It's an age when many mommas don't want their babies growing up to be truck drivers.
Don Bowman wants to change that.
Every day, D.M. Bowman, Inc. proves that trucking can be a source of both success and pride, by emphasizing integrity, professionalism and family - together with advanced management techniques and first class working conditions.
We asked Don Bowman and his VP for maintenance, Sam Kennedy, some real questions about managing change while maintaining values.
We found their answers inspiring, and think you will too.

 "We're a diversified common and contract carrier, operating east of the Mississippi since 1959. We provide long and short-haul van service, flatbed, bulk tanker and boom unloader service, together with warehousing and ded- icated fleet distribution for a wide variety of customers."

What's the secret of your success?

 "There really isn't one. Unless you'd call 'The Golden Rule' a secret. We believe in treating our customers the way we'd like to be treated. The same goes for our employees, our drivers ? and our suppliers.
     "As far as we're concerned, trucking is a profession. If we want the people in it to behave like professionals, we have to treat them like professionals. That's what has worked for us for over 36 years."

Can you give us an example?

 "Sure. As far as we're concerned, nothing is more important than family. So, we do everything we can to get our long-haul drivers home most weekends.
     "And, we believe that professionals are made, not born. Every employee gets to spend at least two days a year at our Professional Development Center, learning how to work ? and live better."

Live better? How's that?

 "Some of the most popular seminars are on health, nutrition and stress management. They're open to everybody.
     "And, in keeping with our emphasis on family values, spouses are always welcome to attend any seminar."

That's a very enlightened approach.

 "Well thanks, but to us, it's also good business. We believe the driver shortage and driver retention problem is the result of a lack of appreciation for drivers, coupled with their own sometimes low self-esteem.
     "So, anything we can do to help drivers and their families improve their home lives helps us ? and the industry ? by improving the image of trucking. That's how we hope to get young people to consider careers in the trucking business."

Speaking of young people, hasn't your son followed you into the business?

 "Yes, Todd has been running our storage and office trailer leasing company for some time. That division now has nearly 2,000 units."

And you also sell used trucks?

 "Todd runs that too. Actually, what we're selling are our own used vehicles. Replacing power units at about 400,000 miles ? every four years or so ? is the most efficient way for us to keep our equipment up-to-date and making a profit."

How does that change the way you look at maintenance?

 "You probably ought to talk to Sam Kennedy about that. He's our vp for maintenance, and he handles that area."

 OK. Sam, how does being in the used truck business change the way you look at maintenance?

 "One of the biggest changes is our approach to component life. Now that tractors are lasting longer, we've pretty much stopped rebuilding them.

 "In many cases, we're ready to replace a truck long before it needs to be rebuilt. Ideally, we'd like every com-ponent to last at least four or five years."

Drivers get short, to-the-point, safety messages every time they leave the D.M. Bowman lot.

Sam Kennedy, vp for maintenance, has seen a lot of changes in the trucking industry in his 24 years of service with D.M. Bowman, Inc.

 "Even the tires. For example, we've been using Bridgestone M726 drive radials for some time. Because they can easily last 350,000 miles, we shouldn't have to replace them until we're ready to sell the equipment.
     "On steers, we use several different Bridgestone tires, depending on the application. Since they'll probably last between 150,000 and 200,000 miles, we may need to replace them only once during the time we own the truck."

Is fuel economy a big concern?

 "Certainly, but we believe the way to get it is to keep the speed at 55 and minimize idling. We tried fuel efficient tires, but found that they didn't last as long.
     "And, in spite of what the test data showed, when we tried the tires in the real world, we saw very little savings. For us, the economy just wasn't there."

 Could that change?

 "Absolutely. In fact, if there's one thing that's certain, it's that things are going to change. Nothing stays the same. And the biggest part of my job is trying to manage change."

Can you give us an example?

 "Sure. Ten years ago, who would have believed that a Class 8 truck might have a computer on board? Or ABS? Or an automatic transmission? And who knows what's around the next corner?
     "Trucking is a bit like baseball: When change comes, you've got to take a swing at it. You may not get a hit every time, but if you just stand there, you'll get called out for sure."
     Don, Sam, thanks for sharing with us. It's plain to see that you've mastered the art of embracing change, while preserving what matters most. Our best to everyone at D.M. Bowman, Inc.

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