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113-C: Leading-edge Physical Plant Management TUESDAY, OCTOBER 26 AAHSA 2004.

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Presentation on theme: "113-C: Leading-edge Physical Plant Management TUESDAY, OCTOBER 26 AAHSA 2004."— Presentation transcript:

1 113-C: Leading-edge Physical Plant Management TUESDAY, OCTOBER 26 AAHSA 2004

2 113-C: Leading-edge Physical Plant Management AAHSA 2004 Jo-Anne Kempe, Windmill Software Inc.

3 Importance of Preventative Maintenance Making Data-Driven Decisions Streamlining Maintenance Processes Challenges to Change from the Field

4 Continuous Quality Improvement Governance and Accountability

5 The Importance of Preventative Maintenance Barry Higgins, Maintenance Director Calvary Fellowship Homes – Lancaster, PA 113-C: Leading-edge Physical Plant Management

6 Is Preventative Maintenance Really that Important? ?

7 Preventative Maintenance… Saves Money Prolongs Equipment Life Improves Equipment Performance

8 How often do you change the oil in your automobile ? How often do you change your heating and air conditioner filters at home? How often do you brush your teeth? Is Preventative Maintenance Really that Important?

9 The equipment in your facility REALLY needs to be taken care of!!!!

10 Increased repair costs Failure to perform Preventative Maintenance can cost you up to 50% more in: reduced life expectancy; and, How much does it cost you to NOT do Preventative Maintenance? Life Expectancy Repair Costs

11 4 Requirements for Successful PM 1.Commitment from leadership team and maintenance staff 2.Knowledge and understanding of PM programs 3.Appropriate financial and labor resources 4.A good computerized maintenance system or an administrative support miracle worker

12 Preventative Maintenance… …Supports Capital Asset Management

13 How do you start a PM Program? ?

14 Create a PM Program: 5 Steps 1.Complete an inventory of equipment to be included in your program. Assign ID tags/numbers 2.Prioritize your equipment list according to the equipments risk and how important it is to facility operations 3.Identify PM requirements for each piece of equipment

15 4.Develop a schedule for the PM requirements that you have identified 5.Utilize a computerized maintenance software program or manually develop schedules and PM work orders. This process is probably going to be the most difficult part of your PM development Create a PM Program: 5 Steps

16 5 Tips for Success 1.Assign equipment alpha-numeric codes that work for you 2.Use a data collection form for each piece of equipment 3.Prioritize PM actions as Critical, Important or Minor

17 4.Develop you PM program once space or department at a time 5.Try not to dwell on the enormity of the project. Take it one step at a time 5 Tips for Success

18 Examples of High Priority Equipment Emergency Generators HVAC Equipment Nurse Call Systems Fire Extinguishers

19 Examples of High Priority Equipment Water Heaters & Storage Tanks Resident Beds Food Service Equipment Medical Equipment Laundry Equipment

20 Important Data for Equipment PM Manufacturer name and address Date of purchase and cost Equipment life expectancy Maintenance requirements

21 Important Data for Equipment PM Recommended maintenance schedules Name plate data including voltage, Amps, PSI, GPH, RPM, motor frame size, etc. Belt sizes

22 Preventive Maintenance is an important part of your Quality Improvement initiative. It provides a documented record of work completed, costs incurred and labor expended for each piece of equipment in the PM program. A key element to Responsible Governance Without this information how can you make informed decisions? PM = Quality First

23 A Critical Component

24 Life Safety

25 In summary, an effective PM program provides a professional approach to facilities management, meeting of code and regulatory requirements and at the same time supporting your facilitys Quality Improvement initiatives. PM = Quality First

26 Preventative Maintenance In Action

27 NOW… Is Preventative Maintenance Really That Important?

28 Improved Communications From Hey Alex to Automated Work Requests Alex Sutherland, Environmental Services Manager Country Terrace Long-Term Care – Ontario, Canada 113-C: Leading-edge Physical Plant Management

29 Improved Efficiency Typical Work Request Methods Clipboards at stations 3-part NCR forms at stations

30 Improved Efficiency Problems with Clipboards/NCR forms Time lost collecting requests Illegible handwriting Missing detail or required information NCR forms can cost $$$ Requests get lost in the shuffle No usable work history

31 Improved Efficiency Computerized Work Requests Faster, easier & more accurate than handwriting a note Staff enters required detail directly Immediate pop-up notices vs only once / day pick up Saves time collecting requests Ability to prioritize & organize by location

32 Improved Response Time Clipboard or NCR form Requests Response time = 3-4 days Computerized Work Requests Response time = 24 hrs

33 Effectiveness & Accountability Most Common Work Request Method? Hey Alex! Have you got a second? Hey Alex! Did anyone tell you about… Hey Alex! Why havent you… Hey Alex!

34 Eliminating Hey Alex Method Not reliant on memory –- fear of forgetting Not distracted from current task Permanent record = maintenance accountability No arguments about if or when something was requested Squeaky wheel does not get the oil Better service for staff and residents Effectiveness & Accountability

35 Closing the Feedback Loop Eliminating Wasted Work Time

36 Closing the Feedback Loop Eliminating Wasted Work Time Additional Scenarios

37 Implementing Change Have all staff participate Ensure they understand problems with old methods and benefits of new methods Provide necessary training to all requestors Establish quality improvement goals – ie. Get response time down to 24 hrs -> then measure & monitor results Discipline – dont let people revert back to old ways – Hey Alex!

38 Accreditation & Regulators Before streamlining maintenance = 5 hours After streamlining maintenance = 5 minutes Increased accountability

39 Quality First Summary All staff accountable for requests and feedback of results Continuous Quality Improvement is practical due to reporting of results HEY ALEX!

40 Data-Driven Management Decisions Jim Normandin, Director of Plant Operations St. Joseph of the Pines – Southern Pines, NC 113-C: Leading-edge Physical Plant Management

41 Labor Tracking More time on one project means less time on other projects Expending labor in most productive way alleviates staffing shortages Labor tracking places an actual dollar value on service provided Time = Money =

42 In-House Labor vs. Contract Labor In-House Advantage $13-$14/hr can perform a multitude of basic tasks Can respond relatively quickly Can work independently Knows their way around campus Known to residents and staff Minimizes downtime of on-site equipment

43 In-House Labor vs. Contract Labor Contract/Outsource Disadvantage Basic handyman rate is approx $25/hr Schedule dictates availability Size of job and current workload determines priority Unfamiliar to residents and staff Security and safety concerns

44 Specialized Trade: In-House vs. Outsourced In-House Advantages In-house HVAC specialist $23/hr incl. benefits Performs PM and corrective repairs on all equipment Readily available for emergencies Can multitask when not doing HVAC maintenance

45 Specialized Trade: In-House vs. Outsourced Outsourced Disadvantages Average HVAC contractor rate = $75/hr Workload determines availability/priority Increased downtime for your equipment Substantial mark-up on materials furnished for repairs and maintenance of equipment

46 Specialized Trade: A Real Life Example A/C Example: In 2003, A/C repairs, maintenance and PM costs totalled $163,000 Addition of one certified A/C technician at $23/hr plus benefits cost $54,000 annually Total savings of $109,000 in the first year

47 Specialized Trade: A Real Life Example Painting Example: Contractor rate for 2000 ft 2 = $2000 In-house labor average = $800-$1200 In 2003, 24 room turn-overs completed in-house with a savings of approx $48,000

48 Security Multiple FTEs required to cover all shifts Avg labor rate: $8.50 - $9.00 /hr plus benefits Scheduling issues (holidays, call-offs etc) $10.00 - $11.00 /hr total No staffing issues for facility Pre-determined up front cost for contractual services to be provided In-house Security Contract Security

49 Inventory Tracking Tips Know what supplies you have on-hand Compare prices regularly (every 60 days) Flag items as high volume and ensure adequate stock and avoid downtime Take advantage of bulk purchase discounts Investigate nationally recognized purchasing organizations Track material costs to aid budgeting process

50 Equipment Tracking Tips Track existing and new equipment Record date of manufacture (usually found in serial #) as well as cost Find manufacturers estimated lifespan & recommended PM procedures Monitor warranty expiries Keep accurate records of repair history including type of repair and cost Keep up to date on replacement costs

51 Quality First Summary Continuous Quality Improvement Accountability Effective management of data allows you to: Offer the best service possible to residents and staff, in the most efficient way, at the best price Manage costs (inventory, utilities, equipment) Make concrete decisions beneficial to the organization Maintain and improve levels of quality

52 Challenges of Change Joshua Malbogat, Account Executive Windmill Software – Toronto, ON 113-C: Leading-edge Physical Plant Management Joshua Malbogat, Windmill Software Inc.

53 The Dance of Change Peter Senge, MIT Also author of Fifth Discipline The Challenges to Sustaining Momentum in Learning Organizations

54 3 Groups -- 10 Challenges A)Challenges of initiating change B)Challenges of sustaining change C)Challenges of redesigning and rethinking

55 A) Challenges of Initiating Change 1.Not enough time 2.No help (coaching and support) 3.Not relevant 4.Walking the talk

56 B) Challenges of Sustaining Change 5.Fear and anxiety 6.Assessment and measurement 7.True believers and nonbelievers

57 C) Challenges of Redesigning and Rethinking 8.Governance 9.Diffusion 10.Strategy and purpose

58 Key Challenges & Success Tips Not enough time No help (coaching and support) Not enough timeNot enough time No help (coaching and support)No help (coaching and support)

59 Summary Accept that challenges exist; embrace them Plan and execute strategies to manage them Remember Effecting Change is a constant dance !

60 Importance of Preventative Maintenance Making Data-Driven Decisions Streamlining Maintenance Processes Challenges to Change from the Field


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