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Value Stream Mapping Event UW-System Future State Maintenance Work Order Process

Value Stream Mapping Event UW-System Future State Maintenance Work Order Process July 8 th -31 st , 2009. Participants. Future State Mapping Team. Combine Campus Objectives. Improve Customer Response Time and Satisfaction Reduce Work Order Lead Time Improve Supervisor Accountability

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Value Stream Mapping Event UW-System Future State Maintenance Work Order Process

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  1. Value Stream Mapping Event UW-System Future State Maintenance Work Order Process July 8th-31st, 2009

  2. Participants

  3. Future State Mapping Team

  4. Combine Campus Objectives • Improve Customer Response Time and Satisfaction • Reduce Work Order Lead Time • Improve Supervisor Accountability • Improve Technician Accountability • Create a Standard Work Order Process • Receive accurate and complete work order information from the Customer • Improve Facilities Organization credibility • Consistently share “Best Practices” between campuses

  5. Current State UW La Crosse

  6. Current State UW Milwaukee

  7. Current State UW Whitewater

  8. Current State UW River Falls

  9. Current State UW Stevens Point

  10. Best Practices • Get accurate information from requestor (Onus on customer) • Make WO requesting electronic (Except for Emergency) • No work begins without a Work Order (to capture time and Materials) • Emergency Work must have a work order completed directly after the work is complete • Use of “trouble report” or tracking of “Failures” • Must have a work order to procure materials • Work Order progress reported daily • Partial Billing (finished and/or closed) • Finished is any single technician has completed his work. • Closed is entire job is done and materials are assigned.

  11. Best Practices • Work Hours reported daily • Work orders should have Priorities with Timelines associated with them and assigned • Priorities roll up on a timeline basis to a higher priority if the work has not yet been completed • Maintenance Management (Assigning and Scheduling of work from work order backlog to Technician) • Have the role of a Planner Scheduler • Estimating • No Estimating is done for work under $500 (message to customer they will not get an estimate and will only be billed T&M) • Estimating is done only for Projects

  12. Best Practices • Work Order and Priority Types & Definitions (see attachment Lean Process-Proposed Work Order Priorities and Definitions) • Automated upload of CMMS charges • Daily collection of charge backs • Informing Customer of Work Order Status as status changes • Sharing of TMA status reporting (UWW) • Customer Survey for satisfaction rating information (TMA Automated version UWW) • Turnaround time for work order completion is determined • Method for tracking/capturing Estimating Time (Blanket Work Order)

  13. Best Practices • Takt time measurement of Customer Demand • Control the work distribution & completion to Takt • Best Practices must include a strong Preventative Maintenance program before Work Order process improvements can be realized • Need the assurance from the Leadership/CBO’s that this “best practice” will be implemented and supported as standard operating procedures

  14. Future State

  15. Future State

  16. Future State System Wide Action Items

  17. Future State System Wide Action Items

  18. Future State System Wide Action Items

  19. Project Metrics & Goals UW La Crosse *Includes Backlog & Maintenance time

  20. Project Metrics & Goals UW Milwaukee Includes Backlog & Maintenance time

  21. Project Metrics & Goals UW Whitewater *Includes Backlog & Maintenance time

  22. Project Metrics & Goals UW River Falls *Includes Backlog & Maintenance time

  23. Project Metrics & Goals UW Stevens Point *Includes Backlog & Maintenance time

  24. Benefits to Date • We now are able to apply Value Stream Mapping to other processes • We have a better understanding of process differences between campuses • Best Practices at each Campus have been identified • This has been an opportunity to network with peers at other Campuses to share ideas about mutual concerns

  25. Anticipated Benefits • Shorter Work Order Lead Time • Improve Customer Satisfaction • Reduce stress & frustration of staff • Increase Facilities Operation Efficiency and Quality • Have the ability to follow a consistent Work Order process throughout the UW System

  26. Resources & Time How to accomplish the Future State? • Get management approval and continued support to go ahead with the improvement plan • Value Stream Manager to keep the Campus CBO’s/Steering Team updated on progress • Time and resources to implement • Allow the team time to meet on a regular basis to: • implement the remaining actions • drive continual improvement • DELIVER THE FUTURE STATE

  27. Thank You Questions?

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