vehicles
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Which of the following most accurately describes the problem?

By Tom Walkeriey

The composition and tasks of the transport fleet of more than 2,000 vehicles operated by the Navy, Army 'and Air Force Institutes were reviewed last week. The survey is concluded this week with an examination of the costing and maintenance methods used.

ON delivery, a new truck is given a target mileage and life which it is expected to achieve before replacement is considered. The target figure, of course, differs widely according to the type of vehicle, but, in general, experience has shown that a small van is good for three years, a 5-tonner for five years and a 7-tonner for seven years. Heavier metal, such as the Albion Chieftain and the Bedford S-type tractor, is considered good for at least 10 years, or 200,000 miles.

Purchasing policy is the province of the controller of transport, who takes into account such factors as need (in view of the run-down in the numbers of the Forces), used-market prices prevailing at the time and expectation of useful life of the vehicle concerned. Staff cars are replaced, on the average, at three-yearly intervals, or about 40,000 miles.

20m. Miles a Year

The total average mileage of the entire fleet easily exceeds 20m. a year, and in recent years the life of individual vehicles has been markedly extended by the replacement of petrol engines by oilers.

At the Kennington headquarters, Naafi maintain most meticulous graphical and statistical records of all vehicles. The accounts branch of the transport department is greatly assisted by Hollerith machines which produce, in standardized form, monthly and quarterly figures, analysed in detail for the individual vehicles and depots.

The cost accounts are broken down into the various fields of, activity. Direct vehicle expenses, for example, comprise fuel, lubricants, wages, licences, insurance and depreciation. The cost of repairs in Naafi workshops, repairs by agents and general depot overheads are recorded separately, as are the costs of hired transport, both by road and rail.

Depot costs are also broken down to show, under separate headings, staff salaries, travelling expenses, stores, communications and so on. Monthly statistics showing mileage, fuel consumption, tonnage, oil changes and efficiency records are also maintained. The allocation of transport costs to the user departments is based on vehicle time and mileage.

In addition, charts are kept by which it is possible to sec at a glance the monthly mileage of every vehicle, grouped under its make and type, and the dates on which engine changes or other major work were carried out. Accident statistics for both United Kingdom and overseas commands are also shown graphically.

The target system for the estimated life of a vehicle is extended to fuel consumption, tyre mileage and battery life. Thus, a significant rise in fuel or engine-oil consumption can be investigated at once and action taken before excessive wear leads to costly repairs or replacements.

As far as tyres are 'concerned, Naafi

make full use of the excellent inspection service provided by the manufacturers. All vehicles with independent front suspension have the tyres moved round the chassis at 4,000mile intervals. Worn tyres are returned to the London depot with a card giving the mileage at which they were fitted and removed.

Covers which have attained their target figure are returned to the manufacturers for remoulding, and, if rejected, are put up for disposal. In the case of tyres which do not reach their target, an investigation by the transport manager concerned is required. Only manufacturers' remoulds are used.

Vehicle batteries are also dealt with only through the London depot. Each has a number, prefixed with a code letter, indicating the command in which the vehicle is used. An unexpectedly early death is referred to the manufacturers. A weekly battery check is the drivers' responsibility.

Complete Vehicle Histories

Every Naafi vehicle is supplied with a log book, which is, in effect, a complete life history. Maintenance is based on service every 1,000 miles or at intervals of a month, whichever occurs sooner. The service is carried out in depot workshops, except in the case of vehicles based at a distance. as, for example, mobile canteens. Where convenient, the service is then authorized to be carried out by local agents.

The 1,000-mile check includes full chassis lubrication, gearbox and rearaxle check, battery maintenance, brake inspection, electrical examination and road test. Gearbox and rear-axle lubricants are changed twice yearly. in April and October.

Engine oils are changed at intervals of 2,000 miles, except in the mobilecanteen engines, where the change is made at 500 miles. This is because the low mileage and frequent use of the choke control in numerous cold starts have been shown to accelerate wear.

At 4,000 miles a more comprehensive service is superimposed on the 1,000-mile routine.This includes compression test, tappet adjustment, carburetter cleaning and chassis check. The body is inspected for damage.

Petrol engines have a top overhaul at 15,000 miles and four-cylindered oil engines have similar treatment at 25,000 miles. The smaller diesels are docked at 50,000 miles, when the pistons. are removed, bore and piston wear is measured and bearings are examined. • This dock is carried out on sixcylindered oilers at 75,000 miles. All this work is performed in warehouse and depot workshops. It is also a workshop responsibility to make periodic checks on the sulphur content of oil fuel from bulk deliveries.

• Control of Replacements No major unit can be replaced without the authority of headquarters. Replacement is dealt with on an exchange basis through main agents.

During the first year of a vehicle's life, transport managers are required to pay special attention to defects, so that they can be taken up with the manufacturers concerned. It has been Naafi's happy experience that the " works " are frequently willing to offer help well outside the scope of the warranty.

The drivers employed by the corporation have as unenviable a trade and calling as most transport men. The hours of work, particularly for those engaged in the dock traffic and bakery delivery, are at least inconvenient. But, over the years, the men have shown loyalty and enthusiasm which do not exist in all sections of industry, and they have admirable accident-free and long-service records.

The Navy, Army and Air Force Institutes are described as an "association not for profit." There is nothing in its constitution, however, that condones a deficit It may be appreciated that much experience and planning have gone into transport operation. Delivery costs are well known to represent a high proportion of the selling price of an article and Naafi continually do all they can to keep them down.

The corporation are fully aware that they are engaged in keen competition. In the United Kingdom, and more obviously overseas, there is nothing to prevent their Service customers transferring their business, particularly in wines, spirits and sports equipment, to a local trader. There is no question of monopoly trading.

It is only by skilful purchasing, reducing costs of transport and administration, and providing the goods and services the Forces require, that Naafi can remain in business. Many of those services are unprofitable but necessary: the palatial Other Ranks Club at Salisbury, for example, could not exist but for other commercial operations. Families, too, require shop to quarters delivery. These are expensive luxuries.

So far as the transport department is concerned, efficient operation goes hand in hand with economy. It has been achieved by tight control at all levels, meticulous accounting, high standards of maintenance—and cooperation.

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Organisations: Ranks Club, Navy

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