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Wayne State University Facilities Operations

Explore how Wayne State University tackled productivity challenges through smarter processes, technology upgrades, and staff empowerment. Witness the journey of streamlining operations, reducing backlog, and enhancing customer satisfaction.

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Wayne State University Facilities Operations

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  1. Wayne State UniversityFacilities 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 TradesDefine 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 • 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

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