Transcript Slide 1

Equipment & Building Services
Quality Management Overview
August 22, 2011
Scope of Services
Equipment and Building Services (EBS) provides
Fleet Management and Building Management Services
to internal departments.
Fleet Management includes procurement, maintenance
and repair of equipment for all City fleet.
Building Management includes maintenance and
renovations to City facilities.
EBS has approximately 365 employees at various
locations throughout the City.
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Executive Team
Errick Thompson
Director
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Executive Team
Building and
Business Services
Lynetta Kidd
Assistant Director
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Executive Team
Equipment and
Security Services
Cheritta Johnson
Assistant Director
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Equipment & Building Services
Errick Thompson,
Director
Organization Chart
Cheritta Johnson,
Assistant Director –
Equipment & Security
Services
Lynetta Kidd,
Assistant Director –
Building & Business
Services
Liza Bustamante,
Environmental &
Management Systems EMR, QMR, SMR
James Anumel,
Fleet Manager
Arnold Castillo,
Interim Building Manager
Terry Jackson,
Interim Building Manager
David Cates,
Fleet Manager
Willie Johnson,
Interim Building Manager
Gerald Mathews,
Interim Building Manager
Greg Cox,
Fleet Manager
Mike Plattero,
Interim Building Manager
Velada Camper,
Work Orders &
Room Reservation
Manager
Johnie Ellis,
Interim Fleet Manager
Larry McCachern,
Fuel & Electricity
Manager
Elsa Cantu,
Work Orders &
Room Reservation
Interim Manager
Mike McClatchey,
Fleet Manager
Barbara Moore,
Payables & Warehouse
Manager
Wes Stroup,
Fleet Manager
Wanda Moreland,
Building Budget Manager
Eric Hunter,
Equipment Asset &
Training Manager
Eboni Mitchell,
Executive Assistant
Carla Brewer,
Equipment Budget
Manager
Jeff Fink,
Bond Construction
Interim Supervisor
Sheldon Klain,
Interim Chief of Security
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Building Services
Building Maintenance
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Electrical
Carpentry
HVAC
Plumbing
Roofing
Materials Warehouse
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Building Services
Custodial Services
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Janitorial
Recycling Collection
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Business Services
Fuel
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Fuel Inventory
Tank Maintenance
Warehouse
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Building Material Inventory
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Equipment Services
Maintenance & Repair
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Make Ready
Maintenance Shops
Heavy Shop
Vehicle Auction
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Equipment Services
Parts & Inventory
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Parts Rooms
Tire Shop
Salvage Yard
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Equipment Services
Security
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Bullington Truck Terminal
Central Library
City Hall
Oak Cliff Municipal Center
Martin Luther King
Municipal Courts
Southeast Service Center
Trinity Audubon Center
West Dallas Multipurpose
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Equipment Asset Management
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Equipment Procurement
Equipment Training
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Management Systems
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Compliance
EMS, QMS & OHS Management Systems
Stormwater Interceptor Program
Power Washing Program
Maintenance of Inlet Protectors
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Quality Objectives
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Building Services
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Building Services
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Building Services
In-house Construction Commentary
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Building Services
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Building Services
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Building Services
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Business Services
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Equipment Services
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Equipment Services
Equipment Operations Commentary
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Equipment Services
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Equipment Services
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Equipment Services
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Equipment Services
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Equipment Services
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Equipment Services
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Equipment Services
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Security Services
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Security Services
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Building & Business Services Process Improvements
Record
Number
Process Improvement Description
Update
1
Implement Preventative Maintenance Program in building
management. Currently EBS does not have funding for the
Preventive Maintenance Program.
Building Maintenance - Open – The EECBG Program Started in
Aug of 2010. EBS is performing maintenance on Fire Stations, Police
Stations. Libraries, Recreation Centers and various other City Buildings.
Benefits: Depending on the type work completed, the savings can
range from $800 to 15K per unit. Cost savings will be tracked.
2
Map the Room Reservation Process to improve the operation by
identifying efficiencies and controls.
Room Reservation - Open – Update: To date, eight change requests
have been created. The highlights of the eight requests include creating
an administrative directive, constructing a schedule of pricing,
generating three work instructions and documenting rules and
regulations for room reservations.
Benefits: The documentation of a formal process streamlines the
operation. An increase in generated revenue will be determined.
3
The decrease in the number of PCards that are issued to staff will
lower the monthly amount for PCards (#3089)
Budget Services - Open - P-Cards have been reduced from 82 to 20
P-Cards and 1 Travel Card.
Benefits: Annual P-card processing cost reduced from $9,900 to
$3,600 which is a savings of $6,300 annually.
The exposure for a potential lawsuit is reduced as a result of using
Master Agreements instead of P-cards.
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Building & Business Services Process Improvements
Record
Number
Process Improvement Description
Update
4
For accurate budgetary tracking purposes, EBS expenditures
should be disbursed from the correct object code. Staff needs
to be properly trained on which object code to use for all
purchases/payments. (#3090)
Budget Services - Open - Mandatory object code training was conducted in
May 2011 for all EBS staff that is responsible for purchasing items or paying
invoices. The number of errors was reduced from ten per day to two as a
result of the training.
Benefits: The monthly cost of errors decreased from $2,000 to $400 which is
a savings of $19,200 annually.
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Equipment service invoices are not being paid in a timely
manner.
Accounts Payable: Open: Prior to October 1, each vendor had a separate
account with every fleet service center. There were invoice amounts in arrears
up to three years. Beginning October 1, 2010, the procurement and accounts
payable functions were centralized at 3202 Canton. All accounts are now
combined into one account. A procurement document for requesting DO
numbers was created (EBS-FRM-360.ES). This form is currently being used by
all EBS employees when requesting procurement numbers. On average,
invoices are processed within 3 days of receipt.
Benefits: Improved relationship with vendors. Cost Savings will be
determined regarding the time saved researching unpaid invoices.
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Ensure the integrity of the overall fuel system and standardize
the Veedor Root testing process.
Fuel Services - Open – The Veedor Root system for underground storage
tanks monitors inventory, checks leaks and takes readings. All aspects of the
Veedor Root system have been reviewed.. The current process is not
standardized and there is limited knowledge regarding the requirements to
remain compliant. Mapping out the process has produced 7 new work
instructions, 2 new forms and revised 2 work instructions.
Benefits: Standardizing and documenting the process will minimize the
financial risk associated with the failure to comply with the EPA and State
regulatory requirements. Daily fines may start at $32,000.
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Building & Business Services Process Improvements
Record
Number
Process Improvement Description
Update
7
Map the Fuel Card Process to improve the operation by
identifying efficiencies and controls.
Fuel Services - Open – The current work instruction for fuel card
processing does not contain enough information to actually complete
the job. Five new work instructions are under review which document
how to create, emboss, encode, reset and re-encode fuel cards. Other
areas such as destruction of cards and merging two fuel cards into one
will be investigated.
Benefits: A documented process will ensure continuity of the fuel card
processing for the Department.
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Maintain current master agreements and improve the
identification process that determines the necessity to use or
renew existing master agreements.
Warehouse - Open: A coordinator was hired in October to ensure
that master agreements are current.
Benefits: To date a 45.4% ($913, 212.36) aggregate annual savings has
been realized related to two master agreements which include the auto
body collision contract and the non emergency wrecker contract.
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Map the Work Order System to include the new CRMS database
to improve the process and identify efficiencies and training
needs.
Building Services Work Order System - Open: This project will
start in August 2011.
Benefits: To be determined
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Equipment Services Process Improvements
Record
Number
Process Improvement Description
Update
1
The conversion from G-2 to M-5 created a more cumbersome
method of running reports. Benefit of streamlining the report
data process will help reduce time (labor hours), help manage
a more accurate inventory and help to find inventory errors.
(PI # 1206)
Equipment General Operations - Open – Six City departments are
operating six different databases within M5. The improvement will allow all
departments to work from one system for inventory accuracy and work
order requests. The conversion and configuration of the database is in
progress. These processes include creating a formal statement of work,
finalizing the contract and consolidating the assets. Upon Council approval
and completion of training, EBS will have access to the revised system on
October 1, 2011.
Benefits: To be determined. Streamlining the system anticipates a
reduction in labor hours and an increase in inventory accuracy. Actual data
will not be available until after implementation.
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Reduce the amount of time between when the mechanic
comes to the parts window and makes a request and when the
mechanic receives the part, which includes setting inventory
levels and monitoring return parts. (ZIP – Parts Management
– PI #889)
Parts Management – Zip - Open – A total of six change requests were
submitted. Four change requests were approved. Two additional change
requests are still being considered. These pending requests include (1) an
upgrade to M5 to improve stock order accuracy thereby eliminating back
orders and (2) adding bar scanning equipment to minimize errors and
research time.
Benefits: Annual cost savings estimated at $51,063.71 to be realized
through adjusting the min/max levels, reducing emergency ordering,
improving inventory accuracy and adding scanning equipment.
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Equipment Services Process Improvements
Record
Number
Process Improvement Description
Update
3
Improve the accuracy of stock orders.
Parts Management – Zip - Open –When a stock order is received in
M5 and the order is not completed, the parts numbers will remain in a
backorder status. This issue causes shortages in the parts room because
it prevents the accuracy of store reorders.
Benefits: All related benefits will be realized with the M5
enhancements.
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Reorganize job titles and responsibilities to improve
responsiveness.
Equipment General Operations - Open – A total of 45 positions will
be hired this fiscal year. The positions include trades helpers,
mechanics, certified techs, welders and supervisors.
Benefits: Data is still being gathered to quantify improvements to be
realized as a result of increased headcount.
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Reduce the amount of time of repairs needed following
accidents/wrecks involving City owned vehicles. (ZIP Body
Shop – PI #1631)
Paint and Body Shop – Zip - Open - Eight change requests were
submitted. Six change requests were approved. Two change requests
are pending additional approval from the Police Department..
Benefits: Relocation of decals reduced expenses by $93.63 per rear
end collision. Changing the decal type to black and white reduced cost
by $683.12 per squad car.
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Reduce the number of vehicles that have unreported damage.
Paint and Body Shop – Zip - Open - The procedure on Equipment
maintenance and repair is being revised to instruct mechanics to check
for body damage whenever a car comes into the shop. (Change Request
#4)
Benefits: Documenting unreported damage gives department
executives an accurate view of the fleet used within their operation.
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Equipment Services Process Improvements
Record
Number
Process Improvement Description
Update
7
Improve reporting on vehicle damage found during preventive
maintenance work.
Paint and Body Shop – Zip - Open - EBS is working with CIS to create
a crystal report that will list all equipment with reported damage found
during routine PM. Component codes have been created to distinguish
between major and minor damage. (Change Request #5). This report has
not been created to date.
Benefits: To Be Determined
8
Reduce the expense and time needed to replace the decals on
at least the entire side of a marked police vehicle following an
accident.
Paint and Body Shop – Zip - Open - The proposal requests that the
color scheme of marked police vehicles be black and white and use single
panel decals which would be employed universally from different year and
models of cars thereby saving costs. (Change Request #8). There was a
change to the design of the decals therefore altering the benefits related to
this change request.
Benefits: To Be Determined
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Review the new Paint and Body Shop process to ensure it
includes all contract and master agreement requirements.
Paint and Body Shop - Open – The contract for the estimator and the
master agreement for the body shop vendors has been reviewed. EBS
Equipment staff and intern are reviewing the recommendations to the
current WKI.
Benefits: Meet time requirements and charges as stated in the contract
and master agreements with vendors.
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