kscarbel2

Exactly. And look at a new truck after just 30 days outdoors. Any prospective customer can see it at his/her local dealer. The chassis is not properly primed and painted. The situation, as is, only saves Volvo money.

Press Release / February 24, 2015 The trust that firefighters around the world place in Scania trucks helped convince Fiji’s National Fire Authority to invest in the brand as part of its modernisation efforts. When Fiji’s National Fire Authority (NFA) needed to update its fleet of firefighting trucks to more modern and reliable vehicles, it conducted extensive research. The authority has long relied on second-hand vehicles to manage fires and other emergencies in Fiji’s metropolitan and suburban communities, and so the decision to purchase new vehicles was significant. The NFA ultimately placed its trust in two brand-new, multipurpose firefighting vehicles built around Scania trucks. Worldwide trend for Scania “The main reason we bought the vehicles was that we wanted to move on in terms of technology,” says the NFA’s Chief Executive Officer, John O’Connor. “We saw that a lot of fire departments around the world were moving to Scania. In particular, we have a twin agreement with the Country Fire Authority in Victoria, Australia, and they are buying new Scania fire trucks.” The first of the two vehicles was delivered and commissioned in December 2014 and the second is due to go into service in June this year. Both are being supplied by Fraser Engineering, a specialist fire vehicle maker, based outside of Wellington, New Zealand. Exceeding expectations O’Connor says the first vehicle, intended for use in Fiji’s capital Suva, is a multi-purpose fire truck with a 5,000-litre water capacity and sophisticated foam system. It is based on Scania's P410 4X4 platform with a 4-door CP28 CrewCab*. * Scania's factory-built P-series "CrewCab" is available in the CP28 version for 5-6 crew, as well as a larger CP31 version for 6-8 crew. “We identified a risk posed by some oil tanks located just outside of the central business district in an industrial area,” he says. “We decided to address this by purchasing a Scania multi-purpose fire truck. It’s almost like an airport fire truck, with fire fighting monitors on the roof of the truck. It’s also equipped for fighting property fires, and fitted with road accident and rescue equipment.” O’Connor says after more than a month on the job, the vehicle has now been called out to several fires and “exceeded our expectations.” The second vehicle, to be delivered in June 2015, is a 25-metre aerial ladder platform truck capable of rescuing individuals from buildings up to nine or ten stories high. The vehicle is based on a Scania P310 DB4x2 with a 4-door CP28 CrewCab and has a pump and water tank on-board, allowing it to fight both aerial fires and normal metropolitan fires. Help from the dealer Before being fitted out by Fraser Engineering, the vehicle was adapted for its firefighting role by Scania’s dealer in New Zealand, CablePrice. “The equipment required for firefighting today has become increasingly sophisticated,” explains CablePrice’s National Commercial Vehicle Sales Manager Garry Leitch. “This normally adds weight and requires the re-routing of wiring and re-positioning of components. Scania provided Fraser Engineering with the flexibility it needed to meet the expectations of the customer.” Number one in the world Martin Simpson, the owner of Fraser Engineering, says fire authorities tend to specify which brand of truck their firefighting vehicles are based on, and this is often Scania. “We’ve been building Scania for 15 years and produced well over 200 Scania fire and rescue vehicles, and obviously it is a reliable chassis and one of the best double cabs on the market. It’s probably the number one cab chassis in the world and it’s recognised for it.” The NFA is now continuing its modernisation program with a mix of new and quality second hand vehicles. .

Press Release / February 19, 2015 MAN Latin America has won an order for 500 Volkswagen Delivery Series model 9.160 trucks from the Brazilian government. Equipped with insulated bodies utilizing Carrier Transicold Xarios 500 refrigeration units, the trucks will distribute food to the nation’s schools. Volkswagen’s 20,503 pound GVW model 9.160 features a 160 horsepower 3.8-liter Euro-5 Cummins ISF 4-cylinder engine with selective catalytic reduction (SCR) exhaust after-treatment solution. The trucks are optionally fitted with dual 150 liter fuel tanks for greater range, and a TACO-AR automatic tire balancing system (http://www.tacoar.com.br/ingles/produtos.php). "Once again, we developed a customer-tailored product, a strategy that has earned us the position of market leader for 12 consecutive years," says MAN Latin America Vice President Ricardo Alouche. .

My friend, I can assure you, there is something you don't know about the feeling of driving a V8-powered Scania. But be warned, once having experienced a Scania, there's no going back. http://www3.scania.com/en/New-V8-truck-range/The-new-730hp-engine/?YoutubeMovieId=v52etw_qTQo

Reuters / February 23, 2015 Top European truckmakers face a fine of up to 4 billion euros ($4.5 billion) for operating a cartel, German daily Handelsblatt reported, citing industry sources. In November, the European Union Commission said it had sent formal charge sheets to several truck manufacturers it suspected of price fixing. Handelsblatt said the companies could be fined this year. Swedish truck maker Scania, Netherlands-based DAF and Italy's Iveco face steep fines while German truckmakers Daimler and Sweden's Volvo Trucks can hope for more lenient treatment because they cooperated with investigators, Handelsblatt said. Volkswagen-controlled MAN may even escape prosecution because it had whistleblower status in the cartel investigation, the German newspaper said. European Commission spokesman Ricardo Cardoso, MAN and Daimler declined to comment. The other companies were not immediately available to comment on the Handelsblatt report. Companies can be fined up to 10 percent of their annual revenue if the Commission concludes there is sufficient evidence of an infringement of EU rules barring cartels and the abuse of market dominance.

Prime Mover Magazine / February 19, 2015 Japan Post’s proposal to take over Toll continues to make headlines in Australia and around the globe. Toll chairman Ray Horsburgh noted on Thursday that the bid would enhance the transport company’s ambitions in the fast growing business-to-consumer market in Australia, which is currently dominated by Australia Post. In reaction, Japan Post’s Toru Takahashi said the real prize for his company was Toll’s skill base and its footprint in Asia. “Within Japan Post the domestic business of Toll in Australia has not been an important focus. Rather we have been focussed on leveraging Toll to expand our business in Asia Pacific,’’ Mr Takahashi told The Australian. Following the announcement of the deal, Australian shares soared on Wednesday, breaking through the 5900 mark for the first time since May 2008. Toll shares closed up a staggering 51.2 per cent to $8.95 on the news, easily eclipsing the transport company's 22 per cent fall in half year net profit reported on the same day. In reporting on the proposal, the Sydney Morning Herald also unveiled that the deal would give former Toll boss Paul Little a windfall of some $340 million. Even though Mr Little confirmed that he had never been approached by Japan Post during his time as CEO of the group, the deal is seen as an endorsement of his acquisition strategy, which while heavily criticised in recent years, has delivered Toll the Asian footprint which Japan Post is now keen to access. .

Australasian Transport News / February 24, 2015 The US Government is set to follow in the footsteps of Australia with an inquiry into whether pay rates affect safety in the trucking industry. The country’s truck safety regulator, the Federal Motor Carrier Safety Administration (FMCSA), says it will look at whether there is a relationship between certain methods of payment and unsafe driving behaviours. Australia’s National Transport Commission (NTC) examined pay rates in the trucking industry back in 2008 and found a link between remuneration and safety. The work led to the creation in 2012 of the Road Safety Remuneration Tribunal (RSRT), which has the power to mandate payment terms and conditions for employee and contractor drivers. The FMCSA says its study will be conducted using an online questionnaire involving randomly selected trucking companies, safety managers, owner-drivers, operations managers and company owners. "The study will evaluate the relationship between property carrying motor carriers compensation methods and incidents of unsafe driving," it says in a statement. "In particular, the research team will determine if there is a potential relationship between method of driver compensation and safe driving behavior." The FMCSA intends on surveying 2,184 people and says the results will be published this year. It says the work will examine multiple remuneration practices. "The study will address hourly pay as well as others to determine if a relationship between compensation method and unsafe driver behaviors exists," it says. "The goal of this study is to understand all of the elements of compensation and determine if there are any common factors that influence safe driving performance." US academic Michael Belzer has already looked into the influence remuneration has on safety in the country's trucking industry. In a study with US trucking firm JB Hunt, Belzer found that every 10 per cent increase in pay reduced the probability of a crash by 36 per cent. Another study he conducted of 102 operators over one year revealed a 9.2 per cent drop in crash rates for every 10 per cent increase in pay. Belzer’s work was cited in Australia to support the case for changes to remuneration methods and the creation of the RSRT.

Truck News / February 23, 2015 Juliaan Wellens gets a lot of attention on the road. No, not because of what he’s hauling or how fast or how slow he’s going. It’s not even because of the bright orange paint job on his truck. Wellens turns heads and sometimes is the cause for traffic because of his 1992 Scania 143 "Streamline". For the unfamiliar, Scanias are classically European with an almost flat face that sets it apart from all the conventional North American trucks that dominate the highway. Wellens’ truck is equipped with a Scania 14.2-liter V8 engine and Scania 12+1 GR900 transmission. And he bought it here in Canada just three years ago. Wellens is currently an owner/operator for Erb Group in Baden, Ontario, and has been with the company for more than two years now. But like his truck, his roots are embedded overseas. Wellens is from Belgium and has been driving trucks professionally since he was 17 years old (he is 53 now). He worked and drove over most of Europe hauling food to and from Holland, France, Italy and Spain. He decided to move to Canada when he got a divorce in 2001 (which he says is his “biggest mistake”). He officially moved to Canada in October of 2002. Two years later in 2004, he locked eyes with a Scania on Canadian soil – a 1986 model 142 at a Mississauga second-hand dealership and the truck won his heart over as it reconnected him with a sense of home. “A guy from Scotland had already imported it,” said Wellens. “He got kicked out of the country so he put it up for sale. The truck was in an accident because the tie rod was bent so I fixed it up and I still have it.” Wellens says he always loved Scanias ever since his early days in Belgium. “When I started in 1977, the company I worked for had three Scanias and one Volvo,” he said. “One day even though we had a Volvo, I just got stuck with a Scania. And I just loved the sound. I’ve been driving Scanias most of my life. I love them, I always did and I always will. It’s like I have Scania blood in my veins – at least that’s what it feels like. I was hoping to bring one here to Canada when I moved, but it didn’t work out.” After he bought his first Scania in North America, it was like an addiction and he needed more. In total, Wellens is the current owner of four Scanias, though he only drives the orange-colored 1992 model 143. The others (a 1995 143 with 450hp V8, 1996 model 143 with 420hp V8 and 1986 model 142 V8) are up for sale. “I can only drive one and I hate to see them rusting away,” he said. “They are expensive compared to other North American trucks but that’s because of the import and they are V8 so they’re going to last a long time.” Luckily for Wellens, all of the Scanias he has were already imported for him. But he does run into other complications driving a European truck in North America. “It is a little harder to maintain, but once you get to know where to go and you get to know different people and mechanics and dealers, it’s not bad,” he says. Wellens says he gets a majority of his parts from a dealer in Newark. And since his routes with Erb normally take him to New Jersey, it’s not that hard for him to keep his truck in working order. He gives a lot of credit to his employer for understanding his unique situation. “That’s the nice thing about working with Erb – they’re helping me,” he said. “Everything on the truck is 24-volt so I can’t just get it fixed on the road. The only major problem I’ve run into once was when my alternator broke. I can get the parts here but I can’t get it fixed. The rims are different too, so it’s harder to calibrate my wheels. I can’t complain though, even though it’s a European truck, I think I’m faster getting back on the road than some North American trucks.” Wellens also says that it’s harder to drive the Scania here in Canada because of our incredibly harsh (not to mention long) winters. “I’ve got to be more cautious when turning and all that,” he said. “Because my fifth wheel is behind my drive axle.” Despite these small setbacks, Wellens says the fuel mileage he gets makes driving the Scania all worth it. “Last month I got 6.88 miles to the gallon,” he said. “I’m averaging 6.5-6.8 miles this year. But I only drive 60 miles an hour. I don’t believe in driving fast. I save $1,000 a month just because I drive a little slower.” Of course this speed causes other drivers to deliver sly remarks over the CB radio or pass Wellens on the highway with a glare. “Just last week, I was coming back from Memphis and it was a 70 mph zone,” he said. “And over the CB I heard, ‘Hey, driver, it’s 70 miles per hour not 70 kilometres per hour!’ and I just responded with, ‘You drive your truck and I’ll drive mine’.” Wellens says he normally shuts off his radio because of these types of comments on his speed but that he doesn’t care all that much because of the great fuel mileage he gets. He claims the comments he gets from other drivers aren’t generally good or bad, but mixed. “Some people will tell me to get my piece of junk off the road,” he said. “But sometimes I’ll catch other truck drivers on the highway taking pictures of my truck as I’m driving by them.” He says the craziest experience he’s had on the road involving his truck was when one driver in a 70 mph zone, went into the left-hand lane beside him, put his four ways on, slowed down to 55 mph and took out his cell phone to take a picture of his truck. “I switched on my CB and told him ‘You’ve got to stop doing this. If you want a picture just follow me to the next truck stop and you can have a picture.’ But they just want a photo on their cell phone so they can show their friends,” he said. “It’s really crazy sometimes but that was just dangerous.” So what does he think of the ride despite receiving comments on the truck’s appearance and speed on a daily basis? “It’s awesome,” he says with a laugh. “Driving a Scania is better than sex.” .

And prior to that, Freightliner Corporation held Volvo's reins in America. http://www.bigmacktrucks.com/index.php?/topic/30397-when-freightliner-ran-volvo-in-america/

Reuters / February 23, 2015 Daimler, whose truck making brands include Mercedes-Benz, Freightliner and Western Star, expects to sell more than 500,000 trucks this year, mainly thanks to growing demand in the United States, trucks chief Wolfgang Bernhard said on Monday. "We want to sell significantly more than 500,000," Bernhard said about sales this year, adding that this amounts to 5 percent growth or more compared with last year, thanks to increased demand in Indonesia, India and the United States. Investments at Daimler Trucks in the two years through 2015 will total 4.4 billion euros, focusing on research and development and building and equipping factories. “We aim to remain the spearhead of technological developments,” with annual spending at 7 percent to 8 percent of revenue, Bernhard said. “We’re investing to sustainably secure our leadership position,” he said, reiterating Daimler’s plan to sell 700,000 trucks annually by 2020.

There are many threads here related to steel hooded R-models. It may be factory, or it may be a Ward 79 conversion. In the global market, the steel hood was an extremely popular R-model option, from South America to Algeria, the Middle East and Iran, to Australia and New Zealand (where they're known as Flintstones).

To fully realize the benefits of buying a North American market Daimler truck, one has to consider the advanced Cascadia/Cascadia Evolution. While I'm thrilled that Daimler still offers a traditionally-styled tractor, the Coronado, it like the Pinnacle is last generation technology in terms of cab refinement. The Pinnacle cab, we're really talking about the Mack Trucks-designed CH cab, was conceived over 30 years ago (Mack Trucks would have long ago introduced a more specious, next generation cab for the times, but Volvo wanted to delay so as to be able to use a variant of an upcoming Volvo global cab platform). As for fit and finish, whenever I inspect new Mack trucks at the dealerships, the chassis is rusting from the front bumper to the tail lamps. I have a problem with that. Thus, the waters are muddied before I move on to check the fit/finish of the cab interior.

I suggest that you keep it stock and provide it with superb maintenance. The reason being, spare parts are priced out of this world by Volvo...........if the parts are still available at all. That engine, properly functioning in stock configuration, is all you'll ever need (and what many others dream of). Enjoy your ride

No non compete. After Volvo bought Mack, they were selling Renault medium Midlums rebadged as the Freedom series. Volvo simply doesn't know how to sell medium trucks in the US. Volvo packed the bags of its UD brand in the US market and evaporated as well. Not only are Mack dealers puzzled over why Volvo won't provide them with any medium trucks to sell, they also don't understand why Volvo won't offer the UD-developed D8K engine in the Granite MHD. It's rated at 250, 280 and 320hp, in lieu of the 345hp-rated Cummins ISL. The "Club of Four" referred to what Americans know as the old Mid-Liner, and Volvo F6 and F7. And there might be a few folks who know about the US market Magirus medium trucks. The "Club of Four" was a joint venture between Saviem (now Renault), DAF, Volvo and Magirus-Deutz. The current cab was developed by Renault and DAF in 1997, and is produced by Volvo in the former Renault Blainville-sur-Orne plant near Normandy, France. The DAF LF is assembled in the UK by Leyland (another old name from the past). Anyway, each brand gives the Midlum its own unique interior and exterior panels.

Fleet Owner / February 18, 2015 With regard to powertrain integration, fleets have heard it before: link engines, transmissions, and even axles together into a single, seamless package and reap the benefits of fuel savings and improved vehicle performance. Mike Roeth, executive director of the North American Council for Freight Efficiency (NACFE), says that such integration also goes far beyond fuel savings and engine responsiveness. In his view, a range of benefits from maintenance-related cost savings to safety are possible as a result of increased integration. “Once you electronically connect the powertrain, the door is wide open to all sorts of future enhancements that you can gain [without] making mechanical changes to a truck,” Roeth explains. He points to the group’s recent work analyzing the potential benefits of automated manual transmissions (AMTs). On the conservative side, fuel savings of 1% to 3% are possible; however, Roeth says there is potential for additional savings because the electronics underpinning the AMT can generate benefits when integrated with electronics within the truck’s engine, axles, and other systems. “What we’re finding is that AMTs are many times an ‘enabler’ for greater fuel savings, as they are integrated with the truck’s other systems,” he says. “It’s like buying a smartphone to get better cell phone capability and then realizing it can do a lot more like surf the web and access email.” Brad Williamson, manager of powertrain marketing for Daimler Trucks North America (DTNA), notes that power­train integration development must include a more holistic view of single-system capability. “In the past, the electronics would be combined but never developed together,” he explains. “Today, integration means understanding what the end goal of the system is and beginning development with that end in mind. It is also looking at the entire system—engine, axle, transmission, driveline, truck, etc.—and developing a truly integrated [package] that meets drivers’ needs for performance and owners’ needs for profitability and uptime.” The safety aspect comes into play with systems like Detroit Assurance, which offers active brake assist and adaptive cruise control by integrating a truck’s brakes, radar and sensor technology with Detroit-branded engines and transmissions. “It’s really about the feel, the smoothness, and how we can better integrate the intelligent controls with the truck,” explains Williamson. “That’s the main piece.” It’s important not to forget the back-end benefits of powertrain integration when it comes to warranty coverage, maintenance service and parts support, he adds. “[integration] is really about looking at the entire truck ownership experience and making it a better product for the customers’ ownership life,” Williamson says. “What that also does for customers is make the dealer a true one-stop shop for all things integrated. This eliminates the need to send an engine with repairs to an engine distributor or axle issues to an axle supplier.” More than meshing The real driving force behind powertrain integration efforts, notes Mario Sanchez, director of technical sales support for engine-maker Cummins, is the software linkage between engine and transmission along with potentially other components. “It is more than just better meshing of the transmission and engine,” he says. “The engine and transmission are linked, constantly communicating and adapting to the operating conditions due to critical data sharing. That leads to more efficient operation with more time spent in the sweet spot of the [engine’s] rpm band, which means fuel cost savings for fleets. The operational efficiency an AMT provides also means less driver fatigue and an easier overall driving experience.” Since 2013, Cummins has partnered with Eaton Corp. to develop several SmartAdvantage integrated engine/AMT packages, which combine Cummins ISX15 or ISX12 diesel engines with the Eaton Fuller Advantage 10-speed AMT. For natural gas engines, Eaton and Cummins Westport, a joint venture between Cummins and Canada’s Westport Innovations, offer an integrated powertrain package that combines the Cummins Westport ISX12 G engine and the Eaton UltraShift Plus AMT. Ryan Trzybinski, product planning manager for the Eaton Vehicle Group, notes that integrated powertrains hinge on what he calls “highly optimized control logic” to deliver fuel savings of between 3% and 6% on a consistent basis. Eaton is now working with Paccar Corp., parent company of Kenworth Truck and Peterbilt Motors, and Navistar on similar integrated packages. The linkup with Paccar’s MX-13 is called Fuller Advantage with Small Step S-Ratio at Kenworth and dubbed APEX at Peterbilt. Anthony Gansle, marketing manager for on-highway product at Peterbilt, notes that APEX is a fundamental part of the OEM’s EPIQ fuel efficiency package, which aims to improve overall fuel efficiency by up to 14%. The package is available exclusively on the Peterbilt Model 579 tractor. “In the past, traditional methods to improve fuel economy usually resulted in a trade-off of reduced performance. For instance, lowering the rear axle ratio typically meant lower startability and less power,” he explains. “Today, improved technology has helped minimize those trade-offs. The proprietary communication software developed for APEX is proof of that, resulting in both improved fuel efficiency and performance.” OEMs are deploying such powertrain integration packages with the goal of delivering increased fuel savings. Navistar, for example, relies on two such integrated packages for its ProStar ES highway tractor, unveiled late last year. Through a combination of the powertrain packages and other initiatives, the ES offers up to 11% better fuel economy versus a 2010 ProStar model equipped with a 13L MaxxForce engine and 10-speed manual transmission, says Jodi Presswood, vice president-heavy-duty truck product line at Navistar. Aaron Peterson, chief performance engineer at Navistar, notes that the setups include the Cummins/Eaton SmartAdvantage combination and a combination of Navistar’s 13L N13 engine with the Eaton Fuller Advantage 10-speed AMT. Both offer a 3% to 6% fuel economy boost. Kurt Swihart, marketing director at Kenworth, adds that the need to boost fuel economy while simultaneously improving drivability rests at the heart of OEM powertrain integration efforts. “On the fuel economy side, software calibrations between the engine and transmission optimize rpm during acceleration, deceleration, pulling hills, and coasting down hills to maximize fuel economy,” he says. “In addition, targeting low engine rpm allows transmissions and axles—both with optimized gear ratios—to minimize parasitic losses throughout the powertrain, improving fuel economy.” Spotting savings On the drivability side, Swihart continues, those same shared calibrations improve vehicle control at slow speeds and when pulling hills, for example. “The end result is a more fuel-efficient truck that provides an improved driving experience. This helps customers increase their profitability and attract drivers,” he notes. Swihart also believes that the benefits of powertrain integration can be gained regardless of whether fleets follow the proprietary or non-proprietary path. John Moore, manager of product marketing for Volvo Trucks in North America, adds that maintenance savings are another benefit that shouldn’t be overlooked. “Integrated powertrains streamline maintenance because electronic diagnostic tools, service repair information, and training are integrated with common hardware and software,” he points out. “Also, given the complexity of electronics in today’s trucks, symptoms may be related to or generated by connected controllers and not necessarily the host controller.” Moore thinks vertically integrated powertrains offer an extra advantage because they give the OEM control over more components and reduce diagnostic time. “All of this reduces repair costs and puts the truck back on the road [quicker],” he says. “As for warranty, integration provides one stop for administration, streamlining the process.” But most fleets demand concrete dollar savings before considering the oftentimes higher price tag for a fully integrated powertrain. NACFE research indicates AMTs alone cost anywhere from $3,000 to $5,000 more than a comparable manual transmission. “Linehaul fleets can save around $600 for every 1% of fuel economy improvement,” says Eaton’s Tryzybinski. “The SmartAdvantage package delivers 3% to 6% improved fuel economy over current production, non-integrated Cummins ISX and Eaton UltraShift Plus combinations; the MX-13 integrated package delivers 2% to 4% better fuel economy; and the N13 integrated package delivers 5% better fuel economy. Those are real dollars back into the pockets of fleets.” New capabilities Trzybinski adds that Eaton Fuller Advantage AMTs are lighter by 82 lbs. and eliminate the need for an external cooler, helping reduce maintenance expenses and saving test customers as much as $40 per truck per year as a result. Roy Horton, director of product marketing for Mack Trucks, notes that similar fuel savings are available with the OEM’s integrated Super Econodyne (SE) package. He says the SE package can improve fuel efficiency up to 4% compared to a standard MP7/AMT package. The SE package features a 405-hp. MP7 engine leashed to the OEM’s proprietary overdrive-equipped 12-speed mDrive AMT (the twin to Volvo’s I-Shift AMT) and Mack’s C125/126 axles. A similar integrated powertrain package featuring Mack’s bigger MP8 engine instead of the leaner MP7 offers a 3.5% fuel economy savings. “[integration] allows our customers to maximize payloads, save on fuel, and increase their return on investment—all without compromising power,” Horton says. Volvo already offers integrated XE downspeeding drivelines with its I-Shift AMT for its D11, D13 and D16 engines, explains Moore. “Now, our latest focus in powertrain integration is delivering integrated packages tailored to our customers’ specific applications,” he says. Starting this year, for example,Volvo plans to offer XE-Adaptive Gearing options for its D11 and D13 engines. “This powertrain package will offer two drivelines for applications—bulk haulers, liquid tankers, flatbeds and end dumps, for example—that typically go out loaded and return empty,” Moore explains. “By picking up a rear suspension pressure signal and sending this information to the powertrain, the engine and transmission know when a load is present and will lock out the 12th gear and run as a direct drive in 11th gear, enhancing performance while loaded.” Once the load is delivered, the system becomes a “super overdrive” powertrain with a 2.47 rear axle ratio with the ability to cruise on home at 1,050 rpm at 65 mph. “It’s the best of both worlds,” Moore explains. “And it could not have happened without an integrated powertrain.” DTNA’s Williamson thinks combining such direct and indirect savings will convince customers to eventually step through the powertrain integration doorway. “As we look forward, customer demands for fuel economy efficiency will continue to increase, and other demands on the industry, such as driver and technician shortages, will require more efficient products that contribute to ease of driving, ease of maintenance and service, improved drivability, and improved cost of ownership,” he explains.” “The acceptance of powertrain integration will grow as the products continue to prove themselves and the overall value of vehicle integration is demonstrated,” Williamson says.

Fleet Owner / February 18, 2015 The single biggest fifth wheel trend we’re seeing among fleets is to automate the coupling process, explains Rich Carroll, vice president-sales & marketing at Jost International. “Changing driver demographics and rising insurance costs, along with the need to focus on driver satisfaction and safety, is leading to the desire to eliminate this manual task with cab-actuated air release systems and advanced sensor systems.” The Jost air release fifth wheel operates independently from the standard release arm, and the system is protected by an interlock which requires that the vehicle is stopped and the trailer brakes set before air is provided to the cab controls. Jost is working to develop sensor systems to help ensure safe coupling, Carroll notes. Aaron Puckett, director of national fleet sales at Fontaine Fifth Wheel, also points to a focus on products that provide improved comfort and awareness for drivers. “Systems designed to help drivers properly, safely and easily couple tractors to trailers are in demand,” he says. “An air release option is being adopted by more fleets for driver satisfaction and retention, [and] providing the ability to open the fifth wheel from the cab can also enhance safety.” Puckett also points out that Fontaine’s TechLock electronic lock indicator helps improve safety by employing sensors that let the driver know when the kingpin is correctly positioned inside the lock and the fifth wheel is closed. Additionally, the company’s SmartLock visual lock indicator adds to the visual inspection and tug test procedures necessary for proper coupling. The dual assist camera system launched this past fall by Fontaine features two video cameras that give the driver a clear picture of the fifth wheel and approaching trailer. The cameras, which are wired to a display in the cab, are mounted back-to-back behind the fifth wheel and low on the frame to prevent damage from the trailer’s kingpin. With the Fontaine system, the cameras automatically turn on when the truck is shifted into reverse. As the tractor backs up to couple with a trailer, the monitor displays video from the rear-facing camera, including crosshairs superimposed over the screen to help the driver properly center the vehicle. As the camera setup passes under the kingpin, the video feed in the cab automatically switches to the camera facing the fifth wheel, allowing the driver to watch the kingpin enter the fifth wheel. Wendy Cowan, director of product planning & market development at SAF-Holland Powered Vehicle Systems, says a new air release option for the SAF-Holland FWAL fifth wheel line provides driver comfort while reducing the potential for injury. All standard-duty Holland fifth wheels are now available with the air release system. Along with weight savings, Cowan adds, some fleets desire fifth wheel features that help cut maintenance costs. “Our FWAL forged aluminum fifth wheel offers the benefit of Holland’s NoLube technology, which eliminates the need for lubrication of the fifth wheel locking mechanism as well as the top plate surface,” she says. Jost, notes Carroll, is seeing dealers order its “no-tilt” offering on stock trucks. The simple mechanism that does not require tools to convert the fifth wheel features pivot stops that keep the top plate rigid when required, such as in frameless dump trailers where articulation is provided in the trailer upper coupler. “When the pivot stops are disengaged, the top plate articulates,” he explains. “This design provides flexibility to satisfy the needs of different types of vocational applications.” Cowan also points to the value of no-tilt technology for fifth wheels. “We know that our customers need to be flexible in today’s business environment,” she says. “That’s why we developed a modular no-tilt fifth wheel sliding system that enables any standard (integrated low-weight slider) model to be quickly and easily converted to a no-tilt slider should the need arise.” To improve safety and retain drivers, fleets are specifying systems and components that make life on the road easier. Fifth wheel manufacturers are focused on helping meet that need, and on developing products that decrease downtime and costs. For more information, visit these websites: Jost International www.jostinternational.com Fontaine Fifth Wheel www.fifthwheel.com SAF-Holland www.safholland.us

A little downspeeding saves a lot of money Truck News / February 16, 2015 Dana took time at the Technology & Maintenance Council’s annual spring meeting to raise awareness about the benefits – and risks – of engine downspeeding. Every 100 rpm reduction in engine speed translates to a 1% improvement in fuel economy, meaning there is significant savings to be had by spec’ing downsped powertrains, according to Steve Slesinski, global product planning, commercial vehicle driveline technology with Dana. However, reducing engine speeds and spec’ing faster rear axle ratios also places greater torque on downstream components such as the driveshaft. Dana promotes a two-pronged approach to protecting against damage that can be caused by the extra torque generated by downsped powertrains: torque-limiting the engine and fortifying the drivetrain. Slesinski said Dana has come out with products engineered specifically to perform with downsped powertrains. These include the Spicer AdvanTek 40 tandem axle, the SPL 350 driveshaft and the SPL 250 inter-axle shaft. Engine providers can set parameters that torque-limit the engine and reduce the risk of damage caused during low-speed maneuvering, however that won’t protect against high-cycle fatigue, Slesinski said. While today’s downsped powertrains typically aim for a 1,150 rpm cruise speed, Slesinski said the trend is expected to continue. “We think rpm is going to continue to go down because of the big benefit you have by improving the efficiency of the engine,” he said, noting cruise speeds of 900 rpm could be attainable in the near future. To this end, Dana is anticipating the need for products that can handle the demands of downspeeding without adding substantial cost and weight to the vehicle. The company also has taken a leadership role in educating the industry about the benefits of downspeeding, through creation of a new online training module that will go live later this year. The program will help dealers, fleets, service managers and others understand the implications of downspeeding, Slesinski said. Dana also launched a new drive axle lubricant designed for high-efficiency drivetrains. The all-synthetic Spicer XFE 75W-90 axle lubricant is designed to further reduce operating costs by as much as $730 over a five-year life-cycle. It also qualifies for a 500,000-mile service interval. Combined with the AdvanTek 40 axle and an engine that is downsped by 200 rpm, a customer can achieve fuel savings of about $9,835 per vehicle over a five-year period based on US$4/gallon diesel prices.

Fleet Owner / February 17, 2015 A lighter trailer axle, a 6x2 drive axle and a super-fast ratio tandem were among the new products and services introduced by Meritor at the 2015 Technology and Maintenance Council (TMC) annual meeting. The component manufacturer also displayed a new automatic tire inflation system for linehaul tractors and announced a new programming tool that will speed up delivery of replacement electronic control units for pneumatic ABS. The new FUELite+ 6x2 drive axle is 15 to 20 lbs. lighter than the company’s current 6x2 platform, but has the same suspension fit and offers automatic and manual differential lock capability for improved traction. With GCW ratings up to 140,000 lbs., the new 6x2 is initially being introduced with fast 2.31 and 2.47 final drive ratios, with additional ratio options available in the future. It can accommodate either wide-based single or dual tires. A “super-fast” 2.28 ratio was also announced for Meritor’s 14X model tandem drive axle. The faster ratio is intended for downspeeding truck specs employing direct-drive transmissions, and the 14X also features a larger pinion system to handle the high torque levels developed by downspeeding. With claims to be the lightest trailer axle on the market in North America, the new Meritor MTec6 features a six-in. diameter axle but is still 36 lbs. lighter than industry-standard five-in. models. The larger diameter offers greater stiffness to help reduce axle deflection and resulting tire wear, while the lighter weight improves available payload capacity. Able to both monitor tire pressures and inflate tires if necessary, MTIS if the first automatic tire inflation system for linehaul tractor applications. The system can also alert drivers if a tire requires continuous inflation. Currently undergoing validation testing at several fleets, the new system will be available to truck makers on a limited basis starting in 2016. Meritor WABCO, the company’s North American joint venture with WABCO, also announced at the annual TMC meeting that it has released a new programming tool “that helps significantly shorten delivery times of replacement electronic control units (ECU) for antilock braking systems (ABS).” With over 400 variations of ABS ECUs currently in use in truck air-brake systems, service centers can only stock the most popular units, according to Meritor. The new programming tool, part of Meritor WABCO’s Toolbox diagnostic software, will allow parts suppliers to quickly configure units for specific applications, cutting both inventory costs and improving availability.

Too good to be true? Appropriate engine settings offer obvious fuel efficiency benefits Fleet Owner / February 18, 2015 At any major trucking trade show, the exhibition hall will feature dozens of vendors who market various solutions for improving fuel economy and saving on fuel costs. Mike Roeth’s pitch at this week’s Technology & Maintenance Council (TMC) annual meeting is unique: He’s giving his product away, and he has the data to prove it works. As executive director of the North American Council for Freight Efficiency (NACFE), Roeth leads Trucking Efficiency, an initiative set up by NACFE and the Carbon War Room (CWR) that aims to double the efficiency of the North American trucking fleet. To achieve this goal, the organization evaluates current technologies, discusses challenges and best practices for their adoption, and provides figures on performance gains and payback periods. Simply, the program is designed to help fleets make better decisions and, collectively, save billions of dollars. The fifth and latest “confidence report,” focused on electronic engine parameters, has just been published. And, based on Trucking Efficiency’s grid to assess whether a technology will be effective, optimizing engine settings is a fuel efficiency home run. Speaking to trade media in Nashville for TMC, Roeth compared a truck engine to a smart phone: “Once you’ve gone through the effort of programming them, you love them,” he said. The catch is taking the time to understand the many possibilities for setting up an engine to suit the truck’s operations. As explained by NACFE Program Manager Dave Schaller, there are more than 100 different parameters that control a modern diesel engine. A fleet survey found three levels of complexity as to how these settings are commonly used. Most basically, an engine is left with the factory default settings. The middle level comprises changes to a few obvious settings, such as a vehicle speed limit. At the top, the optimized level means a fleet has worked with an engine maker or a fleet expert to fully exploit the array of options. Moving from the basic settings to the middle level can deliver a 3 to 5 percent improvement in fuel economy, Schaller continued, while a fully optimized engine can deliver an 8 percent improvement – or even more. “This is pretty exciting,” Schaller said. “I don’t know of any other area here at TMC that doesn’t cost anything extra, doesn’t add extra weight to the truck, and it theoretically doesn’t add any maintenance – it doesn’t break. So it’s a really neat area.” The challenge, of course, is getting those settings right – especially when a change to one setting can impact the performance of another. And the proprietary programming that underlies the improved fuel economy of fully integrated powertrains adds even more complexity. A discussion about a fleet’s ideal operational profile should be part of ordering a new tractor, with the parameters to be set accordingly at the factory. But that’s often not the case, the researchers found. And it’s also not uncommon for the parameters to be reset at a specially center for finishing touches, or even in final prep at the dealer. Complicating the matter, OEMs often use different terms for essentially the same settings. For those fleets that do pay attention to engine settings, the survey found that templates often are used for simplicity and consistency. However, the survey also found “a huge drop off” in engine optimization that corresponds to fleet size. As an electrical engineer who helped develop programmable engine technology, Schaller noted that “this is way more complex than it needs to be.” “What we know is that optimizing the parameters is definitely worth the effort,” Schaller said. “It pays back. It enhances fuel economy and saves fleets money, but the complexity of optimizing is preventing many fleets from enjoying the benefit.” To help fleets take advantage of the technology, the confidence report includes a variety of tools and recommendations, while Roeth offers additional thoughts on FleetOwner.com’s IdeaXchange.

Heavy Duty Trucking / February 17, 2015 Fleets that optimize their electronic engine parameters for fuel economy can expect to see about a 0.5 mpg improvement in fuel economy, according to a new Confidence Report issued by the North American Council for Freight Efficiency at the Technology & Maintenance Council annual meeting. Fuel economy improvements of 5–8% are possible for fleets that previously have not used parameters to optimize for fuel economy. Much like users of common electronic devices such as smartphones and televisions, most fleets set only a fraction of the electronic engine parameters that can be used. According to the report, engine parameters add no weight or cost, and don’t require any additional maintenance; they are already an integral part of the engine control software. These benefits make engine parameters unique among efficiency technologies, and contributed to the study team’s high confidence rating. “Optimizing engine parameters is well worth the effort — it enhances fuel economy and saves fleets a lot of money. But the complexity of optimization is preventing many fleets from enjoying the benefits,” says Dave Schaller, North American Council for Freight Efficiency program manager. The Confidence Report focuses on six engine parameter categories: Vehicle speedsVehicle configuration informationEngine speed and torque limitsIdle reductionDriver rewardsMiscellaneous MPG-related featuresNACFE identified eight barriers to changing the settings that arise at three specific points during the optimization process, among them: Understanding Parameters The large number of parameters available requires extra effort to fully understand.Interrelations between multiple parameters and/or between parameters and other systems on the truck.Selecting and Ordering Parameters: Each engine OEM has its own terminology and brand names for its parameters, and even some slight differences in how they function. Even within a single OEM there will be differences from one engine model to the next.The majority of fleets have multiple years and models of engines in active operation, sometimes from multiple OEMs.Maintaining Parameters Variation in service tools and lack of telematics: Changes in duty cycles or even insights from new truck performance data may indicate that a certain parameter should be altered on a group of trucks. But right now changing parameters requires someone physically connecting with the truck. This can be a time-consuming task for a large fleet. Telematics technology would allow for parameters to be updated remotely.Negative reactions from drivers: Fleets must communicate the benefits of parameters to their drivers, as often a driver’s initial reaction to anything that places restrictions on vehicle operation is quite negative.The report offers insights and best practices to deal with the obstacles to programming and maintaining parameter settings. It also contains fleet and dealer perspectives on setting and using electronic engine parameters, a summary of service tools available from engine manufacturers, and a parameter names comparison chart. Download the full report at www.truckingefficiency.org.

Heavy Duty Trucking / February 17, 2015 The Meritor booth at the Technology & Maintenance Council's 2015 Annual Meeting & Transportation Technology Exhibition has been humming this week with word of a new inflation system for tractors. The MTIS Tire Inflation System for trucks automatically monitors tire pressure while the vehicle is in motion and will inflate an underinflated tire. If there are issues requiring continuous inflation, the MTIS system alerts the driver to check the tire or find service as soon as possible. Joe ElBehairy, vice president, Engineering & Quality at Meritor told truckinginfo.com the MTIS is a two part system consisting of an electronic control module and up to 6 proprietary wheel-end seals. "The two parts work hand in hand," he says. "You can't get the seals to work without the brains that control the air flow. Every time you pressurize the seal it wears a little. Through our internal testing we have developed the logic and the algorithms around how to make it work while minimizing the time the seal is inflated." ElBehairy says Meritor had to develop a proprietary seal that rides on the polished surface of the axle spindle. "We run air through that seal to get it out to the wheel end," he says. "It's a little different with a trailer axle. On a trailer, you can pressurize the axle tube and run the air through a very small "pin seal" out at the wheel end. It's very easy to make those last, whereas with a drive axle, first of all you have an axle shaft running through it, and second, you can't pressurize it because it has oil in it." The system is said to be fully automatic, with no driver intervention required. If the system cannot keep up with the air loss rate in the tire, it will alert the driver that service is required. "The system is designed to last for the first-owner life of the vehicle, or 500,000 miles," says ElBehairy, which is at about the same time you'd be servicing your wheel ends. Our test truck now has 300,000 miles on it, and we have 15 fleet trucks running at five customers that have various generation of the product on them, some with upwards of 50,000 miles." “Maintaining proper pressure requires constant attention,” said Ken Hogan, general manager, Rear Drivetrain for Meritor. “In addition to reducing tire and fuel costs, the MTIS system enhances performance. Tire companies have stated that up to 80 percent of roadside tire failures are a direct result of creeping air loss.” Although pressure leakage up to 2 percent per week is common for tire systems, additional pressure loss can be expected with puncture wounds from nails, a contaminated rim flange or bad valve stem. ElBehairy told truckinginfo the system is expected to pay for itself within a year, based on estimates that it could prevent two tire failures per year. "It's less about the cost of the tire, but the unplanned downtime," he noted. Validation testing with several fleets began in 2014 and will conclude in 2015. The company expects the MTIS system to be available to OEMs in North America on a limited basis in 2016. The system also has global application in the future. Pressure Systems International, Meritor's partner in the popular trailer inflation system will supply some components for MTIS. All the engineering, validation and testing has been done at Meritor's Troy, Mich. headquarters.

Fleet Owner / February 16, 2015 At the 2015 Technology & Maintenance Council (TMC) annual meeting this week, Cummins and Eaton announced plans to unveil a medium-duty version of their jointly-developed SmartAdvantage powertrain in July this year – linking a Cummins ISB 6.7-liter diesel with Eaton’s new Procision medium-duty automated manual transmission (AMT). Ryan Trzybinski said that SmartAdvantage combination should provide a fuel economy savings of 8% to 10% compared to a medium-duty powertrain featuring a torque-converter automatic transmission. “We recognize how much cost is associated with fuel, even with today’s low diesel prices,” noted Mike Taylor, global powertrain director for Cummins. “Some 30% of a typical commercial vehicles cost is associated directly with fuel expenses.” As a result, Taylor said Cummins and Eaton will “continue to look for both practical and innovative” ways to save fuel for commercial fleets, with their joint SmartAdvantage package “the shining example” of how to do that. “It’s helping us get to higher and higher levels of both fuel savings and vehicle performance,” he said. “By working together our combined [service] networks allow us to put more eyes and ears on the road, giving us both an opportunity for greater feedback.” Note: Sources say this will be a "dual clutch" AMT.

Trailer/Body Builders / February 5, 2015 BIGGER isn’t necessarily better. Just ask the team at Utilimaster who are now able to build more walk-in vans and truck bodies in less floor space. The key: getting everything under one easily manageable roof. For 40 years, Utilimaster produced a variety of vehicles at its multi-building campus in Wakarusa, Indiana. That complex had grown significantly over time--to 17 buildings spread out across approximately a half-mile stretch of State Road 19. In 2013 the company moved its operation to nearby Bristol, Indiana, where most of its manufacturing operation now fits nicely inside a single building. The company still manufactures dry-freight truck bodies and cut-aways back in Wakarusa. But production of walk-in vans (including its Reach model), high-volume cutaways, along with van upfits, is now completed under one 487,000-sq-ft roof in Bristol. “Our facilities in Wakarusa required a batch and queue approach,” says John Forbes, president. “We would partially build a batch and then move the vehicles to the next building for additional work. It was not the most efficient method to manufacture. So many things become easier and more efficient when they are all under one roof.” How much difference has the new plant made? Try this stat: The batch and queue approach in the old facility required approximately 17 work days to complete a vehicle. At the new Bristol plant, a vehicle moves from start to finish in 2.8 days. How? With a continuous flow approach, the vehicle moves smoothly through the production process, eliminating the waiting time that is inherent with batch and queue. Keeping the team together Utilimaster invested more than $10 million to convert a former warehouse into a vehicle manufacturing plant. “We were fortunate to find a facility that met our needs and was so close to home,” Forbes says. “We considered all options, including moving to Michigan or the Southeast. But we wanted to keep our team together.” The Bristol plant is only 22 miles from Wakarusa, but management nevertheless was concerned about the impact the move would have on its employees. The impact of the move, of course, varied according to where each employee lived. Those who lived west of Wakarusa were the most adversely impacted, while those living east of town had their commutes reduced. “We looked at each person’s home address and estimated the effect the move would have on them,” Forbes says. “For some, it meant an additional 22-mile drive. The move could mean a longer commute for many of our employees, although the difference was marginal for most. In the end, we were able to retain more than 85% of our employees.” Overcoming obstacles The move to the new plant, which started production in 2013, was more than a new location. For Utilimaster, it was a new way of building vehicles. “We moved from a larger footprint in numerous buildings to a smaller one, and we went from a batch and queue to a continuous flow production process,” says Steve Claude, director of value streams (operations). “We faced many different changes.” “We came into this operation with a shared vision,” Forbes says. “It was unlike our previous way of manufacturing, so much so that we treated everyone as a new employee. We provided them each with 40 hours of training before they ever went to work in Bristol. Our goal was to implement a new culture with new objectives about on-time delivery, safety, and each person’s involvement in our continuous improvement efforts. We wanted everyone on our team to understand how we are performing.” New approach The Utilimaster approach to operations views everyone in the organization as part of a team. Each member of the team is responsible to one another and to the team, and the functional teams have responsibility to each other. The work flows through the system—from sales, to engineering, to manufacturing, to delivery. As each team completes its work, it hands the job off to the next one. The team receiving the job is viewed as the customer. “This is not just a manufacturing approach,” Forbes says. “Sales, engineering, materials scheduling all play key roles. . We are achieving high quality output in part because we are spending significant time upfront to eliminate problems before they have a chance to occur downstream. “For this to work, though, we have to have people who are willing to be held accountable throughout the value stream. The company’s approach is reflected in Steve Claude’s job title—director of value streams. “Most people in my position would be called the operations manager,” he explains. “But there is a big difference. An operations manager is focused on results of one area. A value stream manager concentrates on having good hand-offs, holding each team in the process accountable. Your customer is working in the workstation next to yours, and he must accept the product that you have produced. The system emphasizes high quality, and it has built-in checks to identify mistakes and correct them right away.” Providing incentives A bonus system serves as a reminder that each individual performance affects company performance—and the company’s ability to reward that performance. The bonus, paid quarterly, is based on four components: 1. On-time delivery. 2. Involvement in continuous improvement projects. Utilimaster may have 70 different continuous improvement projects going in a given quarter. 3. Labor productivity. 4. Company profitability. As Forbes observes, the company can’t pay a bonus if it is not making any money. Utilimaster is very transparent about how well the company is performing and, by extension, how that quarterly bonus might be shaping up. “We report and share information weekly and monthly,” Forbes says. “We have shouted from the mountaintops the bonus program is designed to benefit the employee and the company. When the company pays bonuses, that means things are going well.” The weekly meetings include analysis of where any errors may have occurred during the past week. “This was a major change for us, a cultural change across the board,” Claude says. “Improvements were more difficult to achieve when we were in multiple plants and trying to hand off work from one plant to another. The new location helps the team work better together and drive improvements.” Making the switch In February of 2012, management announced that the company would be moving in one year. One challenge: Evaluating the 78 different layouts for the plant that were developed during that year. “We put some of the layout options by the time clock so our entire team could review,” Forbes says. “And we encouraged input. The result was a plant that includes a chassis upfit line, 15 work stations for body production, more than a dozen upfit stations, a state-of-the-art paint facility, a water test bay, and final quality inspection. “By the time the truck is water tested, it has been evaluated several times along the way,” Forbes says. “We have a number of quality auditing check points. We also check quality within each work station. Everyone working in that station owns the work done at that station.” Laser-guided installation Tolerances are much tighter at the Bristol location. “We are passionate about making sure that everything is square,” Claude says. To make it square, the process must start square. As jigs and fixtures were assembled and put into place, lasers were used to align them. “The investment in jigs and fixtures has allowed us to have a much more repeatable assembly process, resulting in a superior final product. “We have talked about how our departments serve one another,” says David Dillon, director of engineering. “We asked ourselves how engineering contributes to making our production more efficient. The most significant way is to design components in a way that reduces variation and then to manage that variation.” Utilimaster uses datum schemes that identify points in four dimensions and jigs that lock everything in place. “Variation is inevitable in manufacturing,” Dillon says. “When you reduce variation, you improve efficiency.” Reducing engineering lead time The engineering department is not exempt from demands for continuous improvement. The department has trimmed engineering lead times from an average of 10-11 weeks down to three weeks now. “Demand can fluctuate extensively,” Dillon says. “We need a way to be able to reasonably engineer a product in an acceptable amount of time during peak season without being overstaffed during slower periods. We hire third parties as required, and add resources, including additional personnel, as appropriate. “Using third parties allows us to gain flexibility and optimize our cost structure. We have taken on quite a few initiatives recently that have helped us reduce costs and enhance margins.” Open communication Keeping communication flowing is key at the new Utilimaster plant. “Every week we take 12 people off the shop floor and bi-weekly 12 people from the office,” Claude says. “We talk about what we would like to see happen and ideas for making things better. It’s a commitment we keep every week, something that shows everyone that this company values the people who work here and what they have to say.” Communication also is key for keeping the plant running smoothly. “Every morning at 7 a.m., team leaders walk the plant and review where we are,” Claude says. “They look for potential bottlenecks and assess how to address them before they occur.” Utilimaster has implemented 1HC—one-hour containment. If a problem does occur at a particular point in the plant, next-level management is notified so that help can be provided. “We want everyone to get the help they need when they need it,” Claude says. “It’s our goal to provide everyone with the resources they need to succeed.” It has been a very eventful couple of years for the company, one in which far more than the location has changed. In spite of considerable planning, changing company culture, along with where and how products are manufactured, the changes were not always smooth ones. “We let some customers down during that transition period,” Forbes says. “The question then was ‘How do we respond?’ The first 90 days were difficult, and we deeply appreciate how our customers stuck with us. By the fourth quarter of 2013, we began seeing the operational gains that we sought when we moved in. We hit our stride in 2014 with improvements in on-time delivery, cost, and quality. We remain focused on continuous improvement and we are confident our best days lie ahead..”

Capacity Truck shows off new Sabre tractor Fleet Owner / February 16, 2015 Terminal tractor manufacturer Capacity Trucks highlighted its all-new Sabre at the 2015 Technology & Maintenance Council (TMC) annual meeting, which will eventually replace the company’s current TJ (short for “tractor jockey”) 5000, 7000, and 9000 models. During a press conference here at TMC, Capacity’s President Scott Lord noted that the company put the new Sabre – introduced back in January this year – through the equivalent of three years’ worth of durability testing at the Bosch Proving Grounds in South Bend, IN, with focused testing on doors and other components handled in Buchanan, MI. “We used 110,000 psi [pounds per square inch] military grade steel for the Sabre’s [c-channel] frame rails; steel strong enough for us to offer a 10-year structural frame warranty,” Lord noted. Testing included 96,000 door opening and closing cycles, along with 96,000 boom hooking cycles. That test exposed the boom to 5.8 gravities worth of force, Lord pointed out; so much force that the testing equipment itself actually broke under the strain. He added that the new Sabre is engineered to deliver the lowest total cost of operation or TCO to fleets via improved durability, reliability, serviceability, and especially driver ergonomics. “We’ve been able to ‘tune’ this truck so the driver won’t feel bumps,” Lord (at right) explained, via the use of airbags under the cab and the vibration dampening design of the tractor’s seat. “We’ve also made some subtle cab changes, too; making the cab wider and raising their height of gauge display.” He also noted that Capacity offers a wide range of customization for its “yard mules” so pricing for the new Sabre model will vary. Yet the base cost for an on-road Sabre configuration will remain the same as the TJ models it’s replacing: roughly around $95,000. Capacity is a division of Allied Specialty Vehicles (ASV), a U.S.-based manufacturer that produces between 18,000 and 19,000 emergency vehicles, small buses, terminal trucks, recreation vehicles and street sweepers annually.

Transport Topics / February 17, 2015 Capacity Trucks showed a new terminal tractor for warehouse, port and intermodal operations while another terminal tractor maker, Kalmar Ottawa, said its T2 terminal tractor helped the company to its second-best year ever. The Sabre, as Capacity Trucks’ vehicle is named, was rolled out Feb. 16 at the annual meeting of American Trucking Associations’ Technology & Maintenance Council here. President Scott Lord told Transport Topics that he estimates the terminal tractor market at 4,500 to 5,000 units per year in North America, although “that’s rough — nobody tracks it, [and] there’s no registration data,” he said. Capacity’s primary U.S. market for terminal tractors is warehouse and distribution, with about 60% to 70%, Lord said. Ports make up the rest, though they account for a greater percentage of its overseas markets, which is some 15% to 20% of its sales, he said. Capacity is based in Longview, Texas. About 20% to 30% of Sabre’s market is for operations that require trucks to travel on roads to terminals or warehouses. The rest are off-road. The average price of an on-road terminal tractor would be in the mid-$90,000 range, Lord said, but “these things get so customized, depending on the customer’s needs” that they can cost much more than that. “What we tried to do with this truck is to focus on the entire cost of operations for our customers,” he said, adding that part of the reason the truck is called the Sabre is because its goal is to slash the cost of operations. Capacity Trucks plans to have its current TJ5000 model phased out by June with Sabre production rolled in by then, “depending on customer orders,” he said. Separately, Kalmar’s T2 terminal tractor, released at last year’s TMC show, went into full production in the fourth quarter of 2014, Bob McTernan, marketing and dealer operations manager, said Feb. 17 at the company's display booth. “It’s proven very popular,” McTernan said. “We’ve had in excess of 3,000 units of production [and] more than doubled our daily output” as it transitioned from its previous tractor product. For more information: http://capacitytrucks.com/sabre-truck/meet-sabre .