program manager, facilities asset management region of ... · from shoebox to cafm how we started...
TRANSCRIPT
Agenda 1. Background
The Regional Municipality of Waterloo Our History of Using ARCHIBUS FM Operations and Maintenance Process Review
2. ARCHIBUS Re-Implementation Achieving the Objectives Product Integrations Benefits New Technology Challenges Change Management
3. Lessons Learned
4. Closing Message
2
The Regional Municipality of Waterloo
Top 10 Canadian Census Metropolitan Areas, 2011
Three Cities | Kitchener, Cambridge, Waterloo
Four Townships | Woolwich, Wilmot, Wellesley, North Dumfries
Region of Waterloo | Since1973 (prev. Waterloo County)
Oktoberfest | Annual nine-day festival – 2nd largest Oktoberfest in the world, estimated 750,000 – 1M visitors to the Region every year
Population | 568,500 (est. 2014); Area: 1,368.94 km2 (528.55 SQ MI, 43°28′N 80°30′W)
4
Our History of Using Archibus From Shoebox to CAFM How We Started • Using Archibus since 1993 (v6.1) • 382 buildings staffed by 1,500 employees
Progress Over the Years Reliance on ARCHIBUS • WO management for all Demand and Preventive Maintenance work • Demand work orders through Help Desk via Web Central / Intranet • PM work orders generated monthly - paper printouts distributed • 10-years later – 16,000 WO's / year (9,000 PM's) 6
Our History of Using ARCHIBUS From Shoebox to CAFM Today • 23 years later – 30,000 WO's /
year; 750 buildings; 3,000 staff
• Poly-lined CAD drawings
• Integration with corporate GIS • Buildings searchable on a map • Photos, building info and floor
plans
7
Our History of Using ARCHIBUS Challenges Desire to Go mobile • Quote from 2003: “Currently under investigation and testing is automation of the process for inputting craftsperson’s time and notes into work orders through PDA’s.” Insufficient Asset Records • Poor naming conventions / duplication of assets • Activities tracked as equipment • Not linking demand work to assets, only PM linked to equipment Limited understanding of work order costs • Staff time and WO costs tracked in other systems • Work orders not closed in timely fashion 8
FM O&M Process Review
• 3rd party subject matter experts • Allowed management and non-management to participate • SME identified improvement opportunities • Third party validation of areas for improvement • Review with clients of FM services, operations, maintenance, project management • Archibus expertise was needed
We Sought the Help of Consultants at Various Stages of our Process Improvement and Reimplementation Process for the Following Reasons:
10
Challenges Highlighted in the Review Additional responsibility for buildings; increased
centralization of services Growth in demand for FM maintenance and operations
services Missing PM schedules; current PM's out of date Archibus not fully implemented Missing a comprehensive asset inventory/register No clearly defined levels of service and performance targets
11
FM O&M Process Review
What could we do better? Re-implement Archibus, Drawing on FM Vision and Best Practices • Improve asset records to include attributes • Understand full maintenance costs of all work orders • Reliability in asset condition and inventory Develop Consistent Business and Chargeback Model Across All Buildings • Focus on mandate, planning, communications,
technology, processes and procedures 12
FM O&M Process Review
Expanding Range of Data Understand Reliability of Building Systems • Go beyond equipment - track all building components • More effective collection of building data • Activities include current observations
• Gather information even if unsure of exact equipment identification • Improved asset monitoring
• Documentation of asset failure modes • Frequency of planned and unplanned maintenance • Estimated and actual labor hours • Full lifecycle cost tracking
13
FM O&M Process Review
Why do better? Benefits • Extend life of facilities assets, reduce cost of ownership • Reduce capital expenditures • Defensible allocation of funds • Reduced risk due to fewer premature asset failures • Improved response times and higher levels of customer
service • Happier customers
14
FM O&M Process Review
Improved Reporting • Accurate data readily available • Create metrics, dashboards and regular reporting Increased Efficiencies • Reduce craftsperson’s time in data entry • Avoid duplication of data entry and work • Gather observations immediately, • Eliminate paperwork, • Avoid handling W/O's multiple times Data Integration • Link maintenance activities to assets for capital renewal planning
Drivers of Change
16
Three Phases of the Re-Implementation Phase One Archibus Upgrade Phase Two Asset Data Improvements Phase Three Work Management Improvements Implementation
Achieving the Objectives
17
Phase One Archibus Upgrade • Concerted effort to update our information
• Implemented Property & Space Management improvements • Updated building information • Identified reporting requirements
• Upgrade to latest Archibus Version • Introduction of staff time entry
Achieving the Objectives
18
Phase Two Technology Improvements • Asset inventory updated
• UniFormat hierarchy, barcoding and location identification • Work Management & Preventative Maintenance improvements
• Building Operations Console introduced • Mobile implementation
• Change from Blackberry to Android smart phone • Read instructions, scan equipment bar code, take pictures,
enter time, three-question Survey • Corporate Systems integrations
Achieving the Objectives
19
Mobile Devices • WebCentral for balance of time, detailed asset records
or service history • VPN through firewall results in multiple logins • Too many work orders slows down devices
• Reduce volume of work orders through the work order management process
• Control of the WO process requires proper planning and scheduling
Achieving the Objectives
21
Recommendations in Going Mobile • Do a Pilot and provide time to adjust, let staff play / use the new
technology • Keep the work order requirements simple
• Provide simple instructions and ways of entering data • Include time entry, condition and performance ratings and comments
• Work with a target group • Gather feedback, identify training requirements • Correct technology glitches and quirks in how it is used
Re-Piloting Mobile Use Soon
Achieving the Objectives
22
• Integration to Oracle financial • WO time integration with time &
attendance management system • Banner HR system • GIS Integration, view work order lists • Assetic's MyPredictor for modelling
and strategic reporting • Data can be transferred easily
Achieving the Objectives Corporate System Integration Sharing Data with Other Systems
23
Benefits Quality Data Improvement for Assets • Improved financial / staff time
tracking • Complete asset inventory with full
work history • Staff receive & complete work in the
field, access to detailed asset records
• Asset condition and performance updated
• Asset data is current
Annual replacement forecast by equipment standard (level 2)
Achieving Objectives
24
Challenges Staff Resistance • Reorganization of the Facilities Operations and Maintenance was
happening at same time • Staff complained there was too much too fast Multiple Meetings – Supervisors and Staff and in Larger Groups • Important to document their concerns and show they were being
addressed Emphasize that Change is Taking Place – No Going Back! • Management provide support, training and time to meet the challenge – to be met for the benefit of everyone
Change Management
25
Intensive User Group Training Held at Each Implementation Phase • System Administrators • Help Desk • Supervisors • CAD operators • Craftsperson (lots of time)
Achieving the Objectives
26
Phase Three Work Management Technology Improvements • Continue Preventative Maintenance
Improvements • Capital Planning, Budget and Project
Management Modules • Further centralization of all facilities data • Quick-Start homepage dashboards • Integration with Building Automation Systems
Going Forward
27
Work Management Process Improvement • Engaged expertise in work management process improvement • Focused third party subject matter expert that staff respected • Validation of areas for improvement • Feedback meetings engaged client representatives • Benchmarking against ISO 55000 best practices • Amalgamation of preventive maintenance work orders • Introduction of scheduling methodology
Going Forward
28
Planner & Scheduler Roles • Integrate maintenance needs with asset performance requirements • Align maintenance program to maximize the longevity of assets
• 10 year capital renewal program supported by maintenance program
Going Forward
• Energy opportunities introduce new technologies
• Introduce standards and common PM descriptions
• Resources properly matched to PM work orders
• Ensure priority is given to work order completion
• By regional grouping of work or by client service team • Coordination of demand and PM work orders
29
Communication is Key Must be Prepared with a Solid Staff Communication Plan • What are the expectations of them? • What support they will have? • What is the timing of the expected change? • What will the end-state look like? • What’s in it for them? Create a Training Program on both Software and Processes • Remember the audience
• How tech savvy are they (or not) • Use pictures/diagrams, screenshots and examples
Lessons Learned
31
Understanding What Matters • Pilot - understand functionality of technology before finalizing processes • Clear and consistent work flows needed • Importance of work scheduling - frequently and for shorter periods (daily) Planning & Scheduling Identified Planner and Scheduler roles were needed
– Approval for one position – Scheduler – Supervisors initiated new scheduling methodology, while position was
created and posted – Planning role will come at a later date
Lessons Learned
32
Changes in Technology can Drive Organizational Changes Affects Processes, Staff Interaction, and Management Requirements Cultural Changes – New Ways of Working Encourages Process Improvements – Questions the Status Quo Opportunity Created to Support Other Management Goals –
Reorganizations Upgrading Opens Prospects to Introduce New Supporting Technology –
Mobile Managing Change at all Staffing Levels is a Must Support is Required – Management, Archibus Business Partners,
Consultant Expertise
Closing Message
33
Thank you Questions? Contact Me:
Robb Dods Program Manager, FAM
Region of Waterloo [email protected]