SAN DIEGO COMMUNITY COLLEGE DISTRICT Lean Integration through the Facility Life Cycle at San Diego Community College District Presented to the IGLC Industry Day Conference
July 17, 2012 1
Lean Integration through the Facility Life Cycle
SDCCD Overview Second Largest Community College District in CA Sixth Largest in Nation Three Colleges - City, Mesa and Miramar Six Continuing Education Campuses
125,000 students served plus 140,000 members of the military nationwide Total Building Square Footage - 2,276,429
$1.555 Billion Capital Bond Program Underway
San Diego Community College District
About the District (Current State) Current Square Footage Buildings = 2,276,429 Gross Square Feet (GSF) Parking = 840,606 Gross Square Feet (GSF)
Current Acres of Landscape = 130.2
Current Utilities Consumption Electric = $4,298,311 Gas = $391,561 Water = $868,531 Total = $5,558,403
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San Diego Community College District
About the District (Future State) Projected Square Footage Additional Building GSF = 1,133,028 Total Building GSF = 3,409,457 Additional Parking GSF = 251,264 Total Parking GSF = 1,091,870
Grand Total GSF = 4,465,327
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San Diego Community College District
Practicing the Toyota Way Business Principles
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San Diego Community College District
Capital Bond Program A3 Report
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San Diego Community College District
Program A3 – Safety
San Diego Community College District
Program A3 – Safety
San Diego Community College District
Program A3 – Planned & Actuals
San Diego Community College District
Program A3 – Bid Strategy
San Diego Community College District
Program A3 – Expenditures at a Glance
San Diego Community College District
Program A3 – Three Year Construction Schedule
San Diego Community College District
Program A3 – Small Business Outreach
San Diego Community College District
Program A3 – Pay Apps/Change Order Turnover
San Diego Community College District
Program A3 – Aging Change Orders (60+ days)
San Diego Community College District
“Rainbow” Report
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San Diego Community College District
Schedule Performance Traditional Design-Bid-Build Change Order Rate
Project Delay
Average = 10.8%
Average = 43.5 Days
CM Multi-Prime Change Order Rate
Project Delay
Average = 7.1%
Average = 19.5 Days
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San Diego Community College District
Pull Planning
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San Diego Community College District
Target Costing – Project Budget Development Space Programming Efficiency Targeted Cost Per Sq. Ft.
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San Diego Community College District
BIM Standards
http://www.sdccdprops-n.com/BUILDING%20STANDARDS/SDCCD_BIM_Standards_Ver2.pdf 20
San Diego Community College District
Change Order Metrics - BIM vs. No BIM • Projects designed in BIM: – Change Order Rate = 2.3%
• Projects not designed in BIM: – Change Order Rate = 8.0%
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San Diego Community College District (SDCCD)
A3 Problem Solving – Risk/Benefit Analysis
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San Diego Community College District (SDCCD)
A3 Reporting System - HVAC Design
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San Diego Community College District
Value Stream Mapping – Change Order Process Old Change Order Process START Resolution to CM
1 Working Day
15 Working Days
CM Creates RFP; Issues to Contractor
Contractor Issues Price, CM Reviews Price, Issues COR
Determine entitlement Before proceeding From this point
Price Fair and Reasonable?
5 Working Days
5 Working Days
Contractor Signs
A/E Signs
YES
15 Working Days
END
1 Working Day Negotiate
Distribution
NO
0 Working Day
District Admin. Receives and Processes
CM Creates Change Order 1 Working Day
Total Process Duration: 67 Working Days With Negotiation
CM Signs
IOR Signs
CPM Signs
Richard B Signs
Dave U Signs
5 Working Days
5 Working Days
5 Working Days
5 Working Days
5 Working Days
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San Diego Community College District
Value Stream Mapping – Change Order Process New Change Order Process Effective January 2011
1 Working Day
START Resolution to CM
CM Requests Pricing from Contractor via Fax/Email
5 Working Days Contractor Issues Price, CM Reviews & Prepares Change Order
7 Working Days
Negotiate
Determine entitlement Before proceeding From this point
Price Fair and Reasonable?
7 Working Days
Total Process Duration: 28 Working Days With Negotiation
NO
YES
CPM Signs
A/E, IOR, Contractor, CM Sign Separate CO Cover Sheet
Richard B Dave U Sign
District Admin. Receives and Processes
END Distribution 1 Working Day 7 Working Days
1 Working Day
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San Diego Community College District
Safety – Root Cause Analysis of Repeated Incidents
City College Campus Safety Report – February 2012 Overall Safety Comments
Overall Safety Issues
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San Diego Community College District
Safety – Root Cause Analysis of Repeated Incidents Central Plant
Math & Social Science
Business & Humanities
Science
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San Diego Community College District
Safety – Root Cause Analysis of Repeated Incidents • Required fall protection refresher training • Enhanced training for spotters • Enhanced focus on safety culture
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San Diego Community College District
Andon Tools in Process – The Sticky Note
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San Diego Community College District
Genchi Genbutsu
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San Diego Community College District
Hourensou
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San Diego Community College District
Invoice Processing Kaizen No Vendor creates invoice
Invoice is sent to Facilities Accounting
Invoice is distributed to CPM
CPM reviews invoice
Is the invoice acceptable?
CPM collects required signatures from IOR, Architect, CM and signs
CPM staples green slip to invoice
Yes
CPM submits signed payment application to Facilities Accounting staff
No
Fully executed payment application is returned to Facilities Accounting staff
Facilities Accounting routes for remaining signatures from RB, LL, DU as required.
Facilities Accounting creates an MS Excel based cover sheet
Facilities Accounting creates a “Receiving Sign Off” document and attaches to the submitted application
Facilities Accounting logs application in MS Excel
Yes
Is the invoice acceptable / most recent?
Facilities Accounting staff logs receipt of payment application
No Was the payment application value changed during review?
No
Facilities Accounting adds and certifies the payment application in Contract Management program
Facilities Accounting creates two copies of the completed package
Facilities Accounting sends the original completed package to Accounts Payable for payment
Accounts Payable pays the invoice and files document hard copy.
Yes Facilities Accounting adds the second copy to a binder stored in F.A. work area.
Facilities Accounting creates a revised Receiving Sign Off document Facilities Accounting sends one copy to Gafcon
Gafcon scans and uploads document to SharePoint
Old Procedure • • •
Extraneous Actions Long Process Generates Excessive Paperwork 32
San Diego Community College District
Invoice Processing Kaizen No
Vendor creates invoice
Invoice is delivered directly to CPM*
Facilities Accounting creates a revised Receiving Sign Off document
Is the invoice acceptable?
Facilities Accounting revises the pay application value in Contract Management program
Yes
Yes
CPM inputs invoice into Contract Management program and prints cover sheet
CPM collects required signatures from IOR, Architect, CM and signs
CPM submits signed payment application to Facilities Accounting staff
Was the payment application value changed during review?
Fully executed payment application is returned to Facilities Accounting staff
Facilities Accounting sends the original completed package to Accounts Payable for payment
Accounts Payable pays the invoice and files document hard copy.
Facilities Accounting routes for signatures from RB and LL as required.
Facilities Accounting routes for signature from DU.
Partially executed payment application is returned to FA Staff.
Facilities Accounting creates a “Receiving Sign Off” document and attaches to the partially executed application
No Facilities Accounting certifies the payment application in Contract Management program
Facilities Accounting creates a copy of the completed package and sends to Gafcon
Gafcon scans and uploads document to SharePoint
New Procedure • • •
Simplified Actions Within 30 days Less Paperwork 33
San Diego Community College District
Beyond Lean Construction – Lean Processes in Maintenance & Operations APPA Award for Effective and Innovative Practices July 2011
By applying lean principles to custodial and maintenance functions, SDCCD eliminated the need to add 20 positions, shaving off $813,000 in the first of a sevenyear process. Additional efficiencies implemented over the next six years will increase savings to $20 million. 34
San Diego Community College District
Maintenance Process Findings • Reactive organization • No formal prioritization process
• Inefficient, unpredictable processes • Too much windshield time for technicians • Needed more robust computerized maintenance management system 35
San Diego Community College District
Maintenance Process Improvement Steps • Developed a prioritization matrix • Designed new work flow processes • Created a centralized work distribution center • Standardized triage and follow up procedures to support processes and reduce windshield time 36
San Diego Community College District
Maintenance Process Improvement Steps
• Purchased a more robust computerized maintenance management system
• Added Grainger rolling stock for fleet
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San Diego Community College District
Priority Matrix – Service Level Agreement
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San Diego Community College District
Work Order Metrics FACILITIES SERVICES PRIORITY 1/2/3 WORK ORDERS AVERAGE DAYS TO COMPLETE 14.00
12.00
Days to Complete
10.00
8.00
6.00
4.00
2.00
0.00
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar' Apr' May' Jun' Jul Aug- Sep- Oct- Nov- Dec- Jan'10 '10 '10 '10 '10 '10 '10 '10 '10 '10 '10 '10 '11 '11 11 11 11 11 '11 11 11 11 11 11 12
Priority 1 5.56 2.13 0.12 0.18 0.02 0.02 0.04 0.29 0.79 0.52 1.93 1.77 0.90 0.50 0.53 0.40 0.41 0.39 0.18 0.10 0.21 0.28 0.08 0.11 0.18 Priority 2 7.89 4.26 1.10 0.46 1.00 0.00 1.44 0.09 0.48 1.48 1.04 3.29 2.92 2.00 0.98 0.57 0.88 0.62 0.33 0.35 0.41 0.41 0.13 0.38 0.71 Priority 3 13.0 7.27 2.06 1.54 1.12 1.09 1.11 1.06 0.92 1.65 1.97 3.72 2.49 1.85 1.75 1.31 1.35 0.91 0.72 0.71 0.67 1.36 0.42 0.67 0.84
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San Diego Community College District
Electronic Work Order Delivery
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San Diego Community College District
Facilities Services Lean Enterprise Efforts Industry Findings: Cost of O&M Inefficiencies
Over half the costs are from searching for and validating data
* Source: NIST Study – August 2004 41
Lean Processes
Facilities Services Lean Enterprise Efforts Building the Solution: BIM to FM Inexpensive access to BIM model
Any time, anywhere access to facilities docs Consistent, scalable, unified database Collaboration and communication productivity platform Integration with and extension of existing Program Portal
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San Diego Community College District
Assessment of Custodial Services Findings • • • • • • • •
Opening doors Stock room duties Personal assistants Event set-ups Temperature checks Movers Concierge service Cleaning 43
San Diego Community College District
Custodial Practices Improvement Steps •Stopped non-core services •Developed cleaning standards •Increased cleaning square footage •Load leveling •Custodial Beat books • Management By Walking Around • Pride Program
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San Diego Community College District
The Maintenance and Operations Challenge Custodial • Beginning cleanable square feet - 13,900 per custodian • Increase to 25,000 square feet over 3 years
Maintenance • Beginning cost per square foot - $3.93 • Reduce to $2.25 per square foot over 3 years
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San Diego Community College District
Potential Cumulative Savings - $25,863,512 FISCAL YEAR Custodial Custodial Forecast H/C
Cust Forecast Salary
$
Custodial Adj HC
FY 09/10
FY09
FY10
FY11
FY12
FY13
FY14
FY15
FY16
104
113
132
149
162
173
189
191
6,098,855 $
6,650,098 $
7,769,004 $
8,731,333 $
9,504,832 $
100
122
130
140
147
77
82
88
10,169,255 $
11,098,158 $
Avg. Salary $
58,643
11,227,172 45
Custodial Adj Budget
$
4,497,197 $
4,782,522 $
5,187,077 $
5,878,320 $
7,150,669 $
7,622,296 $
8,208,826 $
8,597,611
Delta
$
1,601,658 $
1,867,576 $
2,581,927 $
2,853,013 $
2,354,162 $
2,546,959 $
2,889,331 $
2,629,561 $
19,324,187
$
13,273,027
$
76,457
Hold HC Flat until projection exceeds current HC
Maintenance Maint Forecast H/C Maint Forecast Salary
45 $
Maintenance Adj H/C
3,440,546 $ 29
50 3,793,010 $ 32
57 4,344,262 $ 37
64
69
4,857,286 $ 41
5,245,685 $ 45
73 5,579,036 $ 47
79 6,044,656 $ 51
80 6,108,880 52
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Maint Adj Salary
$
2,236,355 $
2,465,457 $
2,823,770 $
3,157,236 $
3,409,695 $
3,626,373 $
3,929,027 $
3,970,772
Delta
$
1,204,191 $
1,327,554 $
1,520,492 $
1,700,050 $
1,835,990 $
1,952,663 $
2,115,630 $
2,138,108 $
13,794,676
$
12,590,485
Hold HC Flat until projection exceeds current HC
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San Diego Community College District
FY 2011/2012 Progress Snapshot Custodial (Benchmark 13,900 SF) • Goal: 25,000 square feet per custodian • Actual: 21,225 square feet Maintenance (Benchmark $3.93/SF) • Goal: $2.25 per square foot • Actual: $2.31 per square foot
Resultant Savings in FY2011/12: $4,553,063
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SAN DIEGO COMMUNITY COLLEGE DISTRICT
Questions? David Umstot, PE Vice Chancellor, Facilities Management San Diego Community College District dumstot@sdccd.edu (619) 388-6456
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