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Question 1

3.1.1 What is the RCRA? (p. 219)

Answer 1

The Resource Conservation and Recovery Act: The US primary law governing the disposal of solid and hazardous waste

Question 2

3.1.2 What are RCRA three programs? (p. 219)

Answer 2

• The solid waste program, under RCRA Subtitle D, encourages states to develop
comprehensive plans to manage non-hazardous industrial solid waste and municipal solid
waste, sets criteria for municipal solid waste landfills and other solid waste disposal
facilities, and prohibits the open dumping of solid waste.
• The hazardous waste program, under RCRA Subtitle C, establishes a system for
controlling hazardous waste from the time it is generated until its ultimate disposal – in
effect, from “cradle to grave”.
• The underground storage tank (UST) program, under RCRA Subtitle I, regulates under
ground storage tanks containing hazardous substances and petroleum products.

Question 3

3.1.3 What is Hazardous waste? (p. 219)

Answer 3

A solid waste that has been listed in the RCRA regulations or has one of four hazardous characteristics: corrosivity, reactivity, ignitability, or toxicity

Question 4

3.1.4 What are the Clean Water and Clean Air Act? (p. 221)

Answer 4

Clean Water Act: Growing public awareness and concern for controlling water pollution led to enactment of the U.S. Federal Water Pollution Control Act Amendments of 1972. As amended in 1977, this law - Clean Air ACT The U.S. Clean Air Act (CAA) is a number of pieces of legislation relating to the reduction of smog and air pollution in general. The original CAA was signed into law in 1955 and then replaced by
the Air Quality Act of 1967, which was considered the first modern environmental law
became commonly known as the Clean Water Act. The Act established the basic structure for
regulating discharges of pollutants into the waters of the United States

Question 5

5.1.1 Understand the process of Benchmarking and why it is important. (p. 362)

Answer 5

Benchmarking is the process of comparing performance with other organizations, identifying com- paratively high performance organizations, and learning what it is they do that allows them to achieve that high level of performance Benchmarking has the potential to create value by:
• Focusing on areas of performance within an organization which require improvement.
• Identifying ideas from other organizations which may assist in improving performance.
• Creating an agreed strategy on how to move an organization forward.
• Making more informed decisions based on improved knowledge of potential
performance

Question 6

5.1.2 What are the seven steps in the Benchmark Process? (p. 362)

Answer 6

1. Define Objectives
2. Define Performance Measures
3. Collect Data and Measure performance
4. Evaluate conditions and practices
   5 Survey Peers
   6 Compare practices
5. Engineer processes

Question 7

5.1.3 What is the difference between Benchmarking and key performance indicators (KPI’s)? (p. 365)

Answer 7

Benchmarking is a process used in management to evaluate certain aspects of processes in relation to industry best practices,

Performance metrics can be defined as a system of parameters or ways of quantitative and periodic assessment of a process that is to be measured, as well as the system to carry out and assess such measurements. Typically, metrics are specialized and cannot be used for benchmarking purposes outside of the domain for which they were created.

Question 8

5.1.4 Understand how to tailor KPI’s to your audience. (p. 366)

Answer 8

As a first step, determine what areas need to be measured.

Then, use your existing fleet data to calculate as many of these measures as possible in order to define a baseline of fleet performance as it stands today.

Finally, define the data collection and reporting mechanisms necessary to fully implement an ongoing program of performance measurement.

Question 9

5.1.6 What does an exception report do? (p. 370)

Answer 9

Exception reporting is a means to leverage computing power to help with the task of monitoring
data accuracy as well as operational performance.

Question 10

6.1.1 What factors are fueling the maintenance outsourcing trend? (“p. 395)

Answer 10

• What do we do best?
• How far do we want drivers to travel to have maintenance services performed at ourgarage?
• What is the coverage area for my fleet?
• How should after-hours and emergency situations be handled?
• How should specialized repairs be handled?
• Will the predicted shortage of automotive technicians affect our internal operation?
• Should we consider outsourcing all maintenance functions?
• What are our true (fully-loaded) parts and service rates?
• What are our challenges of handling data with our internal systems? Are there any
budgetary restraints for purchasing what we need?

Question 11

6.1.2 Explain how maintenance related regulations can contribute the decision to outsource. (p. 397)

Answer 11

Body work • With all of the regulations governing body shops, this specialized area is one
which is attractive to outsource.

Question 12

6.1.3 How can leasing companies make sense in outsource maintenance? (p. 397)

Answer 12

If the coverage area spans an entire state or multiple states, considering a maintenance management or a fleet leasing company that handles maintenance on a national level is necessary.

Some fleet maintenance companies and small leasing companies offer ancillary services that help to control and manage costs.

Question 13

6.1.4 Identify three situations where out-tasking to commercial vendors makes sense. (p. 396-397)

Answer 13

1. Repairs that Require Specialized Skills, Tools or Facilities 2. After-Hours and/or Emergency Requests 3. Repairs With a High Liability Risk

Question 14

6.1.5 Why are service level agreements (SLA) a good idea? (p. 398)

Answer 14

Measure performance

Question 15

6.1.6 Identify one key to using reports for maintenance audit and verification purposes.

Answer 15

SLA should be developed by starting with the goals, objectives and expectations of both parties. These
should be meaningful, fair, achievable and measurable. Baselines must be established, as well as
target results. Periodic reviews should be scheduled to keep all parties informed and on target.

Question 16

6.1.7 What elements will be looked at when auditing a fleet maintenance program?

Answer 16

• Identifying maintenance trends o For example, if transmissions are dying, identify the product or product line and
approach vehicle manufacturers for support.
• Goodwill adjustments
o Goodwill adjustments are made by vehicle manufacturers after the expiration of the
warranty. Factors that may influence the amount of reimbursement are: size of fleet,
composition of fleet, extent of the issue, miles beyond the warranty, preventive
maintenance records, shop where repairs were made (dealer vs. non-dealer).
• Second opinions
o Occasionally asking for a second opinion will provide valuable information for your
fleet, especially if you identify trends for particular shops replacing specific
parts. Sometimes shops have specials on repairs and offer bonuses to technicians
for selling those repairs. Sometimes shops outsource major repairs which will add
time and cost to your fleet.
• In/Out of Network Repairs
o Maintenance providers have a network of shops with which they work on a regular
basis. Discounts, which benefit you, have been established with these shops and they
become part of “the network”. When shops that are out of this network are used,
providers often add a fee. Educating your drivers is an excellent way to fix this
problem quickly. • If you give your service provider a threshold for repair dollars, be sure to note any
multiple invoices. Repairs can be spread over two or more invoices which individually
would not require approval from the fleet department.
• Analyze warranty repairs to verify that your organization is not being billed for repairs
done at maintenance/repair shops instead of dealers where your cost would be up to any
deductible amount.
• Audit warranties on parts to identify any replacement of parts that are under warranty,
but for which you have been charged. This can be difficult and time-consuming to
do. Try to determine the extent of the problem and the value of the exercise.
• Parts
o Ask for the return of the parts that were replaced for an analysis. You may have a
staff member who can analyze these parts to determine if they required replacement;
otherwise, ask a NAFA Member with this expertise or use a local repair facility.
• 3-Strike Rule
o Establish your own or use your provider’s list. This is a simple, but effective rule.
Three unsatisfactory repairs, and the shop is not used for a specific period of time;
this could range from one to three years depending on the

Question 17

6.1.8 Know the best practiced in vehicle maintenance. (p. 399)

Answer 17

1. Understand the use of your vehicles : meet with drivers to understand their job function, ride with assigned drivers for a day, visit field offices, etc.
2. Optimize vehicle selectors
   o Understand vehicle specifications, design, OEM options, incentives, truck
   engineering and cargo limits. Vehicle design can impact driver
   ergonomics.
3. Create a driver handbook that includes requirements for maintaining the
   vehicles in your fleet. Have the handbook reviewed by the Legal, Human
   Resources, Field Operations and Fleet Departments. Some of the topics to
   cover in the handbook are:
   o Driver walk-around inspections (see sample form elsewhere in this guide)
   o Strong preventive maintenance program and schedule that are easy to
   follow
   o Process to obtain maintenance authorizations
   o Driver responsibilities for maintaining the vehicle
   o Contact information for drivers
   o Consequences for drivers if they do not follow your written policies
   o Positive reinforcement for maintaining vehicles
   o Warranty work
   o Car washes/vehicle detailing
   o Emergency roadside assistance
   o Rental vehicles
   o Towing

Question 18

6.1.9 Understand the Right-to-Repair Act.” (p. 400)

Answer 18

The Motor Vehicle Owners Right to Repair Act of 2007 would require the manufacturer of
a motor vehicle sold, leased, or otherwise introduced into U.S. commerce to: (1) provide
to the vehicle owner and service providers all information necessary to diagnose, service,
maintain, or repair the vehicle; (2) offer for sale to consumers and service providers any
related tool or equipment; and (3) provide the information necessary to enable aftermarket
tool companies to manufacture tools with the same functional characteristics.