PRSM 2012 Best Practices - (Page 84)

AChiEviNg PrOCESS iMPrOvEMENT ThrOugh ONSiTE ASSESSMENT OF kEy PErFOrMANCE iNdiCATOrS (kPis) AUTHOR dawn cassidy, development Manager and rudy groenewegen, director of operations COMPANY genesis Maintenance corporation AUTHOR Ali Johnson, senior Manager COMPANY gap, inc. chAllenge: A large national retailer was looking for ways to reduce redundant processes performed by its in-house facilities organization and the vendors tasked with executing facilities repairs. A consistent challenge for vendors is achieving process improvement. Before anyone can achieve process improvement, they must achieve process alignment. In order to identify redundancies, compliance within all of the client’s key performance indicators had to be ensured. best PrActice: The vendor realized that information exchange through conference calls had limitations to actual discovery and any “aha” moments. The vendor requested an on-site day with the client’s team, which is tasked with managing vendor exceptions and store communication. Not only was the client willing to host this event but it embraced the opportunity and ensured a schedule was in place that allotted for 15-20 minutes of Q & A with each member of the corporate facilities team. The role and function of a corporate facilities team is similar to that of a management vendor. By interviewing the corporate staff, a process map of its functionality was formed and compared to the company’s own processes. By aligning on the steps required to follow up on work, the teams sat side-by-side in partnership to determine where the work was redundant and overlapping. The first breakthrough came when it was discovered that the weekly SLA report was being shown to corporate on Monday morning. The support team that follows up on these reports was then contacting its vendors for clarification on dozens of open work orders, creating a barrage of emails between the support team and the vendor. It was suggested that the report be moved to Tuesday morning to alleviate much of the work that was catch-up from the weekend. Moving the report allowed the vendor to have Monday for open-call report clean-up and for the support team to validate what was outstanding after having performed its updates from the weekend. This action had no negative effect on the SLA and substantially reduced the number of exception-triggered events and contact points. The second improvement came from a corporate inquiry into the vendor’s process to move approvals forward. The vendor was changing the status on any approved work order to “dispatched.” For the vendor this process was intended to reset the work order schedule dates. The vendor was unaware that the stores interpreted this as the work order being moving backwards and was the catalyst for many inbound store inquiries that the corporate team then had to manage. The vendor was able to change the behavior immediately and further reduce the number of daily contacts the corporate team was managing. The third process gain came from the corporate team sharing a copy of the internal store operation guide. By sharing this information, the vendor was able to act as an extension of the corporate team by walking store managers through operational tasks and parts ordering processes, further reducing contact incidents and often expediting the resolution due to clear direction and steps to follow. results: The investment made by the client and the vendor realized an ROI of 20 hours per week saved by the corporate facilities team and an additional 30 hours per week saved by the vendor, totaling 2,600 hours per year. In addition to the hard results much more has been returned in the way of ease-of-business thresholds, business model functionality and overall communication improvement. 84 | 2012 Best Practices

Table of Contents for the Digital Edition of PRSM 2012 Best Practices

Conducting Multi-Site Paving Improvements to Ensure Continuity
Conducting Multi-Site Paving Improvements to Ensure Continuity
Exterior Rebranding
Exterior Rebranding
Getting the Most Value Out of Roof Management
Getting the Most Value Out of Roof Management
Pervious Concrete Pavement Solves Drainage Challenge
Pervious Concrete Pavement Solves Drainage Challenge
Pervious Pavement: Concrete Solutions to Driveway Stormwater Drainage and Sustainability Problems
Pervious Pavement: Concrete Solutions to Driveway Stormwater Drainage and Sustainability Problems
Applying Bipolar Ionization to Improve Indoor Air Quality and Save Energy
Determining Responsibility for Ceiling Leaks
HVAC Maintenance and Repairs Quote Review
Managing HVAC Energy Usage Without Installing an Energy Management System
Solving HVAC Issues on Landlord Operated Systems
Creating a Standardized Cleaning Chemical Program
Floor Replacement Planning and Execution
Improving Pest Control Monitoring to Maintain Store Cleanliness
Streamlining Store Cleaning Through Internal Benchmarking
LED Conversion Bolsters Ambiance, Bottom Line and Environment.
LED Gas Canopy Lighting Upgrade
Lighting Maintenance
Retrofitting Signage with LED Technology
Performing Basic Troubleshooting to Save Money
Implementing Repair Audits to Ensure Customer Safety
Improving Quality, Cost and Schedule Through Safety Education
Managing Extended Power Outages Through Emergency Response
Managing Risk Through Slip Resistance Testing
Creating Energy Teams to Pursue Opportunities
Formulating Green Solutions
Making Data Centers LEED Compliant
Outfitting Facilities with an Eye on ENERGY STAR Certification
Recycling Cooling Water From Air Conditioning Systems for Toilet and Landscaping Use
Sustainability-How the Facilities Team Can Contribute
Driving Down Waste Expense
Reducing Trash and Recycling Expense for Retail Locations
Transferring Compactor Maintenance to a Service Vendor
Waste Service Efficiency and Compliance
Waste Evaluation and Right Sizing to Reduce Cost
Asset and Service Warranty Tracking and Management: More Fully Realizing the Value of Budget Expenditures
Conducting an Organized Meeting
Proactive Maintenance Scheduling and Delivery
Repair Reductions by Participating in Design and Construction Table
Streamlining the Store Closing Process
Achieving Process Improvement Through Onsite Assessment of KPIs
Forecasting a Maintenance and Repair Budget
How to Calculate Return on Investment
Tracking Finances for Facilities
Centralizing Vendor Training and Management
Creating a Service Vendor Call Center to Save End Users’ Money
Answering a Call Status Challenge with an IVR Solution
Communicating Product Recalls Using a CMMS-Inspired Module
Doing More with Less and Saving Money in the Process
Ensuring the Accuracy of Web-Based Maintenance Requests
Establishing an End to End Procure-to-Pay Process
Leveraging Existing Technologies to Provide Updated Process Improvements
Quality Management of Bundled Periodic Services
Reduced Dashboard Time at Supply Houses
Parking Lot Management
Creating Best-In-Class Snow and Ice Management White Paper
Energy Savings/HVAC Air Filter Bypass
Managing a Retail Lighting Retrofit Project – Bright Ways to Improve Your Lighting and Your Bottom Line!
Managing Energy Usage with Interval Meter Calibration
Navigating the Department of Energy’s Higher Efficiency Regulations
Supplier Insights into Competitive Sourcing White Paper
Testing HVAC System Options to Reduce Costs and Labor
Understanding Retail Facilities Sourcing White Paper
Glossary of Acronyms and Terms

PRSM 2012 Best Practices