1. Benchmarking and Performance Measurement
Physical Plant

2. Overhead Photo

4. Overhead Photo

5. Labor Study – May 1995 26 people 8 people 2 people 6 people 19 people

6. The Continuous Improvement Process
Dissatisfaction
Who does Better?
Why?
Who Cares?
Get Creative
Try New Idea
Evaluate Result
What About?
How Measured?
Get Baseline Data
What are we doing?
Keep It or
Trash ?

7. Pareto Chart of Non-Productive Time

8. Continuous Improvement Processes
Reduction of travel time
Materials acquisition
Streamline workflow processes
Customer satisfaction
Minimizing response time
Training program development
Summer housing
Reduction of Travel time:
Materials Maintenance:
--outsourced, but continuous review of costs and logistics
Streamline workflow processes
--Handheld project
CS satisfaction
--FM customer interaction; improved communication of status and work;
Minimizing Response Time
--Communications and coaching of individuals
Training program
--Greg?

9. Organizational Structure - 1995
DIRECTOR
Assistant Director for Operations
Assistant Director Energy & Utilities E l e c t r i a H V A C p n y P g u m b S o v s Z 1 2 3

10. Reorganized Structure
DIRECTOR
Energy
&
Utilities
Academic
Zone 1
Housing
Zone
Auxiliary-
Billable
Zone 2

11. Zone Map

12. Follow-up Labor Study - 1997

14. Performance Measures Work order completion rates Response time Backlog
Distribution of trades worked
PM completion percentage
Customer satisfaction
Sick time use
Overtime costs
O&M costs/square foot/function
Facilities condition index (FCI)

15. Monthly Performance Measures Work Order Count – Academic 2

16. Monthly Performance Measures Response Days – Academic 1

17. Monthly Performance Measures Backlog Work Orders - Energy

18. Monthly Performance Measures Work Order by Trade- Housing

19. Preventative Maintenance Completion
100
FY97
FY98 80 60 40 20
Jun-
Jun-
Jul
Aug
Sep
Mar
Apr
May
Jul
Aug
Sep
Oct
Dec
Jan
Feb
Mar 96 97
Acad 1 70 39 45 77
100 43 60
100
100 96 95 98
100
100 99
100
Acad 2 56 92 78 91 62 78 67 97
100
100 94 90 95 97 84 99
Auxiliary 76 86 86 88 6
100 99
100
100
100
100 94 99 99 97 99
Energy 26 40 72 72
100
100 92 82
100 95 91 98 92 94 90 98
Housing 34 76 77
100 88 98 96 99 88 99 99 99
100
100

20. Customer satisfaction (hang tags)
Time Period:
June 1, 2003 to December 31, 2003
YTD Responses:
410
Great
Good
Fair
Poor
Timeliness
87.1%
9.3%
2.9%
0.7%
Courteousness
95.9%
3.2%
0.9%
0.0%
Cleanliness
93.4%
5.4%
1.2%
Satisfaction
92.2%
5.6%
1.7%
0.5%

21. Sick time comparison

22. Overtime comparison

23. Facilities Condition Index
Facilities’ Needs
Building Replacement Value
FCI =

24. Continuous Improvement Processes

25. Summer Housing CI 2001 to 2002 Work Order Counts

26. Summer Housing C.I. Work distribution by trade type

27. Summer Housing C.I. Carpentry work details

28. Summer Housing C.I. Expeditures – Before and After

29. Achievements
164% increase in average square feet maintained per employee
109% improvement in productivity after reorganization
72% reduction in service response time
96% completion of preventative maintenance work orders in FY03, up from 43% in FY95.
98% customer satisfaction for the FY03
25% reduction in sick leave from FY98 to FY03
36% reduction in overtime from FY98 to FY03.
164% increase in average square feet maintained per employee
- from 31,000 in 1989 to 82,000 in 2003.
109% improvement in productivity after reorganization
-See Labor study notes: 1997, compared to 1995
72% reduction in service response time
-from 18.1 days in 1995 to 5 days in 2003.
Dramatic increase in preventative maintenance work order completion, from 43% in 1995 up to 96% in 2003.
98% customer satisfaction for the fiscal year 2001
- based on customer comment cards stating that service was good or great.
25% reduction in sick leave used from fiscal year 1998 to 2003
- capturing 1,376 hours of additional work time
36% reduction in overtime used from fiscal year 1998 to 2003.
ORDER Changed to match with presentation

31. Benchmarking and Performance Measurement
Physical Plant

32. “Nothing stops an organization faster than people who believe that the way they worked yesterday is the best way to work tomorrow.”
--Jon Madonna
CEO, KPMG