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

2. 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

3. 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

4. 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

5. General Fund Budget
Dealing with the reduction in dollars

6. 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

7. Take a Look Maintenance Trades Engineers - Preventive Maintenance
Custodial Services

8. 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

9. 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

10. FY02 Performance – Year 1

11. FY02 Performance – Year 1

12. 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

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

14. FY03 Performance – Year 2

15. FY03 Performance – Year 2

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

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

18. FY04 Performance – Year 3

19. FY04 Performance – Year 3

20. 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%

21. 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

22. 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

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

24. 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

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

26. 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

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

28. 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

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

30. FY03 Performance – Year 1

31. 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

32. 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

33. FY04 Performance – Year 2

34. 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

35. 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

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

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

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

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

40. 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

41. 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”

42. Pareto Chart 80/20 Rule

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

44. 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

45. 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

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

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

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

49. 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

50. 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

51. 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

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

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

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

55. Thank You
Questions

56. Contact Information
Mike Simmons - Director of Facilities Operations
Phone: (313)
Colin Hand – Director of Maintenance Trades
Phone: (313)
Eugene Carter – Zone 2 Director
Phone: (313)
Valerie RiChard – Zone 1 Director
Phone: (313)