Leveraging Facilities Intelligence & Lean to Create an Effective Preventive Maintenance Program

Transcription

1 Leveraging Facilities Intelligence & Lean to Create an Effective Preventive Maintenance Program PAUL ARMAS BROWN UNIVERSITY JIM KADAMUS SIGHTLINES LISA TURTURRO HALEY & ALDRICH

2 Brown University Facilities 233 Buildings 6.7M Maintainable gross sq ft. 104 Trades staff Engineering, Maintenance & Operations management Academic Research Academic Non-Research Biology & Medicine Residence Halls Athletics Student Life Admin / Support Auxiliary Housing 2

3 In 10 we learned Campus NAV 81.65% Deferred maintenance needs = $462M Infrastructure renewal needs = $60M annually to keep backlog from growing Brown needed to increase funding for recurring capital and focus on Preventive Maintenance within its operating budget. 3

4 Te chn ical C om ple xity Technical complexity of campus increasing over time Tech Rating 5 4 Tech Rating Impacts: 3 2 Repair & Replacement Costs Te ch n ical C o m p le xity 1 0 A B Brown C D E F G H I J K L Tech Rating 5 9% increase 4 Energy Consumption Levels Operational and PM Demands

5 Campus getting younger with new construction and renovation, but high percentage of space over 50 years old Campus Age by Category 100% 90% % of Total Campus GSF 80% 41% 70% 49% 50% 50% 49% 46% 46% 48% 49% 50% 51% 51% 51% 55% 52% 60% 50% 40% 45% 30% % 10% 0% 36% 35% 35% 35% 35% 36% 34% 32% 32% 29% 27% 25% 23% 23% 6% 11% 8% 11% 13% 11% 9% 10% 10% 10% 19% 10% 13% 13% 13% 13% 13% 13% 11% 9% 9% 8% 8% 4% 1% 2% 3% 3% 7% 7% Over to to 25 Under 10 6

6 Significant needs in building systems occur over next ten years Projected Identified Needs FY15-FY24 Historical Project Investments FY03-FY % 12.32% 16.40% 8.35% 26.33% 37.68% Building Envelope Building Systems Infrastructure Space Improvement Safety/Code 16.52% 13.21% 44.61% 15.32% 8

7 Operating expenses below peers Total Operating Expenses $12.00 $/GSF $10.00 $2.94 $8.00 $4.24 $3.26 $6.00 $2.40 $2.81 $2.00 $3.69 $3.52 $0.56 $4.34 $0.35 $0.97 $6.75 $6.46 $5.47 $0.45 $0.28 $4.10 $0.28 $4.42 F G $0.00 A B n w o Br C D Utilities $2.67 $0.78 $1.59 $0.49 $6.57 $5.72 $4.41 E PM $4.24 $3.24 $0.35 $2.64 $4.00 $4.97 $0.59 $0.25 $0.39 $0.18 $2.64 H Daily Service $4.47 $4.30 I J K $5.76 L Peer Average 9

8 Brown performing more work with in-house staff than peers $3.00 $2.50 $/GSF $2.00 $1.50 $1.00 $0.50 $0.00 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 Brown People Costs BrownExpenses* Peer Average Expenses *Expenses include materials, service contracts & office expenses Peer Average People Costs 10

9 Brown increasing PM investment; keeping daily service costs stable $8 Peer Avg. 14% Brown 12% % of Budget $7 $6 $/GSF $5 $4 10% Historical PM as % of Operating Budget Best Practice Range: 10-12% of Operating Costs 8% 6% 4% $3 2% $2 0% 7% Historical Daily Service FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 $1 $

10 Lean is not... L.E.A. N.

11 Lean is... Increases Value Reduces Respects Waste People The Lean system relies on people who think and act in a Lean way. Lean is BY people not TO people. A supporting culture is paramount. 13

12 Commitment on the part of many senior managers, middle managers, staff, trades, customers 14

13 Always begin with Customers & Value If we address these values up front Customer Satisfaction! We will generate these values! Better Planning & Organization Balanced Workflow and Prioritization Improved Communication & Transparency Identified by Customers and Stakeholders 15

14 PM & CM: What actually happens? What can we do about it? Value Stream Mapping of Preventive & Corrective Maintenance Work Order Processes Axis Title 10 0 s y fo In ed nc t e e g N n in en qu M re nn gn & ctio ipm a P F Pl esi stru qu & an E D on Pl sk & a C ta T a M P rd e in he f t a De G op el O v De M W C Sc e ul d he & s As n ig W k or at M n ai bt ts O ar P ls ia er / Do W k or n t C Q t io en / a A m s iz Q cu mi an t o & a g D F r O gm ng in si M o Cl 16

15 What Lean Provided Identified waste in maintenance execution process to help fund the desired PM program Identified 57,000 hours of recoverable labor costs through operational efficiency improvement in these areas: Improvement Area Estimated Hours Gained Asset & Equipment Information 12,528 Standard Work Execution 12,161 Preventive Maintenance strategic 9,305 & responsive scheduling Tools/parts/materials/inventory management 14,568 Management & Communication 8,439 17

16 Pre-Strategy Implementation Road Map Destination (Stay Focused) 11 No. PM+CM completed No. RM completed % PM+CM labor % RM labor In house PM+CM labor Supplies PM+CM Contract services Dedicated PM staff No. of equipment 14,000 38,000 25% 75% $1.5M $580K $1.6M 0 5,000 The Beginning 12 18

17 PM Strategy Goals: Prolong the useful life of equipment Lower operating costs associated with maintaining equipment Reduce utility costs and energy Reduce unplanned system interruptions 5

18 What We Did: The Strategy Process Co-created a strategy with 133 FM staff and customers using 3 lean principles Focus on increasing value, reducing waste, and respecting people Assessed current PM situation including work practices & systems Assessed data systems & sample buildings Created building and asset prioritization method Generated ideas, assess cost vs. value Designed a new PM Program Created an implementation approach, including phasing plan, staffing, and budget

19 PM Strategy Development 8

20 PM Strategy Implementation Seed Money for PM PM Strategy Development Lean Process New Space Funding FAMIS Redesign Phase 2 In-House Equipment Data Collection Pilot PM Management Team Created PM Staff & Supervisor Additions PM Strategy Finalized Staffing Plan Defined Training Program Established FAMIS Redesign Phase 1 Visual Aids Pilot Mobile Application Pilot Master Scheduling Implementation Campus Wide Equipment Data Collection 3rd Party Equipment Data Collection Pilot PM Metrics Visual Aids Established Mobile Application Design 16

21 Current & Future State 11 (Target) 14,000 29,000 45,000 38,000 25% 75% $1.5M 29,000 55% 45% $3.96,000 > 70% < 30% $4.85M $580K $1.6M 0 5,000 $740K $1.8M 30 9,000 $1.15M $1.8M 40 >,000 (PreStrategy) No. PM+CM completed No. RM completed % PM+CM labor % RM labor In house PM+CM labor Supplies PM+CM Contract services Dedicated PM staff No. of equipment < (Year 2)

22 PM vs. PM Costs $7,000 $8,000 $5,000 Reactive Maintenance vs. Planned Maintenance Costs in in $1,000s $1,000s Costs in $1,000s Planned Maintenance Costs $4,500 $7,000 $6,000 $4,000 $6,000 $5,000 $3,500 $5,000 $3,000 $4,000 $4,000 $2,500 $3,000 $2,000 $3,000 $1,500 $2,000 $2,000 $1,000 $1,000 $1,000 $500 $11 RM RM PM+CM PM+CM Linear (RM) Linear(PM+CM) (RM) Linear Linear (PM+CM)

23 Value of Growth of a PM Program 25

24 Thank You Paul Armas, CHFM, CHSP, CEM Director of Maintenance Operations Brown University T: James Kadamus Vice President sightlines T: C: Lisa Turturro Vice President Senior Lean Practitioner Facilities Management & Operations Planning Design & Construction Haley & Aldrich, Inc. T: C: