Cover Image

Not for Sale

View/Hide Left Panel
Click for next page ( 47

The National Academies | 500 Fifth St. N.W. | Washington, D.C. 20001
Copyright © National Academy of Sciences. All rights reserved.
Terms of Use and Privacy Statement

Below are the first 10 and last 10 pages of uncorrected machine-read text (when available) of this chapter, followed by the top 30 algorithmically extracted key phrases from the chapter as a whole.
Intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text on the opening pages of each chapter. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

Do not use for reproduction, copying, pasting, or reading; exclusively for search engines.

OCR for page 46
46 Five Carrier E Five Carrier F Innovative Operational Practices Innovative Operational Practices Participation in safety consortium of 18 motor carriers ISO process analysis Reduction of empty truck rate to 12%. Drivers are paid Load planning with driver and delivery schedule for empty trips. matching Commercial software for PM planning and record- Satellite tracking and communications keeping Truck-specific GPS navigation aids Transitioning to EOBRs for "easier compliance" Detention fees for excessive delays Satellite truck tracking and communications but drivers may access PC*MILER directions on their Carrier F emphasizes load and schedule planning and truck units when needed. The system also monitors vehicle truck tracking. It uses commercial software to match drivers speeds and hard braking, though Carrier E does not empha- to shipments based on driver HOS status and load require- size the onboard monitoring aspects. Instead, the company ments. Every truck and shipment is tracked by means of talks to drivers directly about their driving behaviors and seeks satellite communications. Brokers are employed to reduce to intervene if drivers appear under undue operational or per- empty backhauls. The company charges detention fees to sonal stress. shippers and receivers for excessive loading and unloading delays. The company provides truck-specific GPS navigation systems to its drivers. The SM noted, however, that even CASE STUDY F: MEDIUM-SIZED TRUCKLOAD truck-specific GPS routing may not always be optimal or legal. CARRIER WITH HAZMAT OPERATIONS The shortest route, for example, may be slower and riskier. Trip planning and driver judgment and experience were still Carrier F is a truckload carrier primarily serving the Midwest critical for efficient operations. and eastern United States. The company has several hundred trucks and hauls both Hazmat and non-Hazmat cargo. Its web- Carrier F has equipped some of its trucks with EOBRs and site states that its performance and safety follow International is moving to equip more. Benefits are primarily from effi- Standards Organization (ISO) processes. The ISO approach cient management, not from HOS compliance per se. EOBRs includes regular statistical process analysis, including both enable a "better fit" within HOS constraints. EOBR drivers internal and external audits. Per its website, the company's actually get more miles because they are more efficient. Car- safety culture is "by the book," but also strives to exceed reg- rier F monitors individual driver fuel use, motivated primar- ulatory requirements. The company's safety director, inter- ily by cost savings. viewed for this project and case study, was recently recognized as "Safety Director of the Year" by the Missouri Motor Carri- ers Association. CASE STUDY G: LARGE RETAIL CHAIN PRIVATE FLEET In the project survey, the SM rated the following opera- Carrier G is the private fleet serving a large, national retail tional practices as having the greatest benefits to safety: chain store. The company is actually served both by its private fleet and for-hire carriers. The safety manager interviewed Increasing routing efficiency using navigation aids; is the national manager of safety and compliance for the Maximizing travel on Interstates and other freeways; private fleet, which consists of regional divisions. Each divi- Maximizing day driving; sion makes local (100-mile) deliv- Avoiding urban rush hours and other heavy traffic situ- eries within its area. The SM's job responsibilities encompass ations; qualifications and safety, operations, and risk analysis and Assigning familiar routes to drivers when possible; and control. Carrier G is a recent recipient of the American Truck- Using mobile communications. ing Associations (ATA) President's Award for Best Overall Safety Program for fleets in its size category. It has also been With regard to day versus night driving, the SM noted that recognized for its low crash rate and low driver-injury rate. both have inherent risks and crash threats. For day driving it is other traffic, and for night driving it is driver fatigue. Carrier G uses two different truck-routing programs (Road- Evenings between 6:00 p.m. and midnight were regarded show and Trucks) to optimize both its truck routing and deliv- as an optimal time period. Driving after midnight was not ery schedules. Routing factors in the products being shipped, encouraged, and drivers were urged to stop for rest whenever their package size ("cube"), and delivery time windows for the they were tired. Operations require some driving during the stores being served. The software considers traffic character- overnight hours, however. istics in the vicinity of stores and whether store entrances or