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FMDC Facility ManagementThe Applied Center of Knowledge
Toll-Free: 1-888-322-FMDC (3632)Web Site: www.fmdc-home.com
Draft Business ProcessReview & Analysis
Prepared For:The Department of Facilities Management
Prepared By:FMDC Professional Services
June 28, 2004
FMDC Facility ManagementThe Applied Center of Knowledge
Toll-Free: 1-888-322-FMDC (3632)Web Site: www.fmdc-home.com
Stage One – Draft Business Review and Analysis “ Selection and Implementation of a Computerized Maintenance Management System (CMMS)“
Dalhousie University – Department of Facilities Management2
Table of Contents
(To be inserted in hardcopy)
FMDC Facility ManagementThe Applied Center of Knowledge
Toll-Free: 1-888-322-FMDC (3632)Web Site: www.fmdc-home.com
Stage One – Draft Business Review and Analysis “ Selection and Implementation of a Computerized Maintenance Management System (CMMS)“
Dalhousie University – Department of Facilities Management3
Stage One - Business Process Review & Analysis
Executive Summary
This project, (Selection and Implementation of a CMMS) commenced on May 25th ofthis year. The first site visit by Chuck Griffin was May 25th through May 27th. This firstvisit encompassed activities from an introduction of FMDC and the project, to meetingswith various functions of the Facility Management Department as well as members of theSenior Management Team including the Director. The visit was more of anorganizational review in general, gathering input of initial requirements from amanagement perspective.
Our (FMDC) second site visit was June 14th through to June 18th. During this visit, JudieDorak conducted a detailed review of the organizational functionality and currentprocesses and systems, which are being used in support of theses processes. This draftreport attempts to capture the “as is state” of the Facility Management Departmentregarding the management of their business.
The Department of Facilities Management consists of six units (Administrative Services,Building and Utilities Services, Environmental Services, Finance, Planning and ProjectServices, and Security Services), with a total of 450 staff (regular and temporary).
Facilities Management currently processes approximately 24,000 work orders per annum,and maintains and operates approximately 120 buildings using a gross annual budget ofapproximately $23M. The campuses are divided into three zones for maintenancepurposes. In-house personnel may complete projects of up to $200k. Project workexceeding $200k is normally completed by outside contractors.
Strategically, as the Facility Management Department moves forward, there will be aneed for a mission statement. This statement should reflect how the business will addressthe needs of its customers. It is the basic statement of the reasons for the business’existence that distinguishes itself. Understanding the needs and expectations of thecustomer is critical to establishing the most efficient and effective business processes.
One of the goals of this system is, by incorporating, a “Total Integration” approach tomove the organization from a reactive mode to a proactive scheduled mode of operation.One of the universal objectives of any maintenance improvement plan must be toimprove the ratio of planned versus unplanned work. The ultimate aim must be to movethe unplanned maintenance level as far as possible toward zero.
FMDC Facility ManagementThe Applied Center of Knowledge
Toll-Free: 1-888-322-FMDC (3632)Web Site: www.fmdc-home.com
Stage One – Draft Business Review and Analysis “ Selection and Implementation of a Computerized Maintenance Management System (CMMS)“
Dalhousie University – Department of Facilities Management4
Items of key Importance- (Focused On)
1. Total integration of information and activity management;2. A seamless delivery of service to the customer;3. A team focus on the vision and direction of the organization;4. Reputation – be a solution provider;5. Ensure control of the management of university assets6. Setting and maintaining a standard of excellence in Asset and
Maintenance Management;• Ownership of control• Comprehensive management of Assets• Standards of operation• Business Processes
Business Process Review & Analysis
The Business Process review was conducted by organizational function andrelated processes and software used. Approximately eleven different softwareprograms have been identified to date, not including office suite products such asLotus Notes, Excel and Word.
When reviewing the “as is state”, please verify the accuracy of this draft reviewand analysis. As the team moves forward in agreement of the processrequirements and flows, this will become the foundation for the software selectioncriteria process as well as the implementation process in general.
FMDC Facility ManagementThe Applied Center of Knowledge
1-888-322-FMDC (3632)www.fmdc-home.com
Client: Dalhousie UniversityContact: Christine Matheson, Manager Facilities Management
Draft Business Process Review & Analysis
6/28/2004 Document: DAL P9025278-1 Page 5 of 38
Day Time Met With Topic(s) Covered – Expanded on in this DocumentMonday, June 14 8:30 am Christine Matheson
Chuck Griffin - FMDCIntroductions
9:30 am Queena Crocker-SmithKathryn Minty
Work Control Unit (WCU)- Create Requests- Work Order (w/o) Creation- Work Order Status- Work Order Execution- Work Order Return- Billing- Time Cards
2:30 pm Sharon Personnel FM/ Admin- Time Cards
3:00 pm Nick IT – see Friday June 18Tuesday, June 15 8:30 am Paul Christie – Maintenance Manager
Neil Landry – Zone 2Peter Coolen – Zone 3Scott Anderson – Zone 1
Maintenance (Mtce)- Demand Work Order Execution by Zones- Demand Work Order Return- Preventative Maintenance (PM) Creation- PM Generation- PM Closure
1:00 pm Darrell Boutilier – Utility Manager
Keith Laybolt – Stores Manager
Stores – Inventory Control- Stock Issue Voucher- Stock Issue- Reports- Not Stocked Items- Goods Received – Direct- Good Received - Inventory
Wednesday, June 16 8:30 am Paul Christie – Maintenance ManagerDarrell Boutilier – Utility Manager
Building & Utilities- Warranties- Project Handover- Database Management
10:45 am Darrell Boutilier – Utility Manager Thermal Plant
FMDC Facility ManagementThe Applied Center of Knowledge
1-888-322-FMDC (3632)www.fmdc-home.com
Client: Dalhousie UniversityContact: Christine Matheson, Manager Facilities Management
Draft Business Process Review & Analysis
6/28/2004 Document: DAL P9025278-1 Page 6 of 38
Day Time Met With Topic(s) Covered – Expanded on in this DocumentRoss Farrant – Thermal Plant Manager
1:00 pm Alex Walker – Projects GroupMatt McKinnon – Electrical Supervisor
Project Management- Project Start-up- Project Work Order- Hand Over to Mtce- As-Builts- Floor Plan Updates- Assignment of Projects- Project Documentation- Warranties
Thursday, June 17 8:30 am Peter Brown Security- Routine Work- Security Rounds- Investigations- Escort- Tiger Patrol- Shuttle- Parking: Reserved Parking & General Parking- Agreement Packages- Bulk permits- Service Requests- First Aid Calls- Vehicles
10:45 am BobGordJoePeter
Custodial- Projects- Unscheduled Work- Time Cards- Purchasing- Receipt of Goods- Transportation
FMDC Facility ManagementThe Applied Center of Knowledge
1-888-322-FMDC (3632)www.fmdc-home.com
Client: Dalhousie UniversityContact: Christine Matheson, Manager Facilities Management
Draft Business Process Review & Analysis
6/28/2004 Document: DAL P9025278-1 Page 7 of 38
Day Time Met With Topic(s) Covered – Expanded on in this Document- Vehicle Usage
1:30 pm Roger Jones Finance FM (Fin. FM)- Cendec- Excel- Banner- Invoice Processing
Friday, June 18 8:30 am Nick FM IT- iSpi- Recapp- Cendec
10:00 am Christine Matheson Leasing- Tracking- Administering- Events
FMDC Facility ManagementThe Applied Center of Knowledge
1-888-322-FMDC (3632)www.fmdc-home.com
Client: Dalhousie UniversityContact: Christine Matheson, Manager Facilities Management
Draft Business Process Review & Analysis
6/28/2004 Document: DAL P9025278-1 Page 8 of 38
Some of the software mentioned during reviews with Facilities Management:
Cendec WCU:- work managementStores:- inventory control
Banner Finance:- Student System- Employees- Accounts Payable- Purchasing- other
Report Writer - used to creation custom reports.- two copies of Report Writer are maintained: one windows version and one DOS version
Footprints UCIS, Network Systems- Work management
P.E.T.S. Personnel FM- Payroll Electronic Transfer
PERSONNEL Personnel FM- Simple database of all employees in FM
ETTS Personnel FM- Employee Time Tracking System
RECAPP Bldg Services and Project Services- Condition assessment
Fraser Energy ManagementAPM Superplus Armstrong Steam TrapPPM2000 Reporting for securityiSpi Space Planning
FMDC Facility ManagementThe Applied Center of Knowledge
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Client: Dalhousie UniversityContact: Christine Matheson, Manager Facilities Management
Draft Business Process Review & Analysis
6/28/2004 Document: DAL P9025278-1 Page 9 of 38
Topic discussions as follows:
Task Description Manual Process Other Software Processes Within Cendec Opportunities to Improveusing an effective CMMS
Business ProcessImprovements
11 ..00 WWOORRKK CCOO NNTTRROO LL UUNNIITT ((WW CCUU))
1.1 Create Requests
- Requests are made by end users fordemand work orders and project workorders
- Requests are received by: phone, e-mail, faxes or paper
- clarification is needed with many of therequests
- many account code numbers need to beverified, and re-verified by callingFinance
- if a dead end is reached, the request willbe put back to end user
Electronic work requestswill allow users/customerto create a work request
Electronically notifywhen a work request iscreated.
Electronic requestsensure greaterefficiencies in stafftime.
Electronic routing ofwork requests
Validation of accountcode numbers
- - - key into Cendecrequest information
- ‘Description’ field hasa 250 char limit. The‘Notes’ field needs tobe populated if moredescription is required
- w/o is created
Electronic request wouldautomatically populate towork order with nolimitations..
Electronic workrequests will eliminatethe need for the WCUto cut/paste or key inuser requests –
Improved productivity
- - e-mail to Sue M. Sue will issue a trackingnumber for w/o’s for Tupper Bldg
- Sue manages a trackingnumber system in Excelfor w/o’s
Electronic requests toallow end user/customerto view the status of theirwork request
One database
Eliminating this manualtracking system to trackrequests.
W/O is the trackingnumber of record
1.2 Work Order Creation
- created and printed - - Print project w/o inReport Writer. Report
Prints demand w/o’s thatcontain no ‘notes’.
Flexibility to print anyfield on the w/o with one
To have only onedatabase of information
FMDC Facility ManagementThe Applied Center of Knowledge
1-888-322-FMDC (3632)www.fmdc-home.com
Client: Dalhousie UniversityContact: Christine Matheson, Manager Facilities Management
Draft Business Process Review & Analysis
6/28/2004 Document: DAL P9025278-1 Page 10 of 38
Task Description Manual Process Other Software Processes Within Cendec Opportunities to Improveusing an effective CMMS
Business ProcessImprovements
Writer allows ‘notes’ to beprinted
source of printing The use of CMMScanned reports
- Distributed - Work orders are placed into the shop inbox trays (ie: HVAC, elec, mech,carpentry)
W/O could beelectronically routed tothe appropriate shop.
Will allow for schedulingmanagement
Resource allocation andmanagement.
1.3 Work Order Status
- While the work order is out in thefield, the status of the work ordercould change up to 7 times.
- End users could contact the WCU, ZoneSupervisors or trades to obtain status oftheir work request
Electronic requests wouldallow end user/customerto view the status of theirwork request
More direct customercommunication
1. AWI – awaiting investigation - project leader will review user needs- project leader’s time is not captured on
w/o-
- e-mail request from enduser is forwarded to projectleader
- status noted as AWI(work order has not yetbeen printed)
Electronic routing ofwork orders according tothe business logic andstatus changes.
Project leader couldchange the status andsupply costs/budget.Budget approvals couldbe electronically routedfor electronic signaturebased on signingauthority.
Controls are in place forbudget approvals orExpenditures
More direct customercommunication
2. AWB – awaiting budget - photocopy of e-mail is made for projectleader (field size restriction of Cendecdoesn’t allow all the required information
- Kathryn will receiveticket number from UCIS
- status could be changedto AWB
FMDC Facility ManagementThe Applied Center of Knowledge
1-888-322-FMDC (3632)www.fmdc-home.com
Client: Dalhousie UniversityContact: Christine Matheson, Manager Facilities Management
Draft Business Process Review & Analysis
6/28/2004 Document: DAL P9025278-1 Page 11 of 38
Task Description Manual Process Other Software Processes Within Cendec Opportunities to Improveusing an effective CMMS
Business ProcessImprovements
from e-mail to be entered)- project leader will review to provide
budget $ to end user and Kathryn- budget $ is only noted on e-mail. Cendec
does not provide a field to capture budget$
- Kathryn will try to identify possibleIT/communication needs (UCIS)
3. ABA – awaiting budget approval - End user will inform project leader if theproject is to go forward
- Kathryn updates UCIS
- e-mail to Kathryn tochange status
- status changed to ABA .
- If end user decides to cancel- Time spent on work order to-date is not
recorded- UCIS may not be notified
- e-mail from project leadersent to Kathryn to cancel
Kathryn will close workorderCNX is cancelled
Project leader could tracktime spent on a w/o thathas been cancelled by aclient
Increased utilization ofresources
Enhanced financialreporting
Charge backopportunity
4. AWD – awaiting design - Drawings are prepared by architect- Kathryn obtains account number from
project leader- UCIS is updated- If no design is required, skip to AWE or
BWO
- e-mail to Kathryn tochange status
- status is changed toAWD, account number isentered
5. AWE – awaiting estimate
There are two estimates (definitions) to bekept in the system:
Budget Estimate: ball park figure with
- Kathryn will receive a memo anddrawings
- Kathryn distributes drawings to estimator,places one copy in project file, filed byproject number
- UCIS is updated
- status is changed to AWE Ability to track budgetestimates and detailestimates
Capability to manageestimate to actual coststo allow improvedfinancial control
FMDC Facility ManagementThe Applied Center of Knowledge
1-888-322-FMDC (3632)www.fmdc-home.com
Client: Dalhousie UniversityContact: Christine Matheson, Manager Facilities Management
Draft Business Process Review & Analysis
6/28/2004 Document: DAL P9025278-1 Page 12 of 38
Task Description Manual Process Other Software Processes Within Cendec Opportunities to Improveusing an effective CMMS
Business ProcessImprovements
minimal determination effort. Effort isnot charged to client. Accuracy and effortis low. Used: not used. Actual hours arebilled.AndFinal Detail Estimates: more detailed,higher level of accuracy and effort. Used:not to be exceed. Effort of estimate isbilled to client if work is a go.
- Client can skip this step if they approvebudget estimate – skip to BWO
6. AWA – awaiting approval - Estimator returns information- Kathryn distributes to client for approval
(30 day limit)- UCIS is updated
- status is changed to AWA Electronic routing ofwork orders according tothe business logic.
30 day limit could beflagged by date
More direct customercommunication
Improvedcommunicationbetween business units
- If client does not approve- Percentage of total estimate is used to
arrive at an architect fee (invoiced actualare not shared with WCU)
- architect fee is enteredinto an Lotus spreadsheet
- Kathryn will close workorder
Allow to capture anyactual costs against a w/o
All information is inone database
1.4 Work Order Execution
7. BWO – begin work (construction) - Client returns approval form- Sometimes approval form does not get
returned to WCU and work could beginwithout the knowledge of the WCU
- Kathryn will distribute copies of workorder and drawings to shop
- UCIS is updated and provided withdrawings
- w/o is printed fromReport Writer
- UCIS bills client directlyfor monthly charge(s) andtelephone charges
- status is changed toBWO
Electronic routing ofwork orders according tothe business logic.
No work wouldcommence prior toconfirmation ofapproval by client
- outside contractor labour and materialsare recorded
- - billing gets entered Direct link to Banner forbilling transferinformation
Less data entry and lessrisk of duplication -Banner to FM
FMDC Facility ManagementThe Applied Center of Knowledge
1-888-322-FMDC (3632)www.fmdc-home.com
Client: Dalhousie UniversityContact: Christine Matheson, Manager Facilities Management
Draft Business Process Review & Analysis
6/28/2004 Document: DAL P9025278-1 Page 13 of 38
Task Description Manual Process Other Software Processes Within Cendec Opportunities to Improveusing an effective CMMS
Business ProcessImprovements
- Project Leader manages constructionchange orders
- Kathryn issues the change orders to theshops
- Change orders arecreated in MS Word
- Kathryn will addChange Orderinformation to ‘Notes’
Change order could betracked by change ordernumber by w/o number byproject.
Allow search capability
Continuity throughoutthe construction processand traceability.
Efficient lookup ofinformation.
Improved financialaccuracy
- Kathryn could get client requests, she willpass request (e-mail) to Project Leader.
- E-mail to ProjectLeader
- Electronic work requestswill allow users/customerto create a work request
Electronically notifywhen a work request iscreated.
Capability to managethrough theintroduction of aCustomer Care Centre
- Project Leader generates Deficiency List- Kathryn distributes Deficiency List (if
work is done internally)
- Deficiency Listgenerated in MSWord
- All deficiencies would betracked using CMMS
Single source database
Improved financialaccuracy
1.5 Work Order Return
For Demand Work Orders (approx 14,000per year)
- Zones Supervisors will review PM w/ofor completion
- After closing w/o, paper copy of w/o isdisposed of
- Zone supervisors closemajority of w/o
- Some are closed byWCU
Mobile Computing:
Verification of w/o online
Time and material getsentered on handheldcomputing.
Front line staff wouldhave the capability tocomplete w/o.
Ability to trackresponse time. Timecould be directlytransferred to payroll.
FMDC Facility ManagementThe Applied Center of Knowledge
1-888-322-FMDC (3632)www.fmdc-home.com
Client: Dalhousie UniversityContact: Christine Matheson, Manager Facilities Management
Draft Business Process Review & Analysis
6/28/2004 Document: DAL P9025278-1 Page 14 of 38
Task Description Manual Process Other Software Processes Within Cendec Opportunities to Improveusing an effective CMMS
Business ProcessImprovements
Upon completion,electronic routing of workorders according to thebusiness logic
Improved Efficiencies
Improved financialaccuracy
The work order processcould be managed by acentral work centre(opening, closing) toensure constancy.
1.6 Work Order Return
For Projects Work Orders (approx 10,000per year)
- paper copy of w/o gets returned to WCU- w/o is placed in project file
- Queena closes byentering date,changing status andentering anycomments
Upon completion,electronic routing of workorders according to thebusiness logic
Track w/o and/or projectsby account number
Ability to trackcompleted w/o and rollcompleted w/o up toproject level, toassigned account
1.7 Work Order Return
For PM Work Orders (approx 7,500 -10,000 per year)
- HVAC will forward PM w/o’s to WCU - Queena closes byentering date,changing status andentering anycomments
Allow to create andmanage all PM’s
Should be an enhancedfocus on PreventativeMaintenance as itrelates to the conditionof bldgs and equipment
- Zones Supervisors will review PM w/ofor completion
- After closing w/o, paper copy of w/o isdisposed of
- Zone supervisors closew/o
All w/o would have thecapability to be tracked byopen date, due date,completed date and closeddate.
KPIs could be built in
It would be animmediate notificationof over/due oroutstanding w/o’s, thatwould allowaccountability of workmanagement
1.8 Billing Uploads/Transfers/Billing - - Queena prints histories Upon closed w/o status, To electronically
FMDC Facility ManagementThe Applied Center of Knowledge
1-888-322-FMDC (3632)www.fmdc-home.com
Client: Dalhousie UniversityContact: Christine Matheson, Manager Facilities Management
Draft Business Process Review & Analysis
6/28/2004 Document: DAL P9025278-1 Page 15 of 38
Task Description Manual Process Other Software Processes Within Cendec Opportunities to Improveusing an effective CMMS
Business ProcessImprovements
- this exercise is done once per month bythe WCU and takes approximately twoweeks to complete
for all open projects information is interfacedto Banner for billing.
populate Bannerelectronically.
Eliminating the Billingtask done by WCUaltogether.
- Queena takes printed information andmatches with information from projectfile
- Project Leader will match for largerprojects
- Queena keysinformation into Lotus
- using information from an Overtimereport
- Queena entersovertime into Lotusspreadsheet
- Queena converts Lotusfile to text file and e-mails text file tofinancial services
- Financial Servicesuses this informationfor entering intoBanner
All data manipulationcould be in the newCMMS
1.9 Time Cards - WCU handles 700 time cards perweek
- One time card per day/personcompleted by mtce and shop
- One time card per week completed bycustodial
- Takes Kathryn 1.5 hrs for straight dataentry
- Lilly enters time cardinfo in a spreadsheetin Excel
- Kathryn enters timecard info
Electronically integratewith payroll and/or createelectronic routing oftimecards.
Capability to eliminateduplication of dataentry and risk of error.
Improved efficiencies
22 ..00 PP EERRSS OONNNNEELL FFMM // AADDMMIINN
FMDC Facility ManagementThe Applied Center of Knowledge
1-888-322-FMDC (3632)www.fmdc-home.com
Client: Dalhousie UniversityContact: Christine Matheson, Manager Facilities Management
Draft Business Process Review & Analysis
6/28/2004 Document: DAL P9025278-1 Page 16 of 38
Task Description Manual Process Other Software Processes Within Cendec Opportunities to Improveusing an effective CMMS
Business ProcessImprovements
2.1 Issue Resolutions
Banner: used every day to:- verify employees are set up- resolve issues in payroll cheques- print a record or report
- - access to Banner‘read’ only
Track within CMMSusing “employee module”
To eliminate externaldatabase(s) and enhancethe schedulingcapability of theCMMS
- use time cards info: holidays, vacation, - enter time card info ina spreadsheet in Excel
- enter spreadsheetinformation intoP.E.T.S. and transferelectronically toPersonnel Services
-
Identify ownership andevaluate whereinformation is housedand/or interfaced
- Personnel (software) is used forsearching a ‘B’ number
- enter in basic info intoPersonnel
Identify ownership andevaluate whereinformation is housedand/or interfaced
- used for reporting - enter into ETTSvacation, sick leave,banked time, etc.
Identify ownership andevaluate whereinformation is housedand/or interfaced
33 ..00 MMAAIINNTTEENNAANNCCEE (( MMttccee))
3.1 Demand Work Order Execution – by Zones
Printed demand w/o’s are received by theZone Supervisors (ZS)w/o averages 30 per day
- sometimes ZS’s will receive e-mails orphone calls directly for problems
- w/o distributed to ZS by WCU are re-distributed by ZS by placing them in workslots in zone area
- Mtce staff review their w/o’s, writeinformation into a pocket book and leavew/o in the work slots
Mobile workmanagement: downloadwork orders to a handheld
Configured screensie:making certain fieldsmandatory, hiding unusedfields. All protected by
Ability to electronicallyassign or re-assignwork orders toappropriate individuals,accurate tracking,
Elimination of theduplicate effort in the
FMDC Facility ManagementThe Applied Center of Knowledge
1-888-322-FMDC (3632)www.fmdc-home.com
Client: Dalhousie UniversityContact: Christine Matheson, Manager Facilities Management
Draft Business Process Review & Analysis
6/28/2004 Document: DAL P9025278-1 Page 17 of 38
Task Description Manual Process Other Software Processes Within Cendec Opportunities to Improveusing an effective CMMS
Business ProcessImprovements
- Mtce staff execute the work security levels. manual re-writingprocess
3.2 Demand Work Order Return
- ZS will review w/o for completion- After closing w/o, paper copy of w/o is
disposed of
- ZS close majority ofw/o
- Zone 1 & 3Supervisors will entercomments
- Some are closed byWCU
Would require all w/o’s tobe completed and closed
Greater efficiency and aunified approach to datacollection.
More detailed andaccurate real timereporting
3.3 Preventative Maintenance (PM) Creation
- There are weekly, monthly, quarterly,semi-annual and annual PM’s in Cendec- no PM w/o’s are given to contractors
- - ZS will create a newequipment number
- ZS will set up criteriacode (frequency), PMtasks and cost centre
Could integrate with bldgmanagement systems andproduce PM based on runtime (metering) versustime based
Set up PM in conjunctionwith contracted activities
The PM tasks and w/oprocess could bemanaged by a centralwork centre (ie:creating equipment file,opening, closing,modifying andadjusting PMs) toensure constancy.
Tracking and control ofall PM activity forcontractors and internalstaff
Improved financialaccuracy
3.4 PM Generation
Each Zone will manage their own PM’sdifferently
- ZS allocates the work to Mtce staff- Mtce staff takes w/o out into the field for
- ZS prints all PM’s Printing of documentscould be eliminated based
Reduction in processingof paper
FMDC Facility ManagementThe Applied Center of Knowledge
1-888-322-FMDC (3632)www.fmdc-home.com
Client: Dalhousie UniversityContact: Christine Matheson, Manager Facilities Management
Draft Business Process Review & Analysis
6/28/2004 Document: DAL P9025278-1 Page 18 of 38
Task Description Manual Process Other Software Processes Within Cendec Opportunities to Improveusing an effective CMMS
Business ProcessImprovements
execution on technology approach Enhanced workmanagement
3.5 PM Closure Mtce staff will return w/o to ZS - ZS will review each w/o. If there areissues, the w/o is given to the work groupresponsible for repair ie. HVAC
- After closing w/o, paper copy of w/o isdisposed of
- ZS close w/o’s
44 ..00 SS TTOORREESS –– IINNVVEENNTTOO RRYY CCOO NNTTRROO LL
4.1 Stores Material is kept in 8 main areas:1. Central Stores (Henry St,
basement)2. HVAC (Henry St, 3rd fl)3. Loft, Lumber (Henry St, 1st fl)4. Plywood Rack (Henry St, 1st fl)5. South Street Garage – lumber
and metal studs, drywall supplies6. Zone 17. Zone 28. Zone 3
- Areas 6, 7 & 8 are manually managed - The inventory in areasof 1, 2, 3, 4 & 5 aremanaged using Cendec
Provide capability ofmulti warehousing
E-commence: it willallow Stores to search forand order supplieselectronically
Automated Barcoding
Effectively track andmanage all inventory
Ensures data accuracyand consistency
Reduces manual dataentry
Reduce expensesassociated with toolittle stock or too muchstock. Allowingincreased accuracy inorder points anddelivery
Improve systemsearches
4.2 Stock Issue Requests are made from trades by: fax, e- - the stores personnel will complete a stock Reservation of parts Critical parts are
FMDC Facility ManagementThe Applied Center of Knowledge
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Client: Dalhousie UniversityContact: Christine Matheson, Manager Facilities Management
Draft Business Process Review & Analysis
6/28/2004 Document: DAL P9025278-1 Page 19 of 38
Task Description Manual Process Other Software Processes Within Cendec Opportunities to Improveusing an effective CMMS
Business ProcessImprovements
Voucher mail, phone, two-way radio and in person.In person is the #1 common way, withtwo-way radio being the 2nd
issue voucher based on the request and theitem is issued Integrates parts available
with w/o management
identified and in-stockis ensured, allowing fora more effective use ofresources.
4.3 Stock Issue Keith is the only person with access to thematerials/inventory in Cendec.
- Keith will review andstock issue in Cendec
Automated Barcoding Eliminate data entry
4.4 Reports Keith generates all reports from Cendec - ‘PO Request’ report: used to review whatneeds to be ordered for all order pointmaterials (minimum quantity order level)
- ‘Expediting Report’: used to detail allitems on order
- ‘PO Request’ report- ‘Expediting Report’
Ability to print reports forie: usage trend, list ofstock, reserved parts,stock issues, goods return,repairable spares
Enhanced accuratefinancial reporting
4.5 Non Stocked Items
There are 5/6 blanket orders with vendorsfor materials.All other orders are purchased usingVisa.<$3,000 can be a one time purchase bystores personnel<$5,000 can be a one time purchase byKeith
- Keith/staff will contact supplier by phoneto order materials using VISA
Purchase Management:- manage blanket Pos- goods receipt- delivery times
Track by purchase typeie:credit card purchases
Enhanced accuratefinancial reporting
>$5,000 PO is required - Requisition is forwarded to Purchasing- Purchasing calls for best pricing- Purchasing forwards one copy of PO to
Finance and one copy to Keith
- Purchasing generatesPO in Banner forrequisition
- Keith generates aRequisition in Cendec
Purchase Management:- ability to create arequisition and directlyinterface with Banner
Linking of requisitionto Banner (PO’s)
Reduces manual dataentry for FinancialServices.
Allows for electronicsignature approvalbased on signing levels
4.6 Goods These are goods that are not normally - Goods shipped to Henry Street are - received in Cendec Automated Barcoding Reduces manual data
FMDC Facility ManagementThe Applied Center of Knowledge
1-888-322-FMDC (3632)www.fmdc-home.com
Client: Dalhousie UniversityContact: Christine Matheson, Manager Facilities Management
Draft Business Process Review & Analysis
6/28/2004 Document: DAL P9025278-1 Page 20 of 38
Task Description Manual Process Other Software Processes Within Cendec Opportunities to Improveusing an effective CMMS
Business ProcessImprovements
Received – Direct stored in inventory. Generally they areused in projects.
verified at the dock.- Vendor’s truck could be re-directed to the
bldg where the material will actually beused
and given a w/onumber Received against an
existing w/o and wouldchange the status ie: fromawaiting materials, toreceived.
entry
Integrating workmanagement,scheduling andinventory management.
4.7 Goods Received – Inventory
These are for stocked items. - Placed in stock room shelf - received in Cendec- issued out to w/o
Automated Barcoding Reduces manual dataentry
Improves accuracy ofdata
Activates warrantyinformation (ifapplicable)
55 ..00 BB UUIILLDDIINNGG AANNDD UUTTIILLIITTII EESS
5.1 Warranties Warranties are not tracked. Currentnumbers of warranties are unknown.There could be 10 to 100 or more. Therewas an instance where another vendor didrepair work to a roof under a 10 yearwarranty and voided the warranty.
- If warranty information is needed, Paul orDarrell have to look up information in thevendor O&M manual. All warrantyinformation is kept in ones head.
Track asset warranties bysegregating types of costsie; parts, labour
Track w/o’s that mayhave a claim
Integrate warranties withwork management.
A management systemto track warranties.
Reduce operationalfunding of warrantyitems
Effectively managewarranties
Warranty informationcould be used as ananalysis tool indetermining capital
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renewal forecasting andPM requirements.
- 5.2 Project Handover
There is no formal project handover fromthe projects group.
- O&M manual is forwarded to mtce. Thiscould take place upon completion ofproject or anytime ie: one year later. Thisstep informs mtce that there is equipmentinstalled.
- Filing of manuals is not structured.
Allow capability to trackstatus or generating a w/ospecifically for handovers(ie: work order tasksidentifying handoveractivities)
A formal process tohand over project toMtce should bedeveloped andimplemented.
5.3 Database Management
There is no staff for data enter in aconsistent fashion.
- Darrell or Paul cancreate equipment andPM’s in Cendec
- Darrell, Paul orforemen can closetheir w/o’s in Cendec
Capability to completew/o.
Allow the centralizationof closing of w/o forvalidation of data.
Enhance the ability totrack open tocompletion w/o andwould improve theaccuracy and integrityof the data.
One central systemadministrator
There are a possible of six differentEquipment Numbers schemes created inCendec:1. F20-plumb (bldg, plumb forplumbing call) Used in dispatch2. F20 (bldg) Used in dispatch3. F20-3-B (bldg, floor, room number)Used for Projects.4. F20-3500-001 (bldg, pump, counter)Used for PM routines6. Z20 (Z20 is used as a catch all)
- any group can createequipment numbers inCendec
Set up security/accessrights based on roles orresponsibilities bymodule, screen or fieldlevel.
Automated Barcoding
Compile asset date, workhistory, cost history,location, warranties, assetlife
Master data iscontrolled using aChange Control processto ensure data integrityand quality.
Reduces manual dataentry
Improves accuracy ofdata
Better management of
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Form a relationship withequipment/locationsthrough asset hierarchy
View equipmentinformation ie: nameplatedetails, comments,history, attachments
assets by mtce andfinance
66 ..00 TTHHEERRMMAALL PP LLAANNTT
6.1 PM’s – Thermal Plant
Ross does not have access to Cendec.Ross receives 25 PM w/o’s per year
- after Darrell generates w/o’s, he givesthem all to Ross
- Ross meets each morning with his staff toplan the day and will assign the workorders
- Staff will execute the work- Ross will review the w/o- Darrell will review the w/o
- - Darrell generates PMw/o’s for thermal plant
- Darrell will entercomments, materialsand close the w/o
Allow that the processand procedures beconsistent with the overallFM organization.
Standardizedprocedures for the FMorganization.
77 ..00 PPRROOJJ EECCTT MMAANNAAGGEEMM EENNTT
7.1 Project Start- up
There are three funding vehicles:1. client requests (by work request)2. Using information from list
generated by RECAPP (by Paul):operations will review andprioritize list for large capitalprojects to take place in the nextfiscal year.
3. A&R (Alterations &Renovations): Faculties willapply for grants and after
- Faculty will apply for and A&R - Mtce will generate alist from RECAPPshowing end of lifecycle for major piecesof equipment orsystems
Utilization of ProjectManagement module:automate administrationfor simple or complexprojects
Create sub projects withina major project, assignw/o’s to projects, accountnumbers to projects, viewstatus of w/o’s, view up-
Track the full projectprocess from initialbudget to completion offinal w/o.
Reporting on projectstatus and adherence toschedule dates.
Simplify budgeting
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committee review, Alex willnotify Heads of acceptance.
to-date costing
Ability to two-wayinterface with MS Project.
7.2 Project Work Order
See Work Order Status above Schedule and executeprojects via w/o. Trackstatus and expenditures
7.3 Hand Over to Mtce
No formal processNo turnover package
See Building & Utilities – ProjectHandover above
- turn over of O&M manuals
- Project Leader and client will communicateverbally regarding handover
Implement a formalproject handover toclient and mtce process
7.4 As-Builts Drawings from architect - Received by Project Leader- Proj. Leader passes dwgs to space planner
- Space planner entersdrawings onto networkdrive
Allow for any (ie: drawin)attachments
Attachments can beviewed electronicallythrough any module, asapplicable.
7.5 Floor Plan Updates
One day per month the space planner willgather information to update the masterroom layout floor plan of a bldg that hadchanges done to wall relocation(s) orroom changes
- after finding the electronic drawing, spaceplanner will review the drawing forchanges made to room
-
- using Report Writer,space planner willgenerate a report of allclosed w/o’s for theprevious month thathad dwgs associatedwith them
- space planner will addthe changes to themaster room layoutdwg and create linksto project dwg forcross-referencing inACADD
- space planner will findeach w/o file inCendec to obtain thelocation of theelectronic dwg
Capability of a refinedsearch to view all w/o’sassociated to projects withattachments
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7.6 Assignment of Projects
Assignment of Project Leader to projectnormally follows the following rule:
1. Project Leaders are responsiblefor particular bldgs.
2. assignment by discipline3. assignment by work load of
Project Leader4. assignment by client
- WCU will assign 1 & 2- WCU will review others with Alex.- Alex will assign 3 & 4
- WCU will assignProject Leader inCendec
Electronic routing Work requests wouldbe routed electronicallyfor review andassignment to staff.
Greater efficiency inreview and assignment.
7.7 Project Documentation
Project documentation is kept in HenryStreet Bldg in two main locations:
1. with WCU2. with Project Leader(s) at their
desks
- Operations Library:One centraldocumentation roomarea to contain all ie:project files, equipmentfiles, vendor manuals.Hard copy drawings
Electronic scanning &managementopportunities (ie:disaster recovery, use inCMMS attachments)
7.8 Warranties See Warranties above
There is no tracking system in place tomanage this process.
- Warranties are found in project file. CMMS warrantymanagement
See above
88 ..00 SS EECCUURRIITTYY8.1 Routine Work Cash Escorts: provide escort for staff
picking-up or dropping off cash- 20 calls/day
Key allocation to cleaners - daily: cleaners pick up keys and sign outin log
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8.2 SecurityRounds
- check for locks/unlocks- ensure a/v equipment is secure in
meeting rooms in their position- monitor all alarms: bldg, burglar, fire- equipment alarms
- If equipment alarms, security will phonethe contact person
- Standing w/o capability Security should beintegrated with w/omanagement system ie:identification ofproblems, PM,maintenance emergencyresponse
8.3 Investigations Investigate all crime by way of:- Alarm response- During rounds- E-mail- Phone calls
The log sheet is used for all calls exceptfor key sign out.
- none unless there is a response- PPM2000 is used for reporting only- Log sheet on computer: each supervisor
has their own log sheets (the sheets aresimilar in design)
- After each shift, each day, the sheet iscalled up and the contents are deleted.The sheet is kept for the template only
- The history is kept as a hard copy only- If any historical information is needed, a
manual search through the hardcopy mustbe done.
- responses are trackedin PPM2000
- Phone calls are trackedthrough a log sheet oncomputer in MSWord
Identification ofcommon fields afterselection of CMMS
8.4 Escort Escort for Body Donations - receive out-side of campus calls- call head of anatomy in Tupper Bldg to
arrange receipt- fully escort “Eastern Removal:”
throughout the drop off
CMMS will allowtracking time by activitywith capability of chargeback time.
Capturing resource timeand effort resulting inmore effective resourcemanagement andcapabilities
8.5 Tiger Patrol done by students for students - receive phone calls or walk ins- log in Tiger Patrol Walking Sheet
(separate from Daily log)8.6 Shuttle - Predetermined bus route every night.
6 pm to 12:30 am- average 150 riders/night- driver: mandatory Class 5 license
- student shows ID upon entering shuttle- co-driver takes ID and completes the log
for each rider- log includes the following information:
Discussion on cardscanning and barcodecombination
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- co-driver: its not mandatory to have aClass 5 license
pick up location, drop off location, IDnumber, name, etc.
8.7 Parking - manages five different reserved areasand general (unreserved)
- 6 areas, largest area consists of 30spots, with a new parking lot comingon with 280 spots
- receive calls to ticket or tow and log indaily log
-
- if vehicle is towed, anentry is made inPPM2000
- Difference between general andreserved is the pricing
- Pricing set by VP Finance. Percentage ofincrease is communicated to security toadjust rates
-
8.8 Reserved Parking
- allocate reserved parking spots - Receive all cash, cheque(s) or payrolldeduction forms
- Once a week do receipts (during lowseason)
- Once a day do receipts (Aug/Sept)
uses Excel spreadsheet to:- track openings- who’s in each spot- waiting lists
8.9 General Parking
- 12 areas, 2 of which are major- Term Permits (ie Jan-Apr), daily,
weekly, annual- Nick created a database for Parking
Mgmt-
- - enter in each permit byID number
- Parking Mgmt autogenerates expiry data
Review functionality ofParking Mgmt databasefor ie: integration withparking lot drawing
8.10 Agreement Packages
Agreement Packages are sent out torenter. The renter must sign and returnpkg to security.- Pkg includes: renewal agreement,
registration card, copy of pkgregulations, payroll deduction form,and a “How to Complete” info sheet
- 1,000 pkgs are on the go each August(for general and reserved)
- agreements are sent out mid-August- agreements are kept in a binder with a
paper log sheet up front- follow-ups (multi times) are being done
until the pkg gets returned (some in midNov and Jan)
- follow-ups are not tracked
-
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When agreement and form are received bysecurity
- parking pass gets issued
8.11 Bulk permits - these bulk permits are charged back todepartment who request them
- twice per week requests are received forbulk permits
- permits are charged back to dept8.12 Service Requests
These are requests for ie: car won’t start - requests received by phone calls or walkins
- driver signs a waiver before boostingvehicle
- waivers kept in binder- requests are logged in Daily Log
Integrate with CMMSwork management system
On line activitymanagement
Reporting capabilities
8.13 First Aid Calls
Security receives 2 or 3 per week- security could perform first aid- security could transport person to
student services or hospital
- requests are by phone calls- calls are logged in Daily Log
- medical calls arelogged in PPM2000
Integrate with CMMSwork management system
On line activitymanagement
Reporting capabilities8.14 Vehicles Security has 2 vehicles:
2004 Impala2004 Savannah vansecurity manages the mtce, oil changes,and tracks gas and oil consumption
- an e-mail will be sent to shifts “whenvehicle reaches xxxx km, let me know”
- uses an Excelspreadsheet to track allmtce repairs
- uses Meeting Makerto flag routine mtce
Integrate with CMMSfleet management
One source databasewith reportingcapabilities
99 ..00 CCUUSS TTOO DDIIAALL9.1 Projects When a new area is created there is no
formal handover to custodial
Note: this group does not have access toCendec
- custodial is notified by e-mail, phone orverbal
- each supervisor keeps their own recordson project
- prior to move in, custodial activities arenoted on a deficiency list
- custodial tasks may be noted on a w/o, ifnot someone will identify that custodial isrequired and inform them
All custodial workmanagement, projectactivity, timemanagement andreporting, purchasing,inventory managementcould be captured andmanaged in CMMS
Total integration of FMorganization
Reduction of data entry
Accuracy of budgetsspending, and inventoryusage
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Enhancement of dataintegrity
- supervisor receives w/o- instructions are communicated verbally to
staff on what work needs to be done- upon completion of work, staff informs
supervisor of time, materials- supervisors completes w/o, and takes two
photocopies- original w/o is returned to WCU- copy of w/o is given to assistant manager - each day in Excel,
time and material isentered to track totalrecoveries to date
- Monthly: assistant manager comparesExcel spreadsheet to financial GL. Thisactivity took 3-4 days
9.2 Unscheduled Work
These steps are done by Custodial andGrounds unless identified otherwise.
Requests for work to be done can be byvarious methods:
1. A w/o with custodial tasks will beforwarded to the supervisor
2. phone call3. as a result of scheduled meetings (ie:
once a week with Student Union Bldg(SUB)
4. custodial will send an e-mail to bldgmgrs to remind them of upcomingevents (“Do you need work done?” )to generate a w/o. Custodialhistorically has taken responsibility toremind.
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Cendec Work Order - The supervisor receives and reviews thework order.
Custodial: - Supervisor will assign tasks - depending oncomplexity of tasks,supervisor may createan Excel spreadsheetand separate out tasksand then assign
Grounds: - Supervisor will break out tasks to createmultiple sub-w/o’s. Break out could beby time, date or function ie: room set upSupervisor will photocopy w/o to use as amark-up copy.
- Work Order Execution - staff informs supervisor of time &
materials by verbal, face-to-face, phone orthrough lead hand
-
Work Order Complete - supervisor will complete work order- two copies of w/o are taken- original is sent to WCU
- information from w/ois entered intoExcel/Word forMonthly ActivityReport
9.3 Time Cards - Once a week (Fri) supervisors reviewtime cards and complete if necessary
- Spreadsheet tracks salary for budgetingand is used to track recoveries (built in bypercentage)
- Time cards are forwarded to PersonnelFM
- Each supervisor(seven) enters info intoa shared Excelspreadsheet
9.4 Purchasing Consumables Request - Requests are made from staff to thecoordinating supervisor (Co-Supervisor)
- Co-Supervisor entersrequests to an Excel
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each month by building.- Requests could be received handwritten
on an order form, or on scrap paper, Excelor e-mailed (no verbal requests are taken)
spreadsheet(Spreadsheet ‘A’)monthly by bldg
Then- Co-Supervisor
transfers allspreadsheets into onemaster spreadsheet
- A sort is done byproduct
- A sort is done bysupplier
- Copy/paste is done forsupplier into anotherExcel spreadsheet
- Each ‘supplier’spreadsheet is e-mailed to the suppliers(8 have blanket PO’s)
If there is no blanket PO for the supplier aVISA is used.
- Or a local requisition is created for items<$500
- Requisition is sent to Finance FM orRequisition is sent to Purchasing (SextonBldg)
9.5 Receipt of Goods
Material is received into custodial storesand redirected if necessary
- receiving slip is reconciled with Excelspreadsheet and filed until invoice isreceived
- invoice is received and matched withpacking slip
-
- Assistant Mgr entersinvoice into Excelspreadsheet by:company, invoice
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number and amount.This is used asmonthly check
Order is received and delivered to bldgs - Using Spreadsheet‘A’ (see consumables),co-supervisor willindicate receivedand/or backordered
- Backorders are copiedonto anotherspreadsheet for thenext months order
- - Spreadsheet ‘A’ is forwarded back to all
custodial supervisors (requestees)- The spreadsheet is included in the
Monthly Summary report
- Requestee supervisorswill take totals fromSpreadsheet ‘A’ bytype and calculate thetax. This informationis passed to WCU
9.6 Transportation Transportation has the responsibility of 12vehicles (1/4 ton to 3 ton) of various ages.Two of which are 2003 vehicles: one with17,000 km and one with 3,000 kmAlso ride-able vehicles including: 2bobcats, 2 tractors, forklift, mowers,sweeper
- the ride-able vehicles are tracked using alog spreadsheet
- status of current km is dependant on averbal from driver or a reminder fromsupervisor. (for PM or oil changes)
- annual servicing is noted in a day planner(paper system)
Use of Fleet Managementmodule
Accurately managewarranty, tires, fuel andpreventive maintenanceand usage of all FMfleet
Licensing and insurance is done by themain Financial ServicesEach vehicle has its own gas credit card. - Monthly reconciling with receipts and
monthly statement is done by Finance FM- Finance FM sends breakdown to Assistant
- Assistant Managerenters costs on aspreadsheet in Excel
Incorporate costs intoCMMS
Allowing for betterbudget management
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Manager9.7 Vehicle Usage Vehicle usage is free to client unless it is
required for off-site deliveries/pickups- time is charged to w/o- account number is received by Finance
FM and they do a journal entry
Integrate with workmanagement, projects andbilling within CMMS
Standardized workmanagement
Recoverable Bldgs ie: residences charge backs are done for:- labour (flat labour rate)- landfill charges- internal moves
Projects - Time and materials are changed back onw/o’s for projects
Requests made by non-university clients - Costs are noted on w/o- For telephone or e-mail requests, a journal
transfer is used to charge costs1100 FFIINNAANNCCEE FFMM (( FFii nn.. FFMM)) –– BB UUDDGGEETT MMAANNAAGGEEMM EENNTT10.1Cendec Fin. FM has full access to Cendec.
- No data entry is done in Cendec.- Only used to browse or query
- - browse for w/o’s- query to resolve issues
Budget managementcapability and reporting
To integrate FMactivities with Financialand Budgetmanagement
- Queena’s Batch Transfer reportspreadsheet is used for tracking w/otransfer to various other accounts
Improved analysis andaccuracy associatedwith BudgetManagement
10.2 Excel Monthly Accounts – spreadsheet managedby Fin. FM. This information is used toreconcile against Cendec
- enter in all invoicedetails in Excel forsub-contract only (notinternal labour)
Incorporate invoicemanagement and generaterequired reports from newCMMS
Elimination of duplicatedata entry
10.3 Banner - Fin. FM has limited browse onlyaccess to Banner
- Given 1 hr training with manual
- browse only to resolveissues
Can be used to provideFinance with depreciationof assets
And Budget Management
Track asset depreciationand calculate an assetdepreciation expense,and useful life of theasset.
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(link to Banner)
10.4 Invoice Processing
If properly address, the invoice will bereceived by Fin. FM
- Invoice is stamped - Invoice details areentered into Excel fortracking purposes (notpart of payment)
Incorporate invoicemanagement and generaterequired reports from newCMMS
Elimination of duplicatedata entry
- invoice is sent to requestor- requestor approves and returns to Fin. FM- Fin. FM takes two photocopies and sends
original to Financial Services for payment
- Invoice is recorded inExcel by Fin. FM
Electronic routing ofApproval of invoice issent to accounts payablefor payment
Automatically assignedto work order/project
Streamlines theaccounts payableprocess
Improved control – ieinvoice approval
1111 IITT FFMM11.1 iSpi Internet Space Planning Inventory
Approx. 3 years oldOracle databaseResp. Mary Jane Adams
Location data includes:- bldg, floor, rooms (100% accuracy)
Rooms are classified ie: researchAccount codes are assigned to each room(98% accuracy)Annual verification of data
- Financial Services creates the code inBanner
- data entry by Lynn orby Nick
- Information fromBanner is linked toiSpi : bldg codes,room codes, personnelinfo
-
- Location data could beuploaded into newCMMS system as locationdata appears to be verywell maintained
Total integration ofinformation
11.2 RECAPP Purchased in 2001Paul and Lynn are users of this product.
Investigate possibleintegration with new
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Still under developmentFormulas are complex
CMMS
11.3 Cendec Current CMMS productApproximately 14 years oldDOS based
Field data collection forequipment would benecessary to gatheraccurate equipmentinformation
Inventory moduleappears to have veryaccurate information.Some data clean up ie:format would ensureconsistency.
11.4 Leasing Five types of lease/bldg management:1. land agreements ie: NRC2. tenant: rent as a landlord (whole bldg,however not residences3. licensing: space with a bldg4. Events: on property but not within thebldg5. Locations: for movie shoots on propertyand/or bldgs
A verbal discussion ie: with the Director couldinitiate information about an upcoming leaseopportunity
- Browse iSpi to obtainsquare footage data onbldg
Customized fields to bereviewed by vendor,dependant on the volumeof leases.
Possibility of trackingterms orinclusion/exclusion termsof lease.
Effective use of FMuses space
- Contact client property manager and meetto discuss ie: terms
- Costs are currently departmentallyexpensed
Creating a w/o wouldtrack project. Internal andexternal labour costscould be tracked
Accurate budgetreporting/ management
- Legal agreement is signed for acceptedleases
Legal could have accessto status of agreements,
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- Final signed off agreement is returned toChristine
- Legal keeps a manual system to trackagreements
eliminating the need tomanually track
Tracking - A manual system to track all agreementsis a binder, sorted by month
Binder contains an MSWord/Excel spreadsheetfor the activities
Administering - Cheques are received by Christine - Cheques are enteredinto an Exceldocument forbudgeting purposes
- Manually check off onExcel sheet to ensuretimely receipt ofcheques
Review as part of overallfunctionality
- Prepare deposit advice form and forwardto Financial Services
If cheques are NSF - Possible multi follow-ups are conductedby phone or e-mail. This step is currentlynot recorded anywhere or tracked
Funding dry up during mid term lease - When funds are no longer available to theclient, client will normally sign backagreement
11.5 Events - Security will e-mail their time spent onevent projects to Christine
- Christine will generatea w/o
- 60% of w/o for eventsare tracked for tradelabour and materialsfor billing
Security/FM can entertheir time into CMMSagainst event w/o
Events could beincorporated into theproject and work
Speeds up the processof recording time andtimely billing
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management modules andintegrated with the billingprocess within the system
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Stage One – Draft Business Review and Analysis “ Selection and Implementation of a Computerized Maintenance Management System (CMMS)“
Dalhousie University – Department of Facilities Management37
Initial Observations
1. The majority of the management of the business of Facility Management is beingmanaged in a fragmented environment.
2. Although the current focus of the department is project management, thereappears to be no process for a formal hand off to maintenance.
3. Standardization of zone operations should have further review, as there appearsto be inconsistencies.
4. The lack of focus on preventive/planned activities is concerning.5. Through the majority of interviews and conversations, customer service was not
identified as a prime driver for the organization.6. Reviewing accurate account/budgeting is problematic.7. Management reporting is really not available, with the exception of custom reports
as required.8. The current Cendec database appears to be non transferable, with the exception
of inventory.9. There currently is very little analysis capability.10. The integration of Re-Capp into day-to-day operations does not appear to be
strategically aligned.
Initial Opportunities
1. Facility Management has the opportunity to underpin their overall strategicdirection with a new feature-rich CMMS and enhanced capabilities.
2. The elimination of manual duplication of effort currently required to maintain andmanipulate data.
3. To manage the FM business unit on a single database, using key electronicfunctionality such as statuses and approval levels to move information through thenew CMMS.
4. The ability to do analysis reporting, including areas such as performancemeasurement and productivity.
5. The ability to schedule resources providing allocation to project activity as well asmaintenance requirements.
6. The integration and interface potential of the new CMMS with for example:Banner, iSpi, etc.
7. The opportunity to integrate the activities of all business units onto a singledatabase.
8. The opportunity to interface with the Clients.9. Opportunity to re-engineer. Expose new ways of managing the Facility
Management Department from the collective experience of best practicesreflected in a new CMMS.
10. The ability to manage by and customize Key Performance Indicators. (KPIs)
FMDC Facility ManagementThe Applied Center of Knowledge
Toll-Free: 1-888-322-FMDC (3632)Web Site: www.fmdc-home.com
Stage One – Draft Business Review and Analysis “ Selection and Implementation of a Computerized Maintenance Management System (CMMS)“
Dalhousie University – Department of Facilities Management38
Next Steps
1. To review this draft process review and analysis.2. To provide feedback on the review – July 6 th
3. Confirm processes and review with the review team – July 7-94. Conduct key customer interviews – July 75. Prepare the final Business Process report6. Develop the CMMS functional requirements – July 16
Next on-site dates
July 7-9, 2004
FMDC Facility ManagementThe Applied Center of Knowledge
1-888-322-FMDC (3632)www.fmdc-home.com
Client: Dalhousie UniversityContact: Christine Matheson, Manager Facilities Management
DRAFT BUSINESS PROCESS
PRELIMINARY REVIEW
Name:____________________________ Date: ___________________
Comments or Questions on Opportunities with:List Key Business Processes Confirm Current Processes Using an effective CMMS Business Process Improvements
¨ YES¨ NOIf no, please explain variance:
¨ YES¨ NOIf no, please explain variance:
¨ YES¨ NOIf no, please explain variance
¨ YES¨ NOIf no, please explain
FMDC Facility ManagementThe Applied Center of Knowledge
1-888-322-FMDC (3632)www.fmdc-home.com
Client: Dalhousie UniversityContact: Christine Matheson, Manager Facilities Management
¨ YES¨ NOIf no, please explain
¨ YES¨ NOIf no, please explain
¨ YES¨ NOIf no, please explain
¨ YES¨ NOIf no, please explain
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