Manage Facilities Design Process Improvementsfacilities.brevard.k12.fl.us/Baldrige/Design/FAcilities_Design_Macro_DMAIC_Lite...STERLING AWARD OVE RN ’S STE RLI G AW D 22007 ccc high

MANAGE FACILITIESDESIGN A. CAUSSADE

MacroProcess: Process Owner:

Work System OwnerEd Curry

Work System Enabling LeaderDane Theodore, Director

Priority Processes Owner Anibal Caussade, Project Mgr.

July 22, 2009

Revision 1

Manage Facilities Design Process Improvements

R TE NC EI IP

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STERLING AWARDGOVERNOR’S

STERLING AWARD

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satellite high schoolsatellite high schoolccc high schoolccc high school

MANAGE FACILITIESDESIGN A. Caussade


Table of Contents1. Cover Sheet2. Table of Contents3. Facilities Design Internal and External Customers4. Macro Flow Chart - Manage Facility Design5. Key Work Process 9 Flow Chart - Closeout A&E Contract6. DMAIC Lite Storyboard - Check Points 1-187. Priority Process Selection Matrix Form8. Key-In-Process Measures Determination Form System Form9. BPS Process Management System10. Macro Process Control System Form11. Key Work Process 9 Process Control Form12. Countermeasure Matrix13. Countermeasure Action Plan Matrix14. Action Plan Root Cause #115. Action Plan Root Cause #216. Key Work Process Indicator Data

MANAGE FACILITIESDESIGN A. Caussade


FACILITIES DESIGN INTERNAL CUSTOMERSSchool Board

SuperintendentArea SuperintendentsDistrict AdministrationSchool Administration

FACILITIES DESIGN EXTERNAL CUSTOMERSState of Florida

Florida Department of EducationParents / Guardians

Students

NEED PROJECTDESIGN

?

?

DELIVERABLES:D1. Construction Scope of WorkD2. Bid DocumentsD3. Design Criteria PackageD4. Project PlansD5. Project SpecificationsD6. Approved Plans and Specifications

Q1 - Cost of Errors & Omissions as a % of Total Construction Cost

Q2 - % Variance from Design Schedule

Design / Build (D/B) Project?

Design / Bid /Build Project?

Q3 - % Variance from Design Budget

P1 - Pre-Design Schedule Milestones

P8 - Develop Bid DocumentsSchedule Milestones

NEED ISMET

SUPPORT BID & PERMIT ACTIVITIES

SUPPORT CONSTRUCTION & CONSTRUCTION CLOSEOUT ACTIVITIES

CONSTRUCTION &CLOSEOUT COMPLETE?

PROJECT DESIGN COMPLETE?

A&E CONTRACTCLOSEOUT COMPLETE?

?

?

?

YES

YES

YES

NO

NO

NO

P4 - Bid & Permit Support Schedule Milestones

P2 - Project Design Schedule Milestones

P3 - Cost Variance @ Design Deliverable Milestones

P7 - A&E Contract Closeout Schedule Milestones

P5 - Construction & Construction Closeout Support Schedule Milestones

P6 - Cost of Errors & Omissions as % of Construction Costs at Schedule Milestones

M/E/P Construction <$50,000 or Placement / Hookup of

Relocatable Units?

CLOSEOUT A&E CONTRACT

PERFORM PROGRAM DEVELOPMENT

DEVELOP BUDGET

DESIGN PROJECT

APPROVAL BYBOARD

PROGRAMBUDGETDCP

PROGRAMBUDGET

A&EAPPROVAL BY

BOARD

DEVELOP DESIGN CRITERIA PACKAGE

SELECT DESIGN / BUILDCONTRACTOR

SELECT A & E

D3

D4D5

D6

YESNO

?

DEVELOP BID DOCUMENTS

APPROVAL BYBOARD

D1D2

YES

NOBOARD

APPROVALREQUIRED?

KWP 1

KWP 5

KWP 6

KWP 7

KWP 8

KWP 9

KWP 3

KWP 4

KWP 4

KWP 2

WHO

STEP


BPS SCHOOLBOARD

BPS FACILITIESSERVICES

BPS EDUCATIONALDEPARTMENTSAND SCHOOLS

CONTRACTARCHITECT & ENGINEER

APPROVAL BY BOARD

NEED

PERFORM

DEVELOP

DEVELOP

DEVELOP

QUESTION

QUESTION

APPROVE

APPROVE

APPROVE

QUESTION

DESIGN

SELECT

QUESTION

SUPPORT

SUPPORT

QUESTION

QUESTION

CLOSEOUT

MANAGED

MANAGEFACILITIES DESIGN D. THEODORE

FACILITIES SERVICES / Robert J. Wiebel & Anibal Caussade 12/08/08

NEED TO A-E PROJECT CLOSEOUT

NEED ISMET

?

?

?

?

?

?

YES

YES

YES

YES

YES

YES

NO

NO

NO

NO

NO

NO

COMPLETE DOCUMENTS

RELEASE FUNDS

ARE DESIGN DOCUMENTSCOMPLETE?

D1: SIGNED & SEALED DRAWINGSD2: SIGNED & SEALED SPECIFICATIONSD3: OEF FORM 110A, CERTIFICATE OF OCCUPANCYD4: OEF FORM 208, LETTER OF TRANSMITTALD5: OEF FORM 208A, FACILITY SPACE CHARTD6: SBBC FISH INPUT FORMD7: OEF LCCA-1, LIFE-CYCLE COST ANALYSIS D7: ELECTRONIC DATA

DELIVERDESIGN DOCUMENTS

IS CONSTRUCTIONPROJECT FUNDED?

WAIT FORFUNDING

PROVIDE SUPPORTDURING BID PROCESS

SUPPORT CONSTRUCTIONACTIVITIES

D1: REQUEST FOR INFORMATION (RFI)D2: ARCHITECTURAL SUPPLEMENTAL INSTRUCTIONS (ASI)D3: REVIEW CONSTRUCTION PAYMENT APPLICATIOND4: REVIEW & APPROVE SUBMITTALSD5: SITE VISIT REPORTSD6: ATTEND CONSTRUCTION MEETINGS

IS PROJECTSUBSTANTIALLY

COMPLETE?

PREPARE PUNCHLIST

PREPARE A&E CLOSEOUT

DOCUMENTS

WORK COMPLIES WITH EXTERNAL PERMIT

CLOSE PERMIT

CM / A-E TO REVIEWCLOSEOUT DOCUMENTS

?YES

NOA-E CLOSEOUTDOCUMENTSCOMPLETE?

D1: OEF 110, CERTIFICATE OF OCCUPANCYD2: OEF 209, CERTIFICATE OF FINAL INSPECTIOND3: AIA G704, CERTIFICATE OF SUBSTANTIAL COMPLETIOND4: AS-BUILT DRAWINGSD5: O&M MANUALS HAVE BEEN REVIEWED & APPROVEDD6: ALL MANDATORIES ARE SATISFIEDD7: FINAL INVOICE

SUBMIT A-E PROJECTCLOSEOUT DOCUMENTS

Q1 Q2

RELEASEA-E PAYMENTFOR DESIGN

ACHIEVED PERMITCOMPLIANCE?

CLOSEOUTDOCUMENTSCOMPLETE?

REVIEW MILESTONES COMPLETED

APPROVED IN 5 BUSINESS DAYS OR LESS

WHO

STEP

Key WorkProcess (9): Process Owner:

CONTRACTARCHITECT & ENGINEER

BPS FACILITIES EXTERNAL PERMITAGENCIES

NEED

QUESTION

COMPLETE

DELIVER

PROVIDE

WAIT

PREPARE

QUESTION

QUESTION

COMPLIES

PREPARE

RELEASE

SUPPORT

QUESTION

QUESTION

CLOSEOUT

SUBMIT

QUESTION

RELEASE

QUESTION

MANAGED

MANAGE A&E CONTRACTCLOSEOUT D. THEODORE

FACILITIES SERVICES / Robert J. Wiebel & Anibal Caussade 12/08/08

ATTACHMENT A

Facilities Construction DMAIC Lite 12/17/2008 Page 1

INSTRUCTIONS: Please return your completed DMAIC Storyboard, along with your Process Control System (both flow chart and indicator information) and your completed Action Plan (see “Improve” checkpoint #10), via email to [email protected] and copy Steve Muzzy on all emails. Thank you, Bob Seemer, President & COO, Electronic Training Solutions, Inc. Priority Process Name: Manage Facilities Design

Work System / Leader: Dane Theodore

DMAIC “Lite” Storyboard

DEFINE

1. Describe how the linkage between the process Q measures and the District’s KPIs (or strategic objective measures) was established and confirmed.

In order to achieve the milestones identified in the 2008/2009 BPS Strategic Plan, as it related to “Safe and Healthy Learning and Work and the Ten (10) Year Facilities Improvement Plan, the design of facilities must utilize a structured approach to controlling the cost of the design and the design implementation schedule. In light of this structured design approaches, constant monitoring of cost and schedule at all levels is imperative. Three (3) Q Measures have been developed to collect cost and schedule data:

i. Q1 – Cost of Errors and Omissions as a percent of Total Construction Costs,

ii. Q2 – Percent (%) Variance from Design Schedule and

iii. Q3 – Percent (%) Variance from Design Cost.

2. Explain which process Q measure(s) will be improved. In order to identify the Q Measure to improve, a Facilities Design Priority Process Selection Matrix and a Key-In-Process Measures Determination form were created. See attachments. After analyzing the data contained in each attachment, it was determined that Q Measure Q2 will be improved by improving key in-processes “Closeout A&E Contract”.

3. Develop a theme statement which will focus your process improvement efforts. The theme statement must be consistent with the measure in checkpoint #2, above.

Complete A/E Contract Closeout within 90 days from Substantial Completion.

ATTACHMENT A



MEASURE

4. List up to five (5) potential problem areas in this process and the associated P measure(s) for each.

Open DOE Mandatory’s / plan review comments. (P-7)

Inaccurate verification of final punch list report. (P-7)

Late or inaccurate electronic as-built drawings. (P-7)

Late or incomplete review of contractor close-out documents. (P-7)

Inability to achieve concurrence between A/E / Owner regarding E/O items.

5. Select the most significant problem or opportunity and develop a problem statement which answers the questions:

What? When? Gap between actual and targeted values?

Problem: A/E’s inaccurate verification of final punch list completion. Problem Statement: Projects scheduled for completion in 2007 were not in compliance with the contract documents which contradicted the final punch list verification report prepared by the Architect / Engineer. Gap: Incomplete or noncompliant work on several projects was not discovered timely, causing delays which exceeded the 90 day window for final completion.

(Hint: You may want to refer to the six sigma DMAIC course material, checkpoint #9 of the “Measure” step, as you develop your problem statement.)

ATTACHMENT A



ANALYZE

6. List up to five (5) potential causes of the selected problem from checkpoint #5 in the “Measure” step.

Inadequate time for A/E to accurately verify compliance.

Unqualified personnel from A/E performing inspections.

Contractor A/E lack of communication regarding incomplete / noncompliant work.

Noncompliant work not discovered by A/E during inspections.

Lack of cooperation from A/E and CM in verification compliance.

7. List the root causes and describe the approach used to select them from among the others.

Root Causes Approach Used To Select Root Cause

A. Inadequate time Incomplete inspection reports

B. Unqualified personnel Improper inspection processes

C. Contractor / A/E lack of communication A/E’s failure to be aware of incomplete or noncompliant work

D. Noncompliant work missed by A/E Issues undiscovered until after final completion

E. Lack of cooperation Limited or no response

ATTACHMENT A



IMPROVE

8. List the countermeasure(s) you considered for implementation for each selected root cause from the “Analyze” step.

A) A/E to provide milestones and durations for A/E inspections to CM for incorporation into CPM schedule. Schedule longer durations (if necessary) for inspections prior to substantial / final completion.

B) Prequalify and identify personnel allowed to perform inspections. Where inadequacies are noted, Special Inspectors may be utilized.

C) Conduct “closeout” meetings with Owner, Architect and CM. Specialty subcontractors may be needed for specific information. Meeting frequency and duration TBD.

D) Create specific testing criteria for specialty items that are performance based and document results.

E) Instill motivation to cooperate and complete project timely.

9. Determine the “effectiveness x feasibility” score for each countermeasure, and note the highest scores.

A) Countermeasure scored 20.

B) Countermeasure scored 12 (not used for action plan).

C) Countermeasure scored 25.

D) Countermeasure scored 12 (not used for action plan).

E) Countermeasure scored 25.

(Hint: Refer to six sigma DMAIC course, checkpoint #18 of the “Improve” step.)

ATTACHMENT A



IMPROVE

10. Develop an action plan for each countermeasure to be implemented which shows the following: What (description of countermeasure) When (projected start and end dates) Who (accountable person) Which organizations need to support you Estimated cost to implement

A) A/E to provide milestone and duration information for inspections / performance verification to CM to incorporate into CPM schedule. These dates and durations shall be agreed upon and coincide with CM milestones as well. The project Architect shall be the responsible entity for preparation of this information. Support is required from the CM, Owner and scheduler. Estimated cost will be minimal if at all.

B) Prequalify A/E personnel that can perform inspections. Owner and Project Architect shall determine qualifications and suitability of each inspector and determine if Special Inspectors are needed. The Project Architect shall be the responsible entity. Support is required from the A/E, CM, Owner and scheduler. Estimated cost will be minimal, unless Special Inspectors are required.

C) Conduct “closeout” meetings and track progress of required documentation. These meetings should begin early in the project and be brief; consistency being the necessary requirement. The Owner, Architect and CM are jointly responsible and accountable. Support is required from entire Design / Build team. Costs to implement will be minimal, if any.

D) Specific testing and / or performance verification criteria may be necessary based upon the type of work-scope included in the project. These specifications shall be prepared by the Project Architect based upon Owner’s criteria and reviewed by the CM and appropriate subcontractors. Support is required from the Design / Build team. Costs for additional design fees and inspections may be required. These costs will be determined by the type of performance verification required.

E) Instill motivation in the Design / Build team to cooperate and maintain an open relationship when situations occur. Motivation is required from the project’s inception through closeout, in addition to including the warranty period. The Owner has the primary responsibility for motivation, however it is a characteristic the Project Architect and the CM’s Project Manager shall also possess. Support is required from the Owner / Architect and CM, including subcontractors. Cost to instill motivation may be minimal or unless many “team building” exercises are required.

(Remember: Email your action plan(s) with this completed DMAIC “Lite” Storyboard, per instructions on page 1.)

ATTACHMENT A



CONTROL

11. Briefly explain how you know the root causes were reduced or eliminated.

Inspection dates were known by all therefore preparation by the CM and subcontractors was complete which resulted in accurate and complete inspections and reports.

12. Briefly explain how you know the problem was reduced.

Recent projects were found to have fewer issues related to inaccurate A/E inspections.

13. Briefly explain how you know the theme measure was improved.

A/E inspections are more accurate, timely and performed in accordance with the project schedule.

14. Explain how you will prevent this problem from recurring.

Continue to follow through with the established process, measure results and modify processes accordingly based upon said results.

15. Identify which other BPS locations should consider implementing your countermeasures.

Maintenance Capital Projects Group

16. Identify what other BPS locations could learn from this project.

N/A

17. List the remaining problem areas in this process.

The process works well; the major issue is in the learning curve required for a new Design /Build Team or A/E that is not familiar with the process.

18. List the key lessons learned from this process improvement.

A/E Contract Closeout requires cooperation from the entire team and should not be delayed until the project is well underway.

ATTACHMENT A


FACILITIES DESIGN

PRIORITY PROCESS SELECTION MATRIX FORM Selection Factor

Key Work Processes Importance x Gap = Point Score Priority

Rank

Perform Program Development (3) 5 2 10 2

Develop Budget 5 2 10 2

Develop Scope of Work 5 1 5 4

Develop Bid Documents (2) 5 2 10 2

Develop Design Criteria Package 5 1 5 4

Select Design / Build Contractor 5 1 5 4

Design Project 5 2 10 2

Support Bid & Permit Activities 4 2 8 3

Support Construction and Construction Closeout Activities 4 2 8 3

Closeout A&E Contract (1) 5 3 15 1

Approval By BPS Board 5 1 5 4

SCALE: 5 = Extreme 4 = High 3 = Moderate 2 = Low 1 = None

ATTACHMENT A


KEY IN-PROCESS MEASURES DETERMINATION FORM Outcome Measures In-Process Measures

Q1 - Cost of Errors & Omissions as a % of Total Construction Cost

1. Cost of Errors & Omissions as % of Construction Costs at Schedule Milestones

1. Pre-Design Schedule Milestones

2. Project Design Schedule Milestones

3. Bid & Permit Support Schedule Milestones

4. Construction & Closeout Support Schedule Milestones

Q2 - % Variance from Design Schedule

5. A&E Contract Closeout Schedule Milestones

Q3 - % Variance from Design Budget 1. Cost Variance @ Design Deliverable Milestones

BPS Process Management System

Work System: Manage Facilities Design Leader: A. Caussade

Owner Members Key Work Priority Processes Name Email Name Email

1. 2. 3. KWP1 Perform Program

Development

4. 1. 2. 3. KWP2 Develop Budget

4. 1. 2. 3. KWP3 Develop Bid

Documents

4. 1. 2. 3. KWP4 Approval By Board

4. 1. 2. 3. KWP5 Develop Design

Criteria Package

4. 1. 2. 3. KWP6 Design Project

4.

BPS Process Management System

Work System: Manage Facilities Design Leader: A. Caussade

Owner Members Key Work Priority Processes Name Email Name Email

1.

2.

3. KWP7 Support Bid & Permit Activities

4.

1.

2.

3. KWP8 Support Construction and Construction Closeout Activities

4.

1.

2.

3. KWP9 Closeout A&E Contract

4.

WORK IN PROGRESS

MACRO Process Control System Process Name: Facilities Design Process Owner: Dane Theodore/Walt Petters Process Customer: The School Board of Brevard County, representing staff, students, parents and the community Critical Customer Requirements:

Current Sigma Level: TBD Process Purpose: Facilities Project Design Outcome Indicators: Q1 – Q3 Process and Quality Indicators Checking / Indicator Monitoring

Process Indicators

Control Limits Data to Collect

Timeframe (Frequency) Responsibility

Quality Indicators

Specs/ Targets

What is Checking Item or Indicator Calculation

When to Collect Data?

Who will Check?

Contingency Plans / Miscellaneous Actions Required for Exceptions Procedure References

P1 Pre-Design Schedule Milestones Target: 10% Reduction Baseline: 65 Days

Completion status of required tasks at schedule milestones At least monthly Director

Project Mgr. Review/analyze situation and request that the A&E provide a recovery action plan.

P2 Project Design Schedule Milestones Target: 10% Reduction Baseline: 20 Days



P3 Cost Variance @ Design Deliverable Milestones

Target: 10% Reduction Baseline: 3%



P4 Bid and Permit Support Schedule Milestones

Target: 10% Reduction Baseline: 30 Days



P5 Construction and Closeout Support Schedule Milestones




P6 Cost of Errors & Omissions (E&O) as % of Construction Cost at Schedule Milestones

Target: ≤ 1% Baseline: 3%

Cumulative cost of E&O and cumulative cost of construction

at schedule milestones At least monthly Director

Project Mgr. Analyze contingency budget and look for possible project scope reductions.

P7 A&E Contract Closeout Schedule Milestones

Target: 90 Days Baseline: 174 Days



P8 Develop Bid Documents Schedule Milestones



Project Mgr. Review/analyze situation and request that the Project Manager provide a recovery action plan.

Q1 Cost of Errors & Omissions as % of Total Construction Cost

Target: ≤ 1% Baseline: 3%

Total cost of E&O and total cost of construction

A&E Contract Closeout

Director Project Mgr.

Analyze contingency budget and look for possible project scope reductions.

Q2 Design Schedule Variance Target: > 0% Baseline: 2%

Design due date and design delivery date




Q3 Construction Budget Variance Target: ± 2.5% Baseline: -0.9% - 1.4%

Construction budget and total construction cost




Note: These P & Q measures do not apply to contractor-provided design work for minor renovation projects < $50,000 or placement/hook-up of relocatable units. Approved:

Date:

Rev #:

Rev Date:

And

WORK IN PROGRESS

Facilities Design Process Control System As of: 3-23-09

Key Work Process 9 – Closeout A&E Contract Process Control System (PCS) Process Name: Facilities Design Process Owner: Dane Theodore / Walt Petters Process Customer: The School Board of Brevard County, representing staff, students, parents and the community Critical Customer Requirements:

Current Sigma Level: TBD Process Purpose: Perform Facilities Project Design closeout activities. Outcome Indicators: Q1 – Q3 Process and Quality Indicators Checking / Indicator Monitoring

Process Indicators

Control Limits Data to Collect

Timeframe (Frequency) Responsibility

Quality Indicators

Specs/ Targets

What is Checking Item or Indicator Calculation

When to Collect Data?

Who will Check?

Contingency Plans / Miscellaneous Actions Required for Exceptions Procedure References

P7.1 Design Documentation Schedule Milestones


Design Documentation Completion status of required tasks at schedule milestones

Weekly prior to task completion

date Director

Project Mgr. Review / analyze project design scope and prepare project component milestones.

P7.2 Punch List Closeout Activity Schedule Milestones

Target: 10 Reduction% Baseline: 60 Days

Completion of Punch List Activities at schedule milestones

Weekly prior to task completion

date Director

Project Mgr. Review / analyze project design scope and prepare realistic design milestones

P7.3 A&E Document Closeout Activities Schedule Milestones

Target: 90 Days Baseline: 174 Days

Completion A&E Contract Closeout Activities at schedule milestones At least monthly Director

Project Mgr. Analyze design budget and prioritize project scope for potential work reductions.

Q2 % Variance from Design Schedule Target: + 0% to - ∞ Baseline: 2%

Design due date and design delivery date



Review / analyze project design scope and prepare realistic design milestones and analyze design budget and prioritize project scope for potential work reductions.

Note: These P & Q measures do not apply to contractor-provided design work for minor renovation projects < $50,000 or placement/hook-up of relocatable units. Approved:

Date:

Rev #:

Rev Date:

And

Countermeasures Matrix – Facilities Design

COUNTER-MEASURES

PRACTICAL METHODS

Action

ROOT

CAUSES

5 5 25 Yes

5 5 25 Yes

5 5 25 Yes

PROBLEM 4 5 20 Yes

4 4 16 Yes

4 4 16 Yes

SCALE: 1 = Negligible 2 = Somewhat 3 = Moderate 4 = Very 5 = Extreme

Effectiveness X Feasibility = Overall

Review CPM schedule

A/E to provide milestones and durations for A/E inspections

Schedule longer durations for inspections

Inadequate time for accurate A/E inspections

CM to receive input from A/E, revise CPM as needed

Conduct closeout meetings with project team

Follow CPM sched. modify as needed CM / AE lack of

communication

A/E Contract Closeout Exceeds scheduled closeout duration of 90 days

Schedule as necessary

Include specialty subcontractors

Apply based on complexity of work

Modify / include specific testing

Hire independent insp. as needed

Independent insp. process

Noncompliant work missed by A/E

DMAIC LITE STORYBOARD – IMPROVE – CHECKPOINT 10

Countermeasure Action Plans COUNTERMEASURE

PROJECTED START DATE

PROJECTED END DATE

ACCOUNTABLE PERSON

SUPPORT ORGANIZATION ESTIMATED COST

A/E to provide milestone and duration information for inspections / performance verification to CM to incorporate into CPM schedule.

Week 1 Week 12 Project Architect Support is required from the CM, Owner and scheduler

Cost of A/E to prepare milestone schedule.

Prequalify A/E personnel that can perform inspections.

Week 1 Week 12 Project Architect Support is required from the A/E, CM, Owner and scheduler.

BPS / A/E cost to prequalify A/E personnel.

Conduct “closeout” meetings and track progress of required documentation.

Week 1 Week 12 BPS (Owner) / A/E / CM

Support is required from entire Design / Build team.

Cost of attending closeout meeting, preparing meeting minutes and tracking action items.

Develop, as required, specific testing and / or performance verification criteria.

Week 1 Week 12 BPS (Owner) / CM

Support is required from the Design / Build team.

A/E cost to prepare testing and / or performance verification criteria.

Instill motivation in the Design / Build team to cooperate and maintain an open relationship when situations occur.

Week 1 Week 12 BPS (Owner) Support is required from the Owner / Architect and CM, including subcontractors.

BPS staff cost to motivate the D/B Team.

Contractor / A&E communication gap Date:

Conduct closeout meetings with Owner, Architect and CM. Owners:

Meeting attendance

1 2 3 4 5 6 7 8 9 10 11 12 Comments

Scheduled

Completed

Scheduled

Completed Monitor throughout progress

Scheduled

Completed Submit documents throughout

Facilities Design - KWP (9) A&E Contract Clouseout Action Plan

Root Cause:

Countermeasure:

Practical Method:

SBBC PM / A-E / CM

29-Jul-08

Owner / A/E

A/E, CM

A/ETurnover closeout documents related to A/E.

Track progress of closeout

3

WeekNo. Task Accountable

Person

1

2

Develop job specific closeout checklist based upon Owner's checklist

Laxk of cooperation Date:

Instill motivation in design team to complete process timely Owners:

Team building

1 2 3 4 5 6 7 8 9 10 11 12 Comments

Scheduled

Completed

Scheduled

Completed

Scheduled

Completed Continuous process

Facilities Design - KWP (9) A&E Contract Closeout Action Plan

Root Cause:

Countermeasure:

Practical Method:

SBBC PM / A-E / CM

29-Jul-08

Owner

A/E, CM

Owner / A/EMaintain an active role in completing the project

Buy-in of "project culture"

3


Person

1

2

Create "project culture" related to open and honest communication

Inadequate time allocated for A/E to complete inspections. Date:

A/E to provide inspection durations and anticipated dates required. Owners:

CPM scheduling

1 2 3 4 5 6 7 8 9 10 11 12 Comments

Scheduled

Completed

Scheduled

Completed

Scheduled

Completed Monitor and change as needed

3


Person

1

2

A/E to provide input for determining milestone dates and durations for inspections.

CM / AE

CM / AEA/E and CM to review and implement schedule

CM to build schedule

Failities Design - KWP (9) A&E Contract Closeout Action Plan

Root Cause:

Countermeasure:

Practical Method:

SBBC PM / CM

29-Jul-08

A/E

MANAGE FACILITIESDESIGN

MANAGE FACILITIESDESIGN

A. Caussade

Process Improvement

Document TreeMacro

Process: Process Owner: Document Title:

MACRO DMAIC LITE STORYBOARD

MACRO PCS

MACRO FLOWCHART

MACRO PRIORITY PROCESSSELECTION MATRIX FORM

MACRO KEY IN-PROCESSMEASURES DETERMINATION

SYSTEMS FORM

MACRO DMAIC LITE STORYBOARD

MACRO PRIORITY PROCESSSELECTION MATRIX FORM

KWP9 CLOSEOUT A&ECONTRACT FLOW CHART

KWP9 ACTION PLAN(s)

KWP9COUNTERMEASURE

MATRIX

KWP9 INDICATOR DATA

KWP1 DMAIC LITE STORYBOARD

KWP3 DMAIC LITE STORYBOARD

KWP1 PRIORITY PROCESSSELECTION MATRIX FORM

KWP3 PRIORITY PROCESSSELECTION MATRIX FORM

KWP1 PERFORM PROGRAM

DEVELOPMENT FLOWCHART

KWP3 DEVELOPBID DOCUMENTS

FLOW CHART

KWP1 ACTION PLAN(s) KWP3 ACTION PLAN(s)

KWP1COUNTERMEASURE

MATRIX

KWP3COUNTERMEASURE

MATRIX

KWP1 INDICATOR DATA KWP3 INDICATOR DATA

Note 1: May be required if flow chart has internal work processin addition to individual steps.

Note 1Note 1

Key Work Processes 1 - 9

1st DMAIC Lite Storyboard 2nd DMAIC Lite Storyboard 3rd DMAIC Lite Storyboard

A&E CONTRACT CLOSEOUT TIMELINE ANALYSIS

-100

0

100

200

300

400

500

Project Schools

Clo

seou

t Day

s

TOTAL DAYS SINCE SC DAYS IN EXCESS OF 90 DAYS TIMELINE TARGET AVG TIMELINE

TOTAL DAYS SINCE SC 341 203 68 101 38 30 449

DAYS IN EXCESS OF 90 DAYS 251 113 -22 11 -52 -60 359

TIMELINE TARGET 90 90 90 90 90 90 90

AVG TIMELINE 176 176 176 176 176 176 176

Cocoa Beach HS Bayside HS Heritage HS Melbourne

HSMerritt Island

HS Satellite HS Palm Bay HS

Timeline Target = 90

Average Timeline = 174

A&E PROJECT CLOSEOUT VARIANCE ANALYSIS

0.00%

100.00%

200.00%

300.00%

400.00%

500.00%

600.00%

PROJECT SCHOOLS

PER

CEN

T VA

RIA

NC

E

PERCENT VARIANCE BASELINE TARGET

PERCENT VARIANCE 378.89% 225.56% 75.56% 112.22% 42.22% 33.33% 498.89%

BASELINE 195% 195% 195% 195% 195% 195% 195%

TARGET 100% 100% 100% 100% 100% 100% 100%

Cocoa Beach HS Bayside HS Heritage HS Melbourne HS Merritt Island

HS Satellite HS Palm Bay HS

Baseline = 194%

Target = 100%

A&E Contract Closeout that is completed 90 days from substantial completion will meet the 100% target. As of the date of this analysis on 7/22/09, the seven active projects shown in this chart have not completed A&E closeout activities. Four projects exceed the 194% baseline and three are below the 100% target

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PPllaann DDoo CChheecckk AAcctt

EZDMAICSM is a registered Service Mark of ets Inc. ~ Copyright 2009, ets Inc. Page 1

Macro Process Name: Manage Facilities Design Key Work Process: KWP9 – Manage A&E Contract Closeout

Work System / Leader: Ed Curry Process Owner: DGT / AC DMAIC Status: Improve Cycle: Yes Refine Cycle: No

DEFINE

1. The stakeholder and need were identified. Yes: X No: Rating: 5 Comment: Internal and external customers were identified.

2. An indicator measuring our performance in meeting the need was developed. Yes: X No: Rating: 5

Comment: Q Measure Q2 – “Percent (%) Variance from Design Schedule and Design Completion” was developed. Partial tracking has started. The design on all active contracts was completed before this improvement project was started. A&E Contract closeout had not started at that time. 3. A theme statement consistent with the indicator was selected. Yes: X No: Rating: 5 Comment: Yes the theme statement is consistent with Q2 and In Process indicators. Theme Statement: Complete A/E Contract Closeout within 90 days from Substantial Completion.

Rating Legend:

5 = Checkpoint Fully Satisfied / 4 = Meets Most Criteria of Checkpoint / 3 = Meets Minimal Requirement of Checkpoint 2 = Checkpoint Somewhat/Partially Satisfied / 1 = Checkpoint Not Addressed




MEASURE

4. The theme was stratified from various viewpoints and a significant problem was chosen. Yes: X No: Rating: 5

Comment: The theme statement was developed during a brainstorming session where Q 2 surfaced as a core problem.

5. A target for improvement was established based on the stakeholder's need and its impact on the theme indicator was determined. Yes: X No: Rating: 5

Comment: A target has been established. A 10% percent reduction (improvement) in the time it takes to close out an A&E contract was established.

6. A problem statement that addressed the gap between the actual and target values was developed. Yes: X No: Rating: 5

Comment: Actual and target values existed from previous data thus establishing the gap.

Gap: The typical average time it takes to close out an A&E contract is 120 days.

Rating Legend:





ANALYZE

7. Potential causes most likely to have the greatest impact on the problem were selected. Yes: X No: Rating: 5

Comment: Five potential causes were identified. Three were chosen as the most effective and countermeasures were developed.

8. A relationship between the root causes and the problem was verified with data. Yes: No: X Rating: -

Comment: Not entirely as the closeout cycle times from past projects were not available and current 2008 / 2009 projects have not cycled through the closeout process.

9. Root causes were selected and the impact of each root cause on the gap was determined. Yes: No: X Rating: -

Comment: Same as above. Rating Legend:





IMPROVE

10. Countermeasures were selected to address verified root causes. Yes: X No: Rating: 4

1. Comment: Five countermeasures were selected based upon implementation.

11. The method for selecting the appropriate practical methods was clear and considered effectiveness and feasibility. Yes: X No: Rating: 4

Comment: Refer to countermeasure matrix and action plans for details.

IMPROVE

12. The action plan reflected accountability, schedule, and cost, and was implemented. Yes: X No: Rating: 5

Comment: All three action plans that were developed incorporated showing accountability, schedule and associated cost.

Rating Legend:





CONTROL

13. [Results] The effect of countermeasure on the root causes was demonstrated. Yes: No: X Rating: -

Comment: Due to project cycle constraints, this could not effectively be determined at this time. 14. [Results] The effect of countermeasures on the problem was demonstrated. Yes: No: X Rating: -

Comment: Due to project cycle constraints, this could not be effectively determined at this time. 15. [Results] The improvement target was achieved and causes of significant variation were

addressed. Yes: No: X Rating: -

Comment: Due to project cycle constraints, this could not be effectively determined at this time. 16. [Results] The effect of countermeasures on the theme indicator representing the

stakeholder’s need was demonstrated. Yes: X No: Rating: 4

Comment: Based upon the ability to address the need, and implementation of countermeasures and action plans, the stakeholders theme was addressed.

CONTROL

17. [Standardization] A method was established to document, permanently change, and communicate the revised process or standard, and was implemented. Yes: X No: Rating: 4

Comment: This is currently in progress and will become standardized through a series of Department Policy Directives.

18. [Standardization] Specific areas for replication were identified, and an action plan was developed to promote organizational learning. Yes: No: X Rating: -

Comment: Not at this time. Pursuant to analysis upon full cycle, and with necessary modifications, this will be implemented.

19. [Future Plans] Any remaining problems of the theme were addressed. Yes: No: X Rating: -

Comment: None at this time.

CONTROL

20. [Future Plans] Lessons learned, P-D-C-A of the ets Six Sigma DMAIC Method, and team growth were assessed and documented. Yes: X No: Rating: 4

Comment: Future plans will include utilization of the DMAIC process when a potential problem is identified. This process along with lessons learned, brainstorming and other team activities related to process and quality improvement will be the focus for identifying and resolving future situations.

Rating Legend:
