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University of Kansas Changing for Excellence

University of Kansas Changing for Excellence

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University of Kansas Changing for Excellence

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  1. University of KansasChanging for Excellence Facilities Services Town Hall Meeting July 17, 2012

  2. Today’s Agenda • Opening Remarks • The New FS Organization • The Motivation for Change • Next Steps • Question & Answers

  3. Actions Completed to Date • Facilities Services officially launched on July 8th with merger of FO and DSH employees • Realigned construction staff under DCM to focus FS on Maintenance & Operations • Launched new shift times for custodial staff in academic and research spaces • Permanent zone office spaces rolled out on July 8th for all zones except Zone 4 • Zone 4 expected to move in to permanent space in Sep/Oct 2012 • New Work Order management process initiated as of the merger date that focuses responses to maintenance calls in the zones and improves customer service • Daily meetings with Zone Managers and Work Management to coordinate workload across zones, identify issues, and collectively build new operating model • Leadership focused on feedback from FS staff • Custodial staff voiced concerns about high temperatures in Malott and Wescoe; the temperatures were dropped by 5 degrees to accommodate concerns of FS staff • Developing standard procedures for ‘see it/fix it’ maintenance and standing PM work orders • Working with IT to redesign PM and Work Order modules in Maximo and unveil Maximo across zones

  4. The New Facilities Services (FS) Organization

  5. Merging FO and DSH Facilities Operations Facilities Operations Department of Student Housing Facilities Services Maintenance Operations Maintenance Operations Maintenance Operations Custodial Services Custodial Services Construction Services Landscape Services Landscape Services Landscape Services Custodial Services Admin & Support Admin & Support Shops & Store Shops & Store Shops & Store Admin & Support Consolidate, Focus, and Optimize

  6. Today’s Organization Customer Service Students, Zone 1 Zone 2 Zone 3 Zone 4 Zone 5 Zone 6 Landscape Maintenance Central Maintenance & Operations Work Management Storeroom FS Business Services FS Administration

  7. The New FS Maintenance Organization • Six maintenance zones based on geography, facility type, and workload • Seven central maintenance shops support the zone crews • These shops also oversee centralized functions that are difficult to zone out (i.e. key shop, power plant, instrumentation, etc.) • Zone staff respond to calls first and triage the situation. They determine what support, if any, will be needed to resolve the issue • While trips to the storeroom are still required, this need will be eliminated in the near future • Zone staff will communicate their materials needs to the storeroom who will fulfill your item needs, order parts, and deliver them to your zone • When not responding to calls, workers can be walking their zones handling “see it, fix it” work and outstanding PM tasks • Developed with input from the workforce and the customers:

  8. The New FS Custodial Organization • Also operated as part of the new zone structure: • Custodians are assigned to one of the six zones on campus. • They continue to perform the great support they have always provided. • A single supervisor oversees the custodial functions in each zone. This supervisor reports to the zone manager. • Custodians support the maintenance function by reporting outages, wear and tear, and other maintenance items they notice as they are cleaning.

  9. Right-sizing the organization for the future Pre-Merger FTE: 520 Post-Merger FTE: 455 Staff FTE 402 Supervisor FTE 53 Ratio 8.6/1 Staff FTE 426 Supervisor FTE 94 Ratio 4.5/1

  10. FTE and Budget impact of the merger Total FTE Pre-Merger 520 FTE Moved to DCM (33) Vacant Positions Removed (32) Total FS Filled Positions Post-Merger 455 VSIP Candidates (36) End of FY13 Projected FTE 419

  11. Reasons for Change

  12. Preventable Failure Occurs PM is Missed The Need for a Preventive Maintenance Model • Reactive maintenance strains both the budget and labor resources • What’s the solution? Shifting to a Preventive Model Resources Redirected to Resolve Failure Work Backlog Grows Morale Declines and Standards Drop Tactical Repairs Are Made Resources and Maintenance Budget Strained by Repairs and Replacement Caused by Subsequent Failures Work Load Increases Resources and Maintenance Budget Strained by Repairs

  13. Moving to a Preventive Maintenance Model Steps We Are Taking to Build KU’s Preventive Maintenance Model • Introducing a “See it, Fix it” philosophy among our maintenance crews and a “See it, Report it” philosophy among our custodians • Eliminating the distractions caused by time consuming project work and rightsizing the maintenance budget to backfill the reliance on billable work • Launching a comprehensive asset collection effort that will be the basis for a new, robust preventive maintenance program • Reduce our growing deferred maintenance backlog • We have a duty to our students, alumni, and the tax payers to protect and restore our historic campus. A Preventive Model Will Help Us Meet a Critical Goal

  14. Continuing Change:People, Communications, and Technology

  15. Building a More People Centered Organization • Our people are our most valuable assets. We have more precisely identified FS’s challenges, solicited your input, and we have started to enact changes. • We are listening! Your suggestions that are already becoming a reality include… • Next Steps? Continue implementing focus group suggestions and create a plan that enables employees to provide feedback and further develop the organization. Safety Employee Guidebook Leadership Training An Employee Guidebook has been created to standardize policies and procedures and clearly communicate them to staff. The guide is undergoing final review. Starting next month, FS Supervisors and above will be provided with leadership development training. New position created: “Manager of Workforce Safety”; Reports directly to the FS Director

  16. Improving Communications Inside and Out • Communication and transparency were issues among both the FS workforce and our customers. Steps we are taking to alleviate these issues include: • Increased access to workstations and email • Frequent, if not daily, meetings at shift start • Creation of a staff liaison committee • Open door policy with managers and supervisors Better communication within… • Itemized invoices • A Work Management desk that is completely focused on customer contact and getting you what you need to respond • A clear priority system for work orders • Greater visibility of managers and technicians throughout the day Greater transparency with our customers… • Sustainability • DCM • Police • Parking & Transit Improving relationships with our strategic KU partners… • EHS • KUMC

  17. Empowering workers with technology • We are committed to giving you the information you need when you need it. Over the next six to eight weeks, a small number of staff will be asked to participate in a mobile pilot. Full rollout will occur over the next 18 months.

  18. Questions?