113-c: leading-edge physical plant management tuesday, october 26 aahsa 2004
TRANSCRIPT
113-C:Leading-edge Physical Plant Management
TUESDAY, OCTOBER 26
AAHSA 2004
113-C:Leading-edge Physical Plant Management
AAHSA 2004
Jo-Anne Kempe, Windmill Software Inc.
Importance of Preventative Maintenance
Making Data-Driven Decisions
Streamlining Maintenance Processes
Challenges to Change from the Field
Continuous Quality Improvement
Governance and Accountability
The Importance of
Preventative Maintenance
Barry Higgins, Maintenance DirectorCalvary Fellowship Homes – Lancaster, PA
113-C: Leading-edge Physical Plant Management
Is Preventative Maintenance Really that Important?
??Is Preventative Maintenance Really
that Important?
Preventative Maintenance…
Saves
Money
Prolongs
Equipment
Life
Improves
Equipment
Performance
• How often do you change the oil in your automobile ?
• How often do you change your heating and air conditioner filters at home?
• How often do you brush your teeth?
Is Preventative Maintenance Really that Important?
The equipment in your facility REALLYneeds to be taken care of!!!!
•Increased repair costs
• Failure to perform Preventative Maintenance can cost you up to 50% more in:
•reduced life expectancy; and,
How much does it cost you to NOT do Preventative Maintenance?
Life Expectancy
Repair Costs
4 Requirements for Successful PM
1. Commitment from leadership team and maintenance staff
2. Knowledge and understanding of PM programs
3. Appropriate financial and labor resources
4. A good computerized maintenance system or an administrative support miracle worker
Preventative Maintenance…Preventative Maintenance…
…Supports Capital Asset Management
…Supports Capital Asset Management
How do you start a PM Program?
??
Create a PM Program: 5 Steps
1. Complete an inventory of equipment to be included in your program. Assign ID tags/numbers
2. Prioritize your equipment list according to the equipment’s risk and how important it is to facility operations
3. Identify PM requirements for each piece of equipment
4. Develop a schedule for the PM requirements that you have identified
5. Utilize a computerized maintenance software program or manually develop schedules and PM work orders. This process is probably going to be the most difficult part of your PM development
Create a PM Program: 5 Steps
5 Tips for Success
1. Assign equipment alpha-numeric codes that work for you
2. Use a data collection form for each piece of equipment
3. Prioritize PM actions as Critical, Important or Minor
4. Develop you PM program once space or department at a time
5. Try not to dwell on the enormity of the project. Take it one step at a time
5 Tips for Success
Examples of ‘High Priority Equipment’
EmergencyGenerators
HVACEquipment
NurseCall Systems
FireExtinguishers
Examples of ‘High Priority Equipment’
Water Heaters& Storage Tanks
ResidentBeds
Food ServiceEquipment
MedicalEquipment
LaundryEquipment
Important Data for Equipment PM
• Manufacturer name and address
• Date of purchase and cost
• Equipment life expectancy
• Maintenance requirements
Important Data for Equipment PM
• Recommended maintenance schedules
• Name plate data including voltage, Amps, PSI, GPH, RPM, motor frame size, etc.
• Belt sizes
Preventive Maintenance is an important part of your Quality Improvement initiative.
It provides a documented record of work completed, costs incurred and labor expended for each piece of equipment in the PM program. A key element to Responsible Governance
Without this information how can you make informed decisions?
PM = Quality First
A Critical Component
Life SafetyLife Safety
In summary, an effective PM program provides a professional approach to facilities management, meeting of code and regulatory requirements and at the same time supporting your facility’s Quality Improvement initiatives.
PM = Quality First
Preventative Maintenance
In Action
NOW…Is Preventative Maintenance
Really That Important?
Improved Communications
From “Hey Alex” to Automated Work Requests
Alex Sutherland, Environmental Services ManagerCountry Terrace Long-Term Care – Ontario, Canada
113-C: Leading-edge Physical Plant Management
Improved Efficiency
Typical Work Request Methods
• Clipboards at stations
• 3-part NCR forms at stations
Improved Efficiency
Problems with Clipboards/NCR forms
• Time lost collecting requests
• Illegible handwriting
• Missing detail or required information
• NCR forms can cost $$$
• Requests get lost in the shuffle
• No usable work history
Improved Efficiency
Computerized Work Requests
• Faster, easier & more accurate than handwriting a note
• Staff enters required detail directly
• Immediate pop-up notices vs only once / day pick up
• Saves time collecting requests
• Ability to prioritize & organize by location
Improved Response Time
Clipboard or NCR form Requests
• Response time = 3-4 days
Computerized Work Requests
• Response time = 24 hrs
Effectiveness & Accountability
Most Common Work Request Method?
Hey Alex! Have you got a second?
Hey Alex! Did anyone tell you about…
Hey Alex! Why haven’t you…
Hey Alex!
Hey Alex! Hey Alex!
Eliminating ‘Hey Alex’ Method
• Not reliant on memory –- fear of forgetting
• Not distracted from current task
• Permanent record = maintenance accountability
• No arguments about if or when something was requested
• Squeaky wheel does not get the oil
• Better service for staff and residents
Effectiveness & Accountability
Closing the Feedback Loop
Eliminating Wasted Work Time
Closing the Feedback Loop
Eliminating Wasted Work TimeAdditional Scenarios
# of work requests / day 20 30 40 50
# of work requests / month x 30 days 600 900 1,200 1,500
# of requests requiring follow-up / month 1/3 follow -up 200 300 400 500
# of minutes / month spent on follow-up 10 /follow -up 2,000 3,000 4,000 5,000
# of hours wasted / month ÷ 60 min/hr 33.33 50.00 66.67 83.33
# of days wasted / month ÷ 7.5 hr day 4.44 6.67 8.89 11.11
# of wasted days / year x 12 months 53.33 80.00 106.67 133.33
20 Requests Per Day
30 Requests Per Day
40 Requests Per Day
50 Requests Per Day
Implementing Change
• Have all staff participate
• Ensure they understand problems with old methods and benefits of new methods
• Provide necessary training to all requestors
• Establish quality improvement goals – ie. Get response time down to 24 hrs -> then measure & monitor results
• Discipline – don’t let people revert back to old ways – “Hey Alex!”
Accreditation & Regulators
Before streamlining maintenance = 5 hours
After streamlining maintenance = 5 minutes
Increased accountability
Quality First Summary
• All staff accountable for requests and feedback of results
• Continuous Quality Improvement is practical due to reporting of results
HEY HEY ALEX!ALEX!
Data-Driven Management Decisions
Jim Normandin, Director of Plant OperationsSt. Joseph of the Pines – Southern Pines, NC
113-C: Leading-edge Physical Plant Management
Labor Tracking
• More time on one project means less time on other projects
• Expending labor in most productive way alleviates staffing shortages
• Labor tracking places an actual dollar value on service provided
Time = Money =
In-House Labor vs. Contract Labor
In-House Advantage
• $13-$14/hr can perform a multitude of basic tasks
• Can respond relatively quickly
• Can work independently
• Knows their way around campus
• Known to residents and staff
• Minimizes downtime of on-site equipment
In-House Labor vs. Contract Labor
Contract/Outsource Disadvantage• Basic handyman rate is approx $25/hr
• Schedule dictates availability
• Size of job and current workload determines priority
• Unfamiliar to residents and staff
• Security and safety concerns
Specialized Trade: In-House vs. Outsourced
In-House Advantages
• In-house HVAC specialist $23/hr incl. benefits
• Performs PM and corrective repairs on all equipment
• Readily available for emergencies
• Can multitask when not doing HVAC maintenance
Specialized Trade: In-House vs. Outsourced
Outsourced Disadvantages
• Average HVAC contractor rate = $75/hr
• Workload determines availability/priority
• Increased downtime for your equipment
• Substantial mark-up on materials furnished for repairs and maintenance of equipment
Specialized Trade: A Real Life Example
A/C Example:
• In 2003, A/C repairs, maintenance and PM costs totalled $163,000
• Addition of one certified A/C technician at $23/hr plus benefits cost $54,000 annually
• Total savings of $109,000 in the first year
Specialized Trade: A Real Life Example
Painting Example:
• Contractor rate for 2000 ft2 = $2000
• In-house labor average = $800-$1200
• In 2003, 24 room turn-overs completed in-house with a savings of approx $48,000
Security
• Multiple FTE’s required to cover all shifts
• Avg labor rate: $8.50 - $9.00 /hr plus benefits
• Scheduling issues (holidays, call-offs etc)
• $10.00 - $11.00 /hr total
• No staffing issues for facility
• Pre-determined up front cost for contractual services to be provided
In-house Security
Contract Security
Inventory Tracking Tips
• Know what supplies you have on-hand
• Compare prices regularly (every 60 days)
• Flag items as high volume and ensure adequate stock and avoid downtime
• Take advantage of bulk purchase discounts
• Investigate nationally recognized purchasing organizations
• Track material costs to aid budgeting process
Equipment Tracking Tips
• Track existing and new equipment
• Record date of manufacture (usually found in serial #) as well as cost
• Find manufacturer’s estimated lifespan & recommended PM procedures
• Monitor warranty expiries
• Keep accurate records of repair history including type of repair and cost
• Keep up to date on replacement costs
Quality First Summary
Continuous Quality Improvement
Accountability
Effective management of data allows you to:
• Offer the best service possible to residents and staff, in the most efficient way, at the best price
• Manage costs (inventory, utilities, equipment)
• Make concrete decisions beneficial to the organization
• Maintain and improve levels of quality
Challenges of Change
Joshua Malbogat, Account ExecutiveWindmill Software – Toronto, ON
113-C: Leading-edge Physical Plant Management
Joshua Malbogat, Windmill Software Inc.
“The Dance of Change”
Peter Senge, MIT
Also author of “Fifth Discipline”
The Challenges to Sustaining Momentum in Learning Organizations
3 Groups -- 10 Challenges
A)Challenges of initiating change
B)Challenges of sustaining change
C) Challenges of redesigning and rethinking
A) Challenges of Initiating Change
1. Not enough time
2. No help (coaching and support)
3. Not relevant
4. Walking the talk
B) Challenges of Sustaining Change
5. Fear and anxiety
6. Assessment and measurement
7. True believers and nonbelievers
C) Challenges of Redesigning and Rethinking
8. Governance
9. Diffusion
10.Strategy and purpose
Key Challenges & Success Tips
• Not enough time
• No help (coaching and support)
• Not enough timeNot enough time
• No help (coaching and support)No help (coaching and support)
Summary
• Accept that challenges exist; embrace them
• Plan and execute strategies to manage them
Remember
Effecting Change is a constant dance !
Importance of Preventative Maintenance
Making Data-Driven Decisions
Streamlining Maintenance Processes
Challenges to Change from the Field