lean integration through the facility life cycle at san diego community college district
DESCRIPTION
Lean Construction principles, a production management-based approach to project delivery where work is structured throughout the process to maximize value and reduce waste, are integrated into all projects. Efforts to manage and improve performance are aimed at improving the total project, challenging historic beliefs that there must always be a trade between time, cost, and qualityTRANSCRIPT
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SAN DIEGO COMMUNITY COLLEGE DISTRICT
Lean Integration through the Facility Life Cycle at San Diego Community College District
July 17, 2012
Presented to the IGLC Industry Day Conference
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Second Largest Community College District in CA
Sixth Largest in Nation
Three Colleges - City, Mesa and Miramar
Six Continuing Education Campuses
125,000 students served plus 140,000 members of the military nationwide
Total Building Square Footage - 2,276,429
$1.555 Billion Capital Bond Program Underway
Lean Integration through the Facility Life Cycle
SDCCD Overview
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Current Square Footage Buildings = 2,276,429 Gross Square Feet (GSF)
Parking = 840,606 Gross Square Feet (GSF)
Current Acres of Landscape = 130.2
Current Utilities Consumption Electric = $4,298,311
Gas = $391,561
Water = $868,531
Total = $5,558,403
San Diego Community College District
About the District (Current State)
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Projected Square Footage
Additional Building GSF = 1,133,028
Total Building GSF = 3,409,457
Additional Parking GSF = 251,264
Total Parking GSF = 1,091,870
Grand Total GSF = 4,465,327
San Diego Community College District
About the District (Future State)
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San Diego Community College District
Practicing the Toyota Way Business Principles
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San Diego Community College District
Capital Bond Program A3 Report
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San Diego Community College District
Program A3 – Safety
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San Diego Community College District
Program A3 – Safety
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San Diego Community College District
Program A3 – Planned & Actuals
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San Diego Community College District
Program A3 – Bid Strategy
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San Diego Community College District
Program A3 – Expenditures at a Glance
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San Diego Community College District
Program A3 – Three Year Construction Schedule
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San Diego Community College District
Program A3 – Small Business Outreach
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San Diego Community College District
Program A3 – Pay Apps/Change Order Turnover
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San Diego Community College District
Program A3 – Aging Change Orders (60+ days)
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San Diego Community College District
“Rainbow” Report
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Change Order Rate Average = 7.1%
CM Multi-Prime
Traditional Design-Bid-Build
Change Order Rate Average = 10.8%
Project Delay Average = 43.5 Days
Project Delay Average = 19.5 Days
San Diego Community College District
Schedule Performance
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San Diego Community College District
Pull Planning
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San Diego Community College District
Target Costing – Project Budget Development
Space Programming
Efficiency
Targeted Cost Per Sq. Ft.
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San Diego Community College District
BIM Standards
http://www.sdccdprops-n.com/BUILDING%20STANDARDS/SDCCD_BIM_Standards_Ver2.pdf
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San Diego Community College District
Change Order Metrics - BIM vs. No BIM
• Projects designed in BIM:
– Change Order Rate = 2.3%
• Projects not designed in BIM:
– Change Order Rate = 8.0%
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San Diego Community College District (SDCCD)
A3 Problem Solving – Risk/Benefit Analysis
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San Diego Community College District (SDCCD)
A3 Reporting System - HVAC Design
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San Diego Community College District
Value Stream Mapping – Change Order Process
Resolution toCM
CM Creates RFP;
Issues to Contractor
Price Fair and Reasonable?
CM Creates Change Order
Distribution
Contractor Issues Price, CM Reviews Price, Issues
COR
Negotiate
A/E SignsContractor
Signs
CMSigns
IORSigns
CPMSigns
Richard BSigns
Dave USigns
District Admin. Receives and
Processes
Determine entitlementBefore proceeding
From this point
NO
YES
1 Working Day 15 Working Days 15 Working Days
1 Working Day
5 Working Days5 Working Days
5 Working Days 5 Working Days 5 Working Days 5 Working Days 5 Working Days
0 Working Day
1 Working DaySTARTEND
Old Change Order Process
Total Process Duration: 67 Working Days With Negotiation
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New Change Order Process Effective January 2011
Total Process Duration: 28 Working Days With Negotiation
Resolution toCM
CM Requests Pricing from
Contractor via Fax/Email
Price Fair and Reasonable?
Distribution
Negotiate
CPM Signs
Richard BDave U
Sign
District Admin. Receives and
Processes
Determine entitlementBefore proceeding
From this point
NO
YES
1 Working Day 5 Working Days 7 Working Days
7 Working Days
1 Working Day
1 Working Day
START
END
Contractor Issues Price, CM Reviews &
Prepares Change Order
A/E, IOR, Contractor, CM Sign Separate
CO Cover Sheet
7 Working Days
San Diego Community College District
Value Stream Mapping – Change Order Process
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San Diego Community College District
Safety – Root Cause Analysis of Repeated Incidents
City College Campus Safety Report – February 2012
Overall Safety Comments Overall Safety Issues
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San Diego Community College District
Safety – Root Cause Analysis of Repeated Incidents
Central Plant Math & Social
Science Business & Humanities Science
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• Required fall protection refresher training
• Enhanced training for spotters
• Enhanced focus on safety culture
San Diego Community College District
Safety – Root Cause Analysis of Repeated Incidents
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San Diego Community College District
Andon Tools in Process – The Sticky Note
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San Diego Community College District
Genchi Genbutsu
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San Diego Community College District
Hourensou
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Vendor creates invoice
Invoice is sent to Facilities Accounting
Is the invoice acceptable?
CPM collects required signatures from IOR, Architect,
CM and signs
CPM submits signed payment application
to Facilities Accounting staff
Facilities Accounting staff logs receipt of
payment application
Facilities Accounting creates a “Receiving Sign Off” document and attaches to the
submitted application
Facilities Accounting routes for remaining signatures from RB, LL, DU as required.
Fully executed payment application
is returned to Facilities Accounting
staff
Was the payment
application value changed during
review?
Facilities Accounting adds and certifies
the payment application in
Contract Management
program
Facilities Accounting creates a revised Receiving Sign Off
document
Facilities Accounting sends the original
completed package to Accounts Payable
for payment
Facilities Accounting creates two copies of the completed
package
Gafcon scans and uploads document
to SharePoint
Accounts Payable pays the invoice and files document
hard copy.
Invoice is distributed to CPM
No
Yes
No
Facilities Accounting adds the second copy to a binder
stored in F.A. work area.
Is the invoice acceptable / most recent?
Yes
No
Yes
Facilities Accounting creates an MS Excel based cover sheet
Facilities Accounting logs application in
MS Excel
CPM reviews invoiceCPM staples green
slip to invoice
Facilities Accounting sends one copy to
Gafcon
No
Old Procedure • Extraneous Actions • Long Process • Generates Excessive Paperwork
San Diego Community College District
Invoice Processing Kaizen
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Vendor creates invoice
Invoice is delivered directly to CPM*
CPM inputs invoice into Contract Management
program and prints cover sheet
Is the invoice acceptable?
No
Yes
CPM collects required signatures from IOR, Architect,
CM and signs
CPM submits signed payment application
to Facilities Accounting staff
Facilities Accounting creates a “Receiving Sign Off” document and attaches to the partially executed
application
Facilities Accounting routes for signatures
from RB and LL as required.
Fully executed payment application
is returned to Facilities Accounting
staff
Was the payment
application value changed during
review?
Facilities Accounting revises the pay
application value in Contract
Management program
Yes
Facilities Accounting certifies the
payment application in Contract
Management program
No
Facilities Accounting creates a revised Receiving Sign Off
document
Facilities Accounting sends the original
completed package to Accounts Payable
for payment
Facilities Accounting creates a copy of the completed package and sends to Gafcon
Gafcon scans and uploads document
to SharePoint
Accounts Payable pays the invoice and files document hard
copy.
Facilities Accounting routes for signature
from DU.
Partially executed payment application
is returned to FA Staff.
New Procedure • Simplified Actions • Within 30 days • Less Paperwork
San Diego Community College District
Invoice Processing Kaizen
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APPA Award for Effective and
Innovative Practices July 2011
By applying lean principles to custodial
and maintenance functions, SDCCD
eliminated the need to add 20 positions,
shaving off $813,000 in the first of a seven-
year process. Additional efficiencies implemented over the
next six years will increase savings to $20 million.
San Diego Community College District
Beyond Lean Construction – Lean Processes in Maintenance & Operations
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• Reactive organization
• No formal prioritization process
• Inefficient, unpredictable processes
• Too much windshield time for
technicians
• Needed more robust computerized
maintenance management system
San Diego Community College District
Maintenance Process Findings
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• Developed a prioritization matrix
• Designed new work flow processes
• Created a centralized work
distribution center
• Standardized triage and follow up
procedures to support processes
and reduce windshield time
San Diego Community College District
Maintenance Process Improvement Steps
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• Purchased a more robust computerized maintenance management system
• Added Grainger rolling stock for fleet
San Diego Community College District
Maintenance Process Improvement Steps
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San Diego Community College District
Priority Matrix – Service Level Agreement
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San Diego Community College District
Work Order Metrics
Jan '10
Feb '10
Mar '10
Apr '10
May '10
Jun '10
Jul '10
Aug '10
Sept '10
Oct '10
Nov '10
Dec '10
Jan '11
Feb '11
Mar'11
Apr'11
May'11
Jun'11
Jul '11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Priority 1 5.56 2.13 0.12 0.18 0.02 0.02 0.04 0.29 0.79 0.52 1.93 1.77 0.90 0.50 0.53 0.40 0.41 0.39 0.18 0.10 0.21 0.28 0.08 0.11 0.18
Priority 2 7.89 4.26 1.10 0.46 1.00 0.00 1.44 0.09 0.48 1.48 1.04 3.29 2.92 2.00 0.98 0.57 0.88 0.62 0.33 0.35 0.41 0.41 0.13 0.38 0.71
Priority 3 13.0 7.27 2.06 1.54 1.12 1.09 1.11 1.06 0.92 1.65 1.97 3.72 2.49 1.85 1.75 1.31 1.35 0.91 0.72 0.71 0.67 1.36 0.42 0.67 0.84
0.00
2.00
4.00
6.00
8.00
10.00
12.00
14.00
Day
s to
Co
mp
lete
FACILITIES SERVICES PRIORITY 1/2/3 WORK ORDERS AVERAGE DAYS TO COMPLETE
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San Diego Community College District
Electronic Work Order Delivery
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San Diego Community College District
Facilities Services Lean Enterprise Efforts
Industry Findings: Cost of O&M Inefficiencies
Over half the costs are from searching for and
validating data
* Source: NIST Study – August 2004
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Building the Solution: BIM to FM
Inexpensive access to BIM model
Any time, anywhere access to facilities docs
Consistent, scalable, unified database
Collaboration and communication productivity platform
Integration with and extension of existing Program Portal
Lean Processes
Facilities Services Lean Enterprise Efforts
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Findings
• Opening doors
• Stock room duties
• Personal assistants
• Event set-ups
• Temperature checks
• Movers
• Concierge service
• Cleaning
San Diego Community College District
Assessment of Custodial Services
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•Stopped non-core services
•Developed cleaning standards
•Increased cleaning square footage
•Load leveling
•Custodial Beat books
• Management By Walking Around
• Pride Program
San Diego Community College District
Custodial Practices Improvement Steps
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Custodial • Beginning cleanable square feet - 13,900 per custodian
• Increase to 25,000 square feet over 3 years
Maintenance • Beginning cost per square foot - $3.93
• Reduce to $2.25 per square foot over 3 years
San Diego Community College District
The Maintenance and Operations Challenge
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FISCAL YEAR FY 09/10
Custodial FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 Avg. Salary
Custodial Forecast H/C 104 113 132 149 162 173 189 191 $ 58,643
Cust Forecast Salary $ 6,098,855 $ 6,650,098 $ 7,769,004 $ 8,731,333 $ 9,504,832 $ 10,169,255 $ 11,098,158 $ 11,227,172
Custodial Adj HC 77 82 88 100 122 130 140 147 45
Custodial Adj Budget $ 4,497,197 $ 4,782,522 $ 5,187,077 $ 5,878,320 $ 7,150,669 $ 7,622,296 $ 8,208,826 $ 8,597,611
Delta $ 1,601,658 $ 1,867,576 $ 2,581,927 $ 2,853,013 $ 2,354,162 $ 2,546,959 $ 2,889,331 $ 2,629,561 $ 19,324,187
Hold HC Flat until projection exceeds current HC $ 13,273,027
Maintenance
Maint Forecast H/C 45 50 57 64 69 73 79 80 $ 76,457
Maint Forecast Salary $ 3,440,546 $ 3,793,010 $ 4,344,262 $ 4,857,286 $ 5,245,685 $ 5,579,036 $ 6,044,656 $ 6,108,880
Maintenance Adj H/C 29 32 37 41 45 47 51 52 28
Maint Adj Salary $ 2,236,355 $ 2,465,457 $ 2,823,770 $ 3,157,236 $ 3,409,695 $ 3,626,373 $ 3,929,027 $ 3,970,772
Delta $ 1,204,191 $ 1,327,554 $ 1,520,492 $ 1,700,050 $ 1,835,990 $ 1,952,663 $ 2,115,630 $ 2,138,108 $ 13,794,676
Hold HC Flat until projection exceeds current HC $ 12,590,485
San Diego Community College District
Potential Cumulative Savings - $25,863,512
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Custodial (Benchmark 13,900 SF)
• Goal: 25,000 square feet per custodian
• Actual: 21,225 square feet
Maintenance (Benchmark $3.93/SF)
• Goal: $2.25 per square foot
• Actual: $2.31 per square foot
Resultant Savings in FY2011/12: $4,553,063
San Diego Community College District
FY 2011/2012 Progress Snapshot
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Questions?
David Umstot, PE Vice Chancellor, Facilities Management San Diego Community College District
[email protected] (619) 388-6456
SAN DIEGO COMMUNITY COLLEGE DISTRICT