Taking Care of Maintenance & Repair at Hawaii's DOE

A Case Study: Hawaii Department of Education

Reading, ‘Riting, ‘Rithmetic ... And Repair

• Overview– Common challenges– Asset management philosophy

• A Case Study – Hawaii Department of Education– Challenges – The solution

• Maximo & Streamlined Business Processes– Crafting a Solution – The results

• R&M performance improvements and cost reductions• Migration of Maximo to neighbor islands

• Possible next steps

Agenda

• Fragmented management• Compounded inefficiencies

– Vacant and underused properties– Deferred maintenance and repair– No visible priorities

• Lack of actionable information• Lack of transparency and accountability

Internal Factors Demanding Change

• Aging infrastructure• A public demanding higher service levels• Stringent regulations

– Increased accountability (GASB 34 & 35)– Environmental, health & safety

• Population growth / decline• Never enough funds• Constantly advancing technology

External Factors Demanding Change

Asset Management …Where do you start?

• Organizations must first recognize a need to change– Redefine missions– Clarify mandates– Rework budgets– Consolidate systems

• You must identify needs and plan investments • Your organization’s capabilities and productivity

must improve• You need an integrated asset management

system

• Assets have a lifecycle – they are planned, organized, acquired, maintained, upgraded and divested

• Your investment in asset management should be based on understanding the value assets generate

• The goal is to:– Maximize return– Improve performance– Reduce costs

• This strategy reaches across all your assets – physical, technology and human

Asset Management … The Big Picture

• Mitigated risks• More effective communication• Better service at lower cost• Increased confidence in what assets you have and its

condition• Practical path to improve performance• Save $$

Benefits of Asset Management

Managing Public Sector Assets Is a Complex Business

States and Municipalities are responsible for a wide range of assets:• Roads and Railways• Facilities• Fleets• IT• Aviation• Mass Transit• Water Management• Fire and Police• Solid Waste Services• Utilities• School Systems

An In-depth Look at Asset Management for School Systems

• Repair and maintenance were handled by the Department of Accounting and General Services, not the Department of Education

• Work order process was inefficient – Color coded, paper-intensive system

• Green: Emergency Work• White: Regular Work

– Multiple forms for multiple purposes• CSD 501, CSD 710, B-03, BJ2a, CIP Table R• Legacy Work Order system Centralized system

with limited access

History of School Repair & Maintenance

• The system was not effective– No ad-hoc reporting capability– No query capability– Labor intensive for clerical staff and supervisors– Work orders had to be hand-carried daily– Emergency work orders faxed or called in to

Foreman

• Negatively affected the schools– Fax intensive– Redundant data entry– Duplicate or lost paper work– Unknown status of work requests

History of School Repair & Maintenance

• School repair and maintenance functions were transferred from DAGS to DOE– All functions and resources, including

crews were to be transferred to DOE by July 2005

• Transfer of resources did not include the legacy work order system

Elimination of Bureaucracy Required Revamping the System

TECHNOLOGYDevelop work order process Web-based for access by schools and supervisorsFlexible to fit streamlined work order processDeployable with minimal user supportScalable for future deployment to Neighbor Islands

RESULTImprove customer service to schools by streamlining business processes

HUMANDevelop organization structure to best support R&M Assimilate former DAGS personnel into new DOE organization

Develop Metrics for accountabilityDefine KPIs to measure and track performance

Do all of this in 6 months!!

PHYSICALSchool buildingsReduce $500 million estimated repair backlog

Complex Transition with a Fast Approaching Deadline

• DOE initially considered contracting for a custom built solution for Work Orders

• TRM helped assess the schools’ business needs and technology options

• Economic decision to implement Maximo– Ability to implement system in six months– Enterprise-wide system allowed for future growth and scalability– Best practices out of the box– Minimum Maximo configuration required

• Any customization could be implemented rapidly with RulesManager

The Solution: Assessing Technology Needs

School Work Request Screen

The Solution: Maximo & Streamlined Business Processes

Work Order Tracking Screen

The Solution: Maximo & Streamlined Business Processes

• Flexible, practical, experiential regional training • Elimination of redundant, manual, work repair order

system

• Direct, immediate, data entry and processing requiring

far fewer work hours

The Results: Maximo Changed The Way People Work

• Maximo provided the DOE the capability to track the accountability of work– Visibility of all work orders submitted for

all schools on Oahu and Neighbor Islands• Repair & Maintenance process time reduced

• Reduction of clerical work• Quicker response to work orders

• Easy input for schools

The Results:Transparency and Performance

• School employees were empowered to take control of work flow– Workers’ time and efforts were maximized

• Higher volume of Work Orders were completed on a timely basis

• Response times improved

• Proactive maintenance resulted in cost reductions

• Eliminated paper process

• “Manageable work” order process

The Results:Effective Work Order Process

Star Bulletin Article, Sunday Dec 11, 2005

The Results:Pleased Constituents!

What’s on the Horizon?

• Equipment migration to Maximo

• Implementation of tools application

• Implementation of inventory management module

• Implementation of transportation

• Exploring the use of facilities condition assessment module in Maximo

Continuing to Drive Value with Maximo

Questions?