Episode 087: PMs: Scheduling/Compliance/Streamline

Welcome to the Fleet Success Show.

3, 2, 1.

We are a podcast dedicated to talking about the fundamentals, standards, and best practices that empower today's fleets to achieve fleet success. Let's get into the show.

Welcome back for another episode of the Fleet Success Show. Your host, Josh Turley, joined by Jeff Jenkins. Hey, hey, hey. All right. Well, we're going to keep this theme going. You know, we talked a little bit about PMs over a couple of episodes here. We're going to kind of wrap it up here with this episode.

So 3 episodes to talk about PMs. You would think it's a lot more simplistic than that.

You would hope, right? But there's so much good stuff with PMs. There is. There's a lot of efficiencies to be gained and they have such an impact on the rest of the organization and really the fleet. With your budgets and being profitable and hitting, you know, making sure that you're not overrun— running your cost budgets.

Yeah, it's like we talked about in the last episode, this is like the most important thing you can do.

Yep, having a good solid PM program.

Absolutely.

So, and I think this came in from listener feedback as well, for us to talk a little bit about PMs and, and things like that. So it, yeah, it's really grown into something beautiful.

So beautiful, just beautiful.

So today we wanted to talk about the, uh, you know, we talked about checklists, we talked about frequency, you know, how often you should bring them in. Um, let's get to the reality of the situation though, which is that people— I can say that the PMs do, but man, getting drivers to bring the vehicle in, right? Like, how do I get drivers and get departments, you know, to schedule the PMs, to bring in the PMs? How do we get them to be compliant with our PM policy? You know, just to make sure that we're actually doing what we said we needed to do.

Yeah, you actually— it's funny because you have to know the dispatcher or the fleet manager and the driver to know which method to go with. Yeah, because some of them, all you need to do is just send a message. It's quick, they get it done.

Yep.

Others, you have to knock them over their head.

You got— and you really got to like go barge down their door. And like city managers, you guys have the same issue. Yeah, uh, you know, because you've got to go deal with, uh, you know, public service fleets, you've got to go to public works, you've got to go— and you know, public works is usually not too bad. You know, but God bless our officers, but man, for whatever reason, they are notorious for, you know, either bad entering mileage or not bringing their vehicle in for a PM.

Well, they're a little busy. I can understand why they wouldn't bring their vehicle in for a PM.

You know, just a little bit.

I mean, you know, life or death, that kind of stuff.

Yeah, just one of those things, right? But then, you know, I think for— and why this topic is so fun too is because it hits so many different areas, right? PMs are a good part of risk management. PMs are a crucial part of resource efficiency. And honestly, for a good PM to work, you have to have really good stakeholder satisfaction. Like, you've got to have all the things we talk about, which is interviewing stakeholders and having conversations with them about why fleet management is important and how you can help them in their jobs.

Yep.

And I think about the, like, the police officer example. Boy, it'd really suck, you know, you're in the middle of that high-speed chase and all of a sudden a wheel comes off. Right? And all I think about is like the Chris Farley skit, uh, you know, like all of a sudden, you know, the, uh, loses his brakes and, you know, goes flying off into the ravine and family's on fire. I can't feel my legs.

Here comes the meat wagon, right?

Oh man, new guy's in the corner puking his guts out.

Um, well, because you wanted to save a couple of bucks, right?

Devalidate. Um, but I think that's the kind of like conversation you almost have to have. Maybe not exactly in that, but I think it would be a great intro. You come in with that video and then talk about the importance of a PM program. And hey, we want to make sure the officers get home safely, that, you know, they can bring the bad guys in when they need to, high-speed chase, that the vehicle is reliable, quick, that it does what it needs to and performs at the best of its ability. But that means we've got to have PMs done on time, right? Like we're partners in this. It's not, you know, like the fleet manager can't do this on their own. They've got to have dispatch on board. They've got to have the the other departments on board. But that means the other departments and the dispatch, they've got to understand the impact on their job, right? And how this is really there for their benefit. Less breakdowns means more vehicles available, which means deliveries delivered on time. Yeah. Less angry customers, right? Yeah.

Well, the good thing is, is there actually are a lot of different ways that you can help manage this.

Yeah.

Like lots of different ways. So you talked about, you know, sledgehammer and doing the hard things. Here's what we would do. We would just go ahead and we'd make dispatch unavailable for a certain truck.

You just red tag it, pull it out of service.

Kind of. Back in like a dispatch system, you can make a truck unavailable. So as an operation division manager or something like that, or even a shop manager, you see that a truck sitting at a shop, right? Or a terminal, whatever you want to call it. You just put it out of service so it can't, it can't move. The driver can't log into the vehicle, right? He can't get dispatch information, which means he can't be dispatched on a load, which means he doesn't have the info to go pick it up. Like all that is available.

Right.

That's like you do that when you don't have people that are willing to be in compliance.

Right. Right. That's the, that's the brute force sledgehammer, you know, and you can have systems. I actually love this about our system too, is like, you know, we can integrate with like a PeopleNet or the ELD system. Well, if you can't log in and start up your ELD, guess what? You're not taking that thing on the road. Nope. You can have it integrate with your dispatch system so they know that this, by the way, this is, you know, overdue for a PM and it's unavailable. And they can't override it because it's coming from the maintenance system, right? It's a system they don't have access to.

Oh yeah. Like in McLeod, like you go to try and pull up a truck and automatically you just get this box that pops up that says dispatch unavailable.

Yep.

Right. Why is it unavailable? PM compliance.

Yeah. And that's it. Uh, you know, so that's definitely, you know, having systems and policies working together, uh, you know, to automate as much of that as you can. And then it really just becomes like, well, no, the system put it out of service. We've got to bring it in. Um, you know, and there's no bad guy. It's just we all agreed this is what we were going to do.

And once you're out of compliance— yep, exactly, go ahead and do it. A word of caution to that is you have to restrict who can override that.

Yeah, right.

I've, I've seen it to where like you allow an operations manager to override and they're just like, yeah, I'm overriding that. I don't even care right now, I gotta get this load done, I gotta get this load moving. So they'll go in and they're usually the biggest culprits of not being in compliance because they're not holding their dispatchers or their drivers accountable. So you've got to make sure only certain people have that override authority.

Yeah. Well, and that's the biggest issue there is the shortsightedness, right? Because they're only thinking about that load that day, not realizing the risk that they're putting in, the liability they're putting on the company.

100%. Yeah.

You know, because if let's say we put a vehicle out of service and then they decided to override it, it goes out on the road and it causes a fatal accident. They're probably not going to be criminally prosecuted for that, right? The driver might have a huge impact on their license and, you know, like their CDL is going to get some points, but the company, like, it's going to stick with the company and the company as a whole is going to pay that bill.

Yes, not the individual.

The individual probably will not suffer too many consequences other than maybe they'll lose their job, right? But odds are they're not going to be any criminal proceedings. They likely won't be sued civilly because it was the company's job to make sure they couldn't do that.

The company's got the money, not the individual. Exactly.

Um, and so you're gonna see that, like, have policies that protect you from that kind of thing, right? Make sure that, yeah, it is limited to a certain few, and they, they had better have a really good reason for overriding it. And it can't just be, well, we have to make this delivery today, otherwise, you know, what's the point? Yep. Um, I know one of the complaints that we usually get, you know, like, especially from drivers, is, well, I can't afford to wait, right? Like, I get paid based on my mileage. There's no incentive for me to bring it to the shop and just sit around the shop and wait. And so one of the things you mentioned was like, hey, well, what if we, you know, we could pay drivers to sit in the shop? Like, we'll pay them for that in lieu of paying them for mileage, you know, give them an incentive, give them a reimbursement, just something to incentivize them to bring it in.

Yeah. And it's not as much as they can make on the road.

Right.

But it's something. Right. So let's say a typical PM takes 2 to 3 hours. Yeah.

Right.

Well, you pay them, you know, $25, $35, something like that to sit, to bring it in for a PM. At least then they're getting some type of compensation for sitting there and it gives them a little more incentive to be there.

Course, with inflation, you know, and like the whole Fight for $15, like that probably is up closer to $45, maybe $60.

But listen, I was in trucking years ago, so who knows.

So, but those are things you can do to kind of help offset the penalty for them not having a vehicle. Yeah. Um, because I've seen, like, I've gone into city shops and they're sitting in the waiting room, you know, 2, 3 police officers waiting on their vehicles to get serviced. And obviously if they're sitting in the, in the shop, they can't be out there doing their jobs, right? And so, but you you have to give them some incentive to do it. And some of them do it just because they want to know they can rely on that equipment as much as they can rely on their sidearm, or as much as they can rely on, you know, any of their safety equipment, their bulletproof vest, their radio. Like, they all want to make sure it's always working. And so some of them just have that incentive. It's like, I need to bring this in because I want to make sure it's going to work. Um, but if you do have that case, sometimes you can't afford to have them sitting around for 2 or 3 hours. Uh, so like a loaner vehicle might also be a good option. Most of the time people don't like driving the loaner vehicle, but there's a way around that.

And it's temporary, right? You are giving— so you're giving them a short route, right, to where it's just a couple hours there and back, or a quick delivery, or whatever you're doing with them. You're just saying, hey, it's going to take us a couple hours to do this PM, just take this, go make one quick trip, come back, and you get yours the same day. Most people hate loaners because when you take a loaner they think I gotta be in it for multiple days, right?

Like, I'm never getting my vehicle back.

Yeah, it's more of a, hey, I had a major breakdown, I've got an engine repair, it's going to take it, right? Here's a loaner. Yeah, no, you can still use a loaner for a PM, right? So you can still get out and make some money.

Yeah. So the, the other thing that you could do too as a fleet manager is make sure your loaners are desirable, right? Like, you don't— they'll make your newest vehicles. They could be, you know, just don't make them pieces of crap.

Yeah.

Take care of them, right? And like, you own those vehicles because that's your loaner program. You know, somebody's trashing or something like that, you don't want that to happen.

But no, but it's easy to know who was in it. You can hold them accountable.

Exactly, just like a rental, you know. Uh, but if you make it desirable, you make it clean, you make it a nicer vehicle, maybe one of the newer vehicles in the fleet, and you keep it fresh, uh, people are less resistant to take it because it's like, oh, actually this is nicer than my truck, you know. Or yeah, we're taking this police cruiser out, but 'Oh, I get to use the charger, you know, and I'm taking the Corvette out.' Yeah, let's do that, right? And, uh, you know, like, they enjoy it a little bit more. They're more incentivized to come in and bring their vehicle in. They know they won't get it long term, but hey, you get to take the Corvette out today, you know. Yeah, good for you. Um, so, you know, have a loaner program, you know, set up opportunities for them to earn more money, make it worthwhile for them and not something that's detested. Another suggestion, right? And I've actually seen a lot of city fleets do this is because like they don't need as many vehicles in the off hours.

Right. Evenings, weekends.

Evenings, weekends. Right. And so they'll actually schedule a lot of their PMs for overnight. You know, and like, I know County of Kern used to do this is like their downtime was really, you know, it wasn't 8 hours a day, but it was essentially just the daylight hours because they didn't really need a lot of public works vehicles in the middle of the night. And so they would schedule almost all their PMs at night just so that they could— it would not hit their downtime numbers that they had to present to city council, or in their case, it was a county, so a county board. Because the vehicle is not needed, then it doesn't go against the availability percentage because the vehicle was available when it was needed to be available. And so that was a way around for them to help their downtime numbers look better because they were doing the PMs off hours.

Yeah, in, in trucking, not so much nights but weekends.

Yeah, weekends are a big deal.

If you, if you can afford to throw a— it doesn't even have to be an all-day, all-weekend shift, right? You're going to call people in for 4 or 5 hours, schedule PMs so that you have guys just drop them off, they go home, do their home time. When they come back, it's ready to go. Then you don't have to worry about the driver sitting, not making any money, because we've now done it when they're off, right? And, you know, even if they're off during the week, you can do the same thing, right? Just most guys work during the week.

Right. And so you just— but you can plan that with dispatch and say like, hey, we've got a driver that actually works on the weekends, but they're free on Wednesday, Thursday. Perfect. We're going to pull that vehicle when it's not in use, when it's not needed.

Yeah. Let— here's a word of caution. If you schedule something, do it, even if you know that they're not going to pick it up. The worst thing that you're going to do to ruin this program is telling people you're going to do them when they're at home and then never having it completed because you got busy.

Right, like you've got to make the— you know, we talk about priorities all the time, right? Yeah, you've got to make it a priority, which means you got to make time for it. You can't let other things steal the time away from this, right, to make it effective.

Yep.

Um, well, and that comes, you know, like I think that's a big part of why people don't do it is that, well, we'll schedule the PM ahead of time and then, uh, you know, like, well, the shop's too busy and they didn't get it done.

Right.

And I think what happens sometimes is we hope that our paths will cross. Right. And they, you know, we call them up and we say, hey, by the way, your vehicle's due for PM. When you're around, bring it in. And then they're around and, well, we don't have any bays and we don't have anybody available to work on it. Try us again tomorrow. Well, what happens tomorrow? They're all doing their own thing. Right. Or, you know, so you really do have to plan ahead, schedule it, figure out how many hours, how many technicians you're going to need. And stick to the schedule, you know. And if you have somebody call out sick or something like that, um, you know, move somebody else to take over that because it's more important to get your PMs done than it is to fix that one vehicle that's been in the shop for, you know, 5 days already. Yeah.

And, and you're— you've got to continue to build that trust and rapport.

Yeah. And that's if you do what you say you're going to do and people know they can rely on you, you're going to have a lot more buy-in when it comes to rolling out a PM compliance program. Yeah, because they're going to be partners, not victims, you know. Um, the next thing that I really push people to do is, because a lot of people don't even know, right? They're like, oh yeah, we try to get the drivers in, but like, we're always behind on PMs, I feel like. And you can go look at a dashboard and I can tell you right now, like, how many PMs you did that were, uh, you know, how many PMs you have today that are either due today or they're overdue or they're due early.

Right.

They're going to be due soon, but they're not ready yet. And you can look at that any day of the week. What I like to look at is when a PM was done, what was its status, right? Like, was it done early? Was it done late? And so when it actually gets completed, it would, you know, take a snapshot of that and you get a compliance report and it'll show you over the history of, you know, like a year. Okay, here's all the PMs and here's the status of that PM every time it was done. And so, you know, are you running those reports? Are you looking at that in your system, right? Or can your system even do that? And if your system can't, give us a call because our system does that. It's something we're really big on. You can tell how much we care about PMs. So, but it's one of those things that like we push and we say you need to be, you know, running PM compliance reports. And the good ones will let you do variances and things like that, you know, because like we've seen this, there's DOT regs, like state DOT regulations. Especially for transit agencies where they have to have, you know, like the PM's got to be done within that 250-mile window, you know, of that due date.

Right.

And I think, like you mentioned, company policies, you can have company policies around that as well.

Yeah, there's usually a variance, a before-after variance.

Yeah.

To make sure that you have a little bit of a window because things do happen.

Right. You're never going to bring it in exactly like, oh, it was due at 5,681 miles and it's at 5,682.

Oh, damn it, right?

Like, now it's late. Um, and so you give yourself some window and some grace in that period, you know, in that variance window. Um, you know, but at the same time, making sure that that variance window is responsible, you know. You could do even like a percentage, you know. If, if we have a 6,000-mile per, you know, PM, then that needs to be brought in within 300 miles. If it's a 12,000-mile PM, maybe that's closer to 1,000 miles, right? And so you can do like a percentage of of PM window, whatever you call that, the PM meter interval. That's what we call that, is a PM interval. And so, you know, using those compliance windows, running the reports, but just being aware, you know, like last year, you know, our PM compliance was we did 80% of our PMs on time, 18% were late, and 2% were early, right? You definitely, you want to try to avoid doing PMs early, but I rarely ever see anybody have a problem with that.

It depends on how early though, right? Yeah, I mean, that's the thing. If you've got your variance and let's say it's 300 miles and you're doing all of them at like 800 miles before, it's—

you're over PMing, right? You're going to spend way too much money on PMs and you're going to have the opposite issue of what we discussed in the other episode. Um, and there's a reason why you have that window, right, is to really help, you know, nail down and say, no, we need to do it at this point. If you are over PMing, you think about this, and let's say that I was supposed to do 4 PMs in a year but I end up doing 5. When you multiply that, let's say that by the life of the vehicle, you have that vehicle for 5, 10 years. You're doing anywhere from 5 to 10 extra oil changes, right? And they call it maybe $100, $150 a pop that you're downing the vehicle. You know, this cost of consumables, the cost of labor, how much does it actually cost you to down that vehicle and, you know, put it out of service?

And you're doing that 10 extra times over life of the vehicle, and most likely it's just not that vehicle.

Yep. And that's— and now multiply it by 500, 1,000, right? That that's just happening to. And you can see that over-PMing can be a really quick way to hit some cost issues.

Yep.

So tracking your compliance, making sure that you're not doing them too much. And honestly, that, you know, you can look at your scheduling and go back to your departments, you know, track your PM compliance by department, track it by driver, track it by dispatcher, and see and look for those trends and say, you know, hey, we're going to the police department saying, you know, you guys are doing amazing. Hey, your PM compliance is 95%, you know, we're doing them on time. So, you know, great job. Thank you. And then Public Works, hey guys, you know, we're sitting at 80% compliance, like we could do better. And this is what's happening because we don't have the vehicles in when we need them. All right. And you go back to the stakeholder satisfaction part of the conversation, try to build that rapport, that partnership, and show them with real data like this is the impact we're having because we're bringing in the late. The thing I like about doing that and having every department is now you can have a competition.

Yes, I agree.

Right? Hey, police department, amazing, 95%. Public works, 80%. You guys could do better, right? Police is going to get the pizza this month. You know, just do stuff to like gamify it and make it a competition because it's like, well, shoot, I'm not going to let them beat us.

Yeah.

Then parks and rec is sitting over here in the background like, I'm at 97. You know, but that's like you do that and you get the departments kind of— because they all have fleet vehicles and they all have, you know, needs for the fleet department. And they know too that if they're— if they help out fleet, fleet's gonna help them out, right? And there's just a reciprocal relationship there. But tracking your numbers, and if you don't know the numbers, start there. Just start there. Figure out how many you're doing that are on time versus late versus early.

Just create a baseline.

Yeah, so, um, one of the things that, that helps too with, you know, getting your stakeholders a little bit more bought in is if they know that you are doing it as quick as possible, right? Like, they don't want to feel like you're wasting their time, because if you've got an officer sitting in the waiting room, or in your, you know, like we talked about trucking, you've got a driver who's not making money because they're not on the road, and you tell a story too about like there's a company you used to work for that would take 10 or 11 hours for a PM. Ain't nobody want to sit around for 10 or 11 hours, right? And so they just wouldn't do it.

No. And there's like a lot of reasons sometimes that would actually take the mechanic that long because they get distracted, jump to another job, whatever the case may be.

Not a priority.

Yeah, not a priority at all, right? And because the response was always, we'll just go get a loaner. And we already talked about loaners. No one wants to do that for a 10-hour period of time. Yeah. So you lose that trust, and nobody wanted to come to the shop ever for anything. You would much rather— you would see guys that would much rather break down over the road because it would take less time even with the breakdown over the road than to come back to that. It was crazy, right?

But that happens, right? Because a lot of PM processes— and hopefully, you know, if you've— if you listen to the last few episodes on PMs, you're kind of getting this— is that your PM process really, you know, it helps reinforce all of the things that we've been talking about, right? Your checklist is a huge part of that process to make sure it's thorough. You know, the other things we talk about is like pre-prep your station. You know, if you've got a, you know, you've got a PM coming in, you already know what parts it's going to need.

Yep.

Go get them before the vehicle ever shows up. Right. Be ready for the PM to happen so that when it comes in, boom, you hit it, you do the inspection, you do the repairs, and then it's out. Right. And the less impact you can have on your stakeholders, again, the more likely they are to participate in the PM program and be a partner. Rather than a victim.

Yes.

You know, so one of the things we always recommend is creating part kits, right, is like bundles of kits or they're stored in the same area. So when you have to go to the parts room, you know, you're not looking across the entire inventory. There's an area for the oil, there's an area for the air filters and the oil filters, right? Have pumping stations in each of the bays, you know, so that you can do oil directly into the vehicle right from, you know, right from the roof instead of having to go get oil and then pour it in. Um, one of the other things that I like seeing is a dedicated PM bay, right? One that you don't even have to have a lift, right? Like, you go in, it's got the concrete hollowed out so you can go down under the, under the deck. You can get the oil changed out, you can do your inspection without ever having to lift that vehicle up, and that's a huge time saver.

How many do you actually think have dedicated PM bays? I'm just curious.

I don't know, that's a good question. So a lot of the shops I've seen do have them. I don't know that they're using them Specifically just for PMs.

Yeah, I know there's a lot of PM, but like most shops are built with all of them being PMs, right? Bays, right? Because it's just easier. Yeah, it's to work on a— let's work on a vehicle that way. But like, I've seen a lot of like dedicated tire bays. Yeah, for example, or like a rebuild bay to where you're doing a whole in-frame on an engine or whatever else. But a lot of times I don't see a dedicated PM bay.

Yeah, well, and it talks about, you know, we talked about this the other time, is do you have an experienced mechanic doing your PMs or your experienced technician, right? And sometimes it's like, no, you're on the PM bay today, and like, that's your whole job is just vehicle comes in, you do the PM, and it goes out. Um, the key is making sure that you have that availability in the bay, because I've seen people do that where they had one or they have the ability to have one, but they keep filling it up with down vehicles. And then it's like, once that vehicle's taken apart, it's not leaving the garage until it's fixed. And if you're waiting on parts because there's a part supply shortage Well, guess what? Now you're doing repairs out in the, in the parking lot. Oh, the worst, you know. And, and here in Arizona, not a bad day except it's 115 out. Or, you know, hopefully it's not a winter day in Boston and you're having to do it out in the snow and the cold and the ice, right? And that's the deal, is that, you know, protect your PMBake and so that you don't have a vehicle, you know, parasite get down waiting on parts and it's just going to sit there. Because it can't come off the lift until that part comes in, you know. Um, but also as you create that dedicated PM bay, and this is why I do like a dedicated one instead of, you know, every, every bay is a PM bay, is because you can set that PM bay up for the workflow, you know, that you can do an inspection quickly, that, you know, the parts in the wash bin and everything are really close to it so that they're not having to go, you know, like make compromises for, you know, well, we have a lift that we have to walk around. On the PM bay, we're not doing that, right? Maybe we do a tire rotation or something like that, so we have to lift it just to check the brake pad depth and all that. But, you know, the idea is that you want to make sure that that piece of, um, that piece of the process, the PM process, is, you know, that the, the workspace facilitates that as quickly as possible.

Well, you just talked about, you know, not having to get like containers of oil, right? Getting an oil pumping. You could just have that at your PM bay.

You don't have to have that through the whole shop.

You don't have to have it everywhere. You can just put it in your— like, so you think about it like, oh my gosh, I got 8 bays, I can't afford to do that. Well, you don't have to do it to all bays, right? You can, you can modify a bay just for PMs.

Yeah, and give you plenty of space to walk around, whereas the other ones don't necessarily need as much. Um, you know, just— but like, think about the whole process, think about all the steps in the checklist, and then design a workspace around that process. And you'll be surprised like how much faster you can get your PMs done. And I think that's the key is that, you know, we talked about spending 50 to 65% of your labor hours on a PM.

Mm-hmm.

But if your PM process isn't efficient, you're not really spending 50 to 60% of your labor hours on the PM. What you're doing is wasting 10 to 15% of your PM hours and actually working— maybe your PM percentage in that case is closer to 30 to 40%. And then you have another 20% loss because you're just— your PM process is broken.

It's a big number. It's a lot of wasted time when you think about it.

But when you're talking about 10 or 11 hours of PM, right, like that's, you know, your normal PM should be able to get done in 2 to 3 hours. Yep. Depending on how thorough it is. And most of the time I'd say that your, your base PMA should be anywhere from an hour to an hour and a half.

Oh God, yeah, right.

Like anything longer than that and you're just wasting time. Look at your process and make sure that it's streamlined. Look at your workspace, make sure it supports the process. and really design your layouts, uh, in your, you know, go get the parts ready to go, put them on a shelf. If I know that I have 8 vehicles coming in for a PM that day, I should have all 8 vehicles worth of PM parts right there. There should be like a little staging area in the PM bay. I don't need a staging area in all the other bays. I just want a staging area here. I can schedule it out. I know when they're coming in. I put it in order. It comes in. Like, I don't have to go to the parts room. It's all just right there, ready for me to go. And that's what proper planning looks like. So, boy, another fun topic for us today.

That was good. Like, these, these are pretty in-depth.

They're deep. Yeah, that's what we wanted to do. Like, we talk about Fleet Success, we talk about, you know, the podcast episodes and things like that. Like, this is the kind of stuff that we want to make sure we're bringing to the audience.

Yep. So hopefully you guys found value out of it. Hopefully. I mean, I know our audience knows Fleet.

Yep.

Right. But hopefully you learn something or at least are going to be able to take something away to be able to implement it into your shop to help you with your PM compliance, to make it a better process.

And if you think we're idiots, I'd love to hear your thoughts on it. podcast@rtafleet.com. You know, love to hear your take on it. We'll be sure to bring up your opinion on the air and we promise not to make fun of you. Like, we definitely want to hear your opinions. So With that, that's going to wrap it up for us today. As always, if you want to hear more topics like this, you can come hear from Steve and myself and Jeff and Mark. We're all speaking at the Fleet Success Summit in March. Go to fleetsuccesssummit.com. You know, love to, love to see you there. You can go check out the registration, check out the agenda, look at the other speakers that we have coming up. We previewed a few of them on the podcast already. You're going to hear from a few more throughout the next coming months as we get closer and closer to the event. I would love to see you there.

So until next time, see you guys later. Have a good one.

Thanks for joining us on this episode of the Fleet Success Show. If you like the show, we'd appreciate your 5-star review. Be sure to subscribe anywhere you listen to podcasts and come hang out with us on social media at Fleet Success. See you next time.