Building Depth in Facilities Team

Editor's Notes

• #2: Chris Barron Faith Baptist Church Facilities Manager Served in church in high school as leader in youth and church sound man. Served at Broadway theater as assistant technical director US Navy – Nuclear reactor operator in engineering Johnson Controls Facilities Management - calibrations - technical writer - analytical calibrations tech - call center, technical writers, document control supervisor - Six Sigma Black Belt Computer Store Manager Facilities Manager at Faith - IT, Vehicle, Grounds, SS, Sound, Maintenance, Kitchen, Events, etc.
• #3: Story of first taking over at faith. - A single notepad had written sheet showing the current contracts and about what we paid them for the year. and the picture of the handover. Goal for Training Slide Depth – how do you define it? – individual employee abilities / knowledge level how they improve facilities Nature and design of contractors and contract relationships Team work / the synergy of cross functional teams, doing as a whole more than the individual Strength on the bench ability to overcome any new challenge thrown at Facilities
• #4: Recognize, Define, phase six sigma What are you doing today. Ask yourself about the spiritual side – are we as a team doing things that make sense biblically? Example of Jesus – disciples, what did Jesus not do that was required for every day life? Does working with contractors help us do that better than training our in house staff? Does your job descriptions match up with the church goals / What are we not doing that we should be doing? Total budget, total work hours, total cost, what is being done on campus in similar ways or task that is not currently under your area of ministry. Can synergy be gained by joining work areas or cross training, etc. May include a programming list, or employee names, or job descriptions or list of contracts or list of task. List Facilities specific Areas: Business / Administration, Health and Safety, Fire Safety, Security, Maintenance Systems, Periodic Testing and Inspections, Operational, Business Continuity Planning, IT / IS / Computers / Technology, Landscaping, Audio / Video, Vehicles / Fleet Management, Insurance, Space Planning, Event Management List of programming / events / Ministry support areas: Sunday Morning, childcare, school, VBS, Dinners, Weddings, Fall Festival, Easter event, Christmas event, sports programming List of Contracts: Landscaping, custodial, fire extinguishers, elevator, smoke detectors, wheel chair lift, snow removal, side walk clearing / cleaning, gutters, pest control, HVAC, carpet cleaning, sprinkler system, vehicle maintenance, trash removal, recycling, painting, security, tree trimming, window cleaning, organ /piano tuning, room set-up, generator maintenance, dry cleaning, baptismal maintenance, watering plants, IT, IS, movers, even electric company riders (may affect how you use electricity – discuss demand response or back-up power generation), water credit for dumping condensate to sewer or using evaporative cooling, chemical company for water tower, List of Job Descriptions: Facility Helper, Facility Assistant, Sound Man, Kitchen Director, Wedding Coordinator, Facility Technician, Calendar Admin, Secretary, Child Care Director, Security Officer, Facility Director, Landscaper, Bus Driver
• #5: List gaps, skills, attitudes Lack of spiritual focus on job / department not consistent with overall mission of organization, employees only focused on specific task – not team oriented, not reporting problems in other technical areas, finger pointing instead of asking how can I help / learn that task, not able to self perform routine task, customer always waiting for a deliverable. Better, quality, faster, not core business vs improves overall team Provide services on weekends without paying high overtime rates, Who - Look at business / operation  - Insourced Cross training, Cross functional, dual job description, Benefits of cross trainings: essentially changing a team members job description to include additional task. Improves the amount of the larger process an employee is included in, improves the buy in and inclusion of that team mate, provides for pay increase opportunities and knowledge advancement acquire new skills, demonstrates that the organization cares (non-monetary recognition), saves the company money by using existing workforce, helps protect from the loss caused by employee absence or turn over, efficiency of existing workers always better than initial new recruit. - Outsourced Contracts, license, government regulations, Review service level agreements, add additional language new contract review, put measures in place to provide deeper bench of support from contract labor. Examples: table chair set-up help from custodial company, paid child care from Day Care workers.
• #6: Measure current processes with some accuracy. Remember to ignore many soft numbers or let them stay soft (productivity gain). Bundle savings, let contractors install for free (example of sample flooring coating). Be careful about claiming maintenance savings. (building operating management 2014 greg zimmerman) Decide on measurable outcomes / goals – Analyze measured data for possible improvements Measurable outcomes begin with action verbs, and are verifiable, or measurable. Cost reduction overall, employee satisfaction, reduction in customer complaints, increase in quality, You cannot improve what you do not measure (six sigma) Internalize contract, what would customer see / feel. Required change in budgeting…outside check vs. in-house payroll. Training: Ensures consistency Ensures safety Ensures Job description understood Reduces rework, mistakes Provides confidence / assurance Improve customer satisfaction Can demonstrate care to employee Cross training can have disadvantages and advantages: Cover vacation Cover Sick days Prevent boredom Create competition Develop greater ladder / opportunity for advancement Demonstrate leadership qualities and who is ready for promotion Allow reduction in outside contracts Improve casualty response (familiar with systems on site Improve customer satisfaction (on-site knowledge, quick response time, Provide cross area oversight or review (accountability, team building, Limit approach by considering: Stretching employees too thin Level of technical expertise Quality may suffer Employee chooses favorite work, other areas suffer https://www.fmbenchmarking.com/
• #7: Example: - of our first landscaper – filed bankruptcy not long after we switched to a different contractor. - I began to push my tech too fast too soon. FMBenchmarking.com $1.50 to $3 sqft for maintenance $3 sqft for Utilities – moderate climate $1.25 sqft for custodial $ sqft for mortgage / insurance / taxes At Faith we run about $3 to $3.5 sqft on maintenance, custodial, utilities.
• #8: Put procedures in place, plan for the transition PM calendar – procedures require signatures Design / Architect phase of six sigma Consider all the Leaning styles, visual, audible, tactile, repetitive Consider the ways to perform the training - Observe, Practice, simulate, discuss talk about more on another slide. Write the training, example vehicle binders, forms, handouts, quiz, power point, etc. Example: Switch from full time to on-call, vs volunteer labor for set-ups. Implement procedures that can be referenced. Create maps to help person check off list Create checklist for topics each job description needs to discuss, i.e. SDS (MSDS) Could be tied to pay raises / performance evaluation Qualification Cards – Navy example Break down the training into sections: Start with basics – always include and do not assume the employee knows what to do. Include the theory or reasons if known to seal the training and assist those who can apply the theory in the event the situation is slightly different next time.
• #9: $600 single room with carpet extraction company each visit Electrical KWH reduction of $2800 first year, and $2100 in demand savings ($4900 or 12% reduction) Examples: - sound man training baptismal operation window cleaning kitchen helper, wedding coordinator security team carpet extraction vehicle maintenance checklist, vehicle driver training, fire extinguisher use, floor waxing fire extinguisher monthly, elevator monthly, pest control spray, termite inspection, HVAC monthly, quarterly, and semi-annual, simple electrical repair, GFCI testing, lawn care, network installation and testing, Air balance, ergonomics, thermostat operation, electrical demand reduction,
• #10: Ensure a part of Job Description Classroom (reading policies, etc.) Observe (watch others) Practice (simulated, actual, supervised ) Perform (on your own, checked behind) Make Performance the new Norm Be able to Train others / replacement Remember Proficiency – some task will require repeat training or refresher training Example: Switch from full time to on-call, vs volunteer labor for set-ups. Implement procedures that can be referenced. Create maps to help person check off list Create checklist for topics each job description needs to discuss, i.e. SDS (MSDS) Could be tied to pay raises / performance evaluation Qualification Cards – Navy example Break down the training into sections: Start with basics – always include and do not assume the employee knows what to do. Include the theory or reasons if known to seal the training and assist those who can apply the theory in the event the situation is slightly different next time.
• #11: Make the initial improvement in an area Time cards at call center with 5 dollar meal card Choose Trainer, tools, timing, improve phase   Limit your training environment to a place where the participants practice the desired outcome repeatedly in a training room. The definition of training is hands-on practice. Make improvement with goal in mind. May require change in contract, example of hiring custodian before other contract is up. Hiring landscape team member in winter for training time. Landscaper to map all plants on campus with recommended fertilizer and trimming schedule Fire Co. to map all smoke detectors and pull stations Quarterly training with all staff (not just facilities) Fire extinguisher Use of the defibrillator Van driver training Site wide Emergency response (fire, hurricane, flood, tornado, shooter, etc.) Computer / Internet security Office Safety Evacuation   New Equipment Training session Carpet extraction, manf. on the phone, everyone standing around equipment Classroom electrical theory, safety, then into field for hands on. Ladder safety New lawn mower Classroom, observe, hands on, shadow: with sound guys, then hands on, set-up and break down sound equipment, then hands on quality of sound, then phase in with sound team. Vehicle, start with classroom, then walk through, then behind the wheel.
• #12: Current IT was a replacement from a guys who did not want to grow with the implementation of the virtual environment. The new guys contract needed a first year before we could add information Current work order system did not provide the data to compare to contract language on response time and work order priority. Asked the landscaper to add tree trimming and mulch, fertilizer and weed killing as part of annual contract instead of out of scope work. Combined kitchen hood, smoke, sprinkler, monitoring, back flow test, fire extinguishers, to a combined contract. Dropped the poor performing security contractor who was performing smoke test.
• #13: No PMs so the tools needed to be created to improve the process or train people.
• #14: Start with basic list Develop the list of steps or task Begin to put meat on the skeleton of the needed training or procedure.
• #15: Put some life into the meat on the skeleton
• #16: Putting a face on it, skin on the structure.
• #17: Would the fault that I think I found cause the symptoms I have observed? Could the fault that I found have been caused by a fault I have not found yet? Could the fault I found caused another fault I have yet to find? When dealing with improvements change will slip back if not controlled. Control phase Talk to the employees who attended the training. Verify the effectiveness of the training to determine if participants have changed their work behaviors. Procedures, Owners, Validate cost savings Conduct ongoing needs assessments and embrace a proactive training stance. For years, corporate training reflected reactive, band-aid approaches to poor employee performance. Train employees before they begin the work, and they will perform better. If they do not receive training, and develop bad habits, it is counter-productive to offer training as a remedy. Feedback, re-check, re-measure, re-inspect, re-test, re-visit, remember. Communicate the change and impact to the customer – example of switch to IT provider, change in landscaper (clover in grass), Ensure that hard skills training is always a hands-on experience budgets and people there is always the un forseen un planned change or cost.
• #18: Annual review of the vehicle training by Office Manager – 1 yr. copy of proof of insurance, 3 yr. new application.
• #19: Institutionalize – Share Deploy to others, translate it. Re do. Your questions – What improvements opportunities have stood out to you today Second Closing – Drive point home with example Maybe the auditing tool in word for tech writers. Using interoffice mail system for tech writers, The key control process with new database and forms.