Maintenance Department Measurable Objectives May2008

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Maintenance DepartmentMeasurable
ObjectivesMay/2008
The primary mission of the CCSD Maintenance
Department is to maintain the facilities and
physical plants in such a manner as to ensure the
classroom environment will support the
educational goals of the district in an effective
and efficient manner.
Supporting Education by Serving You
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May 15, 2008 MPS-F034
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Maintenance Department Measurable Objective

• Measurable Objective 1 Increase/develop
  preventive maintenance (PM) work order processes
  in Maximo in addition to the re-commissioning
  effort teamwork between Energy Management Systems
  and Maintenance. (In house re-commissioning team)
• Responsibility Tim DeBerardinis Coordinator IV
  and Floyd Mundt PM Manager
• Report and Review Cycle Quarterly
• Desired Results Routine preventive maintenance
  work order processing for appropriate crafts.
  Reduction in energy costs and reactive work
  orders as a result of the re-commissioning
  process.
• Actual Results Winning-The PM program for
  testing back flow prevention devices is complete.
  The PM program for annual fire sprinkler testing
  is in development. While not complete, the
  re-commission work at Molasky MS has resulted in
  an improved temperature control in classrooms and
  reduced the run time of central plant equipment
  which will show a reduction in energy usage and
  costs.
• Action Plan for Continual Improvement based on
  Results Enhancing preventive maintenance
  services throughout all aspects of maintenance
  applications and development of re-commissioning
  teams

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May 15, 2008 MPS-F034
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Maintenance Department Measurable Objectives

• Measurable Objective 1
• Cost Saving - Decreased operating and repair
  expenses. (In development of mechanism for
  reporting on actual savings.) The operating cost
  savings are derived from energy reports that are
  obtained through the Energy Management
  Department. Currently the Energy Management
  department is currently seeking a replacement for
  their Energy Use monitoring software.
• Resource Needs - Additional FTEs to perform
  uninterrupted preventive maintenance services.
  Intent is to pay for those FTEs with the actual
  energy savings obtained by maximizing the system
  effiencies. (Through pilot program we are
  developing the cost savings potential that can be
  used to fund these positions.)
• Best Practice/Comparisons Continual bi-monthly
  meetings with re-commissioning Test group,
  presenting findings at monthly Energy Task Force
  meeting comprised of representatives of
  Facilities Division and outside consultants. Dick
  Cuppett, chairman.

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May 15, 2008 MPS-F034
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Maintenance Department Measurable Objective

• Measurable Objective 2 Set Target Numbers on
  KPIs for crafts on non-responsive work orders.
• Responsibility Gary Woolman Coordinator III,
  Clark Neilson Coordinator III, Tim DeBerardinis
  Coordinator IV, Karyn Schierberl Coordinator
  III, Cynthia Atterberry Coordinator III
• Report and Review Cycle daily, monthly, and
  quarterly
• Desired Results To reduce the non-responsive
  work orders
• Actual Results Losing in lifecycle requests and
  crafts with excessive work orders
• (see why on next slide)
• Action Plan for Continual Improvement based on
  Results Continue to ask for increase staffing
  to keep up with growth and training for
  technicians. Continue to look for techniques to
  increase work efficiency such as regionalizing
  the Maintenance Department. Development of
  additional defendable staffing formula for adding
  FTEs.

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May 15, 2008 MPS-F034
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Maintenance Department Measurable Objective -2
KPI target based on work orders able to complete
over the 2006-2007 year with present staff and
square footage.(Scope of each job could not be
considered at this time)
KPIs indicate inadequate staffing for number of
work orders received.
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May 15, 2008 MPS-F034
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Maintenance Department Measurable Objective -2
(Lifecycle Work)
KPI target based on work orders able to complete
in a month with present staff and square
footage.(Scope of each job could not be
considered at this time)(Manpower use to assist
but no longer due to budget cut)
KPIs indicate inadequate staffing for number of
work orders received.(Roof Shop is suffering due
to accomplishment of major lifecycle work which
limits the ability to respond to small repairs.
Compounded this fiscal year by budget cuts which
required elimination of all manpower FTEs.)
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Maintenance Department Measurable Objectives

• Measurable Objective 2
• Cost Saving Deferred maintenance work could end
  up as renovation work in a future bond fund.
  Reduction of deferred work will result in reduced
  bond requests saving tax payer dollars. (Working
  on formulas for reporting)
• Resource Needs- CMMS, report enhancements, added
  KPIs, continued status review
• Best Practice/Comparisons Study completed in
  2004 (updated annually) compares our staffing in
  all craft areas to those reported in a study by
  the Association of Physical Plant Administrators
  (APPA). Presently Maintenance is under staffed
  by??? Looking at other school districts (LA
  Unified) staffing formulas.

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May 15, 2008 MPS-F034
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Maintenance Department Measurable Objective

• Measurable Objective 3 Report Improvements to
  Lost Work Days, examine issues causing injury and
  develop safety plans to reduce injuries in the
  work place.
• Responsibility Jimmy Brimmer Director I
• Report and Review Cycle quarterly
• Desired Results Maximize safety for employees
  while also reducing costs to the school district.
• Actual Results In progress (working on safety
  trainings)
• Action Plan for Continual Improvement based on
  Results Continued bi-monthly Safety meetings to
  assess injury and trainings needed. Examine
  outside safety contractors for extended training
  in excessive injury related areas. New course
  outlines presented at all safety meetings.

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Maintenance Department Measurable Objective
Measurable Objective 3
Higher Cost Injuries to the Clark County School
District were examined
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Maintenance Department Measurable Objectives

• Measurable Objective 3
• Cost Saving - reduce costs to district due to Leg
  injury (25 in first year goal)
• 124 lost work days averaged in last qtr of 2007
• 120 lost work days in first qtr of 2008
• Saved 4 work days (STA _at_19.00x32hrs608 .00)
• Resource Needs serious need for consistent,
  detailed monthly reports from Risk Management to
  measure continual improvement.
• Best Practice/Comparisons always seeking new
  safety measures to protect employees from injury.
  Consistent contact with outside vendors
  introducing new safety items such as safety catch
  for ladders and saw with safety sensor. Director
  to attend outside OSHA trainings. Searching for
  incentive-based employee program to promote shop
  to shop competitiveness for safety.

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Maintenance Department Measurable Objective

• Measurable Objective 3 Collect, analyze and
  report strategies from all crafts to promotecost
  savings/cost avoidance for the Clark County
  School District Responsibility Cyndi
  Atterberry, Coordinator III, Work Mgmt
• Report and Review Cycle Monthly
• Desired Results To increase healthy competition
  among all crafts to compare different ways to
  save money to the Clark County School District.
• Actual Results Winning!
• Action Plan for Continual Improvement based on
  Results Monthly ISO Steering Committee Meetings
  with minutes posted to website and Employee
  recognition for ideas. (Looking for sponsorship
  MRT/Partnership Office?)

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Maintenance Department Measurable Objective
Measurable Objective 4

• Shade Structures 6 year warranty up on fabric,
  4 at each ES _at_ 25,000 eachCost repairs (fabric
  only) cost between 5,156 to 11,216 (must be
  sent to factory) Costs could be reduced by
  looking into an alternate structure (metal vs.
  fabric), currently we have 750 shade structures
  Ralph Bateman
• Wood Lathe purchased at 800.00 for Musical
  Instrument repair allows Tenons on musical
  instruments to be repaired instead of
  replacement. Savings to date on 4 work orders
  1000.00 -Tim Burns
• Due to the excessive rising cost of clocks, 32
  clocks repaired on regular hours in
  Intercom/Clock instead of BER (replacement) Cost
  Savings 3072.54Supervisor works in the field
  more so technician stays in shop to repair.
  (price range 80-150) -John Craft
• Salvage of old shelving out of BERd vehicles put
  into new vehicles Cost Savings 2490 -Jim Nickas
• Reuse of hard to get lock hardware from rehabs
  (through salvage) Cost Savings 4731.92 -Keith
  Anderson
• Sending 4 employees to 3 trainings (outside of
  district) _at_ 199 to capture trainings and then
  train 35 supervisors within department. Cost
  Savings 4577 -Cyndi Atterberry
• IP-Maintenance Building Engineers installing T-8
  lighting with motion sensors in portables. Labor
  Material paid with EMS budget. Estimated Cost
  Savings to District 17,000 20,000 Rebate from
  NV Power -Dick Cuppett

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Maintenance Department Measurable Objective
Measurable Objective 4
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Maintenance Department Measurable Objectives

• Measurable Objective 4
• Cost Saving this quarter 52,871
• Cost Savings/Avoidance 3 quarters 12,470,175
  52,871 12,523,046
• Resource Needs - Trained and in some cases
  certified technicians, further empowerment of
  existing staff to implement new projects.
• Best Practice/Comparisons - We continually want
  to set the bar for savings and encourage
  competition within departments. In addition, we
  consistently meet with technicians and outside
  utilities to strive to gain new ideas and tested
  patterns for cost savings.

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Maintenance Department Measurable Objectives

• Additional Items Concentrated Areas
• 18 Management Process Procedures approved
• 5 Management Process Procedures in progress

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