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CHANGING FOR EXCELLENCE
University of KansasChanging for Excellence
Facilities Services Town Hall MeetingJuly 17, 2012
Draft & Confidential
1. Opening Remarks
2. The New FS Organization
3. The Motivation for Change
4. Next Steps
5. Question & Answers
Today’s Agenda
2
Draft & Confidential
• Facilities Services officially launched on July 8th with merger of FO and DSH employees
• Realigned construction staff under DCM to focus FS on Maintenance & Operations
• Launched new shift times for custodial staff in academic and research spaces
• Permanent zone office spaces rolled out on July 8th for all zones except Zone 4
» Zone 4 expected to move in to permanent space in Sep/Oct 2012
• New Work Order management process initiated as of the merger date that focuses responses to maintenance calls in the zones and improves customer service
• Daily meetings with Zone Managers and Work Management to coordinate workload across zones, identify issues, and collectively build new operating model
• Leadership focused on feedback from FS staff
Custodial staff voiced concerns about high temperatures in Malott and Wescoe; the temperatures were dropped by 5 degrees to accommodate concerns of FS staff
• Developing standard procedures for ‘see it/fix it’ maintenance and standing PM work orders
• Working with IT to redesign PM and Work Order modules in Maximo and unveil Maximo across zones
Actions Completed to Date
3
Draft & Confidential
The New Facilities Services (FS) Organization
4
Draft & Confidential
5
Maintenance Operations
Admin & Support
Shops & Store
Custodial Services
Maintenance Operations
Admin & Support
Shops & Store
Custodial ServicesConstruction Services
Landscape Services Landscape Services
Facilities Operations
Department of Student Housing
Consolidate, Focus, and Optimize
Merging FO and DSH Facilities Operations
Maintenance Operations
Admin & Support
Shops & Store
Custodial Services
Landscape Services
Facilities Services
Draft & Confidential
Central Maintenance & Operations
Work Management
Storeroom
Today’s Organization
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Students,
FS AdministrationFS Business Services
Zone 1
Zone 2
Zone 3
Zone 4
Zone 5
Zone 6
Landscape Maintenance
Customer Service
Draft & Confidential
1. Six maintenance zones based on geography, facility type, and workload
2. Seven central maintenance shops support the zone crews These shops also oversee centralized functions that are difficult to zone
out (i.e. key shop, power plant, instrumentation, etc.)
3. Zone staff respond to calls first and triage the situation. They determine what support, if any, will be needed to resolve the issue
4. While trips to the storeroom are still required, this need will be eliminated in the near future Zone staff will communicate their materials needs to the storeroom who
will fulfill your item needs, order parts, and deliver them to your zone
5. When not responding to calls, workers can be walking their zones handling “see it, fix it” work and outstanding PM tasks
The New FS Maintenance Organization
Developed with input from the workforce and the customers:
7
Draft & Confidential
The New FS Custodial Organization
Also operated as part of the new zone structure:
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1. Custodians are assigned to one of the six zones on campus.
2. They continue to perform the great support they have always provided.
3. A single supervisor oversees the custodial functions in each zone. This supervisor reports to the zone manager.
4. Custodians support the maintenance function by reporting outages, wear and tear, and other maintenance items they notice as they are cleaning.
Draft & Confidential
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Right-sizing the organization for the future
Pre-Merger FTE: 520 Post-Merger FTE: 455
Staff FTE 426Supervisor FTE 94Ratio 4.5/1
Staff FTE 402Supervisor FTE 53Ratio 8.6/1
Draft & Confidential
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FTE and Budget impact of the merger
Total FTE Pre-Merger 520FTE Moved to DCM (33)Vacant Positions Removed (32)Total FS Filled Positions Post-Merger 455
VSIP Candidates (36)End of FY13 Projected FTE 419
Draft & Confidential
Reasons for Change
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Draft & Confidential
The Need for a Preventive Maintenance ModelReactive maintenance strains both the budget and labor resources
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PM is Missed
Preventable Failure Occurs
Resources Redirected to
Resolve Failure
Tactical Repairs Are Made
Work Load Increases
Resources and Maintenance Budget Strained by Repairs
Resources and Maintenance Budget Strained by Repairs and Replacement Caused by
Subsequent Failures
Morale Declines and Standards Drop
Work Backlog Grows
What’s the solution? Shifting to a Preventive Model
Draft & Confidential
• Introducing a “See it, Fix it” philosophy among our maintenance crews and a “See it, Report it” philosophy among our custodians
• Eliminating the distractions caused by time consuming project work and rightsizing the maintenance budget to backfill the reliance on billable work
• Launching a comprehensive asset collection effort that will be the basis for a new, robust preventive maintenance program
• Reduce our growing deferred maintenance backlog
Moving to a Preventive Maintenance ModelWe have a duty to our students, alumni, and the tax payers to protect and restore our historic campus.
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Steps We Are Taking to Build KU’s Preventive Maintenance Model
A Preventive Model Will Help Us Meet a Critical Goal
Draft & Confidential
Continuing Change:People, Communications, and Technology
14
Draft & Confidential
Building a More People Centered OrganizationOur people are our most valuable assets. We have more precisely identified FS’s challenges, solicited your input, and we have started to enact changes.
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Safety Employee Guidebook Leadership TrainingDirector of FS
Campus
Energy Manag
er
Dep Dir. for Maintenance
& Operati
ons
Assoc Dir.
Business
Services
Manager of
Workforce
Safety
An Employee Guidebook has been created to
standardize policies and procedures and clearly communicate them to
staff. The guide is undergoing final review.
New position created: “Manager of Workforce
Safety”; Reports directly to the FS Director
Starting next month, FS Supervisors and above will
be provided with leadership development
training.
We are listening! Your suggestions that are already becoming a reality include…
Next Steps? Continue implementing focus group suggestions and create a plan that enables employees to provide feedback and further develop the organization.
Draft & Confidential
Improving Communications Inside and OutCommunication and transparency were issues among both the FS workforce and our customers. Steps we are taking to alleviate these issues include:
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Better communication
within…
Greater transparency with our customers…
• Increased access to workstations and email• Frequent, if not daily, meetings at shift start• Creation of a staff liaison committee • Open door policy with managers and supervisors
• Itemized invoices• A Work Management desk that is completely
focused on customer contact and getting you what you need to respond
• A clear priority system for work orders• Greater visibility of managers and technicians
throughout the day
Improving relationships
with our strategic KU partners…
• Sustainability• DCM• Police• Parking & Transit
• EHS• KUMC
Draft & Confidential
Empowering workers with technology We are committed to giving you the information you need when you need it. Over the next six to eight weeks, a small number of staff will be asked to participate in a mobile pilot. Full rollout will occur over the next 18 months.
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You can do all of this and more with your device…
Distribute, receive, and check on the status of work orders in the field
Scan an asset and get its work history
Input your labor and notes on the spot
Check materials availability and coordinate delivery with the Storeroom
Get access to e-mail
Video conference with other staff to help you assess situations and fix issues
Waiting for a new assignment? Pull up and address scheduled PM work on the fly
Approve purchase order requests quickly and easily
Download other apps that will help you in the field
Draft & Confidential
Questions?
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