Draft Business Process Review & Analysis Prepared For: The ...fm.dal.ca/draft_business_process_review_cb.pdf · Draft Business Process Review & Analysis 6/28/2004 Document: DAL P9025278-1

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



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)





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.





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.


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






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






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






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






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








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


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








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








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


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








- 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


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.








Upon completion,electronic routing of workorders according to thebusiness logic

Improved Efficiencies


The work order processcould be managed by acentral work centre(opening, closing) toensure constancy.


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


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


- 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








- 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








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


- used for reporting - enter into ETTSvacation, sick leave,banked time, etc.


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








- 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


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








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


- 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








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








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








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








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








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








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








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








- 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

-








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








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.








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








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








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








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.








(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








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,








- 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








management modules andintegrated with the billingprocess within the system





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)





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




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








Documents

Draft Business Process Review & Analysis Prepared For: The ...fm.dal.ca/draft_business_process_review_cb.pdf · Draft Business Process Review & Analysis 6/28/2004 Document: DAL P9025278-1