t08 optimizing maintenance and operations- lyons and lorick

2013 Annual Meeting & Trade Show Jacksonville FL April 22nd ‐ 26th

4/23/2013

Mr. John Lyons, Director Mr. Harry Lorick, Principle 1

“Optimizing Maintenance and Operations Using Internal and

External Resources”Tuesday, April 23rd , 2013

John W. Lyons, P.E. PSM, Director of Public Utilities Department Hillsborough County FloridaHarry C. Lorick, PE, PWLF, Principle LA Consulting, Inc.

2013 Annual Meeting & Trade Show

Prime Osborn Convention Center

Jacksonville, Florida April 22nd–26th

CONSULTING INC.“We help Public Works Work”

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Learning Objectives:

• Identify how an agency can improve operations by evaluating their organization and implementing change with a combination of consultant and agency staff

• Examine the benefits of performing an outside review can provide

• Understand the process steps to perform an organizational review

• Examine alternative ways to obtain employee buy‐in at all levels during a review process

Overview and Objectives

• Introduction

• Why perform an evaluation?

• Steps in performing an organizational review

• Evaluating your organization and implementing change

• Methods to obtain employee buy‐in at all levels

• Benefits of performing an outside review

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• 1,266 square miles

• Population of 1.2 million

• Three incorporated cities

• 3,217 centerline road miles

• 10th largest port in the United States

• APWA Accredited

• Both Urban and rural areas

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Investigate and Document Current Operations to justify needed resources for levels of service

Identify Opportunities for Improvement

Develop Recommendations to…

Establish a “business like” approach of planning, budgeting, and performing maintenance, and document this innovative way to manage the agency’s infrastructure

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And we changed the way we did business!

• Focused on the “green, growing and flowing” work which was 70‐80% of total

• Better planning, establishment of specific goals

• Optimized yards and share resources

• Established spatial based routines

• Cleanup backlog and group work

• Short term schedules using technology for involvement

• Monitoring work done

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• 16 presentations 4 @ the four yards – start, finding, recommendations and implementation plan

• Field observation of all work by all 200+ employees• Interviews with all supervisors, managers and crew leaders

• Deliverables (4) review by two committee• Employee review of 2 working papers and draft report

Project Mgmt Team

Steering Committee

All Employees

Project Mgmt Team

Steering Committee

All Employees

Overall guidance

Review of deliverables, provide input, guide implementation

Provide inpututilize approach

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Work Activities

Work Activities

Resource Data

Resource Data

Activity Guidelines

Activity Guidelines

Inventory & Condition

Assessment

Inventory & Condition

Assessment Level of Effort

Level of Effort

Annual Work Program and

Budget

Annual Work Program and

Budget

Work Calendar

Work Calendar

Workload DistributionWorkload

Distribution

Resource Requirements

Resource Requirements

Work Backlog

Work Backlog

Work Scheduling

and Assignments

Work Scheduling

and Assignments

Work Requests

Work Requests

Work Reporting

Work Reporting

Performance and Cost Reports

Performance and Cost Reports

Update Planning Values

Update Planning Values

Evaluation & Management

Action

Evaluation & Management

Action

Field Performance

Field Performance

PLANNING ORGANIZING DIRECTING CONTROLLING

Compare Relevant Criteria to “best in class”

Production Response

Gap

How did we compare to others?11

Planning


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WSU Activity Totals

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SUPERVISION, MOWING BY HAND, TREE/BRUSH TRIMMING, SIDEWALK REPAIR, ROAD SURFACE PATCHING (HAND), YARD MANAGEMENT, MOWING ROADSIDE, MOWING SLOPE, SHOULDER

MAINTENANCE/STABILIZE, DEBRIS REMOVAL


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Expenditures Compared to Budget

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Cost Comparison

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Organizing


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Street Centerline Distribution

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Staff per Centerline Mile

Location Optimization

Concept

Minimize Crew Travel Time


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TOTAL COST

Facilities Costs (Capital & Overhead)

Crew Travel Time Cost

Low High

$

Number of Maintenance

Yards

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Directing


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Work ID Process

Work Assignments and Service Requests

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• Call center receives 13,000 ‐19,000 a year with TMD getting ~53%

• Breakdown of ~4 years of TMD service requests

Our Work Flow

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Improving/Controlling

Work Reporting

• Manual Forms used by crews

• Includes Labor, Equipment, Materials

• Work order Number• By asset for stormwater structures

• By geographical area for mowing

• Location with (“one to many” work orders)

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• Daily Situation Reports to Director (Sitreps)

• Quarterly Review and Analysis Reports

• Yearly Review and Analysis Reports

• Specialized analysis and reports as needed by TMD administrative staff

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PLANNING ORGANIZING DIRECTING CONTROLLING

ResourceData

ActivityGuidelines

AnnualWork

Programand

Budget

Inventory &ConditionAssessment Level of

Effort

WorkActivities

ResourceRequirements

WorkloadDistribution

WorkRequests

WorkScheduling

andAssignments

WorkBacklog

WorkReporting

PerformanceandCostReports

FieldPerformance

Evaluationand

ManagementAction

UpdatePlanningValues

WorkCalendar

P

PP

PP

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P

P

P

P

What were the Results…

The Game Plan for Improvement…

86 opportunities for improvement, with 68 recommendations.

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Business and System Processes

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Plan

Organize

Schedule

Control


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Putting the Team Together

• Strong and positive Project Manager

• Establishment of Management Working Committee

• Establish of employee teams with complementary skills

Establish Business Processes and Systems• Identify what you own

• Identify work activities and guidelines

• Short term scheduling

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OK, so what happened

• Reduced staff yet did more work and service levels increased (savings $1M with more work done)

• Simplified asset data collection refocused from “counting” to work identification and reduced staff by 10

• Closed redundant yard and consolidated staff elimianteunneeded managers

• Setup routines using GIS and grouped work which doubled mowing frequency

• Used short term schedules and meetings using video camera (preplan all work)

• Reduced backlogs by 80% and reduced problem calls to near zero

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Anticipated Results

• Established expectations with feedback at all levels

• Training and use of current technology at all levels

• Business processes and technology to match needs

• Empowerment & involvement of employees at all levels

• Focuses maintenance on extending the useful life of assets;

• Routine and preventative maintenance programs established

• Staff challenged to innovate and seek operational efficiencies

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What next?• Engage Sr. Leadership• Fully implement recommendations• Align organization• Establish and implement business processes• Guide, coach and direct staff• Install automated systems• Implement and adjust• Obtain improvement and document• Continuously work to improve

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Thank you

John W. Lyons, P.E.,PSM, Director Public Utilities Department

925 E. Twiggs St.Tampa, FL 33602

Phone (813)‐272‐5977 email: [email protected]

Harry Lorick, PE, PWLF, Principle LA Consulting, Inc.

1209 Manhattan Ave, Suite 310Manhattan Beach, CA 90266

Phone: (310) 374‐5777 email: [email protected]

38Linked @LA_CONSULTING

Celebrating our 20th year of Helping Public Works Work!

t08 optimizing maintenance and operations- lyons and lorick

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