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LBNL Facilities Division Lean Kaizen Report Out Metrics Team Team Leader: Oscar Aguayo (HR) Scribes: John Kpaka (FA Op PowerPoint Presentation
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LBNL Facilities Division Lean Kaizen Report Out Metrics Team Team Leader: Oscar Aguayo (HR) Scribes: John Kpaka (FA Ops) Heather Pinto (FA Resources) Team Members: Jim Dahlgard (FA Resources) Chris Peach (IT) April 23, 2010. Background. Lean Training Kaizen teams formed

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Presentation Transcript
slide1

LBNL Facilities Division

Lean Kaizen Report Out

Metrics Team

Team Leader:

Oscar Aguayo (HR)

Scribes:

John Kpaka (FA Ops)

Heather Pinto (FA Resources)

Team Members:

Jim Dahlgard (FA Resources)

Chris Peach (IT)

April 23, 2010

background
Background
  • Lean Training
  • Kaizen teams formed
  • Metrics Kaizen Team charged with creating Facilities Division metrics
  • One year process – not easy & needs time
problem description
Problem Description

Facilities Division does not have clear or consistent performance metrics

If you can’t measure, you can’t manage

Objectives/Goals

  • Analyze Facilities Department Metrics
  • Propose final Facilities Division Metrics
  • Standardize, Implement, and Sustain Facilities Division Metrics
analysis current conditions
Analysis/Current Conditions

Preliminary Scorecard developed for use by all Departments

Scorecard geared for measurements at Department level or lower

Need for Dashboard that is more customer focused

proposed metrics
Proposed Metrics

Customer

Lead Time

On Time

Quality

Up

Time

Customer Survey

Resources

Labor Cost per Work Order

Total Recordable Case Rate

Inventory

Turnover

resources turnover
Resources – Turnover
  • Division wide
  • All terminations (voluntary and involuntary), etc.
resources total recordable case rate
Resources – Total Recordable Case Rate
  • Division wide
  • Frequency of injury per 100 employees
  • Drill down by
    • Severity Indicator (e.g. avg. $400k/yr on injuries)
    • Days Away & Restricted Time

Benchmark

resources inventory turns
Resources – Inventory Turns
  • Stores inventory only
  • Turn ratio

= Annualized issues

Inventory value

resources labor costs per work order
Resources – Labor Costs per Work Order
  • Operations only
  • Closed projects
  • Average cost of labor(including overtime)per work order:

= Labor cost CM+PM

Total count of CM+PM

quality customer survey
Quality – Customer Survey
  • Covers all work orders that produce a customer satisfaction survey
  • Average for all ratings
quality up time
Quality – Up Time
  • Measures up time for all building systems, including mission critical, building critical, and customer impact (e.g. water, elevators)
  • Not currently being tracked

Sample

customer lead time
Customer – Lead Time
  • CM’s only
  • Time from customer request to work complete
customer lead time drill down by supervisor
Customer – Lead Time Drill Down by Supervisor
  • Closer look for root cause analysis
customer on time
Customer – On-Time
  • Covers all work orders
  • % actual work complete on or before estimated completion date
    • Based on estimated dates in Maximo OR
    • Based on SLA agreement (e.g. Transportation 4 days)
  • Much of this is not currently tracked
  • Need scheduling system for this

Sample

metrics and performance management
Metrics and Performance Management

Performance

Agreement

Meeting

Annual

Performance

Appraisal

Monitor

Performance

Metrics

Regular

Feedback

Meetings