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Facilities Management with the Mission of Correctional Facilities 15 October 2013 Strategy / Alignment of Sustainment.

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Presentation on theme: "Facilities Management with the Mission of Correctional Facilities 15 October 2013 Strategy / Alignment of Sustainment."— Presentation transcript:

1 Facilities Management with the Mission of Correctional Facilities 15 October 2013 Strategy / Alignment of Sustainment

2 Industry Perspective of Facility Management

3 Industry Associations International Facility Management Association (IFMA) Association of Higher Education Facilities Officers (APPA) American Society for Heating, Refrigerating and Air Conditioning Engineers (ASHRAE) American Society for Healthcare Engineers (ASHE) Building Owners and Managers Association (BOMA) Institute of Real Estate Management (IREM) Association of Facility Engineers (AFE) American Society of Civil Engineers (ASCE) Society of American Military Engineers (SAME) British Institute of Facilities Management (BIFM) The Royal Institute of Chartered Surveyors (RICS) Facility Management Association of Australia (FMAA) Industry Perspective of Facility Management

4 4 International Perspective of FM

5 5

6 There will never be enough resources to meet my facility needs. So, what do I do? Underlying Commonality

7 Time is the coin of your life. t is the only coin you have, and only you can determine how it will be spent. Be careful lest you let other people spend it for you. 7 Strategy / Alignment of Sustainment 7

8 Facilities Asset Management Operations & Maintenance FM Technologies Training / Performance Measurement Strategy / Alignment of Sustainment Best Practices in… 8

9 Facilities Asset Management Operations & Maintenance FM Technologies Training / Performance Measurement Strategy / Alignment of Sustainment Best Practices in… 9

10 National Academy of Sciences - Trilogy

11 1.Closely align facilities with the organization's mission 2.Dispose of excess or underutilized facilities Facility Asset Management Best Practices

12 3. Link M&R investments to the organization’s bottom line 4. Invest to ensure compliance with regulatory or statutory requirements 5. Invest in efficient operations Facility Asset Management Best Practices

13 Standardize FCA Program Goal is to conduct objective and accurate facility condition assessments and create a Facility Asset Management Plan that is… Rational Repeatable Recognizable Credible Facility Asset Management Best Practices

14 Standardized documented process that provides accurate, consistent, and repeatable results. Detailed ongoing evaluation of real property assets that is validated at predetermined intervals. Standardized cost data based on industry-accepted cost estimating systems (repair/replacement) User-friendly information management system that prioritizes DM and CR. Standardize FCA Program Facility Asset Management Best Practices

15 Success in securing adequate M&R funding = Presenting a clear, consistent and certain message. Best practices do the following: » Establish a framework of procedures/criteria » Create effective decision-making environment » Provide a basis for measuring outcomes Effective Communication Strategies Facility Asset Management Best Practices

16 Effective Communication Strategies Facility Asset Management Best Practices

17 Communicating Outcomes & Risk Communication Strategies

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19 Facilities Asset Management Operations & Maintenance FM Technologies Training / Performance Measurement Strategy / Alignment of Sustainment Best Practices in… 19

20 Reliability-Centered Maintenance (RCM) PreventivePredictive Proactivedemand

21 Prioritization: Streamlined RCM High $ Downtime Costs Repair Costs Cost of PM Maintenance Costs Low $ Optimal Maintenance LowHigh Level of Maintenance Lost Productivity Excessive PM * *

22 Predictive Testing and Inspection (PT&I) PT&I Toolkit

23 Predictive Testing and Inspection (PT&I)

24 Ultrasonics How it is used…  Mechanical/electrical inspections.  Airborne leak surveys of… Compressed air systems. Gas and steam systems. Negative pressure (vacuum) systems. Non-pressurized systems (tone generators). Predictive Testing and Inspection (PT&I)

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26 Vibration Screening & Analysis How it is used…  Critical rotating equipment.  Screening & Trending.  ID deteriorating conditions. Predictive Testing and Inspection (PT&I)

27 Infrared Thermography (IRT) How it is used…  Electrical & Mechanical Equipment.  Facades / Exterior Elements. Predictive Testing and Inspection (PT&I)

28 Lubricating Oil Analysis How it is used…  Emergency generators.  Hydraulic elevators.  Chillers. Predictive Testing and Inspection (PT&I)

29 Laser Sheave Alignment  Quickly ascertain and correct angular and offset misalignment between the pulleys. Predictive Testing and Inspection (PT&I)

30 Laser Sheave Alignment How it is used…  Sheave alignment.  Belt-driven equipment. Predictive Testing and Inspection (PT&I)

31 RCM Successes at SI Reliability-Centered Maintenance (RCM)

32 RCM Successes at SI Condition-Based Lubrication Program Steam Trap Performance Testing Reliability-Centered Maintenance (RCM)

33 Facilities Asset Management Operations & Maintenance FM Technologies Training / Performance Measurement Strategy / Alignment of Sustainment Best Practices in… 33

34 Why Do We Need FM Technology? Tool Measure Data

35 FM Technologies (CMMS/IWMS)

36 Computerized Maintenance Management Systems (CMMS) CMMS/IWMS Solutions

37 Integrated Work Management Systems CMMS/IWMS Solutions

38 “Reliable and appropriate data and information are essential for measuring and predicting beneficial outcomes of investments in maintenance and repair for predicting the adverse outcomes of lack of investment.” Communicating Outcomes & Risk FM Technologies (CMMS/IWMS)

39 Facilities Asset Management Operations & Maintenance FM Technologies Training / Performance Measurement Strategy / Alignment of Sustainment Best Practices in… 39

40 Smithsonian Institution World-Class FM Innovation

41 Performance Measures PM-PdM/CM Ratio PM-PdM Compliance PM-PdM Effectiveness Uptime/Reliability Rework Work Order Type Distribution Work Order Aging Overall Equipment Efficiency (OEE) Overall Craft Effectiveness (OCE) Top 10 Problem Codes

42 Total Facilities Costs ($/s.f.) Time (years) 5 10 15 Custodial Utilities M&O Capital Renewal Deferred Maint. Total Cost of Ownership $14.58/s.f $12.84/s.f Total savings on a 500,000 s.f. facility = $869,500/year (12% decrease) 0 1 2 3 4 5 6 7 8 7 9 3.5% reduction in utility costs due to increased energy efficiency Increase in staff (3) and materials for PM program 10% reduction in CR due to extended equipment service life Initial increase in DM due to increased PM and identification of additional needs Decrease in DM due to equipment overhaul and repairs (20% long term) Total Cost of Ownership

43 Creating high-performance FM organizations that enables the overall organization achieve its mission

44 Questions / Discussion Thank You Jim Whittaker whittaker@feapc.com

45 BIM COBie RCM PT&I/PdM AFDD CMMS/IWMS Evolving Workplace M&R Investments 45 Current Hot Topics in FM KPIs BSC TCO LCA / LCCM Interoperability Commissioning Design for Maint. EPP / PDM

46 National Academy of Sciences – Report

47 integratingaligninginnovating Business Technical Enterprise Knowledge Behavioral CONTINUOUS IMPROVEMENT LIFECYCLE MANAGEMENT STRATEGIC DECISION MAKING OWNER Governing Approach Core Competencies Skills Base Governing Mindset Governing Behavior Essential areas of expertise Framework for Effective Federal Facilities Asset Management

48 Facility Lifecycle Management 10-25% 50-70% 10-25%

49 Studies Failure 1. The Gartner Group Study- 64% 2. Standish Group Study- 66% 3. The Robbins-Gioia Survey- 51% 4. Conference Board Survey- 40% 5. The KPMG Study- 61% 6. The Chaos Report- 84% 7. The OASIG Survey- 70% IT Project Failure Statistics To err is human; but to really foul things up takes a computer.

50 Top Five Reasons (Internal) 1. Lack of Strategy (Outcomes) 2. Inadequate Resources/Investment 3. Inconsistent Data Standards 4. Lack of FM Process Understanding/Training 5. Unsuccessful in Selling the WIIFM Why CMMS Projects Fail Bonus – Client/Vendor Speaking Different Languages

51 Top Five Reasons (Vendor) 1. Vendors Often Lack FM Expertise 2. Difficulty Understanding Expectations 3. Delta in Sales vs. Implementation 4. Train on Software not FM Processes 5. They Are Not – “Not-For-Profit” Why CMMS Projects Fail

52 More Reasons Lack of true integration (‘I’ in IWMS) Lack of data ownership, quality, maintenance IT Office run projects (relationships) Trying to accomplish too much (broad scope) Rapid pace of technology changes (vendor growth) Too much focus on look and feel of software Selection based only on functionality CMMS is viewed as a static system Viewed as a location specific tool The project team sees the project as complete once the system goes live Why CMMS Projects Fail

53 What to do… Establish Goals & Objectives (Vision) Develop Strategic Optimization Plan Establish Data Standards Align Technology with Processes Simplify / Integrate Technologies Train on Processes & Maintain Data Measure Success (Metrics) How to Achieve Success

54 2 Desired Outcomes 3 Process Review 4 Data Review 5 Technology Audit 6 Optimization Plan 7 Metrics & Reporting 1 Culture and Trust Technology Optimization Process

55 FM Processes Planned Maintenance

56 Demand/Corrective Maintenance FM Processes

57 Metrics / Reports Metric DescriptionStd. 1 Metric DescriptionStd. 1 Facility Condition Index (FCI)<0.05Stockroom Turns / Year2 - 3 Deferred Maintenance BacklogTrendAnnual Training Hours>40 hrs. On-the-job Wrench Time>60%Maint. Cost / Replacement Cost3 - 4% PM / CM Ratio70 / 30Percent Return Work<5% Unscheduled Maintenance Downtime<2%Mean Time Between FailuresTrend PM Schedule Compliance>95% Failures Assessed: Root Cause>75% CM Schedule Compliance>90%Maintenance OT Percentage5-15% Unscheduled Man-Hours<10% WO Covered by Estimates>90% WO Turn-Around TimeTrendOn-Site Supervisor Time>65% Emergency Response Time<15 min. 2 Stockroom On-Time Delivery>97% Stockroom Service Level>97%Material / Part Performance>98%

58 MISSION “To provide the facilities and operational support required to fulfill the mission, vision and values of _________________________.” CORE VALUES Customer Perspective Process Perspective Learning and Growth Perspective Financial Perspective CaringIntegrity Discovery A Facilities Management organization whose people possess the latest skills and knowledge, and are recognized for their contributions to the organization. Optimally used resources that provide the best value when compared to other providers and which are utilized in total alignment with the strategy of the organization. Deliver services that our customers need and value. Our customers recognize us as their provider of choice. Services that are delivered by continually enhanced processes, efficiently, and seamlessly.

59 MISSION “To provide the facilities and operational support required to fulfill the mission, vision and values of _________________________.” CORE VALUES Customer Perspective Process Perspective Learning and Growth Perspective Financial Perspective CaringIntegrity Discovery 1.Establish a proactive customer service program 2.Develop partnerships with customers for mutual success 3.Implement effective customer service feedback and measurement system 4.Simplify and streamline processes 5.Improve the delivery of service 6.Integrate technology to improve services 7.Adopt best practices to improve services 8.Provide appropriate training for our employees 9.Formalize a program for career development 10.Prepare and encourage employees to implement new techniques 11.Establish a high level of accountability 12.Align department priorities with institutional requirements 13.Benchmark performance 14.Maximize asset utilization

60 Key Resources

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63 Developing a Common Language Between Facility Managers & Business Officers

64 A Common Language Deferred Maintenance vs. Facilities Renewal


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