Plant Hospital Maintenance

Maintenance Alignment with Hospital Mission

1. Improve the performance of Plant-Hospital Maintenance supporting the Environment of Care

2. Contain or reduce cost through improved efficiencies

3. Improve reporting capabilities and increased use of KPIs and metrics

4. Direct data from CMMS and to FCA for future asset management

5. Raise professional and technical knowledge and increase the safety of the workforce

6. Support and establish a Maintenance environment of continuous process improvement

Total Staff

1 FTE / ~50,350gsf

Plant-Hospital

Maintenance

Academy Training

Construction Services

Work Management

Facilities Maintenance

Utilities & Engineering

Buildings & Grounds

Strategic Partner - HR

Admin Services

Support Groups for PHM

PHM Trade Shops PHM Area ShopsElectrical - 9300

I.E. - 9310

HVAC – 9100

Plumbing – 9200 Paint & Sign - 9400Area V– 9700

Area II – 9600

Area I – 9520

Sterilizers & Doors - 9500

ENWAH I - 9400

ENWAH II - 9410

Area III – 9510

Focused Service Groups (FSGs)

Current PHM Maintenance Profile

Sterilizer GroupAuto Door Group

Paint GroupFire Pump Group

Dietetics/Housekeeping GroupMed Gas/Vacuum Support Group

RO Systems & Water Treatment GroupPatient Room PM Group

ENWAH/General Maintenance GroupFire Alarm Group

Pnueumatic Tube GroupSecurity Systems/Devices Group

Chill Water System GroupElectrical Systems Testing Group

Emergency Generator GroupHVAC-Refrigeration Group

HVAC Controls GroupSteam Distribution Group

Next Steps for Plant Hospital Maintenance: Maintenance Planning and Scheduling

Planning Describes WHAT and HOW

It is the process of setting goals, developing strategies and outlining tasks and schedules to accomplish the goals

Scheduling Describes WHO and WHEN

It is the process of assigning an appropriate number of workers to the jobs during each day of the week.

Determines when an activity should start or stop, depending on its duration, predecessor activity, predecessor relationships, resource availability and target completion date

Next Steps – Planning and Scheduling

Source: IDCON

Strengths

PrioritiesConcerns

Maintain

• Co-workers & Depth of Talent

• Task Significance/Work-plans

• Autonomy/Involvement/Technical Skills• Advancement

• Resources/Environment

PHM Priority Matrix

• Upper Management

• Workload and Growth

• Lack of Space

• Retirements

• Expanding Mission

• Training & Development

1• Analyze Maintenance Activity History

• Establish Applicable Leading and Lagging KPIs

2

• Move to Reliability Centered Maintenance (RCM) through:

• Planning and Scheduling

• Proactive and Predictive Maintenance

• Process Mapping Modification

• Increase Asset Management Adjustment with FCA Planning

Recommended Course of Actions

Lagging KPIs

Leading KPIs

PHM Key Performance Indicators Going Forward

Poor Systems Great SystemsWork Systems

(Planning, technical database, scheduling, stores, maintenance computer, etc.)

Skills and

experience

lacking

Experienced

and skilled

tradespeople

1 Planner to 5-10 tradespeople

1 Supv. To 5-10 tradespeople

1 Planner to 10-20 tradespeople

1 Supv. To 10-20 tradespeople

1 Planner to 20-30 tradespeople

1 Supv. To 20-30 tradespeople

1 Planner to 10-20 tradespeople

1 Supv. To 10-20 tradespeople

How Many Planners & Supervisors?

Source: IDCON

Lev

el o

f S

kil

ls a

nd

Ex

per

ience

Vision Achieve excellence and

leadership in healthcare facilities maintenance management.

Mission Provide customer

acclaimed facility maintenance, exist as a fiscal steward of hospital assets, achieve lean processes, and cultivate a work environment based on trust and employee collaboration.

Vision and Mission – Plant Hospital Maintenance

Planner & Scheduler Benefits1. Improve patient environment

of care.2. Sustain high customer

satisfaction scores.3. Reduce equipment downtime &

Improve worker efficiency & safety.

4. Manage and execute maintenance by Planning and Scheduling & Eliminating Waste.

5. Integrates operating & maintenance activities and provides information for continuous improvement.

6. Promote a fully integrated Maintenance culture.

Alignment – Anticipated Outcomes

World Class Maintenance is a process –Looking for ways to improve is a never ending process

Planning & Scheduling

Flexibility

Alignment