SAN DIEGO COMMUNITY COLLEGE DISTRICT
Lean Enterprise Integration Through The Facility Life Cycle That Can Save You Million$
Presented to the Community College Facility Coalition 19th Annual Conference ‐ November 13, 2012
San Diego Community College District (SDCCD)
Overview The Second Largest Community College District in California Sixth Largest in Nation Three Colleges ‐ City, Mesa, Miramar Six Continuing Education Campuses 125,000 students served plus 140,000 members of the military nationwide $1.555 billion capital bond program underway
City College
Mesa College
Miramar College
Continuing Education
San Diego Community College District (SDCCD)
Overview Current Square Footage (as of September 2012) Buildings = 2,560,187 GSF Parking = 1,093,357 GSF
Current Acres of Landscape = 130.2 Current Utilities Consumption
Electric $4,119,936 Gas = $334,632 Water = $790,322 Total = $5,244,890
San Diego Community College District (SDCCD)
Overview Projected Square Footage
Additional Building GSF = 720,608 Total Building GSF = 3,280,795 Additional Parking GSF = 279,265 Total Parking GSF = 1,372,622
Grand Total GSF = 5,653,290
San Diego Community College District (SDCCD)
Overview
Practicing the Toyota Way
San Diego Community College District (SDCCD)
Capital Bond Program A‐3 Report
San Diego Community College District (SDCCD)
Capital Bond Program A‐3 Report
San Diego Community College District (SDCCD)
Capital Bond Program A‐3 Report
San Diego Community College District (SDCCD)
Program A3 Report – Propositions S & N Summarized
San Diego Community College District (SDCCD)
Program A3 Report – Safety
San Diego Community College District (SDCCD)
Program A3 Report – Safety
San Diego Community College District (SDCCD)
Program A3 Report – Planned & Actuals
San Diego Community College District (SDCCD)
Program A3 Report – Aging Change Orders
San Diego Community College District (SDCCD)
Program A3 Report – Pay Apps/Change Orders
San Diego Community College District (SDCCD)
Program A3 Report – Drawdown
San Diego Community College District (SDCCD)
Program A3 Report – Expenditures at a Glance
As of September 2012
San Diego Community College District (SDCCD)
Program A3 Report – Small Business Outreach
San Diego Community College District (SDCCD)
“Rainbow” Report
San Diego Community College District (SDCCD)
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
San Diego Community College District (SDCCD)
Pull Planning
San Diego Community College District (SDCCD)
Pull Planning • Insert video of pull planning session here • Click “insert” from menu bar, then click on the video icon from the far right
San Diego Community College District (SDCCD)
Target Costing – Budget Development • Space Programming • Efficiency • Targeted Cost Per SF
San Diego Community College District (SDCCD)
Building Information Modeling (BIM) Standards
http://public.sdccdprops-n.com/CR/Forms/SDCCD%20-%20Building%20Design%20Standards/2.%20BIM%20Standards/SDCCD%20BIM%20Standards%20Version%202.pdf
San Diego Community College District (SDCCD)
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%
San Diego Community College District (SDCCD)
A3 Problem Solving – Risk/Benefit Analysis
San Diego Community College District (SDCCD)
A3 Problem Solving – HVAC Design
San Diego Community College District (SDCCD)
Value Stream Mapping – Change Orders
Old Change Order Process
Total Process Duration: 67 Working Days With Negotiation
San Diego Community College District (SDCCD)
Value Stream Mapping – Change Orders
New Change Order Process Effective January 2011
Total Process Duration: 28 Working Days With Negotiation
San Diego Community College District (SDCCD)
Safety – Root Cause Analysis of Repeated Incidents City College Campus Safety Report – February 2012 Overall Safety Comments
Overall Safety Issues
San Diego Community College District (SDCCD)
Safety – Root Cause Analysis of Repeated Incidents Central Plant
Math & Social Science
Business & Humanities
Science
San Diego Community College District (SDCCD)
Safety – Root Cause Analysis of Repeated Incidents • Required fall protection refresher training • Enhanced training for spotters • Enhanced focus on safety culture
San Diego Community College District (SDCCD)
Andon Tools in Process – The Sticky Note
San Diego Community College District (SDCCD)
Genchi Genbutsu
San Diego Community College District (SDCCD)
Horensou
San Diego Community College District (SDCCD)
Invoice Processing Kaizen
San Diego Community College District (SDCCD)
Invoice Processing Kaizen
New Procedure • Simplified Actions • Within 30 days • Less Paperwork
San Diego Community College District (SDCCD)
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 seven‐year process. Additional efficiencies implemented over the next six years will increase savings to $20 million.
San Diego Community College District (SDCCD)
Lean Processes – Our Challenge • Current economic conditions continue to impact SDCCD • SDCCD Facilities Services must reduce FY09‐16 forecasted expenditure • While current state revenue is down, SDCCD must plan for future doubling service base without doubling the budget
San Diego Community College District (SDCCD)
Potential Cumulative Savings ‐ $25,863,512 FISCAL YEAR Custodial Custodial Forecast H/C
FY09 104
FY10 113
FY11 132
FY12 149
FY 09/10
FY13 162
FY14 173
FY15 189
FY16 191
Avg. Salary $ 58,643
Cust Forecast Salary
$ 6,098,855 $ 6,650,098 $ 7,769,004 $ 8,731,333 $ 9,504,832 $ 10,169,255 $ 11,098,158 $ 1,227,172
Custodial Adj H/C
77
Custodial Adj Budget
$ 4,497,197 $ 4,782,522 $ 5,187,077 $ ,878,320 $ 7,150,669 $ 7,622,296 $ 8,208,826 $ 8,597,611
Delta
$ 1,601,658 $ ,867,576 $ 2,581,927 $ 2,853,013 $ ,354,162 $ 2,546,959 $ ,889,331 $ 2,629,561 $
82
88
100
122
130
140
147
Hold HC Flat until projection exceeds current HC
45
$
19,324,187 13,273,027
Maintenance Maint Forecast H/C
45
Maint Forecast Salary $ Maintenance Adj H/C 29
50
57
64
69
73
79
80
$ 76,457
3,440,546 $ 3,793,010 $ 4,344,262 $ 4,857,286 $ 5,245,685 $ 5,579,036 $ 6,044,656 $ 6,108,880 32
37
41
45
47
51
52
28
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 $ ,520,492 $ 1,700,050 $ 1,835,990 $ 1,952,663 $ 2,115,630 $ 2,138,108 $ 13,794,676 Hold HC Flat until projection exceeds current HC
$
12,590,485
San Diego Community College District (SDCCD)
Lean Work Order Processes – Maintenance Assessment
• Identify how we are spending time • Examine priorities • Scrutinize processes • Should we redesign or improve this process? • What tools do we need to do this?
San Diego Community College District (SDCCD)
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
San Diego Community College District (SDCCD)
Lean Work Order Processes – Work Prioritization • SDCCD – in its quest to be “service oriented” – had no formal work prioritization processes • This led to 85%+ of work being reactive • Open WO grew to in excess or 1,600
• A prioritization matrix was developed to establish a service level agreement within the District •
Approved by Chancellor’s Cabinet and Management Services Council
San Diego Community College District (SDCCD)
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
San Diego Community College District (SDCCD)
Priority Matrix – Service Level Agreement
San Diego Community College District (SDCCD)
Service Level Agreement ‐ Priority Level 1 Example
San Diego Community College District (SDCCD)
Lean Process Flows – Prioritize Work
San Diego Community College District (SDCCD)
Lean Process Flows – Triage
San Diego Community College District (SDCCD)
Work Flow Priority 1‐3 Work – Maintenance Supervisor
• Planning / Scheduling is focused on future work • All ongoing work is under the direct control of the maintenance supervisor
San Diego Community College District (SDCCD)
Work Flow Without Planning/Scheduling Activity Cleanup and putting away tools Idle Time Material delays Passdown meetings (start / end of shift, feeding work to technicians) Starting late / quitting early Too many technicians per job / task Traveling and Transportation Unclear work direction Sub Total of non‐productive time
% 5 9 5 5 4 7 16 16 67
Productive time = 100‐67 or 33%. This translates to 2.7 hours in an 8‐hour shift.
San Diego Community College District (SDCCD)
Productive Maintenance Time
San Diego Community College District (SDCCD)
Call Center/Work Distribution Center
Centralized Standardized Customer Service Comments
San Diego Community College District (SDCCD)
Maintenance Process Improvement Steps
• Purchased a more robust computerized maintenance management system • Added Grainger rolling stock for fleet
San Diego Community College District (SDCCD)
Work Order Metrics
San Diego Community College District (SDCCD)
Electronic Work Order Delivery
San Diego Community College District (SDCCD)
Facilities Services Lean Enterprise Efforts Industry Findings: Cost of O&M Inefficiencies Operations & Maintenance Stage (Distribution of Inadequate Interoperability Costs) Idled Employee Costs ‐ 18%
Over half the costs are from searching for and validating data
Inefficient Business Process Management Costs – 19% O&M Staff Productivity Loss – 7%
O&M Information Verification Costs ‐ 56%
* Source: NIST Study – August 2004
San Diego Community College District (SDCCD)
Facilities Services Lean Enterprise Efforts
San Diego Community College District (SDCCD)
Custodial Practices Identify our core mission Identify how we were spending time Load leveling Increase cleaning square footage Beat books Cleaning Standards Management By Walking Around Pride Program
San Diego Community College District (SDCCD)
Assessment of Custodial Services Findings • Opening doors • Stock room duties • Personal assistants • Event set‐ups • Temperature checks • Movers • Concierge service • Cleaning
San Diego Community College District (SDCCD)
Opportunities for Improvement Get back to Core mission Board of Trustees and Chancellor buy‐in Developed a door‐opening policy Developed an out of scope work list Directing work requests through the call center Plan and schedule work
San Diego Community College District (SDCCD)
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
San Diego Community College District (SDCCD)
Management By Walking Around (MBWA) •MBWA is the SDCCD quality control tool for custodial services. • Custodial Leads are tasked with walking through every room in the District to inspect room conditions. •A tick mark is placed in the discrepancies column for every 1,000 SF in the building demonstrating the deficiency. •The sheets are given to the clerical staff of each campus to enter into a spreadsheet; thereafter, they are stored in an Access database.
San Diego Community College District (SDCCD)
SDCCD Cleaning Standards
SDCCD defined the acceptable level of cleaning for district as a Level 2. At the start of the project they were consistently at a level 3 – 4. This underlined the need to improve the level of service.
San Diego Community College District (SDCCD)
SDCCD Cleaning Standards – Levels 1 & 2
San Diego Community College District (SDCCD)
Custodial Load Level – Finding the Balance
Identify the type of space use and the finishes used within the space to identify the base cleaning factor for that space type.
San Diego Community College District (SDCCD)
Assign Cleaning Time Based on Space
Calculate the time to clean based on the assignable square footage and the base cleaning factor.
San Diego Community College District (SDCCD)
Summarize Head Count Requirements
With all buildings added, the total required HC for Level 2 Cleaning at San Diego Mesa College is 26.
The space is then summed from room up to building and then up to campus. • This leads to a qualitative method to determine the proper HC requirements • Enables the supervisor to develop project teams to tackle larger projects that require more man power and are outside the daily cleaning requirements
San Diego Community College District (SDCCD)
MBWA Implementation Began by implementing Management by Walking Around (MBWA) to track building scores. The indicator of success for this phase was simply number or percentage of MBWA inspections completed over time.
San Diego Community College District (SDCCD)
MBWA Implementation The first goal of the was to inspect all buildings consistently.
San Diego Community College District (SDCCD)
Trend by Discrepancy: Campus Example
Each week, the top discrepancies are identified.
San Diego Community College District (SDCCD)
Discrepancies
Discrepancy Trend Over Time: Campus Example
Work Week
San Diego Community College District (SDCCD)
Reviewing the MBWA Data
• Each month a query is run, and an MBWA query book is stored on a shared drive for the supervisors to view. • The book contains charts and tables for identifying the highest and lowest deficiencies.
San Diego Community College District (SDCCD)
What Information Is Tracked? • Highest Deficiencies by Discrepancy & Overall Average
• Highest Deficiencies by Building & Lowest Deficiencies by Building
San Diego Community College District (SDCCD)
Projected Increase of Custodial Headcount • In March 2011 Step Function FMC gave its final report on increasing custodial headcount to meet the needs of our growing district. • They suggested SDCCD remain custodial headcount neutral until 6/2012. • Using a base of 20,000 square feet per custodian carrying a beat (adjusted headcount), Step Function suggested SDCCD steadily increase the beat size and adjusted head count until reaching 117 custodians carry 25, 000 square feet per beat in 2016. • This would account for the removal of old buildings while attending to the needs of the newly constructed buildings. • This formula did not take into account attrition.
San Diego Community College District (SDCCD)
Projected Increase of Custodial Headcount • In March 2011 Step Function FMC gave its final report on increasing custodial headcount to meet the needs of our growing district. • They suggested SDCCD remain custodial headcount neutral until 6/2012. • Using a base of 20,000 square feet per custodian carrying a beat (adjusted headcount), Step Function suggested SDCCD steadily increase the beat size and adjusted head count until reaching 117 custodians carry 25, 000 square feet per beat in 2016. • This would account for the removal of old buildings while attending to the needs of the newly constructed buildings. • This formula did not take into account attrition.
San Diego Community College District
Lean Enterprise Integration Through the Facility Life Cycle
Questions? Richard Burkhart Construction Manager rburkhar@sdccd.edu (619) 388‐6456
Donn Betz Director, Facilities Services dbetz@sdccd.edu (619) 388‐6422
Charlie Williams Business Process Supervisor chawilli@sdccd.edu (619) 388‐6422