1. Building Coordinator Program
Welcome!
Building Coordinator Program
Quarterly Meeting
Friday, February 1, 2019

2. Facilities Maintenance Work Order Process Improvement
and Operations:
Work Order Process Improvement
Jeff Benjamin Executive Director, Facilities Management Facilities Management

3. Work Order Process Improvement
3/22/2016
Facilities/Construction Management

4. OPERATIONS & MAINTENANCE
University of Houston
OPERATIONS & MAINTENANCE
Begin with establishing the ground rules:
Develop common definitions
Develop clear processes and timelines
Established metrics to track performance
Prioritize efforts strategically to maximize facility investment
Today’s goal is to update you on our efforts and introduce and roll out this new classification system to our stakeholders
Facilities/Construction Management

5. BACKGROUND – WHY ARE WE DOING THIS?
University of Houston
BACKGROUND – WHY ARE WE DOING THIS?
Since 2015, F&CM receives on average 4300 work orders each month
Of these, 56% are Corrective, 44% are Preventive
The average Corrective WO takes 4.4 hrs and costs $287, this equates to an FTE of 74 personnel assuming a .85 productivity rate.
The average Preventive WO takes 1.63 hrs and costs $70, this equates to an FTE of 21 personnel assuming a .85 productivity rate.
Annual estimated spend: $9.9 Million
Per capita spend: $0.68/gsf
For every $1 spent on the stewardship of buildings, you offset $4 or more in capital investment
Facilities/Construction Management

6. Facilities/Construction Management
University of Houston
BACKGROUND (Con’t)
Currently WO’s are largely triaged by Call Center and dispatched based on trade/shop
Currently WO’s are also triaged by a structured but undefined work group consisting of MIC, FS, Planning, FPC reps.
WO’s are typically funded by E&G, or Auxiliaries, SHRL, CRWC, Student Life and Departments
There is a need for a strategic approach to how work is classified, prioritized, and accomplished
Facilities/Construction Management

7. WORK ORDER CLASSIFICATION
University of Houston
WORK ORDER CLASSIFICATION
Facilities/Construction Management

8. Facilities/Construction Management
University of Houston
EMERGENCY WORK ORDER
Damage to facility, risk to health or life safety, shut down of critical operations/research. Response will arrest emergency (i.e. prevent further damage, or risk to health and life safety).
Immediate response (Call out if after hours)
Arrest Emergency in less than 2 hours
Work continues until emergency condition is arrested
Once arrested, assess corrective measures required. If easily fixed do so; otherwise, close work order and issue new Work Order with appropriate classification for corrective work (Urgent, Routine, Project, or Deferred).
Loss of Power to Building or critical facility, major leak, loss of water, major structural failure, other issues that might cause injury, death, or more than $10,000 in property damage, loss of fume hood in a lab, smell of gas, etc…
Facilities/Construction Management

9. Facilities/Construction Management
University of Houston
URGENT WORK ORDER
Work has a large impact on operations, comfort, or mission of customer but does not endanger life or health, research, or operations
Respond as quickly as possible, but complete within 24 hours.
Address issue and correct underlying cause if possible within 7 days.
Example: Hot/Cold Calls, loss of water/hot water, power outage to an outlet or small portion of a building, clogged toilets, minor leaks, Pest Control Issues, spills and minor cleaning, etc…
Facilities/Construction Management

10. Facilities/Construction Management
University of Houston
ROUTINE WORK ORDER
Maintenance/Repair/Alteration/Renovation that is required to maintain/return the building in/to its optimal design condition that does not directly impact health, life safety, research or operations.
Respond as quickly as possible, but complete within 30 days.
Address issue and correct underlying cause if possible (less than 32 labor hours/$10,000).
If exceeds threshold, triage and create project work order and assign to appropriate shop for execution.
Example: Roof patching, replace cracked window, repair carpet/floor/wall/door, sidewalk repair, minor electrical repairs, replace ceiling tiles, patch pot-hole, hang a monitor, etc…
Facilities/Construction Management

11. Facilities/Construction Management
University of Houston
PROJECT
Maintenance/Repair/Alteration/Renovation/New Construction that is required to maintain/return the building in/to its optimal design condition that does not directly impact health, life safety, research or operations.
Typically requires >32 Labor Hours, or costs more than $10,000
Respond as quickly as possible, but complete within an agreed upon timeframe that takes into account scope complexity, available budget, resource availability, order in which it is received, and customer needs/desires.
Example: Restroom renovation, Drainage Issues, Building Envelope repairs, Electrical Panel Installation to provide additional power to a building, Full Panel Street Repair, Facility Expansion, New Facility
Shops may accomplish, but also may be aggregated to Minor Planned Projects, Planning, Small Capital Projects, or Capital Projects groups or deferred based on Triage Committee, MPEC, or by other decision makers
Facilities/Construction Management

12. Facilities/Construction Management
University of Houston
DEFFERED MAINTENANCE
The practice of postponing maintenance activities such as repairs on both real property (i.e. infrastructure) and personal property (i.e. machinery) in order to save costs, meet budget funding levels, or realign available budget monies.
Maintenance/Repair that is required to maintain/return the building in optimal design condition that does not directly impact health, life safety, research or operations.
Work may be deferred because of building age, utilization, planned recapitalization, planned obsolescence or other business decisions.
Facilities/Construction Management

13. Facilities/Construction Management
University of Houston
WORK ORDER CATAGORIES
Establish five categories for the disposition of work orders (response time):
Emergency (< 2 hours)
Urgent (< 24 hours)
Routine (< 30 days)
Project (varies depending on complexity, cost, available budget)
Deferred (Indefinite)
FIX-IT Call Center
Triage Committee/
MPEC
Facilities/Construction Management

14. Facilities/Construction Management
University of Houston
WORK REQUEST PROCESS
Facilities/Construction Management

15. Facilities/Construction Management
University of Houston
WORK REQUEST
A formal request, made through the centralized maintenance management system (FAMIS) to report a need for repair, alteration, or construction.
Typically entered by customer through FIX-IT.
The starting process for any work order or project.
Facilities/Construction Management

16. WORK ORDER CLASSIFICATION PROCESS
University of Houston
WORK ORDER CLASSIFICATION PROCESS
Work Orders for maintenance or repair will typically be handled by the appropriate shop.
Emergency and Urgent Work Requests will be routed by the call center to the appropriate responder.
Routine Work Orders will be received by Call Center and entered into the system for screening.
Triage Committee will screen all routine work orders and confirm assignment to shops as appropriate or assign to Planning, MPP, MIC, or Capital Projects as appropriate.
Routine Work orders that exceed 32 Labor-hours/$10,000 or that will require planning & design will be classified as projects.
Deferred Maintenance decisions will be made based on recommendations by Triage Committee.
Facilities/Construction Management

17. WORK REQUEST TRIAGE COMMITTEE
University of Houston
WORK REQUEST TRIAGE COMMITTEE
A group consisting of representatives from General Maintenance, Minor Planned Projects, Planning, Plant Operations, and Minor In- House Construction that review all work orders. Those that exceed 32 man-hours or $10,000 will be classified as projects and the committee will determine the best method of execution and to plan work loads for incoming work requests and to insure that requests are consistent with University policies, procedures, and master plans.
Facilities/Construction Management

18. WORK ORDER CLASSIFICATION
University of Houston
WORK ORDER CLASSIFICATION
The WORK REQUEST TRIAGE COMMITTEE will meet on a weekly basis to review work orders for alterations, renovations, new construction and Maintenance and Repair Work Orders exceeding the Project threshold.
The committee will make a determination as to whether the project should go to planning, MPP, MIC, or to the shops for scheduling and execution.
Project Work Orders will be identified as Maintenance, Repair, Alteration, Renovation, or New Construction.
These Work Orders will be tracked separately from Maintenance and Repair Work Orders.
Estimated completion dates will be determined based on criticality, complexity, cost, availability of funds, and on campus priority as determined by the MPEC committee.
Facilities/Construction Management

19. IMPLEMENTATION TIMELINE
University of Houston
IMPLEMENTATION TIMELINE
Facilities/Construction Management

20. IMPLEMENTATION TIMELINE
University of Houston
IMPLEMENTATION TIMELINE
2/1/2019 Roll-out Plan
2/1 to 3/1/2019 Training of Call Center/FS Staff
3/15/2019 Complete necessary adjustments to FAMIS and Facilities Website
3/18/2019 FACCOM news release with information and go live date
4/1/2019  Go live with changes
5/1/2019 First month review
Facilities/Construction Management

21. Facilities/Construction Management
University of Houston
QUESTIONS?
Jeffrey L. Benjamin, P.E., DBIA
Executive Director
Facilities Services
UNIVERSITY of HOUSTON
4211 Elgin St. Rm 171K
Houston, TX
o: c:
Facilities/Construction Management

22. Door Prize!
Destinie Holiday Facilities Communications

23. KAS Email Address- KAS@central.uh.edu
Key Access Services
(KAS)
Erica Vazquez
Ana Sanchez
Penny Brungardt
KAS Main Number
KAS Address-

24. 2019 Annual Key Audit Training dates: TBA Start date: April 1st
End date: May 15th

25. Building Coordinator Program Assessment
Jacquie Vargas Building Coordinator Program Director, Assistant Director Customer Service Facilities/Construction Management
Moumita Mukherjee Manager, A&F Service Assessment & Evaluation,
Administration and Finance

26. Door Prize!
Destinie Holiday Facilities Communications

27. Project Evaluation Forms
Jacquie Vargas Building Coordinator Program Director, Assistant Director Customer Service Facilities/Construction Management

28. Building Coordinator Focus Groups
Jacquie Vargas Building Coordinator Program Director, Assistant Director Customer Service Facilities/Construction Management

29. Door Prize
Destinie Holiday Facilities Communications

30. Announcements
Jacquie Vargas Building Coordinator Program Director, Assistant Director Customer Service Facilities/Construction Management

31. Adjournment
Jacquie Vargas Building Coordinator Program Director, Assistant Director Customer Service Facilities/Construction Management