Creating a Campus of Distinction - Facilities Management · PDF fileGoal 1 ‐Improve...

Strategic Planning SlidesReported to Phil Jones Individually via Director
First Quarter Fiscal Year 2012October 2011
Facilities Management
Creating a Campus of Distinction

Goal1 ImproveOperationandMaintenanceoftheUniversity'sCampus.
Goal2 Adaptexistingfacilitiestomeetnewrequirements.
Goal3 DelivernewfacilitiesthatsupporttheUniversitymission.
Goal4 Perfectacustomerfocusedorganization.
Goal5 Developavalued,welltrained,motivatedanddiverseworkforce
Goal6 Promotegoodstewardship.

Balance Score CardCUSTOMERPerspective
Strategic Objectives:Work Request Process, Housekeeping Processes,
Improve Process Reliability, Increase On-Time Delivery, Informal Project Administration,Enhance Customer Satisfaction

Balance Score CardFINANCIALPerspective
Strategic Objectives:Manage Budget, Maximize Revenue Stream
Promote Fiscal ResponsibilitySustainable Practices
Conserve Natural ResourcesImprove Employee Safety
Improve HUB Participation

Balance Score CardINTERNAL PROCESSES
Perspective
Strategic Objectives:Labor Availability, Logistics Efficiency, Optimize Supply Chain,
Improve Process Reliability, Manage Technical Resources, Master/Project Planning Process, Capital Project Administration,
Develop High-Quality Staff

Balance Score CardLearning & Growth
Perspective
Strategic Objectives:Develop high quality staffRetain high quality staffDevelop positive cultureImprove Employee Safety

Facilities OperationsReport
Lee Snodgrass, Director

Facilities Management Strategic Planning Session First Quarter FY 2012
GOAL #1 Improve maintenance and operations of the Campus
Strategy: 1.1 Improve Labor AvailabilityObjective: 1.1.1 Increase Wrench Time to over 80%
Measure: Hours (total hours charged to work requests divided by total hours recorded)
Goal: Greater than 80% for the year
Balanced Scorecard Category: Internal Business Process
LeadF. O.
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STATUS

GOAL #1 Improve Facilities Operations
Strategy: 1.1 Improve Labor AvailabilityObjective: 1.1.1 Increase Wrench Time to over 80%
ACTION PLAN
ActionsComplete1 ContinuedimprovementofaccountingpracticesfortimeappliedtoWRs.2 ContinueddevelopmentofthePMprogram.
ActionsPlanned1 Continuetostressreportingandrecordingofemployeestime.
a)MeetwithshopsupervisorandPAstoreviewb)Stressimportancewithallemployees.
2 Getemployeesoutoftheshop
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LeadF. O.

Strategy: 1.2 Improve Logistics EfficiencyObjective: 1.2.1 Improve Stock Fill Rate to 97%
Measure: Percentage Fill (SDIs Key Performance Indicator {KPI} Stock Fill Rate)Calculated on: Lines filled FY-to-date/Lines requested FY-to-date.
Goal: Greater than 97%
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LeadF. O.
STATUS

Strategy: 1.2 Improve Logistics EfficiencyObjective: 1.2.1 Improve Stock Fill Rate to 97%
ACTION PLAN
ActionsComplete1 Noactionstaken.RestockingbeingcontrolledbySDIsautomatedsystem.
ActionsPlanned1 Continuetoletautomatedsystemcontrolandseehowitworks.2 Addingitemsthathavebeenorderedrepeatedlyasnonstockitemstostockasorder
onrequestitems(carriedataninventorylevelofzerobutpresourcedforfasterorderinganddelivery).
3 Longleaditemsandspikesinusagewerethemaincausesforinabilitytofill.
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LeadF. O.

Strategy: 1.2 Improve Logistics EfficiencyObjective: 1.2.2 Reduce Average Non-stock Requisition to Receipt Time to 4.0 Days
Measure: Days (SDIs KPI Non-stock Requisition to Receipt Time)Calculation on: Weighted average of monthly request-to-receipt times.
Goal: Less than 4 days
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LeadF. O.
STATUS

Strategy: 1.2 Improve Logistics EfficiencyObjective: 1.2.2 Reduce Average Non-stock Requisition to Receipt Time to 4.0 Days
ACTION PLAN
ActionsComplete1 Req toQuoteapprovalwasdramaticallyloweredby31%(downto15.2hours).
ActionsPlanned1 Nonstockitemsthathavebeenorderedonarecurringbasisarebeingaddedtostock
inventoryasORO(OrderedOnRequestOnly).
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LeadF. O.

Strategy: 1.3 Improve Work Request ProcessObjective: 1.3.1 Decrease Percentage of Reactive Work Requests to less than 58%
Measure: Percentage (Number of reactive work requests divided by total number of work requests including PM and predictive work requests)(APPA Benchmark)
Goal: Percentage to average < 58% for year.
Balanced Scorecard Category: Customer Service
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LeadF. O.
STATUS

Strategy: 1.3 Improve Work Request ProcessObjective: 1.3.1 Decrease Percentage of Reactive Work Requests to < 58%
ACTION PLAN
ActionsComplete1 ReviewedChillers,andFirepumpPMs addedmissingPMs.
ActionsPlanned1 ContinuetobuildPMprogramtocoverallequipment.
a)ContinueworkwithAuxiliaryServices2 Continueincreasingpredictivemaintenancemeasuresasfundspermit.3 Continuereviewofreactiveworkrequestsforroutineservicesthatshouldbemovedto
scheduledservices,orPM.
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LeadF. O.

Strategy: 1.3 Improve Work Request ProcessObjective: 1.3.2 Decrease Work Request Cycle Time by 5%
Measure: Hours from work request submission to work complete status (for WRs not requiring parts ).
Goal: Less than 719 quarterly average for the year
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STATUSSTATUS
LeadF. O.
ArchibusReportInerror
FISContacted

Strategy: 1.3 Improve Work Request ProcessObjective: 1.3.2 Decrease Non-emergency Work Request Cycle Time by 5%
ACTION PLAN
ActionsComplete1 Continuedemphasisonover14dayand30dayreportsbysupervisorsandmanagers.2 ContinuedreviewofunassignedWRsbysupervisorsandmanagers.3 ContinuedreviewofPMandotherworkassignmentsandcompletionswithtechnicians.4 ReviewthemannerinwhichdataisusedtocalculatecycletimewithFIStoensure
accuracy.
ActionsPlanned1 EmphasizeFacilitiesOperationsOP16TimelyandAccurateHandling/ProcessingofWRs.
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LeadF. O.

Strategy: 1.5 Improve ReliabilityObjective: 1.5.1 Improve Completion of Preventative Maintenance Work Requests to over 90% from 87% last year.
Measure: Percentage of Preventive Maintenance Work Requests Completed vs. (Completed + Cancelled )
Goal: Greater than 90%
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LeadF. O.
STATUS

Strategy: 1.5 Improve ReliabilityObjective: 1.5.1 Improve Completion of Preventative Maintenance Work Requests to over 90%
ACTION PLAN
ActionsComplete1 ContinuedevelopmentofPMProgram.
ActionsPlanned1 CompletedevelopmentofPMProgram.2 ClosermonitoringofPMcompletionsbySupervisorandManagers.
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LeadF. O.

Strategy: 1.5 Improve ReliabilityObjective: 1.5.2 Decrease number of Unscheduled Equipment Replacement Projects by 15%
Measure: Number of Unscheduled Equipment Replacement Projects in Quarter
Goal: Less than 8 per year or 2 per quarter
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LeadF. O.
STATUS

Strategy: 1.5 Improve ReliabilityObjective: 1.5.2 Decrease number of Unscheduled Equipment Replacement Projects by 15%
ACTION PLAN
ActionsComplete1 ContinuedaddingequipmenttoPMprogram.
ActionsPlanned1 ContinueexpansionofPMProgram.2 Continueexpansionofpredictivemaintenanceprogram.
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LeadF. O.

Strategy: 1.5 Improve ReliabilityObjective: 1.5.3 Reduce Unscheduled High Voltage Electrical System Outages by 10%
Measure: Percentage of time system is fully operational (Hours of Outage divided by Total Hours in Quarter)
Goal: Less than .0069 for year.
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LeadF. O.
STATUS

Strategy: 1.5 Improve ReliabilityObjective: 1.5.3 Reduce Unscheduled High Voltage Electrical System Outages by 10%
ACTION PLAN
ActionsComplete1 CompletedPMsasscheduled.2 Completedfirsthalfofthermalscanning.
ActionsPlanned1 ContinuePMs.2 Prepareprogramformajorequipmentrepairsandreplacement.3 ReviewsystemprojectsidentifiedontheR&Rlistandprioritize.Indicateurgencyand
recommendfuturefundingdates.
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Creating a Campus of Distinction - Facilities Management · PDF fileGoal 1 ‐Improve...

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