Quote:You know, I was just thinking the same; as much as I despise KME, from reading all of that, a majority of the problems inly in a poor spec. I refer this to Chief Reeves, how many times recently has he talked about spec'ing a piece of junk? While it sounds like the guys that actually use them had very little say until it was too late, the people who DID spec. them have no room for complaint. I would call this spec. unsuccessful, and I have no irons in the fire.

Quote:While I am a big proponent of having end-user input, there's a huge difference between letting everyone "have a say" and basically having everyone on the committee. One of my favorite Margaret Thatcher quotes is "Consensus is the negation of leadership", and that holds true for Apparatus Committees as well. A small Apparatus Committee of committed, knowledgeable people that has the authority to make decisions (and yes, that includes spending money) is a necessity. Input from the whole department is fine, and will produce some suggestions that occur over and over again. Those need to be incorporated if at all possible. There will also be a handful of whacko, off-the-wall suggestions that make no sense. They'll provide some well-needed comic relief, but the committee needs to keep them in confidence. in between are the ones that you need to look at, and see if they make sense for your department.


In the final analysis, many components offer two or more good choices . . . This is where a knowledgeable committee and representation from your Division of Maintenance is a must. Also keep in mind service after the sale - who is your local representative, and what is their reputation and/or relationship with your department? Ask around . . . The odds are that any fire truck component dealer or service facility in your area has been dealt with by your neighboring departments. What was their experience? What would they do differently next time?


A small, knowledgeable Apparatus Committee with sufficient input from departmental members can arrive at a decent-sized stack of "Here's what we want". From that point, melding this stack with "Here's what we can afford" begins, and at the end, every decision must be forced through the "Here's how and where this vehicle will be used" filter. Decisions and choices will need to be made, and that small committee must make them. And be able to defend their choices. It isn't easy work, but it can be very rewarding when they guys in the line give you a thumbs-up, or make a note on the weekly apparatus check sheet for their new rig on how well something is working out.


So remember this . . . There's a reason why privates don't run the army, although most of them think they can. On the other hand, you have no army at all without them. Each member has a role to play, and working together is the key to success . . . As long as the decision-making process is clear-cut, and is focused in the hands of a small number of committed individuals with the full trust and authority of the Fire Chief and the Mayor. That's how good things get done.

Quote:engine 16

200? hme/rosenbauer

Mercedes Benz