Wayne State University Facilities Operations

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Wayne State UniversityFacilities Operations

• Meeting the Challenge
• March 16, 2005

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Need for Change

• Productivity
• Responsiveness
• Increasing deferred maintenance backlog
• Budget reductions
• Staff and General expense funding
• Expanding Campus
• Increased customer complaints
• Lack of communication
• Inefficient HVAC equipment operation

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Opportunities

• Reduce time to complete work orders
• Reduce equipment downtime
• Improve HVAC system operation
• Extend HVAC equipment useful life
• Increase customer satisfaction
• Improve productivity
• Improve quality

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Problems Initiating Change

• Lack of defined processes
• Work Order System Inadequacies
• Unable to develop custom reports easily
• Software developer went out of business
• No technical support
• Insufficient data to make decisions

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General Fund Budget

• Dealing with the reduction in dollars

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Customer Service Initiative

• Division of Finance and Administration
• FPM
• Fiscal Operations
• Business Operations
• Human Resources
• Objective
• Understand the purpose
• Identify roles and responsibilities
• Understand the need to work together
• Begin to recognize diversity

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Take a Look

• Maintenance Trades
• Engineers - Preventive Maintenance
• Custodial Services

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Maintenance TradesDefine Goals

• Complete 90 of all work orders in 14 days
• Note Initial analysis did not consider
  difference in work performed
• Routine maintenance
• Preventive maintenance
• Emergencies
• Projects Multiple trades

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Initial Findings

• Oct 2001 - 4 work orders complete in 14 days
• Work orders received monthly (600)
• Large backlog (1,380)
• Over 2 months of work
• All work order service calls given to engineers
  for initial response
• No prioritization process

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FY02 Performance Year 1
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FY02 Performance Year 1
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FY02 - 1st Year Review

• Averaged 21 of work orders complete in 14 days
• Large work order backlog
• Existing work order system unable to provide data
  necessary for scheduling work

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Decision

• Need new work order system
• Trades to receive initial service request
• Need to reduce backlog
• New Goal Maintain backlog of 600 work orders

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FY03 Performance Year 2
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FY03 Performance Year 2
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FY03 Review

• Averaged 600 work orders received per month
• Averaged 43 or work orders complete in 14 days
• Backlog of 1,211 work orders

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Decision

• Proceed with new work order system
• Focus on completing work orders that require
  least amount of time
• Continue to reduce work order backlog

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FY04 Performance Year 3
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FY04 Performance Year 3
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FY04 Review

• Average monthly work orders received - 443
• Averaged 58 of work orders complete in 14 days
• Increase of 26 from previous year
• Backlog of 910 work orders
• Reduction of 25

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Next Steps

• New Work Order System on-line 10/1/04
• Work Order Scheduling
• Prioritization
• Emergency, High, Medium, Low, Routine, Scheduled
• Shortest Process Time (SPT)
• First In First Out (FIFO)
• Customer Interface
• Ability to request service on-line
• Ability to review work order status on-line
• Consider to monitor and/or update measurables for
  emergencies, routine maintenance, projects for
  trades and building engineers
• Consider selective outsourcing to reduce crew
  backlogs
• Consider crew composition adjustments

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Preventive Maintenance

• What is Preventive Maintenance?
• Reoccurring tasks that protect, preserve and
  maintain the integrity and operating efficiency
  of mechanical systems
• A proactive investigation of equipment components
  for early detection of the probability of
  malfunction or failure

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Why Conduct Preventive Maintenance?

• Asset Preservation
• Ensure/Extend operating life of equipment
• Efficiency
• Reduce operating cost
• Minimize deferred maintenance
• Reduce downtime
• Increase customer satisfaction

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Problems with Existing PM Program

• No consistent process
• Problems with existing work order system
• Unable to modify program
• No technical support
• Unable to schedule tasking

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Problems Due to Lack of PM

• HVAC Systems
• Inconsistent temperature control
• Premature system component failure
• Excessive system downtime

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Pilot PM Program

• Incorporate with existing work order system
• Selected Systems
• HVAC
• Air handling equipment
• Air handling units
• Heating and ventilating units
• Fans
• Air conditioning units
• Boilers
• Compressors
• Pumps

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Pilot PM Program

• Life/Safety
• Fire Alarm systems
• Buildings
• Medical School, Science, Research
• Administration, Classroom, Auxiliary

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Pilot Buildings

• Research
• Scott Hall
• Mott
• Pharmacy
• Biological Science
• Engineering
• Chemistry

• General Use
• Rackham
• Manoogian
• Faculty/Administration Building
• Law Building
• Fitness Center
• Academic/Administration Building
• Old Main

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Define Goal

• Complete 90 of Preventive Maintenance work
  orders on time (within 30 days from the date
  issued)

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FY03 Performance Year 1
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FY03 - 1st Year Review

• 58 of work orders complete on time - average
• Data is skewed due to addition of buildings and
  scheduling during the period of 10/02 9/03
• 13 Buildings in system
• Encountered problems scheduling and tracking PM
  work orders with existing system
• Backlog is growing

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Decisions

• Need for new work order system
• Enhance ability to schedule
• Tasking assignments
• Ability to coordinate PM work orders with general
  maintenance work on systems and equipment
• Need to establish appropriate backlog
• Expanded pilot buildings list

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FY04 Performance Year 2
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FY04 Review Year 2

• 44 of work orders complete on time - average
• Backlog of 983 PM work orders
• 26 Buildings in system
• Started transition to new work order system
• Benefits
• Reduction of 150K in outsourced HVAC repair
  costs
• FY03 - 465,163
• FY04 - 314,482
• 10 Reduction in HVAC service calls

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Next Steps

• New Work Order System on-line 10/1/04
• Incorporate additional buildings into PM program
• Improve PM scheduling
• Continue to monitor and/or update measurables for
  PM work orders

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Custodial Operation Issues

• Customer complaints
• Quality of service
• Productivity
• Absenteeism
• Budget cuts

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Building Coverage

• 4,287,490 net cleanable sq. ft.
• Cleaning responsibility of 75 bldgs
• 149 day shift assignments
• 27 afternoon assignments
• 
  
  
  
  
  
  

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Custodial Staffing Levels

• 151 custodians
• 20 janitors
• 5 classroom attendants
• 11 supervisors

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Benchmark Analysis

• Identify cleaning task associated with each
  building/type
• Determine net cleanable square footage
• Identify current staffing levels

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Findings

• Productivity
• Custodial FTE cleans
• 3,287 square feet per hour
• 26,303 square feet per shift
• WSU productivity rate is below similar
  Universities average rate (3,380 sq. ft. per
  hour 25,400 sq. ft. per shift)
• Present situation
• Poor cleaning quality
• Low productivity
• Shift misalignment
• Staff allocation

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Findings

• Quality
• Defined by number of deficiencies observed per
  100k square feet
• Inspected buildings average score fell within the
  24 percentile
• Quality Rating Index Score Poor

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Pareto Chart 80/20 Rule
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Re-development Needed

• Management investment
• Two-year program shows commitment to University,
  students staff and employees
• Enlisted the assistance of Core Management
  Service
•  
•  
•  
•  

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Core Management Services

• Provides custodial performance improvement
  consulting to both self-performing and outsourced
  custodial organizations.
• Performance improvement measurement
• Customer feedback programs
• Benchmarking
• Negotiation services
• Cleaning at lower costs levels
• Access to best practices from across North
  America
•  

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Core Mgmt Deliverables

• Full time project manager on site for 2 years
• Written service positions
• Employee training program
• On-site trainers for 4 days before program
  start-up
• On-site continuous training of cleaners and
  supervisors to implement web-based Q/C program
• On-site quality inspection process daily
• Quality improvement analysis reports

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Core Mgmt./WSU

• Focus on quality
• Industry research
• Objective information
• Extensive implementation experience
• Co-development philosophy

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Expected Improvements

• Work methodology
• Team vs. area cleaning
• Shift considerations
• Communication
• Education-use production rates, minutes per 1000
  sq ft.
• Training
• Measuring success

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Redevelopment Start-up

• Focus on quality
• Adopt best of productivity advances
• Avoid drawbacks
• Involve Service Workers in run designs
• Involve all in measuring success

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Next Steps

• Realigning custodial organization
• Develop Custodial Master Plan
• Redesign cleaning specification
• Defining roles and responsibilities
• Defining cleaning procedures and work schedules
• Implementation of web based inspection program
• Create additional project and relief capabilities

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Continued Process

• Management, Supervisor and Employee transition
  training
• Program goals and objectives
• Process management tools and techniques
• Appropriate cleaning techniques
• Workload principles
• Development of production rates
• Application of cleaning procedures and schedules

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Rollout

• Program Introduction 2/07/05
• Education and Training 2/08/05 forward
• Master Plan co-developed 3/31/05
• Program Rollout 4/08/05
• Implementation Training 4/08/05 forward

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Program Benefits

• Increased efficiency
• Increased effectiveness
• Increased accountability
• Meet or exceed customer expectation
• Increased management/employee satisfaction

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Meeting the Challenge

• Do More with Less
• Implementation of new systems and process to
  improve
• Productivity
• Responsiveness
• Communication
• Operating Efficiency

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Meeting the Challenge

• Do More with Less
• Implementation of new systems and process to
  improve
• Productivity
• Responsiveness
• Communication
• Operating Efficiency

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Thank You

• Questions

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Contact Information

• Mike Simmons - Director of Facilities Operations
• Phone [phone]
• E-mail mikesimmons_at_wayne.edu
• Colin Hand Director of Maintenance Trades
• Phone [phone]
• E-mail aa1894_at_wayne.edu
• Eugene Carter Zone 2 Director
• Phone [phone]
• E-mail ac3898_at_wayne.edu
• Valerie RiChard Zone 1 Director
• Phone [phone]
• E-mail ab8599_at_wayne.edu