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QUALINET, Plan for the continuous improvement of the cleaning and waste collection

Innovation, control and transparency. Optimisation of the waste collection and road cleaning service

Sant Cugat del Valles, 2013

Project-Area-Document-Data

Contents

• 1. Resource management in times of crisis

• 2. Evolution of the road cleaning and waste collection service

• 3. Continuous improvement and variable invoicing

• 4. Monitoring plan

• 5. Continuous improvement plan

• 6. Conclusions


• Efficiency and quality

Innovation is the new backbone of all the activities.

Providing better quality services in a more efficient manner: lower costs and sustainable administration.

Integrated view of all areas of the city: development of synergies and operational savings.

• Organising the growth of the city

The town had to meet the growth of the population and provide infrastructures.

Town planning was the backbone of the town's activity.

Citizens' needs were met quickly and there was an integral and optimal design of solutions.

1. Resource management in times of crisis1.1 Introduction (1/2)

The current context of the economic recession calls for city management that is focused on obtaining higher levels of efficiency and quality.

Up to 2007...economic development From 2007 onwards...economic recession


Resource management in times of crisis1.1 Introduction (2/2)

Cities must respond to the changing situation of society.

• Citizens call for the city to evolve so that it adapts to new trends.

– Greater participation.– Services according to real need.– Quality services.– Reduced environmental impact.– Social integration of disadvantaged groups.


• The town seeks the efficient and sustainable management of these spaces through innovative technological projects

• they facilitate an alignment of action between them and represent a very important first step towards implementing smart city models.

• at the same time it has enabled inter-area relations.

1. Resource management in times of crisis

1.2 Analysis of the current situation (1/3)

Technological and innovation

plans

Communication networks

Management indicators

• High penetration of own telecommunication infrastructures– the availability of a wide fiber optic network facilitates and speeds up the introduction of

"smart" equipment and solutions, providing capacity for new services.– this network is complemented by Wi-Max coverage in those areas that do not have

wiring, facilitating the establishment of sensor and communication networks, minimisingoperator dependency.

• The existence of management indicators influences and facilitates the introduction of integrated management tools and is a good foundation for the establishment of smart city models.



1.2 Analysis of the current situation (2/3)

Concessions

Transverse applications and

synergies

• Tendency to seek innovative models related to those companies responsible for the maintenance or provision of services to the town council which facilitate the establishment of solutions.

• The management of the large concessions represents a high % of the budget. As a result, it is important to make the most of the opportunity and prevent it from becoming a restriction towards the introduction of some solutions in the area of smart cities.

• It is important that the tenders include technical aspects that help to be alert towards the evolution of solutions. However, in order for this to be a success, it is important to do it in coordination with the concessions.

• Although there is a tendency to use technology in all fields, current budget restrictions determine its introduction in each case, in some cases, making the mistake of leaving its introduction and management in the hands of third parties.

• In the majority of cases the service management tools are in the hands of the licensee. This limits their control and can be an obstacle or can limit the scope of an integral management model. Therefore, it is important that the control of management is, at least, shared.

• Transverse applications, which already exist in many cases, must evolve and be developed in town councils so that they become the backbone of relations with citizens and different town departments.


Own infra. managed internally

Pilot test

In tender

Delegated management / maintenance

Concession

Delegated service

Equipment / infrastructure supply

Main interactions with citizens

1.3. Analysis of the current situation (3/3)

Citizen interaction in town services is heterogeneous and limited

Map of agents of current and/or planned services

Legend

Not exhaustiveS.I.

Noticeboards

GISTrafficdensity

Car parks

Cameras

Pylons

Traffic lights

ETRA

EMPARKMOBILITY

Publictransport

SARBUSMOVENTIS

DEIMOSELECNOR

ETRA

SAFETYCOMUNICA-

CIONSSIPCAT

Cameras

Fleetmanagement

SPEED-COMM

S.I.

S.I.

S.I.

Policemanagement tool

URBANSERVICES

S.I.

VOLUMINOUSCARDBOARD

CLEANINGAND WASTE

INTEGRAL BUILDINGMANAGEMENT

CONTROLOF LIGHTING

FUN.ENGRUNES

Valoriza

AGEFRED AGEFRED

CITELUM

ENVIRONMENTCONTROL OF WATERLEVEL IN WELLS

CONTROLOF RADIOELEC

EMISSIONS

AIR QUALITY

SMART REG.S.I.

GENCAT

TORO

SOCIALSERVICES

WARNINGREPOSITORIES

GENCATDIPUTACIÓ

EMERGENCY ALERTS

CREU ROJADIPUTACIÓ

Pylons

GENCAT

EMT

S.I.

RESCAT

EYES OFTHE CITY

SETTING

GIS

S.I.

S.I.

S.I.

GIS

S.I.

010


Contents


2. Evolution of the road cleaning and waste collection service

3. Continuous improvement and variable invoicing

4. Monitoring plan

5. Continuous improvement plan

6. Conclusions


2. Evolution of the cleaning and waste collection service in Sant Cugat del Vallès

• 2009. 3 different contracts. Triplicity of indirect costs. High number of complaints from citizens. Lack of flexibility as regards modifying the services. Static service. Different collection systems in surface containers (side, rear and top). Different collection systems in underground containers (side, top and rear collection systems, and mechanical, hydraulic and mixed elevation systems).Lack of control of services, rudimentary system (inspections and discussions).Lack of cleaning services in accordance with the needs of each sector (different urban development typologies, population densities, lack of cleaning with water).


2.1. Unification of contracts and awarding of the new service.


2.2. Some improvements in the new service:

Unification of the collection systems (surface and underground containers).

Renovation and improvement of the park of surface containers.

Renovation and improvement of machinery for the service.

Increase in staff.

Container cleaning and maintenance service subcontracted to a special local work centre.

Selective collection service in town buildings subcontracted to a work integration company.

Construction of a 7,000m2 warehouse for the service.

Follow-up and monitoring systems.

Cost reduction.

Environmental improvement.

Continuous improvement system. Variable invoicing.


2.3. Unification of the underground collection system.

• Replacement of a total of 30 islands of battery-operated hydraulic underground containers with a double hook mechanical elevation system.

• Standardisation of collection systems. Optimisation of routes, vehicles and staff.

• Reduced maintenance costs.

• Better service, reduced number of complaints and improved citizen perception.


2.4. Unification of the surface container collection system. Renovation of the container park.

• Optimisation of vehicles. Quick and agile system. Less staff costs.

• Less noise pollution on account of the closing delay feature of the lids.

• Greater availability for citizens.

• Accessible for people with reduced mobility and embossed identification on the front of the container for blind people.

• Tidier image due to alignment systems that prevent unwanted movement.


2.5. Evolution of no. of containers per fractions

2010 2012

other organic paper/cardboard glass plastic


2.6. Renovation of machinery for the service.

• 62 state-of-the-art vehicles: – Reduced noise pollution. – Reduced atmospheric emissions. – Higher energy efficiency = lower consumption– 40% reduction in water use due to water resource management systems. – Less disturbances for citizens and better service.


2.7. Social commitment:

– Increase in staff: 24 new staff taken on.

– Container cleaning and maintenance services subcontracted to special local work centres.

– Selective collection service in town centressubcontracted to work integration companies.


2.8. Follow-up and monitoring systems

• All the equipment, both mechanised and not, is equipped with a GPS/GPRS device that gives out its location, speed and status of the work.

• All the motorised vehicles have a display screen to enter any incidents.

• All the collection vehicles, as well as location, have an in-built RFID system to identify containers and the weight of the load.

• The computers on board the cleaning and collection vehicles allow online routes to be sent to vehicles, optimising the performance and management of the service.

• The system compares the routes completed with those set up, and differentiates transfer routes from those that have already been worked on.

• Creation of reports and statistics with real and reliable data: optimisation and service adapted to the real needs of the town.

• Obtaining real data.


0

500000

1000000

1500000

2000000

2500000

3000000

3500000

4000000

2010 2012

road cleaning

waste collection

extraordinaryservices

2.9. Cost reduction: €1,840,000/year

8144591,07

7204378,68

6600000

6800000

7000000

7200000

7400000

7600000

7800000

8000000

8200000

8400000

2010 2012

€/año


Contents




4. Monitoring plan


6. Conclusions


3. CONTINUOUS IMPROVEMENT AND VARIABLE INVOICING3.1 Background: continuous monitoring and improvementThe cleaning and urban waste collection business is complex and difficult to manage for different reasons:

The business activity, the business processes, are organised around one essential entity: the itinerary. The itinerary defines the what (activity), how (classification and human and material resources used), when (repetition frequency of the service) and where (territorial area) of the service

• Evaluation of the service: to check that the programmed services are being performed correctly in accordance with the agreed quality norms and standards

• Evaluation of the state of cleanliness: to answer the question, how clean is Sant Cugat.

Pressure from the media

Political implications of the correct management of the business

Real time corrections that must be introduced due to the use of public space by citizens

High number of routes to be planned and the need to optimise this planning

Difficulty of modelling a changing and dynamic activity

Demand for results by citizens

This complexity calls for a millimetric structure both in terms of management at the business processes level and at the monitoring processes level.

Business processes Monitoring processes

The complexity of the service and the obligation to improve it alongside the Strategic Plan for Sant Cugat triggered the need to start a project to define the Plan of Continuous Monitoring and Improvement of the "Road Cleaning and Waste

Collection and Transport Service"

!


... and after the projectBefore...

The road cleaning and waste collection and transport service had never been described

4 services were defined and simplified: road cleaning, waste collection and transport, container maintenance

and container cleaning

The number of interactions needed (between agents involved in the service) to obtain a certain result was not

known

The number of interactions needed to perform the different services analysed was calculated and simplified

The real scope of the cleaning and waste collection and transport service was not known

The average coverage of the road cleaning service was determined at only 30%

It was never considered whether the current or planned division of sectors was the most suitable for carrying out

a process of continuous improvement

It was detected that the current division into sectors is not the most suitable for carrying out a process of continuous

improvement

To define the Plan of Continuous Monitoring and Improvement of the road cleaning and waste collection and transport servicethe Lean Government methodology was used. This facilitated an objective and detailed follow-up of the evolution of the service and the introduction of improvements

!

The development of this project has helped to obtain important results, notably:

There was no knowledge of work methodology objectives that facilitate the control and identification/application of

improvements on a continuous basis

Different Lean Government training sessions were carried out, a methodology that enables quantifiable results to be

obtained, improving the efficiency of an organisation, optimising costs and processing times

3.2 IntroductionBefore and after the project


Contents




4. Monitoring plan


6. Conclusions


4. MONITORING PLAN4.1 Introduction 4.2 Inspection methodology4.3 Variable invoicing4.4 Scorecard (Qualinet)4.5 Inspection sheets



4. Monitoring plan4.1 Introduction

The Monitoring Plan endeavours to carry out a follow-up of the quality and coverage level of the road cleaning and waste collection and transport service, with the aim of:

Obtaining measurements that help to detect aspects for improvement

Applying objective and transparent criteria when organising variable turnover mechanisms

In this chapter we explore the following sections in detail:

Inspection methodology, which describes the stages to be followed by the town council and Valorizatechnicians in order to obtain the data (indicators) necessary to carry out a follow-up of the service as regards its performance level (coverage, level of cleanliness, etc.)

Variable invoicing, where the criteria to be followed by the Sant Cugat town council when calculating the amount Valoriza can invoice each month will be detailed

Scorecard (Qualinet), tool designed to enter data (indicators) and to calculate monthly invoicing, as well as other functions

Inspection sheets, where each of the sheets filled in by the technicians responsible for carrying out the follow-ups are detailed

1 2


4. Monitoring plan 4.1 Introduction 4.2 Inspection methodology4.3 Variable invoicing4.4 Scorecard (Qualinet)4.5 Inspection sheets



4. Monitoring plan4.2 Inspection methodology

In order to apply and set up the Monitoring Plan correctly the town council technicians must perform three types of jobs that provide an adequate measurement of the quality of the service: inspections, data entry into the scorecard and the generation of an invoicing report per concessionary company.

Each inspector follows up one route of one service per day.The inspections must be carried out together: Town council-Valoriza.If the inspection does not take up the entire work day, the inspectors can dedicate the rest of the time to entering the data into the scorecard (see monthly jobs).

All the data observed during the inspections must be entered into the scorecard.The photographic files are stored on a directory for consultation.This job must be performed before issuing the invoicing report.

Prior to the inspections, the town council technicians must ensure they have all the information and material required to carry out a full inspection (camera with available memory and battery, inspection sheets corresponding to the services to be inspected, etc.).

The invoicing report is presented to the person responsible in the town council, who will submit it to the concessionary company to inform it of its monthly invoicing corresponding to the quality of the services provided.The report is prepared on a monthly basis, in accordance with the terms agreed with the concessionary company.

Monthly tasksDaily tasks

Preparation Service inspection Data entry Invoicing report

The technical team of the town council performs daily and monthly inspections, enters data into the scorecard and issues an invoicing report.


4. Monitoring plan 4.1 Introduction 4.2 Inspection methodology4.3 Variable invoicing4.4 Scorecard (Qualinet)4.5 Inspection cards



4. Monitoring plan4.3 Variable invoicing (1/2)

The following page shows the calculation introduced into Qualinet to obtain the monthly invoicing level according to the level of coverage and the level of cleanliness

It facilitates the normal development of the service restricting, at first, the minimum invoicing to 75% of the maximum invoicing.

It toughens the criteria on a six-monthly basis after the first year.

The characteristics of this transformation process are:

1 2

With the aim of guaranteeing the objectives mentioned a gradual transformation process according to the coverage and level of cleanliness is proposed .

!

Objectives of he variable invoicing

To boost the continuous improvement of the road cleaning and waste collection and transport serviceTo certify the level of quality in an objective manner


Calculation method

Degree of cleanliness

(Quality)


(Quality)

Level of serviceLevel of service

PerformancePerformanceDirty segments / total segmentsDirty segments / total segments

Only in the manual sweeping sub-service

UniformsUniforms YES - NOYES - NO

Regular segments / total segmentsRegular segments / total segments

MachineryMachinery YES - NOYES - NO

BinsBins Number of full bins / number of inspected bins

Number of full bins / number of inspected bins

B

Coverage(Quantity)Coverage(Quantity)

Data obtained on the basis of Mobainformation


ANumber of segments cleaned / number of

segments on the route

Number of segments cleaned / number of



Calculation method


(Quality)


(Quality)

Level of serviceLevel of service

PerformancePerformanceDirty segments / total segmentsDirty segments / total segments

UniformsUniforms YES - NOYES - NO

Regular segments / total segmentsRegular segments / total segments

MachineryMachinery YES - NOYES - NO

BinsBins Number of full bins / number of inspected bins

Number of full bins / number of inspected bins

B

Coverage(Quantity)Coverage(Quantity)



ANumber of segments cleaned / number of


Number of segments cleaned / number of



Weighting of the indicators within "Degree

of Cleanliness"

1

Weighting of the relation between Coverage and Degree of Cleanliness

2


Calculation formulaGeneral formula for road cleaning

Coverage(Quantity)Coverage(Quantity) + Degree of cleanliness

(Quality)Degree of cleanliness

(Quality)

30% 70%

[Segments cleaned -(dirty segments + regular segments/2]


(Segments cleaned / total segments on the route)

YES/NO YES/NO Number of full bins / number of inspected bins

! IMPORTANT: The performance will be calculated on the basis of the number ofsegments cleaned and not on the basis of the total number of segments on the route so as not to doubly penalise the coverage of the service.

! IMPORTANT: The application of this formula is subject to reaching a minimumcoverage level of 70% Otherwise, the minimum invoicing figure will automatically be applied.

PerformancePerformance + +UniformsUniforms MachineryMachinery + BinsBins


Calculation formulaManual sweeping



(Quality)

30% 70%

70% 5% 10% 15%


PerformancePerformance UniformsUniforms MachineryMachinery BinsBins+ + +


Calculation formulaMixed sweeping / mixed roads

85% 5% 10%


PerformancePerformance + +UniformsUniforms MachineryMachinery



(Quality)

30% 70%


Calculation formulaMechanised manual sweeping

! IMPORTANT: Performance in the case of mechanised manual sweeping is the result of the total number of full bins over the total number of bins inspected. Therefore, the option of assessing the performance as average does not exist.


85% 5% 10%




(Quality)

30% 70%


Calculation formulaGeneral formula for waste collection and transport



(Quality)

PerformancePerformance

30% 70%

+ +

(Overflowing containers / inspected

containers)

(Number of containers collected / total number of containers on

the route)

YES/NO YES/NO(Number of containers cleaned / total number of containers on

the route)

(Number of containers repaired / total number of containers on

the route)(Dirty containers /

inspected containers)

(Containers in bad condition / inspected

containers)

UniformsUniforms MachineryMachinery

!IMPORTANT: The application of this formula is subject to reaching a minimumcoverage level of 70% Otherwise, the minimum invoicing figure will automatically be applied.


70% 5% 25%

Calculation formulaCollection of side /underground containers





(Quality)

30% 70%


Calculation formulaMaintenance of side containers


70% 5% 25%




(Quality)

30% 70%


Calculation formulaInner / outer cleaning of the containers


70% 5% 25%




(Quality)

30% 70%


Calculation exampleA mixed sweeping route has 110 segments, of which Moba revealed 90 were cleaned. Later, once the inspection had been carried out, 78 clean segments, 9 dirty segments and 4 average segments were identified. Lastly, the uniforms are adequate but the machinery does not operate correctly.

(90/110) x 0.3

CoverageCoverage Degree of cleanlinessDegree of cleanliness

PerformancePerformance

30%30% 70%70%

{((90-(8+(4/2))) x 0.85) + (1/1 x 0.05) + (0/1 x 0.1} x 0.7+90

! IMPORTANT: Both in the assessment of the Road Cleaning service and that of the Waste Collection and Transport service, if the performance indicator reaches the maximum score (0.85) then the effective time indicator will automatically move to the maximum score (0.10).

x 100

UniformsUniforms MachineryMachinery


2. Monitoring plan2.3 Variable invoicing (2/2)

Year 001/01/2013

Year 2

100%

0%

33%

100%

Year 1

75%

85%

80%75%

70%65%

66%

During the first year invoices will be issued according to the following intervals:66%≤LCxDC ≤100% → Invoicing of 100%

33%≤LCxDC ≤65% → Invoicing of 85%0%≤LCxDC ≤32% → Invoicing of 75%

During the second year each interval lower than 66% will reduce its invoicing

on a six-monthly basis by 5 points

*LC Level of coverage; DC Degree of cleanliness

Result ofthe inspections Variable invoicing

Criteria for variable invoicing


Qualinet was designed with the aim of contributing towards the monitoring and improvement of the daily cleaning service and the waste collection and transport service:

ScorecardService quality report

Citizen opinion survey

Survey data

Six-monthly

Automatic metrics

Automatic metric data

Monthly

Inspections / follow-up Sheets

(inspection)

Monthly

Periodicity of the measurements Electronic file

Paper document

Source of information Documents

Data loaded using customised entry forms(adapted for each source of information)

The service quality reports are generated automatically

The report sets the invoicing for the concessionary company according to the quality of the service

The results of the inspections are put into customised sheets for each service

Registration and processing of the

informationOutput

Function available in the first phase of the project

Information system

Monthly

Monthly

Photographs

× Photographic files are not entered into the scorecard

2. Monitoring plan2.4 Scorecard (Qualinet): operation (1/7)


Road cleaning

Waste collection and

transport

Maintenance of containers

Cleaning of containers

Variable

Coverage


Perception

Percentage expressing correct performance of the service

Number of daily cleaning incidents received

Percentage of correct uniforms

Percentage of operational machinery

Percentage of bins not overflowing

Percentage of the route cleaned

Percentage of effective performance hours

Segments / linear metres cleaned

Total segments / linear metres in the route

∑ incidents received

# Dirty segments

# Total segments inspected

# Inspections with correct uniforms

# Total inspections

# Inspections with operational machinery

# Total inspections

Work hours for completion

Total number of work hours

# Overflowing bins

# Total bins inspected

Individual service indicator

Indicators ElementsServiceInvoicing

Basic indicators of the service quality report

Below, and for each of the services, the different indicators on the scorecard are indicated. In the case of road cleaning they are:

Daily invoicing for

cleaning$


transport invoicing

Container cleaning invoicing

Container maintenance

invoicing

$

$

$

2. Control plan2.4 Scorecard (Qualinet): indicators - road cleaning (2/7)


Road cleaning


transport



Variable




The invoicing for each service is calculated on the basis of the different indicators in the scorecard. Below those corresponding to waste collection and transport are described:

Daily invoicing for

cleaning$


transport invoicing



invoicing

$

$

$

Coverage


Perception

Percentage expressing correct performance of

the service

Number of daily cleaning incidents received



Percentage of containers not overflowing

Percentage of the route cleaned


# Containers collected or checked

# Containers on the route

∑ incidents received

# Satisfactory inspections

# Total inspections


# Total inspections


# Total inspections



# Overflowing containers

# Total containers inspected

2. Monitoring plan2.4 Scorecard (Qualinet): indicators - waste collection and transport (3/7)


Road cleaning


transport



Variable




The invoicing for each service is calculated on the basis of the different indicators in the scorecard. Below those corresponding to container maintenance are described:

Daily invoicing for

cleaning$


transport invoicing



invoicing

$

$

$

Coverage Percentage of the route cleaned

# Containers repaired or checked


Perception Number of daily cleaning incidents received ∑ incidents received




the service



Percentage of containers in good condition


# Total inspections


# Total inspections


# Total inspections



# Containers in bad condition


2. Monitoring plan2.4 Scorecard (Qualinet): indicators - container maintenance (4/7)


Road cleaning


transport



Variable




The invoicing for each service is calculated on the basis of the different indicators in the scorecard. Below those corresponding to container cleaning are described:

Daily invoicing for

cleaning$


transport invoicing



invoicing

$

$

$

Coverage Percentage of the route cleaned

# Containers cleaned or checked


Perception Number of daily cleaning incidents received ∑ incidents received




the service



Percentage of clean containers


# Total inspections


# Total inspections


# Total inspections



# Dirty containers


2. Monitoring plan2.4 Scorecard (Qualinet): indicators - container cleaning (5/7)


In order to be able to avail of global information, Qualinet generates an annual report that compares the evolution of each indicator for each of the services:

For illustration purposes

The annual report presents on one page the information accumulated for the current year for all the services and indicators.

2. Monitoring plan2.4 Scorecard (Qualinet): annual report (6/7)


The current version of Qualinet allows the functions described to be performed, but the application is configured to be able to incorporate other functions in consecutive phases, such as:

Function Description

Detailed use of the database Enable the use of data by day, week, area and other parameters.

Revision / correction of data entriesEnable access to the database via a menu to revise, modify and/or delete wrong or defective data entries. It would provide a better quality database and would facilitate the correction of errors when entering data.

Register of areas / routes

Incorporating a register of routes would facilitate the availability of information relating to the different areas and routes where services are provided and assessed. For example, the number of inspections performed on a certain route or the total number of containers per collection route. This register could be easily updated to adapt it to possible changes on routes. It would enable all types of data per area to be used.

Automatic data collectionAdapt the scorecard to incorporate data from other systems. In this way, exact and practically automatic metrics are available and the inspectors can concentrate their efforts on measuring other indicators.

Entering data from a citizen opinion survey

Adapt the scorecard to incorporate data from a citizen opinion survey carried out by the Sociological Observatory of Sant Cugat.

2. Monitoring plan2.4 Scorecard (Qualinet): optional modifications (7/7)


The inspectors have a paper sheet for the inspections on the road cleaning service routes, which contain the following fields:

Name and surname(s):

Route inspected:

Inspection date (dd/mm/yy): / /

PerformanceNumber of dirty paths:

Number of paths inspected:

CoverageNumber of segments cleaned:

Number of segments on the route:

Number of overflowing bins:

Number of bins inspected:

Observations

Full and appropriate uniforms?

Operating scheduleEffective work hours:Work day:

Uniforms

Operational machinery?Machinery

Yes No

Yes No

Number of incidents received regarding the road cleaning service via all channels of communication with citizens

Incidents

Photographs of the inspection attached Yes No

4. Monitoring plan4.5 Inspection sheets: road cleaning (1/1)


Contents

1. Resource management in times of crisis.



4. Monitoring plan


6. Conclusions


4. Monitoring plan 5. Continuous improvement plan

5.1 Introduction5.2 Communication plan5.3 Training plan5.4 Analysis and redefinition of the cleaning and waste collection and transport sectors


5. Continuous improvement plan5.1 Introduction

Problems Improvement actions

By means of the data obtained from the work sessions and the follow-up performed by the town council technicians, a number of problems have been detected:

1. Serious lack of commitment from the different workers

2. Low coverage level

3. Lack of preparation among workers

4. Less incidents in the vehicles

Monitoring aimed at variable invoicing according to the quality of the serviceCommunication plan Training planAnalysis and redefinition of the cleaning and waste collection and transport sectors

Serious lack of commitment

from the different workers

Each of the problems are solved by one or more of the improvement actions:

Lack of preparation

among workers

Low coverage level

Less incidents in the vehicles

• Communication plan

• Training plan

• Training plan

• Monitoring aimed at variable invoicing

• Training plan

• Analysis and redefinition of sectors

• Monitoring aimed at variable invoicing

1

3

2

4

Below each of the different improvement actions are described, except the monitoring aimed at variable invoicing since it has already been described in section 2 of this same document

!


4. Monitoring plan 5. Continuous improvement plan



Methodology of the

Communication Plan Identify the communication

needs and the specific objectives

Define all the elements of the Communication Plan, detail the informative actions to be carried out and design the necessary contentsD

escr

iptio

n Execute the Communication Plan defined according to the terms established

Objectives of the

Communication Plan

1. To identify the messages to be communicated regarding the new Continuous Monitoring and Improvement System of the road cleaning and waste collection and transport service

2. To define the plan to communicate the application of the new system internally (Town Council) and externally (Valoriza)

Phas

es Identification of the communication needs

Design of the Communication Plan

Execution of the Communication Plan

5. Continuous improvement plan5.2 Communication plan: objectives and methodology


The proposal for communication actions is presented below:

Communication plan

The town council and

other administrations

Technicians from the Region and Urban Quality

Management of the Sant Cugat

town council and Valoriza staff

ActionsChannel

Publish information and news about the Continuous Monitoring andImprovement System on the intranet

4Electronic: intranet

Provide an informative session about the new Continuous Monitoring and Improvement System linked to the Region and Urban Quality Management of

the Sant Cugat town council and Valoriza staff

1

On-site: presentation

Design posters aimed at the Valoriza staff with the main objectives of the new Continuous Monitoring and Improvement System

3On-site: posters

Send an informative email to the staff of the town councilabout the existence and the advantages of the new Continuous Monitoring and

Improvement System

5Electronic: email

Publish news on the town council website about the definition of the new Continuous Monitoring and Improvement System and a section with relevant

information (e.g. results)

6

Electronic: town council website

5. Continuous improvement plan5.2 Communication plan: communication actions

Provide an informative session about the new Continuous Monitoring and Improvement System to the Valoriza staff

2On-site: presentation


4. Control plan 5. Continuous improvement plan



Methodology of the

Training Plan

Objectives of the Training

Plan

Provide the actors involved in the management and application of the new Continuous Monitoring and Improvement System with the training and skills needed to carry it out correctly

Adapt the training to the different types and profiles of staff involved in order to meet the particular needs of each person and obtain a better development of the road cleaning and waste collection and transport service

Phas

es Execution of the Plan

Coordination of the Plan

Definition of the Training Plan

Training the instructors

Evaluation of the Plan

Des

crip

tion Define the contents of the

Training Plan that will guide the training of all the staff involved in the management and application of the new Continuous Monitoring and Improvement System

Provide training about the new management model of the road cleaning and waste collection and transport service to the future instructors (AGTiQU and Valorizamanagers)

Coordinate and perform a follow-up of the execution of the Training Plan in order to ensure it is correctly conducted

Perform an assessment of the Plan, after it has finished and been executed, from the perspective of the staff involved and of the future management of the Continuous Monitoring and Improvement Plan

5. Continuous improvement plan5.3 Training plan: objectives and methodology


Below we present the units and profiles that received the Training Plan, the objectives achieved with the training and the training needs of the different units:

Valoriza

Workers

Region and Urban Quality Management of the Sant Cugat

Town Council

Other sectors of the Sant CugatTown Council

Selected staff

Conflict resolution Knowledge about the actors involved in the management of the serviceKnowledge about the routes and objectives setKnowledge about the correct cleaning techniques to be performed

Uni

ts a

nd p

rofil

esTr

aini

ng n

eeds

Knowledge about the techniques and method of application in the respective sectors

Knowledge about the new Continuous Monitoring and Improvement System Knowledge about the tools (scorecard)

Obj

ectiv

es Provide the Valoriza staff with the skills needed to correctly perform and seek to continuously improve the management and execution of the Cleaning and Waste Collection and Transport service

Provide the staff from the Region and Urban Quality Management sector of the Sant Cugat Town Council with the technical knowledge required to manage the new Monitoring and Continuous Improvement System

Guarantee technological knowledge and the ability to apply a Lean Government methodology in other sectors of the SantCugat Town Council

Managers

The courses defined were adapted to the training needs of the profiles of each unit

5. Continuous improvement plan5.3 Training Plan: identification of the groups to receive the training and their needs

Coordinator TechniciansHead

!


On the basis of the training needs identified and the skills described, and according to the origin and the profiles of the participants, the following courses to be carried out by the staff involved in the management of processes were defined:

Each of the courses mentioned provides a response to the training needs of the different groups involved, according to the type of staff and their profiles.

Profiles involved

Type of staff

Skills required

Training needsConflict resolution Knowledge about the new Continuous Monitoring and Improvement System etc.

Technical knowledgeKnowledge about computers etc.

ValorizaRegion and Urban Quality Management of the Sant Cugat Town CouncilSant Cugat Town Council

HeadTechnicianAdministrative worker

Training about the management and application of the new Continuous

Monitoring and Improvement System

01

Lean Government Training

02

Training about the correct development of the cleaning techniques applied in

the Sant Cugat Town Council

03

5. Continuous improvement plan5.3 Training Plan: list of courses to be held

!


Group involved Type of course

Below, for each course, a brief description of its content, the definition of the type of course and the origin of its materials is presented:

Origin of materials

Training aimed at the staff of the Region and Urban Quality Management sector of the Sant Cugat Town Council

On-site AGTiQU - everis

Training about the management and application

of the new Continuous Monitoring and Improvement

System

01

On-site ValorizaTraining aimed at Valoriza workers so that they use the machinery/tools available to them, correctly.

Training about the correct development of the cleaning

techniques applied in the Sant Cugat town council

03

On-site AGTiQU - everisLean Government Training

02Training aimed at staff from other sectors of the Sant Cugat Town Council who may be interested in applying a methodology of Continuous Monitoring and Improvement based on Lean Government

5. Continuous improvement plan5.3 Training Plan: description of the courses (1/2)


4. Control plan 5. Continuous improvement plan



5. Continuous improvement plan5.4 Analysis and redefinition of the cleaning and waste collection and transport sectors

The coding of the road cleaning routes are not the same in the two sources of information available, hindering an assessment of the service.

32 mixed sweeping road cleaning routes9 manual sweeping road cleaning routes11 waste collection routes

Map of manual and mixed sweeping routes


Economic offer from the concessionary company for the road cleaning services

There are two sources of information available about the road cleaning routes: the map of sweeping routes and the economic offer for the concession of the service:

Information available

!



Low coverage of the service

The road cleaning service currently covers one third (1) of the area of a route

Asymmetry in the

dimensioning

Routes have been identified with sections to be cleaned that are 58%(2) longer than others

Overlapping

Out of the 32 mixed sweeping routes, 7 match manual sweeping routes

(1) Data obtained from a sample of 9 observations of three different routes. (2) Comparison between the routes 17A and 18

The current definition of the cleaning routes is inefficient from the perspective of the coverage of the service, and it increasingly presents overlapping and asymmetry in the dimensioning of the routes.


Map of manual and mixed sweeping routes

The analysis of the manual and mixed sweeping routes suggests problems in the definition of the routes:

17A

18

Problems identified (1/2)

!



The analysis of the inspections of the mixed sweeping service reveal a gap between the cleaning time provided and the time actually spent cleaning:

There is an inefficient use of time, since of the 6 hours budgeted, 49 minutes (14%) were spent on tasks not directly related to the service


Economic offer from the concessionary company for the road cleaning services

6h services

7 min

Disruptions(2)

12 min

Lunch

30 min

Transport from base(1)

Other(3)

24 min

Empty / fill

32 min

Budgeted time

6 hours

4h 15 mins

49 min

56 min

Road cleaning tasksTasks not directly related to the serviceTasks directly related to the service

(1) The transport time from the base to the starting point has been estimated assimilating it into the transport time from the area to the base. (2) Disruptions correspond to time out of the work day before/after going to/from the base. (3) Includes other concepts, such as for example, the time spent getting petrol.

14% of total time

Problems identified (2/2)

!



Route Pedestrian Trees (density) Sweeping type Area

MA1 No N/A Manual Urban

MA2 No Low Manual Urban

MA3 Yes Low Manual Urban

MA4 No Average Manual Urban

MA5 Semi N/A Manual Urban


MA7 Yes N/A Manual Urban

MA8 No Low Manual Urban


M1 No High Mixed Urbanisation

M2 No High Mixed Urbanisation

… … … … …

Three focal points were proposed to redefine the cleaning routes in order to solve the problems of the current system:

Defining road cleaning routes so that they are manageable and in accordance with efficiency criteria will help to optimise the service in the future

Dimensioning

Reasonable supply: 1 team must be able to cover one route in one working day in normal conditions (6 hours with correct performance, operational machinery, no rain, efficient use of time, etc.).Standard routes: the routes must have as similar an area as possible, while taking into consideration the characteristics of the roads.Demand: the greatest time possible must be spent on tasks directly related to the service.

Orientation towards

specialisation

The characteristics of the road (pedestrian, tree density, etc.) determine whether the street becomes more or less dirty as well as the optimum tools and/or machinery to perform the service.

Prioritisationof roads

A new organisation of the routes has to adapt to the objectives set by the town council in accordance with strategic criteria or the image of the city. For example, the commercial areas can be included in smaller routes in order to ensure better coverage.

For illustration purposes

A suggestion was made to classify the routes of Sant Cugat according to the characteristics of the roads making up the route.

Objective characteristics (tree density):High: Trees on both sides of the street, in >50% of the streetsAverage: Trees on one side of the street, in >50% of the streetsLow: Trees on some streets on the route in <50% of the streetsN/A: No trees or practically no trees

Focal points to redefine the routes (1/2)

!



(1) [32 mixed sweeping routes] x [5.07 km road] x [2 paths/street](2) Average speed calculated on the basis of 5 observations by technicians from the Sant Cugat town council

Eliminating inefficiency in time use by increasing the demand is an opportunity to improve the coverage of the road cleaning service

The key criteria for the redimensioning of the routes are standardisation, reasonable supply and the demand of these. Below is an approach towards the redefinition:

Reasonable supply +

Demand

Reasonable supply

1.7 km average speed

Standardisation

to cover 320 km of route would

require...

Approximately 320 kilometres of mixed sweeping routes(1)

1.7 km/hour average speed of the mixed sweeping service

Some data regarding the mixed sweeping in Sant Cugat...

X

Calculation for illustration purposes

4h 15 mins

5h 4min

7.2 kmper route

8.6 kmper route

45 routes

38 routes

= ⇒

Effective working time Dimension of the routes

Focal points to redefine the routes (2/2)

!


Contents




4. Control plan


6. Conclusions


6. Conclusions IOptimisation and efficiency. Better service at the lowest possible cost.

Unification of the surface and underground collection systems. Optimisation of resources. Purchase of state-of-the-art machinery. Maximum energy efficiency. Reduction of more than €1.8M/year compared to the previous service. Introduction of the Monitoring and Continuous Improvement Plan. Variable invoicing. 33.65 % reduction in the general household waste fraction collected, and this trend is continuing.

Bringing the service to the citizens. A citizens' attention office has been created, with a free-call telephone number. The collection of domestic oil has been introduced. 60 mini "puntos verde" (green points) have been set up around the town. The number of paper, glass and plastic containers has been increased to more than 300 units, all of which are accessible.

Social commitmentThe staff has been increased with 24 new employees. Services have been subcontracted to special local work centres.Services have been subcontracted to work integration companies.


In the current context, efficient and quality management must help to face the new challenges presented by society in the social, political, environmental and economic spheres.

It is important to evolve from the phase of isolated technological projects towards a model that faces the new challenges of the city from a global perspective and using an integrated approach, performing a permanent and continuous analysis of what is happening in the city.

To achieve efficiency and quality in management, the use of resources must be reduced and optimised by means of technology:

Data collection systems: need to continuously measure the situation of the city. Intelligent communication network to efficiently transmit the information in real time. Integrated management scorecard to constantly analyse information, make decisions, act, and analyse results, successively and uninterruptedly.

6. Conclusions II


Citizens do not avail of information that enables them to commit in response to the impact of their actions.

Improvements in efficiency and quality of life tend to occur through different types of actions, which often come to fruition in the form of services for citizens, supported by different types of technological solutions.

Today there are many technological solutions to understand what takes place in a city and among its citizens, by means of the intelligent use of information. This is currently not being suitably exploited.

Digital logic must be accompanied by strategies that are very established in physical space, in an attempt to create a constant flow between the digital and physical; it is a two-way road.

Tackling activities in the context of a Smart City project with a minimum guarantee of success calls for unequivocal and firm commitment between the different agents involved in the process.

Efficient management provides evident advantages: reduced expenditure and improved services, although the benefits are much greater, and vary from the possibility of creating new services that better meet the specific needs of citizens, to the specific additional advantages of each particular service (energy saving, improvement in efficiency, etc.). The magnitude of this type of projects means that it can only be guaranteed to succeed on the basis of a solid commitment between public institutions.

6. Conclusions III


The spectacular development of ICT technologies related to IoT in recent years (sensor networks, RFIDs, etc.) and of mobile data communications greatly widens the possibilities of improving many urban services to levels that were up to now unimaginable, the only limitation being the financial capacity of municipal government bodies.

The main advantage of the use of ICT is that they lead to notable savings in operation costs, better levels of energy efficiency, and optimisation of services (reducing the performance time of tasks and achieving better synchronisation between them).

Cities must be increasingly oriented towards sustainability and must be the main actors in the productive model change of a society that is increasingly located in urban settings. Each technological and economic change represents a challenge and a great opportunity that, undoubtedly, lays the foundations of the future development of a society.

It is important to further the analysis and modelling of the functioning of urban systems, so that citizens view it as a project which they can influence and not as something alien that is out of their control. The knowledge and transparent discussion of the functioning of the city as a project and of its "print" on the territory, is the main means of tackling the necessary joint reformulation of the goals of habitability and sustainability and reviewing the current standards and regulations so that they are consistent with the new proposals.

6. Conclusions IV


Conclusions V

When the service started, 30% of the assigned work areas were being covered, and 70% of the effective work time was being wasted. Currently, the road cleaning service covers more than 85% of the work areas, and the collection service covers 95%.

Optimisation of the processes and increase in the effective work time. 40% reduction of worthless activities due to the redefinition of processes.

Interactions between the actors of the processes reduced by approximately 50%.

Optimisation of the invoicing process, improving payment time by 20%. 90% reduction in the number of documents in paper format.Introduction of electronic invoicing.

Real fulfilment of the offer by the concessionary company.

140 hours of Lean Six Sigma training and 480 hours of accompaniment on street inspections.

7 key indicators to measure the quality and quantity identified and agreed.

31 subservices using variable invoicing.


Conclusions VI

The continuous monitoring and improvement plan enabled an objective and transparent mechanism to be established to invoice the service. In this way, using the Lean Government methodology, a number of indicators and objective values were obtained for each of these services. If these values are not achieved, these elements of the service will not be invoiced, i.e., variable invoicing is established according to the objectives.

The Sant Cugat Town Council is the first to use the Lean Government methodology to analyse and optimise processes and procedures, which, by combining two elements: a) a model of continuous improvement and b) an innovative methodology of analysis and optimisation of processes and procedures, and with a strict process of measuring and processing data, enables us to make decisions on the basis of objective results and, consequently, improve the operational performance of the service.


Thank you for your attention.

Sant Cugat Town Council