macro manage facilities process: construction...

MacroProcess: Process Owner:

Work System OwnerEd Curry

Work System Enabling LeaderDane Theodore, Director

Priority Processes Owner Dennis Bonny, Project Mgr.

April 21, 2009

Revision 2

Manage Facilities Construction

Process Improvements

R TE NC EI IP

R TE NC EI IPGOVERNOR’S

STERLING AWARDGOVERNOR’S

STERLING AWARD

00 72 00 72

D. BonnyMANAGE FACILITIES

CONSTRUCTION

CCC HIGH SCHOOLBAYSIDE HIGH SCHOOL

REVISION LOG

SECTION NUMBER REVISION DATE REVISION DESCRIPTION

10

11

6

13

14

18

3/16/09

3/16/09

4/21/09

4/21/09

4/21/09

4/21/09

Macro PCS Baseline Update

KWP6 & 7 PCS Baseline Update

KWP6 & 7 DMAIC Storyboard Lite

Project Closeout Activity CountermeasureMatrix

Project Closeout Activity CountermeasureAction Plan Matrix

EZDMAIC 20 Checkpoint Review



CONSTRUCTION

D. BonnyMacro

Process: Process Owner:

Table of Contents1. Cover Sheet2. Table of Contents3. Internal and External Customers4. Macro Flow Chart5. Key Work Process 6& 7 Flow Chart6. DMAIC Lite Storyboard - Check Points 1-187. Priority Process Selection Matrix Form8. Key-In-Process Measures Determination System Form9. BPS Process Management System10. Macro Process Control System Form11. Key Work Process 6 & 7 Process Control Form12. Macro Countermeasure Matrix13. Project Closeout Activities (KWP6 & KWP7) Countermeasure Matrix14. Countermeasure Action Plan Matrix15. Action Plan(s) for Root Causes16. Document Tree17. Key Work Process Indicator Data18. EZDMAIC 20 Checkpoint Review

MANAGE FACILITIES CONSTRUCTION


ESCC INTERNAL CUSTOMERSSchool Board

SuperintendentArea SuperintendentsDistrict AdministrationSchool Administration

ECSS EXTERNAL CUSTOMERSState of Florida

Florida Department of EducationLocal Government Agencies

Parents / GuardiansStudents


CONSTRUCTION

ISSUENOTICE TOPROCEED

NEED PROJECTCONSTRUCTED

PERFORM SUBSTANTIAL COMPLETION ACTIVITIES

SELECTCONTRACTOR

PERFORM PRE-CONSTRUCTION ACTIVITIES

?

?

?

?

?

?

?

?

PRE-CONSTRUCTIONREQUIREMENTS MET?

BOARD APPROVED?

CONSTRUCTIONCLOSEOUT COMPLETE?

SUBSTANTIAL COMPLETION

REACHED?

TEMPORARY CONEEDED?

YES

YES

YES

NO

NO

NO

YES

YES

NO

NO

NEED ISMET

OBTAIN CFI

DELIVERABLES:

D1. Certificate of Occupancy (CO)

D2. Projects Constructed per BPS Design Specifications, Florida Building Code, and State Requirements for Educational Facilities

D3. Certificate of Final Inspection (CFI)

D4. As-Built Project Plans

Q1 - Actual Sales Tax Savings / Possible Sales Tax Savings (%)

Q2 - Construction Critical Path Milestones (% Variance from Construction Schedule)

Q3 - Construction Budget vs. Actual Construction Costs (% Variance)

Q4 - Construction-Related SESIR Incidents

Q5 - Construction Safety JLA Security Incidents

Q6 - Warranty Actions

P2 - Construction Critical Path Milestones

P3 -

P4 - Cumulative Sales Tax Savings as a % of Construction Cost

P5 - Monthly Construction Budget vs. Actual Construction Cost Variance

P6 - Construction-Related School Environmental Number of Safety Incident Report (SESIR) Incidents Involving Students and School Staff

P7 - Number of Construction Worker Safety Incidents

P8 - Number of Jessica Lundsford Act (JLA) Incidents

Cumulative Use of Estimated Contingency Funds as a Percent (%) of Cumulative Construction Costs

P1 - Pre-Construction Activity Milestones

P10 - Construction Closeout Activity Milestones

P9 - Substantial Completion Activity Milestones

P11 - Administrative Closeout Activity Milestones

P12 - Number Warranty Requests

? ADMINISTRATIVE

CLOSEOUT COMPLETE?

NO

YES

PERFORM ADMINISTRATIVE CLOSEOUT ACTIVITIES

PROJECT VALUE <$200K?

APPROVE CONTRACTOR BY BOARD

BOARDAPPROVAL

REQUIRED?

D1

D2

D3

D4

OBTAINTEMPORARY

CO

MANAGE PROJECT

HAS THE CONTRACTOR REQUESTED SUBSTANTIAL COMPLETION INSPECTION?

YES

YES

YES

NO

NO

NO

PERFORM CONSTRUCTION CLOSEOUT ACTIVITIES

KWP1

KWP2

KWP3

KWP4

KWP5

KWP6

KWP7

WHO

STEP


OBTAIN CO

START WARRANTY

QUESTION

NEED

PERFORM

PERFORM

APPROVE

SELECT

QUESTION

QUESTION

ISSUE

QUESTION

MANAGE

OBTAIN

QUESTION

QUESTION

START

OBTAIN

QUESTION

QUESTION

MANAGED

QUESTION

PERFORM

PERFORM

MANAGEFACILITIES CONSTRUCTION D. THEODORE

BPS FACILITIES SERVICES CONTRACTOR

BPS SCHOOL BOARD

FACILITIES SERVICES / Robert J. Wiebel & Dennis Bonny 10/30/08

NEED TO CLOSEOUT CONSTRUCTION

CONTRACT

NEED ISMET

Deliverables: D1 - Closeout Documents per Item #2 of Procedural Guidance. D2 - Architect Closeout Documents per Item #2 of Procedural Guidance D3 - CM Closeout Documents per Item #2 of Procedural Guidance. D4 - Owner Training & Video Training / Instruction D5 - Final Closeout Amendment W/ Attachments for Board Approval

?

?

?

?

?

PUNCH LISTCOMPLETED?

HVAC TEST &BALANCE COMPLETE?

OWNER TRAININGCOMPLETE?

AUDITACCEPTABLE?

OTHER CM/A&ECLOSEOUT DOCS

ACCEPTABLE?

YES

YES

YES

YES

YES

NO

NO

NO

NO

NO

PREPARE & SUBMIT CM/ A&E CLOSEOUT

DOCUMENTS

REVIEW OTHER CM/A&ECLOSEOUT DOCUMENTS

REVIEW CM/A&ECLOSEOUT DOCUMENTS

COMPLETE PUNCH LIST

PERFORM EQUIPMENT SYSTEMS TRAINING

CONDUCT AUDIT

BOARD APPROVAL

RELEASE FUNDS

CM/A&E PROVIDE INFO

PREPARE FINALAMMENDMENT &

PRESENT TOBOARD

P1 - # CLOSEOUT DOCS SUBMITTED

P2 - # CLOSEOUT DOCS REVIEWED

WHO

STEP

KWP6 &KWP7Process: Process Owner:

SCHOOL CM / AE / DBBPS FACILITIES

PREPARE &SUBMIT

QUESTION

QUESTION

REVIEW

QUESTION

REVIEW

NEED

COMPLETE

PERFORM

QUESTION

MANAGED

PROVIDE

QUESTION

APPROVAL

RELEASE

PREPARE

CONDUCT

PERFORM CONSTRUCTION

CLOSEOUT ACTIVITIES

FACILITIES SERVICES: ROBERT J. WIEBEL / DENNIS BONNY 11/21/08

Q1 - CONSTRUCTION CLOSEOUT DOCUMENT REVIEW MILESTONES COMPLETED

Q2 - CLOSEOUT DOCUMENTS REVIEWED AND APPROVED IN 5 BUSINESS DAYS OR LESS

Q3 - OWNER TRAINING / INSTRUCTION MILESTONECOMPLETED

Q4 - CONSTRUCTION AUDIT MILESTONES COMPLETED

Q5 - BOARD AMENDMENT PREPARATION AND APPROVAL MILESTONES COMPLETED

D. BONNY

Facilities Construction DMAIC Lite 4/22/2009 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 Construction

Work System / Leader: Dane Theodore Revision: 1 Date: 4/21/09

Macro 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 (KPI 16), as it related to “Safe and Healthy Learning and Work environment and the Ten (10) Year Facilities Improvement Plan, the design of facilities must utilize a structured approach to controlling the cost of construction, the implementation of the construction schedule and a safe construction site. In light of this structured construction approach, constant monitoring of cost, schedule and safety at all levels is imperative. Six (6) Q Measures have been developed to collect cost and schedule data:

i. , Q1 - Actual Sales Tax Savings / Possible Sales Tax Savings (%),

ii. Q2 - Construction Critical Path Schedule Milestones (% Variance from Schedule),

iii. Q3 - Construction Budget vs. Actual Costs (% Variance),

iv. Q4 - Construction-Related SESIR Incidents,

v. Q5 - Construction Worker Safety and JLA Incidents, and

vi. Q6 - Warranty Actions.

2. Explain which process Q measure(s) will be improved.

In order to identify the Q Measure to improve, a Facilities Construction 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 Construction Closeout Activity Milestones” and “Administrative Closeout Activity Milestones”. These two activities together are classified as “Project Closeout Activities”.

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.

Actual Project Completion Date exceeds the Contractual Project Completion Date by a variance that ranges between minus (-) 22.75 days to plus (+) 65.33 days during fiscal years 04 - 08


DMAIC “Lite” Storyboard

MEASURE

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

Pre-construction activities take longer than estimated.

Substantial completion activities take longer than estimated.

Construction closeout activities take longer than estimated.

Administrative closeout activities take longer than estimated.

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: Construction and Administration closeout activities take excessive time to complete. Contractors are consistently late in completing HVAC commissioning and project turnover. Problem Statement: Closeout for projects scheduled for completion in 2007, were impacted by incomplete and / or improperly commissioned HVAC work which precluded the project’s final completion be achieved within the scheduled 90 day period after substantial completion. Gap: Four projects were completed in 2007 with a completion variance that ranged between minus (-) 20 days to plus (+) 121 days. That is a 141 day range. Final completion average gap for all projects is 22.25 days.

(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.)



ANALYZE

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

Untimely delivery of HVAC equipment.

Longer than scheduled delays in HVAC commissioning.

Lack of coordination between CM / HVAC sub / TC sub-sub.

Test and Balance contractor start date slipped.

TC sub did not complete scope of work timely.

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. Equipment delivery CPM schedule slipped, adjacent task durations shortened

B. Longer commissioning duration Milestone date missed

C. Coordination issues Poor communication and follow through

D. T & B start date Report submissions late

E. TC not complete Maintenance unable to monitor systems, excessive utility usage



IMPROVE

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

A) CM’s CPM schedule to include long lead equipment submittal / approval / fabrication and delivery dates with logic ties to related milestones.

B) Hire commissioning agent, conduct commissioning meetings at key intervals during construction.

C) Modify relationship between HVAC sub and TC sub-sub. TC to be contracted directly with CM.

D) Include T & B sub in commissioning meetings, explore alternatives for component testing.

E) CM to monitor closely work of TC subcontractor and TC subcontractor schedule.

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

Countermeasure Effectiveness Feasibility Overall Action

A 5 4 20 Yes

B 5 4 20 Yes

C 5 5 25 Yes

D 5 5 25 Yes

E 5 5 25 Yes

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

See attached Countermeasure Action Plan Matrix.

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



CONTROL

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

Equipment deliveries would occur timely, which will help eliminate schedule slippage.

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

Schedule slippage was eliminated from specific durations where this process was used.

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

More work will be completed, verified and / or corrected prior to substantial completion.

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

Continue to follow through with the established process, measure results and modify accordingly based upon said results or project specific requirements.

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

Maintenance, for certain capital projects, ET and CTE for planning activities with Facilities.

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

Maintenance.

17. List the remaining problem areas in this process.

No process is full-proof, especially processes such as these that can be disrupted by human error, which is the major component for this process to fail.

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

Project closeout is not just a milestone; it is a continuous process that requires thought, commitment and incremental task completion by the team throughout the project’s duration.

ATTACHMENT A


FACILITIES CONSTRUCTION

PRIORITY PROCESS SELECTION MATRIX FORM Selection Factor

Key Work Processes Importance x Gap = Point Score Priority Rank

Select Contractor 5 1 5 3

Approve Contractor By Board 5 1 5 3

Perform Pre-Construction Activities 5 2 10 2

Manage Project 5 1 5 3

Perform Substantial Completion Activities 5 2 10 2

Perform Construction Closeout Activities 5 3 15 1

Perform Administrative Closeout Activities 5 3 15 1

Perform Warranty Administration 5 1 5 3

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 - Actual Sales Tax Savings / Possible Sales Tax Savings (%)

1. Cumulative Sales Tax Savings as a % of Construction Cost

1. Pre-Construction Activities Milestones

2. Construction Critical Path Milestones

3. Substantial Completion Activity Milestones

4. Construction Closeout Activity Milestones

Q2 - Construction Critical Path Schedule Milestones (% Variance from Schedule)

5. Administrative Closeout Activity Milestones

1. Cumulative Use of Estimated Contingency Funds as a Percent (%) of Cumulative Construction Costs

Q3 - Construction Budget vs. Actual Costs (% Variance) 2. construction Budget vs. Actual Construction Cost

Variance

Q4 - Construction-Related SESIR Incidents 1. Number of Construction-Related School

Environmental Safety Incident Report (SESIR) Incidents Involving Students and School Staff

1. Number of Construction Worker Safety Incidents Q5 - Construction Worker Safety and JLA Incidents

2. Number Jessica Lundsford Act (JLA) Incidents

Q6 - Warranty Actions 1. Number of Warranty Requests

BPS Process Management System

Work System: Manage Facilities Construction Leader: Dennis Bonny

Owner Members Priority Processes Name Email Name Email

1.

2.

3. KWP1 Select Contractor

4.

1.

2.

3. KWP2 Approve Contractor By Board

4.

1.

2.

3. KWP3 Perform Pre-Construction Activities

4.

1.

2.

3. KWP4 Manage Project

4.

1.

2.

3. KWP5

Perform Substantial Completion Activities

4.

BPS Process Management System

Work System: Manage Facilities Construction Leader: Dennis Bonny

Owner Members Priority Processes Name Email Name Email

1.

2.

3. KWP6

Perform Construction Closeout Activities

4.

1.

2.

3. KWP7

Perform Administrative Closeout Activities

4.

WORK IN PROGRESS

Macro Process Control System Process Name: Facilities Construction Process Owner: Dane Theodore

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 Construction Outcome Indicators: Q1 – Q6 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-Construction Activity Schedule Milestones

Target: 100% of activities completed by scheduled

milestone date Baseline: 10 days

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

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

P2 Construction Critical Path Schedule Milestones





P3 Cumulative Use of Estimated Contingency Funds as a Percent (%) of Cumulative Construction Costs

Target: ≤ 2.5% Baseline: 2%

Cumulative use of estimated contingencies – Cumulative Construction Costs At least monthly Director

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

P4 Cumulative Sales Tax Savings as a % of Construction Cost

Target: ≥ 1% Baseline: 1.25%

Cumulative sales tax savings from owner direct purchase records

and cumulative construction cost At least monthly Director


P5 Monthly Construction Budget vs. Actual Construction Cost Variance.

Target +/- 2.5% Baseline -.9% - 1.4% Construction Budget and construction costs Monthly

Director

Project Manager Review / analyze situation and request CM to investigate potential changes in the scope of work to maintain budget.

P6 Construction-Related SESIR Incidents Involving Students and School Staff

Target: 0 Baseline: 0 # of Incidents At least monthly Director

Project Mgr. Review Contractor’s Safety Plan and meets with Contractor’s Safety Director.

P7 Construction Worker Safety Incidents Target: 0 Baseline: 3 # of Incidents At least monthly Director


P8 Jessica Lunsford Act (JLA) Incidents Target: 0 Baseline: 0 # of Incidents At least monthly Director


P9 Substantial Completion Activity Milestones





P10 Construction Closeout Schedule Milestones




Project Mgr. Review/analyze situation and request that the designer develop a recovery action plan.

P11 Administrative Closeout Schedule Milestones




Project Mgr. Review/analyze situation and request that the designer develop a recovery action plan.

P12 Warranty Requests Target: 0 Baseline: 18 # of requests End of Warranty

Period Director

Project Mgr. Use number of warranty requests as a performance indicator during contractor selection process.

And

WORK IN PROGRESS

Macro Process Control System Process Name: Facilities Construction Process Owner: Dane Theodore


Current Sigma Level: TBD Process Purpose: Facilities Project Construction Outcome Indicators: Q1 – Q6 Process and Quality Indicators Checking / Indicator Monitoring

Process Indicators



Quality Indicators

Specs/ Targets



Who will Check?


Q1 Actual Sales Tax Savings / Possible Sales Tax Savings (%)

Target: +/- 1% Baseline: 1.25%

Total sales tax savings from ODP records and possible sales tax savings for purchases >

$5,000 Administrative

Closeout Director

Project Mgr. Meet with Contractor and review Owner Direct Purchase program. Develop a plan of action to increase STS.

Q2 Construction Critical Path Schedule Milestones (% Variance from Schedule)

Target: + 0% to - ∞ Baseline: 5 days

Completion status of required tasks at schedule milestones

Administrative Closeout

Director Project Mgr.

Review/analyze situation and request that the Contractor provides a recovery schedule.

Q3 Construction Budget vs. Actual Costs (% Variance)

Target: ± 2.5% Baseline: -0.9% - 1.4%

Construction budget and total construction cost

Administrative Closeout

Director Project Mgr.

Do not use Contractors who do not meet the 2.5% construction cost target.

Q4 Construction-Related SESIR Incidents Target: 0 Baseline: 0 # of Incidents Administrative

Closeout Director

Project Mgr. Do not use Contractors who have a safety program that allows construction-related SESIR incidents.

Q5 Construction Worker Safety and JLA Incidents

Target: 0 Baseline: 0 # of Incidents Administrative

Closeout Director

Project Mgr. Do not use Contractors who have a safety program that allows excessive construction worker safety incidents.

Q6

Warranty Actions Target 0 Baseline: 0 # of requests and responsiveness Warranty Period Director

Project Manager Do not use Contractor with an unreasonable record of warranty requests and / or lack of responsiveness.

Approved:

Date:

Rev #:

Rev Date:

And

WORK IN PROGRESS

KWP6 & KWP7 Process Control System Process Name: Facilities Construction Process Owner: Dane Theodore


Current Sigma Level: TBD Process Purpose: Perform Construction Closeout Activities Outcome Indicators: Q1 – Q4 Process and Quality Indicators Checking / Indicator Monitoring

Process Indicators



Quality Indicators

Specs/ Targets



Who will Check?


P1 Punchlist completion Target: 100% of tasks

completed by scheduled milestone date

Baseline: 120 days

Completion status of required tasks at schedule milestones At milestone Director


P2 HVAC Turnover Meeting Target: Completed by

scheduled milestone date Baseline: 120 days


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

P3 Closeout document submission Target: 100% of completed and

submitted by scheduled milestone date

Baseline: 120 days


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

P4 Owner Training Target: 100% of activities completed by scheduled



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

P5 Financial Audit Target: Complete by milestone

date Baseline: 45 days

Review construction costs At milestone

Director Project Manager

Review/analyze audit results and request Contractor comply with auditor’s request for information, if necessary. Provide date for compliance.

P6 Final Amendment for Board Target: Complete by Board

Agenda deadline Baseline: 5 days

Review audit, contract, previous amendments As required for Board Agenda

Director Project Mgr. Prepare and / or revise Amendment to coincide with Board schedule.

Q1 Review documents for specification / contract compliance.

Target: 100% of documents are compliant

Baseline: 5 days Documents complete and compliant Prior to audit Director

Project Mgr. P3

Q2 Owner training Target: 100% of scheduled

training performed Baseline: 60 days

Confirmation included in closeout documentation Prior to audit Director

Project Mgr. P4

Q3 Audit Status Target: completed by scheduled


Review auditor report Weekly Director Project Mgr.

Review completion date and accelerate / reschedule as needed to coincide with Board meetings

Q4 Amendment preparation, and execution Target: Complete and in queue

for signature Baseline: 30 days

Review Final Amendment As required for Board Agenda

Director Project Mgr. Prepare and / or revise Amendment to coincide with Board schedule.

Approved:

Date:

Rev #:

Rev Date:

And

Countermeasures Matrix ____________________________Countermeasures Matrix ____________________________

EFFECTIVENESS X FEASIBILITY = OVERALL ACTION

PROBLEM

ROOT CAUSE

COUNTER-MEASURE

PRACTICALMETHODS


Construction and Administration closeout activities take excessive time to complete. Contractors are consistently late in completing HVAC commissioning and project turnover.




TC sub did not complete scope of work timely.

CM's CPM schedule to include long lead equip. Submittal / approval / fabrication and delivery dates with logic ties to related milestones.

Hire commissioning agent, conduct commissioning meetings at key intervals during construction.

Owner to hire commissioning agent and conduct commissioning meetings.

Modify relationship between HVAC sub and TC sub-sub. TC to be contracted directly with CM.

Include T & B sub in commissioning meetings, explore alternatives for component testing.

CM to monitor closely work of TC subcontractor and TC subcontractor schedule.

Use CM staff to develop long lead equipment schedule.

Use CM resources to improve relationship between HVAC and TC Subcontractors.

Use CM resources to schedule commissioning meetings.

Use CM resources to monitor TC subcontractor work.

5

5

5

5

5

4

4

5

5

5

20

20

25

25

25

Yes

Yes

Yes

Yes

Yes

Scale: 1 = Negligble 2= Somewhat 3= Moderate 4= Very 5 = Extreme

KWP6/7 PERFORM PROJECTCLOSEOUT ACTIVITY

DMAIC LITE STORYBOARD – IMPROVE – CHECKPOINT 10

Macro / KWP 6 & 7 Countermeasure Action Plan COUNTERMEASURE

PROJECTED START DATE

PROJECTED END DATE

ACCOUNTABLE PERSON

SUPPORT ORGANIZATION ESTIMATED COST

A) CM’s CPM schedule to include long lead equipment submittal / approval / fabrication and delivery dates with logic ties to related milestones.

July 2008 June 2009 Construction Manager (CM)

CM, A/E, Subcontractor and vendor.

The cost of CM staff time to implement.



CM, A/E, Subcontractor and vendor.

Cost to implement is variable dependant upon scope of work and size of project, anywhere from $5K to $150K.



HVAC, T & B subs, and the CA.

This may actually save money by eliminating the mark-up on the TC sub’s amount which is typically included in the HVAC sub’s scope of work.

DMAIC LITE STORYBOARD – IMPROVE – CHECKPOINT 10

Countermeasure Action Plans (Continued) COUNTERMEASURE

PROJECTED START DATE

PROJECTED END DATE

ACCOUNTABLE PERSON

SUPPORT ORGANIZATION ESTIMATED COST



HVAC, TC Sub, Elec., T & B subs and the CA.

The cost of adding the T&B Sub to the meeting notice and agenda by CM Staff.


July 2008 June 2009 Construction Manager (CM) TC Sub The cost of CM staff to

monitor TC Sub work.

Longer than scheduled durations / delays in HVAC commissioning Date:

Implement procedures to include sub's in commissioning meetings Owners:

Meeting scheduling

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

Scheduled

Completed

Scheduled

Completed

Scheduled

Completed Until process complete

Facilities Construction KWP6 & KWP7 Project Closeout Activities Action Plan # 1

Root Cause:

Countermeasure:

Practical Method:

SBBC PM, CM, CA, sub's.

29-Jul-08

CM

CM / M, E, TC, T&B sub' /

Commissioning Agent / Owner

CM / M, E, TC, T&B sub' /

Commissioning Agent / Owner

CM to dessiminate information and coordinate sub' activities

CM to invite subcontractors and Owner to discuss plan

3

WeekNo. Task Accountable

Person

1

2

CM to determine meeting schedule and agenda based upon revised CPM schedule

Equipment delivery timing Date:

Include additional milestones and durations for purchase / submittal / approval / fabrication for long lead equipment Owners:

CPM Schedule

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

Scheduled

Completed

Scheduled

Completed

Scheduled

Completed Monitor through completion

3


Person

1

2

Discuss overall schedule with CM / subcontractors and vendors

CM

Owner / CM / M, TC, E subs'

Review schedule and update as needed

Build schedule using input from overall schedule meeting

Facilities Construction KWP6 & KWP7 Project Closeout Activities Action Plan #2

Root Cause:

Countermeasure:

Practical Method:

SBBC PM / CM

29-Jul-08

CM / M, TC, E subs

Coordination issues between CM, HVAC and TC subcontractors Date:

Modify contractual relationship to allow closer communication between CM and TC sub. Owners:

Contract Agreement

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

Scheduled

Completed

Scheduled

Completed

Scheduled

Completed Continuous through completion

3


Person

1

2

CM to negotiate with TC subcontractor directly. Input provided by A/E / Owner / M sub

CM / TC sub

CM / M, E, CA sub's / Owner

Include TC sub in direct communication with CM' activities and directives.

CM to enter into a contract directly with TC sub.

Facilities Construction KWP6 & KWP7 Project Closeout Activities Action Plan #3

Root Cause:

Countermeasure:

Practical Method:

CM / CM's subs / SBBC PM

29-Jul-08

CM / A/E / Owner / M sub / TC sub

MANAGE FACILITIESCONSTRUCTION

MANAGE FACILITIESDESIGN

D. Bonny

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

KWP6 & KWP7 PROJECTCLOSEOUT FLOW CHART

KWP6 & KWP7 ACTION PLAN(s)

KWP6 & KWP7COUNTERMEASURE

MATRICES

KWP6 & KWP7 INDICATOR DATA

KWP3 DMAIC LITE STORYBOARD

KWP5 DMAIC LITE STORYBOARD

KWP3 PRIORITY PROCESSSELECTION MATRIX FORM

KWP5 PRIORITY PROCESSSELECTION MATRIX FORM

KWP3 PER-CONSTRUCTION ACTIVITIES FLOW

CHART

KWP5 PERFORMSUBSTANTIAL COMPLETION

FLOW CHART

KWP3 ACTION PLAN(s) KWP5 ACTION PLAN(s)

KWP3COUNTERMEASURE

MATRIX

KWP5COUNTERMEASURE

MATRIX

KWP3 INDICATOR DATA KWP5 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 - 7

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

Contract VS. Actual Completion Variance Analysis

-5.00%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

Reporting Years

Varia

nce

Perc

enta

ge

Contract vs. Actual Completion Date Variance Target Baseline

Contract vs. Actual Completion DateVariance

26.54% 5.12% 2.54% 5.32% -2.40%

Target 0.00% 0.00% 0.00% 0.00% 0.00%

Baseline 7.43% 7.43% 7.43% 7.43% 7.43%

FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08

Baseline = 7.43%

Target = 0.0%

Project Completion Variance (Days) Analysis

-30.00

-20.00

-10.00

0.00

10.00

20.00

30.00

40.00

50.00

60.00

70.00

Reporting Years

Sche

dule

Var

inac

e (D

ays)

Project Completion Variance (Days) Target Baseline

Project Completion Variance (Days) 65.33 12.75 11.60 22.25 -22.75

Target 0.00% 0.00% 0.00% 0.00% 0.00%

Baseline 17.84 17.84 17.84 17.84 17.84

FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08

Target = Zero (0) Variance

Baseline = 17.84 Days

FY 03 / 04 Project Completion Variance Analysis

-100

-50

0

50

100

150

Number of Construction Projects

Sche

dule

Var

ianc

e (D

ays)

Variance Baseline Target

Variance 96 67 120 67 96 115 96 94 67 67 67 67 67 94 95 67 47 5 67 96 -25 67 34 -65

Baseline 65.3 65.3 65.3 65.3 65.3 65.3 65.3 65.3 65.3 65.3 65.3 65.3 65.3 65.3 65.3 65.3 65.3 65.3 65.3 65.3 65.3 65.3 65.3 65.3

Target 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24



FY 04 - 05 Project Completion Variance Anaylsis

-10

-5

0

5

10

15

20

25


Sche

dule

Var

ianc

e (D

ays)Variance Target Baseline

Variance 13 9 20 9

Target 0 0 0 0

Baseline 12.75 12.75 12.75 12.75

1 2 3 4



FY 05-06 Project Completion Variance Analysis

-10

-5

0

5

10

15

20

25

30

35

40


Sche

dule

Var

ianc

e (D


Variance 1 6 19 0 0 0 16 5 34 35

Target 0 0 0 0 0 0 0 0 0 0

Baseline 11.6 11.6 11.6 11.6 11.6 11.6 11.6 11.6 11.6 11.6

1 2 3 4 5 6 7 8 9 10



FY 06-07 Project Completion Varinace Analysis

-40

-20

0

20

40

60

80

100

120

140


Sche

dule

Var

inac

e (D

ays)

Variance Target Baseline

Variance 121 -12 -20 0

Target 0 0 0 0

Baseline 22.25 22.25 22.25 22.25

1 2 3 4



FY 07-08 Project Completion Variance Analysis

-110

-90

-70

-50

-30

-10

10

30


Sche

dule

Var

inac

e (D


Variance -90 9 9 -19

Target 0 0 0 0

Baseline -22.75 -22.75 -22.75 -22.75

1 2 3 4

Baseline = -22.75 Days


EEZZ DDMMAAIICC 2200 CCHHEECCKKPPOOIINNTTSS DDEEFFIINNEE MMEEAASSUURREE AANNAALLYYZZEE IIMMPPRROOVVEE CCOONNTTRROOLL

PPllaann DDoo CChheecckk AAcctt

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

Macro Process Name: Manage Facilities Construction Key Work Process: KWP6 & 7 – Project Completion Closeout

Work System / Leader: Ed Curry Process Owner: DGT / DB DMAIC Status: Improve Cycle: Yes - 4/21/09 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: 4

Comment: Q Measure Q1 was developed. Tracking has been partially implemented as many of the projects have achieved substantial completion. Minimal data exists from previous projects.

3. A theme statement consistent with the indicator was selected. Yes: X No: Rating: 5 Comment: Yes the theme statement is consistent with Q1 and In Process indicators.

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 developed resulting from a brainstorming session where Q 1 surfaced as a core problem.

Theme Statement: Actual Project Completion Date exceeds the Contractual Project Completion Date by a variance that ranges between minus 22.75 days to plus 65.33 days during fiscal years 04 - 08

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: In the world of facility construction, bringing a project in on schedule is a great achievement. Taking this into consideration, the target for improvement has been established where the Contractual Project Completion Date equals the Actual Project Date. See attached charts.

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

Comment: The gap was established by reviewing FY 03/04 through FY 07/08 facility construction data and project records.

Problem Statement: Closeout for projects scheduled for completion in 2007, were impacted by incomplete and / or improperly commissioned HVAC work which precluded the project’s final completion be achieved within the scheduled 90 day period after substantial completion. Gap: Four projects were completed in 2007 with a completion variance that ranged between minus (-) 20 days to plus (+) 121 days. That is a 141 day range. Final completion average gap for all projects is 22.25 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: Four potential causes were identified. Three were chosen as the most effective and countermeasures were developed.





TC sub did not complete scope of work timely

8. A relationship between the root causes and the problem was verified with data. Yes: No: X Rating: -2

Comment: Not entirely as the causes from past projects were unavailable, and current projects have not cycled through. Data will be available to analyze when current projects are completed at the end of FY 08/09.

9. Root causes were selected and the impact of each root cause on the gap was determined. Yes: No: X Rating: - 2

Comment: Not entirely as the causes from past projects were unavailable, and current projects have not cycled through. Data will be available to analyze when current projects are completed at the end of FY 08/09.

Rating Legend:





IMPROVE

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

1. Comment: Four countermeasures were selected based upon implementation. A) CM’s CPM schedule to include long lead equipment submittal / approval / fabrication and delivery dates with logic ties to related milestones.





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.

Root Cause Effectiveness Feasibility Overall Action

A 5 4 20 Yes

B 5 4 20 Yes

C 5 5 25 Yes

D 5 5 25 Yes

E 5 5 25 Yes

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. See attached Countermeasure Action Plan Matrix.

Rating Legend:





CONTROL

13. [Results] The effect of countermeasure on the root causes was demonstrated. Yes: No: X Rating: 2

Comment: Due to project cycle constraints, this could not effectively be determined. Data will be available to analyze when current projects are completed at the end of FY 08/09.

14. [Results] The effect of countermeasures on the problem was demonstrated. Yes: No: X Rating: 2

Comment: Due to project cycle constraints, this could not be effectively determined. Data will be available to analyze when current projects are completed at the end of FY 08/09.

15. [Results] The improvement target was achieved and causes of significant variation were addressed. Yes: No: X Rating: 2

Comment: Due to project cycle constraints, this could not be effectively determined. Data will be available to analyze when current projects are completed at the end of FY 08/09.

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: 2

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

19. [Future Plans] Any remaining problems of the theme were addressed. Yes: No: X Rating: 5

Comment: No remaining problems at this time.

Rating Legend:





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:
