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 20 Engineering, Maintenance & Operations management Academic Research Academic Non-Research Biology & Medicine Residence Halls Athletics Student Life Admin / Support Auxiliary Housing 10/14/2015 2

3 In 2010 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. 10/14/2015 3

4 % of Total Campus GSF Campus getting younger with new construction and renovation, but high percentage of space over 50 years old 100% Campus Age by Category 90% 80% 41% 49% 50% 50% 49% 46% 46% 48% 49% 50% 51% 51% 51% 55% 52% 70% 60% 50% 40% 30% 20% 10% 0% 45% 36% 35% 35% 35% 35% 36% 34% 32% 32% 29% 27% 25% 23% 23% 10% 13% 13% 13% 13% 13% 11% 9% 10% 10% 10% 11% 11% 6% 8% 4% 1% 2% 3% 3% 7% 7% 9% 8% 8% 9% 11% 13% 13% 19% Under to to 50 Over 50 10/14/2015 4

5 Technical Complexity Technical Complexity Technical complexity of campus increasing over time 5 Tech Rating Tech Rating Tech Rating Impacts: Repair & Replacement Costs Energy Consumption Levels Operational and PM Demands /14/2015 5

6 Significant needs in building systems occur over next ten years Historical Project Investments FY03-FY14 Projected Identified Needs FY15-FY24 9% 12% 9% 16% Building Envelope 17% 38% 26% Building Systems Infrastructure Space Improvement 13% Safety/Code 45% 15% 10/14/2015 8

7 $/GSF Operating expenses below peers $12.00 Total Operating Expenses $10.00 $8.00 $6.00 $4.00 $2.00 $3.26 $0.18 $4.97 $4.24 $0.39 $5.47 $2.81 $0.56 $4.34 $2.40 $0.25 $6.46 $2.64 $0.28 $4.10 $2.94 $0.59 $6.75 $3.69 $3.52 $0.45 $0.97 $4.41 $4.42 $3.24 $0.35 $5.72 $2.67 $1.59 $0.28 $0.49 $4.47 $4.30 $2.64 $0.35 $6.57 $4.24 $0.78 $5.76 $0.00 Daily Service PM Utilities Peer Average 10/14/2015 9

8 $/GSF Brown performing more work with in-house staff than peers $4.00 $3.50 $3.00 $2.50 $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 People Costs Peer Average Expenses *Expenses include materials, service contracts & office expenses 10/14/

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

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

11 Lean is... Increases Value Reduces Waste Respects 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 10/14/

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 10/14/

14 Axis Title PM & CM: What actually happens? What can we do about it? Value Stream Mapping of Preventive & Corrective Maintenance Work Order Processes Planning Design & Constructi on Gather Data & Equipmen t Info Plan PM Needs Define PM Task & Frequenc y Develop CM WO Schedule & Assign Work Obtain Materials/ Parts Do Work Document in Famis Closing & QA/QC Problems Ideas Organizati on Mgmt 10/14/

15 What Lean Provided Identified waste in maintenance execution process to help fund the desired PM program Identified 57,000 hours (27 FTEs) of recoverable labor costs through operational efficiency improvement in these areas: Improvement Area Asset & Equipment Information 12,528 Standard Work Execution 12,161 Preventive Maintenance strategic & responsive scheduling Tools/parts/materials/inventory management Estimated Hours Gained 9,305 14,568 Management & Communication 8,439 10/14/

16 Pre-Strategy Implementation No. PM+CM completed ,000 No. RM completed 38,000 % PM+CM labor 25% % RM labor 75% In house PM+CM labor $1.5M Supplies PM+CM $580K Contract services $1.6M Dedicated PM staff 0 No. of equipment 5,000 The Beginning 2012 Road Map Destination (Stay Focused) 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 10/14/

19 PM Strategy Development Portfolio Critical Bldg. Score Avg. Academic (Research) Maintenance 77 Student Life Levels 63 Academic (Non-Research) 51 Admin/Support 33 Athletics Level 1 23 Showpiece Facility Dormitory 21 Aux. Housing 8 Level 2 Comprehensive Stewardship Proposed Preventive Maintenance Level of Service Description Preventive Maintenance Critical Building Score All recommended preventive maintenance is scheduled and performed 100% >75 85% of recommended preventive maintenance is scheduled and performed 85% >50-74 Brown Building Portfolio Central Heat Plant and Academic Research Academic Non- Research and Student Life Level 3 Managed Care 50-60% of recommended preventive maintenance is scheduled and performed 50%-60% >20-49 Admin/Support, Athletics, Dormitory Level4 Reactive Management 25% or less of recommended preventive maintenance is scheduled and performed <25% <20 Aux. housing

20 PM Strategy Implementation 2011 Seed Money for PM PM Strategy Development Lean Process New Space Funding 2013 FAMIS Redesign Phase 2 In-House Equipment Data Collection Pilot PM Management Team Created PM Staff & Supervisor Additions 2015 Visual Aids Pilot Mobile Application Pilot Master Scheduling Implementation Campus Wide Equipment Data Collection 2012 PM Strategy Finalized Staffing Plan Defined Training Program Established FAMIS Redesign Phase rd Party Equipment Data Collection Pilot PM Metrics Visual Aids Established Mobile Application Design

21 Current & Future State 2011 (Pre-Strategy) 2014 (Year 2) < 2019 (Target) No. PM+CM completed 14,000 29,000 45,000 No. RM completed 38,000 29,000 20,000 % PM+CM labor 25% 55% > 70% % RM labor 75% 45% < 30% In house PM+CM labor $1.5M $3.96 $4.85M Supplies PM+CM $580K $740K $1.15M Contract services $1.6M $1.8M $1.8M Dedicated PM staff No. of equipment 5,000 9,000 >20,000

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

23 Value of Growth of a PM Program

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: /14/2015