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- Category: Industry News
Parking and storing fleet vehicles for a long period of time is a concept that is foreign to many operators. As our industry struggles with this unprecedented time, here are some tips to help keep your fleet in peak condition until you’re ready to return them to duty. This advice is for short-term storage—around two or three months. If you plan to park and store for a longer period, additional care will be needed. This list was specifically compiled for buses and motorcoaches; check out our tips for sedans and SUVs here.
Before Storage
- Clean all interior surfaces with CDC-compliant disinfectant
- Change oil and filter and perform thorough mechanical inspection, including topping off all fluids
- Thoroughly wash and apply quality coat of wax to preserve exterior (if needed)
- Fill the fuel tank (to prevent moisture from building up in tank) and consider adding a fuel stabilizer
- Inflate all tires to proper PSI
- Put microfiber towels under the wiper blades
- Plug the exhaust with a towel to deter critters and dirt (don’t forget to remove before starting and replace)
- Use or close sunshades if stored outside
- If you have one, use an ozone machine prior to storage to kill bacteria that can cause unpleasant odors
- Place chocks between tires
- Suspend ELDs or GPS systems
- Turn off the battery, if applicable (some manufacturers recommend disconnecting battery cables if stored for more than two weeks)
- Flush out any restrooms and drain completely for storage
During and Removing From Storage
- Continue to do 90-day inspections and annual inspections while stored
- Remove exhaust plug, reconnect battery, and drive bus for at least 15 minutes every two weeks (around lot if reduced insurance; on the road if fully insured)
- Perform stopping distance check
- Check for any leaks or body damage
- Check for any signs of animal damage or nesting, especially wires and hoses
- Document, document, document
Special thanks to Barry Gross of The Driver Provider, Tom Holden of Bus Advisors, John Pizzi of Windy City Limousine & Bus, and Chris Przybylski of LBC Fleet, Safety & Compliance for helping us to compile this list. As always, check with your specific bus manufacturer for additional maintenance guidelines.
Additional Advice From Operators
“The best practice would be to uninstall the batteries and bring into the garage and put on a trickle charge. You need to run the bus weekly at a higher idle speed for at least 30-45 minutes. The idea of pulling the batteries and then reinstalling them to run the bus seems to be a lot of work, but it’s really the only way to be sure the cells are ready to start the bus as quickly as you might need to use the bus. I would not worry about a fuel additive during the summer months. You may want to consider replacing the fuel filter on the bus before driving it long distances.”
—Tom Holden of Bus Advisors
“We run our [idle] motorcoaches for one hour a week to charge the batteries, purge the moisture out of the system through the air dryer and purge valves, and empty the air tanks after that hour to get all water and moisture out of the system. Once they’re completely drained of air, I shut the batteries off on each vehicle. While they’re running, I’ll kick on the heat or AC to cycle the system, depending on outside temperature. While running I’ll go through a quick pre-trip inspection and check tires, lights, belts, and fluids. As for the bathrooms, all the systems have been flushed out and refilled with new fresh water solution and chemicals. Because it can still get below freezing here in the Chicago area, we add alcohol to the solution so it cannot freeze. If the system had fresh water and were to freeze, it would expand and crack the plastic storage tanks for the toilets. Our transit buses also get run once a week. Once warmed up, I drain the air tanks and shut the batteries off. We also run our 39-passenger and fewer diesels once per week for one hour. Same procedure as above. All gasoline vehicles can sit for a longer period of time without any worry about the air system, moisture, or lavatory issues obviously.
“While this pandemic is happening, we are staying up to date on all safety and annual inspections. This is the perfect time to get all vehicle warranty or recall work done. We have more than 20 vehicles having work done right now. I’ve been able to get a lot of detailing and cleaning work done on the vehicles as well. Ten vehicles in the past two weeks have been touched up with paint, buffed and waxed, and have had full interior details with shampoo and disinfectant. We’ve been cleaning all the evaporator air conditioning filters along with cabin air filters.”
–John Pizzi of Windy City Limousine & Bus
Did we miss anything? Let us know! Send an email to susan@chauffeurdriven.com.
[04.21.20]
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- Category: Industry News
Western New York ground transportation fixture Buffalo Limousine is excited to announce their 60th anniversary of business. Established in 1960 as an offshoot of John and Camille Patti’s funeral service business, the company is recognized as a pioneer in their region, and still adheres to the founders’ credo that “customer service is key.”
“Customer Service and more customer service was instilled in all of us by my father,” says Carla Boccio, who purchased the family company with her husband Frank in 2000. “We learn something new from our customers every day.”
Today, Buffalo Limousine serves a wide client base, which includes retail, corporate, and VIP/celebrity, as well as exclusive ground transportation contracts with many large companies. And through their extensive affiliate network, the company offers service in 550 cities worldwide.
Buffalo Limousine’s all-black fleet ranges from sedans and SUVs to executive minibuses and limobuses.
While the company’s milestone seemingly couldn’t come at a worse time for the industry, Boccio remains confident that Buffalo Limousine will weather the storm.
“With age comes wisdom—the adage holds true for companies as well as the people who operate them,” says Boccio.
The company plans to get through the current crisis by maintaining their business philosophies of aiming to be the best and working smarter instead of harder. Boccio feels fortunate that Buffalo Limousine was in a sound position when the COVID crisis hit full force.
A forward-thinking enterprise, the Boccios have always had an eye on future innovations and growth, whether it was adding cellphones to their cars in the ‘70s or being the first in their market with stretch limos in the ‘80s. Today, the company is looking at acquisitions as the next stage of growth. A key component in the company’s future is the family’s third-generation addition: General Manager Nick Boccio came aboard in 2016 and is already a pivotal force to take Buffalo to the next milestone.
“If I've learned anything over the past three years being at Buffalo Limousine it is that customer service remains the foundation of our business being successful,” says Nick. “As far as being the third generation, it makes me happy to know that only a small percentage of family businesses make it that far. Since taking a significant leadership and management role, I would say that ‘working smarter and not harder’ is my goal. I looked at so many minor processes and thought, ‘How in the world have we been doing this for so long?’"
Visit buffalolimousine.com for more information.
[04.20.20]
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- Category: Industry News
As the leader of your business, you’ve probably spent a great deal of time assembling the right people in the right positions. In return, your best team members invest a little bit of themselves in your brand and the success of the company. But, as we inch our way through this pandemic, after weeks of impossibly difficult decisions and shelter-in-place orders, one thing has become clear: the old playbook just became obsolete. CEO no longer stands for Chief Executive Officer; it’s evolving into Chief “Empathy” Officer.
Maurice Brewster, Founder and CEO of Mosaic Global Transportation in California, has been exploring the emotional and spiritual aspect of his leadership after having to furlough more than 100 employees.
“It’s our job as leaders to take care of and develop the staff—that’s the job,” he says. “Now, it’s just as important to keep spirits high and help them stay engaged. I know our employees feel like they are on an island. I want them to know that I feel their concerns and I’m with them spiritually, emotionally, and in theory.”
After more than 18 years in business, Brewster says he’s learning and adapting his leadership style, driven by five key points to help sustain a team mentality from a distance.
1. Communication – “Because our company leaders and employees are sheltering at home, unemployed and on some sort of unemployment benefits, constant and effective communication is key to keeping them engaged,” he says. “The virtual world offers many different means of communication, which can include phone calls, emails, text messages, instant messaging, and video conferencing. Consistent, prompt, and timely communication will help maintain synergy.”
Bottom line: There’s a reason why so many cite specific government officials as “effective leaders” during this crisis, usually those who convey confidence and consistently provide relevant information. Your employees—furloughed or not—aren’t necessarily expecting you to have all the answers, but they are hoping that you will listen to them, express some optimism, and keep them informed.
2. Trust – “Developing trust from afar is not as easy as walking down the hallway or going out to lunch to chat with employees. Trust is built at the individual level. Remembering the special needs of each person allows them to know we care and are still listening. It will be vitally important to have open and honest dialogue, allowing for lots of feedback. We MUST be willing to make ourselves accessible and available to our employees,” he says.
Bottom line: Meet employees on their level. It requires a bit of effort to contact your team outside of normal channels—usually the company email—but these aren’t normal times. Beyond a weekly email to the team, Brewster has had numerous one-on-one conversations with those who desire it. Many times, the conversations aren’t about the job, but about their family, their anxiety, or their personal situations. Listening builds trust. It also benefits the listener.
3. Clarity – “Our employees must have a clear understanding of what’s going on in our company as often as possible,” he says. For example, Brewster recently addressed a nervous employee who questioned whether it was safe to come to work at all, especially when the governor has implemented a stay-at-home order. Because Mosaic was deemed an essential service thanks to some government contracts, he detailed the new office and vehicle sanitization efforts they are taking (in compliance with the latest safety guidelines available to them) to ensure that those who are working remain as safe as possible, practices that will continue when others return.
Bottom line: When employees have questions, it’s important to be as forthcoming and transparent as possible. If you don’t have the answer, find out and follow up. Don’t make something up.
4. Support – “Our employees need to know that we realize they could feel lonely and like they are on an island during these times. For the most part, they may be fearful of losing their jobs. We need to reach out and ask how they are doing from an emotional point of view. We should share as much as we can and offer support if they need it.”
Bottom line: Employee assistance will likely come in waves, depending upon where your state is with the crisis. After any issues with unemployment, the next wave might be sustaining morale as the shutdown order moves into months. It’s not just their financial health, although important too, but the overall connection they have to your company and their position. It could be walking them through unemployment paperwork, or connecting them with online training courses to help them learn or sharpen skills. Brewster also hosts a weekly “garage” meeting with his senior managers—safely distanced from each other, of course—to make sure that they are sharing and addressing the needs of their employees down the line.
5. Authenticity – “This is about us being real and living in the moment with conviction and confidence. We need to let our employees know, that we will get through this together, while staying true to ourselves. As authentic leaders, we need to put our employees at ease during these tumultuous times,” he says.
Bottom line: “We’re all in this together” can sometimes ring hollow unless there is real action behind the words. Brewster takes his role as cheerleader seriously, although he’s found that he employees have inspired him as much, whether it’s volunteering their time or stepping up to help their friends, co-workers, or neighbors. People first, economics second.
More than ever, your team needs a new kind of leadership. If your goal is to return to business when the world starts moving again, what you do between now and then will determine who comes along for the ride again. Your usual role of big picture prognostication and conveying confidence to clients is still essential, but ensuring the mental hygiene of your team has become critical. Don’t miss your opportunity to be the leader your company needs.
[04.20.20]