Fast Track to Physical Plant Management

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Fast Track to Physical Plant Management
OTLCA Annual Convention March 2003 Jo-Anne
Kempe President, Windmill Software
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Why Do We Have to Do More?

• Aging buildings and equipment take more work
• More new regulations all the time
• Increased evidence of pay-off of doing PM
  internal pressure from management to get ahead of
  the game
• Greater demand for constant quality improvement
• Competition and more demanding clientele

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The Silent Partner

• Buildings
• Systems HVAC, electrical, plumbing, mechanical,
  fire
• Interior paint, carpets, windows, drapes
• Grounds
• Landscaping, snow removal, road maintenance
• Equipment
• Appliances kitchen, laundry
• Medical lifts, monitoring devices, bedrails
• Social activities stages, chairs, tables,
  bowling carpets
• Housekeeping

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Physical Plant Impact

• Represents M of investment
• Management accountable for return on these assets
• Smooth functioning critical to quality of care
• Impacts residents and all staff nursing,
  dietary, activities, marketing
• Breakdowns are costly -- often avoidable
• for repair
• Lost time and productivity
• Resident comfort/safety and facility reputation
• Staff morale, safety and retention

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The Vicious Cycle
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The Reality in Many Facilities

• Ad hoc methods of capturing/managing work
• Reactive
• Important tasks fall through the cracks
• Staff not aligned on priorities
• Preventative maintenance an afterthought
• No comprehensive list of PM tasks
• Not on anybodys priority list
• Lost opportunities for quality improvement/cost
  reduction
• No work history to track and analyze
• No audit trail

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Root of the Problem
The Root of the Problem
?
Hey, could ya
Hey, could ya
Hey, could ya
Hey, could ya
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The Fast Track
Build a PM Plan
Agree On Priorities
Set Up Systems And Processes
Use Work History To
Manage Wisely
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Build a PM Plan

• Brainstorm sources of PM
• Existing lists
• Regulatory requirements
• Recurring events
• Equipment maintenance
• Seasonal tasks
• Outsourced work
• Contract expiry
• Summary check

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Build a PM Plan

• Document PM tasks centrally
• Everything in one place
• Enough detail to get the job done right
• Reflect your quality standards
• See through the eyes of future staff learning
  their jobs

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Build a PM Plan

• Update regularly
• Resident moved out/discharged
• Asset purchased
• Asset retired
• Contract signed or renewed
• Problem detected
• Opportunity identified
• New guideline/regulation issued

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The Fast Track
Build a PM Plan
Agree On Priorities
Set Up Systems And Processes
Use Work History To
Manage Wisely
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Agree on Priorities

• Requires complete view of ES work
• Rare to find a comprehensive, all-in-one-place
  to do list
• PM needs invisible to most staff
• Requires communication/alignment among staff
• Natural tendency of requestors to think their
  request should come first
• Natural tendency of ES to respond to whoever is
  asking loudest or most frequently

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Agree on Priorities
Work Priorities
1 Emergency 2 Rapid Response 3
Compliance/PM 4 Corrective Repair 5 Deferred
(Batch Contracting) 6 Deferred (Seasonal) 7
Deferred (Budgetary) 8 Long-term Planning/Future
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The Fast Track
Build a PM Plan
Agree On Priorities
Set Up Systems And Processes
Use Work History To
Manage Wisely
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Set Up Systems and Processes

• Critical to have manual or technology-enabled
  systems that provide
• Reminders of PM and other regularly recurring
  tasks
• A way of collating all sources of work into one
  manageable to do list
• A way of monitoring whether performance standards
  are being met (e.g. highest priority work is done
  first)
• A work history/audit trail

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A Reminder System
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Central Database for Managing Work
Central Work Order Database
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Performance Monitoring
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The Fast Track
Build a PM Plan
Agree On Priorities
Set Up Systems And Processes
Use Work History To
Manage Wisely
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Use Work History to Manage Wisely

• Benefits of a complete work history/audit trail
• Permanent record of ES accountability
• Tracks performance against agreed standards/
  benchmarks
• Suggests quality improvement priorities
• Proof of compliance with regulations and
  accreditation requirements
• Trend analysis reports surface opportunities for
  cost reduction guides budget, staffing and
  capital planning activities

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Use Work History to Manage Wisely
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Results

• Resident comfort and safety
• Staff morale
• Facility reputation
• Return on assets
• Productivity
• Costs
• Risks