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Why is a School District Like an Airport?Why is a School District Like an Airport?

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Presentation on theme: "Why is a School District Like an Airport?Why is a School District Like an Airport?"— Presentation transcript:

1 Why is a School District Like an Airport?Why is a School District Like an Airport?

2 Flight PlanFlight Plan What Makes us Like an Airport About Clark County School District Using Maximo to Handle a Wide Variety of Work Maximizing Performance While Minimizing Costs A Clear View of the Future: Using Maximo Data to Plot a Course Projects Still in the Hangar

3 What Makes us Like an AirportWhat Makes us Like an Airport Huge Square Footage to Maintain Many Specialties to Manage Subject to Government Regulations Tax Payer Funded and Effected by National Economy Reports Data to Several Agencies Tends to get Larger and More Complicated Yearly

4 What Makes us Like an Airport? Large Area to Maintain 392 Sites State-of-the-Art Sites 357 Schools, 35 Administration Sites 8,000 Square Miles (All of Clark County) 34, 927, 142 Square Feet of Building Space Rancho High

5 What Makes us Like an Airport? Wide Variety of Specialties General Repair: Carpentry, Paint, Roofing, Flooring, Glass Mechanical Repair: HVAC, Kitchen Refrigeration, Food Plant Refrigeration, Electrical, Plumbing, Energy Monitoring Exterior / Structural: Fabrication, Furniture Repair, Asphalt/Concrete, Fence/Playground Equipment Repair: Audio Visual, Fire Systems, Industrial Equipment, Office Machines, Hardware/Locks, Clocks/Intercom, Musical Instruments

6 Wide Variety of SpecialtiesWide Variety of Specialties Grounds/Landscaping Security Systems/Closed Circuit Television Warranty Management Telecommunications Pest Management Environmental Services Special Response and Repair: On-Site Building Engineers, After Hours Engineers, Mobile Maintenance Vans, Technology and Networking Share Data With: Risk Management, CCSD Police, CCSD Board of Trustees

7 Most Importantly We Are Like an Airport Because our Most Important Consideration Is Our Customers Safety and Comfort… 1500 Active Maximo Users Including 450 Craft Technicians School District Staff of 37,341 Personnel Student Population of 310,000 Children

8 Using Maximo to Manage a Variety of Work Orders Check Boxes Color Coded Work Order Lists Work Flow Refinements

9 Check Boxes Highlighting, Routing, Reporting Special HVAC Requests External Agency Inspection Findings OSHA, Health Department, Fire Departments Quality Assurance/Quality Control Global Energy Initiatives Inspection Required Prior to Completion Caused by Vandalism Bond Funded Work Request

10 Color Coded Work Order ListsColor Coded Work Order Lists

11 Adding check box fields to database and color formatting to properties, gives extra attention to special projects /priorities and facilitates reporting on key work order groups.

12 Color Coded WO ListsColor Coded WO Lists Advanced Search

13 Work Flow RefinementsWork Flow Refinements Review Work Flow Yearly for Modifications Needed Solicit Suggestions/Comments From Users Ensure Continual Improvements to Process

14 Refining Work FlowRefining Work Flow Use Checkboxes Created in DB to Route WOs Use Workflow Actions to Reduce Manual Actions Increase Efficiency and Reduce Unnecessary Steps Reduce Staffing Needs if Necessary Use Roles not People (People Change) Review and Adjust Limits (PR / POs) Monitor for Old Active Records

15 Maximizing Performance/Minimizing Costs Dispatch Whiteboard Runs (3) Queries From Maximo Database Does Not Require Log-in to Maximo Used by Administration at all Levels 24 Hours of High Priority Work Orders in Real-time Reduces Status Update Requests Accessible Anywhere in CCSD Intranet Shows Technicians Dispatched Runs in asp.net in a Microsoft IIS

16 Dispatch WhiteboardDispatch Whiteboard Runs SQL Queries on asp.net through the Maximo Database to a Microsoft Server

17 Electronic Dispatch WhiteboardElectronic Dispatch Whiteboard Instant statistics / real time updates Allows Personnel to View Critical Information for the Day Without Logging in and Searching. Requires no Upkeep. Uses Off the Shelf Hardware and Software.

18 Maximizing Performance / Minimizing Costs Using Existing Equipment for a Mobile Solution Budget Could not Support New Mobile Hardware Solution Technology Considerations: Could Existing Devices Assist Users? What Information Could be Collected? What Information Could be Sacrificed? Who Would Test and Evaluate? Follow Up: Did we Benefit?

19 Maximizing Performance / Minimizing Costs Using Existing Equipment for a Mobile Solution Dispatching Jobs Using XORA Web Site

20 Maximizing Performance / Minimizing Costs Using Existing Equipment for a Mobile Solution Jobs Received on XORA Enabled Phone Starting and Ending Jobs

21 Maximizing Performance / Minimizing Costs Using Existing Equipment for a Mobile Solution Download XORA Labor Report From Web Site

22 Maximo Enterprise Adapter (MEA) XORA Interface by Electronic Data Inc. (EDI) Blue = Validated Red = Problem Maximizing Performance / Minimizing Costs Using Existing Equipment for a Mobile Solution

23 Maximizing Performance / Minimizing Costs Communication With Customers Customers Know What We Are Doing Bulletins, Newsletters, Training, Site Visits, Help Desk, Administrative Council Customers Tell Us How We Are Doing Surveys, Administrative Council, Help Desk Log Continuous Improvement on Service Continuous Improvement of Data Quality and Relevance

24 Maximo Generated When SR is Resolved Sends Online Survey Web Site Link to Customer Survey for Other Issues Survey Data Compiled by Staff. Below Average Rating -Customers are Personally Visited by Administration Maximizing Performance / Minimizing Costs Communication With Customers

25 Maximo Escalation for Resolved SRs Finds All Resolved SRs (Every 6 Hours) Initiates Maximo Communication Template s Completion Notice and Survey Link Surveys Downloaded From Online Storage Reviewed and Followed Up Weekly Maximizing Performance / Minimizing Costs Communication With Customers Zoomerang Survey Example

26 A Clear View of the Future Using Maximo Data Key Performance Indicators Graphical Reports

27 A Clear View of the Future Using Maximo Data Some of our Data Driven Decisions Life Cycle Calculations for Flooring, Roofing, Paint and Running Tracks Asset Purchases and Design Changes Resource Planning for Budgetary Concerns De-Centralization Efforts Increasing Wrench Time Assessing Production and Quality Future Site Closures Commissioning Studies

28 National Average States 35% is good Best in Class is 65% Peak Industrial Solutions, LLC

29 Wrench Time Data From MaximoWrench Time Data From Maximo Number of Active Laborers per Craft Number of Absence Hours per Period Number of Available Hours per Period Number of Actual Hours Reported End Result: Actual Labor/Available Hours X Available Labor Maximo Tables: MODAVAIL, CRAFT, PERSON, LABOR, LABORCRAFTRATE, LABTRANS Lesson Learned: If Maximo is used to manage all aspects of maintenance, data will be available to improve, gauge and monitor your work force efficiency and time management.

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32 Key Performance Indicators (KPIs) Non-Compliant Work Orders Priority 1 Priority 2 Priority 3 Priority 4

33 Priority 1 – 4 hrs Priority 2 – 24 hrs Average completion of priority 1 work order Actual response time of priority 1 work order Actual response time of priority 2 work order

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35 Reports with GraphicsReports with Graphics Easy Analysis and Comparisons Used for Strategic and Tactical Planning Long Range and Daily Must Have Support Data for Supervisor Response

36 The Bottom Line For Administrators Example: Absence Summary One Page, Quick View of Problem Areas…

37 Supporting Data for Supervisors Example: Absence Summary Information Necessary for Supervisors to Address Issues

38 Monitoring Trends Before a Crisis

39 Work Load Vs. Overtime Answers Many Questions Is O/T Needed? Why is it Needed? Where is it Needed? Who Needs it?

40 Premium Pay Justification Where Premium Labor Dollars are Spent

41 Comparing Premium and Regular PayComparing Premium and Regular Pay Sometimes Dollars and Cents Speak Louder than the Percentage

42 Reported Labor Under 20 Hours per WeekReported Labor Under 20 Hours per Week Identifies Areas to Improve for Increased Wrench Time. Notifies Supervisors of Maximo Labor Input Issues or Other Labor Issues Needing Attention.

43 Costs of Regional Facilities Comparing Facility Types Across the Organization

44 Identifying Your Business Increase Preventive Maintenance/Reduce Repairs CM=Corrective Maintenance EM=Emergency PM=Preventive RM=Renovation/Routine

45 Projects Still in the HangarProjects Still in the Hangar VFA Integration Using Asset Fusion for Maximo Identifying How Many Classrooms are Down (Maintenance) Workflow Revision: Change Service Request Flow Upgrade to Latest Version Of Maximo Start New Reporting with BIRT Integrate Maximo with SAP Purchasing Module

46 We Look Forward to Your Comments/Questions …Exchange Ideas, Keep in Touch… Las Vegas Maximo Users Group Web Address: We Encourage Open Exchange of Ideas and Information New Forum Added to Site Thank you to AMUG for the Invitation

47 Questions? Thank You for Your Attendance Stuart Weiler Database Analyst III Clark County School District Cynthia Atterberry Work Management Coordinator


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