Facilities Management with the Mission of Correctional Facilities

15 October 2013

Strategy / Alignment of Sustainment

Industry Perspective of Facility Management

Industry Associations International Facility Management Association (IFMA) Association of Higher Education Facilities Officers (APPA) American Society for Heating, Refrigerating and Air

Conditioning Engineers (ASHRAE) American Society for Healthcare Engineers (ASHE) Building Owners and Managers Association (BOMA) Institute of Real Estate Management (IREM) Association of Facility Engineers (AFE) American Society of Civil Engineers (ASCE) Society of American Military Engineers (SAME) British Institute of Facilities Management (BIFM) The Royal Institute of Chartered Surveyors (RICS) Facility Management Association of Australia (FMAA)

Industry Perspective of Facility Management

4

International Perspective of FM

5

International Perspective of FM

There will never be enough resources to meet my facility needs. So, what do I do?

150160170180190200210220230240250

Fiscal Year

FTE

's

0

5,000,000

10,000,000

15,000,000

SF

Mai

ntai

ned

(MM

)

FTE's SF Maintained

Underlying Commonality

Time is the coin of your life. t is the only coin you have, and only you can determine how it will be spent. Be careful lest you let other people spend it for you.

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Strategy / Alignment of Sustainment

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Facilities Asset Management Operations & Maintenance FM Technologies Training / Performance Measurement

Strategy / Alignment of Sustainment

Best Practices in…

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Facilities Asset Management Operations & Maintenance FM Technologies Training / Performance Measurement

Strategy / Alignment of Sustainment

Best Practices in…

9

Stewardship of Federal Facilities: A Proactive Strategy for Managing

Public Assets

National Academy of Sciences - TrilogyInvestments in Federal

Facilities: Asset Management Strategies

for the 21st Century

Predicting Outcomes of Investments in

Maintenance and Repair of Federal Facilities

1. Closely align facilities with the organization's mission

2. Dispose of excess or underutilized facilities

Facility Asset ManagementBest Practices

3. Link M&R investments to the organization’s bottom line

4. Invest to ensure compliance with regulatory or statutory requirements

5. Invest in efficient operations

Facility Asset ManagementBest Practices

Standardize FCA Program

Goal is to conduct objective and accurate facility condition assessments and create a Facility Asset Management Plan that is…

Rational Repeatable Recognizable Credible

Facility Asset ManagementBest Practices

Standardized documented process that provides accurate, consistent, and repeatable results.

Detailed ongoing evaluation of real property assets that is validated at predetermined intervals.

Standardized cost data based on industry-accepted cost estimating systems (repair/replacement)

User-friendly information management system that prioritizes DM and CR.

Standardize FCA Program

Facility Asset ManagementBest Practices

Success in securing adequate M&R funding = Presenting a clear, consistent and certain

message.

Best practices do the following:» Establish a framework of procedures/criteria» Create effective decision-making environment» Provide a basis for measuring outcomes

Effective Communication Strategies

Facility Asset ManagementBest Practices

Effective Communication Strategies

Facility Asset ManagementBest Practices

Communicating Outcomes & RiskCommunication Strategies

Communicating Outcomes & RiskCommunication Strategies

Facilities Asset Management Operations & Maintenance FM Technologies Training / Performance Measurement

Strategy / Alignment of Sustainment

Best Practices in…

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Reliability-Centered Maintenance (RCM)

Preventive Predictive

Proactive demand

Prioritization: Streamlined RCM

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

High $

Downtime Costs

Repair Costs Cost of PM

Mai

nten

ance

Cos

ts

Low $

Optimal Maintenance

Low HighLevel of Maintenance

Lost Productivity

Excessive PM

*

*

Predictive Testing and Inspection (PT&I)

PT&I Toolkit

PT&I Type What is it? Why use it? What equipment?

Vibration Monitoring & Analysis Measures vibration

ID rotor imbalance, misalignment, and bearing

wear

Motors, pumps, fans (rotating equipment)

Infrared Thermography (IRT) Photo of heat/temp.

ID hot/cold spots caused by loose or dirty connections

or leaks

Electrical equipment, roofs, facades

Oil Analyses Sampling and analyzing lubricating oil

Evaluate lubricant degradation, contamination

and ID machine wear

Generators, chillers, elevators

Airborne Ultrasonics Detects sounds beyond human hearing Detect leaks

Compressed air, gas, steam, and vacuum

systems

Motor Circuit Analysis (MCA)

Tests electrical attributes of motors

Determine condition of motors New and rebuilt motors

Laser Alignment Measure alignment of shafts and pulleys ID misalignment Pumps, motors, fans,

shafts and pulleys

Predictive Testing and Inspection (PT&I)

Ultrasonics

How it is used… Mechanical/electrical inspections. Airborne leak surveys of…

• Compressed air systems.• Gas and steam systems.• Negative pressure (vacuum) systems.• Non-pressurized systems (tone generators).

Predictive Testing and Inspection (PT&I)

Predictive Testing and Inspection (PT&I)

Vibration Screening & AnalysisHow it is used…

Critical rotating equipment. Screening & Trending. ID deteriorating conditions.

Predictive Testing and Inspection (PT&I)

Infrared Thermography (IRT)How it is used…

Electrical & Mechanical Equipment. Facades / Exterior Elements.

Predictive Testing and Inspection (PT&I)

Lubricating Oil AnalysisHow it is used…

Emergency generators. Hydraulic elevators. Chillers.

Predictive Testing and Inspection (PT&I)

Laser Sheave Alignment Quickly ascertain and correct angular and offset

misalignment between the pulleys.

Predictive Testing and Inspection (PT&I)

Laser Sheave AlignmentHow it is used…

Sheave alignment. Belt-driven equipment.

Predictive Testing and Inspection (PT&I)

RCM Successes at SIReliability-Centered Maintenance (RCM)

RCM Successes at SI

Condition-Based Lubrication Program

Steam Trap Performance Testing

Reliability-Centered Maintenance (RCM)

Facilities Asset Management Operations & Maintenance FM Technologies Training / Performance Measurement

Strategy / Alignment of Sustainment

Best Practices in…

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Why Do We Need FM Technology?

Tool

Measure

Data

FM Technologies (CMMS/IWMS)<10k 20k 30k 40k 50k 60k 70k 80k 90k 100k 110k 120k 130k 140k 150k 160k 170k 180k 190k >200k

CMMSSchoolDude

FMDesktop (Stopped Dev.)

Thinkage's MainBoss

MicroMain's XM

Facility Wizard

Mainsaver

FacilityTree

Upturn's Sprocket

Corrigo's Work Track

Eagle Technologies MMII

FMWorks

Cybermetrics FaciliWorks

MainStar

TMA

SKIRE

Angus Anywhere

EPAC

DataStream MP8i

360 Facility

Hansen

IBM's Maximo

CAFM / IWMSPlanon

AssetWork's AiM

Tririga v9

FM:Systems FMInteract

Archibus TIFM

Manhattan Software

Accruent

BIGCenter IWMS

FAMIS

Bricsnet

Qube Global Software

Varsity's AxisFM

: Licensing Costs : Implementation Costs

Computerized Maintenance Management Systems (CMMS)

CMMS/IWMS Solutions

Integrated Work Management Systems

CMMS/IWMS Solutions

“Reliable and appropriate data and information are essential for measuring and predicting beneficial outcomes of investments in maintenance and repair for predicting the adverse outcomes of lack of investment.”

Communicating Outcomes & RiskFM Technologies (CMMS/IWMS)

Facilities Asset Management Operations & Maintenance FM Technologies Training / Performance Measurement

Strategy / Alignment of Sustainment

Best Practices in…

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Smithsonian InstitutionWorld-Class FM Innovation

Performance Measures PM-PdM/CM Ratio PM-PdM Compliance PM-PdM Effectiveness Uptime/Reliability Rework Work Order Type Distribution Work Order Aging Overall Equipment Efficiency (OEE) Overall Craft Effectiveness (OCE) Top 10 Problem Codes

Tota

l Fac

ilitie

s Cos

ts ($

/s.f.

)

Time (years)

5

10

15

CustodialUtilitiesM&OCapital RenewalDeferred Maint.

Total Cost of Ownership

$14.58/s.f$12.84/s.f

Total savings on a 500,000 s.f. facility = $869,500/year (12% decrease)

0 1 2 3 4 5 6 7 87 9

3.5% reduction in utility costs due to increased energy efficiency

Increase in staff (3) and materials for PM program

10% reduction in CR due to extended equipment service life

Initial increase in DM due to increased PM and identification of additional needs

Decrease in DM due to equipment overhaul and repairs (20% long term)

Total Cost of Ownership

Creating high-performance FM organizations that

enables the overall organization achieve its

mission

Questions / Discussion

Thank YouJim Whittaker

whittaker@feapc.com

BIM COBie RCM PT&I/PdM AFDD CMMS/IWMS Evolving Workplace M&R Investments

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Current Hot Topics in FM KPIs BSC TCO LCA / LCCM Interoperability Commissioning Design for Maint. EPP / PDM

National Academy of Sciences – ReportCore Competencies for Federal Facilities Asset Management Through 2020 – Transformational Strategies

integrating aligning innovating

Business TechnicalEnterprise Knowledge

Behavioral

CONTINUOUS IMPROVEMENT

LIFECYCLEMANAGEMENT

STRATEGICDECISION MAKING

OWNER

Governing Approach

Core Competencies

Skills Base

Governing Mindset

Governing Behavior

Essential areas of expertise

Framework for Effective Federal Facilities Asset Management

Facility Lifecycle Management

10-25%

50-70%

10-25%

Studies Failure1. The Gartner Group Study - 64%2. Standish Group Study- 66%3. The Robbins-Gioia Survey - 51%4. Conference Board Survey - 40%5. The KPMG Study - 61%6. The Chaos Report - 84%7. The OASIG Survey - 70%

IT Project Failure Statistics

To err is human; but to really foul things up takes a computer.

Top Five Reasons (Internal)1. Lack of Strategy (Outcomes)2. Inadequate Resources/Investment3. Inconsistent Data Standards4. Lack of FM Process Understanding/Training 5. Unsuccessful in Selling the WIIFM

Why CMMS Projects Fail

Bonus – Client/Vendor Speaking Different Languages

Top Five Reasons (Vendor)1. Vendors Often Lack FM Expertise2. Difficulty Understanding Expectations3. Delta in Sales vs. Implementation4. Train on Software not FM Processes 5. They Are Not – “Not-For-Profit”

Why CMMS Projects Fail

More Reasons• Lack of true integration (‘I’ in IWMS)• Lack of data ownership, quality, maintenance• IT Office run projects (relationships)• Trying to accomplish too much (broad scope)• Rapid pace of technology changes (vendor growth)• Too much focus on look and feel of software• Selection based only on functionality• CMMS is viewed as a static system• Viewed as a location specific tool• The project team sees the project as complete once the

system goes live

Why CMMS Projects Fail

What to do…• Establish Goals & Objectives (Vision)• Develop Strategic Optimization Plan • Establish Data Standards• Align Technology with Processes• Simplify / Integrate Technologies• Train on Processes & Maintain Data• Measure Success (Metrics)

How to Achieve Success

2 Desired Outcomes

3 Process Review

4 Data Review5 Technology Audit

6 Optimization Plan

7 Metrics & Reporting

1 Culture and Trust

Technology Optimization Process

FM Processes Planned Maintenance

Demand/Corrective Maintenance

FM Processes

Metrics / Reports

Metric Description Std.1 Metric Description Std. 1

Facility Condition Index (FCI) <0.05 Stockroom Turns / Year 2 - 3

Deferred Maintenance Backlog Trend Annual Training Hours >40 hrs.

On-the-job Wrench Time >60% Maint. Cost / Replacement Cost 3 - 4%

PM / CM Ratio 70 / 30 Percent Return Work <5%

Unscheduled Maintenance Downtime <2% Mean Time Between Failures Trend

PM Schedule Compliance >95% % Failures Assessed: Root Cause >75%

CM Schedule Compliance >90% Maintenance OT Percentage 5-15%

Unscheduled Man-Hours <10% % WO Covered by Estimates >90%

WO Turn-Around Time Trend On-Site Supervisor Time >65%

Emergency Response Time <15 min.2 Stockroom On-Time Delivery >97%

Stockroom Service Level >97% Material / Part Performance >98%

MISSION“To provide the facilities and operational support required to fulfill the

mission, vision and values of _________________________.”

CORE VALUES

Customer Perspective

Process Perspective

Learning and Growth Perspective

Financial Perspective

Caring Integrity Discovery

A Facilities Management organization whose people possess the latest skills and knowledge, and are recognized for

their contributions to the organization.

Optimally used resources that provide the best value when compared to other providers and which are utilized in total

alignment with the strategy of the organization.

Deliver services that our customers need and value.Our customers recognize us as their provider of choice.

Services that are delivered by continually enhanced processes, efficiently, and seamlessly.

MISSION“To provide the facilities and operational support required to fulfill the

mission, vision and values of _________________________.”

CORE VALUES

Customer Perspective

Process Perspective

Learning and Growth Perspective

Financial Perspective

Caring Integrity Discovery

1. Establish a proactive customer service program2. Develop partnerships with customers for mutual success3. Implement effective customer service feedback and measurement

system

4. Simplify and streamline processes5. Improve the delivery of service6. Integrate technology to improve services7. Adopt best practices to improve services

8. Provide appropriate training for our employees9. Formalize a program for career development10. Prepare and encourage employees to implement new techniques

11. Establish a high level of accountability12. Align department priorities with institutional requirements13. Benchmark performance14. Maximize asset utilization

Key Resources

Key Resources

Key Resources

Developing a Common Language

Between Facility Managers & Business Officers

A Common Language

Deferred Maintenance vs. Facilities Renewal