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 Florida
Jeff Thurman, CPM, Consultant LA Consulting, Inc.
Tuesday, April 23rd , 2013
Prime Osborn Convention Center
Jacksonville, Florida April 22nd–26th
CONSULTING INC.
“We help Public Works Work”
2
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
3
• Introduction
• How did we get here?
• Implementing change
• Result and expectations

4/23/2013
How did they get here?
Jeff Thurman, Consultant
LA Consulting Inc.
Manhattan Beach, CA
4
• 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 areas
5
The County has more road miles than five state
DOTs (HW, RI, NJ, VE and Mass)…
and total assets valued at over $10 billion.
6
 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.

4/23/2013
7
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
Distribution
Workload
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”…
8
Considerable Involvement of staff:
Visits were made on‐site to observe employees in the field
PLANNING ORGANIZING DIRECTING CONTROLLING
Resource
Data
Activity
Guidelines
Annual
Work
Program
and
Budget
Inventory &
Condition
Assessment Level of
Effort
Work
Activities
Resource
Requirements
Workload
Distribution
Work
Requests
Work
Scheduling
and
Assignments
Work
Backlog
Work
Reporting
Performance
andCost
Reports
Field
Performance
Evaluation
and
Management
Action
Update
Planning
Values
Work
Calendar
P
PP
PP
9
P
P
P
P
They were performing many of the desired processes….
But areas for improve were still identified!
What were the Results…

4/23/2013
The Game Plan for Improvement…
86 opportunities for improvement, with
68 recommendations.
10
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:
11
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)

4/23/2013
Systems Planning Section
Operations
Director
South Service
Unit
Systems
Planning
West Service
Unit
East Service
Unit
Planning
Organization
Direction
Control
14
"If you keep on doing what you've
always done, you'll keep getting what
you've always got."
Typical Approach
Select
Software
Establish/Change
Process to Match
Implement
Processes
1
8‐18
18‐48
Desired Approach
1
6
12
12‐18
Evaluation
of Operation
Establish
Mgmt
Process
Implement
Processes
Improve
Operations
15
Discovered our needs…
then utilize technology to assist not
direct operations.

4/23/2013
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
17
Provide input
utilize approach
Implementation Includes Four
Phases of Maintenance
Management
Planning
Organization
Control
Directing
Let’s see how this works!!

4/23/2013
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
PercentofMaintenanceBudget
Percent of Maintenance Activities
100
80
60
40
20
0
10 20 30 40 50 60
Trivial Many
Significant
Few
Trees
Drainage
Pavement
Sidewalk
Mowing

4/23/2013
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

4/23/2013
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

4/23/2013
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

4/23/2013
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

4/23/2013
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

4/23/2013
Sidewalk Field Data
Sidewalk Maps
Sidewalk Mapped and
Identified 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
39

4/23/2013
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

4/23/2013
Five LASER Rut Bar
‐ FHWA Minimum ‐
Rut Bar Visual Displays and
Touch Tablet Input Menu

4/23/2013
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

4/23/2013
49
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
50
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.

4/23/2013
Triggers and Staff Responsibility
Priority Trigger/Action Staff Responsibility
Operations
Director
Warehouse
Adm.
Drainage/
Construction
Response Vegetation
Planning
Organization
Direction
Control
New Organizational Structure
Service Units
Systems Planning
Unit Organization Chart
Warehouse
Response Routine/Planned
Administration
Drainage/Const
Vegetation Maint.

4/23/2013
55
Directing
Tasks – Planning or Calls
Work Plan (Two weeks)
Work Queue (Longer Term)
Our Work Flow
56
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

4/23/2013
SysP Work Flow
58
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

4/23/2013
Video Bi Weekly Scheduling Meeting
Systems
Planning
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 ~3100
Currently ~1800
Goal – Less than 1,000

4/23/2013
Improving/Controlling
Established Business Process and Tools
65
• 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

4/23/2013
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
68
“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

4/23/2013
Anticipated Future Results
•Feedback at all levels
•Processes and technology to match needs
•Empowerment & involvement of employees
•Transparency
•Systematize all work
•Increased Quantifiable Efficiency
71
• 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
72
Lessons learned
Questions
73
W. Roger Cox, P.E. Manager, Systems
Planning
Hillsborough County Florida
601 E. Kennedy Blvd.
Tampa, FL 33601‐1110
Phone (813)‐307‐1789
email: coxw@hillsboroughcounty.org
Jeff Thurman, Consultant
LA Consulting, Inc.
1209 Manhattan Ave, Suite 310
Manhattan Beach, CA 90266
Phone: (310) 374‐5777
email: jthurman@laconsulting.com
Linked @LA_CONSULTING
Celebrating our 20th year of Helping Public Works Work!

T12 using technology and best business practices-cox and thurman

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