Association of Facilities Engineers September 12, 2006

1
Association of Facilities EngineersSeptember 12,
2006

• Critical-to-Quality (CTQ)
• in Facility Operations
• Martin C. P. McElroy, Principal, MartinCompany
• Shari L. Lustig, Principal, MartinCompany
• Quality Process Development and Training
• Facilities Engineering, Construction and
  Management

2
Pet Peeves

• What performance defects
• really irritate you?
• Maintenance
• Housekeeping
• Grounds

3
Attack Waste

• Useless Work
• Make sure work is beneficial (not merely
  justifiable).
• Untimely Work
• Leverage the costs of now vs. later.
• Inefficient Labor
• Direct people to plan, prepare, perform and
  polish every task.
• Inefficient Material Handling
• Order, ship, receive, store, maintain and dispose
  of material methodically.
• Corrective Work
• Study (PIP) work or repairs caused by prior
  failure (any failure!).
• Interference Delay
• Plan (TDAD) for cooperation.
• Excessive Work

4
Quality Structure
Business Model Mission Goals Policies
Culture
Vision
Global Operating System Service Level Agreement -
Facility Operating Plan - Supervisory Excellence
Strategy
Service Lines Programs Services Standards
Core Processes
Scope
Operating Framework Procedures Performance
Metrics Training Communication
Systems
Lean Performance - QVC Safety Client Relations
Organization of Work Supervision Contract
Management Material Equipment Information
Management Training Administration
Applications
5
Quality Dynamics
6
Cultural Change Think, Speak, Act

• Trust me. into Performance Metrics
• Been there, done that! into Continual
  Improvement
• Ill handle it. into Root Cause Analysis
• Theyre on board. into Mutual Understanding
• Were done. into Process Documentation
• Thatll never happen into Stakeholder
  Satisfaction
• Change Strategies
• Process vs. personality
• Small group vs. individual ownership
• Continuous flow vs. isolated tasks
• Standardize Quality Process Guidelines Work
  Instructions
• Documentation vs. assertion

7
Job Profiles

• Supervisors (Define, Direct, Develop, Discipline)
• Work Requirements, Scope Standards
• Resources
• Obstacles to Compliance
• Stakeholder (Customer) Satisfaction
• Staff Members (Plan, Prepare, Perform, Polish)
• Work Scope and Standards
• Methods and Technique
• Conditions of Work
• Professional Satisfaction

8
Objectives Quality Service

• Shared Accountability
• Supervision
• masters its domain to make and keep commitments
• Workforce
• executes its work to create value
• Customer / Tenant
• participates as a steward of physical assets
• Entity
• inspires everyone with a vision of purpose

9
Basic Concepts

• Quality Management System
• A structure for identifying the value components
  of an operation
• Core Process Definition
• The chain of tasks across an operation that add
  value for the customer
• Job Profiles
• The essential rationale, duties and impact of a
  role within the operation
• Work Scope Definition
• The breakdown of an operations activities, tasks
  and work items
• Work Standards
• A statistical, graphic or narrative description
  of the operations end result
• Performance Metrics
• Units of measure applied to verify that work
  meets defined standards
• Continual Improvement
• A quality strategy that drives quality gains
  across the entire operation

10
Quality Management System
Vision
Strategy
Quality Drivers
Facility Operations
Scope
Process Elements
Systems
Applications
11
Quality Strategy Supervisors who Supervise

• Define work scopes and requirements,
• critical-to-quality standards, methods
• Direct assign, instruct, evaluate, improve
  
• (Plan, Do, Check, Act)
• Develop organization, training,
  technologies,
• materials equipment, resources
• Discipline policies, procedures, systems,
  metrics, commitments, communication

12
Supervisory Cycle
Quality Strategy Define - Direct - Develop -
Discipline
13
Job Profiles

• Supervisor (Define, Direct, Develop, Discipline)
• Work Requirements, Scope Standards
• Resources
• Obstacles to Compliance
• Stakeholder (Customer) Satisfaction
• Staff Member (Plan, Prepare, Perform, Polish)
• Work Scope and Standards
• Methods and Technique
• Conditions of Work
• Professional Satisfaction

14
Ready, Set, Go Kick at the finish

• Plan
• Task
• Deliverables
• Assign
• Due Date

• Polish
• Clean-up
• Close-out
• Stakeholder
• Documentation

• Prepare
• Access
• Data
• Knowledge
• Resources
• Safety

• Perform
• Site Readiness
• Diagnostics
• Core Tasks
• Ancillary Work

15
Work Scope CTQ Standards

• Conventional Tasks
• Best Practice Tasks
• User Requirements
• Conditions of Work
• Frequencies
• Standards of Completion
• OEM Recommendations
• Preferred Technologies
• DOCUMENTED

16
Work Scope CTQ Standards

• Critical-to-Quality
• Task specific
• Contagious
• Visual Graphic Statistical Narrative
• Pass / Fail
• Auditable
• DOCUMENTED
• Self-Auditing
• Operator Conducts Supervisor Reviews
• Audit Template Training
• Scheduled and Pop

17
CTQ Maintenance (Motor Vent)
PASS
FAIL
18
CTQ Maintenance (Completion Clean-up)
PASS
FAIL
19
CTQ Grounds (Weed Control)
PASS
FAIL
20
CTQ Grounds (Tree Suckers)
PASS
FAIL
21
CTQ Housekeeping (Tile Floor Corners)
PASS
FAIL
22
CTQ - Housekeeping
PASS
FAIL
23
Auditing for Quality Gains

• Causes of Filth and Failure
• Standards
• Methods
• Training
• Chemicals, Materials, Tools, Equipment
• Conditions of Use
• Supervisors Direction
• Operators Performance
• Performance Improvement Plans
• Root Cause Analysis
• Action Plans

24
Auditing Performance Gains
25
Facilities Information Life-Cycle
26
Performance Metrics Reporting

• Metrics
• Perceived objectivity, data vs. conclusions
• Relevant to operations
• Prompt action
• Daily Shift Report
• Audits performed, findings, corrective action
• Direction to workforce
• Performance Improvement Plan (PIP) opportunity
• Weekly Review
• PIP opportunity - discussion
• PIP plan and Quality Work Instructions
• PIP impact (60 day follow-up)
• Monthly Operations Report
• Audits performed (box score by building)
• PIP plan and Quality Work Instructions
• Reviews with Department Heads (PIP as agenda
  item)

27
Objectives Quality Service

• Shared Accountability
• Supervision
• masters its domain to make and keep commitments
• Workforce
• executes its work to create value
• Customer
• participates as a steward of physical assets
• Institution
• inspires everyone with a vision of purpose