3PM Fleet Management · Process Atlas

Onboarding

Kickoff and site assessment

§2 · Current State Assessment; Site Survey; Onboarding Communication; Appendix D

Survey decision: Yes → complete site study; No → proceed with onboarding and record the basis (recording the basis is a validation question, not an explicit manual step). Site study covers operations, utilization, technology, finance, safety and sustainability. Appendix D distinguishes Power/Concentric and Fleet/PRC surveys.

Collect information and create the site

§2 · Onboarding Documentation; Capture Lease Data; Site Creation

No response → follow up → check forms again. Manual omits the detailed workbook transformation/split-file upload routine described in meetings; that belongs to the separate current-state onboarding map. Wi-Fi, certification, shift/department and checklist content are inputs, not independent proof of successful configuration. Badge assignment must precede upload for TLX-provided badges.

Installer and maintenance-provider readiness

§2 · Installation Vendor; Maintenance Provider; Plant Access Requirements

Prefer customer in-house maintenance when available. Third-party pricing above market may lead to a TLX-selected installer. All installers under TLX contract require NDA before facility access. Maintenance provider and installer may be different parties. Scheduling requires finalized installation agreements and training.

Fulfillment, installation and acceptance

§3 · Installation

Operations owns deployment logistics; FM confirms progress rather than executing the pipeline. Direct-to-customer shipping is the default. Source cites about two units per technician/day as typical—not a guaranteed SLA. QA failure/retest and certificate-rejection routes are not specified. Field-support training and site access from Map 04 are prerequisites.

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Safety & compliance

Safety response and certification

§8; §9 · Advanced

Critical: immediate supervisor review; High: during shift; Monitor: weekly; Watch: monthly; Review: next period. Numeric scoring and thresholds are not defined. Certification notice is generally 60 days before expiry. TLX staff cannot certify customer operators. Do not interpret supervisor reset as unrestricted authorization to return unsafe equipment to service. Safety leads receive outputs; portal use is not required by this map.

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Maintenance

Maintenance and annual inspections

§2 · Maintenance Intervals; §7 · Maintenance Scheduling; Appendix A

OEM manuals are the schedule source—not generic 250/500/2500/5000-hour values. Annual inspections are separate. Inspect visual condition, controls, tolerances, fluids, electrical, safety features and records (Appendix A). Schedules change with asset replacement or OEM guidance. Missed service, failed inspection, repair approval and return-to-service authority need confirmation.

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Operator coaching

Daily monitoring and dynamic coaching

§4 · Go-live; Cadence; Coaching Techniques; Fleet Management and Reporting

Immediate safety concerns are not deferred to recurring reviews. FM guides client management; FM may participate but must not lead employee coaching or hold one-to-one employee conversations. Respect labor/union restrictions. Cadence is customer-agreed; early weeks include weekly check-ins. The manual contains wording that could imply direct FM intervention; validate it against the explicit boundary.

Safety response and certification

§8; §9 · Advanced

Critical: immediate supervisor review; High: during shift; Monitor: weekly; Watch: monthly; Review: next period. Numeric scoring and thresholds are not defined. Certification notice is generally 60 days before expiry. TLX staff cannot certify customer operators. Do not interpret supervisor reset as unrestricted authorization to return unsafe equipment to service. Safety leads receive outputs; portal use is not required by this map.

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Energy & sustainability

Energy, batteries and sustainability

§1 Service Maturity; §2 Site Survey; Appendix D

Manual supports battery efficiency, lifecycle, consumption and lithium-transition assessment through site study. Ongoing energy KPIs, execution ownership, approval and verification are not defined. This is a limited documented assessment flow, not a complete operating procedure.

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Shared foundation

Data health · consistent fleet records · asset/device identity · access and permissions.

Technology enablement supports all ten categories. Reconcile the category boundaries with the SBR framework, especially maintenance, safety inspections and customer service/support.

Category source: Scott’s October 23 recap (Inbox PDF). October 16 follow-up (Mail PDF) remains supporting context for onboarding and support, not the category taxonomy.

Coverage of the entire manual

The full manual source remains in the local internal reference pack. Detailed workflows are grouped under the ten categories; overlapping workflows are intentionally shared, not separate product commitments.

Resolve before this becomes an SOP or engineering specification

• Reconcile the manual’s 30/60/90-day SBR cadence with the phased 90-day QBR description.
• Preserve the explicit boundary: customer management leads operator coaching; TLX does not certify operators.
• Confirm actual owners for uploads, scheduling, invoice payment and exception closure.
• Complete missing TCO formula, risk thresholds, failed QA/import recovery, and unsuccessful satisfaction routes.
• Validate hardware capabilities, geofencing, lockout/reset behavior and compliance assertions with engineering and safety owners.
• Do not silently merge meeting-reported support intake with the manual’s BDPM/Creatio CX routing.
• EOL starts 12 months before maturity; detailed returns execution is outside the manual.

Fleet utilization

Utilization, costs and rightsizing

§6; §4 · Usage Monitoring; Appendices B/C

CPH = (maintenance + lease + downtime) ÷ productive hours. Zero productive-hours handling is unspecified. TCO formula is explicitly unfinished in the manual. Show separate lease, proportional maintenance and other performance savings; avoid double counting. Underused units may require redeployment rather than return. Peak-demand safeguards discussed in meetings are not explicitly defined here; validate before engineering. Illustrative targets such as 42% are not universal operating thresholds.

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Invoice auditing

Quotes, invoices and dispute resolution

§7 · Maintenance Invoice Review; Appendix B/C

Customer may retain vendor discussions or delegate to FM. Open diagnostics without resolution within 14 days are flagged. Exact invoice review cadence is customer-requested. Payment channels and execution owner are not defined; this map does not imply TLX executes payment. Regional percentages in Appendix B lack a numeric baseline and external validation. Spend categories feed coaching and safety analysis.

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SBR / QBR

SBR lifecycle and success handoff

§5; §4 · Post-90-Day Satisfaction

Early stage excludes formal rightsizing/ROI/expansion discussion; 90-day review introduces these formally. Source also states formal SBRs at 30/60/90 days, while §5 emphasizes the 90-day QBR: cadence must be reconciled. Not-satisfied/remediation and failed task-trigger paths are unspecified. Preserve SBR/QBR terminology discrepancy visibly.

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Customer success

Daily monitoring and dynamic coaching

§4 · Go-live; Cadence; Coaching Techniques; Fleet Management and Reporting

Immediate safety concerns are not deferred to recurring reviews. FM guides client management; FM may participate but must not lead employee coaching or hold one-to-one employee conversations. Respect labor/union restrictions. Cadence is customer-agreed; early weeks include weekly check-ins. The manual contains wording that could imply direct FM intervention; validate it against the explicit boundary.

SBR lifecycle and success handoff

§5; §4 · Post-90-Day Satisfaction

Early stage excludes formal rightsizing/ROI/expansion discussion; 90-day review introduces these formally. Source also states formal SBRs at 30/60/90 days, while §5 emphasizes the 90-day QBR: cadence must be reconciled. Not-satisfied/remediation and failed task-trigger paths are unspecified. Preserve SBR/QBR terminology discrepancy visibly.

Renewal, expansion and CX feedback

§4 · Account Expansion Strategy & EOL Impact; §5 · Ongoing; §6 · Refresh

Commercial execution, return notices, transport and deactivation are not detailed in this manual. CX capture is a related event-driven path, not a mandatory step after every EOL decision. See current support map for meeting-reported practice; it is not silently merged here. AE owns primary corporate relationships. Success-certified capture follows Map 07, not an automatic sale.

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Lease lifecycle

Utilization, costs and rightsizing

§6; §4 · Usage Monitoring; Appendices B/C

CPH = (maintenance + lease + downtime) ÷ productive hours. Zero productive-hours handling is unspecified. TCO formula is explicitly unfinished in the manual. Show separate lease, proportional maintenance and other performance savings; avoid double counting. Underused units may require redeployment rather than return. Peak-demand safeguards discussed in meetings are not explicitly defined here; validate before engineering. Illustrative targets such as 42% are not universal operating thresholds.

Renewal, expansion and CX feedback

§4 · Account Expansion Strategy & EOL Impact; §5 · Ongoing; §6 · Refresh

Commercial execution, return notices, transport and deactivation are not detailed in this manual. CX capture is a related event-driven path, not a mandatory step after every EOL decision. See current support map for meeting-reported practice; it is not silently merged here. AE owns primary corporate relationships. Success-certified capture follows Map 07, not an automatic sale.

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