2. TECH 50800 Quality & Productivity in Industry and Technology Customer Dissatisfaction with Student Apartment Conditions Team Members: Director of Facilities Management Facilities Management Coordinator Conference & Events Manager Student Apartment Resident Director Student Representative Measure Phase October 23, 2013

3. Brief Review of Project Charter Lean Six Sigma Project Charter Customer Dissatisfaction with Student Apartment Conditions Date CharteredStart Date:Revision DateTarget Completion Date: 9/6/139/9/1310/10/1312/18/13 Project TeamPhone/emailTitle Champion – Jonathan Ingram1108Associate Dean of Students Jonathan Dupree1290Director of Facilities Mgmt Amy Buck1222Facilities Mgmt Coordinator Caleb Mask1280Conference/Events Manager David Brown1214Maintenance & Ops. Supervisor Joseph Dunkin1234Facility Services Supervisor Tim LoveStudent Representative Process OwnerPhoneTitle Amy Buck1222Facilities Mgmt Coordinator Problem Statement The purpose of this project is to reduce the number of student and parent complaints about the apartment facility conditions. Complaints about the condition of individual apartments have increased from 6% in the fall of 2011 to 25%in the fall of 2013. It is also believed that the problem is more systemic and there are more complaints about more apartments which have not been formerly communicated. Goal Statement Reduce the number of complaints regarding the facility condition of the student apartments and improve the maintenance of their condition by identifying process improvement opportunities by November 25 th that address the processes identified in the project scope. Project Scope Collect data to identify the extent of the defects among all apartments and any trends in the complaints, and the to assess the following processes for improvement opportunities:  How defects are found and reported throughout the year and specifically before fall student move-in.  How repairs are scheduled and carried out to address new defects and deferred maintenance throughout the year. Deliverables 1.Documented process on how defects are found and reported. 2.Documented process on how repairs are scheduled and carried out to address all defects. 3.Training identified for stakeholders, if needed, to support process improvements. 4.All related student and staff manuals updated with process improvements identified.

4. Collect data to identify the extent of the defects among all apartments and trends in the voice of the customer and to assess the following processes for improvement opportunities: How defects are found and reported throughout the year. How repairs are scheduled and carried out to address new defects and deferred maintenance throughout the year. How occupants are held accountable for damages during seasonal changeovers. Project Objective & Scope

5. Project Deliverables Documented process on how defects are found and reported. Training identified for stakeholders, if needed, to support process improvements. Documented process on how repairs are scheduled and carried out to address all defects. Documented process on how occupants are held accountable for damages during seasonal changeovers. All related student and staff manuals updated with process improvements identified.

6. SIPOC SuppliersInputsPROCESSOutputsCustomers Residents/Staff Maintenance Defect Identification Receive Maintenance Requests Maitnenance Defect Repaired Residents Conference ServicesPlanned Occupancy/Vacancy Conference Services Verify Occupancy/Vacancy Student DevelopmentPlanned Occupancy/Vacancy Student Development Verify Resources Available Facilities ManagementDesignated Resources Facilities Management Identify Schedule Opportunities/Conflicts Parents of Residents Repair or Defer Maintenance Notify Customer of Status Schedule Deferred Maintenance Complete Deferred Maintenance Notify Customer of Status SIPOC Analysis Identify Priority & Scope of Defect: routine, capital investment, imminent threat to life and/or property, etc.

7. Voice of the Customer SWOT Analysis Strengths Residents feel the apartments are reasonably priced Residents enjoy greater independence and quieter atmosphere Apartments provided at no cost to summer employees, holding down employment costs for the college Weaknesses Poor communication of maintenance needs (all areas) Apartments are always in demand/occupied Further decreased maintenance opportunities due to policy allowing residents to request to remain in the same apartment if staying on campus across business seasons Maintenance Challenge: 25 year-old facilities of low-quality construction Facilities are dirty, broken, and have insect issues. (floors, walls, pests) Communication: slow response to maintenance requests Remote location lends to a sense of being forgotten Weaknesses (Cont’d) Residents lack a sense of ownership Inconsistent expectations and enforcement of those expectations between business seasons Negative impact on college reputation due to poor facility maintenance Opportunities Train residents on maintenance work request system Address cleanliness, pests, and maintenance of floors & walls Change apartment policy to designate maintenance seasons allowing greater maintenance opportunities. Update facilities’ amenities Threats Poor internal communication among stakeholders Poor maintenance coordination/prioritization Apartment facility standards below main campus standards Residents resist the inconvenience caused by maintenance workers’ presence in the apartments. Cost of deferred maintenance

8. Critical To Quality (CTQ) Analysis CustomersCTQKPOVsKPIVs Planned Vacancy/Limited Operational Interruption Campus Housing Needs of Summer and Academic Seasons Residential Changeover Timeframe Between Business Seasons Residents Parents Scheduled Response Time Time Required for Maintenance Conference Services Well-Maintained Facility Type of Maintenance Level of Importance (Life/Safety, PM, etc.) Student Development Level of Occupant Inconvenience Facilities Management Personnel Cost of Resources Materials Time Communication of Maintenance Defect Resident Request Changeover Process Maintenance Staff Evaluation How repairs are scheduled and carried out to address maintenance defects How defects are found and reported

9. Process Map How defects are found & reported? Facilities Management schedules repairs Facilities Management completes repairs How defect repairs are scheduled and carried out?

10. Ishikawa Diagram No established policy on minimum turnover time NEEDED: to deep clean 1 FTE - 4 hrs for EACH apartment 12 APTS W/ 2.67 HRS. EACH 3 APTS W/ NO TIME PROVIDED

11. Process Observation Worksheet Facility: STUDENT APARTMENTS Process: Observer: Amy Buck Date: 10/24/13 Deep Cleaning Operation Element Kitchen Living Rm Bedroom 1Bedroom 2 Bathroom TOTAL Opportunities 1 Clean cobwebs 11222 8 2 Clean & disinfect cabinets 8.25 3 Clean oven, stove, and exhaust hood 15 4 Clean & disinfect counters and sink 5 5 5 5 Clean inside and outside of fridge 12 6 Wipe down walls 6.57887.5 37 7 Clean windows and blinds 4866 24 8 Clean & disinfect closet shelves 7.5 442.5 18 9 Clean baseboards 34334 13 10 Sweep and mop floor 6 6 12 11 Clean furniture 3566 20 12 Wipe down HVAC registers/returns 2 11 2 2 13 Vacuum softs and carpet 755 17 14 Clean ceiling fixtures 35335 14 15 Disinfect Mattresses 55 10 16 Clean tub/shower 10 17 Replace shower curtain 9 9 18 Clean toilet 4.5 19 Clean mirror 1 1 20 Clean out trash can 4 4 8 21 22 TOTAL 78.253942 46.5 247.8 4 hours 8 minutes

12. Addressing Customer Dissatisfaction with Student Apartment Conditions Data Collection Time frame utilized for general and deferred maintenance work Time frame used for deep cleaning