Lean Integration through the Facility Life Cycle at San Diego Community College District

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SAN DIEGO COMMUNITY COLLEGE DISTRICT

Lean Integration through the Facility Life Cycle at San Diego Community College District

July 17, 2012

Presented to the IGLC Industry Day Conference

Second Largest Community College District in CA

Sixth Largest in Nation

Three Colleges - City, Mesa and Miramar

Six Continuing Education Campuses

125,000 students served plus 140,000 members of the military nationwide

Total Building Square Footage - 2,276,429

$1.555 Billion Capital Bond Program Underway

Lean Integration through the Facility Life Cycle

SDCCD Overview

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Current Square Footage Buildings = 2,276,429 Gross Square Feet (GSF)

Parking = 840,606 Gross Square Feet (GSF)

Current Acres of Landscape = 130.2

Current Utilities Consumption Electric = $4,298,311

Gas = $391,561

Water = $868,531

Total = $5,558,403

San Diego Community College District

About the District (Current State)

http://portal.sdccdprops-n.com/miramar/hourglass/Project Photos/CW Driver - Hourglass images/Picture 003.jpg

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Projected Square Footage

Additional Building GSF = 1,133,028

Total Building GSF = 3,409,457

Additional Parking GSF = 251,264

Total Parking GSF = 1,091,870

Grand Total GSF = 4,465,327


About the District (Future State)

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Practicing the Toyota Way Business Principles


Capital Bond Program A3 Report

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Program A3 – Safety


Program A3 – Safety


Program A3 – Planned & Actuals


Program A3 – Bid Strategy


Program A3 – Expenditures at a Glance


Program A3 – Three Year Construction Schedule


Program A3 – Small Business Outreach


Program A3 – Pay Apps/Change Order Turnover


Program A3 – Aging Change Orders (60+ days)

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“Rainbow” Report

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Change Order Rate Average = 7.1%

CM Multi-Prime

Traditional Design-Bid-Build

Change Order Rate Average = 10.8%

Project Delay Average = 43.5 Days

Project Delay Average = 19.5 Days


Schedule Performance

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Pull Planning

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Target Costing – Project Budget Development

Space Programming

Efficiency

Targeted Cost Per Sq. Ft.

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BIM Standards

http://www.sdccdprops-n.com/BUILDING%20STANDARDS/SDCCD_BIM_Standards_Ver2.pdf

http://www.sdccdprops-n.com/BUILDING STANDARDS/SDCCD_BIM_Standards_Ver01.pdf




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Change Order Metrics - BIM vs. No BIM

• Projects designed in BIM:

– Change Order Rate = 2.3%

• Projects not designed in BIM:

– Change Order Rate = 8.0%

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San Diego Community College District (SDCCD)

A3 Problem Solving – Risk/Benefit Analysis

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San Diego Community College District (SDCCD)

A3 Reporting System - HVAC Design

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Value Stream Mapping – Change Order Process

Resolution toCM

CM Creates RFP;

Issues to Contractor

Price Fair and Reasonable?

CM Creates Change Order

Distribution

Contractor Issues Price, CM Reviews Price, Issues

COR

Negotiate

A/E SignsContractor

Signs

CMSigns

IORSigns

CPMSigns

Richard BSigns

Dave USigns

District Admin. Receives and

Processes

Determine entitlementBefore proceeding

From this point

NO

YES

1 Working Day 15 Working Days 15 Working Days

1 Working Day

5 Working Days5 Working Days

5 Working Days 5 Working Days 5 Working Days 5 Working Days 5 Working Days

0 Working Day

1 Working DaySTARTEND

Old Change Order Process

Total Process Duration: 67 Working Days With Negotiation

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New Change Order Process Effective January 2011

Total Process Duration: 28 Working Days With Negotiation

Resolution toCM

CM Requests Pricing from

Contractor via Fax/Email

Price Fair and Reasonable?

Distribution

Negotiate

CPM Signs

Richard BDave U

Sign

District Admin. Receives and

Processes

Determine entitlementBefore proceeding

From this point

NO

YES

1 Working Day 5 Working Days 7 Working Days

7 Working Days

1 Working Day

1 Working Day

START

END

Contractor Issues Price, CM Reviews &

Prepares Change Order

A/E, IOR, Contractor, CM Sign Separate

CO Cover Sheet

7 Working Days


Value Stream Mapping – Change Order Process

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Safety – Root Cause Analysis of Repeated Incidents

City College Campus Safety Report – February 2012

Overall Safety Comments Overall Safety Issues

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Central Plant Math & Social

Science Business & Humanities Science

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• Required fall protection refresher training

• Enhanced training for spotters

• Enhanced focus on safety culture



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Andon Tools in Process – The Sticky Note

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Genchi Genbutsu

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Hourensou

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Vendor creates invoice

Invoice is sent to Facilities Accounting

Is the invoice acceptable?

CPM collects required signatures from IOR, Architect,

CM and signs

CPM submits signed payment application

to Facilities Accounting staff

Facilities Accounting staff logs receipt of

payment application

Facilities Accounting creates a “Receiving Sign Off” document and attaches to the

submitted application

Facilities Accounting routes for remaining signatures from RB, LL, DU as required.

Fully executed payment application

is returned to Facilities Accounting

staff

Was the payment

application value changed during

review?

Facilities Accounting adds and certifies

the payment application in

Contract Management

program

Facilities Accounting creates a revised Receiving Sign Off

document

Facilities Accounting sends the original

completed package to Accounts Payable

for payment

Facilities Accounting creates two copies of the completed

package

Gafcon scans and uploads document

to SharePoint

Accounts Payable pays the invoice and files document

hard copy.

Invoice is distributed to CPM

No

Yes

No

Facilities Accounting adds the second copy to a binder

stored in F.A. work area.

Is the invoice acceptable / most recent?

Yes

No

Yes

Facilities Accounting creates an MS Excel based cover sheet

Facilities Accounting logs application in

MS Excel

CPM reviews invoiceCPM staples green

slip to invoice

Facilities Accounting sends one copy to

Gafcon

No

Old Procedure • Extraneous Actions • Long Process • Generates Excessive Paperwork


Invoice Processing Kaizen

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Vendor creates invoice

Invoice is delivered directly to CPM*

CPM inputs invoice into Contract Management

program and prints cover sheet

Is the invoice acceptable?

No

Yes

CPM collects required signatures from IOR, Architect,

CM and signs

CPM submits signed payment application

to Facilities Accounting staff

Facilities Accounting creates a “Receiving Sign Off” document and attaches to the partially executed

application

Facilities Accounting routes for signatures

from RB and LL as required.

Fully executed payment application

is returned to Facilities Accounting

staff

Was the payment

application value changed during

review?

Facilities Accounting revises the pay

application value in Contract

Management program

Yes

Facilities Accounting certifies the

payment application in Contract

Management program

No

Facilities Accounting creates a revised Receiving Sign Off

document

Facilities Accounting sends the original

completed package to Accounts Payable

for payment

Facilities Accounting creates a copy of the completed package and sends to Gafcon

Gafcon scans and uploads document

to SharePoint

Accounts Payable pays the invoice and files document hard

copy.

Facilities Accounting routes for signature

from DU.

Partially executed payment application

is returned to FA Staff.

New Procedure • Simplified Actions • Within 30 days • Less Paperwork


Invoice Processing Kaizen

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APPA Award for Effective and

Innovative Practices July 2011

By applying lean principles to custodial

and maintenance functions, SDCCD

eliminated the need to add 20 positions,

shaving off $813,000 in the first of a seven-

year process. Additional efficiencies implemented over the

next six years will increase savings to $20 million.


Beyond Lean Construction – Lean Processes in Maintenance & Operations

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• Reactive organization

• No formal prioritization process

• Inefficient, unpredictable processes

• Too much windshield time for

technicians

• Needed more robust computerized

maintenance management system


Maintenance Process Findings

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• Developed a prioritization matrix

• Designed new work flow processes

• Created a centralized work

distribution center

• Standardized triage and follow up

procedures to support processes

and reduce windshield time


Maintenance Process Improvement Steps

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• Purchased a more robust computerized maintenance management system

• Added Grainger rolling stock for fleet


Maintenance Process Improvement Steps

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Priority Matrix – Service Level Agreement

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Work Order Metrics

Jan '10

Feb '10

Mar '10

Apr '10

May '10

Jun '10

Jul '10

Aug '10

Sept '10

Oct '10

Nov '10

Dec '10

Jan '11

Feb '11

Mar'11

Apr'11

May'11

Jun'11

Jul '11

Aug-11

Sep-11

Oct-11

Nov-11

Dec-11

Jan-12

Priority 1 5.56 2.13 0.12 0.18 0.02 0.02 0.04 0.29 0.79 0.52 1.93 1.77 0.90 0.50 0.53 0.40 0.41 0.39 0.18 0.10 0.21 0.28 0.08 0.11 0.18

Priority 2 7.89 4.26 1.10 0.46 1.00 0.00 1.44 0.09 0.48 1.48 1.04 3.29 2.92 2.00 0.98 0.57 0.88 0.62 0.33 0.35 0.41 0.41 0.13 0.38 0.71

Priority 3 13.0 7.27 2.06 1.54 1.12 1.09 1.11 1.06 0.92 1.65 1.97 3.72 2.49 1.85 1.75 1.31 1.35 0.91 0.72 0.71 0.67 1.36 0.42 0.67 0.84

0.00

2.00

4.00

6.00

8.00

10.00

12.00

14.00

Day

s to

Co

mp

lete

FACILITIES SERVICES PRIORITY 1/2/3 WORK ORDERS AVERAGE DAYS TO COMPLETE

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Electronic Work Order Delivery

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Facilities Services Lean Enterprise Efforts

Industry Findings: Cost of O&M Inefficiencies

Over half the costs are from searching for and

validating data

* Source: NIST Study – August 2004

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Building the Solution: BIM to FM

Inexpensive access to BIM model

Any time, anywhere access to facilities docs

Consistent, scalable, unified database

Collaboration and communication productivity platform

Integration with and extension of existing Program Portal

Lean Processes

Facilities Services Lean Enterprise Efforts

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Findings

• Opening doors

• Stock room duties

• Personal assistants

• Event set-ups

• Temperature checks

• Movers

• Concierge service

• Cleaning


Assessment of Custodial Services

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•Stopped non-core services

•Developed cleaning standards

•Increased cleaning square footage

•Load leveling

•Custodial Beat books

• Management By Walking Around

• Pride Program


Custodial Practices Improvement Steps

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Custodial • Beginning cleanable square feet - 13,900 per custodian

• Increase to 25,000 square feet over 3 years

Maintenance • Beginning cost per square foot - $3.93

• Reduce to $2.25 per square foot over 3 years


The Maintenance and Operations Challenge

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FISCAL YEAR FY 09/10

Custodial FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 Avg. Salary

Custodial Forecast H/C 104 113 132 149 162 173 189 191 $ 58,643

Cust Forecast Salary $ 6,098,855 $ 6,650,098 $ 7,769,004 $ 8,731,333 $ 9,504,832 $ 10,169,255 $ 11,098,158 $ 11,227,172

Custodial Adj HC 77 82 88 100 122 130 140 147 45

Custodial Adj Budget $ 4,497,197 $ 4,782,522 $ 5,187,077 $ 5,878,320 $ 7,150,669 $ 7,622,296 $ 8,208,826 $ 8,597,611

Delta $ 1,601,658 $ 1,867,576 $ 2,581,927 $ 2,853,013 $ 2,354,162 $ 2,546,959 $ 2,889,331 $ 2,629,561 $ 19,324,187

Hold HC Flat until projection exceeds current HC $ 13,273,027

Maintenance

Maint Forecast H/C 45 50 57 64 69 73 79 80 $ 76,457

Maint Forecast Salary $ 3,440,546 $ 3,793,010 $ 4,344,262 $ 4,857,286 $ 5,245,685 $ 5,579,036 $ 6,044,656 $ 6,108,880

Maintenance Adj H/C 29 32 37 41 45 47 51 52 28

Maint Adj Salary $ 2,236,355 $ 2,465,457 $ 2,823,770 $ 3,157,236 $ 3,409,695 $ 3,626,373 $ 3,929,027 $ 3,970,772

Delta $ 1,204,191 $ 1,327,554 $ 1,520,492 $ 1,700,050 $ 1,835,990 $ 1,952,663 $ 2,115,630 $ 2,138,108 $ 13,794,676

Hold HC Flat until projection exceeds current HC $ 12,590,485


Potential Cumulative Savings - $25,863,512

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Custodial (Benchmark 13,900 SF)

• Goal: 25,000 square feet per custodian

• Actual: 21,225 square feet

Maintenance (Benchmark $3.93/SF)

• Goal: $2.25 per square foot

• Actual: $2.31 per square foot

Resultant Savings in FY2011/12: $4,553,063


FY 2011/2012 Progress Snapshot

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Questions?

David Umstot, PE Vice Chancellor, Facilities Management San Diego Community College District

[email protected] (619) 388-6456

SAN DIEGO COMMUNITY COLLEGE DISTRICT

mailto:[email protected]

Documents

Lean Integration through the Facility Life Cycle at San Diego Community College District