Program Manager, Facilities Asset Management Region of ......Our History of Using ARCHIBUS From Shoebox to CAFM Today • 23 years later – 30,000 WO's / year; 750 buildings; 3,000

Navigating The Future

Robb Dods Program Manager, Facilities Asset Management

Region of Waterloo

Agenda 1. Background

The Regional Municipality of Waterloo Our History of Using ARCHIBUS FM Operations and Maintenance Process Review

2. ARCHIBUS Re-Implementation Achieving the Objectives Product Integrations Benefits New Technology Challenges Change Management

3. Lessons Learned

4. Closing Message

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The Regional Municipality of Waterloo

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The Regional Municipality of Waterloo

Top 10 Canadian Census Metropolitan Areas, 2011

Three Cities | Kitchener, Cambridge, Waterloo

Four Townships | Woolwich, Wilmot, Wellesley, North Dumfries

Region of Waterloo | Since1973 (prev. Waterloo County)

Oktoberfest | Annual nine-day festival – 2nd largest Oktoberfest in the world, estimated 750,000 – 1M visitors to the Region every year

Population | 568,500 (est. 2014); Area: 1,368.94 km2 (528.55 SQ MI, 43°28′N 80°30′W)

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Background …it all started back in 1993 with Archibus version 6.1

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Our History of Using Archibus From Shoebox to CAFM How We Started • Using Archibus since 1993 (v6.1) • 382 buildings staffed by 1,500 employees

Progress Over the Years Reliance on ARCHIBUS • WO management for all Demand and Preventive Maintenance work • Demand work orders through Help Desk via Web Central / Intranet • PM work orders generated monthly - paper printouts distributed • 10-years later – 16,000 WO's / year (9,000 PM's) 6

Our History of Using ARCHIBUS From Shoebox to CAFM Today • 23 years later – 30,000 WO's /

year; 750 buildings; 3,000 staff

• Poly-lined CAD drawings

• Integration with corporate GIS • Buildings searchable on a map • Photos, building info and floor

plans

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Our History of Using ARCHIBUS Challenges Desire to Go mobile • Quote from 2003: “Currently under investigation and testing is automation of the process for inputting craftsperson’s time and notes into work orders through PDA’s.” Insufficient Asset Records • Poor naming conventions / duplication of assets • Activities tracked as equipment • Not linking demand work to assets, only PM linked to equipment Limited understanding of work order costs • Staff time and WO costs tracked in other systems • Work orders not closed in timely fashion 8

Time For Change …2010 was the start of the reformation of Facilities → FM2.0

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FM O&M Process Review

• 3rd party subject matter experts • Allowed management and non-management to participate • SME identified improvement opportunities • Third party validation of areas for improvement • Review with clients of FM services, operations, maintenance, project management • Archibus expertise was needed

We Sought the Help of Consultants at Various Stages of our Process Improvement and Reimplementation Process for the Following Reasons:

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Challenges Highlighted in the Review Additional responsibility for buildings; increased

centralization of services Growth in demand for FM maintenance and operations

services Missing PM schedules; current PM's out of date Archibus not fully implemented Missing a comprehensive asset inventory/register No clearly defined levels of service and performance targets

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What could we do better? Re-implement Archibus, Drawing on FM Vision and Best Practices • Improve asset records to include attributes • Understand full maintenance costs of all work orders • Reliability in asset condition and inventory Develop Consistent Business and Chargeback Model Across All Buildings • Focus on mandate, planning, communications,

technology, processes and procedures 12


Expanding Range of Data Understand Reliability of Building Systems • Go beyond equipment - track all building components • More effective collection of building data • Activities include current observations

• Gather information even if unsure of exact equipment identification • Improved asset monitoring

• Documentation of asset failure modes • Frequency of planned and unplanned maintenance • Estimated and actual labor hours • Full lifecycle cost tracking

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Why do better? Benefits • Extend life of facilities assets, reduce cost of ownership • Reduce capital expenditures • Defensible allocation of funds • Reduced risk due to fewer premature asset failures • Improved response times and higher levels of customer

service • Happier customers

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Archibus Re-Implementation …the system of record for all Facilities assets

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Improved Reporting • Accurate data readily available • Create metrics, dashboards and regular reporting Increased Efficiencies • Reduce craftsperson’s time in data entry • Avoid duplication of data entry and work • Gather observations immediately, • Eliminate paperwork, • Avoid handling W/O's multiple times Data Integration • Link maintenance activities to assets for capital renewal planning

Drivers of Change

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Three Phases of the Re-Implementation Phase One Archibus Upgrade Phase Two Asset Data Improvements Phase Three Work Management Improvements Implementation

Achieving the Objectives

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Phase One Archibus Upgrade • Concerted effort to update our information

• Implemented Property & Space Management improvements • Updated building information • Identified reporting requirements

• Upgrade to latest Archibus Version • Introduction of staff time entry


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Phase Two Technology Improvements • Asset inventory updated

• UniFormat hierarchy, barcoding and location identification • Work Management & Preventative Maintenance improvements

• Building Operations Console introduced • Mobile implementation

• Change from Blackberry to Android smart phone • Read instructions, scan equipment bar code, take pictures,

enter time, three-question Survey • Corporate Systems integrations


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Mobile Devices • WebCentral for balance of time, detailed asset records

or service history • VPN through firewall results in multiple logins • Too many work orders slows down devices

• Reduce volume of work orders through the work order management process

• Control of the WO process requires proper planning and scheduling


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Recommendations in Going Mobile • Do a Pilot and provide time to adjust, let staff play / use the new

technology • Keep the work order requirements simple

• Provide simple instructions and ways of entering data • Include time entry, condition and performance ratings and comments

• Work with a target group • Gather feedback, identify training requirements • Correct technology glitches and quirks in how it is used

Re-Piloting Mobile Use Soon


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• Integration to Oracle financial • WO time integration with time &

attendance management system • Banner HR system • GIS Integration, view work order lists • Assetic's MyPredictor for modelling

and strategic reporting • Data can be transferred easily

Achieving the Objectives Corporate System Integration Sharing Data with Other Systems

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Benefits Quality Data Improvement for Assets • Improved financial / staff time

tracking • Complete asset inventory with full

work history • Staff receive & complete work in the

field, access to detailed asset records

• Asset condition and performance updated

• Asset data is current

Annual replacement forecast by equipment standard (level 2)

Achieving Objectives

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Challenges Staff Resistance • Reorganization of the Facilities Operations and Maintenance was

happening at same time • Staff complained there was too much too fast Multiple Meetings – Supervisors and Staff and in Larger Groups • Important to document their concerns and show they were being

addressed Emphasize that Change is Taking Place – No Going Back! • Management provide support, training and time to meet the challenge – to be met for the benefit of everyone

Change Management

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Intensive User Group Training Held at Each Implementation Phase • System Administrators • Help Desk • Supervisors • CAD operators • Craftsperson (lots of time)


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Phase Three Work Management Technology Improvements • Continue Preventative Maintenance

Improvements • Capital Planning, Budget and Project

Management Modules • Further centralization of all facilities data • Quick-Start homepage dashboards • Integration with Building Automation Systems

Going Forward

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Work Management Process Improvement • Engaged expertise in work management process improvement • Focused third party subject matter expert that staff respected • Validation of areas for improvement • Feedback meetings engaged client representatives • Benchmarking against ISO 55000 best practices • Amalgamation of preventive maintenance work orders • Introduction of scheduling methodology

Going Forward

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Planner & Scheduler Roles • Integrate maintenance needs with asset performance requirements • Align maintenance program to maximize the longevity of assets

• 10 year capital renewal program supported by maintenance program

Going Forward

• Energy opportunities introduce new technologies

• Introduce standards and common PM descriptions

• Resources properly matched to PM work orders

• Ensure priority is given to work order completion

• By regional grouping of work or by client service team • Coordination of demand and PM work orders

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Lessons Learned …understanding the effects of technology upgrades

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Communication is Key Must be Prepared with a Solid Staff Communication Plan • What are the expectations of them? • What support they will have? • What is the timing of the expected change? • What will the end-state look like? • What’s in it for them? Create a Training Program on both Software and Processes • Remember the audience

• How tech savvy are they (or not) • Use pictures/diagrams, screenshots and examples

Lessons Learned

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Understanding What Matters • Pilot - understand functionality of technology before finalizing processes • Clear and consistent work flows needed • Importance of work scheduling - frequently and for shorter periods (daily) Planning & Scheduling Identified Planner and Scheduler roles were needed

– Approval for one position – Scheduler – Supervisors initiated new scheduling methodology, while position was

created and posted – Planning role will come at a later date

Lessons Learned

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Changes in Technology can Drive Organizational Changes Affects Processes, Staff Interaction, and Management Requirements Cultural Changes – New Ways of Working Encourages Process Improvements – Questions the Status Quo Opportunity Created to Support Other Management Goals –

Reorganizations Upgrading Opens Prospects to Introduce New Supporting Technology –

Mobile Managing Change at all Staffing Levels is a Must Support is Required – Management, Archibus Business Partners,

Consultant Expertise

Closing Message

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Thank you Questions? Contact Me: Robb Dods

Program Manager, FAM Region of Waterloo

[email protected]

Slide Number 1AgendaThe Regional Municipality of WaterlooThe Regional Municipality of WaterlooBackgroundOur History of Using ArchibusOur History of Using ARCHIBUSOur History of Using ARCHIBUSTime For ChangeFM O&M Process ReviewFM O&M Process ReviewSlide Number 12FM O&M Process ReviewSlide Number 14Archibus Re-ImplementationDrivers of ChangeAchieving the ObjectivesAchieving the ObjectivesAchieving the ObjectivesAchieving the ObjectivesAchieving the ObjectivesAchieving the ObjectivesSlide Number 23Achieving ObjectivesSlide Number 25Slide Number 26Going ForwardGoing ForwardGoing ForwardLessons LearnedLessons LearnedLessons LearnedClosing MessageSlide Number 34

Documents

Program Manager, Facilities Asset Management Region of ......Our History of Using ARCHIBUS From Shoebox to CAFM Today • 23 years later – 30,000 WO's / year; 750 buildings; 3,000