2016

Sim

on

Sym

posi

um (OS1) Methodology in an
Industrial Environment

Introductions

2

JLL/GM Account Team Members

John M. Krieger Account Executive

Julie Mendola Integrated Program Manager

Dave Stone Housekeeping Subject Matter Expert

JLL Safety Moment

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Heat and humidity, real dangers

In 2014 alone, 2,630 workers suffered from heat illness and 18 died from heat stroke and related causes on the job. Heat illnesses and deaths are preventable.

When you sweat, perspiration evaporates to help cool the body, but if you’re working in an environment that’s both hot and humid, that humidity can actually reduce the degree to which the body can lose heat by evaporation.

The harder it is to cool off, the easier it is to suffer a heat related illness. Here are a few helpful tips:

• Wear light fabric and colored, loose fitting clothes

• Wear proper hats and sunglasses to protect head and neck

• Drink lots of water to stay hydrated

• If you’re doing strenuous work, take breaks often to cool down

Global firm and capabilities overview

Diverse services and locations deliver investment grade ratings: • Moody’s: Baa2 (positive outlook) • S&P: BBB+ (stable outlook) Committed to environmental sustainability for clients: • $47,000,000 year-end energy savings • 278k metric tons reduced greenhouse gas emissions

Americas 9 countries 137 offices

EMEA 30 countries 71 offices

Asia Pacific 16 countries 92 offices

2015 fee revenue

$5.2B S.F. under management

4B Employees

65,000 Corporate offices

280+ LEED APs

1,600 Six Sigma Green or Black Belts

450

Supporting the Global Real Estate Life Cycle

• 890 Strategic Consultants: balancing long-term strategy with practical execution

• 4,560 Transaction Specialists: best portfolio results through local market expertise and action

• 640 Lease Administrators: portfolio transparency eliminates business risk

• 4,400 Project Managers: fast, flexible and on-time delivery

• 25,120 Facility Management staff: safe, reliable, expert and productive work environments

“Super Star Firm” 2016 2009-2016 Global outsourcing 100 list

Only real estate firm listed 
nine years running

JLL offices

Recognition for the fifth 
consecutive year 


LinkedIn Top Attractors Only real estate firm named

Americas firm and capabilities overview

Diverse services and locations deliver investment grade ratings: • Moody’s: Baa2 (positive outlook) • S&P: BBB+ (stable outlook)

2015 fee revenue

$2.4B S.F. under management

1.6B Employees

23,000 Corporate offices

137 LEED APs

1,440 Six Sigma Green or Black Belts

390

Supporting the Americas Real Estate Life Cycle

• 330 Consulting and workplace strategists: balancing long-term strategy with practical execution

• 2,360 Transaction Specialists: best portfolio results through local market expertise and action

• 2,426 Project Managers: fast, flexible and on-time delivery

• 200 Lease Administrators: portfolio transparency eliminates business risk

• 14,650 Facility and Property Mgmt. staff: safe, reliable, expert and productive work environments

Only real estate firm listed 
nine years running

Fortune World’s Most Admired Companies list - 2015

JLL offices

Recognition for the fifth 
consecutive year 


Named to CR Magazine’s 
100 Best Corporate Citizens

“Super Star Firm” 2016 2009-2016 Global outsourcing 100 list

Forbes America’s Best Large Employers - 2016

JLL is recognized as a leader in the field...

Industry recognition

Focus on innovation

1,600 LEED APs

Workplace advocacy

Client recognition

Top 10 Best in Class Companies 


for Board Diversity

Fifth year in a row

2009-2016 Global Outsourcing 100 List: 8 Consecutive Years

9 Years Running

50 Out Front Companies for Diverse Managers and Women to Work 2015

Top 5 Development Companies: 6 Consecutive Years

The only commercial real estate firm named

Perfect Score (100/100) 2015, 2016

“Super Star” Firm Ranking

LinkedIn Top Attractors Only real estate firm named

JLL & General Motors

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Key Statistics: Dedicated JLL Staff
450 dedicated GM team members

# of locations supported 47 locations

Square feet under management 45.5 million

Five time GM Supplier of the Year

Ranked #1 in GM supplier vehicle purchases in 2015 – 250 vehicles

ISO 9001:2008 Certified

Housekeeping in the GM Environment

• Facility age and layout

• Manufacturing & Industrial pollutants in the environment, as part of the production process

8

Challenges and Opportunities for Quality Delivery

Housekeeping in the GM Environment

• Tenured, unionized labor

• Tenant behaviors

• Multi-shift, 24/7 operations

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Challenges and Opportunities for Quality Delivery

JLL (OS1) Pilot Sites

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PNC – Building A (Non-Manufacturing), Pontiac Stamping (Manufacturing)

(OS1) Go Live – October 2015

• PNC – Building A - PNC – Building B (go live April 2016)

• 1 shift (3rd shift)

(OS1) Go Live – March 2016

• Office/Admin areas, restrooms

• 3 shift operations

GM Pontiac Stamping

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• Pontiac Stamping Operations site overview - 1.3 million sq. ft.

- ~42 service provider team members (JLL and Vendor Partners)

- JLL/GM contract start date: 2011

• Leadership message - Understand the business

- Anticipate Site needs

- Exceed expectations

• Embrace the investment in the Pontiac Stamping Facility - 2016 and beyond… Pontiac Stamping will be the

flagship for GM Stamping Facilities

Pontiac Stamping (OS1) Bootcamp

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Snapshots of application of tools during training

Before/After – Conference Room Door

(OS1) Implementation

• Prior to implementation - Locating space in the facility

- Identify creative solutions in a space-limited environment

- HK check out room, bulk storage area, pantries, training room, laundering of microfiber

- Consider customizations of the facility environment - UAW labor for set-up of (OS1)

- Additional electric sockets required in order to properly vacuum with backpack vacuum (cannot use under-desk plugs)

- Proactively plan for environmental challenges - Off-site laundering of microfiber

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Findings and observations

Mobile Training Room

• On-site training occurs via a “mobile training room” at each facility - Limits travel for site staff

• Direct application of knowledge in the site environment, has allowed for two way dialogue and immediate solutioning - HK staff brings expert knowledge of

the facility and challenges in maintaining cleaning with new tools/process - ex: Hard water stains at Stamping

- ex: location of electrical sockets at PNC

Best Practice – Securing Space

(OS1) HK Specialist Check Out RoomBest Practice in a space limited environment

Post-(OS1) Microfiber storage Vacuums

Cloth sorting, prior to laundering

Team Engagement & Alignment to GMS

Mobile Quality Housekeeping Cart• RMS (Restroom Mobile Specialist) “Clean

Bee”

• Innovation by JLL and the Pontiac Stamping Team that solutioned:

- (OS1) prescribed janitor carts and equipment

- Limited/No janitor pantries/storage

- Lack of mobility due to facility layout/age

- Travel times and workloading achieved through mobile cart

- Increases safety in an industrial environment

• Fostered team engagement, feedback, and continuous improvement with the HK team

(OS1) Implementation

• Post-Implementation, lessons learned - “Follow the Process”

- Initial challenges/questions by HK staff may occur if team returns to prior cleaning methodology/order

- Best Practice: On-site coaching by dedicated JLL (OS1) owner, Program Managers, Supervisors, etc. at launch and during initial job rotations

- Job Rotation - Job rotation based on flex chart, timing was

too long – potential for boredom, muscle strain, fatigue, etc.

- Best Practice: Two week rotation, allows employees to “master” a job and switch roles

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Findings and observations

High Level Lessons Learned, Connecting (OS1) to GMS

• Standardization - Keep the focus on job refreshers and re-

training at job rotations - JLL OS1 team support for HK specialists as he/

she rotates to new role

- Continued training and refresher on specialist roles

- Visualization: Posters, field guide

• Continuous Improvement - Capture HK specialist feedback on tools and

process - What’s working, where is there an opportunity for

continuous improvement

- Track feedback via BPD

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Team involvement, continuous improvement

High Level Lessons Learned, Connecting (OS1) to GMS

• People Involvement - People and communication

- Increase engagement and participation on cross-shift BPD reviews - PNC: HK specialists work 3rd shift, team now

participates on1st shift BPD reviews to allow for direct communication, feedback, and countermeasure development

- In process: Connect (OS1) feedback into Level 4/5 boards

• Built in Quality - (OS1) Program incorporates quality

standards and accountability with every team member - Clean for health, then for appearance - Definitions for standards of clean, Field guides,

Team Checklist, etc.

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Team involvement, continuous improvement

Team Engagement & Alignment to GMSWorkplace Organization

Newly designed Restroom Carts promote WPO through visual management

(OS1) Pilot Results

• Safety - Ergonomic advantage of tools and

equipment

• People - Supervision and coaching of HK

specialists, training and accountability

• Quality - FMR face-to-face conversations with

selected tenants have received positive feedback

• Responsiveness - PNC Housekeeping Work Order Metrics

2015, Q3 -vs- Q4 - 69% fewer vacuum request Work Orders

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• Cost - Platform investments including,

headcount, tools/equipment, supplies

- Lower utilities spend driven by targeted lighting programs

- Consumables spend

• Environment - Clean for health, then for appearance

- Measuring pollutant removal from facility

Q&A

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