CHANGING FOR EXCELLENCE University of Kansas Changing for Excellence Facilities Services Town Hall Meeting July 17, 2012

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

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• 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

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The New Facilities Services (FS) Organization

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Maintenance Operations

Admin & Support

Shops & Store

Custodial Services


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


Admin & Support

Shops & Store

Custodial Services

Landscape Services

Facilities Services


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


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:

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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.


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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


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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


Reasons for Change

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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


• 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


Continuing Change:People, Communications, and Technology

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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.


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


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


Questions?

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Documents

CHANGING FOR EXCELLENCE University of Kansas Changing for Excellence Facilities Services Town Hall Meeting July 17, 2012