1. Driving Business ResultsBecause maintenance matters Windmill Software & PM Worx Thursday January 15 th 2009 – 9:00 to 12:00 Greystone Conference Presenter: Joshua Malbogat, Account Executive, Windmill Software Inc. -- Toronto

2. Driving Business Results Topics Introduction to Windmill Software Basics of PM Worx Importance of Maintenance Scope of opportunity: –Corrective Work Orders –Preventative Maintenance –Asset Management Greystone Metrics Reporting (executive and management level) Worx IQ – Business Intelligence for Maintenance Successful implementation The future of PM Worx Questions & Answer Because maintenance matters

3. Driving Business Results Windmill Software 300 Senior Living Communities 33 States/5 Provinces 65,210 Residential Units Other Multi Site Organizations like: –Life Care Services –Life Care Retirement Communities –Presbyterian Homes of Georgia –Evangelical Homes of MI –and more…. Because maintenance matters

4. Driving Business Results Map of Occupancy Because maintenance matters

5. Driving Business Results PM Worx Components Work Order Management Staff Requests Resident Requests Preventative Maintenance Asset Management Inventory & Purchase Orders Capital Planning Mobile Worx Because maintenance matters

6. Driving Business Results Importance of Maintenance Typically not recognized for the value it delivers Lack of understanding as to importance of maintenance Sometimes seen only as a cost Gets attention when problems arise Because maintenance matters

7. Driving Business Results Preventative Maintenance Corrective Maintenance Asset Management ● Financial savings ● Increased resident satisfaction ● Shortened response time ● Reduction in emergencies ● Competitive advantage ● Accurate budgeting ● Risk reduction ● Increased productivity ● Better survey & accreditation results ● Capital planning ● Health & safety compliance Structure Disciplined Execution Accountability ● Lifecycle plan ● Cost avoidance ● Resident health & well being Scope of Opportunity

8. Driving Business Results Corrective Work Orders Typical problems from Administration: Work gets missed Hear complaints from staff and residents Things take too long (refurbishments and more) Because maintenance matters

9. Driving Business Results Corrective Work Orders Typical problems from Maintenance: Pulled in 20 directions Acting like a fire fighter Impossible to plan and organize – always reactive Not recognized for what’s being done Constantly stopped in the hall Because maintenance matters

10. Driving Business Results Corrective Work Orders -- Typical Systems Paper Work Orders Log Books Phone calls Verbal Requests Email Because maintenance matters

11. Driving Business Results Corrective Work Orders – 4 keys Communicating the work Organizing the work Monitoring the work Setting standards and expectations Because maintenance matters

12. Driving Business Results Communicating the work - 6:30 am and already your behind…. Because maintenance matters

13. Driving Business Results The costs of not solving the problem…. Because maintenance matters

14. Driving Business Results Corrective Work Orders – Communication Communicating the work –Centralized request system –Feedback loop –Stopping verbal requests (as much as possible) Because maintenance matters

15. Driving Business Results Corrective Work Orders – Organization Because maintenance matters Does your work order system look like A, B or C?

16. Driving Business Results Corrective Work Orders – Organization Organizing the work –Right work –Right people –Right time frame Because maintenance matters

17. Driving Business Results Corrective Work Orders – Monitoring Monitoring the work –Is it getting done on time? –At the right quality levels? –Look for opportunities for improvement Because maintenance matters

18. Driving Business Results PM Worx - Built in QA Measures Because maintenance matters

19. Driving Business Results Corrective Work Orders – Setting Standards and Expectations Setting Standards & Expectations –What response times have you committed to? –What are the expectations of staff? Of residents? –How should they request work? –Do they follow your guidelines for submitting requests? –How are all of these standards and expectations communicated to staff and residents? Because maintenance matters

20. Driving Business Results How will requests come in? Because maintenance matters

21. Driving Business Results Keys to solving the problems – Setting standards Because maintenance matters DescriptionDetailed DescriptionExamplesWay to RequestResponse Time Emergency A crisis where there's potential of danger to staff or residents. Fire and Flood! Major power outage. RadioDrop Everything Immediate A task that needs to be done in the next very short while. One that would be ridiculous if it were left until someone accepted the request off the computer. Resident locked themselves out of unit, resident needs their car jumped. Radio Maintenance dispatches staff Rapid response Work that needs to be done within the day, typically within the shift, or that poses a significant safety risk. Loose bed rails, trip hazards, light bulbs that affect safety, etc. PM WorxEnd of day Regular Day to day work - your demand work orders that are not critical i.e. - not an emergency, immediate or rapid response. Painting touch ups, leaky taps, burnt light bulbs not in critical areas, etc. PM Worx2 working days

22. Driving Business Results Take away – keys to successful work order systems Do you have: A centralized request system (PM Worx, Email, etc..) A way of organizing the work (system for accepting and prioritizing work) A feedback loop to requestor A way to monitor the work and ensure it’s done on time Because maintenance matters

23. Driving Business Results Take away – ensuring everyone's on the same page Write down the top 10 most important projects, have the ED do the same thing – do they match? Create your own standards/service delivery commitments Share these with other department heads – do they have same expectations? What do residents expect? Communicate with them what they can expect Because maintenance matters

24. Driving Business Results Preventative Maintenance Corrective Maintenance Asset Management ● Financial savings ● Increased resident satisfaction ● Shortened response time ● Reduction in emergencies ● Competitive advantage ● Accurate budgeting ● Risk reduction ● Increased productivity ● Better survey & accreditation results ● Capital planning ● Health & safety compliance Structure Disciplined Execution Accountability ● Lifecycle plan ● Cost avoidance ● Resident health & well being Scope of Opportunity

25. Driving Business Results What Is Preventative Maintenance? Asset related work Compliance related work Scheduled inspections Work for other departments It’s not just about maintenance! Because maintenance matters

26. Driving Business Results When PM Fails… Compliance problems/citations Early asset failure (increased costs) Increased energy costs Increased emergencies Increased risks….. Because maintenance matters

27. Driving Business Results Preventative Maintenance - Typical Systems Wall calendar Log book Excel sheets Outlook In maintenance’s head Because maintenance matters

28. Driving Business Results Preventative Maintenance Knowing what needs to be done and when Having a system for reminders Keeping an accurate history Because maintenance matters

29. Driving Business Results Preventative Maintenance Knowing what needs to be done and when –Are all assets included? –Does each task have a detailed procedure? –Are tasks set to the right frequency? Because maintenance matters

30. Driving Business Results Preventative Maintenance Having a system for reminders –Reminder each time a task is due –Past due reminders Because maintenance matters

31. Driving Business Results Preventative Maintenance Keeping an accurate history –Compliance and accreditation process –Ensure asset life spans are protected and maximized –Risk avoidance (protect the health and safety of residents) Because maintenance matters

32. Driving Business Results Preventative Maintenance Knowing what needs to be done and when –Are all assets included? –Does each task have a detailed procedure? –Are tasks set to the right frequency? Having a system for reminders –Reminder each time a task is due –Past due reminders Keeping an accurate history –Compliance and accreditation process –Ensure asset life spans are protected and maximized –Risk avoidance (protect the health and safety of residents) Because maintenance matters

33. Driving Business Results Key Components of Good Systems Automatic Reminders Procedures Time Estimates Asset Lists Historical Reporting (easy) Transferable Because maintenance matters

34. Driving Business Results Not just about assets Identify chronic problems Resource planning Resident & staff satisfaction PM as a component of capital planning Because maintenance matters

35. Driving Business Results A Visual aid for the importance of PM Because maintenance matters

36. Driving Business Results Top Reasons PM Systems Fail Because maintenance matters 5)Budget Concerns 6)Staff Skill Levels 7)Staff Utilization 8)P.M. System Organization 9)Use of Contractors 10)It’s All In My Head 1)Work Order System 2)Executive Directors: Understanding of P.M. Need 3)Plant Directors: Understanding of P.M. Needs 4)Resident Satisfaction

37. Driving Business Results Preventative Maintenance Corrective Maintenance Asset Management ● Financial savings ● Increased resident satisfaction ● Shortened response time ● Reduction in emergencies ● Competitive advantage ● Accurate budgeting ● Risk reduction ● Increased productivity ● Better survey & accreditation results ● Capital planning ● Health & safety compliance Structure Disciplined Execution Accountability ● Lifecycle plan ● Cost avoidance ● Resident health & well being Scope of Opportunity

38. Driving Business Results Assets Management Excellence in corrective work orders and PM –Protects building and equipment –Reduces risk Making the right decisions for the future –Repair vs. replace decisions –Staffing levels Capital Planning –Ensure long term financial viability Because maintenance matters

39. Driving Business Results Capital Planning Set guidelines –Which assets will you include? –Base on a dollar value? –Capital items only? Inventory of assets –Purchase date –Original cost –Estimated life span Annual review –Review all assets due for replacement in the next 2 years –Update as required Because maintenance matters

40. Driving Business Results What a Capital Plan can look like Because maintenance matters Replacement Year200820092010 Asset Category Appliances20,86112,1130 Electrical012,1130 Fire protection & emergency12,63100 Heating, ventilation & A.C.47,67900 Medical equipment003,047 Plumbing and drainage000 Structural0074,023 Annual Replacement81,17024,22677,070 2016 3,041 0 0 107,669 0 6,056 0 116,767

41. Driving Business Results Greystone Metrics – Additional Data Average W/O per staff – from 6 to 11 per day Average # of minutes per W/O – 23 minutes Average W/O per resident unit per month 1.33 Because maintenance matters

42. Driving Business Results Greystone Metrics – Where does work come from? Because maintenance matters

43. Driving Business Results Greystone Metrics – What are the prorities of work Because maintenance matters

44. Driving Business Results Greystone Metrics – What type of work is being done? Because maintenance matters

45. Driving Business Results Greystone Metrics – What are the avg. response times? Because maintenance matters

46. Driving Business Results Reporting Board/Executive Basic Management Level (day to day) Advanced Management (annual reports) Because maintenance matters

47. Driving Business Results Reporting Policy Development – Reporting Standards Date Driven Weekly – Outstanding work orders (reviewing why work is incomplete) Monthly/Quarterly – Average response time (ensuring standards are met) Annually – Asset maintenance costs (for repair vs. replace/budget planning) Event Driven Health & Safety meetings – summary or H & S related work Resident council meetings – info on volume of work (promoting maintenance) Refurbishment projects – updates for marketing Because maintenance matters

48. Driving Business Results Board/Executive – Volume of Work Because maintenance matters

49. Driving Business Results Board – Volume of Work Showing the volume of work Work that’s incomplete Can be filtered on priority or source to show success on specific areas Because maintenance matters

50. Driving Business Results Board/Executive – Response time summary Because maintenance matters

51. Driving Business Results Board – Response Time Success at meeting standards Part of a QI program (if a goal is reducing days outstanding) Highlight problem areas for resolution Because maintenance matters

52. Driving Business Results Board/Executive Reporting – Analysis by Priority Because maintenance matters

53. Driving Business Results Board/Executive Reporting – Analysis by Priority Looking at what % are emergencies or rapid response vs. planned Too high on emergencies typically means a problem Poses the question – do we need to watch for specific problems? Because maintenance matters

54. Driving Business Results Board/Executive - Analysis by Source of Work Because maintenance matters

55. Driving Business Results Board/Executive - Analysis by Source of Work Do we have too many requests coming from residents or family members? Can we do something to find these problems ourselves? What % does PM make up? Another way to see if we have a successful PM program Because maintenance matters

56. Driving Business Results Management - Unit History Because maintenance matters

57. Driving Business Results Management - Unit History Easy to showcase chronic problems in a unit Address issues if residents or family members think work isn’t being done Identify potential issues others may need to know (e.g. falls) Because maintenance matters

58. Driving Business Results Resident work order bliling Because maintenance matters

59. Driving Business Results Management – Resident Work Order Billing Ensure revenue opportunities aren’t missed Easily communicate with finance Highlight the revenue maintenance is bringing in for special services Because maintenance matters

60. Driving Business Results Monitoring Overdue Work Orders Because maintenance matters

61. Driving Business Results Management – Monitoring overdue work View weekly to ensure nothing is falling behind Watch for overloading of staff Easily redistribute as required Notify staff/resident of delays and provide a reason where possible Because maintenance matters

62. Driving Business Results Weekly Staff Productivity Reporting Because maintenance matters

63. Driving Business Results Management – Monitoring staff productivity Ensure tracking system is being used properly Ensure work the right level of productivity is being achieved Address staffing concerns early on Use as part of a review process Because maintenance matters

64. Driving Business Results Management – Specific task efficiencies Because maintenance matters

65. Driving Business Results Management – Specific task efficiencies Compare time taken on specific types of jobs Analyze who’s fastest at particular jobs and assign jobs to the right staff Because maintenance matters

66. Driving Business Results Equipment - Repair vs. Replace Because maintenance matters

67. Driving Business Results Management – Repair vs. Replace assets Build a case for replacing an asset based on hard numbers Identify chronic problems with equipment Because maintenance matters

68. Driving Business Results Refurbishment tracking Because maintenance matters

69. Driving Business Results Keys to a Successful Implementation Don’t leave this just to maintenance – get other department heads involved Phase in the deployment (don’t try to do everything at once) Build standards and stick to them Start right after training Use the reports and the support Because maintenance matters

70. Driving Business Results Keys to a Successful Implementation 1.Efficiency - currently time is wasted on duplication (e.g. entering info in twice, once on paper, once in excel) - too much time is currently spent entering the data. 2.Faster notification of work requests - no longer have to pass through a bunch of people before getting to Bob G's desk. 3.Eliminating lost requests - eliminate the verbal passing off of requests from one reception to another. 4.Stopping verbal requests in the hall - Sometimes requests get lost or forgotten. Handhelds will help enter requests in the field when needed but staff and residents can also submit requests themselves. 5.Prioritizing - Maintenance can enter identified work orders in the field and they won't have to stop what they're doing. The identified work won't get forgotten. 6.Allowing staff and residents to check the status of requests - this frees up maintenance from having to check the status of work requests. Residents will only be able to check the status of their own requests. 7.Ability to easily find work orders - searching and reporting. Need to easily find history of work that has been done in an apartment. Current method is Excel is too tedious. 8.Visibility - track time maintenance staff have spent working in different areas and on different types of work (and report on this.) Where is the time going? 9.Reliable creation of PM work - to achieve complete history, make sure it gets done and isn't forgotten. Also to have the PM generated automatically. 10.PM Procedures - having the procedure for PM generate along with the scheduled work order as well as including attachments such as equipment schematic Because maintenance matters Set Goals :

71. Driving Business Results Worx IQ – Business Intelligence for Maintenance Because maintenance matters Customizable dashboards Drill-down to detail Interactive report creation Add reports to ‘your favorites’ Subscribe to reports delivered to your inbox daily, weekly, monthly, etc Alerts email & dashboard notifications of exceptions

72. Driving Business Results Sample Screen Shots Because maintenance matters

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76. Driving Business Results Future of PM Worx Housekeeping expansion Transportation Activities Room bookings IT ticket management Resident CRM Virtual CCRC Services Catering Security/Watchmen Because maintenance matters

77. Driving Business Results Annual User Conference Senior Living Specific Focused on aligning maintenance with strategy of SL organizations (not just software) Guest writers/speakers (clients, consultants, etc.) Part of building a community for maintenance directors within SL Because maintenance matters

78. Driving Business Results Q & A Questions? Because maintenance matters

79. Driving Business ResultsBecause maintenance matters Windmill Software & PM Worx Joshua Malbogat, Account Executive, Windmill Software Inc. – Toronto Toll Free 1-877-363-9679 Email jmalbogat@windmill-software.comjmalbogat@windmill-software.com www.pmworx.com