Wayne State University Facilities Operations Meeting the Challenge March 16, 2005

Need for Change Productivity Responsiveness Increasing deferred maintenance backlog Budget reductions Staff and General expense funding Expanding Campus Increased customer complaints Lack of communication Inefficient HVAC equipment operation

Opportunities Reduce time to complete work orders Reduce equipment downtime Improve HVAC system operation Extend HVAC equipment useful life Increase customer satisfaction Improve productivity Improve quality

Problems Initiating Change Lack of defined processes Work Order System Inadequacies Unable to develop custom reports easily Software developer went out of business No technical support Insufficient data to make decisions

General Fund Budget Dealing with the reduction in dollars

Customer Service Initiative Division of Finance and Administration FP&M Fiscal Operations Business Operations Human Resources Objective Understand the purpose Identify roles and responsibilities Understand the need to work together Begin to recognize diversity

Take a Look Maintenance Trades Engineers - Preventive Maintenance Custodial Services

Maintenance Trades Define Goals Complete 90% of all work orders in 14 days Note: Initial analysis did not consider difference in work performed Routine maintenance Preventive maintenance Emergencies Projects: Multiple trades

Initial Findings Oct 2001 - 4% work orders complete in 14 days Work orders received monthly (600) Large backlog (1,380) Over 2 months of work All work order service calls given to engineers for initial response No prioritization process

FY02 Performance – Year 1

FY02 Performance – Year 1

FY02 - 1st Year Review Averaged 21% of work orders complete in 14 days Large work order backlog Existing work order system unable to provide data necessary for scheduling work

Decision Need new work order system Trades to receive initial service request Need to reduce backlog New Goal: Maintain backlog of 600 work orders

FY03 Performance – Year 2

FY03 Performance – Year 2

FY03 Review Averaged 600 work orders received per month Averaged 43% or work orders complete in 14 days Backlog of 1,211 work orders

Decision Proceed with new work order system Focus on completing work orders that require least amount of time Continue to reduce work order backlog

FY04 Performance – Year 3

FY04 Performance – Year 3

FY04 Review Average monthly work orders received - 443 Averaged 58% of work orders complete in 14 days Increase of 26% from previous year Backlog of 910 work orders Reduction of 25%

Next Steps New Work Order System on-line 10/1/04 Work Order Scheduling Prioritization Emergency, High, Medium, Low, Routine, Scheduled Shortest Process Time (SPT) First In First Out (FIFO) Customer Interface Ability to request service on-line Ability to review work order status on-line Consider to monitor and/or update measurables for emergencies, routine maintenance, projects for trades and building engineers Consider selective outsourcing to reduce crew backlogs Consider crew composition adjustments

Preventive Maintenance What is Preventive Maintenance? Reoccurring tasks that protect, preserve and maintain the integrity and operating efficiency of mechanical systems A proactive investigation of equipment components for early detection of the probability of malfunction or failure

Why Conduct Preventive Maintenance? Asset Preservation Ensure/Extend operating life of equipment Efficiency Reduce operating cost Minimize deferred maintenance Reduce downtime Increase customer satisfaction

Problems with Existing PM Program No consistent process Problems with existing work order system Unable to modify program No technical support Unable to schedule tasking

Problems Due to Lack of PM HVAC Systems Inconsistent temperature control Premature system component failure Excessive system downtime

Pilot PM Program Incorporate with existing work order system Selected Systems HVAC Air handling equipment Air handling units Heating and ventilating units Fans Air conditioning units Boilers Compressors Pumps

Pilot PM Program Buildings Life/Safety Fire Alarm systems Buildings Medical School, Science, Research Administration, Classroom, Auxiliary

Pilot Buildings Research Scott Hall Mott Pharmacy Biological Science Engineering Chemistry General Use Rackham Manoogian Faculty/Administration Building Law Building Fitness Center Academic/Administration Building Old Main

Define Goal Complete 90% of Preventive Maintenance work orders on time (within 30 days from the date issued)

FY03 Performance – Year 1

FY03 - 1st Year Review 58% of work orders complete on time - average Data is skewed due to addition of buildings and scheduling during the period of 10/02 – 9/03 13 Buildings in system Encountered problems scheduling and tracking PM work orders with existing system Backlog is growing

Decisions Need for new work order system Enhance ability to schedule Tasking assignments Ability to coordinate PM work orders with general maintenance work on systems and equipment Need to establish appropriate backlog Expanded pilot buildings list

FY04 Performance – Year 2

FY04 Review – Year 2 44 % of work orders complete on time - average Backlog of 983 PM work orders 26 Buildings in system Started transition to new work order system Benefits Reduction of $150K in outsourced HVAC repair costs FY03 - $465,163 FY04 - $314,482 10% Reduction in HVAC service calls

Next Steps New Work Order System on-line 10/1/04 Incorporate additional buildings into PM program Improve PM scheduling Continue to monitor and/or update measurables for PM work orders

Custodial Operation Issues Customer complaints Quality of service Productivity Absenteeism Budget cuts

Building Coverage 4,287,490 net cleanable sq. ft. Cleaning responsibility of 75 bldgs 149 day shift assignments 27 afternoon assignments

Custodial Staffing Levels 151 custodians 20 janitors 5 classroom attendants 11 supervisors

Benchmark Analysis Identify cleaning task associated with each building/type Determine net cleanable square footage Identify current staffing levels

Findings Productivity Custodial FTE cleans 3,287 square feet per hour 26,303 square feet per shift WSU productivity rate is below similar Universities average rate (3,380 sq. ft. per hour; 25,400 sq. ft. per shift) Present situation Poor cleaning quality Low productivity Shift misalignment Staff allocation

Findings Quality Defined by number of deficiencies observed per 100k square feet Inspected buildings average score fell within the 24% percentile Quality Rating Index Score – “Poor”

Pareto Chart 80/20 Rule

Re-development Needed Management investment Two-year program shows commitment to University, students staff and employees Enlisted the assistance of Core Management Service  

Core Management Services Provides custodial performance improvement consulting to both self-performing and outsourced custodial organizations. Performance improvement measurement Customer feedback programs Benchmarking Negotiation services Cleaning at lower costs levels Access to best practices from across North America  

Core Mgmt Deliverables Full time project manager on site for 2 years Written service positions Employee training program On-site trainers for 4 days before program start-up On-site continuous training of cleaners and supervisors to implement web-based Q/C program On-site quality inspection process daily Quality improvement analysis reports

Core Mgmt./WSU Focus on quality Industry research Objective information Extensive implementation experience Co-development philosophy

Expected Improvements Work methodology Team vs. area cleaning Shift considerations Communication Education-use production rates, minutes per 1000 sq ft. Training Measuring success

Redevelopment Start-up Focus on quality Adopt best of productivity advances Avoid drawbacks Involve Service Workers in run designs Involve all in measuring success

Next Steps Realigning custodial organization Develop Custodial Master Plan Redesign cleaning specification Defining roles and responsibilities Defining cleaning procedures and work schedules Implementation of web based inspection program Create additional project and relief capabilities

Continued Process Management, Supervisor and Employee transition training Program goals and objectives Process management tools and techniques Appropriate cleaning techniques Workload principles Development of production rates Application of cleaning procedures and schedules

Rollout Program Introduction 2/07/05 Education and Training 2/08/05 forward Master Plan co-developed 3/31/05 Program Rollout 4/08/05 Implementation Training 4/08/05 forward

Program Benefits Increased efficiency Increased effectiveness Increased accountability Meet or exceed customer expectation Increased management/employee satisfaction

Meeting the Challenge Do More with Less Implementation of new systems and process to improve: Productivity Responsiveness Communication Operating Efficiency

Meeting the Challenge Do More with Less Implementation of new systems and process to improve: Productivity Responsiveness Communication Operating Efficiency

Thank You Questions

Contact Information Mike Simmons - Director of Facilities Operations Phone: (313) 577-4311 E-mail: mikesimmons@wayne.edu Colin Hand – Director of Maintenance Trades Phone: (313) 577-4389 E-mail: aa1894@wayne.edu Eugene Carter – Zone 2 Director Phone: (313) 577-1831 E-mail: ac3898@wayne.edu Valerie RiChard – Zone 1 Director Phone: (313) 577-7668 E-mail: ab8599@wayne.edu