UMTA-VA-06-004-75-5

BUS
MAINTENANCE
FACILITIES

A Transit

Management
Handbook

U.S. Department of Transportation

Urban Mass Transportation Administration
Office of Transit Management
Washington, D.C. 20590

NOVEMBER 1975
 UMTA-VA-06-004-75-5

BUS
MAINTENANCE
FACILITIES
A Transit Management Handbook

VIRGIL S. THURLOW
JOHN A. BACHMAN
C. DENVER LOVETT

NOVEMBER 1975

THE MITRE CORPORATION

Approved for public release; distribution unlimited. MTR-7080

 NOTICE

This document is disseminated under the sponsorship

of the Department of Transportation in the interest
of information exchange. The United States Govern-
ment assumes no liability for its contents or use
thereof

ii
 ABSTRACT
An understanding of current urban transit bus maintenance
facility capabilities is needed for use in planning new facilities
and for the evaluation of requests for aid. Industry guidelines,
based on a survey of 55 properties with fleets of 11 to 4300 buses,
were developed for garages, shops, service lanes, and capital equip-
ment. Facility ages varied from new to 100 years; 61 percent
were older than 21 years. Building costs varied from a low of $12
to $28 a square foot for indoor bus storage space, to a high of
$55 to $82 a square foot for equipment intensive servicing facilitie
(1975 dollars). Cost multiplier curves for bid forecast years from
1975 to 1985 were developed, including inflation rates varying from
6 to 12 percent per year. Small, single facility properties (less
than 100 buses) were found to have greater unit space needs for
repairs than large properties.

iii
 TABLE OF CONTENTS

Page

LIST OF ILLUSTRATIONS vii

1.0 INTRODUCTION 1

2.0 SURVEY OVERVIEW 3

2.1 Fleet Data 5
2.2 Employee Data 7
2.3 Facility Ages . 9

3.0 INSPECTION GARAGES 11

3.1 Location 11
3.2 Capacity 12
3.3 Capability 15
3.4 Garage Layouts 18
3.5 Composite Inspection Garage 21
3.6 Capacity Planning 23

4.0 BUS SERVICING 27

4.1 Servicing Description 27
4.2 Service Island Functions 28
4.3 service Island Requirements 29
4.4 Internal Cleaning 31
4.5 Bus Washing 31
4.6 Service Lane Configurations 32
4.7 Planning Factors 34

5.0 BUS STORAGE AND MOVEMENT 35

5.1 Parking Configurations 35
5.2 Parking Comparisons 37
5.3 Storage Practices 40
5.4 Inside Bus Storage 41
5.5 Bus Servicing Movement 42

6.0 MAIN MAINTENANCE FACILITIES 47

6.1 Capacity 47
6.2 Support Space 50
6.3 Total Facility Space 52
6.4 Facility Layouts 54

7.0 SINGLE FACILITY PROPERTY '

57
7.1 Capabilities 57
7.2 Capacity 59
7.3 Equipment 64
7.4 Traffic Flow 64

V
 TABLE OF CONTENTS (Concluded)

Page

8.0 DEVELOPING A PLANNING ESTIMATE 69

8.1 Requirements v 69
8.2 Planning Estimate Report 74
8.3 Working with the Architect 84

9.0 CONSTRUCTION COSTS 87

9.1 Construction Cost Data 87
9.2 Construction Cost Variables 94
9.3 Equipment Costs 102
9.4 Summary 104

10.0 ADDITIONAL CONSIDERATIONS 105

10.1 Shop Environment 105
10.2 Outside Support 107
10.3 Shop Facilities 109
10.3.1 Pits and Hoists 109
10.3.2 Materials Storage 116
10.3.3 Painting Facilities 118
10.3.4 Air Conditioning Repair 120
10.3.5 Dynamometers 121
10.3.6 Lubrication Systems 121
10.4 Occupational Safety 122
10.5 Occupational Safety References 129

APPENDIX 131

BIBLIOGRAPHY 135

vi
 LIST OF ILLUSTRATIONS

Page

Exhibit Number

2-1 Fleet Distribution 3

2-2 Property Locations 4
2-3 Annual Miles 6
2-4 Reserve Buses 6
2-5 Peak/Base 6
2-6 Operators/Bus 7
2-7 Buses/Employees 8
2-8 Maintenance Employees 8
2- 9 Facility Ages 10
3- 1 Inspection Garages 13
3-2 Hoists and Pits 15
3-3 Bus Stalls 16
3-4 Stall Space 16
3-5 Support Space 17
3-6 In-Line 18
3-7 Back In/Pull Out 18
3-8 Drive-Through 19
3-9 Double Drive-Through 19
3-10 Angled Drive-Through 20
3-11 Composite Inspection Garage 21
3-12 Inspection Intervals 23
3-13 Inspection Planning Formula 23
3- 14 Daily Inspections 24
4- 1 Service Cycle 27
4-2 Service Island Functions 28
4-3 Service Cycle Time 29
4-4 Fuel Pumps . 30
4-5 Automatic Bus Washer Capabilities 32
4- 6 Service Lane Configurations 33
5- 1 Examples of Parking Configurations 38
5-2 Parking Configurations - Comparative 39
Space
5-3 Bus Storage Configurations 40
5-4 Bus Movement Personnel 42
5-5 Service Travel Times 43
5- 6 Garage Floor Plan 45
6- 1 Bus Stalls 48
6-2 Floor Space for Bus Stalls & Lanes 49
6-3 Component Rebuild and Machine Shop 50
6-4 Main Stock Room 51
6-5 ' Space- Allocation 52

vii

I
 1

LIST OF ILLUSTRATIONS (Concluded)

Page

Exhibit Number

6-6 Building Space 53

6-7 Main Maintenance: Floor Plan A 54
6-8 Main Maintenance: Floor Plan B 55
6- 9 Main Maintenance: Floor Plan C 56
7- 1 Division of Respondents 58
7-2 Single Facility Fleet Sizes 58
7-3 Bus Population 58
7-4 Area Requirements 59
7-5 Hoist and Pit Requirements 60
7-6 Bus Stall Requirements 61
7-7 Bus Stall Size Requirements 62
7-8 Small Propertys' Shop Equipment 65
7- 9 Age Spread of Single Facility Properties 67
8- 1 Development of a Planning Estimate 70
8-2 Vehicle Inventory Planning Checklist 71
8-3 Bus Size Checklist 72
8-4 Guide to Planning Charts 76
8-5 Inspection Garage Planning Chart 77
8-6 Main Maintenance Facility Planning Chart 78
8-7 Single Facility Property Planning Chart 79
8-8 Bus Stall Checklist 80
8-9 Service Area Checklist 80
8-10 Support Area Checklist 81
8-11 Bus Storage Area Checklist 81
8-12 Shop Area Checklist 82
8- 13 Shop Equipment Checklist 83
9- 1 Bus Storage Facilities 88
9-2 Inspection Garages 90
9-3 Main Maintenance Facilities 91
9-4 Main S.hop and Administration Facility 93
9-5 Servicing Facilities 95
9-6 Functional Cost Ranges 97
9-7 Materials Comparisons 98
9-8 Inflation Planning 101
9-9 Equipment Costs 103
10-1 Pit Designs 110
10-2 Two Post Hoist 112
10-3 Two Post Wheel Ramp Hoist 113
10-4 Wheel Ramp Lift and Platform 114
10-5 Paint Booth 118
10-6 Variable Floor Paint Booth 119
10-7 Traveling Paint Booth 119
10-8 Air Conditioner Access Platform 120
viii
1.0 INTRODUCTION

As transit properties provide increased passenger service, the

demands on bus maintenance departments and their resources increase.
In addition, many maintenance facilities have been converted from
trolley car to bus operations, and their site and shop layouts do
not necessarily provide for efficient maintenance operations. In
response to critical needs and with the assistance of Federal capital
funds, transit properties are replacing, adding to, or modernizing
their maintenance facilities. These new facilities not only provide
safe, convenient work space but also offer a unique opportunity to
improve bus maintenance and daily service procedures.

To determine facility needs, The American Public Transit Associ-

ation (APTA) Mechanical Division, distributed a questionnaire on
,

maintenance facilities to APTA operating property members. With the

questionnaire responses, augmented by visits to several properties,
a preliminary report was prepared by MITRE for the May 1975 Mid-Year
Meeting of The American Public Transit Association. The preliminary
report has been expanded into the present document, which primarily
addresses bus maintenance facility capacities necessary to support
particular fleet sizes.

MITRE analysed the nationwide survey of bus maintenance facili-

ties to assist the Urban Mass Transportation Administration (UMTA)
in aiding operating properties in their planning, and in evaluating
capital grant applications. The prinary objective of the project
has been to determine composite standards and guidelines for buildings,
service facilities, garages, plant layouts, and support equipment.

The compendium of ideas in garage layouts and equipment use

obtained from the surveyed properties serves as a guide for planning
purposes and for judging standard practices in the industry. The
report also includes measures of efficiency in facility use by which
properties may reorganize space, change traffic patterns, or other-
wise modernize their plants.

Guidelines are given for the development of a Planning Estimate

by transit management for new maintenance facility construction. A
background of recent new construction costs is provided, including
cost parameters (in dollars per square foot) for maintenance functions
of bus storage, shops, and servicing. Building sizes (in square
feet) are combined with floor area costs to establish an initial
estimate of construction costs for new maintenance facilities.

Subjects related to bus maintenance facilities and considered

apart from the main theme in the text are combined in the final
section. For example, an overview is presented of the Federal Occupa-
tional Safety and Health Standards and its implications.
1
Additional copies of this report may be obtained from:

Program Manager
Operations and Maintenance
Office of Transit Management
Urban Mass Transportation Administration
2100 Second Street, SW
Washington, D.C. 20590

Phone: 202-426-9274

or from

National Technical Information Service

5285 Port Royal Road
Springfield, VA 22161

Phone: 703-321-8500

2
2.0 SURVEY OVERVIEW

A total of 54 urban transit properties provided data for this

study by returning questionnaires on their inspection garages and
main maintenance facilities. The 54 properties collectively operate
25,000 motor buses, which represent about one-half of the estimated
national urban bus fleet of 50,000 buses.

Individual participating properties are listed by state in the

Appendix. Exhibit 2-1 groups the properties by fleet size. The
number of properties, buses, and maintenance facilities are shown
for -each group. The number of properties and fleet sizes appears to
be sufficient for a representative sample of the nation's transit
fleets. Fleets of 200 buses or less represent six percent of the
buses and 46 percent of the properties surveyed. Fleets between 200
buses and 500 buses have 18 percent of the buses and are operated by
26 percent of the properties Fleets between 500 buses and 900 buses
.

have 16 percent of the buses operated by 11 percent of the proper-

ties. Sixty percent of the buses and 17 percent of the properties
are associated with fleet sizes or 900 or more buses.

EXHIBIT 2-1

FLEET DISTRIBUTION

Number Of Active Maintenance

Fleet Size Properties Buses Facilities

0 - 100 21 942 21
101 - 200 4 584 7
201 - 300 6 1437 12
301 - 400 4 1360 4
401 - 500 4 1820 10
501 - 600 3 1573 7

701 - 800 1 715 4

801 - 900 2 1678 11
901 - 1000
3 2805 12
1001 - 1100
1 1002 4
1101 - 1200 1 1198

1401 - 1500 1 1492 10

1801 - 1900 1 1852 NR

2401 - 2500 1 2417 12

4501 - 4600 1 4540 21

TOTAL 54 25,415 135

3
 Geographical distribution of questionnaire responses is shown
in Exhibit 2-2. Several of the larger properties furnished partial
responses, and a few properties not included responded only to a
few specific questions. About 76 percent of the respondents are
located in the northeastern United States and Canada. About 61 per-
cent of the facilities had inside bus storage and are predominantly
located in the U.S. northeast.

EXHIBIT 2-2
PROPERTY LOCATIONS

4
2.1 Fleet Data

The composite bus fleet of the respondents reflects recent

modernization programs in that 62 percent of the buses are less than
10 years old; 32 percent are between 10 and 20 years old; and 6 per-
cent are over 20 years old. Diesel is the predominant fuel (used by
98.5 percent of the fleet). Gasoline buses comprise 0.4 percent of
the fleet and are used primarily in Dial-A-Ride and CBD circulation
applications. Propane (0.7 percent) and electricity (0.4 percent)
were minor sources of power.

GMC was the manufacturer of 75.6 percent of the fleet, followed

by Flxible (21.1 percent) and AM General (0.6 percent). The remain-
ing 2.7 percent of the fleet was supplied by other manufacturers.
These percentages will change in the future as other suppliers, such
as AM General, attain manufacturing production.

Passenger capacities of the fleet are predominantly in the

range of 41 to 55 passengers (96.4 percent). Twenty- to 40-passenger
buses comprise 2.7 percent of the fleet, and small buses (less than
20 passengers) 0.7 percent of the total. Large capacity buses seat-
ing over 55 passengers are in the minority with 0.2 percent. Most
buses are the standard 40-foot urban coaches. Facility space require-
ments assume 40-foot coaches, which is reasonable in that smaller
coaches may be repaired in the same facilities. However, higher
parking and storage densities may be realized with smaller coaches.

Charter mileage is not a large contributer to bus utilization.

Among all respondents, charter mileage accounted for only 1.8 per-
cent of the total annual mileage. Some properties reported no charter
work, many reported 2 percent to 4 percent, and one reported a high
of 19 percent charter mileage.

Transit properties use automobiles and service vehicles to sup-

port their operations. The average non-revenue service fleet has a
vehicle population of about 8 percent of the size of the revenue
fleet.

The active fleet averages about 32,000 annual miles per bus, as
shown in Exhibit 2-3. The reserve fleet is composed of buses
in excess of those required for peak service demands. The average
reserve fleet is 22 percent of the peak service requirement (Exhibit
2-4). Reserve fleets of 10 percent or less require careful planning
for effective maintenance programs. Many buses are available midday
for maintenance as they return from peak tripper service (Exhibit
2-5). A reduction of the peak/base ratio through the increase of
base service would imply the need for an increase in the reserve
fleet, as would an increase in annual mileage.

5
 6
MEDIAN- |— AVERAGE = 32.000
^
5

NO. OF 4
PROPERTIES
3

-
1

1. il Ju
18 20 25 30 35
.1,11.1,1
40 45 50 55
I„
60
ANNUAL MILES/BUS (IN THOUSANDS)

EXHIBIT 2-3
ANNUAL MILES

NO. OF
PROPERTIES 7

FROM 0 5- 10- 15- 20- 25 30- 35- 40- 45

TO 5 10 15 20 25 30 35 40 46 50
PERCENTAGE OF FLEET IN RESERVE

EXHIBIT 2-4
RESERVE BUSES

AVERAGE 2.1

r
4 H
NO. OF
PROPERTIES 3

2A
1

1.0 1.5 2.0

I
' ' '

2.5
I ILWU
' ' '

3.0
I ' ' ' I

3.5
I ' ' ' '

4.0
I

PEAK/BASE RATIO

EXHIBIT 2-5
PEAK/BASE

6
2 . 2 Employee Data

Questionnaire data provided numerical information on transit

property employees, maintenance employees, and bus operators.

The ratio of operators to buses was calculated for both active

buses and peak service buses. These two ratios are shown in the
histogram of Exhibit 2-6. The average ratio of operators to active
buses is 1.45. The ratio of operators to peak service buses is the
more meaningful ratio, and its average is 1.78. There was no meaning-
ful correlation between operator-to-bus ratios and property size.

AVE 1.45 V V AVE 1.78

8- n LEGEND
7- OPERATORS/ACTIVE
OPERATORS/PEAK
6

NO. OF
5 -
PROPERTIES

4 -

3-1

1.0 -I

0.9 1.0 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 2.0 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 3.0

OPERATORS/BUS

EXHIBIT 2-6
OPERATORS/BUS

7
 Maintenance employee data obtained included all personnel of
the department: supervisors, mechanics, service attendants, and
clerks. The average in the sample was 2.7 buses per maintenance
employee, as shown in Exhibit 2-7. This ratio may reflect mainte-
nance department efficiency even though there is no means to provide
such a relationship with present data. An existing ratio for an
Individual transit property may be used for facilities planning,
particularly if an expansion is forecast.

A maintenance department requires between 11 percent and 33 per-

cent of all employees of the transit property (Exhibit 2-8). The
average of the survey is 20 percent. Since no meaningful relation-
ships could be found between size of maintenance departments and
fleet sizes, it appears that local practices determine the main-
tenance department requirements.

MEDIAN = 2.6-1 AVERAGE = 2.74

r
NO. OF 4
PROPERTIES
3^
2

1 H

1
1.3 1.5 2.0 2.5
Elll
3.0 3.5
1
4.0
1,1 ,11
I

5.0
'

5.5
BUSES/MAINTENANCE EMPLOYEES
EXHIBIT 2-7
BUSES/EMPLOYEES

AVERAGE
NO. OF
PROPERTIES
r

111 12 13 14 16 1718 19 21 22 23 24 26 27 28 29 31 32 33 34
10% 15% 20% 25% 30%
MAINTENANCE EMPLOYEES AS PERCENTAGE OF ALL EMPLOYEES

EXHIBIT 2-8
MAINTENANCE EMPLOYEES

8
2 . 3 Facility Ages

The age of existing maintenance facilities is shown in the histO'

gram of Exhibit 2-9. Some transit properties have added buildings
to their sites over a long period. In these cases the age of the
primary structure has been used. If the site contains several build-
ings constructed over a short (two or three years) interval, the
average age of the buildings was used.

The average age of facilities in this sample (Exhibit 2-9) is

about 36 years. New facilities of less than 10 years of age account
for 29 percent of the total and were probably constructed with
Federal funding assistance. Facilities that are 21 years of age or
older account for 61 percent of the total. The Internal Revenue
Service considers 30 years to be an acceptable building life for
depreciation purposes for many types of construction. Facilities
30 years of age or older account for 49 percent of the total.

9
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9 O OC
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saiiniDVJ io HaawiiN

10
3.0 INSPECTION GARAGES

An inspection garage, often called a division garage, provides

daily servicing for transit buses and is thus the heart of the pre-
ventive maintenance program (periodic inspections ""^nd repairs). Most
inspection garages do brake adjustments and engine degreasing in con-
junction with inspections. Some properties include tire work, minor
body repairs, minor painting, and engine dynamometer testing. Unit
rebuild, engine overhaul, significant body repairs, and other major
repairs may be performed at a main maintenance facility.

An inspection garage is usually an integrated facility. Provisions

for bus operators and transportation department functions are included
in the building structure, and overnight storage of buses is provided
in either enclosed garages or open parking lots. Employee parking
space is provided for both maintenance and transportation personnel.

By the nature of the facility, communications between operators

and the maintenance staff are encouraged. However, some care should
be taken to separate the various traffic patterns for safety and
efficiency. Traffic patterns include employee parking, bus departures
and returns, bus movements for service and maintenance, and pedestrian
traffic.

Occasionally, a combined facility may be found wherein one of the

main maintenance facilities is located on the same site as the inspec-
tion garage. Some properties only have one facility for transportation,
main maintenance, inspection, and servicing (discussed in the section
on Single Facilities). The following discussions are limited to capa-
bilities required for inspections and inspection repairs. To function
effectively, an inspection garage needs bus stalls with underside
access capability (hoists or pits) and only a minor complement of
special equipment.

3. 1 Location

Maintenance managers were asked about their preference of inspec-

tion garage locations. Selection factors, along with the number of
responses to each factor, are shown below:

a. City Center 16
b. Reduction of Deadhead Miles 35
c. Accessibility to Interstate 21
d. Accessibility of Main Thoroughfare 24
e. Periphery of City 12
f. Center of Assigned Route Structure 36
g. Boundary of Assigned Route Structure 15
h. Other 11

11
A garage location close to the assigned route structure that minimizes
non-revenue mileage is clearly preferred.

The magnitude of deadhead mileage is not specifically reported.

However, informal sources suggest that deadhead mileage may range
from a low of about 10 percent of all miles to as much as 50 percent
of all miles .The lower figure is related to base service runs and
the higher figure to peak service, both local and express. Proper
location and sizing of inspection (operating) garages may reduce dead-
head miles

A calculation of savings in deadhead mileage should be based

on direct mileage costs rather than on total mileage costs. To cali-
brate this direct mileage cost, data from the ATA 1973 Transit Operat-
ing Report was analysed. The direct mileage operating* costs averag-ed
67.3c/inile for 30 large motor-bus-only properties. For the same
properties, the average total operating costs were $1.19 per mile.
The direct costs relate to incremental changes in system mileage in
that management, supervision, and support will not be materially
affected. A reduction of one percent in annual system miles (all
deadhead) could mean a savings of 320 miles per bus year or $214 per
bus year. The savings in the future could even be higher with wage
and fuel price increases that have occurred since 1973.

3. 2 Capacity

Maintenance managers were asked what the maximum bus capacity

of an inspection garage should be. Their responses are tabulated:

Bus Capacity Responses

180 5
200 18
250 27
280 1
300 3
350 2

^Repair to revenue vehicles, tires, drivers' wages, and fuel.

12
Most responses (89 percent) specified 250 buses or less. The capacity
extremes probably reflect current local conditions. No specific
rationale was obtained from the questionnaire for the choices speci-
fied. However, conversations with managers brought out four possible
reasons for restriction to 250 buses or less. These reasons are:

a. effective span of management control;

b. unnecessary deadhead miles for the larger route structure;

c. the inefficiency of a larger traffic pattern for

storage and servicing; and

d. the corollary management problems 6f the

transportation division.

Present use of inspection garages is shown in Exhibit 3-1.

One property with 2400 buses and 10 garages (average of 240 buses/gar-
age) is not shown because of scale. It must be remembered that most
facilities date to earlier days of transit and that the capacity of
a particular facility may be constrained by the size and/or shape of
the real estate. Small properties have only one maintenance facility
serving the inspection garage and main maintenance functions.

9 166 BUSES/GARAGE

7H

6
INSPECTION
GARAGES 5 .. RANGE 165 TO 185
BUSES/GARAGE
4 • 215 BUSES/GARAGE
f;.
. ~~ ~ -I RANGE' 80 TO 334
3 IJ
I
BUSES/GARAGE
2^ I I
RANGE 88 TO 265 BUSES/GARAGE

J
RANGE 10 TO 452 BUSES/GARAGE

100 200 300 400 500 600 700 800 900 1000 1100 1200 1300 1400
FLEET SIZE

EXHIBIT 3-1
INSPECTION GARAGES

13
 A study entitled "Optimum Garage Size Analysis" dated June 1975,
prepared for the Twin Cities Area Metropolitan Transit Commission,
recommends a garage size of 300 buses for the Twin Cities. This
recommendation is based on an analysis of annual costs per bus for
garages of various size that house from 100 to 400 buses.

Seven cost elements (annualized capital, service, maintenance

labor, transportation labor, building maintenance, storeroom, and
farebox labor) were used in the analysis. Each of the cost elements
behaved differently over the range of garage sizes. The overall
effect was a decrease in costs per bus as the garage increased in
size up to 300 buses. Costs per bus increased for garage sizes
larger than 300 buses.

Capital costs and transportation costs (costs of personnel

necessary to monitor and dispense work assignments) decreased with
increasing size of garage, l^iaintenance and storeroom labor costs
per bus decreased with increasing garage sizes to a 300-bus facility
^nd then increased. Building maintenance and farebox labor costs
(the exchanging of empty fareboxes for full ones) fluctuated insigni-
ficantly with garage size, depending on the size of the staff neces-
sary to fulfill the function. Servicing costs increased significantly
with the size of the facility and the rate of increase accelerated
for larger garages.

The Twin Cities study illustrates that economies of scale can

be realized with larger facilities, up to a point. Beyond that point
increased size becomes counter productive, particularly in operating
costs. The study apparently did not consider the trade-off which may
occur by adding one facility to reduce the total system deadhead
miles and associated costs.

The Twin Cities study shows a $65 per bus annual garage expense
reduction (from $7,297 to $7,232) when moving from a 250-bus facility
to a 300-bus facility. If by adding one garage and retaining the 250-
bus facility, the total system miles could be reduced by one percent;
the annual savings of $215 per bus would more than offset the $65
savings of the larger facility. The economy- of- scale benefit drops
from $65 per bus-year to $7 per bus-year when annualized capital costs
are removed from the total. This is an important relation because
the annualized capital cost will remain unchanged as labor and mate-
rial costs inflate in future years. Deadhead mileage considerations
could become very important with future labor costs.

The Twin Cities study clearly supports the opinions of mainte-

nance managers. That is, an optimum garage size exists and is some-
where in the range of 250 to 300 buses. Furthermore, present prac-
tices are not far different from these data.

14
 Geographical configurations of a route structure may best be
handled without direct consideration of this "optimum" size. A long
narrow route structure along a coastal region might best be served
from two garages of 125 buses each rather than one facility of 250
buses.

3.3 Capability

A capability is required for ready access to the underside of

buses and is provided by either hydraulic hoists or pits. The number
of hoists and pits currently provided in inspection garages is shown
in Exhibit 3-2. Constant ratio lines are provided on the chart for
identification purposes. Capabilities range from one hoist (and/or
pit) per 100 buses up to six hoists per 100 buses. The inspection
function was isolated from other functions for this chart (Exhibit
3-2) for those cases where small properties use one facility for
heavy repairs and inspections. In other cases, several inspection
garages of a large property were combined to provide a single point
on the graph. Hoists may be installed at strategic locations to
facilitate special work. For example, a hoist in a degreasing area
can be used for underside cleaning and a short-rise hoist can be used
effectively in a tire shop or brake work area.

EXHIBIT 3-2
HOISTS AND PITS

15
 Exhibit 3-3 illustrates similar provisions for bus stalls or bus
bays where a stall may have either pit or hoist capability. These
capabilities range from one stall per 100 buses to more than seven
stalls per 100 buses. A small number of stalls does not have hoists
or pits.

The size of individual bus stalls ranges from under 1000 square
feet to about 1600 square feet (Exhibit 3-4) Larger stall spaces .

in old facilities do not necessarily mean more effective working space

around a bus; some are long and narrow. Twelve-foot widths are often
found in converted trolley facilities.

Stall widths of 12 feet provide four feet of clearance between

adjacent buses, which is awkward for wheel removal, etc. Widths of
16 feet to 18 feet provide good access clearance, and in some cases,
room for a workbench. A totally enclosed bus stall used as a tire
room, engine degreasing room, or dynamometer room is typically 20 feet
to 23 feet wide, which provides necessary clearance between the bus
and wall

—I
1 1 1 1
\
—
200 400 600 800 1000 1200
BUSES-ACTIVE FLEET
EXHIBIT 3 3
BUS STALLS

—
0-'^ 1

10
1

20
1

30
1

40 50
1 1

60
1

70
1

80 90
1 1-
100
SQUARE FEET (OOO's)

EXHIBIT 3-4
STALL SPACE

16
 Length of stalls varies from 55 feet to 80 feet. The longer
dimensions may at first seem overly generous for 40-foot buses. How-
ever, respondents tended to relate all space in a garage not used for
separate rooms or enclosures to bus stall space. Extra length is
therefore used for passageways, engine work areas, and for the move-
ment of bulky parts around the facility. In some cases, this space
has been used for storage of engines or transmissions when specific
provisions cannot be found elsewhere. Modern facilities have both
comfortably long bay or stall areas and separate provisions for shops
and storage. In any event, proper allocation of space for bus access
repair areas and materials storage promotes efficiency.

Support space is needed in each inspection garage for stockroom,

component storage, special lubricant storage, restrooms, and office
space. Support space is configured so that a bus may not occupy the
space. Support space varies from about 10 square feet per bus to
17 square feet per bus, as shown in the graph (Exhibit 3-5). A
facility designed for 250 buses therefore has between 2500 square
feet and 4250 square feet of support space.

SQUARE FEET
(OOO's)

BUSES-ACTIVE FLEET

EXHIBIT 3-5
SUPPORT SPACE

17
3.4 Garage Layouts

The four simplified inspection garage floor plans shown are

illustrative of those facilities examined during the study. The in-
line floor plan is narrow and very long (Exhibit 3-6) This illus-
.

tration shows bus access only from one end, although some garages have
doors at both ends. The pits are long and will accommodate more than
one bus. Clearance between adjacent buses will be no more than three
or four feet. The limited door area in this plan limits exposure in
cold climates. This floor plan is also a natural conversion from
trolley car repair facilities. Bus movement is often inconvenient.

The back in/pull out facility illustrates newer facilities found

in both cold and temperate climates (Exhibit 3-7) There is maximum
.

flexibility in the movement of buses into stalls. Office, stockroom,

storage facility, and locker room areas are located along one side of
the building. Bus bays may exit directly onto a parking apron or
into an enclosed storage garage.

a -^INSPECTION PITS

STOCK, OFFICES, LOCKERS TRANSPORTATION DEPT

EXHIBIT 3-6
IN-LINE

BUS STALLS

STOCK. OFFICES, LOCKER,

& UTILITY

EXHIBIT 3-7
BACK IN/PULL OUT

18
 An example was found of a truly drive-through facility (Exhibit
3-8). There are entry doors on one side and exit doors on the other
so that a bus need not be backed at any time. This facility is loca-
ted in a moderate climate so that larger total door area does not
burden the heating system. This particular facility serves both as ''a
inspection garage and a heavy repair facility.

The double drive-through facility may be entered from either side

(Exhibit 3-9). Frequently, backing is necessary if either bus stall
is occupied. These facilities make reasonable use of floor space
even though they are often adaptations of trolley car repair facili-
ties. They are normally found in- temperate climates, as cold draughts
can develop with doors open on either side.

OFFICE
ETC.

STORES

MACHINE
SHOP

EXHIBIT 3-8
DRIVE-THROUGH

TIRE
STORAGE
& UTILITY

OFFICES
UTILITY

EXHIBIT 3-9
DOUBLE DRIVE-THROUGH

19
 Even more restricted door space may be required in severe climates.
Exhibit 3-10 is an illustration of an angle drive-through facility
with limited door area. Actually, this plan may be extended in length
or may be made with angled bus bays on either side of the passageways.

The drive-through s back in/pull out, and angled drive-through

facilities are desirable configurations for facilities requiring only
a nominal number of bus stalls or bays. As the requirement for stalls
increases, other configurations should be considered, such as the
double drive-through or a double-sided angled drive-through. As
facilities become long and narrow, the convenience of support facili-
ties is reduced.

These layouts are by no means the only choices available. A

back in/pull out design may be combined with a double drive-through
design. The size and shape of the facility site will influence the
design selection.

An early step in the design of a facility is the specification

of capabilities needed to support the required functions. The
composite inspection garage layout was developed to assist in identi-
fying possible capabilities.

OFFICE, STORES, SHOP, LOCKERS

EXHIBIT 3-10
ANGLED DRIVE-THROUGH

20
3.5 C omposite Inspection Garage

The floor layout in Exhibit 3-11 does not directly represent any
existing facility. It is, however, a composite of ideas obtained from
several facilities with capabilities for the future,

A separate enclosed degreasing (steam or high-pressure water) bay

with a hoist provides for inspection preparation. An enclosed tire
bay is equipped with a hoist and tire storage facility. An overhead
hoist allows retrieval of tires and wheels from a multilevel rack.
There is ample room for tire changing equipment and regrooving gear.

The main bus shop consists of two primary areas: air conditioning
repair and inspections. The air conditioning area has stalls equipped
with permanent overhead catwalks. Catwalks provide a stable platform
for inspection and repair of the condenser and condenser fan motor.

The inspection and repair bays are used for routine maintenance
functions. Each bay may be equipped with a hoist or pit for under-
bus access. Individually accessible bays allow independent bus move-
ment and ease maintenance scheduling. Storage, office, and stockroom
areas are centrally located for convenience to major work areas.

A/C
CO
< I en <
LU o LU
LU
< I-
LU
a o <
LU TIRE o
Q INSPECTIONS AND REPAIR

AUTO >
STORAGE LOCKER OFFICE STOCK
SHOP

EXHIBIT 3-n
COMPOSITE INSPECTION GARAGE

21
 A very long drive-through bus bay is provided at one end of the
inspection area specifically for work on articulated coaches. An
equally long repair bay is designed for dynamometer testing. Wheel
traction rollers are located in the center of the dynamometer bay to
allow testing of the steered wheels (braking and alignment testing),
as well as the powered wheels (timing, power, acceleration, and ex-
haust testing). The drive-through design will accommodate the long
articulated coach as well.

Heights of bus stalls must be considered if double-deck buses

are anticipated. This will also affect bus washers, entrance doors,
and all other drive-through passageways.

Brake adjustments are provided for separately. The brake adjust-

ment bay has a pit for rapid bus positioning. The drive-through capa-
bility allows rapid sequential scheduling of numerous buses requiring
brake adjustments.

The auto shop is separate from bus repair facilities. It is

specifically designed for vehicles with spark-ignition systems. Some
small buses and property-owned trucks and automobiles fall into this
category.

This concept may be extended further if the inspection garage is

to have significant responsibilities for body repair or painting.

Support space is situated to minimize walking distances from

the most used repair areas to the stockroom. Direct access to the
maintenance offices is also provided. Transportation facilities can
be provided in an area adjacent to the support areas. In severe
climates the floor plan may be enlarged to include a bus passageway
and a reduced number of exterior doors.

The layout of an inspection facility should be simple to allow

convenient movement of buses for inspection and repair work. Office
areas should bring supervisors in touch with maintenance personnel.
Stores and shop areas should be directly accessible from the stall
areas for efficiency. Planning for the needed number of bus stalls
can be done from examination of the inspection policies.

22
3.6 Capacity Planning

The number of stalls, hoists, and pits required is a function of

work levels and frequency of use. Current inspection interval prac-
tices are shown in Exhibit 3-12. The most popular interval is 6000
miles. Inspection intervals less than 2000 miles may be needed for
brake adjustments rather than for a complet e preventive maintenance
checklist. Inspection intervals of 6000 mi les and higher are probably
recent changes to maintenance practices bro ught about through develop-
ment of modern lubricants and oil analysis techniques

The inspection planning formula (Exhibit 3-13) may be used to

arrive at the first estimate of stalls, hoists, and/or pits needed for
mechanical inspections. It provides the number of inspections to be
done each day for a specific inspection interval policy. The equation
should be used to examine alternatives. Possible future extensions of
route structure, reduced headways, or fleet-size growth will increase
the annual mileage resulting in more inspections. A change in the
interval will also affect the number of inspections. (A reduction of
the interval will increase the number of inspections.)

NO. OF
PROPERTIES

1 1.5 2 2.5 3 4 5 6 7 8 9 10 11 12
INTERVAL (THOUSANDS OF MILES)

EXHIBIT 3-12
INSPECTION INTERVALS

DAILY INSPECTIONS = M
I x250

M = TOTAL ANNUAL MILEAGE OF ASSIGNED BUSES

I = INSPECTION INTERVAL IN MILES
250 = NUMBER OF ANNUAL WORK DAYS

EXHIBIT 3-13
INSPECTION PLANNING FORMULA

23
 The daily inspections chart illustrates the sensitivity of
inspections to average annual mileage per bus and to the inspection
interval (Exhibit 3-14) The chart was developed for a typical inspec-
.

tion garage with an assigned fleet of 250 buses. Short intervals will
increase the number of inspections dramatically. Inspection work
loads do not increase significantly with normal changes in annual
mileage. If a 10,000- or 12,000-mile inspection interval is now being
used, a more conservative planning number may be used, such as 6000 or
8000 miles.

An oil change interval of 4000 or 6000 miles should be used for

capacity planning, rather than a 1000- or 2000-mile brake adjustment
interval. The brake adjustment pit can handle many jobs in a single
day.

A pit or hoist may be used for more than one inspection per day,
depending on the average time for an inspection and inspection repairs.
A pit or hoist may also be used for more than one work shift, depending
on the local practices and labor resources. The number of required
pits or hoists then becomes the number of daily inspections divided
by the number of inspections which can be done over a pit in one day.

22 T
21
20-
19
18-
17
16
15-
14-
13-
INSPECTIONS 12-
PER DAY 11 -«
10-
(250 BUSES)
9-
8-
7
6 -

'
5
4 ,

3 -
2-!

24 26 28 30 32 34 36 38 40 42 44 46 48 50 52
ANNUAL MILEAGE (OOO's) PER BUS

EXHIBIT 3-14
DAILY INSPECTIONS

24
 Planning for repair stalls should also include functions other
than the mechanical inspections. Examples are:

a. a wheel change area with associated tire equipment and

storage;

b. stalls with overhead catwalks for air conditioner

condenser access;

c. engine degreasing area;

d. a dynamometer stall; and^

e. a special drive-through brake adjustment pit.

Additional stall areas will be required for body and paint work
if local policy includes them in the inspection garage responsibilities.

A tally of bus stalls needed for inspections, inspection repairs,

brake adjustments, air conditioning inspections, and other functions
is the first step in capacity determination. The number of stalls
multiplied by the desired area of an individual stall gives a total
estimate of space needed for stalls. To this stall area must be
added support space based on the maximum number of buses to be main-
tained at the facility. Provision for recording this planning infor-
mation is provided in Section 8.0.

25
4.0 BUS SERVICING

Bus servicing is a daily routine in which vehicles are prepared

for revenue operation. It includes refueling, interior cleaning,
exterior washing, and some minor maintenance checks. Servicing
requires almost 50 percent of the labor hours used by the maintenance
department and therefore service facilities deserve careful design for
efficiency. It is usually included in inspection garage functions.

4. 1 Servicing Description

The complete service cycle begins with the retrieval of a bus

from a parking space where it was left by an operator. This parking
space may be an overnight storage or a staging or preservice area.
Preservice areas are generally off-street driveways used to store
buses temporarily.

Revenue removal may be done as a bus enters the garage site or

as a first step of the service cycle. The bus is then moved to the
service island for refueling. When large interior vacuum cleaners are
used, interior cleaning is done at this time. From the service island
the bus is driven through a washer to a designated overnight storage
spot.

The complete service cycle is portrayed in Exhibit 4-1. Time

periods of each function vary with local policies and equipment avail-
ability. Buses may be moved to a "bad order" parking area if either
the operator or service attendant has noted a defect. If the bus
interior is cleaned manually, the service cycle will be shorter than
illustrated since cleaners work on buses at overnight storage locations.

GET BUS
FARE BOX
REFUEL & CLEAN
WASHER
PARK SERVICE
ISLAND
TIME

COMPLETE SERVICE CYCLE TIME

EXHIBIT 4-1
SERVICE CYCLE

27
4.2 Service Island Functions

Questionnaires were designed to provide an overview of service

Island practices and functions. Exhibit 4-2 Is a list of functions
and the number of respondents performing those functions at the service
Island. A service attendant Inserts the fuel nozzle Into the bus
fuel tank and performs most of the mechanical checks while the tank
Is filling. Cleaning personnel use air hgses to dislodge dust and
debris Inside the bus for removal by the large vacuum. This Is done
during the time that the service attendant is performing his functions.
Revenue removal is usually done by an employee of the treasury depart-
ment Immediately prior to the servicing.

EXHIBIT 4-2

SERVICE ISLAND FUNCTIONS

Number of
Function Respondents

Fuel refill 61
Oil check and refill 61
Recording of fuel and oil 58
Tire check 54
Coolant level check 54
Cleaning, interior 51
Lights check 44

Torque fluid check 38

Farebox removal 37

Maintenance check, minor 34

Brake check 24

28
4 . 3 Service Island Requirements

Servicing requires time and manpower. Exhibit 4-3 is a histo-

gram relating responses with time required at service islands and time
required for a complete service cycle. Time at the service island
averages about six minutes, as shown in the lower histogram. A 50-
gallon refill requires 2h, minutes at a 20-gallon per minute (gpm)
pumping rate. This allows the time necessary for oil and other mainte-
nance checks. Pumping rates much in excess of 20 gpm are not practical,
as foaming, surging, and early shutoff may be encountered.

The complete cycle averages about 10 minutes, although some

properties require 15 minutes. Longer times are required in large
lots to move and park buses. If manual washing is involved, the
cycle time may be as long as 90 minutes.

If refueling can be accomplished in an average of 3 minutes,

20 buses can be processed per hour and a total of 5 hours is required
for 100 buses. An average fueling time of 5 minutes lengthens the
time to about 8 hours for 100 buses.

Most refueling is done between the hours of 5 p.m. and 10 p.m.

However, considerable refueling is done after 10 p.m., and the activity
may extend into the early morning hours as owl runs return.

15 . COMP LE-FE CYCLE

A M A = AVERAGE
c/) 10 M = MEDIAN
UJ

E
111
a.
O
£
5

15
- —
1

IV
1
— r-n
1 n n —
u. c
JERVICE ISLAND
9 10
o A

3 4 5
nn
6 7 8
n
9 10 11 12 13 14 15 16 17 18 19
rziA,
20 90

MINUTES

EXHIBIT 4-3
SERVICE CYCLE TIME

29
 The number of service islands needed at an inspection/service
facility depends on the number of buses that can be processed
through one lane per hour and the length of time available for
servicing. The number of attendants required to fully use a service
lane depends on the length of the total cycle and the number of buses
per lane.

A reasonable planning factor would be one service lane per

100 buses or a fraction thereof. Current capabilities are shown in
Exhibit 4-4. Although there is considerable scatter in, the data, the
suggested rule of one service lane (or fuel pump) per 100 buses is
generally upheld. However, it would be prudent to install an extra
pump for emergencies.

Fuel is usually stored in underground tanks in the vicinity of

service islands. Tanks are available in discrete sizes. Correlations
between fuel storage capacity and other factors, such as the number of
buses at a garage or annual mileage, were only remote. However, the
most popular storage capacity was between 150 and 200 gallons per
bus. This would be equivalent to four to six days of normal opera-
tion for buses averaging 150 to 200 miles per day and realizing 5
miles per gallon. Fuel storage planning must consider the projected
daily use and an expected frequency of deliveries.

CO 7

i en

^ 4
3
°. 2
O

0 100 200 300 400

BUS FLEET SIZE

EXHIBIT 4-4
FUEL PUMPS

30
 .

4.4 Internal Cleaning

Internal bus cleaning is performed with the aid of large vacuum

cleaners by many properties (38 out of 63) . Bellows extend from the
device and enclose the front door of the bus. Rear windows are
opened and a high-velocity air stream passes through the bus, remov-
ing airborne dust and debris. Air hoses are used to dislodge dirt,
papers, and other debris. A bus can be cleaned during the few minutes
that it is positioned at the service island. Debris finally comes to
rest in a trash house which may be located on the roof or at ground
level

Facility design must provide for a trash house and the removal
of debris from it. Roof-mounted trash houses are cleaned through trap
doors which open to allow trash to drop into a truck at the service lane.
Ground-level trash houses are cleaned with scoops and shovels.

Large vacuum cleaners are not as universally popular as auto-

matic bus washers. Airborne dust settles on seats, dashboards, and
ledges and must be removed manually. Large vacuum cleaners are not
particularly effective in cleaning luxury buses with carpeted floors
and woven upholstery. Some properties are testing the use of portable
industrial vacuum cleaners that do not stir up dust and may be used
on carpet and upholstery as well.

Most properties schedule a complete "incernal housecleaning"

program to augment the daily routine. Buses without carpeted floors
are washed with soap, water, and running water below the window line.
Windows, ceilings, and seats are washed manually. Water hoses are not
used above window lines to avoid the accumulation of water in the air
conditioning/heating duct; while this eliminates a breeding haven for
roaches and other insects, periodic fumigation may be necessary.

4.5 Bus Washing

Bus washing is the final element of the service cycle prior to

parking. Automatic bus washers are extensively used (35 properties)
and provide improvements in service cycle time and labor over manual
washing (6 properties). Manual washing may require 75 minutes, where-
as automatic washing can be done in a minute or so. Variations in
automatic bus washers are shown in Exhibit 4-5.

All automatic washers have a rotating brush and water spray side-
washing capability. Some washers have an additional front and rear
capability with rotating brushes that move across the front and rear
as the bus progresses through the device. The most" common roof washer
is a wet mop. However, a rotating brush is also possible. Wheel
washers are not widely used.

31
 I

EXHIBIT 4-5

AUTOMATIC BUS WASHER CAPABILITIES

(39 Properties Reporting)

Basic Capability Percentage

Side Only 100

Additional Capabilities

Front and Rear 61.6

Roof 63.2
Wheel Washers 31.9

4.6 Service Lane Configurations

Service lanes have a fuel hose, crankcase oil dispenser, and

coolant refill hose available for normal servicing. When large
internal vacuum cleaners are used, they are located at the front
door position of the bus when parked for service. Revenue removal
facilities may be very simple (locked vault storage) or elaborate
(coin vacuum system) . The driveway is concrete, bordered by curbings
to guide buses properly through the lane. A bus washer may be
located beyond the servicing position.

Typical service lane configurations are shown in Exhibit 4-6.

The outside configuration has one or more bus washers at some distance
from the service islands to allow bils manuevering room from service
lanes through or around washers. One washer is usually sufficient for
three service lanes. A single bus washer does not provide redundancy
in the event of a mechanical failure.

The outside configuration is used primarily in moderate climates.

Service lanes will be covered to protect against rain. Walls along
the sides may also be used to protect against wind and driving rain.

The bus washer, is integrated into the service lane for the inside
configuration. This conserves building space for more severe climates.
Doors may be located at both ends to further isolate the servicing
operation from the elements. Bus maneuvering space is lost in the
configuration which requires a bus washer in each lane, and the malfunc-
tion of one washer cannot be smoothly accommodated.

32
 The location of servicing facilities varies considerably depend-
ing upon the site, other buildings, traffic patterns, and local codes.
The three primary types of locations are separate, attached, and
integrated. A separate facility is not attached to any other struc-
ture. In fact, the washer may be some distance from the service lanes
in outdoor situations. A separate service facility may be enclosed
or open depending upon local climatic conditions. Servicing facilities
may be attached to one end or along one side of the regular mainte-
nance building. Or finally, the servicing facility may be integrated
into shop and indoor storage areas.

Diesel fuel handling is not as hazardous as gasoline handling.

Even so, some local fire and building codes may be sufficiently
restrictive so that separate fueling facilities may be required.

A primary consideration for the location of the servicing facility

should be the traffic patterns of bus movement necessary for routine
servicing. One-half of the service cycle time may be consumed in bus
—
movement a candidate area for possible improvements in efficiency
(discussed in subsequent Section 5.5).

0 o
BUS w
]
0 o
OUT DOOR
> w o
SERVICE
o
> 9..

2^
SERVICING

o o
BUS w
o o
INDOOR w
SERVICE C = VACUUM CLEANER
1
Cf o O.I F = FARE BOX STATION
1 1
vv W= BUS WASHER

1
/^F ° Q-^ 1

EXHIBIT 4-6
SERVICE LANE CONFIGURATIONS

33
 In cold climates, servicing and washing facilities are completely
enclosed and heated. Washing presents special problems because water
can freeze on the exterior, and the exit apron can become slick from
dripping water which forms ice. If not enclosed, an exit apron can
be heated with an underground system to prevent ice formation. The
exit apron should also have a traction-producing surface to prevent
wheel slipping on a thin layer of water in any climate.

Occasionally a servicing facility has special provisions for

internal bus washing. This is usually another bus lane adjacent to
servicing lanes but without fueling capabilities. The lane surface
is slanted and tilted in a fashion that encourages water to drain
out of the front door of the bus. Washing hoses will be provided at
convenient locations.

Water recycling may also be provided from the floor drains of

both the bus washer and internal bus washing areas. Standards are
being imposed by communities to either conserve in the use of water
or to reduce the volume of effluent through the sewage system. Six
properties are either recycling bus wash-water or have plans to do
so. Recycling equipment is generally provided in the service/washer
building.

4. 7 Planning Factors

One fuel and service lane is required per 100 buses stationed
at a facility. This factor should be modified for specific require-
ments, such as long service cycles or the time available for servicing

Fuel storage of at least 150 to 200 gallons per bus is common

practice. However, daily use rates and local delivery schedules may
alter these values.

One washer may handle buses from three service lanes. However,
the configuration of the service lanes may dictate one washer per lane
Water recycling should be evaluated as a means of reducing operating
costs for the new facility.

Service/washer facilities may be separate from, adjacent to, or

integral with other maintenance facilities. They should be located
in a position that will permit servicing efficiency.

34
5.0 BUS STORAGE AND MOVEMENT

Overnight bus storage is commonly provided at the inspection

garage facility or at a small property's integrated facility. An
overnight storage area is the largest single requirement for space
and real estate for a motor bus operation. Space requirements vary
with the parking pattern used. It is the purpose of this section to
describe the common parking configurations, provide comparisons, and
relate the storage patterns to the routine service cycle.

Separate parking-only facilities are rarely used. Problems of

efficient staffing, personnel movements, convenience, control, and
security deter separate facilities. We have noted two examples of
effective use of remote parking, but these are used for daytime
storage between the morning and evening rush hours. Both AC Transit
and Golden Gate Transit leave buses at the dowhtown San Francisco
Transbay Terminal during midday. This avoids deadhead runs back to
regular facilities. Operators are transferred by shuttle runs to
other assignments, while security is maintained by station personnel.
Bus deadhead mileage is minimized even though some operator travel
time expense remains.

5 . 1 Parking Configurations

Six basic parking configurations are used by transit. These

are in-line, row, double-row, angled, double-angled, and herringbone.
Each of these configurations will be described and a method will be
given for computing the dimensions of a row of buses. For this purpos
a basic stall space of 12 feet by 42 feet (504 square feet) was used
assuming a fleet of 40-foot buses. Measurements can, of course, be
altered to fit other size buses or to provide different clearance
between buses.
12' 1-^
In-Line Parking Buses are parked end-
:

to-end in rows. Rows are adjacent. No

aisles are provided but, in actual practice,
exterior aisles are needed. This configura-
T
42'
tion consumes the least space and is commonly
used for inside parking. The first bus to
be parked must be at the head of the line, 1
and the first bus removed must be at the head
of the line. At least three extra rows should
be provided: one row for service cycling and
two rows for bad order parking to minimize
conflicts of bus movement.

35
 Row Parking; This configuration 42'-
provides maximum flexibility (as each
stall can be accessed independently) A
12'
but does require more space. Wide
aisles are provided to negotiate a
12'
turn from the aisles into the stall.
Buses may be pulled in and pulled
out; no backing is required unless ROW LENGTH = 12N
there is a fence or other obstacle
N = NUMBER OF BUSES
at one end.
PER ROW

84'

Double-Row Parking Space

:
— 42' »- 12'
required is reduced from multiple-row
parking in that total space needed for 1
aisles is reduced by having two buses
end-to-end in each row. Aisles are ROW LENGTH = N
X 12
wide to allow turning into the stall.
For complete flexibility, some bus N = NUMBER OF BUSES IN ROW,
backing may be required. MUST BE AN EVEN NUMBER

Angled Parking : Rows one bus

wide are provided. Buses are parked
at 45 degrees from the aisle to im-
prove maneuverability. No backing
is required as buses may be pulled
in and pulled out of parking stalls.
Other angles, such as 60 degrees,
may be used.

ROW LENGTH = 39 + (N-1) (17)

WHERE N IS NUMBER OF
BUSES IN ROW.

36
 Double-Angled Row Parking This:

configuration offers good maneuver-

ability because 45 degree parking
reduces the total need for aisle
space, as compared with single-row
angled parking. The configuration
is such that a single stall is avail-
able at each end of the row. Some
backing may be required to achieve
maximum flexibility.

Herringbone Parking This 45-

;

degree configuration has basically

the same features as double-angled
row parking. Great care must be
used when parking, as bumpers do not
meet bumpers. For this reason, the
stall space has been enlarged to
12 feet by 44 feet. Some backing
is required.

N IS NUMBER OF BUSES IN ROW

AND MUST BE EVEN

Parking stalls can be assigned for individual buses in most every

configuration except in-line parking. I-Iany properties are using
reserved bus stalls. Oil and water leak spots on paving can be
related directly to the faulty bus, A particular bus may be retrieved
by the operator or by maintenance personnel without an extensive search
because the storage pattern is quickly learned. Some properties have
improved fault detection by using assigned stalls.

5 . 2 Parking Comparisons

Each of the six parking configurations have been used to formu-

late dimensions of sample lot sizes for 250 bus storage facilities.
These are shown in Exhibit 5-1 for comparison of lot sizes required
for storage. Stall sizes were defined in the preceding section. With
the exception of in-line parking, aisles or trafficways are provided
on both sides of each row. Each configuration will accommodate at
least 250 buses.

37
 Configuration In- Line Double Angled Double Angled Herringbone
ve;
Specifications

Buses Per Row 12 50 84 42 84 64 84 84.<

Number of Rows Ik 5 3 6 3 4 '
3 3
Length of Row (ft.) 504 600 504 736 748 578 745 745
Width of Row (ft.) 12 42 84 39 68 68 71 71

Number of Aisles -0- 6 4 7 4 5 4 4

Width of ,Usles (ft.) -0- 55 55 45 45 45 45 20
Total Width (ft.) 288 540 472 549 384 497 393 .293

Area^^^ (Square Feet) 1A5,152 324,000 237,888 404,064 287,232 287,266 292,785 218,285
(Acres) 3.33 7.43 5.46 9.28 6.59 6.59 6.72 5.01

Bus Capacity (Buses) 252 250 252 252 252 256 252 252

Area Per Bus (Sq. Ft.) 576 1,296 944 1,603 1,140 1,122 1,162 866

Flexibility Poor Excellent Good Excellent Good Good Good Fair/Poor

Maneuverability Good Fair Fair Good J

Good Good Fair Fair

(a) Area = (Total Width) x (Length of Row)

(b) Double Angled - Long and Narrow Area
(c) Double Angled - Rectangular Area
(d) Herringbone - Wide Aisles
(e) Herringbone - Narrow Aisles

EXHIBIT 5-1
EXAMPLES OF PARKING CONFIGURATIONS

Alternate configurations are shown for both double-angled and

herringbone patterns. Double-angled (b) is long and narrow with
three rows and four aisles. Double-angled (c) has four rows and five
aisles, which almost forms a square. Area required is almost identi-
cal in both cases. Herringbone pattern (e) has a reduced aisle width,
which can be used with a sequential pull-in (and pull-out) pattern .

similar to in-line parking.

Ratings of two subjective qualities (flexibility and maneuverabilty)

of each configuration are also given in Exhibit 5-1. Flexibility
pertains to the ability to retrieve any bus at any time from its parking
stall. Maneuverability pertains to the ease with which a bus may be
driven into or out of a parking stall. Ratings used are excellent, good,
fair, and poor. Poli'cies and experience at specific properties may
provide ratings other than those offered.

In practice, these lot dimensions would have to be enlarged to

provide end zones. End zones are needed as trafficways providing
turning space into the aisles. In-line parking would also require
passageways at the side so that buses may be moved from one end of
the configuration to another.

38
 Space usage comparisons are given in Exhibit 5-2. In-line
parking needs only about one-third the space of angled-row parking.
In-line parking is commonly used for inside parking to minimize
building space requirements. Double-row parking requires 64 percent
more space than in-line parking.

A practical application of any parking configuration may be

somewhat different than these examples. Lot shape, size, and capacity
requirements may dictate variations. Angled parking need not be at
45 degrees. Property boundaries may be used with a row of buses in
either parallel or nose- in patterns. Innovative planning is needed
to effectively use irregularly shaped lots.

10 r

-| 400

- 380

360

340

320

300

280

260

240

5 - 220

200

4 - 180

160

140

120

} 1} It II }i n u It t
EXHIBIT 5-2
PARKING CONFIGURATIONS
COMPARATIVE SPACE (250 BUSES)

39
 The overnight storage configuration has an impact upon several
aspects of the operation for both the maintenance and transportation
departments. For example, buses at the heads of the lines (in-line
parking) must be suitable for the first pull-out assignments. Lack
of flexibility in the pull-out sequence may constrain the choice of
buses to routes. Maintenance operations need a smooth flow for
routine servicing and inspections. Parking configurations that
provide good bus accessibility are therefore highly desirable.

A bad-order parking area is needed when in-line parking is used

because of flexibility constraints. A bad-order area may also be
needed for other configurations to provide temporary storage for
maintenance

5. 3 Storage Practices

Questionnaire responses provided information about current

practices of storage configurations. These are shown in the histo-
gram, Exhibit 5-3. In-line storage is used at about 64 percent of
the facilities. Sixty percent of the facilities provide inside
storage. In-line storage is used to conserve outside bus storage
space at four percent of the properties.

Flexibility is one attribute that maintenance managers consider

important, but space limitations often prohibit the use of alterna-
tives .

50- 0D|
iniri' IN LINE

ODl
40-
DOUBLE
ROW
30 CZ1CZ3
NUMBER OF ANGLED DOUBLE CZl HERRING-
PROPERTIES ROW ROW ANGLE CD BONE PARALLEL
20-
CD
ID
10 - OTHERS

n
PARKING CONFIGURATION
I
n
EXHIBIT 5-3
BUS STORAGE CONFIGURATIONS

40
5. 4 Inside Bus Storage

Inside storage is used at many properties, particularly in

colder climates. Storage structures, including heating where necessary,
are expensive to build and operate. The cost is offset, to varying
degrees, by the many advantages of inside parking. These advantages
are intrinsically understood and are included as a reference for
facility planning.

Indoor heated parking facilities have the following advantages

in colder climates;

a. Snow and ice, which melts and drips from the undercarriage
of buses, might otherwise be a source of corrosion, or
prevent proper operation of suspension systems and steering.

b. The formation of ice on bus exteriors after washing

is prevented. Window fogging and interference with
door operation are minimized.

c. Winter starting is eased and component wear (batteries

and starters) and repairs are reduced.

d. Bus interiors are warm for early passengers.

e. Antifreeze requirements are reduced.

Additional advantages of indoor parking throughout the year

and in moderate climates include:

a. Reduction in vandalism damage to exposed buses.

b. Containment of starting noise, particularly in

residential neighborhoods.

c. Cool bus interiors for summer afternoon trippers,

since air conditioner pull down may require an
extended period.

d. Elimination of evening mist and airborne dirt deposits,

leaving clean windows and exterior surfaces.

Some properties are evaluating the costs and operational benefits

of inside parking. This may indicate a favorable trade-off of initial
capital expenditures with continuing operating expenditures.

41
5. 5 Bus Servicing Movement

Daily servicing accounts for a major expenditure of the mainte-

nance department. Almost one-half of maintenance man-hours are used
for daily servicing. About one-half of the time needed for a complete
service cycle is used in bus movement. Improvement in bus movement
patterns has a high potential for long-term savings and efficiencies.

Variations in service-cycle bus movement procedures are common.

At the completion of the revenue run, the operator may leave the
bus at one of several places. Twenty-seven respondents have operators
leave the bus in the service lane (staging area) twenty-one have
;

operators move the bus directly to overnight parking; and ten have
other polices. Bus movement through the servicing cycle is done
primarily by maintenance department employees, as shown in the tabu-
lation from the questionnaires (Exhibit 5-4)

Buses deposited in overnight storage by an operator must be

subsequently driven to the service building and returned to an
overnight spot. The complete route may take the bus the entire
length of the parking lot (follow the aisle traffic pattern to far
end, then via an arterial lane to service area, and return) and
possibly the width of the parking lot as well. End zone and service
area distances must be added to the service loop.

EXHIBIT 5-4
BUS MOVEMENT PERSONNEL

Service
Hostler Attendant Operator

To Service Island 22 25 16

From Service Island 25 31 7

Through Washer 27 23 8

To Overnight Park 25 28 7

42
 As an example of bus movement time, the dimensions of three
parking configurations are used (Exhibit 5-5) Average lot speed
.

is assumed to be 5 miles per hour. Times do not include parking stall

maneuvering time. There is more than a one-minute time difference
between the largest lot (angled) and the smallest lot (in-line) For.

250 buses, that totals to a little over four man-hours —

a plus for
in-line parking.

Buses left by operators in a staging area must be retrieved

by a service attendant on foot and eventually left in an overnight
parking spot. The attendant must return to the staging area by foot,
which may be a distance of 800 or 1000 feet. The walking part of
the service loop would require several minutes, far outweighing the
driving time. A not unusual five-minute difference between a full
cycle drive and a park and walk cycle translates to 21 man-hours for
250 buses.

Parking Lot Dimensions (feet) Service Cycle

Type Length Width End Zones Total Travel Time
& at 5 mph
Service* (minutes)

Angled 736 549 400 1,685 3.8

Double Angled 578 497 400 1,475 3.4

In-Line 504 288 400 1,192 2.7

EXHIBIT 5-5
SERVICE TRAVEL TIMES

* Allowance for typical end zone

43
 These examples illustrate a method of calculating transit times
in the service cycle. The same method can be applied with more
precision from specific lot plans, traffic patterns, and building^
locations. In any case, an emphasis on traffic movement 'at the
facility design stage can result in long-term economies.

A garage design for the Twin Cities in which traffic and circu-
lation patterns were carefully considered is shown in Exhibit 5-6.
It is an inspection garage with light repair, tire repair, degreasing,
servicing, and washing capabilities.

The service island is a one-stop station (including vacuuming).

Ample room is provided to maneuver through the bus washers and move
directly to overnight parking. The defect, (bad order) area is con-
venient to repair areas.

44
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45
6.0 1-lAIN MAINTENANCE FACILITIES

Multi-facility properties take advantage of their size and

establish a main maintenance facility to complement the inspection
garages. Infrequent and major repair functions are done at main
maintenance facilities. These functions often require specialized
equipment and skills. The basic preven-tive maintenance program
remains with the inspection garage and only the major work or specialty
items are referred to the main facility.

Common functions done at main maintenance facilities include:

a. heavy repairs,
b. engine overhauls,
c unit rebuilds.
d. major body repairs.
e painting,
f upholstery,
g. route sign preparation.
h. bus stop signs,
i. brake relining.
j . brake drum turning, and
k. radiator repairs.

The main maintenance facility may be located at a unique site or may

be collocated on a site with an inspection garage. At single facility
properties, main maintenance functions are integrated with other
maintenance functions.

6.1 Capacity

Main maintenance facility capacities are described in terms of

bus occupancy space and support space. Buses undergoing repairs
are placed in stalls (bus occupancy) within a building. Support
space includes:

a. machine shop,
b. component rebuild.
c sheet metal shop.
d. stockrooms.
e offices
f vat rooms,
g. welding shop, and
h. all other space not designed to hold buses.

47
 A sufficient number of bus stalls are needed to support the
entire fleet of the transit property. Exhibit 6-1 shows the stall
capacities of responding properties for both heavy repair and body
shops. Heavy repair stalls average between two and three per 100
buses in the fleet. Body repair stalls, including paint booths, aver-
age two per 100 buses in the fleet. Together, heavy repair and body
repair stalls are sufficient to house about five percent of the total
fleet. Individual maintenance policies and local conditions may alter
specific requirements.

Most heavy repair stalls are equipped with hoists ( or pits).

If pits are used, it is advantageous to have at least some of the
body repair stalls equipped with hoists as well.

—I
1 1 1
1 I I I 1

100 200 300 400 500 600 700 800 900 1000
FLEET, ACTIVE BUSES

EXHIBIT 6-1
BUS STALLS

48
 Floor space used for bus stalls is shown in Exhibit 6-2. This
space as plotted includes the stall and bus trafficways. Enclosed
space for trafficways is used in cold climates to limit the number
of exterior doors and provide space to maneuver buses into repair
stalls. On a total fleet basis, the average allocation of space for
repair stalls is about 60 square feet per bus. Larger space alloca-
tions are needed where inside trafficways are provided.

Data from Exhibit 6-1 and 6-2 can be combined to provide nominal
sizes of bus stalls. A stall space allocation of 60 square feet per
bus results in 6000 square feet for 100 buses. A total of four or
five stalls would be provided and each would be between 1200 and 1500
square feet. The resulting stalls would be about 18 by 67 feet or
18 by 80 feet, respectively. These dimensions may seem generous.
However, this allocation includes clearance and passageways for equip-
ment movement, work benches, and in some cases bus trafficways.

110-
100-
90-
80-
SQUARE 70-
FEET 60-
(IN OOO'S) 50-
40-
30-
20-
10-
0
0 200 400 600 800 1000 1200 1400 1600
FLEET SIZE

EXHIBIT 6-2
FLOOR SPACE FOR BUS STALLS & LANES

49
6 , 2 Support Space

Area devoted to shop work is shown in Exhibit 6-3. The average

allocation of floor space is 20 square feet per bus in the total
fleet for the machine shop and component rebuild areas.

100 200 300 400 500 600 700 800 900 1000
FLEET, ACTIVE BUSES

EXHIBIT 6-3
COMPONENT REBUILD AND MACHINE SHOP

50
 The average allocation of main stockrooin space (Exhibit 6-4) is
about 25 square feet per bus. Large stockrooms use counter displays
for storage of replacement parts. Small stockrooms tend to have
multilevel bins for storage.

Shop areas (20 square feet/bus) and stockrooms (25 square feet/
bus) together require 45 square feet/bus. Other activities require
about 35 square feet per bus and include:

a. cleaning vats,
b. battery storage,
c. offices,
d. locker rooms,
e. lubricant storage,
f. air compressors, and
g. miscellaneous functions.

34-
30-

26-
SQUARE FEET 22-
(IN THOUSANDS)
18-

14-

10-

100 300 500 700 900 1100

FLEET, ACTIVE BUSES

EXHIBIT 6-4
MAIN STOCK ROOM

51
6.3 Total Facility Space

Space allocation for the average main maintenance facility is

shown in the pie chart (Exhibit 6-5) This allocation is the average
.

of the survey data. It is not necessarily an optimum. Many surveyed

facilities are old and were originally designed for other purposes.
Properities planning on replacing older buses in lieu of conducting
extensive overhauls may have smaller shop and support areas. Inside
bus manuevering room in colder climates will require 'larger bus stall
areas. Body shop areas may be larger in those urban areas having
higher accident rates. Planned growth or fleet enlargement may
dictate facilities which are oversized with respect to existing
requirements.

EXHIBIT 6-5
SPACE ALLOCATION

52
 Floor space provided in the total- main maintenance facility is
shown in Exhibit 6-6. This includes both stall space and support
space. The average space allocation for main maintenance garages is
140 square feet per bus (14,000 square feet per 100 buses). Of this
,

figure, the bus stall allocation is 60 square feet per bus and the
allocation for shops, storage and other support areas is 80 square
feet per bus. These average figures for stalls and lanes are lower
for facilities located in moderate climates where enclosed bus turning
lanes are not necessary.

200-
180-
160-
SQUARE FEET 140-
(IN THOUSANDS) 120-
100-
80-
60-
40-
20-

0 200 400 600 800 1000 1200 1400

BUS FLEET SIZE

EXHIBIT 6-6
BUILDING SPACE

53
6. 4 Facility Layouts

Three floor plan layouts of actual main maintenance facilities

are shown below and on the following pages for illustration and com-
parative purposes. Main Maintenance Facility: Floor Plan A, is a
facility in a moderate climate designed to support a fleet of about
1200 buses (Exhibit 6-7).

Bus stall space including areas for heavy repair, body repairs
and paint shop accounts for about 32 percent of the total building
area. Bus stall space will accommodate only about 3 percent of the
fleet to be supported, due to support provided by inspection garages
Hoists are used in lieu of pits and the body repair area can accommo
date heavy mechanical repairs during periods of workload variances.
The stockroom is readily accessible to shop and lift areas. Shop
space is provided for a rather extensive rebuild and maintenance
program.

1—1
OFFICE, LOCKERS, ETC. RADIO BLACK
"SMITH

WELD
HEAVY UNIT
repairs" ENGINE &
REBUILD TRANSMISSION CLEANING
TOOL VATS

R PAINT
SHOP

STOCK ROOM
TRAVELING
BATT BOOTH RAILS

decrease
^
BODY SHOP WOOD
dynamometer' SHOP
I 1

LOAD
"^AUTO BODY REPAIRS DOCKS
•SHOP

EXHIBIT 6-7
MAIN MAINTENANCE: FLOOR PLAN A

54
 Floor Plan B is a new facility located in a moderate climate
(Exhibit 6-8) Stall space accounts for nearly 50 percent of the
.

total floor space as shown. Not shown is a limited second story that
provides additional office space, locker rooms, and some storage.
Stall space will accommodate about five percent of the fleet for which
it was designed. Shop areas are somewhat smaller than other similar
facilities, due in part to effective use of floor space and to an
emphasis on bus replacement rather than extensive repairs. The
proportionately large paint area reflects a local policy of repaint-
ing each bus periodically. The stockroom is accessible from all shop
and stall areas. Hoists are provided for most heavy repair and body
repair areas.

There are bus stalls on two sides of the building. A common

variation of this basic plan is to lengthen the building and limit
the stall area to one side. Such a variation could be useful for
certain real estate configurations.

HEAVY REPAIR BRAKE

SHOP

STORE
OFF
SIGN
HEAVY TOOL LIGHT
TOOL UNIT UNIT
</)
WELD
joFF.

PAINT
SHOP BODY REPAIR

STOCK

EXHIBIT 6-8
MAIN MAINTENANCE: FLOOR PLAN B

55
 Floor Plan C is also a new facility, but located in a colder
climate (Exhibit 6-9). Stall space includes traffic lanes, as outside
door areas are minimized for heat conservation. Stall space will
accommodate between three percent and four percent of the total fleet,
and each stall is equipped with a hoist. Painting is done with a
traveling paint booth. Stall space accounts for almost 50 percent
of the floor space shown. Shops were designed for a complete
program of component and engine rebuilding. The stockroom is readily
accessible from the stall area and shops.

Stockrooms in all three layouts include provision for loading

areas or docks. This allows easy access for deliveries of materials
and the distribution of replacement parts to maintenance facilities
at other locations.

/////////////// //////////
^ HEAVY REPAIR BODY REPAIR

I
\\\\\\\\\\\\\D WWWW \ I

SHEET
METAL PAINT
MACHINE BOOTH
z
<
ENGINE
o
CO SHOPS STOCK UPHOLS
h-

< TRANS.
a.
UNIT
DOCK

EXHIBIT 6-9
MAIN MAINTENANCE: FLOOR PLAN C

56
 .

7.0 SINGLE FACILITY PROPERTY

Data appearing in other sections of this report are not accurate

when applied to small single facility properties. A single facility-
property is one that centralizes operations; all of the building
space, and people essential to operate, house, support, and manage a
bus fleet are at one location.

—
The single facility property is generally a small property that
is, one with 100 or fewer buses. For the purposes of this report, a
property with from 31 to 100 buses is defined as a small property,
and one with 30 or fewer buses is defined as a very small property.
The procedures for operating a 6mall property vary considerably from
those in a large property, and are most noticeable when comparing
facilities with 30 or less buses with those having more than 100.
Facilities, capabilities traffic flow, and maintenance scheduling
,

grow in complexity with fleet size. Operating from a single facility

tends to become cumbersome as fleet size grows beyond about 250 buses
(Section 3.2). The customary practice of the larger properties is to
divide the fleet into operating divisions, with each division located
within or near its assigned route structure.

The majority of transit properties surveyed are single facility

properties (51.8 percent), and slightly more than one-fourth of
these have very small fleets (fewer than 30 buses) . The proportion
of single facility respondents is shown in Exhibit 7-1; the distri-
bution of fleet sizes for these facilities is shown in Exhibit 7-2.
About 41 percent of the single facility respondents had fleets with
more than 100 buses (the largest had 452), but only 13 percent of
bus population sampled was operated by single facility properties
(Exhibit 7-3) .

7. 1 Cap abilities

Small properties were found to have a wide range of capabilities.

The minimum capability was that of conducting inspections, tuning
engines, and making light repairs. The highest level of capability
was found at properties equipped to overhaul nearly any part of a bus,
if not the whole vehicle. Only 24 percent of the small fleets (100 or
less buses) reported being able to function with limited overhaul
capability. Operation is possible by using vendors to make major
body repairs or to rebuild engines, transmissions, or other units.
Properties operating in this mode had from 11 to 39 buses and the
largest had 60; they comprised about one-quarter of the small
properties

57
 251+ BUSES 0-30 BUSES
22.7% 27.3%

101-250 BUSES
18.2%

31-100 BUSES
31.8%

EXHIBIT 7-1 EXHIBIT 7-2

DIVISION OF RESPONDENTS SINGLE FACILITY FLEET SIZES

EXHIBIT 7-3
BUS POPULATION

No fleet with more than 60 buses reported being able to operate

without the benefit of some degree of in-house overhaul capability.
Seven properties with less than 50 buses reported a limited overhaul
capability. (A limited capability is generally interpreted in terms
of the extent to which engine overhauls are carried out; in-frame
overhauls are often less complete in terms of engine tear-down than
those where the engine is removed from the bus.)

58
7.2 Capacity

A small property's capacity to house and support its fleet is

easily measured in terms of square feet of floor area for its
operations center building. The properties surveyed reported
from 200 to 500 square feet per bus to house the major functions
of administration, transportation, and maintenance (Exhibit 7-4).
If the property is located in a climate that necessitates indoor
overnight bus parking, the building size varies from 500 to 700
square feet per bus.

LEGEND
J

# INDOOR PARKING

O OUTDOOR PARKING

SQ FT PER BUS

BUSES-ACTIVE FLEET

EXHIBIT 7-4
AREA REQUIREMENTS (ADMINISTRATION, TRANSPORTATION,
AND MAINTENANCE)

59
 A key measure of a property's maintenance capacity is the
number of hoists and/or pits that are available to provide under-
coach access. The results of the survey are shown in Exhibit 7-5.
A minimum of one hoist or pit is required to properly inspect,
lubricate, and repair buses in the very small fleets. In the range
from 15 to 40 buses, the concensus is that 2 hoists or pits are
required (one of each might suffice) For fleets in the range from
.

about 40 to 80 buses, the data suggest that at least 4 pits or hoists

will be necessary, and from 80 to 100 buses at least 6 are needed.
For larger fleets, it appears that the range of values for fleets
with 100 or more buses should be used (Section 3.3). These values
were obtained for the survey as a whole and vary between 2 hoists
and/or pits per hundred buses to 6 per hundred.

Stall space is another effective measure of a repair shop's

capacity. The ratio of the number of stalls per bus for small
properties is higher than the range of values reported by all
properties (including those with more than 2000 buses). The range
of values for all reporting properties is from 2 to 7 stalls per
hundred buses. The median value for small properties is about 10
stalls per hundred buses (10 buses per stall).

EXHIBIT 7-5
HOIST AND PIT REQUIREMENTS

60
 The ratios shown in Exhibit 7-6 can be misleading for very
small properties in that a minimum number of stalls is needed to
conduct inspections, tune engines, and to make light repairs. The
data indicate at least 3 stalls as the minimum number for very small
properties with 30 or less buses; at least 4 stalls for those with
between 30 and 50; and at least 7 stalls for properties with 60 to
100 buses. Small properties should have at least one stall with a
hoist or pit for bus inspections and repairs.

EXHIBIT 7-6
BUS STALL REQUIREMENTS

61
 The number of stalls associated with the total stall area in
use at small properties is shown in Exhibit 7^7. Constant ratio
lines have been superimposed on the plot to show average stall areas.
Average stall areas varied from 525 square feet per stall to 1350
square feet per stall. In general, the stalls in use at small
properties tend to be smaller than those reported by the larger
properties, although about one-fourth of the small properties had
stalls in the size range of 1000 square feet or more.

STALL AREA IN SQ FT (000 's)

EXHIBIT 7-7
BUS STALL SIZE REQUIREMENTS

62
 A 525 square foot stall provides barely adequate working space
around a 35-foot coach (about 4^^ feet between adjacent buses with only
3^2 feet at each end)
. The median stall size for small properties is
835 square feet (about 6 feet between adjacent buses with 8 feet)
at each end of a 102-inch wide, 40-foot coach.

There is a poor correlation, in the data obtained, between sup-

port space and fleet size for small properties. Support space may be
defined as that used for the storage of components and special lubri-
cants as well as for office space. Support space includes the stock-
room, speciality shops, the foreman or maintenance manager's office,
and restrooms. Small properties do not always provide enclosed spaces
for all of these functions, nor was all such space reported by small
properties. Many small properties conduct maintenance operations in
an open shop area without the benefit of speciality shops. However,
all have stockrooms; some have machine shops, body and paint shops;
and the maintenance manager usually has a cubicle.

Stockroom sizes range from bh, to 130 square feet per bus. The
median value for very small properties is 18 square feet per bus;
the median value for properties with between 30 and 100 coaches is
18.6 square feet per bus.

Only 3 of the 7 properties with less than 30 buses reported

having a machine shop. Of those with a machine shop, the median value
was 19.2 square feet per bus. Properties with between 30 and 100
buses reported a median value of 16 square feet per bus for the
machine shop; 70 percent of the properties in this size range have
machine shops.

Only about half of the small properties reported body and paint
shops; of those that did, the range of values is wide (400 to 6900
square feet). The size of a body and paint shop is influenced to a
large extent by the need for a room in which paint can be applied
and then dried. The minimum size for such a booth is roughly
14 by 50 feet (700 square feet), or enough room for a 40-foot coach.
Body work can be done in the general repair area; however, three
small properties with more than 60 buses reported areas that were
designated exclusively for body work. The median value of the areas
involved (including paint and body work) is 37.6 square feet per bus.
Although the area allotments for body and paint shops are included in
the count of bus stalls, they are reported as separate items because
paint shops may require special consideration.

63
7 . 3 Equipment

Maintenance capability is often a function of the availability

of various types of shop equipment. The single facility properties
surveyed reflect this quality clearly. The distribution of various
types of shop equipment among single facility properties with less
than 100 buses is shown in Exhibit 7-8.

Certain pieces of equipment are basic to any garage operation

regardless of the property's size. An example is a portable jack
to lift a bus to change wheels or make a quick inspection without
moving the bus to a hoist or pit; nearly all properties have portable
jacks. The chain hoist is another valuable piece of equipment: it
provides the means to support heavy units being removed from or
replaced on a bus. Again, nearly all properties have one or more
chain hoists of various types.

The variety, quality, and capability of machine shop tools

provides a good example of the type of work that may be done by the
small properties. Nearly all properties in each size class have a
drill press, but few have a shaper or a milling machine to refinish
cylinder heads or other parts.

The equipment list covering very small properties provides an

indication of the basic needs in tools (Exhibit 7-8) . The most
important items of maintenance equipment include: portable jacks,,
chain hoists, drill presses, air compressors, arc welders, and wheel
dollies. Properties in the size range from 31 to 100 buses are
generally better equipped than very small properties, and single
facility properties with more than 100 buses are usually equipped as
well as multi-facility properties of comparable size.

7.4 Traffic Flow (

Traffic flow on the facility lot or through the service /cycle is

not much of a problem with the very small property. As the size of
the fleet grows, the importance of efficient facility layout increases
rapidly. Service and maintenance operations for fleets with between
60 and 100 buses require well disciplined procedures if efficiency
is to be realized. »

The problems with fleets larger than 100 buses are inherently
more demanding in terms of achieving efficient bus movement. The
movement of buses around the shop and grounds of the typical older,
large single facility property is often a more complex arrangement
than it is at a comparable size division facility. This is parti-
cularly true if engine, transmission, and body overhauls are performed
at the facility.

64
 EXHIBIT 7-8
SMALL PROPERTYS' SHOP EQUIPMENT

NUMBER NO. PROPERTIES PERCENT WITH ITEM

REPORTED WITH ITEM (BY PROPERTY SIZE)
ITEM (TOTAL) 0-30 31-100
Buses Buses

JACKS
Portable 54 16 86 100
Hydraulic, manual 9 43 50

CHAIN HOISTS
;'anual 30 15 71 100
Power 17 14 57 100
Movable 13 9 43 60

MACHINE SHOP TOOLS

Drill press 25 15 71 100
Metal lathe 18 12 36 100
Heavy duty press 14 12 57 80
Valve facer 14 13 57 90
Valve seater 11 11 57 70
Band saw 4 3 0 30
Shaper 3 3 0 30
Mill 2 2 0 20

GENERAL
Air compressor 34 15 71 100
Arc welder 26 15 71 100
Chemical cleaning tanks 17 10 57 60
Jib crane 8 3 0 30
Fork l"! ^'t truck 4 4 14 30
Ej.ectrical generator 2 2 14 10

WHEEL, TIRE, AND BRAKE WORK

Wheel dolly 25 16 86 100
Inflation cage 13 8. 43 50
Brake lathe 12 12 57 80
Tire groover 9 9 28 70
Wheel alignment rig 4 4 14 30

BODY SHOP EQUIPMENT

4 14 30
Sheet metal shfear
4 0 30
Sheet metal break

TEST EQUIPMENT
11 10 28 80
Injector tester
5 4 .14 30
Ignition tester

Note: Ten small and seven very small properties responded

to this set of questions.

65
 On-property traffic congestion at older facilities often results
from the general arrangement of the site. If it is one in which the
property grew as it made the transition from street rail operation,
and the various types of work changed, work space was made available
wherever it could be found. In many cases this necessitated the con-
struction of additional buildings, the acquisition and conversion of
nearby commercial property, or expansion of existing buildings.

A facility built to support the maintenance of trolley cars is

seldom an efficient plant for bus maintenance. Streetcars, cumbersome
to hoist frequently, were repaired over long pits that usually ran
the length of the shop. Present day use or long pits for bus repairs
is possible, and three or four buses can be accommodated over one
such pit. However, scheduling is required to avoid unnecessary delays
for buses positioned near the middle of the pit and to avoid constant
shuffling of buses on and off the pits.

The maintenance of electric traction equipment is quite different

than the maintenance of internal combustion engines, transmissions,
and air conditioning systems. Thus, the evolutionary changes in a
property to accommodate buses may impair efficient operations as a
result of building alternations, changes in traffic flow through the
shops, and loss of storage or holding areas. MITRE found some large
single facility bus properties operating in streetcar barns that are
over 75 years old. These properties have poor lighting, inadequate
work space, and deteriorating structures.

Age and conversion problems are not unique to single facility

properties. However, many multi-facility properties may have found
the evolutionary conversion easier because of the availability of
space for light repairs at division facilities.

A representative sample of the ages of single facility properties

in the United States and Canada indicated that many of the smaller
properties have relatively new facilities, while some of the larger
ones are still operating from old facilities. The properties are
divided into appropriate size groups (Exhibit 7-9) . The smallest
properties (less than 30 buses) tend to have the newest facilities;
six properties fell into this size category. Of all respondents
with fewer than 100 buses, nearly 40 percent have buildings that are
approaching potential replacement age (about 40 years). Over half of
the properties with more than 100 buses are operating with facilities
35 or more years old. Bus movement at properties of this size
and age can become cumbersome if the maintenance and servicing work
has to be performed at several buildings scattered around a cramped
property.

66
 FLEET SIZE: 0-30 BUSES
O M
OS OS

u
CdW
M Cm
S O
3 OS

10 20 30 40 30 60 70 80 90
BUILDING AGE, YRS

en
fa w FLEET SIZE: 31-100 BUSES
O M
H
ed OS -
w w 1
CQ Oh
S O
3 OS

-L
10 20 30 40 50 60 70 80 90

BUILDING AGE, YRS

FLEET SIZE: 101-250 BUSES

en

O w
fa
M
H
OS OS
W U3
a,
o
5 05
2 fa
II
10 20 30 40 50 60 70 80 90

BUILDING AGE, YRS

2 r FLEET SIZE: 2 51"*" BUSES

CO
fa fa
0 M
H
01 OS
fa W 1 -
fa
2 O
5 OS
Z fa
_L
10 20 30 40 50 60 70 80 90

BUILDING AGE, YRS

EXHIBIT 7-9
AGE SPREAD OF SINGLE FACILITY PROPERTIES

67
8.0 DEVELOPING A PLANNING ESTIMATE

Planning a new facility means that many items must be considered;

most important are facility size and the kinds of equipment needed.
In addition, a new facility's impact on the surrounding community
must be taken into account. Planning a new facility involves at least
five steps before construction begins:

a. List the functional requirements for the new building.

b. Develop the Planning Estimate.
c. Review the Planning Estimate with an architectural
engineering consultant for design and cost purposes.
d. Obtain detailed design and specifications.
e. Obtain construction costs from contractors through
a bidding process.

This section provides guidance in the development of a Planning

Estimate that will cover the basic needs of the property. A Planning
Estimate may be a memorandum or report that summarizes the objectives
of a new facility, the requirements (equipment, service, and space)
and a preliminary cost estimate. In addition, the Planning Estimate
should anticipate the short-term needs (five years) of the property
in terms of fleet growth or changes in equipment. The Planning Esti-
mate is the first output of the maintenance manager or the "new garage"
committee; it is to be used to guide their subsequent work with
architectural engineering consultants.

8. 1 Requirements

Functional requirements include the physical ingredients neces-

sary to conduct bus maintenance operations.

Requirement lists are useful for the appraisal of each of the

major functions involved. The lists provide means to appraise the
following

a. buses in use and to be acquired,

b. shop and support areas (including equipment),
c. OSHA standards, and
d. environmental impact factors.

The first step in the formulation of the Planning Estimate is

to record the current and projected bus inventories. The second step
is to evaluate current shop and storage capabilities and to determine
the requirements for the new facility (Exhibit 8-1)

Examples of vehicle checklists for the functional requirements

are shown in Exhibits 8-2 and 8-3; more detailed requirements for
the building are in Section 8.2.

69
 FLEET
INVENTORY
(SECTION 8.1)

VEHICLE
INVENTORY

CHECK FOR
NON-STANDARD SIZE
BUSES IN FUTURE
FLEET

FACILITY
CAPABILITY
EVALUATION AND
REQUIREMENTS
(SECTION 8.2)

'
EXHIBIT 8-1
DEVELOPMENT OF A PLANNING ESTIMATE

70
 EXHIBIT 8-2
VEHICLE INVENTORY PLANNING CHECKLIST

CURRENT ANTICIPATED INVENTORY

CATEGORY INVENTORY FIVE YEARS HENCE
Active buses
Peak service
Base service
Charter
School trippers
TOTAL BUSES
Service vehicles
Automobiles*

Completion of the Vehicle Inventory Planning Checklist

(Exhibit 8-2) provides an opportunity to estimate future changes in
fleet size. A five-year time span is suggested as an interval for
this purpose for two reasons: First, it is a reasonable interval
between the time of initial planning and the time of the new facility's
operation. Second, a five-year interval tends to smooth out varia-
tions in the bus inventory; it assumes that older models have been
replaced, new units added, and that obsolete and/or inactive buses
are no longer in the fleet.

An estimate of area to be occupied by buses and other vehicles

is important because the bulk of the new facility's size will be
determined by service and repair area needs. In places where clima-
tic conditions warrant indoor storage of the fleet, the building
size requirements will be significantly greater. A checklist is
provided in Exhibit 8-3 for the purpose of itemizing bus sizes. The
range and variety of bus sizes is large, and there has been a proli-
feration of small buses on the market in recent years. (The small
bus specification endorsed by APTA calls for an 8-foot wide bus no
longer than 31 feet.) Other nonstandard buses being procured by
the transit industry are so-called Superbuses (double-decked buses,
and articulated buses with 54 to 60-foot long bodies) In addition,
.

many smaller van-sized coaches are being used for "Dial-A-Bus.

Exhibit 8-3 provides space to enter the number of buses of each

size. Vehicle size has been calculated for each type of coach; the
size listed in Exhibit 8-3 represents the floor area needed by an
individual coach with a surrounding one-foot clearance strip to
account for mirrors or other appendages. These areas represent the

*0v7ned and maintained by the property.

71
relative sizes of various types of coaches; they are not to be used as
the basis of stall size or parking space size unless suitable factors
are applied to account for access, Bus access requirements will be
presented in subsequent paragraphs

EXHIBIT 8-3
BUS SIZE CHECKLIST

SIZE NUMBER IN
AREA LENGTH FLEET
sq. ft. ft. CURRENT FIVE YEARS
TYPE OF COACH HENCE
40-ft standard bus* 441 40
35-ft standard bus* 388 35
APTA small bus 330 31
Articulated buS" 588 54
Double-deck bus* 441 40
Transbus type coach* 441 40
Transit vans 192 22

Some properties will be operating fleets of mixed sizes of buses.

Small coaches used for "Dial-A-Bus" and downtown circulation service
require special hoists because of short wheelbases, although most pits
will accommodate this type vehicle. Articulated coaches require hoists
with at least three lift posts, or long pits and stalls. Double-
decked buses require special consideration in terms of garage door
heights, automatic bus washer roof clearance, and the availability of
space above hoist areas. The overall height of a typical double-
decked bus is 14 feet.

Functional requirements for shop and support areas will vary

depending on the basic policies and size of the property. Very small
properties (less than 30 buses) often operate without an overhaul
capability. Maintenance operations are limited to servicing, washing,,
cleaning, periodic inspections, tune ups and light repairs.
, This
capability is comparable to an inspection garage. Small- to-moderate
size properties operate from a single facility and may be described
as having combined inspection and overhaul capabilities. Properties
with several hundred buses generally operate with geographically
separate division garages. Usually one or more divisions will have
a combined capability. Very large properties generally maintain one
facility for overhaul work (the main maintenance facility) in addition
to several division (inspection garage) facilities.

Assumes 102-inch width

72
 ; ;

The initial planning process should also include a review of

pertinent standards prescribed by the Occupational Safety and Health
Administration (OSHA) These standards are discussed in Section 10.0.
.

An assessment of environmental impact factors should be started

at an early stage in the planning process. UMTA grant application
procedures require public hearings on proposed transit facility con-
struction. At the hearings, transit management must present transit
plans to the public and obtain citizen's views on the proposals.

Public acceptance of the site plan may vary considerably depend-

ing on the extent to which potential objections are anticipated.
People residing near the proposed facility may react adversely to the
plans. Examples of typical complaints are traffic congestion, start-
up noise and exhaust smoke, and loud work-shift claxons. These poten-
tial problems can be avoided by providing effective ventilation,
effective use of shop space, innovative architectural features, and
adequate land area and landscaping to buffer or suppress the potential
adverse aspects. If public objections are not anticipated, the results
of the hearings may alter the proposed site plan significantly.
(Anticipation of public reaction to a new facility is a sound policy
even if the transit property plans construction with its own funds.)

A checklist is suggested for consideration before starting work

on the Planning Estimate. The checklist is based on design features
suggested by respondent maintenance managers.

Repair facilities should have :

a. individual bus stalls wherever possible;

b. adequate number of hoists and/or pits;
c. good pit access;
d. adequate working space between buses in stalls;
e. tool storage in pits;
f. overhead dispensing systems for lube, air, and
coolant
g. dispensing system for lube, air, and coolant in
pit;
h. oil drain and disposal system for pits/hoists that
is integral with building;
i. a maintenance area separate from bus storage
area;
j . water curtain in paint booth;
k. adjustable or elevated work stands for air
conditioner condenser unit access;
1. tire shop large enough for two buses (where
property size warrants)
m. adequate machine shop equipment and work space;

73
 n. diagnostic equipment;
0. portable lifts; and
p. an electronic shop (or space for one).

Service facilities should have :

a. an indoor (protected) service island,

b. fueling bay exit into the garage (or storage area),
c. automatic bus washers,
d. water recycling for washers, and
e. automatic bus cleaning.

Parking facilities should feature : ^

a. indoor parking for all coaches in areas of

extreme temperatures,
b. individual or reserved bus spots,
c. no turning or backing by buses in garage,
d. water lines for small wash jobs, and
e. adequate separate space for employees.

General architectural considerations should include ;

a. efficient traffic patterns,

b. low building maintenance,
c. secure revenue collection provisions,
d. central stockroom location,
e. good floor drains,
f. efficient heating and ventilation,
g. separate maintenance and transportation work areas,
h. quiet ventilation system,
1. an exhaust vent system,
j . adequate levels and locations for illumination,
k. air curtains,
1. air conditioning where appropriate,
m. adequate locker facilities for shift changes, and
n. a single level (one floor) facility.

8.2 Planning Estimate Report

Site selection may depend on the area requirements of the new

facility. Therefore, it is advisable to make a preliminary planning
estimate which may be revised. The Planning Estimate Report as
described here will cover all aspects of the maintenance department's
space requirements. The space requirements of the transportation
department and general administration office requirements are not
covered, nor are the spatial requirements for buildings and grounds.

74
 The maintenance department Planning Estimate Report Includes
the following topics:

a. inspection and light repair area,

b. service station area,
c. bus storage and traffic lanes,
d. overhaul and unit rebuild areas, and
e. preliminary cost estimates.

It is recognized that not all maintenance facilities are alike;

they vary in size and function. For example, the requirements for
an inspection garage (servicing, inspection, light repairs, and
storage) are different than those for a main maintenance facility
that is dedicated to major or heavy repair work and unit overhauls
only. The requirements for a combined facility will include provi-
sion for servicing, light repairs, overhauls, and bus storage at one
location. Finally, the requirements of the small property with only
30 buses or so may conspicuously differ from those of the large
properties.

Planning charts (Exhibits 8-4 through 8-7) and checklists

(Exhibit 8-8 through 8-13) follow. Their purpose is to provide guid-
ance for the functional and detailed planning of a new facility. The
planning charts refer to the appropriate sections of this manual for
information needed to plan a new facility. The checklists provide
space to record current and planned capabilities. The next step is
to review shop requirements and the Planning Estimate with an archi-
tect (Section 8.3) .

75
 FACILITY
CAPABILITY EVALUATION
AND REQUIREMENTS

INSPECTION GARAGE SEE

PLANNING EXHIBIT 8-5

MAIN MAINTENANCE SEE

FACILITY PLANNING EXHIBIT 8 -6

SINGLE FACILITY
SEE
PROPERTY
PLANNING EXHIBIT 8-7

EXHIBIT 8-4

GUIDE TO PLANNING CHARTS

76
77
78
79
 NUMBER SIZE NUMBER HOIST (H)
SIZE
ITEM CURRENTLY OF OR PIT (P)
REQUIRED REQUIRED
IN USE EACH REQUIRED

A. Inspection and lube

B. Light repair area
C. Tune-up area.
D. Steam clean bay
E. Brake lane
F. Air conditioner shop
G. Tire/wheel shop
H. Paint shop
I . Body shop
J. Dynanometer room
K. Heavy renair area

EXHIBIT 8-8
BUS STALL CHECKLIST

NUMBER SIZE
ITEM NUMBER AREA
CURRENTLY OF
REQUIRED REQUIRED
IN USE EACH

Farebox collection station

Refueling lanes
Fuel pumps xxxxx
Oil, air, coolant dispensers xxxxx
Internal cleaning stations
External washing stations
Internal washing station
Brake adjustment station

EXHIBIT 8-9
SERVICE AREA CHECKLIST

80
 AREA NOW CHECK IF
AREA
ITEM IN USE NEEDED FOR
REQUIRED
(SQ. FT.) NEW FACILITY

Stock room
Unit storage (open area)
Unit storage (closed area)
Battery room
Cleaning vats
Radiator vats
Restrooms (M&F)

Locker rooms (M&F)

Offices
Machinery room (compressors,
HVAC, boilers, generators)

Storage room: paint and

special lubricants
Automotive repair

EXHIBIT 8-10
SUPPORT AREA CHECKLIST

AREA NOW CHECK IF

AREA
ITEM IN USE NEEDED FOR
REQUIRED
(SQ. FT.) NEW FACILITY

Indoor parking area

Indoor bad order area
Overnight storage in
repair bays (stalls)
Outdoor bad order area
Outdoor staging area
Outdoor parking area

EXHIBIT 8-11
BUS STORAGE AREA CHECKLIST

81
 AREA NOW CHECK IF AREA
ITEM IN USE NEEDED FOR REQUIRED
(SQ. FT.) NEW FACILITY

Engine overhaul
Transmission overhaul
Small unit overhaul
Electric unit overhaul
Radio repair
Injector room
Fare box repair
Sheet metal shop
Carpentry shop
Radiator shop
A/C compressor shop
Upholstery shop
Sign shop
Building maintenance shop

EXHIBIT 8-12
SHOP AREA CHECKLIST

82
 NUMBER SIZE
NUMBER
CURRENTLY OR REMARKS
REQUIRED
IN USE CAPACITY
LIFTING DEVICES
Portable jack posts
Manual hydraulic jacks
Heavy duty j acks
'

Overhead monorail beams

Manual chain hoists
Power chain hoists
Movable chain hoists
Fork lift truck
Jib crane

MACHINE SHOP TOOLS

Drill press
Metal lathe
Heavy duty press
B an d s aw
Shaper
Mill
Small brake
Valve seater
Engine stand
Other unit stands

VJHEEL,TIRE BRAKE WORK

o,

Wheel dolly
Inflation^ cage
Brake lathe
Tire groover
Wheel alignment rig

BODY SHOP EQUIPMENT

Sheet metal shear
Sheet metal brake
Arc welder

TEST EQUIPMENT
Injector tester
Ignition tester
Chassis dynamometer

GENERAL
Air compressor
Vacuum pump
Cleaning tanks
Radiator vats
Overhead lube, air,
and coolant supply

EXHIBIT 8-13
SHOP EQUIPMENT CHECK LIST

83
8. 3 Working with the Architect

A new facility project requires the assistance of an architect, ^

either an individual or a consulting firm. He should join the project
early and remain with it through to completion. The architect brings
building design and engineering expertise to the project and relieves
transit management of burdens and details which they are not equipped
to handle.

Maintenance management should initially set down its requirements

for a new facility, that is, establish capacity requirements and
mainteaance functions to be provided for. With the assistance of
this report, an initial gross cost estimate can be prepared. With
this assessment of the magnitude of the project, the architect can
profitably begin to contribute.

The architect will provide valuable assistance in the prepara-

tion of the bid specifications for general contractor competition.
However, transit should participate with the architect in the deter-
mination of the scope of the specification regarding non-construction
items. It may be advantageous to procure some equipment separately,
outside of the scope of the construction contract. Equipment such as
bus washers, internal vacuum systems, paint booth equipment, and
possibly hoists should be considered for separate procurement and
installation. Heavy equipment provided by the contractor, in some
recent cases, has proven to be inadequate for transit requirements.

General contractors have, in isolated instances, substituted other

equipment after receiving a contract award. This practice can result
in inferior equipment at the same price as originally negotiated. To
preclude such substitutions the contract should specify the qualified
suppliers and sub-contractors and the acceptable models where appro-
priate.

The architect can assist in the coordination of these separate

procurements and their installation, as appropriate with the construc-
tion schedule. By thia process, architect fees are substituted for
general contractor markup. However, long-term satisfaction is the
primary benefit.

84
 : .

The support that can be expected of an architect includes the

following

a. Assist transit in the selection of trade-offs with

respect to costs, capabilities, and construction
methods
b. Translate maintenance objectives and requirements
into detailed construction drawings.
c. Interpret and include OSHA and local building code
requirements into the design.
d. Prepare a plan for site preparation and construction.
e. Develop a refined cost estimate that reflects the
final details of design. '

f. Assist in the preparation of a funding plan.

g. Prepare construction bid specifications.
h. Assist in the technical evaluation of bids.
i. Provide continuing service as a transit consul-
tant and perform quality control functions
on the work of the general contractor.

This list of support functions is impressive. The architect

brings expertise to the project that is generally not available in
the transit organization and relieves transit personnel of time con-
suming functions. However, transit cannot and should not abdicate its
responsibilities. Eventually, the architect will complete his assign-
ment, but transit personnel will continue operations in the new
facility for years to come.

The architect's expertise is associated with construction, build-

ing codes, structural integrity, etc. The maintenance manager is
qualified in the intricacy of maintenance operations. These two areas
of expertise must be melded together to achieve a successful and
rewarding development project. The maintenance manager must set aside
time to communicate his requirements and objectives to the architect
and to review the resulting design solutions.

Regardless of the time spent and detail devoted to planning and

design, the final result will include some surprises that must event-
ually be corrected. A contingency allowance is commonly included in
the project budget for this reason.

85
 I

I
 .

9.0 CONSTRUCTION COSTS

Determination of the cost of a proposed maintenance facility is

a detailed and intricate process requiring special skills, experience,
and source information. Data presented in this section will enable
a maintenance manager to develop a gross estimate for initial plan-
ning purposes. The approach is simple and is based upon floor area
and floor area costs for various types of areas (service, parking,
main shop) .Ranges of floor area costs are provided for each type
of bus maintenance area.

9 .1 Construction Cost Data

Cost data are rarely available in a form suitable for the quick
establishment of simple and reliable detailed cost estimating rela-
tionships (CERs) .In the absence of reliable CERs, it is necessary
to use project cost data from recent bus facility construction pro-
jects. Variations in size, structural system, and configuration of
the various facilities preclude their use on a precise basis. It
is possible to place upper and lower limits on costs and establish a
range of values; a practice followed in this report.

Data were obtained on the construction costs of urban transit

bus maintenance facilities from periodicals, publications, transit
properties, and an APIA listing of transit grants. These data relate
to facilities completed or planned in recent years. Compilations have
been prepared for bus storage facilities, inspection garages, main
maintenance facilities, and servicing facilities.

Exhibit 9-1 is the compilation of bus storage facilities. Each

facility is described in terms of location, garage name, number of
buses stored, type of construction, and bid or construction date if
known. The data include project cost as incurred, floor area, unit
area costs, and costs per bus. Project costs include not only the
structure and internal fixtures but site preparation and outside
paving

Floor area costs result from the division of project cost by

floor area. Floor area costs are therefore not absolutely comparable,
as they reflect differences of site preparation and other factors
unique to each project. Floor area costs are adjusted to March 1975
costs, (actual costs were adjusted to a common time period for
comparative purposes) .Cost per bus reflects the adjusted cost data
in 1975 dollars.

87
 EXHIBIT 9-1

BUS STORAGE FACILITIES

UNIT AREA COST

AREA ($/Sq. Ft.) MAR 75
DESCRIPTION COST IN MILLIONS (Sq. Ft.) AS BUILT MAR 75 COST/BUS

AKRON, OH 0.42 33,000 13 16 5,250

Steel, Insulated
70 Buses
Date kill (Started)

ROCHESTER, NY

Garage B 0.94 44,233 21 22 10,680

88 Buses
Block and Brick
Date 8/72 (Bid)

Garage C 1.01 44,482 23 24 11,490

88 Buses
Block and Brick
Date 8/72 (Bid)

v Awe Ac r'TT^ \Ar\

58 163,000
3 . 22 11,790

Prestressed
302 Buses
Under Construction
Date 2/75 (Bid)

MPLS /ST. PAUL, MN 4.56 160,000 28 15,000

South Garage
300 Buses
Brick and Block
Proposed

MILWAUKEE, WI 0.6 35,608 17 27 11,440

Fiebrantz
84 Buses
Date 11/68

88
 Host storage facilities are in the range of $22/sq. ft. to
$28/sq. ft. for construction of conventional block with brick
facing. However, an Akron facility is an outstanding example of the
economy of a prefabricated metal building (nearly 27 percent less than
block and brick on a floor area cost basis). It is an attractive
facility which is insulated and heated for winter storage use. Akron
plans to construct maintenance shops and administrative quarters in
the more conventional block and brick construction.

Actual and adjusted costs of a limited number of inspection garages

are shown in Exhibit 9-2. The data are dominated by five Pittsburgh
facilities, but each Pittsburgh garage houses a different number of
buses. There is some variance in the normalized (March 1975) unit
area costs, which illustrates the type of variance to be expected.
These variances occur because of different site preparations, contrac-
tors, and prevailing conditions.

All facilities in this sample have inside bus storage as well

as inspection and servicing capabilities. Therefore, unit area costs
for an inspection facility without inside storage may be expected to
be higher than these samples. At least two-thirds of the total floor
area will be allocated to bus storage. Unit area costs for an inspec-
tion garage without inside storage should be from 25 to 30 percent
higher.

Main maintenance (main shop) facilities data are tabulated in

Ejchibit 9-3. The number of buses provided in this table, and used
for the cost per bus value, is the total planned bus population of
the property being served by the main shop. This basis for estimat-
ing costs is different than that used for an inspection garage since
the number of buses is different. In the latter case, only those
buses housed at the garage are used as the base number.

These data can also be used for estimating construction cost

as a function of property size or division size in lieu of floor
space calculations and as a very gross estimate. Main shops appear
to cost about $7,000 for each bus on the property. Inspection garages
with inside storage appear to cost about $21,000 per bus serviced by
the division. Inspection garages with outside storage appear to cost
about $10,000 per bus serviced by the division.

By comparison, air conditioned buses are currently being purchased

for about $65,000 each. Capital outlays for maintenance facilities
can then be expressed in terms of the replacement value of buses

89
 EXHIBIT 9-2

INSPECTION GARAGES

UNIT AREA COST

AREA ($/Sq. Ft.) MAR 75
DESCRIPTION' COST IN MILLIONS (Sq. Ft.) AS BUILT MAR 75 COST/BUS

PITTSBURGH, PA

Ross 1.58 115,190 14 23 13,050

203 Buses
Brick
Date (3/68 (Completed)

Harman 1.67 81,680 20 29 22,780

104 Buses
Brick and Block
Date 12/70 (Completed)

West Mifflin 2.47 138,000 18 27 19,510

191 Buses
Concrete with Brick
Date 11/69 (Completed)

Collier 2.31 115,170 20 31 20,560

172 Buses
Concrete with Brick
Date 7/69 (Completed)

East Liberty 4.0 170.320 24 29 19.760

250 Buses
Precast Concrete, Brick
and Block
Date 7/72 (Completed)

ROCHESTER, NY 1.26 47,712 26.5 27 14,300

Garage
88 Buses
Brick and Block
(Under Construction)
Date 8/7A

MPLS/ST. PAUL, MN 8.33 253,000 33 27,800

South Garage
300 Buses
Brick and Block
(Proposed)

90
 EXHIBIT 9-3

MAIN MAINTENANCE FACILITIES

UNIT AREA COST

AREA ($/Sq. Ft.) MAR 75
DESCRIPTION COST IN MILLIONS (Sq. Ft.) AS BUILT MAR 75 COST/BUS

DALLAS, TX 3.0 83,000 36 48 8,500

East Dallas
469 Buses
Brick and Block
Date 3/72 (Began Const.)

ROCHESTER, NY 1.86 43,800 42 44 7,000

Main Shop
276 Buses
Brick and Block
(Under Construction)
Date 8/74 (Bid)

PITTSBURGH, PA* 4.7 135,000 35 39 5,700

Manchester
927 Buses
Precast Concrete, Brick
Date 9/73 (Completed)

KANSAS CITY, MO 1.6 50,600 32 32 5,400

Main Shop
302 Buses
Prestressed 1

Under Construction
Date 2/75 (Bid)

Estimated

91
as shown below:

Facility Cost per bus Percent of Bus Cost

Main Shop $ 7,000* 11

Inspection Garage 21,000 32
(inside storage)
Inspection Garage 10,000 15
(outside storage)
All new facilities 28,000 43
(inside storage)
All new facilities 17,000 26
(outside storage)

This table can be used to compute very gross estimates. For

example, a main shop for a property of 500 buses can be expected to
cost about $3,500,000 ($7,000 x 500). An inspection garage with in-
side storage for 250 buses may cost about $5,250,000 ($21,000 x 250).

In general, it appears worthwhile to invest in the building of

a facility that provides more than the minimum level of service. The
current (1975) cost of an air conditioned 40-foot coach is about
$65,000, and labor rates in the maintenance categories are also high
and likely to remain high. Therefore, facility investments that
contribute to lower bus operating and maintenance costs appear justi-
fiable. Examples of facility investments of this nature are:

a. Sufficient aisle width so that bus maneuvering is

facilitated

b. Long span roof beams to minimize the number of roof

supporting columns in areas where buses must be driven.

c. Indoor parking to provide bus security, reduce neigh-

borhood environmental impacts, and reduce bus air conditioner
pull-down loads for afternoon trippers that are other-
wise stored in the sun.

d. Diagnostic equipment, including chassis dynamometers.

A single facility property with outside storage should use

floor area costs comparable to the main facilities.

Usually new maintenance facilities are constructed as a joint

project with transportation or administration department facilities.
In two cases, a main shop and the transit administration facilities
were combined into a single project (Exhibit 9-4).

it
Does not involve service facilities.

92
 EXHIBIT 9-4

MAIN SHOP AND ADMINISTRATION FACILITY

UNIT AREA COST

AREA ($/Sq. Ft.) MAR 75
DESCRIPTION COST IN MILLIONS (Sq. Ft.) AS BUILT MAR 75 COST/BUS

PITTSBURGH, PA 8 87 203,370 44 51 11,200

Manchester
927 Buses
Precast Concrete, Brick
and Block
Date 9/73

DETROIT, MI 14 5 225,000 64 100 15,000

Warren Avenue
1500 Buses (Built for)
Brick and Block
Date 12/72 (Occupied)

93
 Servicing facilities may be considered separate from inspection
garages. Exhibit 9-5 is a tabulation of service facilities. There
are many variables in these costs per service lane. Usually the costs
of underground fuel and oil storage tanks are included. Other variables
relate to heavy equipment selection such as internal vacuum cleaners and
external washers.

9.2 Construction Cost Variables

Due to several factors, a single rule will not apply to estimat-

ing construction costs. These factors, discussed in this section,
are building function, type of construction, locality, and infla-
tion.

Building Function . Unit area costs vary with the function of

the building, some structures are simple shells whereas others may
contain equipment, inner rooms, and special equipment provisions.

Inside bus storage facilities are basically shells or warehouses

with minimal needs for plumbing, electrical, storage rooms, and equip-
ment. Floor area costs tend to be smaller for inside bus storage
facilities than other maintenance structures.

Inspection garages (division garages) are somewhat higher in

floor area costs than storage facilities. Bus bays, lubrication
systems, storage rooms, offices, restrooms, shops, hoists, pits, and
locker rooms add to the complexity and to the average costs.

Main shops (main maintenance facilities) have higher unit area

costs than other regular maintenance structures (except for service
areas) . This is due to the added complexities of special shop pro-
visions necessary for unit rebuild, body repair, and painting capabili-
ties. Administrative office and transportation department space is
often as expensive or more expensive (unit area cost) than main shop
space

Servicing facilities have the highest floor area costs (dollars/

sq. ft.) of any type of maintenance facility. This is primarily
because in a relatively small area a great deal of special equipment
must be provided. Equipment costs in servicing facilities include
fuel pumps; fuel meters; oil dispensers; fare removal equipment and
provisions; underground fuel, oil, and coolant storage tanks; bus
washers; and large internal vacuum cleaning systems. These high equip-
ment costs inflate the floor area costs.

94
 EXHIBIT 9-5

SERVICING FACILITIES

UNIT AREA COST

AREA ($/Sq. Ft.) MAR 75
DESCRIPTION COST IN MILLIONS (Sq. Ft.) AS BUILT MAR 75 COST/LANE

BALTIMORE, MD 1.75 22,000 80 440,000

Bush Facility
300 Buses
A Lanes
Brick and Block
1 Under Construction

ROCHESTER, NY 0.79 11,300 70 73 274,000

Main Shop
276 Buses
3 Lanes (1 Washer)
Brick and Block
Date 8/74 (Bid)

MPLS /ST. PAUL, MN 0.92 16,700 52 459,000

South
300 Buses
2 Lanes
Brick and Block
Date Proposed 3/75

95
 Floor area cost ranges for the various parts of a total facility
are displayed in Exhibit 9-6. All cost data are for recently construc-
ted facilities and have been converted to a 1975 base for uniformity.
These ranges are representative of the functions and costs, even though
it has not been possible to distinctly identify all related aspects
of the available data.

A selection of a planning value within a particular range will

be influenced by factors described later. The inspection garage range,
as presented, overlaps with inside storage. Each example of inspec-
tion garage data includes inside bus storage. An inspection garage
construction project which does not include inside storage can be
expected to have a higher unit area cost than is shown in the range
of Exhibit 9-6. When planning an inspection garage without provision
for inside bus storage, a unit area cost near or at the low end of the
main shop scale should be used to eliminate the bias contained in
these data.

Service center costs should be considered in terms of cost per

service lane as well as floor area costs. Costs of enclosed service
lanes range between $260,000 per lane to $460,000 per lane, where
included equipment costs may range between $75,000 and $130,000 per
lane. Equipment costs will vary due to desired capabilities such as
bus washers and internal vacuum systems. Equipment costs can range
widely depending on capability and vendor. For example, a bus
washer (4 brush) may be procured for as low as $25,000 or as much
as $55,000 depending upon features and vendor.

Llany properties have only a single facility containing all

maintenance functions. In this case, it would be prudent to use unit
area costs for segments of the planned structure. Repair facility
area costs should be estimated from the low end of the main shop range;
service lane costs can be estimated by cost per lane and checked
against unit area costs; and inside bus storage estimated as needed.

Type of Construction. Type of construction also will influence

the project cost. Examples of this are shown in Exhibit 9-7. Wall
materials are considered in terms of wall area rather than floor area.
Wall area costs are the least for metal buildings and the highest
for prestressed concrete sections. Wall area costs are sensitive to
both materials and labor costs. Metal buildings are essentially
prefabricated and erected rapidly on site. Block and brick buildings
require a high level of masonry labor. Cast-in-place concrete may
be more expensive than other methods of concrete construction because
of the cost of building and removing casting forms. However, cast-at-
the-site tilt-up concrete panels are less expensive because casting
forms are simple, and the process has elements of mass production
repetitiveness which keep costs down.

96
COST

- 80

SERVICE:
- 70 FUELING/VACUUM/WASH

- 60

- 50

MAIN SHOP

40

INSPECTION
- 30 GARAGE:
.STORAGE
.INSPECTION
.SERVICING
.LIGHT REPAIR

- 20

INSIDE BUS STORAGE

EXHIBIT 9-6
10 FUNCTIONAL COST RANGES

97
 EXTERIOR WALL TYPES

PRESTRESSED PRECAST CONC

INCLUDING ERECTION COST

CAST CONCRETE PANELS

(WITHIN 50 MILE OF PLANT)

BRICK

CONCRETE BLOCK

TILT UP CONCRETE PANEL

STEEL SIDING

EXHIBIT 9-7
MATERIALS COMPARISONS

98
 Exterior appearance may add to wall costs. Concrete block may
be used as the basic wall, for example, but the addition of brick
facing will increase that cost.

Building structure is another cost item. For maintenance facili-

ties, the roof and ceiling supports may make a significant cost
influence. Short roof spans, although apparently economical, may
require supporting columns at inconvenient locations. Costs of longer
roof spans and fewer supporting columns may be offset by improved bus
maneuverability and a reduction of collisions with posts.

When developing the initial estimate, it is suggested that wall

materials and structures be considered indirectly. For example, select
a unit area cost factor for floor area from the low, middle, or high
end of range, depending on objectives for overall exterior appearances.
The project architect may assist in other trade-offs during detailed
design.

Locality .Local conditions in the geographic area may influence

the selection of construction type and will influence the end cost
of the construction. All building materials are not uniformly avail-
able at economic prices in all areas. Sand aggregate concrete block
may vary from 28c per block in Atlanta to 51c per block in Seattle.
A metal building pref abricator may be convenient or some distance
away. Labor rates for building trade skills vary. In general, con-
struction costs are high in major metropolitan areas and high in
coastal and northern regions.

Other local factors include climate and building codes. Climate

may influence the selection of structure and materials. Building
code requirements must be considered for the detailed estimate. Fire
codes, for example, may dictate separate structures for bus storage
and servicing facilities.

InflationInflation may be the most important factor to include

.

in the initial planning estimate. The true cost of a construction

project will not be known until general contractor bids are reviewed.
That data may be three or more years after an initial estimate is
developed. The builder may experience cost increases that may be
passed to the property for contracts having escallator clauses. The
project may then exceed the planned budget, and a compensating cut-
back in capability could result.

99
 A reasonable initial estimate can be developed for 1975 from
floor space estimates and unit costs shown in this report. The
inflationary factor can be introduced into the estimate as the final
step

Exhibit 9-8 illustrates the actual growth of the U.S. Department

of Commerce composite cost index from 1967 through 1974. This growth
increased from an annual rate of 6.4 percent to 13.6 percent over that
period. Curves are plotted to assist in determining the effect of
inflation in future time periods. Three different annual rates are
plotted in terms of both the cost index and a cost multiplier.

The use of Exhibit 9-8 can best be made through a simplified

numerical example. Assume that an initial estimate for a new facility
is $2.2 million (1975 dollars). Additional planning must be done,
an architect must produce a detailed design, and funding sources must
be identified. Perhaps the earliest predictable date for general
contractor bidding is mid-1978. The transit financial officer may
suggest using an annualized cost index growth rate of 9 percent.
From Exhibit 9-8, the cost multiplier of about 1.35 is determined
for the 9 percent rate in mid-1978. The planning estimate becomes
$2.97 million ($2.2 million x 1.35).

It is best to maintain the initial planning estimate in 1975

dollars separately from the effects of inflation. The initial
estimate will require revision as the project progresses and if the
anticipated bid date is changed.

100
YEAR
EXHIBIT 9-8
INFLATION PLANNING

101
9 . 3 Equipment Costs

The cost of equipping a new facility can be a substantial share

of the facility cost, and the proportion depends on the type of
facility being considered. Equipment may be considered in one of
two categories: built-in or movable (not necessarily portable). If
equipment must be built into tlie facility, the cost of the equipment
is generally included witli the building cost.

Service facilities generally have the highest cost per square

foot because of tlie cost to procure and install much equipment that
must be built into the facility at the time of construction. Examples
of this equipment are: fuel pumps, fuel meters, fuel and oil storage
tanks, bus washers, large vacuum cleaning systems, and heating and
ventilation systems (if the climate requires them). Procuring and
installing these items is usually the responsibility of the general
contractor .

Main maintenance and inspection facilities liave, respectively,

lower costs per square foot because the requirements for built-in
equipment are lower. Botli main shops and inspection garages require
lioists and/or pits, lieating and ventilating equipment, and dispensing
systems for lubricants, coolant, and compressed air. All of the fore-
going must be built into the facility at the time of construction
and are usually tlie responsibility of the general contractor.

Movable equipment is used in nuiin maintenance and inspection

f<icilities. Equipment in this category includes lathes, drill presses,
presses, jack stands, and slieet metal tools. In many cases, equip-
ment of tills nature may be salvaged from old facilities.

There are a multitude of vendors for most every equipment item

used in bus maintenance facilities, as well as a multitude of potential
ecpiipment items. A wide variety of prices may be expected for most
items depending upon vendors and comjjet it ion

Exhibit 9-9 gives an example of some major items as of August

1975. Wherever possible, price ranges are given. (In some cases
only a single price example was found.) Specific equipment require-
ments may produce prices somewhat removed from these examples.

102
 EXHIBIT 9-9
EQUIPMENT COSTS

LOW SINGLE HIGH

SERVICE LANE EQUIPMENT

Bus Washer (2-brush) $18,000 $30,000

Bus Washer (4-brush) . 25,000 55,000
Roof Brush $ 6,500
Interior Vacuum System 15,000 30,000
Wheel Washer (4-brush) 13,000 17,000
Air Dryer/Water Stripper 18,000
Fuel Tanks (12,000 gal.) 3,000 5,000

SHOP EQUIPMENT

Air Compressor . 13,000

Lift (twin post) 3,000 9,000
Lift (Paint Platform) 25,060 59,000
Portable Lifts 16,000
(4 with controls)
Jib Crane 600 1,000
Press (50-Ton) 2,000
Brake Drum Lathe 2,000 6,000
Paint Booth (Drive- through) 6,000 14,000

SOURCE: Vendor budgetary estimates, August 1975.

103
9 . 4 Summary

An initial estimate may be prepared for budget and management

review from data presented in this section. Floor space is multiplied
by a unit area cost related to the building function. Allowances for
the time lapse between planning and bid can be made by the inclusion
of the cost multiplier to integrate inflationary effects.

A refined estimate will be prepared with the assistance of an

architect during and at the conclusion of the detailed design. The
refined estimate will include effects of construction type, variances
in local construction costs, local building codes, and, of course,
equipment. The final cost will be determined at the opening of con-
struction bids, unless the contract includes escalator clauses.

104
10.0 ADDITIONAL CONSIDERATIONS

Most of the subjects in this section apply to main maintenance,

inspection garages, and single facilities. These and other subjects
of general interest did not meld into previous discussions naturally
and are thus grouped together here to avoid redundancy. Of particular
importance is the discussion of occupational safety and health.

10.1 Shop Environment

Heating . A popular shop heating arrangement has the heat source

located at a sufficient elevation to provide bus clearance. Several
types of local space heaters can be found; they include gas fired
radiant, electrical radiant, and individual gas furnaces with blade
fan air circulators. Gas fired radiant heaters appear to be effective
but may not be acceptable under certain local codes, since they are
not vented. Local heaters have the advantage of simple installation,
particularly where storage, maintenance, or service areas are detached
from other buildings.

Central heating systems are also used. Some forced air systems
are combined with the shop ventilation system to heat make-up air.
Central boilers are used with local and regional heat exchangers of
either the forced air or convection type. Central heating plants
have the advantage of providing, heating capabilities for maintenance,
transportation, and administrative space in an integrated facility.

Air Conditioning . Air conditioning of offices and restrooms is

quite common in warm climates. Air conditioning of maintenance shops
is found only infrequently. One reason for this is the added burden
of cooling large areas with a relatively low human occupancy rate.
Another factor is the air circulation requirements necessary in shops
and the resultant air conditioning load for make-up air. One shop
was found which was air conditioned. In this shop, an evaporative
cooler was integral with a high-volume fresh-air ventilation system.
Evaporative coolers work well in arid climates and are inexpensive to
operate; however, they are not effective in humid climates.

Insulation .Specific provisions for insulation of maintenance

and storage facilities, other than in all metal buildings, are not
commonly made. During these energy-conscious days, consideration of
insulation during facility planning is prudent and may reduce future
operating costs.

A measure of a building's insulating properties is a "U" factor,

which can be associated with different construction methods. The
National Forest Products Association suggests that a residence should
have a U factor of 0.07 for all weather comfort. By comparison, 12-inc

105
cinder block walls (a common garage wall material) has a U factor
rating of 0.35, or is five times less effective than the all-weather
standard. Filling the cinder block cores with insulating material
reduces the U factor to 0.20, or about three times less effective
than the all-weather standard.

The project architect should be required to investigate methods

of insulation for new maintenance facilities. Slight additional
investment costs can be returned in only a few years of reduced heat-
ing bills. Insulated buildings will also improve summertime comfort,
even without ref rigerative air conditioning.

Air Movement. An adequate ventilation system is needed for

comfort and to reduce concentrations of fumes, toxic chemicals, and
nuisance dust. Proper ventilation includes an exchange of air from
the outside, and internal air motion within the shop. Generally, stale
air near ceilings is mechanically exhausted to the outside. The
climate conditioning of make-up air must be considered along with the
induced circulation patterns.

Air should be exhausted to the outside from particular areas

where there may be concentrations of toxic materials. Examples of
candidate areas are chemical cleaning vats, paint booths, and engine
run areas.

A wise practice is to provide exhaust air sleeves which fit over

bus engine exhaust pipes during periods of engine operation. Exhaust
air sleeves may be installed in compartments in the shop floor or may
be dropped from an overhead system. Overhead systems have the advan-
tage of being easily connected to exhaust pipes near the roof line
of EIP equipped vehicles, as well as to street level exhaust systems.

Floor Drains. All shops should have an adequate floor drain

system for direct removal of water and liquids from the shop. A good
floor drain system eases floor cleaning and slick floor problems.
Buses may bring in large quantities of dripping water from washers
or rainstorms. Snow and ice can become packed on the underside of
a bus and can cause minor flooding as it melts in the heated garage.
This seemingly trivial subject was mentioned as being a deficiency
of present facilities (even new ones) by several maintenance managers.
Local codes may require oil and grease traps in the garage drainage
system.

106
 Emergency Power Certain operations must continue even during
.

periods of power failures. Dispatching and servicing are two such

operations. Urban transit is expected to continue operation und^r
all conditions. For these reasons, many properties instdll an emergency
power generation capability.

Emergency plants may be either gasoline, gas, or diesel powered.

Natural gas and diesel are preferred for reliability reasons and even
they should be operated periodically to retain reliable starting.

At a minimun, the emergency power should have the capacity to

power bus servicing, storage illumination, and dispatching for the
transportation department. Some properties go further and provide
a capability to retain full power to the facility in the event of
commercial power failure.

Automatic controls are available which will start a motor genera-

tor and switch the supply lines when commercial power does fail.

Personnel Facilities .Personnel facilities planning should not

be overlooked in new design projects. These include lockers, rest-
rooms, and lunchrooms. Lunchrooms are often provided, since short
lunch periods and garage location often prevent the employees from
eating at commercial establishments. ,A separate lunchroom should
provide a pleasant atmosphere, vending machines for drinks and candy,
and a clean and sanitary environment.

Employment of women in maintenance departments is becoming common.

Women trainees are working at some larger properties in main shops
and inspection garages. This practice can be expected to become more
prevalent in the future and possibly extend to servicing operations.
It is much simpler and less expensive to include separate locker and
restroom facilities in the initial design of a new building rather
than to install them later.

Locker facilities for clothes changing and storage of lunch boxes

should be adequate. It is the space around the lockers used for
changing of clothes' that is critical: it should be spacious enough
to accommodate all workers of a shift at the same time.

10 . 2 Outside Support

Maintenance facilities do not necessarily have to be designed to

provide capabilities for all aspects of bus repair. Contract shops
or vendors may be used for some types of repair work. Requirements
for special equipment and skills may thereby be reduced. In many cases,
vendor support may be obtained at a cheaper cost than in-house repairs

107
 The survey suggests that contract shops are used very little in
bus maintenance work. However, smaller properties appear more depen-
dent on vendor support than do large properties. The major manpower
expenditure of both large and small properties is devoted to the preven-
tive maintenance program, fault correction, servicing, and cleaning.
Component rebuild work is the prime candidate area for vendor support,
as the component may be removed from the bus and sent out for repair.
Special skills or equipment may be required for component rebuild.

Examples of component rebuild work available from vendors include:

cylinder reboring, armature rewinding, radio repair, crankshaft turning,
engine rebuilding, bumper replating, radiator repair, fuel injector
rebuild, battery rebuilding, and X-ray fault location.

Small properties use vendors to avoid the capital expense of

providing space and equipment. Even if the equipment were available,
a small property would be required to retain highly skilled technicians
for occasional tasks. Larger properties have sufficiently large
volumes of rebuilds to justify the retention of the capability.

Maintenance contracts are often obtained for "new technology"

equipment such as two-way radios. After a period of time, the property
may obtain the necessary skills and provide in-house maintenance even
on these items

Medium and large properties often are inclined tovzard in-house

repairs wherever possible. This is due to desires for effective man-
agement control, perhaps influenced by past experience with unrespon-
sive vendors.

There are very few examples available where in-house component

rebuild programs have been replaced by vendor services. Work agree-
ments often discourage pursuit of vendor services, even when cost
effectiveness can be demonstrated. The trend toward vendor services
may increase in the future. Experienced mechanics reach retirement
and are difficult to replace. In some cases it may not be possible
to obtain and retain a staff level sufficient to support both the
preventive maintenance and component rebuild programs.

As maintenance costs continue to escalate, there may be more

interest in obtaining component rebuild support through vendors.
Canadian operators are studying maintenance budget reductions through
vendor use or by the establishment of cooperative facilities.

108
 One property visited during the study has found a vendor with an
injector trade-in program. Used injectors are traded for new or re-
built ones at less cost than repair by an in-house program. As a
result, the injector repair room is unused even though the facility
is new.

About 85 percent of the surveyed properties lease their tires.

If the volume of work is sufficiently' high, tire company employees
work at the transit property to fulfill the tire maintenance leasing
agreement. This illustrates the necessity to provide facilities for
a maintenance function irrespective of whether the work is to be
done by transit employees or outside vendors. It is possible that
this principle might be extended to other components, that is,
provide the facilities to be used by outside vendors and thereby
eliminate the need to transport materials.

10. 3 Shop Facilities

10.3.1 Pits and Hoists

One decision that must be reached in planning for new facilities

is the selection of types and numbers of pits, hoists, or combina-
tions. Pits or hoists provide bus underside access needed for inspec-
tions, inspection repairs, and many heavy maintenance functions. The
number of bus stalls (many with pits or hoists) needed for particular
fleet sizes is discussed in Sections 3.0, 6.0, and 7.0. The following
discussion describes the merits and limitations of pits and hoists,
to assist in selecting one over the other.

Pit Designs Trolley cars were heavy and cumbersome to lift

.

for inspections. Underside access was provided by excavation of an

area between the rails, which allowed the repairman to work under a
car in a standing position. As buses replaced trolleys, these same
facilities were used for buses. Some pit facilities have been
constructed specifically for bus maintenance and many variations can
be found in design, layout, and capabilities.

Several pit designs are shown in Exhibit 10-1. These are

illustrative of capabilities that can be provided but are not inclu-
sive. Illustrations (a), (b) and (c) of Exhibit 10-1 show variations
,

of vertical profiles that may be found. Pits are generally about

54 inches in depth. A simple pit. Exhibit lO-l(a), is of a uniform
width throughout its depth and is useful for certain functions such
as brake adjustments. A wide pit. Exhibit lO-l(b) ,has expanded
working area below the garage floor to provide additional clearance
for lights, tools, etc. Another variation, a raised garage floor,
can be constructed above the pit floor level to provide a wider
working area and passageways between adjacent pits.

109
 (a) Cb) (c)
SIMPLE WIDE RAISED FLOOR
VERTICAL PROFILE VERTICAL PROFILE VERTICAL PROFILE

GUIDE RAIL

SUPPORT
COLUMNS

LIGHTS

(d) (e) (f)

DOUBLE SINGLE MULTIPLE
TOP VIEW

I'

LUBE
SYSTEM

REMOVABLE L

GRILL

PASSAGE PIT

EXHIBIT 10-1
PIT DESIGNS

110
 .

Illustrations (d), (e) ,and (f) of Exhibit 10-1 show top view
variations of pit designs. The double length pit, Exhibit 10-1 (d),
has stairwells at both ends and will accommodate two buses at one time.
A removable or permanent cover may be used between the buses to provide
a garage level walking surface. The single pit, Exhibit lO-l(e),
illustrates the wide pit and other useful features. In one area the
pit is unusually wide to provide for air, water, coolant, and pressure
lubrication reels. The garage floor may have grills which are remov-
able after the bus is in position to provide access to pancake engines
or the heater boxes. The ultimate in flexibility is a wide pit having
a series of removable grills for the entire length of the pit. Adjacent
pits may be constructed with connecting passage pits so that a mechanic
may move from one pit to another without the use of stairways, as
shown in Exhibit lO-l(f). The passage pit area may also provide space
for convenient storage of tools and workbenches.

All pits should have good illumination and ventilation systems.

Stairways are needed for access. Pits should be designed with the
safety features required under the Occupational Safety and Health
Standards

Lift (Hoist) Types Hydraulic technology has provided another

.

method of underside bus access. Posts rise cut of the garage floor
under hydraulic pressure to engage wheels or axles and lift or hoist
a bus to an appropriate height. Most lifts use two posts, one to
raise the front axle and one to raise the rear axle.

Exhibit 10-2 shows a typical two-post hoist. One post is

permanently positioned for the rear axle. Tire detents are often
built into the floor to correctly align the rear axle over the rear
post. The front post is positioned in a floor cavity in a manner
that allows adjustment to bus wheelbase for either 35 or 40 foot
bus models. These posts will raise to maximum heights of 60 or
70 inches above the floor level. A bus may be positioned to any
desired working height, which can be beneficial for tire, brake, or
engine work. Hoists may be obtained with maximum vertical travel of
24 inches or so for tire and brake work only.

Another type of hoist features wheel ramps and raises the bus by
lifting the wheel rather than the undercarriage. Exhibit 10-3 is
a two-view illustration of such a hoist. The rear wheels of the
bus are positioned in the rear wheel detent, which prevents any
tendency to roll forward. VTheel ramps on the front post are suffi-
ciently long to accommodate different wheelbase lengths, eliminating
the need to reposition the posts.

Ill
 EXHIBIT 10-2
TWO POST HOIST

112
 EXHIBIT 10-3
TWO POST WHEEL RAMP HOIST

113
 An innovative but expensive lift uses both wheel ramps and a
platform, as shown in Exhibit 10-4. The wheel ramps are full length
for a bus and will handle various wheelbases. Each wheel ramp is
raised with a short travel screw jack. The center area is a
hydraulically operated platform which lowers into a pit to provide
the necessary working height under a. bus.

SIDE VIEW FRONT VIEW

PLATFORM

EXHIBIT 10-4
WHEEL RAMP LIFT AND PLATFORM

114
 Comparisons . Maintenance managers often have positive preferences
for either pits or hoists. These strong preferences usually stem
from either favorable or unfavorable past work experiences. A con-
sensus is not possible. Therefore, this discussion presents the
merits and limitations of both alternatives as gathered during the
study and survey.

Hoists expose most of the bus undercarriage so that special

provisions for heater boxes and pancake engines are unnecessary.
A hoist may be elevated to the most convenient height for the work
being performed. A partial elevation provides for easy wheel or
brake work and may eliminate awkward positions for engine work.
A continuous floor level without pits facilitiates cleaning and the
movement of heavy components. Access to work benches, tools, and
replacement parts may be obtained without climbing in and out of pits.
Supervision is improved. Workers are exposed to visual surveillance,
and it is convenient for supervisors to offer helpful tips and
maintain quality control.

Hoists do have some limitations. A hoist extended to full height

puts the interior and side panels out of reach. Positioning a bus
over the hoist, raising the bus, and lowering the bus extends job
time on short duration jobs. The lift mechanism requires some mainte-
nance. Electrolytic action of some soils may cause hydraulic leaks
unless protected during installation. Some supplementary illumina-
tion may be required (such as drop lamps)
. Ceiling clearance is often
a limitation in hoisting double-deck buses.

Merits of pits are readily apparent and easily stated. A bus

can be positioned over a pit quite rapidly, improving the efficiency
of operation for short repair tasks. There are no moving parts to
keep in repair. Normal pit lighting fixtures provide good under-
side illumination. Side panels and bus interiors are accessable
along with the undercarriage so that several repairs may be made
while the bus is in the garage and in one location.

Pits are more difficult to clean and keep orderly than hoists.
Lube systems, oil drains, and tool storage are more difficult to
provide. Repeated step climbing is time-consuming and tiring for
personnel. Removable grills may be needed to allow for the mainte-
nance of components that overhang the garage floor. Wheel and brake

115
work require some sort of jack to raise the bus. The most serious
limitation of pits may involve safety considerations imposed by the
Federal Occupational and Safety Standards. Briefly, when pits are
not in use they must be covered or protected by guard railings. Pit
preparation may then require as much or more time than bus position-
ing on hoists.

Some sources feel that hoists have a cost advantage over pits.
With the new Occupational Safety and Health Administration (OSHA)
standards, hoists may actually be cost competitive with pits at the
time of installation. Working conditions and supervisory aspects of
a shop equipped with hoists may offer long-term efficiencies that can
favorably affect the operational budget. Many of these aspects are
difficult to quantify, but a qualified architectural firm can assist
in this evaluation during the detailed planning for new maintenance
facilities

Inherent in the survey responses and discussions with mainte-

nance managers are suggestions that the best decision could be a
mixture of pits and hoists for a new facility. For articulated coaches,
a long pit has advantages in view of the difficulty of positioning
the bus correctly over a three-post hoist. Pits are also useful
when working on double-deck buses in areas with ceiling restrictions.
Pits can be effective for short repetitive jobs such as brake adjust-
ments, particularly for those properties who schedule brake adjust--
ments at specific times once or twice weekly. Elsewhere, a hoist may
be the best selection for the majority of inspection and repair
functions

10.3.2 Materials Storage

Parts and supplies must be conveniently available for an effec-

tive maintenance operation, and provisions for their storage should
be carefully integrated into a facility design. Questionnaire data
on current stockroom sizes are provided in Section 6. Materials
storage requirements encompass much more than the stockroom, and
these broader aspects are presented here. Three types of materials
storage areas are discussed: the stockroom, the shop area storage,
and the hazardous materials storage.

The stockroom is where controlled inventory items are kept. It

is generally a restricted area staffed by stores personnel. Control
of stockroom materials is exercised so that the issues may be
correctly charged to appropriate accounts. Resupply may be done in
an orderly manner, and pilferage is discouraged. A central location
for the stockroom minimizes the time it takes repairmen to obtain
replacement parts. The amount of stock maintained is dependent on
the number of buses and possibly the number of different bus models
owned.
116
 .

Reported stockroom sizes did not correlate with the number of

bus models at the various properties. In fact, correlations of stock-
room sizes with property sizes were only remote. There are many
reasons for this.

llaintenance facilities, for the most part, were designed many

years ago for situations and budgets prevailing at the time. The
current fleet size and mix is handled, one way or another, in existing
facilities. Existing floor space is used more effectively in some
stockrooms than others. Six-foot high shelving allows more storage
per square foot than benches and may be necessary in limited quarters,
even though stock functions may be better served with bench or counter-
top storage.

Intuitively, stockroom requirements should be greater for a

mixed fleet than for a uniform fleet. However, it may not be as great
a variance as one might think. Small parts and components are the
normal bill of fare of the stockroom, and many diesel bus models have
numerous common components. Bulky items (usually body parts) are not
as common between models and are often stored outside of the stock-
room. As transit begins to use small Dial-A-Ride buses, European
articulated coaches, and double-deck coaches, the need for enlarged
stockroom facilities may become pressing. Unfortunately, the survey
data do not provide a basis for offering mixed fleet guidelines.

Stockroom size data as reported do not relate well to the total

requirement for materials storage. This was evident as MITRE visited
a number of properties. Materials are stored all around shop areas
by necessity and on a space-available basis. Bulky items used for
body repair may be found in body shop areas. Components awaiting
rebuild, or those recently rebuilt, are stored on shop floors, under
benches, or in shop cabinets. Tires are stored in or around the tire
shop. Spare engines may be tucked into a corner or an unused bus
bay. Brake drums may be stacked on the floor in the brake shop.
Glass may be stored in cartons in or around the glass shop. Bulk
vinyl may be held in a roller rack in the upholstery shop.

Shop area storage of bulky items is effective. Materials are

where they are needed and the small parts stockroom retains organi-
zation for efficiency. Nonetheless, facility design should include
adequate, organized, planned space for shop storage. Without plan-
ning and proper allowances, components and bulky items will be stored
in rather surprising places. Random storage may clutter passageways
(frowned upon in OSHA standards) and may inhibit efficient repair
operations

Small, frequently used items such as screws and bolts are often
considered as free stores items. Free stores may be located in small

117
bin racks at several convenient places throughout the shop to improve
operations

Hazardous materials, including paints, solvents, and chemicals,

should be stored separately. Local fire codes often require special
storage conditions for hazardous and toxic materials. Local building
codes should be investigated and their requirements should be incor-
porated into facility design.

Adequate, well-planned storage should be provided in new facili-

ties. Ilaterials should be controllable, convenient to those who use
them, and out of the way of normal movement and traffic patterns. A
central stockroom with multiple windows can be used effectively to
reduce time required for repairmen to obtain needed materials.

10.3.3 Painting Facilities

There are several options available to provide painting capabil-

ities. Open air spray painting can produce undesirable results be-
cause dust may settle on fresh paint; paint spray may be deposited on
nearby equipment; and paint spray may contaminate the air. An
enclosed facility which can provide a controlled environment is
frequently used for exterior bus painting. Three examples are the
paint booth, the paint booth with variable floor, and the traveling
paint booth.

Paint Booth . A controlled atmosphere is provided for painting

buses. Air entering the paint booth is filtered to eliminate dust
particles, and paint-laden air is filtered (via a waterfall) for paint
removal in the power exhaust process. The paint booth may also have
a catwalk on both sides of the bus to provide a stable platform when
painting the roof and top side (Exhibit 10-5). Painting is done with
a manual spray gun.

PAINT BOOTH DOOR FILTER

WATERFALL

END VIEW TOP VIEW

EXHIBIT 10-5
PAINT BOOTH

118
 Paint Booth with Variable Floor Access to the roof and the top
.

side of a bus is obtained by a recessing elevator floor which allows

lowering the entire bus for an effective work area. Hydraulic hoist
mechanisms are used for elevator floor movement, as shown in Exhibit
10-6.

TOP VIEW

FILTER DOOR

WATERFALL ELEVATOR FLOOR

EXHAUST

SIDE VIEW

EXHIBIT 10-6
VARIABLE FLOOR PAINT BOOTH

Traveling Paint Booth This is a device that can travel the

.

length of a bus on rails. Paint spray nozzles are positioned so that

a uniform paint thickness is obtained at all levels of painting. Air
exhaust ducts are located, as shown in Exhibit 10-7, at the top of the
device to evacuate paint fumes and paint-laden air. This is a
particularly useful device in those cases where the same paint color
is to cover large areas of the bus; however, exhaust filtering is

EXHAUST DUCT EXHAUST DUCT

77 / ^

oo oo

PLATFORM

EXHIBIT 10-7
TRAVELING PAINT BOOTH

119
inferior to the more conventional paint booth, unless it is equipped
with an internal recirculating water curtain to catch extraneous paint
spray. Most of the models available today are equipped with a painter'
platform that may be elevated or lowered as the booth moves. Three or
four spray nozzles are usually mounted on each side of the painter's
platform.

10.3.4 Air Conditioning Repair

The air conditioning compressor and evaporator coils are located

on lower portions of the bus. The condenser coil and fan (blower) are
located on the rear bus roof. Repair access to the condenser unit is
awkward. Several transit properties have installed a special plat-
form that provides a stable platform at a convenient working height.
The platform floor is constructed of metal grillwork with protective
railings. Some areas are provided with removable railings to expose
the rear bus roofline. Either a fixed ladder or stairway is also
provided. This air conditioning catwalk platform is installed at
the rear of a back-in bus bay, as illustrated in Exhibit 10-8.

EXHIBIT 10-8
AIR CONDITIONER ACCESS PLATFORM

120
 10.3.5 Dynamometers

These devices allow dynamic testing of vehicles in the shop. Few

dynamometers are currently in use by urban transit. Some properties
are planning to install them only at the main facility. One property
is installing dynamometers at each inspection garage and is including
a complete dynamometer test in their regular preventive maintenance
program (at 25,000-mile intervals).

Twenty-three respondents indicated plans to obtain a dynamometer.

Reasons offered for not considering dynamometers include: do not
have the need, too costly, not necessary for diesels, and unreliable
as diagnostic equipment.

Regardless of these opinions, however, it may be worthwhile to

consider a dynamometer because the device can augment the skills of
a limited number of highly trained mechanics.

10.3.6 Lubrication Systems

Lubricant dispensing systems are used throughout maintenance

facilities. They improve efficiency and cleanliness around garage
areas. Lubricant dispensing systems consist of pressure hoses which
are retractable on enclosed reels. A reel unit contains several reels
for several different lubricants.

Lubricants are piped to the reel units from supply tanks which
may be either underground or above ground. Crankcase oil, chassis
grease, differential grease, and torque fluid are the most common
lubricants provided. The reel unit will often have a compressed air
capability for tire inflation or pneumatic tools and a coolant or
water hose.

One reel unit is often suspended above and between two bus stalls
in main maintenance facilities or inspection garages equipped with
hoists. Garages equipped with pits will have a few of the pits enlarged
to house a reel unit, thereby providing lubricants at the most conven-
ient location. Not all bus stalls are so equipped. Stalls used for
inspection work and a select number of other stalls are equipped with
these systems.

Similar systems will be installed in the service lanes, but con-

figured differently. Crankcase oil and, optionally, torque fluid will
be available at the rear of the bus when the bus is stopped at the
fuel station. Water or a coolant mixture hose will be available at
the left rear. Retractable hose reels are particularly important
in service lanes to keep hoses out of the wheel paths.

121
10. 4 Occupational Safety

The Williams-Steiger Occupational Safety and Health Act of 1970

provides for the establishment of safety standards which have implica-
tions for maintenance facility design. The Act established the Occupa-
tional Safety and Health Administration (OSHA) within the Department
of Labor as the agent for establishment and enforcement of standards.
The purpose of the law and the establismhment of OSHA is "... to
assure so far as possible every working man and woman in the nation
safe and healthful working conditions and to preserve our human
.
resources

General information about the Act, OSHA, and procedures is pre-

sented in this section. The Act does pertain directly to everyday
working conditions and procedures. Therefore, a general description
is provided here prior to discussion of relevant standards which may
affect garage designs.

Roles of OSHA . The roles of OSHA are twofold: the establishment

and publication of standards, and the enforcement of standards. All
published standards are now in effect. Standards will be modified,
revised, and increased in scope as situations and events warrant. Thfe
OSHA inspection and enforcement program provides a source of data that
will be used for future revisions of standards. Another source of data
will be provided by the National Institute fpv Occupational Safety and
Health, Department of Health, Education and Welfare (HEW), which will
conduct research and develop recommendations for occupational safety
and health standards.

The OSHA enforcement program relies on inspections of work areas.

Inspections are initiated by events such as accidents, complaints, and
at random. Any work-related accident resulting in a catastrophe or
fatality will be investigated. An investigation will be made as a
result of an employee complaint. Random investigations are spread
over different industries and in some cases are concentrated in trouble-
some target industries such as asbestos, construction, and excavation.

The Act assures OSHA investigators free access into places of

employment and work. A violation found during an investigation may
result in monetary penalties or criminal penalties including imprison-
ment. Employers who have been cited for violations may contest the
proposed penalties.

OSHA does not approve places of employment, equipment, or work

patterns. OSHA assists employers in the interpretation of standards.
This assistance will be provided at a regional OSHA office, and copies

122
 —

of the Act and the Federal Register and other material are available
through regional OSHA offices. If OSHA representatives are invited to
—
an establishment, they will conduct an investigation which suggests
that assistance in standards interpretation should be obtained through
a visit bv the employer to an OSHA office.

The Act encourages states to assume the fullest responsibility

for the administration and enforcement of state safety and health
programs. State agencies and courts may assert jurisdiction under
state law over any issue for which no Federal standard is in effect.

If assistance is needed in properly formulating safety and health

considerations in facility design, it is recommended that consultants
be employed. Consultants may be found who are specialists in indus-
trial hygiene and safety. Some organizations may have laboratories
and testing facilities useful in determining air quality problems.
The office at a state Department of Safety and Health may also be able
to assist in an advisory capacity.

Role of Employer. The Williams-Steiger Occupational Safety and

Health Act requires that the employer be responsible for the safety
of his employees as follows:

"SEC. 5. (a) Each employer

(1) shall furnish to each of his employees employment and a
place of employment which are free from recognized hazards that
are causing or likely to cause death or serious physical harm
to his employees;
(2) shall comply with occupational safety and health stan-
dards promulgated under this Act.
(b) Each employee shall comply with occupational safety and
health standards and all rules, regulations, and orders issued
pursuant to this Act which are applicable to his own actions and
conduct."

The primary responsibility for providing safe and healthful

working conditions resided with the employer. It would therefore be
wise to study and consider existing standards in the design of new
facilities. By doing so, costly and frustrating construction modifi-
cations may be avoided. The regional OSHA office may also be able to
provide, for planning purposes, information on new or revised standards
that can be expected in the near term.

The employer must also maintain accurate records (and periodic

reports) of work-related deaths, injuries, and illnesses and make these
records available to the Labor Secretary and to the HEW Secretary.
Minor injuries requiring only first aid treatment need not be recorded.
A record must be made if an injury or illness involves medical aid or

123
transfer to another job. These recorded requirements should be fully
understood by the employer. For example, first aid treatment performed
by a doctor must be recorded. When in doubt, the event should be
recorded, since the log entry may be lined out if the event is deter-
mined later to be irrelevant.

S tandards
. In many cases, the standards published in the Federal
Register represent existing and accepted safe working practices. While
it is the purpose of this section to identify certain procedures that
are either not now generally practiced or should be specifically con-
sidered in the design of new facilities, this review is by no means
fully comprehensive. It is therefore recommended that transit pro-
perties review the Federal Register with respect to their practices
,

or designs for new facilities.

General Shop Conditions . Part 1910.22 of the Occupational Safety

and Health Standards codifies general working conditions which are
quoted in part as follows:

"Housekeeping. All places of employment, passageways,

storerooms, and service rooms shall be kept clean and
orderly and in a sanitary condition. The floor of every
workroom shall be maintained in a clean and, so far as
possible, a dry condition.

Aisles and Passageways. Aisles and passageways shall be

kept clear and in good repairs, with no obstructions
across or in aisles that could create a hazard. Perma-
nent aisles and passageways shall be appropriately marked.

Covers and guardrails. Covers and/or guardrails shall

be provided to protect personnel from the hazards of open
pits, tanks, vats, ditches, etc."

Parts 1910 144 and 1910.145 provide specifications and colors for
.

accident prevention signs and tags. These include fire protection,

traffic ways, danger, toxic substances, radiation substances, and
caution situations.

Air Quality .Part 1910.93 of the standards specifies maximum

allowable air contamination levels for approximately 300 different
toxic materials. These materials i-nclude solvent-s, cleaners, insecti-
cides, metals, chemicals, and mineral dusts. For the most part, bus
maintenance work involves little use of these toxic materials. Even
when toxic materials are used, the large areas and ventilation systems
of maintenance facilities would limit exposure and chemical concen-
trations in air samples.

124
 However, adequate ventilation should be provided in any garage
area where chemicals or solvents are used regularly. Machine shop
cleaning vats are one such candidate. Another might be regular use
of solvents and adhesives used in plastic work such as upholstry.

Part 1910.94 contains specific requirements for exhaust ventila-

tion of grinding equipment of all sizes. These requirements specify
ventilation hoods for all grinders, which includes occasional-use
bench grinders found in most maintenance facilities. The OSHA staff
advises that these standards are to be revised in the near future to
accommodate occasional-use bench grinders in a more realistic manner.
OSHA does advise that the air quality standards for inert or nuisance
dust in and around grinders will apply (as given in Table 6-3,
Part 1910.93 of the standards). These same nuisance dust standards
would be applicable to the air quality in any areas where sanding
or grinding was being done, such as body preparation for painting,
etc.

Painting facilities are also discussed in the standards. Of con-

cern is air quality surrounding painters, proper cleaning of exhausted
air, and explosion proof electrical fixtures in a paint booth. Paint-
ing facilities will also be covered by local building and safety
codes.

Asbestos is currently of particular concern to OSHA as a long-

term health hazard. It remains as one of the primary materials in
brake linings used in motor vehicles. Brake linings are commonly
turned to size in bus maintenance facilities. '
As long as that process
is a cutting operation no particular hazard is expected. However, if
the treatment of brake lining material involves grinding, the produc-
tion of dust may be a hazard. Part 1910.93a specifically defines
asbestos, fiber lengths, permissible air quality, exhaust ventilation,
clothing, and laundering requirements in conditions where there is an
asbestos hazard. As brake linings wear, a dust of lining material
and drum material is formed. This dust is commonly removed from
brake assemblies inside a garage. OSHA advises that contemporary
theories are that the asbestos in lining material changes its composi-
tion in the braking and wearing process to a less hazardous substance.
However, chemical processes are imperfect, and some residual harmful
asbestos may be expected to remain as dust. Therefore, this dust
should be removed and cleaned with a vacuum system rather than by
blowing the dust out of brake assemblies with an air hose.

125
Stairwells and Ladders

Maintenance facilities will include stairways, ladders, and plat-

forms of various types. These may be permanent installations or mov-
able. Parts 1910.24 through 1910.28 of the Standards cover most
possible situations and should be reviewed with respect to new construc-
tion or existing facilities.

Floor Openings

Part 1910.23 specifically delineates protection that must be

provided for floor openings. This is of particular concern in the
case of maintenance facilities in which pits are used to provide under-
side access for bus repairs and preventive maintenance. The open pit
presents a hazard. For the most part, the pit is covered and protected
when occupied- by a bus. There are many periods when this is not the
case and pits are exposed.

Under all other situations the Standards require protection of

an exposed pit. Two methods are recognized in the Standards. One is
covering the pit when not in use. Pit covers raay be heavy, large, and
awkward to handle and may present hazards such as back strains, etc.
while handling. The second method is to provide railings and toe
boards capable of supporting 200 pounds. The following partial
quotation delineates the requirements:

"A standard railing shall consist of top rail, intermediate

rail, posts, and shall have a vertical height of 42 inches
nominal from upper surface of top rail to floor. . The top
.

rail shall be smooth-surfaced. .The intermediate rail

.

should be approximately halfway between the top -rail and

the floor...

For wood railings the posts shall be of at least 2-inch

by 4-inch stock spaced not to exceed 6 feet; the top
and intermediate rails shall be of at least 2-inch by
4-inch stock. If the top rail is made of two right-angle
pieces of 1-inch by 4-inch stock, posts may be spaced
on 8-foot centers, with 2-inch by 4- inch intermediate
rail.

For pipe railings, posts and top and intermediate railings

shall be at least 1^ inches nominal diameter with posts
spaced not more than 8 feet on centers.

126
 "

For structural steel railings; posts, top and intermedi-

ate rails shall be of 2-inch by 2-inch by 3/8 inch
angles... with posts spaced not more than 8 feet on
centers."

Service pits have stairwells or ladders to provide access. A

separate stairwell is probably referred to in the Standard as a floor
hole. Partial quotations from the Standard are:

"Every floor hole into which persons can accidently walk

shall be guarded by either:

A standard railing..., or

A floor hole cover of standard strength and construction

that should be hinged in place. While the cover is not
in place, the floor hole shall be constantly attended
by someone or shall be protected by a removable standard
.
railing

OSHA is undertaking a revision to these aspects of the Standard

to accommodate service pits. This revision will allow the use of a
chain to serve as a top rail and an intermediate rail. This revision
will allow a chain to be considered as a smooth surface and provide
for the catenary sag with relation to the 42-inch height. Even so,
the requirement for posts at 8-foot intervals will probably remain.
For a pit accommodating a 40-foot bus, this will require six or seven
posts along one side.

As stated, these standards appear to impose obstacles to the

effective use of pits for service functions. A challenge is certainly
presented to the transit industry for the innovative design of pits
and protective railings.

Summary

The Occupational Safety and Health Act establishes a program

for the safety and protection of employees. The Occupational Safety
and Health Administration has been established within the Department
of Labor to set standards and enforce compliance. The National
Institute of Occupational Safety and Health (NIOSH) has been estab-
lished in the Department of Health, Education, and Welfare to con-
duct research and demonstrations related to development of standards
recommendations. States have been encouraged to develop their own
safety programs with Federal assistance.

127
 The responsibility for providing a safe and healthful working
environment resides with the employers. Even though there are many
specifics set forth in the Standards, the employer must work out his
own program which will be suitable for his unique operatjLon. Th'e
general requirement of safe and healthy working conditions may demand
as much ingenuity as meeting the documented specifications of the
current Standard.

Transit managers would be well advised to visit a regional OSHA

office and obtain copies of the Standards and reporting requirements,
etc., and study the implications for his own operation. Two pamphlets
are available from NIOSH which may be helpful.

The current standard will affect bus maintenance facilities

most directly in providing service pit protection as described herein.

128
10 5
. Occupational Safety References

"Occupational Safety and Health Standards," the Federal Register ,

Volume 39, Number 125, Part II, Thursday, 27 June 1974.

"General Industry," OSHA Safety and Health Standard Digest, U.S.

Department of Labor, Occupational Safety and Health Administration,
OSHA 2201, June 1974.

Public Law 91-596, 91st Congress, S. 2193, 29 December 19 70.

"A Handy Reference Guide," The Williams-Steiger Occupational

Safety and Health Act of 1970.

"Recordkeeping Requirements Under the Occupational Safety and

Health Act of 1970," U.S. Department of Labor, Occupational
Safety and Health Administration, Revised 1975.

"What Every Employer Needs to Know About OSHA Recordkeeping,"

Report 412 (revised), U.S. Department of Labor, Bureau of Labor
Statistics, 1973.

"Questions and Answers to Part 1910," The OSHA General Industry

Standards, U.S. Department of Labor, Occupational Safety and
Health Administration, OSHA 2095, 1973.

"General Industry Guide for Applying Safety and Health Standards,"

29 CFR 1910, OSHA 2072, U.S. Department of Labor, Occupational
Safety and Health Administration, October 1972.

"Health and Safety Guide for Service Stations," HEW Publication

#75-139, Office of Technical Publications, National Institute
for Occupational Safety and Health, February 1975.

"Health and Safety Guide for Auto Repairing and Body Shops," HEW
Publication //75-136, Office of Technical Publications, National
Institute for Occupational Safety and Health, February 1975.

129
 APPENDIX

PARTICIPATING PROPERTIES

State Fleet Size

Arizona

Phoenix Transit Corporation 110

Arkansas

Central Arkansas Transit (Little Rock) 68

California

Culver City Municipal Lines 24

Monterey Peninsula Transit 11
Golden Gate Transit 230
South Coast Area Transit (Ventura) 28
AC Transit (Oakland) 778
Long Beach Public Transportation Co. 122

Florida

Central Pinellas Transit Authority (Clearwater) 21

Jacksonville Transportation Authority 205
Metropolitan Dade County Transit Agency (Miami) 452

Georgia

MARTA (Atlanta) 715

Hawaii

City & County of Honolulu Mass Transit Division 324

Illinois

Champaign-Urbana Mass Transit District 25

Chicago Transit Authority 2417

Kansas

Topeka Metropolitan Transit Authority 26

Wichita Metropolitan Transit Authority 46

Louisiana

New Orleans Public Service, Inc. 465

131
 PARTICIPATING PROPERTIES

State

Massachusetts

Massachusetts Bay Transportation Authority (Boston)

Michigan

City of Detroit, Department of Transportation

Minnesota

Metropolitan Transit Commission

(Minneapolis-St Paul)
.

Missouri

City Utilities of Springfield, Mo.

Bi-State Transit System (St. Louis)

Nebraska

Metro Area Transit (Omaha)

Nevada

Las Vegas Transit System, Inc.

New Hampshire

New Hampshire Transportation Authority

New Mexico

Albuquerque Transit System

New Jersey

Transport of New Jersey

New York

Capital District Transportation Authority (Albany)

Regional Transit Service, Inc. (Rochester)
Broome County Transit (Binghamton)
NYCTA/MABSOA (New York)
Niagara Frontier Transit Metro System Inc.
CNY Centre, Inc. (Syracuse)

132
 PARTICIPATING PROPERTIES

State Fleet Size

Ohio

Queen City Metro (Cincinnati) 420

Cleveland Transit System 634
Central Ohio Transit Authority (COTA) (Columbus) 243
Maple Heights Transit 39

Oregon

Tri-County Metropolitan Transportation District (Portland) 422

Pennsylvania

Erie Metropolitan Transit Authority 60

Port Authority Transit (Pittsburgh) 918
Lehigh & Northampton Transportation Authority (Allentown") 66
Southeastern Pennsylvania Transportation Authority 1492
(Philadelphia)

South Carolina

Greenville City Coach Lines 41

Tennesse e

Chattanooga Area Regional Transportation Authority

(Chattanooga) '
85
Memphis Transit Authority 300

Texas

Dallas Transit System 469

San Antonio Transit System 263
Texas Bus Lines (Galveston) 43
Rapid Transit Lines, Inc. (Houston) 376

Vermont

Chittenden County Transit Authority (Burlington) 15

West Virginia

Tri-State Transit Authority (Huntington) 34

Wisconsin

Milwaukee & Suburban Transport Corporation 480

133
 PARTICIPATING PROPERTIES

Fleet Size
Canada

Edmonton Transit System

^q2
Sandwich, Windsor & Amherstburg Railway Co. (Windsor) 95
Calgary Transit
^eo

134

1
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Lyndall, J. "DSR Builds 'Dream Shop'," Fleet CK^ner , July 1973.

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1>U.S. GOVERNMENT PRINTING OFFICE: 19 8 1-341-428/438

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