Presentation 3: Sustainment - Construction and Maintenance Institute

Report
Strategy / Alignment of Sustainment
Facilities Management with the Mission
of Correctional Facilities
15 October 2013
Industry Perspective of Facility Management
Industry Perspective of Facility Management
Industry Associations
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International Facility Management Association (IFMA)
Association of Higher Education Facilities Officers (APPA)
American Society for Heating, Refrigerating and Air
Conditioning Engineers (ASHRAE)
American Society for Healthcare Engineers (ASHE)
Building Owners and Managers Association (BOMA)
Institute of Real Estate Management (IREM)
Association of Facility Engineers (AFE)
American Society of Civil Engineers (ASCE)
Society of American Military Engineers (SAME)
British Institute of Facilities Management (BIFM)
The Royal Institute of Chartered Surveyors (RICS)
Facility Management Association of Australia (FMAA)
International Perspective of FM
4
International Perspective of FM
5
Underlying Commonality
15,000,000
10,000,000
5,000,000
0
Fiscal Year
FTE's
SF Maintained
SF Maintained (MM)
250
240
230
220
210
200
190
180
170
160
150
19
91
19 -9 2
92
19 -9 3
93
19 -9 4
94
19 -9 5
95
19 -9 6
96
19 -9 7
97
19 -9 8
98
19 -9 9
99
20 -0 0
00
20 -0 1
01
20 2 -0 2
03 0 0
- P 2-0
re 3
se
nt
FTE's
There will never be enough resources to
meet my facility needs. So, what do I do?
Strategy / Alignment of Sustainment
Time is the coin of your life. t is the
only coin you have, and only you
can determine how it will be spent.
Be careful lest you let other people
spend it for you.
7
7
Strategy / Alignment of Sustainment
Best Practices in…

Facilities Asset Management

Operations & Maintenance

FM Technologies

Training / Performance Measurement
8
Strategy / Alignment of Sustainment
Best Practices in…

Facilities Asset Management

Operations & Maintenance

FM Technologies

Training / Performance Measurement
9
National Academy of Sciences - Trilogy
Facility Asset Management
Best Practices
1. Closely align facilities with the organization's mission
2. Dispose of excess or underutilized facilities
Facility Asset Management
Best Practices
3. Link M&R investments to the
organization’s bottom line
4. Invest to ensure compliance
with regulatory or statutory
requirements
5. Invest in efficient operations
Facility Asset Management
Best Practices
Standardize FCA Program
Goal is to conduct objective and accurate
facility condition assessments and create a
Facility Asset Management Plan that is…

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Rational
Repeatable
Recognizable
Credible
Facility Asset Management
Best Practices
Standardize FCA Program

Standardized documented process that provides accurate,
consistent, and repeatable results.

Detailed ongoing evaluation of real property assets that is
validated at predetermined intervals.
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Standardized cost data based on industry-accepted cost
estimating systems (repair/replacement)

User-friendly information management system that
prioritizes DM and CR.
Facility Asset Management
Best Practices
Effective Communication Strategies
Success in securing adequate M&R funding =
Presenting a clear, consistent and certain
message.
Best practices do the following:
» Establish a framework of procedures/criteria
» Create effective decision-making environment
» Provide a basis for measuring outcomes
Facility Asset Management
Best Practices
Effective Communication Strategies
Communicating Outcomes & Risk
Communication Strategies
Communicating Outcomes & Risk
Communication Strategies
Strategy / Alignment of Sustainment
Best Practices in…

Facilities Asset Management

Operations & Maintenance

FM Technologies

Training / Performance Measurement
19
Reliability-Centered Maintenance (RCM)
Preventive
Predictive
Proactive
demand
Prioritization: Streamlined RCM
High $
*
Maintenance Costs
Lost
Productivity
Optimal
Maintenance
Downtime
Costs
*
Repair
Costs
Excessive PM
Cost of PM
Low $
Low
High
0 1 2 3 4 5 6 7Level
8 9of 10
11 12 13 14 15 16 17 18 19
20
Maintenance
Predictive Testing and Inspection (PT&I)
PT&I Toolkit
Predictive Testing and Inspection (PT&I)
PT&I Type
What is it?
Why use it?
What equipment?
Measures vibration
ID rotor imbalance,
misalignment, and bearing
wear
Motors, pumps, fans
(rotating equipment)
Photo of heat/temp.
ID hot/cold spots caused by
loose or dirty connections
or leaks
Electrical equipment,
roofs, facades
Oil Analyses
Sampling and analyzing
lubricating oil
Evaluate lubricant
degradation, contamination
and ID machine wear
Generators, chillers,
elevators
Airborne Ultrasonics
Detects sounds beyond
human hearing
Detect leaks
Compressed air, gas,
steam, and vacuum
systems
Motor Circuit
Analysis (MCA)
Tests electrical attributes
of motors
Determine condition of
motors
New and rebuilt motors
Laser Alignment
Measure alignment of
shafts and pulleys
ID misalignment
Pumps, motors, fans,
shafts and pulleys
Vibration Monitoring
& Analysis
Infrared
Thermography (IRT)
Predictive Testing and Inspection (PT&I)
Ultrasonics
How it is used…
 Mechanical/electrical inspections.
 Airborne leak surveys of…
•
•
•
•
Compressed air systems.
Gas and steam systems.
Negative pressure (vacuum) systems.
Non-pressurized systems (tone generators).
Predictive Testing and Inspection (PT&I)
Predictive Testing and Inspection (PT&I)
Vibration Screening & Analysis
How it is used…
 Critical rotating equipment.
 Screening & Trending.
 ID deteriorating conditions.
Predictive Testing and Inspection (PT&I)
Infrared Thermography (IRT)
How it is used…
 Electrical & Mechanical Equipment.
 Facades / Exterior Elements.
Predictive Testing and Inspection (PT&I)
Lubricating Oil Analysis
How it is used…
 Emergency generators.
 Hydraulic elevators.
 Chillers.
Predictive Testing and Inspection (PT&I)
Laser Sheave Alignment
 Quickly ascertain and correct angular and offset
misalignment between the pulleys.
Predictive Testing and Inspection (PT&I)
Laser Sheave Alignment
How it is used…
 Sheave alignment.
 Belt-driven equipment.
Reliability-Centered Maintenance (RCM)
RCM Successes at SI
Reliability-Centered Maintenance (RCM)
RCM Successes at SI
Steam Trap
Performance Testing
Condition-Based
Lubrication Program
Strategy / Alignment of Sustainment
Best Practices in…

Facilities Asset Management

Operations & Maintenance

FM Technologies

Training / Performance Measurement
33
Why Do We Need FM Technology?
Tool
Data
Measure
FM Technologies (CMMS/IWMS)
<10k
20k
30k
40k
50k
60k
70k
80k
90k
100k
CMMS
SchoolDude
FMDesktop (Stopped Dev.)
Thinkage's MainBoss
MicroMain's XM
Facility Wizard
Mainsaver
FacilityTree
Upturn's Sprocket
Corrigo's Work Track
Eagle Technologies MMII
FMWorks
Cybermetrics FaciliWorks
MainStar
TMA
SKIRE
Angus Anywhere
EPAC
DataStream MP8i
360 Facility
Hansen
IBM's Maximo
CAFM / IWMS
Planon
AssetWork's AiM
Tririga v9
FM:Systems FMInteract
Archibus TIFM
Manhattan Software
Accruent
BIGCenter IWMS
FAMIS
Bricsnet
Qube Global Software
Varsity's AxisFM
:
Licensing Costs
:
Implementation Costs
110k
120k
130k
140k
150k
160k
170k
180k
190k
>200k
CMMS/IWMS Solutions
Computerized Maintenance Management Systems (CMMS)
CMMS/IWMS Solutions
Integrated Work Management Systems
FM Technologies (CMMS/IWMS)
Communicating Outcomes & Risk
“Reliable and appropriate data and information
are essential for measuring and predicting
beneficial outcomes of investments in
maintenance and repair for predicting the
adverse outcomes of lack of investment.”
Strategy / Alignment of Sustainment
Best Practices in…

Facilities Asset Management

Operations & Maintenance

FM Technologies

Training / Performance Measurement
39
Smithsonian Institution
World-Class FM Innovation
Performance Measures
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PM-PdM/CM Ratio
PM-PdM Compliance
PM-PdM Effectiveness
Uptime/Reliability
Rework
Work Order Type Distribution
Work Order Aging
Overall Equipment Efficiency (OEE)
Overall Craft Effectiveness (OCE)
Top 10 Problem Codes
Total Cost of Ownership
Total Facilities Costs ($/s.f.)
15
Total Cost of
Ownership
$12.84/s.f
$14.58/s.f
10
Total Initial
savings
on a 500,000
s.f.tofacility
increase
in DM due
increased
PM and identification
of additional needs
= $869,500/year
(12% decrease)
10%
reduction
in CR
due
Decrease
in DM
due
to to
equipment
Increase
in
staff
(3)
and
extended
equipment
service
overhaul
and repairs
(20%life
long term)
materials
for
PM
program
3.5% reduction in utility costs due Deferred Maint.
Capital Renewal
to increased energy efficiency
M&O
Utilities
Custodial
5
0
1
2
3
4
5
Time (years)
6
7
8
9
Creating high-performance
FM organizations that enables the
overall organization achieve its
mission
Questions / Discussion
Thank You
Jim Whittaker
[email protected]
Current Hot Topics in FM
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45
BIM
COBie
RCM
PT&I/PdM
AFDD
CMMS/IWMS
Evolving Workplace
M&R Investments
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KPIs
BSC
TCO
LCA / LCCM
Interoperability
Commissioning
Design for Maint.
EPP / PDM
National Academy of Sciences – Report
Framework for Effective Federal Facilities
Asset Management
Governing Mindset
OWNER
Governing Behavior
STRATEGIC
DECISION MAKING
Governing Approach
LIFECYCLE
MANAGEMENT
CONTINUOUS IMPROVEMENT
Core Competencies
Skills Base
integrating
aligning
innovating
Technical
Business
Behavioral
Enterprise Knowledge
Essential areas
of expertise
Facility Lifecycle Management
10-25%
10-25%
50-70%
IT Project Failure Statistics
Studies
1.
2.
3.
4.
5.
6.
7.
The Gartner Group Study
Standish Group Study
The Robbins-Gioia Survey
Conference Board Survey
The KPMG Study
The Chaos Report
The OASIG Survey
Failure
-
64%
66%
51%
40%
61%
84%
70%
To err is human; but to really foul things
up takes a computer.
Why CMMS Projects Fail
Top Five Reasons (Internal)
1.
Lack of Strategy (Outcomes)
2.
Inadequate Resources/Investment
3.
Inconsistent Data Standards
4.
Lack of FM Process Understanding/Training
5.
Unsuccessful in Selling the WIIFM
Bonus – Client/Vendor Speaking Different Languages
Why CMMS Projects Fail
Top Five Reasons (Vendor)
1.
Vendors Often Lack FM Expertise
2.
Difficulty Understanding Expectations
3.
Delta in Sales vs. Implementation
4.
Train on Software not FM Processes
5.
They Are Not – “Not-For-Profit”
Why CMMS Projects Fail
More Reasons
•
•
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•
•
•
•
•
•
•
Lack of true integration (‘I’ in IWMS)
Lack of data ownership, quality, maintenance
IT Office run projects (relationships)
Trying to accomplish too much (broad scope)
Rapid pace of technology changes (vendor growth)
Too much focus on look and feel of software
Selection based only on functionality
CMMS is viewed as a static system
Viewed as a location specific tool
The project team sees the project as complete
once the system goes live
How to Achieve Success
What to do…
•
•
•
•
•
•
•
Establish Goals & Objectives (Vision)
Develop Strategic Optimization Plan
Establish Data Standards
Align Technology with Processes
Simplify / Integrate Technologies
Train on Processes & Maintain Data
Measure Success (Metrics)
Technology Optimization Process
7 Metrics &
2 Desired
Outcomes
Reporting
6 Optimization
1 Culture and Trust
3 Process
Review
Plan
5 Technology
Audit
4 Data Review
FM Processes
Planned Maintenance
FM Processes
Demand/Corrective Maintenance
Metrics / Reports
Metric Description
Std.1
Metric Description
Std. 1
Facility Condition Index (FCI)
<0.05
Stockroom Turns / Year
2-3
Deferred Maintenance Backlog
Trend
Annual Training Hours
>40 hrs.
On-the-job Wrench Time
>60%
Maint. Cost / Replacement Cost
PM / CM Ratio
70 / 30
Percent Return Work
3 - 4%
<5%
Unscheduled Maintenance Downtime
<2%
Mean Time Between Failures
Trend
PM Schedule Compliance
>95%
% Failures Assessed: Root Cause
>75%
CM Schedule Compliance
>90%
Maintenance OT Percentage
5-15%
Unscheduled Man-Hours
<10%
% WO Covered by Estimates
>90%
WO Turn-Around Time
Trend
On-Site Supervisor Time
>65%
Stockroom On-Time Delivery
>97%
Material / Part Performance
>98%
Emergency Response Time
Stockroom Service Level
<15 min.2
>97%
MISSION
“To provide the facilities and operational support required to fulfill the
mission, vision and values of _________________________.”
Customer
Perspective
Deliver services that our customers need and value.
Our customers recognize us as their provider of choice.
Process
Perspective
Services that are delivered by continually enhanced
processes, efficiently, and seamlessly.
Learning
and Growth
Perspective
A Facilities Management organization whose people possess
the latest skills and knowledge, and are recognized for
their contributions to the organization.
Financial
Perspective
Optimally used resources that provide the best value when
compared to other providers and which are utilized in total
alignment with the strategy of the organization.
Caring
Integrity
CORE VALUES
Discovery
MISSION
“To provide the facilities and operational support required to fulfill the
mission, vision and values of _________________________.”
1.
2.
3.
Establish a proactive customer service program
Develop partnerships with customers for mutual success
Implement effective customer service feedback and measurement
system
Process
Perspective
4.
5.
6.
7.
Simplify and streamline processes
Improve the delivery of service
Integrate technology to improve services
Adopt best practices to improve services
Learning
and Growth
Perspective
8. Provide appropriate training for our employees
9. Formalize a program for career development
10. Prepare and encourage employees to implement new techniques
Customer
Perspective
Financial
Perspective
11. Establish a high level of accountability
12. Align department priorities with institutional requirements
13. Benchmark performance
14. Maximize asset utilization
Caring
Integrity
CORE VALUES
Discovery
Key Resources
Key Resources
Key Resources
Developing a
Common Language
Between Facility Managers & Business Officers
A Common Language
Deferred Maintenance vs. Facilities Renewal

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