Utilizing VMRS for Maintenance Reporting, Part 2
Aug 16, 2021
VMRS codes provide fleets of all sizes with a standardized process for maintenance reporting. In this episode, we discuss the implementation process of VMRS and how to get buy-in from your team.
Podcast Ep.11 — VMRS & Maintenance Reporting Part 2
[00:00:00] Zach Searcy: Welcome to the fleet code, a podcast brought to you by Fleetio, where we'll dive into the latest fleet trends, technologies, and best practices. Get the inside scoop. As we decode the challenges of fleet management.
[00:00:00] Greg Mattes: Hey everyone. Welcome to the fleet code today. This is part two of our VMRS series. In part one, we talked about utilizing VMRS for maintenance reporting, and we had two industry experts really talk about the details about it. VMRS what VMRS was, how it got started, code keys, how would you use it today. In this episode, we're really going to dig into more details of implementation. Today I've got another industry expert with me, Craig Rice. Craig was the fleet manager for the city of Detroit for 37 years. So welcome Craig, I really appreciate you being on the Fleet Code today .
[00:00:32] Craig Rice: Morning, Greg.
[00:00:33] Greg Mattes: Craig maybe you could just give everybody a little background about yourself
[00:00:36] Craig Rice: Ok, Greg, I have over 40 years in the industry. I spent 37 years with the city of Detroit, starting off as a student and working my way up through the ranks to fleet manager and eventually returned as department director. I also had stints with Ford motor company as a prototype mechanic and a couple of years at Chrysler working on this assembly line. So got a pretty diverse background in the automotive industry.
[00:01:00] Greg Mattes: Yeah, you did some consulting as well, correct? Correct.
[00:01:03] Craig Rice: That's correct. I did some consulting after retirement at Cook County, Illinois, Tulsa Oklahoma, and Houston Texas.
[00:01:10] Greg Mattes: Really appreciate being with us today. We want to really dig into the implementation of VMRS and I know that something happened in the city of Detroit. Craig, was there a tipping point at the city of Detroit that you decided to implement VMRS?
[00:01:23] Craig Rice: Yeah, around 2004, the current administration was really impressed with Chicago, Illinois, and their fleet. They send me there on a couple occasions and after the second trip back from Chicago. I made them aware if they wanted me to duplicate what Chicago had with the fleet. Give me some of those resources and I gladly make it happen. And that's pretty much how I ended up getting the software to help manage the fleet or the city Detroit.
[00:01:48] Greg Mattes: Gotcha. So you implemented the software and then part of that software was the inclusion of maintenance reporting, which happened to be VMRs at that point.
[00:01:56] Craig Rice: That is correct.
[00:01:57] Greg Mattes: Awesome. When you think about VMRS, was there something specific that really stuck out to you at a high level around the implementation?
[00:02:05] Craig Rice: I needed to have standards that didn't exist at the time, because I wanted to do chargebacks to certain segments of the fleet, but you have to have some kind of standard in order to do that. I had an accident and abuse that was out of control. And I was trying to put myself in a predicament where I could separate the maintenance costs from the accident costs, which at the time, the city didn't budget for accidents.
[00:02:30] Greg Mattes: How many vehicles, how big was the city of Detroit? How many vehicles did you manage?
[00:02:34] Craig Rice: When I first started in the fleet, it was 4,000. When I retired the first time in 2011, it was 3,200.
[00:02:41] Greg Mattes: As you start thinking about implementation of VMRS and software to help improve the fleet. Was there anything specific you were after from that? Was there something that you had recognized and just didn't have the data to support it that you were after when you did it?
[00:02:54] Craig Rice: Well, I knew that a lot of my time was spent on things that weren't considered routine maintenance. I had no idea what those costs were, but I wanted to get a handle on it because again, we didn't budget for these types of circumstances.
[00:03:08] Greg Mattes: You brought up the budget a few times. Was that the big thing that you were after initially when you started, were you always over budget where you're not getting the funding that you needed?
[00:03:16] Craig Rice: There were a couple of things. The fuel was in the fleet budget. And the fuel was probably a third of the operating budget and I wanted to get a better handle on it as well. And when I went to the budget department I had to justify some of these costs because I had no system in place prior to VMRS. So that helped me to get proper funding, but also helped me to separate who's responsible for what, as the fleet manager, I can control repairs, but I can't control accidents or cannot control abuse that's for operations.
[00:03:48] Greg Mattes: So, can you walk us through a little bit, you've got this budgeting, you got these controls. You want to put it in place. You're trying to get funding for different things and you need to implement software, whether it's got some standardization in it. Can you just walk us through the process you implemented?
[00:04:03] Craig Rice: The first step was we brought in a consultant that did the implementation for several other cities. Once we got that person on board we had to get all of the stakeholders in the room and the budget department operations and get a mass inventory. So that way we can have actual inventory analysis of the fleet as it existed at that time. And then I worked with that consultant hand-in-hand to establish some benchmarks. For example, as a result of this implementation, we ended up closing the garage. And one thing that was really important at that time, I had to get a buy-in from a lot of the stakeholders. Fortunately for me that first time it happened pretty much with ease because the budget department was behind this whole initiative because they were expecting some cost savings as a result of.
[00:04:51] Greg Mattes: We talked about the process of implementing. It sounds like when we're talking, it went pretty smooth, but were there challenges when you were implementing?
[00:04:58] Craig Rice: There were all kinds of challenges, I had a lot of ground to cover. It probably took a year and a half before we had it fully implemented. And fuel was really key for me because I got a lot of the vehicle data from the fuel system. So we did it in segments, first we did the fleet piece. Then we did the fuel piece. One of the challenges I had was the personnel piece because it was always changing. And you had to have people in a system, both from the fleet and operations, so they can have access to the fuel system. One of the challenges I had was that operations weren't always keeping me updated of those folk that had left city employment. And so what I ended up doing was any inactive person that was in the software after the 90 days of non usage, I would take them out because at one point we probably had 4,000 fuel users in 3000 employees that should have been in the system or something like that.
[00:05:55] Greg Mattes: So you talked a little bit about a year and a half to implement. Was that part of the plan to roll out? Is it just something you uncovered as you were going through?
[00:06:03] Craig Rice: We did an inspection on every vehicle. We got the dominant reading and we did an assessment of the condition, the license plate number checked the VIN number. That whole process uncovered a lot of stuff. We have vehicles that we thought we had that we didn't have. So that took a while to do, because touching everything when operating and the public safety vehicles, they were a little hesitant about bringing them in. So we had to go to the locations in order to find the vehicles. So that was troublesome for me.
[00:06:32] Greg Mattes: Would you say that you have any best practices around implementation?
[00:06:36] Craig Rice: Sure. As a result of having VMRS, I was able to do chargebacks to operating departments and also that charge back again, had to have some integrity. And by having standards with the time study, I was able to have those standards. I was also able to track. Not only employee performance, I was also able to track the performance of a vehicle. For example, lucky for me. I have one of all, three of the big three, police interceptors at the time. So I was able to do a side-by-side comparison of all three of them and track downtime, cost breakdowns, the whole nine yards, which made it easier for me to make decisions on vehicle purchases going forward.
[00:07:21] Greg Mattes: Awesome. Anything else that you would like the listeners to know about VMRS that you think would be helpful for them in the process of implementing VMRS you gotta have a champion, you got to get a buy in from the administration. You need to have a buy-in from all of the stakeholders. You get that, I think it will definitely benefit the implementation. The key to have a successful launch is getting those buy-in.
[00:07:44] Craig Rice: Awesome. So you got everybody in the room. It's awesome to get the budget department. You've got to get buy-in. So, you talked about KPIs, or some benchmarking, how did you determine those? Was there a couple of top things that you were after? What were those KPIs that you were going to put in place?
[00:08:02] Greg Mattes: Yes, one of the things that the administrators at the time we're really in favor of and they did a lot of benchmarks in the other city at that time was availability, especially in public safety. So one of the key KPIs for me was availability.Scheduled maintenance versus unscheduled maintenance and direct labor calls. The other thing that benefited me in the implementation was at the time we did have a vehicle steering committee, which had all of the chief operating officer, chief financial officer, myself. So I had the leverage of all of these top players in order to help implement this VMRS system.
[00:08:38] Craig Rice: Gotcha. So organizational buy-in was pretty important to get this rolled out and get it implemented. And so was there something you talked to them about, or did you have a meeting with them to talk about this software and VMRS and what it was going to do?
[00:08:51] Greg Mattes: Okay. Again, it started off with them benchmarking the city of Chicago and they wanted to duplicate that. So that was an easy sale for me. And I just said, Hey, you gave me the tools and I'll make it happen. And then they had faith in me. And fortunately for me, I was able to do that.
[00:09:06] Craig Rice: That's awesome. So benchmarking was a key part of it. You are going to use the city of Chicago as a benchmark, but did you guys create your own benchmarks?
We did, but basically used industry standards. The other thing that I was associated with was the American Public Works Association, which has a group of municipalities and state organizations. And they have burrows for each of the fleet and the water is separate. So we always use that as a benchmark. What other cities are doing and how successful they were and availability or whatever was going on at that time.
[00:09:39] Greg Mattes: You talked about the buy-in at the organization and some of the executive levels. What about the implementation, like at the garage level? Because how many garages did you have with the city of Detroit that you were managing?
[00:09:50] Craig Rice: We had four, for the buy-in on the personal standpoint was the fact that there was talk about our sources and you talk about outsourcing, first you got to get an idea of what our actual costs are, and that really wasn't clear at the time. Then if you do that, you can compare with an out source or whatever you may anticipate doing. But if you don't have a handle on that. Especially if you can't separate what I consider to be the true calls from the abuse and accidents. And then again, if we weren't able to do that.
[00:10:22] Greg Mattes: Gotcha. So you had four garages. So you had technicians and managers in the garages. What about the implementation and like their buy-in because they're the ones that had to do the work every day. So how did that happen? What did you see in that process? Was it easy to implement? Did you get pushback from the garages and from the technicians? What was that like?
[00:10:40] Craig Rice: I got a little pushback from the union. I was able to make it clear to the union that if we can't show our worth, there's no way we gunna exist. So this is all a means of being able to track what we do when we are tracking what we do, we need to be productive. Me taking that stance helps cushion upload to a degree. There were probably some uncomfortable people, but there was no way around them that they did recognize that.
[00:11:05] Greg Mattes: Gotcha. So you were primarily doing most of the work in-house and through the technicians, so you needed to do all that. Did you do any outsource work at that point?
[00:11:14] Craig Rice: Yeah, basically, we probably do 80% of the work in-house. To stuff that we outsource like key pins, transmission rebuild, stuff like that, the heavy stuff, which we didn't have the time or the manpower in order to do. And that's been pretty consistent throughout the forty years I've been associated with the fleet.
[00:11:32] Greg Mattes: Did you use VMRs for your outsource maintenance as well?
[00:11:35] Craig Rice: We did in the beginning, but once I got the software, I was able to do that because there was no way I could keep track of that kind of stuff without having a system in place. And that VMRS was a lifesaver for me.
[00:11:47] Greg Mattes: Was there anything that came out of when you were outsourcing that you realized because you were using?
[00:11:51] Craig Rice: Not that I can remember, all of the invoices for the outsourcing I had to sign off on. They were just a manual process as opposed to having the data at my fingertips.
[00:12:03] Greg Mattes: Yeah. But the key there was getting all of the data in house and outsourced together in a system and have it all standardized. Did you code all of your outsource stuff into the system?
[00:12:13] Craig Rice: Yes, we did.
[00:12:14] Greg Mattes: Yeah. So you had the view across the fleet then of all of the work being done, not just your work being done in house. you could see everything in that system.
[00:12:23] Craig Rice: That's correct. And then one of the things that did come out was I had one department, they had 167 vehicles. And then that first year that I had this data at my fingertips, they had 167 accidents, 167 vehicles. And they had 167 accidents. This is why accidents and abuse and what not always part of my makeup because of it just totally out of control, but nobody else had those kinds of issues that I'm aware of.
[00:12:53] Greg Mattes: So you use VMRs not only for tracking maintenance and reporting, but for other things, it sounds like you tracked by using some of the other code keys accidents, to be able to determine some of those things.
[00:13:03] Craig Rice: The costs associated with those, and also the downtime associated with that.
[00:13:08] Greg Mattes: Yeah, it was one of the things you said earlier on, you were talking about the benchmarking and 80% scheduled versus unscheduled and some of those metrics, and you talked about vehicle availability for a lot of fleets out there. It is the downtime. I'm sure you guys track downtime as well, but a lot of fleets out there it's that downtime is so important to them. And anything specific there that you could call out, did you see improvements in your availability of vehicles or your downtime improve as you implement?
[00:13:36] Craig Rice: I sure did. Because once I was able to separate them, the will was down for repairs or maintenance from the accidents. It was clear that I was taking responsibility for a portion of that and operations for taking responsibility for a portion of that. And I was even able to have the budget department to consider doing chargebacks to the departments for that type of stuff so that they can control the accidents that I can't control. So that in itself I believe helped get better control over accidents and abuse.
[00:14:08] Greg Mattes: We've talked a little bit around maintenance and downtime. You've talked a little bit about some extra reporting, any other key KPIs or your favorite KPIs that were out there that you use a lot?
[00:14:18] Craig Rice: One of the things that I was able to do every time I got a new fleet, it was always difficult for me to get a one-on-one trade in other ways. When I gave them a new vehicle, I expected an old vehicle in replacement and got a lot of pushback for that. But once I was able to get data that I can use, I got data from a fuel system that showed me in one case, whereas the public safety fleet didn't want to give me trade-ins. Now I was able to show that not only did they have an abundance of vehicles, they had 100 vehicles that had missed service or fuel. In almost six months there weren't any seasonable vehicles involved in that. Nor were there any of those vehicles in the shop for repairs? So it gave me a lot of tools to use, to help manage the fleet.
[00:15:01] Greg Mattes: So vehicle utilization, you're able to determine and look at.
[00:15:04] Craig Rice: And I'm really passionate about this and so much I was able to do once I got that software. It would just, it made my life a lot easier.
[00:15:11] Greg Mattes: Anything else around the implementation of VMRS? Anything about the process?
[00:15:15] Craig Rice: In an implementation that one of the other things I had to do was class code, separate everything by class Codes. That was helpful and also what I was able to do was a time study for my technicians. And I wanted to do an in-house time study as opposed to using an industry standard way as it is, be in the environment that I expect to work, to get done in. For example, during my stint at Ford motor company, everybody specialized in one particular area. So it was really easy to do a time study with a guy that's done this same repair a thousand times. He is really quick, but when you gotta go bumper to bumper, like most municipalities, it's a whole different animal and you got the parts piece and all of that that's associated with that type of activity. So anyway, that time I did. I was able to use all the parts in the schedule, maintenance, all of the parts associated with that maintenance, be it an APM or BPM so that when the technician was assigned, one of those tasks, all of the associated parts, and the time expected to get it done, what's already known. So that was a KPI that I used. It was a lifesaver, but it also pushed scheduled maintenance to the forefront, for the fleet.
[00:16:27] Greg Mattes: Awesome. What about during the implementation process? Did you start out with a full VMRs implementation as far as all the code keys, what did you do from that perspective as you were implementing it? And then did you implement additional code keys over time?
[00:16:42] Craig Rice: Yeah, initially the maintenance, the things that we did the most often was break jobs and oil changes. That type of stuff I wanted to get the grouping of vehicles would be cars that I had the most of was the ones I started with first. The repairs that were most common were typically maintenance. I did those first. I never got to the point where everything, I don't think any, fleet can, every repair will be covered, but I again, I started with the things that were most common.
[00:17:10] Greg Mattes: Yeah, absolutely. We talked about in part one there's 65 different code keys. How many did you implement when you started out? You'd have a ballpark number that you did?
[00:17:19] Craig Rice: Probably about 30.
[00:17:21] Greg Mattes: 30
[00:17:22] Craig Rice: Right
[00:17:22] Greg Mattes: yeah you guys went pretty far. I've heard of other fleets doing smaller in the seven, eight range to start out with, did you stay with that standard that you started with or did you add over time?
[00:17:34] Craig Rice: It pretty much stayed with that standard. I don't think we expand very much after that initial setup,
[00:17:40] Greg Mattes: So you knew exactly what kind of KPIS and benchmarking and what you wanted to get out of it. So you implemented those and those were the ones that carried you for years. It sounds like after the implementation, there was a lot of change that happened.
[00:17:53] Craig Rice: That's correct.
[00:17:54] Greg Mattes: So on the personal side, how many technicians did you have? I had in the beginning at about 125 technicians, and it probably was a number of 30, 35, uh, other titles of supervisors, clerical support, and I also had a store room with 24 people.
[00:18:13] Craig Rice: So . We had an automotive store room in the beginning. After implementing the VMRS we ended up also sourcing the storage department which was troublesome for the fleet. Because I remember telling the union president, I could very easily see getting rid of 24 in order to save 150. It was just a mess.
[00:18:31] Greg Mattes: So you had a parts room as well. So you had parts stores basically.
[00:18:35] Craig Rice: That's correct. I think we did a scientific survey before we got the VMRS and 30% of what we needed was in a store room that wasn't cutting the mark.
[00:18:45] Greg Mattes: Only 30% available, wow. Did you implement VMRs in your parts room as well?
[00:18:51] Craig Rice: Yes, we did. Yeah, we got a vendor in and then we ended up with a part of the business contract that was 85% in stock on-demand. 10% within three days and that prior percent there was some flexibility.
[00:19:04] Greg Mattes: Yeah, again, that goes back to what vehicle downtime and availability by having the parts that you need to do that work. So what did VMRS do for you then in the parts side of the business, which sounds like you want to get towards 85%, but how did you do that? Using VMRS?
[00:19:18] Craig Rice: I had the system set up so that it was flagged any time a vehicle was waiting on parts. And it also made me aware when the part came in. So I was tracking downtime for parks. I was tracking downtime waiting on a technician, downtime waiting on vendor servers. So I was able to capture all of those time intervals.
I got you.
[00:19:41] Greg Mattes: So VMRS, you were using that to track your parts, to track your vehicle, waiting on technicians, you were able to discover how long you were waiting on parts for vehicles.
[00:19:50] Craig Rice: That's correct.
[00:19:51] Greg Mattes: It's interesting you talk about making the decision out of vehicles and the platforms. Can you talk about two or three biggest things that VMRS helped you with during the implementation, when you've implemented it now. The biggest things that you were able to improve during your implementation of VMRS.
[00:20:07] Craig Rice: As a result of having VMRS, especially with that storeroom activity. Although I had a gut feeling of what availability a parcel is having, that real data made it clear that we needed to move it in another direction. And that's what we ended up doing with the stockroom. That was huge for me also by having VMRS and having true vehicle cost. Oftentimes the budget finance department wants the cheapest qualified product, be it a Pinto or whatever the case might be and have real data. I can show that you may spend a little bit more in the beginning and save a lot at the end. That was again huge. It was huge because the city spent 20 to $30 million on annual vehicle purchases every year. And I was the one that approved those purchases. So it gave me tools to show a true picture, as opposed to just initial cost.
[00:20:59] Greg Mattes: Were you able to reduce maintenance costs over time?
[00:21:03] Craig Rice: Wasn't able to reduce maintenance costs because by raising the bar on scheduled maintenance, we actually did more on the maintenance side and we were able. Probably say some of the repair side, but we are so far behind on maintenance that it probably was a wash.
[00:21:20] Greg Mattes: Gotcha. VMRS wasn't always just about maintenance. It's about cost savings. You can use, it sounds like there's other metrics besides cost savings as you were looking at as far as implementation goes. So what would you say would be the primary thing that tracking all the maintenance data really did for you? Because it wasn't cost saving. What was the primary thing that really helped you?.
[00:21:40] Craig Rice: To prove availability and less downtime, and also separating those costs so that I had what I considered to be true costs and not the accident abuse stuff. And I say the accident abuse and begin example was kind of the stuff that affected my budget, that I couldn't control. One of my public safety fleets. I had knuckleheads notching all of the rubble out of a steering wheel of a Crown Victoria. That's steering wheel was 125. Surely replacing the steering wheel is not maintenance and I never placed one of them. There were dozens. So again, one of my biggest concerns was getting this kind of stuff under control, both from a financial standpoint, but also as far as availability.
[00:22:20] Greg Mattes: So it sounds like downtime was one of the big KPIs that you were after with the implementation.
[00:22:25] Craig Rice: Downtime was number one, especially for the public safety fleets which was my top priority.
[00:22:32] Greg Mattes: When you first started and you were implementing and you, you talked a lot about scheduled versus unscheduled or preventive maintenance, first repairs. Do you know how that shifted? Where were you at when you started and where did you get you finally at the end?
[00:22:45] Craig Rice: When I first started tracking, it was 20% at the end, it was a little better than 40. I never made it to the 70, 80, which was a goal, but the other thing is a tie to that, scheduled versus unscheduled is your replacement cycles. And in the very beginning of my replacement cycles out of whack, I had vehicles that were beyond repairs. That I had in a fleet that was caught a lot of breakdowns because we had kept them too long. So they had to go hand in hand, if you want to get that, that 70, 80%, you got to have a legitimate replacement cycle and you got to have control over some of the accidents and abuse.
[00:23:21] Greg Mattes: All right. So if you were a fleet manager organization out there today that wasn't using a software that had VMRS in it, and because VMRS is a big component of that. What would you tell them today?
[00:23:31] Craig Rice: Well, if you got data and you have a VMRS system and you can show a true picture and oftentimes some of the weight that the fleet carries, it belongs elsewhere. Be it operations or wherever the case might be. It helped me in a lot of ways, because not only was I able to establish some work standards within the fleet with the techniques. I was able to get better control over accidents and other things that existed and fuel was huge for me. Cause I had a 10 million dollar budget for fuel, for example, and as a result of, uh, implemented VMRS, I believe my fuel budget probably dropped 10 %.
[00:24:07] Greg Mattes: Wow. That's pretty big savings, that amount of money. So thinking about going back to new fleets that have not implemented VMRS. I think there's a ton of data out there for fleets today. And you've talked about data several times, but when you think back to VMRS, it really gave you the standardization of your data. You had a lot of data at your fingertips when you were in the city of Detroit.
[00:24:27] Craig Rice: That's true, and in the beginning, the data I had was accurate. Not only did it give me more data, the data was extremely accurate. Again, when I presented something that you couldn't question the integrity of the data, because it gave me that kind of support.
[00:24:41] Greg Mattes: Yeah, you've mentioned a few times that having accurate data was really the big thing from reporting with the leadership group, from helping support your decisions and what you were asking for from the city.
[00:24:53] Craig Rice: That's true. That's true. It gave me a lot of support.
[00:24:57] Greg Mattes: Something else you said that I wanted to just dig into a little bit, you talked about class of vehicles when you were using VMRS. Did you see differences and classes of vehicles and was it helpful to have the information at that vehicle level? And did you think about things differently from benchmarking and implementation? So did you think about a refuge truck versus a dump truck versus Sedan. Did you think about those? Differentials?
[00:25:20] Craig Rice: I sure did. Again it gave me so much more data. That i could use fuel cost for example, being one of them, downtime, seasonable equipment. I was able to track that stuff better because oftentimes you look at the miles of a vehicle and figure, maybe it's underutilized, but you don't recognize it as a seasonable piece of equipment, it paints a clear picture. And I was also able to separate those classes and we ended up outsourcing some departments and it would pretty much be based on class codes that I used in order to determine what kind of cost savings we would achieve from the fleet. If we in fact outsourced a separate department.
[00:25:59] Greg Mattes: Over the time of implementing, you talked a lot about successful stories because you had VMRS and the data. Would you say that the implementation of the software in VMRS was key to the successful management of the fleet for the city?
[00:26:13] Craig Rice: The city had, at the beginning anyway, a hundred million worth of vehicles and equipment. So that's something you want to manage for that can be a lot of costs associated with a fleet that size.
[00:26:22] Greg Mattes: Yeah. Would you recommend starting out small with some specific key KPIs? For a fleet that you can benchmark against.
[00:26:30] Craig Rice: Yes. That'd be the smart route to take. Yes. And I'm more likely to maintain and again, thanks to our most common within your fleet and the vehicles that are most common in your fleet. An understood matter of availability, cost and probably . The performance of the technician. Those are all key KPIs. And those are things that the administration would be looking at.
[00:26:52] Greg Mattes: How often did you have to meet with the administration? What were the conversations like before VMRS and what were the conversations like after VMRS?
[00:27:00] Craig Rice: The conversation before VMRS was pretty much, I had a pen and pencil type system and then a lot of what I was telling them, I don't think they would believe. Okay. And I met with them probably on a monthly basis. All of the departments had to give their little stats on the monthly basis. But once I got to VMRS, it opened up the world for me. I had more data. I had to act with data and it was easier to benchmark with other cities. But also, it gave me the ability to do chargebacks in a way that people were more comfortable with giving them to the invoice technician, times parts associated with it. But also, the times that it gave me that tool as well. So they know that all the costs were within reason.
[00:27:43] Greg Mattes: Awesome. Any last minute advice around VMRS?
[00:27:46] Craig Rice: If you don't have VMRS, get it, it'll save your life. It saved me, man. It made my job much easier because I was able to show the true picture prior to that. I will complain about certain things and I believe we will win in one ear and out the other as far as administration. But once I had that data, it changed.
[00:28:06] Greg Mattes: Awesome. Craig really appreciate your time today. It was great speaking with you and learning a little bit more about VMRS from the implementation perspective.
[00:28:13] Craig Rice: Thank you, Greg. Thanks for the opportunity.
[00:28:19] Zach Searcy: Thanks for listening to the Fleet Code. If you're looking for a modern software solution to effectively manage your fleet, be sure to check out Fleetio.com/podcast to learn more. Join our monthly newsletter to stay up to date on all things, Fleetio. And don't forget to connect with us on Facebook, Twitter, and LinkedIn by following at Fleetio.