T12 using technology and best business practices-cox and thurman

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

4/23/2013

Roger Cox,P.E.,Manager Jeff Thurman,C.P.M.,Consultant 1

“Using technology and best business practices to make the best use of resources and save public dollars”

W. Roger Cox, P.E. Manager, Systems Planning, Public Works Hillsborough County FloridaJeff Thurman, CPM, Consultant LA Consulting, Inc.

Tuesday, April 23rd , 2013

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:

• How to select and implement technology that is right for your agency

• How a maintenance system can be used to save money and better manage resources

• How re‐engineered processes and maintenance system, if applied, can save money not just cost money

Overview and Objectives

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• Introduction

• How did we get here?

• Implementing change

• Result and expectations


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How did they get here?

Jeff Thurman, Consultant

LA Consulting Inc.

Manhattan Beach, CA

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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 areas5

The County has more road miles than five state DOTs (HW, RI, NJ, VE and Mass)…

and total assets valued at over $10 billion.

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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

The process was not an audit but…an internal effort to improve!

A review from top to bottom for determining the most effective and efficient way to deliver high‐quality service.


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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

TMD was evaluated in four phases of maintenance management.

Compare Relevant Criteria to “best in class”

Production Response

Gap

Comparisons were made from where we were to identify “gaps”…

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Considerable Involvement of staff:Visits were made on‐site to observe employees in the field

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

They were performing many of the desired processes….

But areas for improve were still identified!

What were the Results…


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The Game Plan for Improvement…

86 opportunities for improvement, with 68 recommendations.

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They Had…1. A complete outline of where they were…2. Identified opportunities for improvement…3. A game plan to achieve their goals!

Now Let’s Hear From:

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W. Roger Cox, P.E., Manager, Systems Planning Section Public Works Department

Welcome to Systems Planning

• Manage And Plan Contractor Projects – Resurfacing, Sidewalks, ADA, Channelization, Bike lanes, Road Reconstruction

• Provide Planning, Organization, Direction and Control For Service Units (Transportation and Traffic)

‐We Plan.. They Execute ‐

• Maintain Computerized Maintenance Management System (CMMS)


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Systems Planning Section

OperationsDirector

South Service Unit

SystemsPlanning

West ServiceUnit

East ServiceUnit

PlanningOrganizationDirectionControl

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"If you keep on doing what you've always done, you'll keep getting what

you've always got."

Typical Approach

Select Software

Establish/ChangeProcess to Match

Implement Processes

1

8‐18

18‐48

Desired Approach

1

6

12

12‐18

Evaluationof Operation

Establish Mgmt Process

Implement Processes

Improve Operations

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Discovered our needs…

then utilize technology to assist not direct operations.


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Project Phases

Ph 1‐ Evaluate and document current operation‐ outline operation, evaluate opportunities and make recommendations

Ph 2a‐ Business process improvement (35 tasks)

Using Available Tools

Phase 2b‐ (CMMS) tool that meets the needs of the TMD and Public Works (2 tasks with 8 sub‐tasks)

Out with Old and in with the NEW!

Phase 2c‐ Policy decisions (16 tasks)

On‐Going!We selected a firm to support us thorough a competitive process to

implement recommendations from the Final Report.

Project Mgmt Team

Steering Committee

All Employees

Project Mgmt Team

Steering Committee

All Employees

Overall guidance

Review of deliverables, provide input, guide implementation

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Provide inpututilize approach

Implementation Includes Four Phases of Maintenance

Management

PlanningOrganization

Control

DirectingLet’s see how this works!!


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Work Guidelines

Inventory

What we have to work with

Planning

Activity List and Guidelines

•Description on Work

•Planning Criteria•Work Method

•Required Resources•Quality•Inventory• Average Daily Production (ADP)

Employee Teams were used to compile 81 guidelines…

Typical Impact the “Significant Few” Activities Have on Maintenance

Workload

Per

cen

t o

f M

ain

ten

ance

Bu

dg

et

Percent of Maintenance Activities

100

80

60

40

20

010 20 30 40 50 60

Trivial ManySignificantFew

TreesDrainagePavementSidewalkMowing


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Feature Unit of Measure Quantities

Street Centerline Miles 3,277

Curb Miles 2,915

Shoulders Miles 3,508

Dividers Miles 150

Speed Humps Each 2,624

Intersections Each 16,841

Sidewalks Miles 2,509

Sidewalk Ramps Each 18,706

Bridges Each 251

Culverts Miles 1,429

Ditches Miles 1,175

Inlets Each 33,731

Stormwater Manholes & Jboxes Each 6,980

Control Structures Each 2,392

End Treatments (less headwalls) Each 71,610

Head walls Each 13,847

Ponds (det. and ret.) Each 2,231

Assets and Inventories

Operations Blocks Created For Efficient Execution by Units or Contractors

Mapping and Quantifying Efforts Established For Top Activities

• Tree Trimming

• Mowing – Right of Way, Hand, Slope, Off System

• Ditch Cleaning – Slope Mowing

• Pipes/Canals/Drainage

• Sidewalk Repairs ‐ ADA

• Pavement


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Tree Trimming

• All Streets Driven and Work Identified for All Sections of Roadway (3200 miles – 4 month process, 7 FTE’s)

• Criticality, MOT, Footage, and Crew Size Established for Each Section

• All Field Data Entered Into GIS

• Total Footage = 1.8M Feet

Tree Criticality By Road Section

Operations Blocks With Tree Trimming


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Mowing

• Total Area of Mowing Responsibility Identified

• Areas Mapped in GIS with Unit Operator Input

• Contract Mowing = 1497 Ac.

• Unit Mowing = 3578 Ac.

• Pond Mowing = 286 Ac.

• Home Owner Associations = 34 Ac.

• Maintenance of Agreement = 7 Ac.

• Total Mapped =

Mowing Blocks Within Unit Areas

Operations Blocks With Mowing


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Mowing Areas Delineated in GIS

Ditch Cleaning

• Canals Mapped in GIS with face to face input from Unit Operators

• Slope Mowing Mapped in GIS – Verified by Unit Operators

• Total Canal Cleaning under County Maintenance = 120 Miles

• Total Slope Mowing Areas under County Maintenance – 1603 Ac.

Ditches (Slope Mow) and Canals Mapped and Arranged into Operations Blocks For Execution By Units


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Pipes/Drainage

• Utilized Three Year History to Establish Inspection Routines

• Mapped Three Year History to Assist with Inspections

• Routes Driven Prior to Work Order Creation

Pipes/Drainage

Jet Vac Set Into Routines For Inspection and Execution

Sidewalks

• Chronic Areas Established

• High Density Defect Areas Identified

• High Density Areas Mapped in GIS

• Inspections Performed and Quantities Estimated

• Program Started in 2009 – Chronic Areas Remaining – $10M


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Sidewalk Field Data

Sidewalk Maps

Sidewalk Mapped andIdentified for High Defect Areas (Density)

New Condition Assessment Process Established to Determine Criticality

• Various assets condition process has been established with manual prepared using a rating One to Five scheme

– Criticality One ‐ Safety Issue, Immediate Response

– Criticality Two – Place in Two Week Schedule

– Criticality Three – Place in NEXT Two Week Schedule

– Criticality Four – Schedule for Routines

– Criticality Five – Lowest Priority

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Routines Were Established

• Tree Trimming• Flat ground Mowing• Slope Mowing• Hand Mowing• Sidewalks• Pipes Canals and Ditch

Pavement Management

• All Road Driven Every Three Years

• MicroPAVER Used as PMS

• Roadway Network = 7700 Lane Miles

• Cost to Maintain Network = $20 ‐ 22M/Year

• Current Resurfacing Plans Extend to 2018

Technology currently being used for Pavement Management will be used for asset condition evaluations


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Five LASER Rut Bar ‐ FHWA Minimum ‐

Rut Bar Visual Displays and Touch Tablet Input Menu


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System maps all inspection sites in GIS

Pavement Conditions Linked to Road Inventory and PMS

•Where are the Assets

•What is the Criticality

•What is the Condition

•What Is the Scope

•What are the Resources Available

We Answered These….

• How Much Work Is to Be Done?

• Who Will Do The Work (Contractor vs. Unit)

• When Will It Be Done? (Based on Criticality, Budget, Location, Resources, Schedule)

• How Much Will It Cost? (Strategic Budget)

• Where Is The Work?

And We Found Out………..

Combining Activities, Asset information, and Resource Data Produces FACT Based Plans


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OrganizingDollars - Manpower

Who Executes

Org Structure

Purpose: Outline efficient and effective future organization

• Optimize public dollars

• Effectively utilize available resources

• Establish a more transparent organization

• Increase ability to benchmark and measure

the efficiency and effectiveness

• Align our staff with our mission

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Majority of our work was focused on response with limited short range planning.

Roles and Responsibilities

• Routine Repair and Maintenance‐Work that can be scheduled and place on a routine

•Response‐Work that pulls crews off schedule

• Systems‐ Inspection and work identification, key support of CMMS and its processes

Move from ~80% response and ~20% routine…

to 80% planned and scheduled and 20% response.


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Triggers and Staff Responsibility

Priority Trigger/Action Staff Responsibility

OperationsDirector

WarehouseAdm.

Drainage/Construction

Response Vegetation

PlanningOrganizationDirectionControl

New Organizational StructureService Units

Systems Planning

Unit Organization Chart

Warehouse

Response Routine/Planned

Administration

Drainage/Const

Vegetation Maint.


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DirectingTasks – Planning or Calls

Work Plan (Two weeks)

Work Queue (Longer Term)

Our Work Flow

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Our work flow was cumbersome and difficult to follow.

New alignment to gain ability to plan, organize, schedule and control work

Asset Inspection Proactive Routines


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SysP Work Flow

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Process Occurs on a Bi‐Weekly Basis

Work Orders Inspection/Back LogRoutines

Selected for New Work Order

Previous Alternate Work Orders

Previously Scheduled But Not Completed Work Orders

Develop Preliminary Schedule

Alternate Work List 2 Week Work Schedule

New Work Orders With Deadlines

Scheduling Meeting

Prepare Final 2 Week Schedule

Systems Planning

Unit General Crew Leaders

Systems &

Units

Every two weeks, a meeting is held to review

bi‐weekly schedules…

What was not completed?What is scheduled for the next two weeks?

Bi‐Weekly Scheduling Meeting Held Via Internet

• General Crew Leaders Present Schedules• Operations Field Coordinators Check for Any Final Adjustments

to Schedule• SysP Management Check for Overall Progress• Units Coordinate on Equipment Needs• Insertions into the Schedule are considered• Transparency by Upper Management• Meetings Recorded for playback


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Video Bi Weekly Scheduling Meeting

SystemsPlanning

South Service Unit

West Service Unit

East Service Unit

Internet

SysP Activity Report

Better Reports With CMMS

• Backlog Reduction Important Metric To Show Improvement

• Vetting of Backlog (Systems Planning) has reduced Work Orders in Database by 15% to 20% (redundant and completed WO’s)

• Vetting of Work Order Scope in Backlog has reduced some activity efforts by 70%

• Many Work Orders No Longer Needed

Open work orders and service requests from old CMMS data analyzed.Started with ~3100Currently ~1800

Goal – Less than 1,000


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Improving/Controlling

Established Business Process and Tools

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• Defined List Of Activities By Program

• Guidelines For Each Activity:

• Developed Work Flow For All Service Units

• Documented Methodology For Determining Per Meter Costs For Rolling Stock Equipment For Full Cost Recovery Or The Determination Of True Units Costs

• Documented Methodology For Determining Overhead For Full Cost Recovery Or The Determination Of True Units Costs

• Documented Process For Determining Opportunities For Contracted Services

• Some Developed Routines And PM Programs With More In Development

• Established Short Term Scheduling Procedures For All Groups

• Asset Management And Work Identification Process And Priority Criteria

• Working Paper Outlining The Modification Of Tmd’s Mission Statement To Include Effectiveness And Efficiency Components

• Working Paper Outlining The Evaluation Of Current And Future Inter‐local Agreements For Full Cost Recovery

• Working Paper Outlining The Use And Advantages Of Low Cost Labor Resources

• Working Paper Making Recommendations Related To The Transfer Of Equipment

• Working Paper And Outline Of Fleet Agreement With Fleet Management

• Working Paper Outlining A Plan To Reduce And Monitor Overtime Usage

• Working Paper Outlining The Standardization Of Downtime Methodology For Consistency Across All Groups

• Definition• Planning Criteria• Resource Needs (Labor, Equipment, Materials)

• Inventory And Reporting Units• Quality Standards• Checkpoints

Many business process and tools have been established in spite of the lack of a CMMS

Contract Candidate Decision Process

Will establish accountably and provide management decisions tools


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Results

• Reduction of one maintenance yard without reduction of service levels

• Reduction of staff by ~7%

• Mowing cycles have increased by 25%

• Reduced back log work orders

• Increased closed work orders by 20%

Results

•Performance Audit December 2012

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“The Department is transforming field operations in a positive way, and plans exist to expand this success….. “

“Performance Audit of the Hillsborough County Public Works Department”,Clifton Larson Allen LLP, December 14, 2012

“ …by extrapolating the recommendations contained in the October 2010 Lorick report to all functional areas, the Department will be able to considerably improve the way business is conducted.”

Impacts of new CMMS

• Many tasks have been implemented that will

only be enhanced with new CMMS.

• Soon a new tool will be in place to assist all

groups in Planning, Organizing, Directing and

Controlling work

• The new tool will allow collection of data for

benchmarking and monitoring of:

– Effectiveness (units produced)

– Efficiency (Cost of units produced)70


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Anticipated Future Results

• Feedback at all levels

•Processes and technology to match needs

•Empowerment & involvement of employees

•Transparency

• Systematize all work

• Increased Quantifiable Efficiency

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• Obtain Leadership buy in• Determine direction• Align people and processes• Put right people in right spots• Engage team• Establish work flows• Apply technology then modify and enhance• Document success and give credit• Get to next level

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Lessons learned

Questions

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W. Roger Cox, P.E. Manager, Systems Planning

Hillsborough County Florida601 E. Kennedy Blvd.Tampa, FL 33601‐1110Phone (813)‐307‐1789

email: [email protected]

Jeff Thurman, ConsultantLA Consulting, Inc.

1209 Manhattan Ave, Suite 310Manhattan Beach, CA 90266

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

Linked @LA_CONSULTING

Celebrating our 20th year of Helping Public Works Work!

Documents

T12 using technology and best business practices-cox and thurman