6/17/2015. Computerized Maintenance. Management System (CMMS) Optimization

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Computerized

Maintenance

Management System

(CMMS)

Optimization

Ingrid La Mar

Tiffany Whitfill

Suk-Yin Woo

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Agenda

• Overview of Kaiser Permanente and Facilities

Operations

• Current state of our Computerized Maintenance

Management System (CMMS)

• Development of a comprehensive plan

• Implementation plan

• Assessment plan

• Learning Objectives review

Kaiser Permanente at a Glance

We are an integrated health care organization comprised of:

Exclusive partnership with 17,425 physicians Serve 10 million members in 8 states and the District of Columbia Employ over 174,000 people Includes 8,485 licensed beds

Facilities Operations expenses of approximately $1 billion per year / Annual capital spend of $2.5 billion 38 Hospitals

621 Medical office buildings 14 Dental offices 12 Regional laboratories

5 Data centers 3 Call centers

371 Pharmacies, 8 refill centers and 3 pharmacy distribution centers

Garfield Innovation Center Optical dispensaries/manufacturing 2 Automated cabinet shops Administrative/Support Buildings Maintain and operate ~85 million square feet of facilities totaling almost 1,200 buildings including:

– service delivery throughout our regional facilities

– physicians providing best quality, affordable health care – Kaiser Permanente insurance

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Kaiser Permanente Mission and Business Strategy

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Facilities Operations Mission

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Initial State of Our Program

Inconsistent use of CMMS

Performance accountability

and expectations

not established

No on-going formal

training program

Lack of credible and

actionable metrics

In preparation for an upcoming CMMS conversion, a team was tasked with: • Assessing the core business processes supporting Facilities Operations • Measuring current data quality

• Creating a governance team to evaluate how regions are delivering FacOps services

• Entering data in the same way across the enterprise

• Developing standards for the CMMS “taxonomy” (hierarchy, standard table definitions, field labels, etc.)

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Developing a Comprehensive Plan Began With Four Tasks

Optimization of current CMMS

Core business services identification

Service delivery evaluation

Business process documentation

Developing a Comprehensive Plan:

Optimization of Current CMMS

• Promoting better utilization of the current CMMS system

• Planning our system of the future to be as standard a system as possible • Eliminating many customization efforts

Area % Region 1 67% Region 2 57% Region 3 56% Region 4 51% Region 5 45% Total 59%

Engineer Productive Time

‘Hours recorded’ does not simply show that we are not using the system well, it may also be an indicator of a more complicated issue. It also illustrates the magnitude of data lost on equipment that we maintain.

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Core Business Services Identification

Core teams formed representing all regional Facilities Operations and Clinical Technology groups.

Essential competencies broken down into a comprehensive list of the services that we provide.

Enterprise business processes documented.

• PM – Preventive maintenance • CM/SR – Corrective maintenance

and service requests • On-boarding of equipment/assets

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Service Delivery Evaluation

We assessed each region to define the variability around

service delivery.

Geography Engineers need to cover up to 50-90 miles between facilities Facilities located on multiple islands

Equipment needs related to weather

Structure

NFS regions- Some centrally/nationally managed,

some regionally managed, some work outsourced

National functions and shared services (data centers, call centers, IT)

Compliance and other issues, historical set up, foundations, etc.

Developing a Comprehensive Plan:

Business Process Documentation

We created business process packages that included:

– Core business-function specific RACI diagrams (Responsible/Accountable/Consulted/Informed) – Role-mapping matrices

– Job aids – Other useful tools

We involved our regional subject matter experts and built on their knowledge and experience to come up with a single set of processes for Kaiser Permanente.

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1. Developed Governance Body and Committees

2. Commenced Data Assessment

3. Defined the Scope of the Data Quality

4. How We Implemented the Change

5. Maintained Data with Reporting and Support Team

Sequence of Approach CMMS Optimization

Steps Taken in our CMMS Data Quality Improvement Efforts

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• Drives engagement and alignment across the enterprise • Leads to stronger acceptance, improved utilization, and

enhanced data quality

CMMS Governance Structure

• Delivers regional representation and guidance

CMMS Steering Committee

• Provides insight from daily use and on regional configurations

CMMS Administrators Advisory Committee

• Assist with special functions including reports, mobile applications, etc.

Focus Groups with Super Users

• Developed dashboard to show progress on specific metrics

Enterprise-Wide Guidelines

• Manages data quality efforts with data mining, critical analysis, report development and suggested improvements

Facilities Analytics Group

STEP 1 - Developed Governance Body and Committees

Reviewed state of main legacy system (already several

versions behind)

Identified key fields that required content

Identified errors in key fields

Updated pick lists and other structured fields Changes approved by

steering committee and corrected within the regions

Reported on progress with cleanup and updates on pick lists/structured fields

STEP 2 – Commenced Data Assessment

Iterative

Process

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Identified key fields required for the conversion

Validated users and their user access levels

Consolidated manufacturer and model numbers

Corrected data entry errors Identified other non-engineering users

(EVS, Auto Shop, Security)

Entered labor hours where missing

Deactivated equipment and sites

Addressed aged work orders

Cleaned up additional data field pick lists Added categories and user-defined fields

STEP 3 - Defined the Scope of the Data Quality

Goal

Zero errors during data migration

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STEP 4 - How We Implemented the Change

Extensive manual data-entry Started to capture best practices Questioned some business processes Targeted key data fields and staggered corrections

Created communication tools and reports Attended regional and peer group meetings

Created training tools

STEP 5 - Maintained Data with Reporting and Support Team

Introduced oversight and controls

Provided report detail down to the individual employee

Created a centralized CMMS support team

Created weekly reports to track progress

Established dashboards and scorecards

Monitored all new entries for exceptions to correct errors and provide additional training opportunities

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Assessed Our Gaps and How to Capture Data Efficiently

Reports to show gaps in

key fields of the database

down to the equipment

level by site and region

Key Fields:

Equipment Description Equip

Type Manufacturer Model # Serial # Status Location Detail

BACKFLOW PREVENTOR 1510 1UNK 805 7653 Active

AUTOMATIC DOOR 1830 1UNK Active BASEMENT BETWEEN 2200+350 REFRIGERATOR 0000 1UNK 951971000 LA11803836 No Pm ‐ Active

AUTOMATIC DOOR 1830 BEASUM BS109300 & BS109301 Active SOUTH ENTRANCE EMPLOYEE HEALTH

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Created Weekly Reports to Track Progress

Progress made over the past 18-24 months to have zero exceptions

CMMS Dashboard

Measuring Building Maintenance Efficiency and Sharing Best Practices

Area Work Orders with a Equipment Tag Region 1 80% Region 5 56% Region 4 7% Region 2 4% Region 3 2% Total 37%

Non PM Work Orders with a Tag _{Not all work orders should be linked to}

specific equipment, but low numbers of corrective maintenance work orders linked to equipment indicate we are primarily doing preventive maintenance and that our equipment never breaks down, which is unrealistic.

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Added Benefits From Program (From Current and Future CMMS)

Data utilization to drive

informed business decisions

Capture complete maintenance history to support replacement business cases Leverage purchase quantities for cost savings Support on our energy reduction initiatives Manufacturer and model performance data advising purchases Recall Management Inform Capital Maintenance Spend ...23

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What Tips the Scales for Success?

Learning Objectives Review

We have shown that whether you’re managing your maintenance program on a legal pad with a number two pencil or using a sophisticated web-enabled computerized maintenance management application, business processes and data quality are critical to your department’s success!

Develop a plan to optimize use of your current CMMS or prepare for migration to a new system. • We shared the importance of developing a comprehensive plan and shared our concept of approach and the steps to

follow. (slides 8-11 and 33)

• Evaluate your current service program and document your core business processes in a standardized way. (slide 10 and 31)

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Learning Objectives Review

(continued)

Define a strategy for data clean up that improves data quality and paves the way for potential implementation of a new system.

• We showed the reporting options created to monitor progress, to identify gaps, to track performance, and to augment efficiency. You have actual samples of reports. (slides 19 and 20)

• Build in clean up work into the normal routine for greater adoption and results. • Be disciplined in maintaining the data quality and in following established processes.

Develop a CMMS governance structure that drives engagement and alignment across your enterprise in a way that leads to stronger acceptance, improved utilization, and enhanced data quality. This includes steering committees, subject matter expert groups and others with cross-regional representation.

• We reviewed the various groups and teams and committees put into place to drive engagement and alignment, to drive standardization and to provide practical insight. (slide 14)

• You must have a governance structure to establish a program supporting key business initiatives, to set expectations, and to address accountability and enforcement.

• Develop a maintenance policy or framework to guide your service delivery. (slide 29)

• It is critical to obtain support and champions – local super users, report development assistance, training, templates, process maps, job aids, etc. (see identification of roles, RACI in Appendix, slides 30 and 32) • Practice continuous improvement; be open to re-evaluating, analyzing and correcting.

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Questions

Thrive!

Thank you

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Appendix

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Establish a Maintenance Policy

• Sets standards for proper facility stewardship & overall program objectives • Sets up a national governance structure establishing accountability • Identifies all components of facility management

• Mandates a single CMMS, uniform equipment & work order types • Begins to define metrics & reporting requirements

Reliability-Centered Maintenance (RCM): The optimum mix of reactive, time- or interval-based, condition-based, and proactive facilities maintenance practices.

These strategies, rather than being applied independently, are integrated to take advantage of their respective strengths in order to maximize facility and equipment reliability while minimizing life-cycle costs.

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Develop Process Maps

Goal here is to identify how you would like the process to work – identifying all key roles and steps

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Assemble RACI Diagrams

Outline of Key Steps

Development of a comprehensive plan

• Optimization of current CMMS • Core business services identification • Service delivery evaluation • Business process documentation

Sequence of approach for CMMS optimization

• Developed Governance Body and Committees • Commenced Data Assessment • Defined the Scope of the Data Quality • How We Implemented the Change • Maintained Data with Reporting and Support Team

Define Scope of Data Quality

• Identified key fields required for the conversion • Validated users and their user access levels • Consolidated manufacturer and model numbers • Corrected data entry errors

• Entered labor hours where missing • Deactivated equipment and sites • Addressed aged work orders • Cleaned up additional data field pick lists • Added categories and user-defined fields

Maintain the data through reporting and centralized CMMS support team

• Introduced oversight and controls • Provided report detail down to the individual

employee

• Created a centralized CMMS support team • Created weekly reports to track progress • Established dashboards and scorecards • Monitored all new entries for exceptions to correct

errors and provide additional training opportunities

Added benefits - data utilization to drive informed business decisions

• Capture complete maintenance history of the equipment to also support replacement business cases

• Better inform our capital maintenance spend • Management of recalls

• Leverage purchase quantities for sourcing cost savings

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Ingrid La Mar provides project management and oversight for the major Facilities Operations initiatives; KPFM 2015 and Enterprise Shared Services (ESS). She has provided leadership and support for the Maintenance Management System and Facilities Related Environmental Risk management programs. Additionally, she supports other on-going FacOps projects and initiatives. Her work engages clients and stakeholders across every region and touches every phase of the asset lifecycle. Her background is in Information Technology Management; including application support and ownership, release management, technology resource management and facilities management.

Director of the Business Operations group of Kaiser Permanente. She oversees the facility condition assessment program, CMMS program, facilities analytics and the utility billing program for our 1,200+ building portfolio. Prior to joining Kaiser Permanente, she worked in project and program management roles in the government and technology sectors focusing on such areas as CMMS, building automation systems, access control, user interface design, construction and green building, and energy initiatives.

Senior Manager of Facilities Analytics. She leads a team that oversees the administration, data quality assurance and reporting of various programs supporting the national sustainability initiatives. For the past five years, her involvement includes the utility remittance program, carbon gas reduction reporting, facility condition assessment program, capital maintenance funding models and computerized maintenance management systems. Prior to joining Kaiser Permanente, she was a regional finance manager for Starbucks Coffee Company and worked with Wells Fargo Bank as a Financial Project Manager.

Presenters

National Facilities Services (NFS) Facilities Operations

Ingrid La Mar Tiffany Whitfill Suk-Yin Woo