Most fleets do not need more repairs. They need a calendar.
A written interval per vehicle, visits staggered so the whole lot is never short at once, and a record that turns into next year’s budget. We build the plan around your units, your mileage and your dispatch, then work it.
- No contract, no lock in
- Intervals set per vehicle
- Records you keep
- Built from scratch if needed
The counterpart to fixing things after they break
There are two ways to run a fleet. One is to wait for a phone call and deal with whatever it is, which is what fleet repair exists for and always will. The other is to decide in advance when each vehicle gets attention, so that fewer of those calls happen and the ones that do are smaller. This page is entirely about the second one.
A program is not a product and it is not a subscription. It is a document and a habit. The document says which vehicle gets what work at which point, based on its mileage, its age, its duty and what the last visit found. The habit is that somebody actually books it, which is the part that fails in most outfits, usually because nobody owns it and everyone is busy.
Owners without a plan are not careless. They are running a business where the urgent thing wins every time, and maintenance is never urgent until the morning it suddenly is. The value in writing it down is that it stops competing with today’s emergencies for attention. It sits in a calendar and arrives on its own.
What you end up holdingAn interval sheet per vehicle, a history of what was done and measured, and a rough picture of what the next two quarters will ask for in parts and downtime.
CommitmentNone. No signed term, no minimum count of vehicles, and you can stop at any point and still keep every record we have built.
Getting startedIt begins with a conversation about your units rather than a form. Tell us what you run and roughly how hard each one works.
What an interval plan actually looks like
People imagine something complicated. In practice it is a short table per vehicle with three columns: what gets done, how often, and how that is measured. Some items run on mileage. Some run on time, because a van doing local calls might go months without covering the miles while the oil ages anyway. Some run on engine hours, which is the honest measure on anything that idles a lot.
Then there is a second tier of items that do not have a fixed interval and get checked instead of replaced. Brake material, tires, belts, hoses and battery condition all go in this group. They are measured at every visit and the numbers get written down, so a pad at a certain thickness this quarter tells you roughly when it will need doing rather than surprising anybody.
The plan also has to say what happens between visits, because a driver noticing something is the earliest warning any fleet gets. That does not need a system. It needs one phone number and the understanding that reporting a noise is not a complaint about anybody.
The pieces a program is assembled from
A plan is mostly scheduling decisions wrapped around ordinary work. These are the jobs that end up inside one, each with a page of its own.
Scheduled maintenance
The interval items themselves, arriving on a date rather than whenever somebody reads a windshield sticker.
Fleet inspections
The measurements that feed the plan. Without numbers written down, an interval is only a guess with a date on it.
Fleet maintenance reporting
Turning the per unit records into something you can hand an accountant or a renewal underwriter.
Fleet uptime management
The scheduling side, aimed squarely at keeping the number of vehicles available where dispatch needs it.
BIT and FMCSA inspections
Where the calendar is set by regulation rather than by you, and missing a date has consequences past the vehicle.
Mobile fleet maintenance
How the visits happen in practice, at your yard, in the hours your vehicles are sitting still anyway.
Records are how you stop guessing at next year
Most owners have a drawer or an inbox full of invoices. That is a tax record, not a maintenance history, because it says what was spent without saying what condition anything is in. A per unit history says something different: this vehicle, at this mileage, had these measurements, and here is what was flagged and left.
Once two or three passes of that exist, the arithmetic gets easy in a way it never was before. You can see which units cost the most to keep and whether that is age or the route they are on. You can see a set of tires coming four months out and buy them when it suits rather than the day one is unsafe. When a vehicle is due for replacement, you have the case for it in numbers rather than a feeling that it has been trouble.
That is also the honest answer to what a program saves. It is rarely dramatic on any one invoice. It shows up as fewer unplanned days, parts bought on your schedule, and a year where nothing forced a decision at the worst possible moment.
Setting up a plan is about an hour of talking. Not having one costs whole days, usually the ones you could least afford.
Freeman Roadside Repair
What owners ask before setting one up
Anything not answered here is a short phone call. The line reaches a mechanic at any hour.
We have never had a maintenance plan. Where does it start?
With a first pass across the fleet to find out where everything stands. Until each vehicle has been looked at and measured, any schedule is invented. We service and inspect a few units at a time, write down what we find on each, and that becomes the baseline. The plan is built from those numbers, usually within two or three visits, and it gets adjusted as more of the fleet comes through.
Is there a contract or a monthly charge?
Neither. Work is priced job by job, you hear the figure before anything starts, and there is no retainer for simply being on a schedule. The program is a plan we keep and work to, not a product with a subscription attached. If you want to stop, you stop, and the records for your vehicles are yours to take with you.
How do you keep the whole fleet from being down at once?
By staggering deliberately from the start. Fleets bought in one batch tend to come due in one batch, which is exactly the problem. We spread the first cycle across weeks even when that means servicing a unit slightly early, so that from the second cycle onward the work arrives evenly. After that the lot loses one vehicle at a time and dispatch barely notices.
Can a plan help with budgeting?
That is one of the main reasons to keep one. Once there is a history per vehicle you can see what is coming: the tires due in the spring, the brakes on two units within a quarter, the truck whose costs are climbing enough to justify replacing it. Those become decisions made in advance with numbers behind them rather than reactions to whatever failed this week.
What if a vehicle breaks down anyway?
Then it gets fixed, and no plan promises otherwise. Things still fail, especially on older units and hard routes. What a program changes is how often that happens and how bad it is when it does, because the obvious failures have already been caught at a visit. Breakdowns are handled around the clock, and the failure gets noted against that vehicle so the plan can absorb the lesson.
Does this work for a mixed fleet of light and heavy vehicles?
Yes, and mixed is the normal case around here. The intervals differ a lot between a pickup and something with air brakes, which is exactly why a per vehicle sheet beats one blanket rule for the whole yard. Regulated units also carry dates you do not control, so those get built into the same calendar rather than tracked separately and forgotten.
Put the year on a calendar.
Tell us how many vehicles you run, what they do, and whether anything is written down today. We will map out what a plan would look like and what the first pass costs, with the figure agreed before anybody starts. The phone reaches the person doing the work.
HoursMonday to Sunday, 24 hours
Based inAmerican Canyon, CA
Where plans leadFleet diagnostics · Trailer maintenance · Work we have done