I have been in the motor vehicle industry for more than 30 years. Of those, more than 20 years have been in the emergency vehicle industry, and for more than 10 years, I have had the honor of writing specifications and overseeing the project management and construction of between 50 and 100 various emergency and non-emergency apparatus every year. From general sedans and pickups to custom pumpers and aerials to wildland apparatus and fire/rescue boats to command and specialty apparatus, the focus has always been on the mission—saving lives and property.
Looking ahead
Writing apparatus specifications for the future can be both scary and exciting at the same time. The problem is that it’s the scary part that tends to carry more weight, thus preventing people from being comfortable with the changes that are necessary to keep pace with the industry. Why? Because “that’s the way we have always done it.” Many once-thriving companies have succumbed to this fact, and nowadays it seems that even government agencies and municipalities are not immune to this fear. But how do we plan to change our fire apparatus specifications with a reasonable degree of certainty that the change is the best for the community?
Build the team
The first thing you need is an experienced project manager who is strong, fair and influential, but also open-minded and willing to listen—someone who can share praise and accept responsibility. The project manager then needs to establish an apparatus committee to collect critical information, which most of us already have. I’m not a big fan of committees, but for a project as complex as speccing a fire apparatus, it is an absolute necessity.
Selecting the right people for the committee is far more important than how many people are on the committee. Based on experience, apparatus committees comprised of only those who actually ride on the apparatus—unless they perform the maintenance—are setting themselves up for complaints from their maintenance staff, and likely longer-than-necessary out-of-service times. Be sure to include at least one or two maintenance and upfitting technicians on these committees for technical guidance.
Controversy can be a good thing for an apparatus committee. I’m not talking about people who can’t get along; all committee members should be dedicated to the goals and mission. But the purpose of the committee is to identify current deficiencies and spec those deficiencies out of future apparatus. If people are there simply to add to their promotion résumé, or everyone agrees that the current apparatus are perfect and don’t need any changes, you need to reevaluate the committee. My apparatus committee consists of more than 20 people but only because I know only half of them will actually be available for meetings at any given point in time.
Needs vs. wants
Now let’s start planning. I like to have two lists—one for “needs” (necessities) and one for “wants” (nice-to-haves)—and it’s important that the project manager can determine the difference between the two, as they will not be consistent from department to department. For example, eight seating positions may be a need for a small or volunteer department while this may be a want for a larger city. But, let’s face it, some things are always going to be a want. I have yet to come across a bell as being a need for any department. A siren—and perhaps one mechanical and one electronic—is a need, but in my professional opinion, three is a want. I once met with a small volunteer department and noticed a switch in the cab labeled “Parade Lighting.” Was this a need?
New technology
This is also the time to look at new technologies. I am not interested in being a guinea pig, but rather looking at innovative ideas that are proven or obviously work by design. And as much as the fire service industry hates to admit it, the refuse truck industry is a great proving grounds for such innovations because the trucks are heavy, in a constant state of stop-and-go operation, and taken off the pavement, a lot. For example, if you have a complex hydraulic system or are experiencing frame and/or suspension problems, this is a great starting point for a solution.
Drivetrain selection
One of my pet peeves is drivetrain selection. I see it time and time again, the biggest engine and transmission with “drive axle gear ratio to provide 68 mph at governed engine speed.” I probably speak more on this subject than any other during consultations. This is one of the worst lines in any modern apparatus specification because the electronic diesel engine of today is not even comparable to the mechanical engine of yesterday when this phrase is applied.
The modern four-stroke diesel engine, although rated for horsepower at governed engine speed, uses torque to perform in the lower speed operating ranges and climb grades. Torque for a medium to large diesel engine typically peaks at 1,200–1,500 rpm. So if your 40,000 gross vehicle weight (GVW) apparatus is gear-bound to 68 mph at 2,100 engine rpm, often, especially with larger engines, performance will actually be diminished in the 0–30 mph operating range because the engine is not operating in its peak torque curve (see charts A and B). Yes, you may have a 60 percent grade start-ability, but who cares? In a nutshell, review multiple transmission performance reports with emphasis on your target operating range prior to selecting a final drive gear ratio. The performance difference between a 9-liter engine and a 12-liter engine is often negligible while the cost and weight is significant. Maximum road speed can be set electronically through the electronic control module.
Other disadvantages of not selecting the proper drivetrain are unnecessary wear and tear on the single most expensive component of the apparatus, excessive fuel and DEF consumption and exhaust regeneration issues. Regen is dependent upon heat, which is created when the engine is operating in its optimal performance range. Not utilizing this performance causes excessive soot build-up and, thus, more frequent regeneration (See Chart C).
Professional involvement
There are many good articles already out there about the actual writing of the specification. But part of the problem is that many apparatus committees focus so much time on specifying the new apparatus that they forget to spec the problems and deficiencies out from the previous apparatus. And if you don’t have someone experienced in writing a performance-based competitive specification, you’re going to find yourself right where you started—with a new apparatus that performs just like the previous one in need of updates. I recommend hiring a competent, unbiased consultant to assist you. In the end, a few thousand dollars now may save tens of thousands of dollars later. There’s a saying, “If you can’t afford to hire a professional, see what happens when you hire an amateur.” Specifications should be an evolution. Use what works and fix what doesn’t, and don’t assume that the manufacturer will know the difference. This is your opportunity to solve systemic problems.
Inspection time
I recently consulted with a department that took delivery of a new apparatus, and they wanted me to spec some issues out for the next one to be bid. This was not a problem, but most of the issues would have been minor corrections during the construction inspections. When I asked why they weren’t addressed at that stage, the surprising response was “what inspections?” I was shocked to find out there was only a pre-construction and a final inspection. My point? Perform mid-construction inspections on complex projects; don’t wait until the delivery. After all, you should expect problems to come up. But remember: Problems are solvable, not impossible; normal, not unique; mole hills, not mountains; teachers, not distractors.
In sum
Be clear and concise when specifying your apparatus, and mitigate the potential for open interpretation. However, use caution with using too much specific construction design verbiage and don’t play engineer if you aren’t one. You can’t expect the manufacturer to be responsible for problems your specifications are called out for. Work together and be open. The manufacturers employ a lot of smart people and they have good ideas. And although they will not always be right, neither will you.