Absolute Operational Plan

 CEO and Directors to create a culture of a company of good values, satisfied

customers, an empowered, motivated and engaged workforce, accountability and
mutual trust… with the aim of building the number one transport and rigging
company in South Africa.
 Create a strong focus on common purpose of:
o Continuing legacy of the founder of the company
o Delivering good results to the shareholders of the company
o Documenting and learning from the mistakes of the past
o Improving profitability of the company
o Reducing wasteful and unnecessary expenses
o Exceeding the expectations and experience of customers
o Transparent and clear communication across all structures
o A working environment that is a destination for our team rather than just a
place to work
 Operations to quote with salesperson what equipment and personnel needed for a
job.
 Big jobs must be scoped out by sales and operational team before quoting.
 Daily schedule of availability of equipment being used and what is available.
 Track non-performing assets and dispose of them or identify other options that
would generate income for these assets.
 Exact asset location list.
 Daily Planning Meeting – Equipment availability and condition, routes, configuration
and staff requirements for jobs scheduled next day or week ahead.
 When quoting, the following need to be covered – permits, km travelled, time frame
of job, number and type of staff required, configuration required, accommodation,
food money, fuel, potential overtime, etc.
 Use of Accumatica throughout company needs to be improved to maximize
capability of the programme. Training will be a pre-requisite.
 Assign drivers and team with relevant experience to complete jobs and escorts if
necessary.
 Role and number of supervisors – establish an operational structure. Do we have too
many coordinators? What is their role? Can we assign responsibility in other areas?
Merging of responsibilities
 Yard or fleet supervisor to confirm equipment ready status. Schedule Maintenance,
roadworthy or repairs with workshop.
 Customer informed of time team will be on site and who person in charge is. SMS or
WhatsApp communication? Post job feedback from customer mandatory. Big jobs
will require sales or coordinator presence if possible. Co-ordinators to go on site –
Make sure customer requirements are fulfilled, staff are managing on job,
professionalism. Look for extra work that can be done on site.
 Standardize information that is coming from sales to operations. Email to be sent
with all details, after populating it on Acumatica, and then followed up with
WhatsApp.
 Standardize First contact document of entire company. From Sales, to OPS, to drivers,
riggers, workshop, etc
 Review all terms of customers, all debtor’s viability, review quoting forms, job cards,
customer and staff facing paperwork.
 Noting condition of combination including tyres when its being dispatched and when
its returned…also spares and accessories that are on the vehicles to be noted. Fuel
levels to be noted.
 Pitch up late, not with tools, not working equipment there will be consequences.
 No complaining or commenting to customers.
 Leave when job is done, not when staff feels like it.
 Updates to sales/ops team on jobs every 2 hours
 Damage to company or customer property – warnings and dismissals, training if
necessary
 Bonuses linked to customer satisfaction, damages, work ethic, innovation and
profitability of the company.
 Job sheets to be completed within 24 hours…, receive POD and load onto Acumatica.
 Invoices to be completed within 24 hours.
 Time noted properly, customer remarks noted, issues with equipment noted.
 Customer signoff that all paperwork received to ensure timeous payment.
 Route planning. This is critical and problem area in business.… longer route used to
bypass weighbridges/ permit requirements but was it costed. Time taken to get to
customer. Overtime and fuel costs, etc
 One truck one book
 Staff to get appropriate PPE.
 Weekly sales meetings including Johannesburg.
 Monthly Management meeting with reports submitted a week prior to meeting.
 Develop and incentive and recognition program for staff.
 Turnaround time on repairs? Scheduled maintenance on assets
 Incident prevention programme
 Tracking of incidents. Root causes, personnel, equipment, planning, etc. Tyre wear as
an example
 Apply policies to ensure management/ supervisor responsibility and accountability.
Especially around administration.
 Identify underperforming staff and performance manage them.
 Revised Insurance discussions
 Training of staff and correct staff for equipment
 Health and Safety concerns…. SETA training
 Training and refresher training on specialized equipment
 Training of mechanics and technical staff
 Driver and Staff Trainer – who assesses if they meet company requirements and how
are they matched up on jobs.
 Develop policies and procedures to manage and discipline underperforming drivers.
 Develop policies and procedures to deal with damages, fines, etc.
 Develop policy to ensure fair rotation of staff and eliminate favoritism.
 Juliano/ Gavlin/ Siebert Role
 Brake test, alignment, LMI in house?
 Hand over from sales to operation to finance. Clear definitions of roles.
 Deviations noted on a spreadsheet. What was quoted to changes made by customer.
SOP for extra/additional work. SOP for critical change of equipment or team
required. E.g., abnormal load now, must go past weighbridge, permit required.
 Any change in plan must be communicated and agreed upon and customer to be
informed.
 Sales team encouraged/ measured/ incentivized to quote with insurance.
 Sales team to look at policy around sub-contracting.
 Sales team to constantly review and identify opportunities, factors that might
prevent them from reaching targets, monthly input cost review
 Surcharge for last minute jobs?
 Budget for customer engagement and networking
 Review of jobs done – customer and cost point of view. Actual to What was quoted.
Weekly samples by management.
 Daily dashboard of jobs done
 Clear and precise mandates from owners to management and management to team
 Role and responsibility of every staff member and who they report to
 Filing of operational documents for record keeping
 Overhaul licensing, roadworthy and permit, vehicle tracking department.
 What is our required GP in every department?
 Expense ratios to be monitored weekly? Monthly? Fuel, Permit, Wage, wear and tear
(if applicable) estimate per job vs income generated.
 Potential control room
 Customer to Pay for permits before the time?
 Review HR policy for employment of staff – flexible but compliant with company
standards and requirements
 Address gaps within our business and address them. E.g., staff, equipment, risks,
expertise, training, certification, etc. This must be done bi-annually.