Manage Facilities Design Process Improvements

Transcription

1 Macro Process: MANAGE FACILITIES DESIGN Process Owner: A. CAUSSADE Manage Facilities Design Process Improvements Work System Owner Ed Curry Work System Enabling Leader Dane Theodore, Director Priority Processes Owner Anibal Caussade, Project Mgr. July 22, 2009 Revision R E C I PI E T N GOVERNOR S STERLING AWARD ccc high school satellite high school

2 Macro Process: MANAGE FACILITIES DESIGN Process Owner: A. Caussade Table of Contents 1. Cover Sheet 2. Table of Contents 3. Facilities Design Internal and External Customers 4. Macro Flow Chart - Manage Facility Design 5. Key Work Process 9 Flow Chart - Closeout A&E Contract 6. DMAIC Lite Storyboard - Check Points Priority Process Selection Matrix Form 8. Key-In-Process Measures Determination Form System Form 9. BPS Process Management System 10. Macro Process Control System Form 11. Key Work Process 9 Process Control Form 12. Countermeasure Matrix 13. Countermeasure Action Plan Matrix 14. Action Plan Root Cause #1 15. Action Plan Root Cause #2 16. Key Work Process Indicator Data

3 Macro Process: MANAGE FACILITIES DESIGN Process Owner: A. Caussade FACILITIES DESIGN INTERNAL CUSTOMERS School Board Superintendent Area Superintendents District Administration School Administration FACILITIES DESIGN EXTERNAL CUSTOMERS State of Florida Florida Department of Education Parents / Guardians Students

4 Macro Process: MANAGE FACILITIES DESIGN Process Owner: D. THEODORE STEP WHO BPS SCHOOL BOARD BPS EDUCATIONAL DEPARTMENTS AND SCHOOLS BPS FACILITIES SERVICES CONTRACT ARCHITECT & ENGINEER NEED PERFORM DEVELOP NEED PROJECT DESIGN KWP 1 P1 - Pre-Design Schedule Milestones PERFORM PROGRAM DEVELOPMENT KWP 2 DEVELOP BUDGET DELIVERABLES: D1. Construction Scope of Work D2. Bid Documents D3. Design Criteria Package D4. Project Plans D5. Project Specifications D6. Approved Plans and Specifications QUESTION M/E/P Construction <$50,000 or Placement / Hookup of Relocatable Units? YES? NO DEVELOP QUESTION APPROVE QUESTION DEVELOP KWP 3 P8 - Develop Bid Documents Schedule Milestones BOARD APPROVAL REQUIRED? YES DEVELOP BID DOCUMENTS? NO D1 D2 Design / Bid / Build Project? PROGRAM BUDGET A&E? APPROVAL BY BOARD D3 Design / Build (D/B) Project? KWP 4 APPROVAL BY BOARD PROGRAM BUDGET DCP DEVELOP DESIGN CRITERIA PACKAGE KWP 5 APPROVE SELECT KWP 4 APPROVAL BY BOARD SELECT A & E SELECT DESIGN / BUILD CONTRACTOR APPROVE DESIGN QUESTION SUPPORT SUPPORT D4 D5 D6 KWP 6 DESIGN PROJECT P2 - Project Design Schedule Milestones P3 - Cost Design Deliverable Milestones KWP 7 APPROVAL BY BOARD SUPPORT BID & PERMIT ACTIVITIES P4 - Bid & Permit Support Schedule Milestones KWP 8 YES SUPPORT CONSTRUCTION & CONSTRUCTION CLOSEOUT ACTIVITIES? NO PROJECT DESIGN COMPLETE? QUESTION P5 - Construction & Construction Closeout Support Schedule Milestones P6 - Cost of Errors & Omissions as % of Construction Costs at Schedule Milestones YES? NO CONSTRUCTION & CLOSEOUT COMPLETE? CLOSEOUT KWP 9 CLOSEOUT A&E CONTRACT QUESTION P7 - A&E Contract Closeout Schedule Milestones YES? NO A&E CONTRACT CLOSEOUT COMPLETE? MANAGED NEED IS MET Q1 - Cost of Errors & Omissions as a % of Total Construction Cost Q3 - % Variance from Design Budget Q2 - % Variance from Design Schedule FACILITIES SERVICES / Robert J. Wiebel & Anibal Caussade 12/08/08

5 Key Work Process (9): MANAGE A&E CONTRACT CLOSEOUT Process Owner: D. THEODORE STEP WHO BPS FACILITIES EXTERNAL PERMIT AGENCIES CONTRACT ARCHITECT & ENGINEER NEED NEED TO A-E PROJECT CLOSEOUT COMPLETE QUESTION DELIVER QUESTION WAIT PROVIDE QUESTION SUPPORT RELEASE QUESTION PREPARE YES? YES ARE DESIGN DOCUMENTS COMPLETE?? NO DELIVER DESIGN DOCUMENTS IS CONSTRUCTION PROJECT FUNDED? NO WAIT FOR FUNDING YES? RELEASE A-E PAYMENT FOR DESIGN NO D1: REQUEST FOR INFORMATION (RFI) D2: ARCHITECTURAL SUPPLEMENTAL INSTRUCTIONS (ASI) D3: REVIEW CONSTRUCTION PAYMENT APPLICATION D4: REVIEW & APPROVE SUBMITTALS D5: SITE VISIT REPORTS D6: ATTEND CONSTRUCTION MEETINGS COMPLETE DOCUMENTS D1: SIGNED & SEALED DRAWINGS D2: SIGNED & SEALED SPECIFICATIONS D3: OEF FORM 110A, CERTIFICATE OF OCCUPANCY D4: OEF FORM 208, LETTER OF TRANSMITTAL D5: OEF FORM 208A, FACILITY SPACE CHART D6: SBBC FISH INPUT FORM D7: OEF LCCA-1, LIFE-CYCLE COST ANALYSIS D7: ELECTRONIC DATA PROVIDE SUPPORT DURING BID PROCESS SUPPORT CONSTRUCTION ACTIVITIES IS PROJECT SUBSTANTIALLY COMPLETE? YES? NO PREPARE PUNCHLIST PREPARE PREPARE A&E CLOSEOUT DOCUMENTS COMPLIES WORK COMPLIES WITH EXTERNAL PERMIT CLOSE PERMIT QUESTION CLOSEOUT ACHIEVED PERMIT COMPLIANCE?? NO YES CM / A-E TO REVIEW CLOSEOUT DOCUMENTS QUESTION CLOSEOUT DOCUMENTS COMPLETE?? NO YES SUBMIT D1: OEF 110, CERTIFICATE OF OCCUPANCY D2: OEF 209, CERTIFICATE OF FINAL INSPECTION D3: AIA G704, CERTIFICATE OF SUBSTANTIAL COMPLETION D4: AS-BUILT DRAWINGS D5: O&M MANUALS HAVE BEEN REVIEWED & APPROVED D6: ALL MANDATORIES ARE SATISFIED D7: FINAL INVOICE Q1 Q2 SUBMIT A-E PROJECT CLOSEOUT DOCUMENTS QUESTION RELEASE A-E CLOSEOUT DOCUMENTS COMPLETE? YES? NO RELEASE FUNDS MANAGED NEED IS MET REVIEW MILESTONES COMPLETED APPROVED IN 5 BUSINESS DAYS OR LESS FACILITIES SERVICES / Robert J. Wiebel & Anibal Caussade 12/08/08

6 ATTACHMENT A INSTRUCTIONS: Please return your completed DMAIC Storyboard, along with your Process Control System (both flow chart and indicator information) and your completed Action Plan (see Improve checkpoint #10), via to rseemer@etsfl.com and copy Steve Muzzy on all s. Thank you, Bob Seemer, President & COO, Electronic Training Solutions, Inc. Priority Process Name: Manage Facilities Design Work System / Leader: Dane Theodore DEFINE DMAIC Lite Storyboard 1. Describe how the linkage between the process Q measures and the District s KPIs (or strategic objective measures) was established and confirmed. In order to achieve the milestones identified in the 2008/2009 BPS Strategic Plan, as it related to Safe and Healthy Learning and Work and the Ten (10) Year Facilities Improvement Plan, the design of facilities must utilize a structured approach to controlling the cost of the design and the design implementation schedule. In light of this structured design approaches, constant monitoring of cost and schedule at all levels is imperative. Three (3) Q Measures have been developed to collect cost and schedule data: i. Q1 Cost of Errors and Omissions as a percent of Total Construction Costs, ii. Q2 Percent (%) Variance from Design Schedule and iii. Q3 Percent (%) Variance from Design Cost. 2. Explain which process Q measure(s) will be improved. In order to identify the Q Measure to improve, a Facilities Design Priority Process Selection Matrix and a Key-In-Process Measures Determination form were created. See attachments. After analyzing the data contained in each attachment, it was determined that Q Measure Q2 will be improved by improving key in-processes Closeout A&E Contract. 3. Develop a theme statement which will focus your process improvement efforts. The theme statement must be consistent with the measure in checkpoint #2, above. Complete A/E Contract Closeout within 90 days from Substantial Completion. Facilities Construction DMAIC Lite 12/17/2008 Page 1

7 ATTACHMENT A DMAIC Lite Storyboard MEASURE 4. List up to five (5) potential problem areas in this process and the associated P measure(s) for each. Open DOE Mandatory s / plan review comments. (P-7) Inaccurate verification of final punch list report. (P-7) Late or inaccurate electronic as-built drawings. (P-7) Late or incomplete review of contractor close-out documents. (P-7) Inability to achieve concurrence between A/E / Owner regarding E/O items. 5. Select the most significant problem or opportunity and develop a problem statement which answers the questions: What? When? Gap between actual and targeted values? Problem: A/E s inaccurate verification of final punch list completion. Problem Statement: Projects scheduled for completion in 2007 were not in compliance with the contract documents which contradicted the final punch list verification report prepared by the Architect / Engineer. Gap: Incomplete or noncompliant work on several projects was not discovered timely, causing delays which exceeded the 90 day window for final completion. (Hint: You may want to refer to the six sigma DMAIC course material, checkpoint #9 of the Measure step, as you develop your problem statement.) Facilities Construction DMAIC Lite 12/17/2008 Page 2

8 ANALYZE DMAIC Lite Storyboard ATTACHMENT A 6. List up to five (5) potential causes of the selected problem from checkpoint #5 in the Measure step. Inadequate time for A/E to accurately verify compliance. Unqualified personnel from A/E performing inspections. Contractor A/E lack of communication regarding incomplete / noncompliant work. Noncompliant work not discovered by A/E during inspections. Lack of cooperation from A/E and CM in verification compliance. 7. List the root causes and describe the approach used to select them from among the others. Root Causes Approach Used To Select Root Cause A. Inadequate time Incomplete inspection reports B. Unqualified personnel Improper inspection processes C. Contractor / A/E lack of communication A/E s failure to be aware of incomplete or noncompliant work D. Noncompliant work missed by A/E Issues undiscovered until after final completion E. Lack of cooperation Limited or no response Facilities Construction DMAIC Lite 12/17/2008 Page 3

9 IMPROVE DMAIC Lite Storyboard ATTACHMENT A 8. List the countermeasure(s) you considered for implementation for each selected root cause from the Analyze step. A) A/E to provide milestones and durations for A/E inspections to CM for incorporation into CPM schedule. Schedule longer durations (if necessary) for inspections prior to substantial / final completion. B) Prequalify and identify personnel allowed to perform inspections. Where inadequacies are noted, Special Inspectors may be utilized. C) Conduct closeout meetings with Owner, Architect and CM. Specialty subcontractors may be needed for specific information. Meeting frequency and duration TBD. D) Create specific testing criteria for specialty items that are performance based and document results. E) Instill motivation to cooperate and complete project timely. 9. Determine the effectiveness x feasibility score for each countermeasure, and note the highest scores. A) Countermeasure scored 20. B) Countermeasure scored 12 (not used for action plan). C) Countermeasure scored 25. D) Countermeasure scored 12 (not used for action plan). E) Countermeasure scored 25. (Hint: Refer to six sigma DMAIC course, checkpoint #18 of the Improve step.) Facilities Construction DMAIC Lite 12/17/2008 Page 4

10 IMPROVE DMAIC Lite Storyboard ATTACHMENT A 10. Develop an action plan for each countermeasure to be implemented which shows the following: What (description of countermeasure) When (projected start and end dates) Who (accountable person) Which organizations need to support you Estimated cost to implement A) A/E to provide milestone and duration information for inspections / performance verification to CM to incorporate into CPM schedule. These dates and durations shall be agreed upon and coincide with CM milestones as well. The project Architect shall be the responsible entity for preparation of this information. Support is required from the CM, Owner and scheduler. Estimated cost will be minimal if at all. B) Prequalify A/E personnel that can perform inspections. Owner and Project Architect shall determine qualifications and suitability of each inspector and determine if Special Inspectors are needed. The Project Architect shall be the responsible entity. Support is required from the A/E, CM, Owner and scheduler. Estimated cost will be minimal, unless Special Inspectors are required. C) Conduct closeout meetings and track progress of required documentation. These meetings should begin early in the project and be brief; consistency being the necessary requirement. The Owner, Architect and CM are jointly responsible and accountable. Support is required from entire Design / Build team. Costs to implement will be minimal, if any. D) Specific testing and / or performance verification criteria may be necessary based upon the type of work-scope included in the project. These specifications shall be prepared by the Project Architect based upon Owner s criteria and reviewed by the CM and appropriate subcontractors. Support is required from the Design / Build team. Costs for additional design fees and inspections may be required. These costs will be determined by the type of performance verification required. E) Instill motivation in the Design / Build team to cooperate and maintain an open relationship when situations occur. Motivation is required from the project s inception through closeout, in addition to including the warranty period. The Owner has the primary responsibility for motivation, however it is a characteristic the Project Architect and the CM s Project Manager shall also possess. Support is required from the Owner / Architect and CM, including subcontractors. Cost to instill motivation may be minimal or unless many team building exercises are required. (Remember: your action plan(s) with this completed DMAIC Lite Storyboard, per instructions on page 1.) Facilities Construction DMAIC Lite 12/17/2008 Page 5

11 CONTROL DMAIC Lite Storyboard ATTACHMENT A 11. Briefly explain how you know the root causes were reduced or eliminated. Inspection dates were known by all therefore preparation by the CM and subcontractors was complete which resulted in accurate and complete inspections and reports. 12. Briefly explain how you know the problem was reduced. Recent projects were found to have fewer issues related to inaccurate A/E inspections. 13. Briefly explain how you know the theme measure was improved. A/E inspections are more accurate, timely and performed in accordance with the project schedule. 14. Explain how you will prevent this problem from recurring. Continue to follow through with the established process, measure results and modify processes accordingly based upon said results. 15. Identify which other BPS locations should consider implementing your countermeasures. Maintenance Capital Projects Group 16. Identify what other BPS locations could learn from this project. N/A 17. List the remaining problem areas in this process. The process works well; the major issue is in the learning curve required for a new Design /Build Team or A/E that is not familiar with the process. 18. List the key lessons learned from this process improvement. A/E Contract Closeout requires cooperation from the entire team and should not be delayed until the project is well underway. Facilities Construction DMAIC Lite 12/17/2008 Page 6

12 ATTACHMENT A FACILITIES DESIGN PRIORITY PROCESS SELECTION MATRIX FORM Selection Factor Key Work Processes Importance x Gap = Point Score Priority Rank Perform Program Development (3) Develop Budget Develop Scope of Work Develop Bid Documents (2) Develop Design Criteria Package Select Design / Build Contractor Design Project Support Bid & Permit Activities Support Construction and Construction Closeout Activities Closeout A&E Contract (1) Approval By BPS Board SCALE: 5 = Extreme 4 = High 3 = Moderate 2 = Low 1 = None Facilities Construction DMAIC Lite 12/17/2008 Page 7

13 ATTACHMENT A KEY IN-PROCESS MEASURES DETERMINATION FORM Outcome Measures In-Process Measures Q1 - Cost of Errors & Omissions as a % of Total Construction Cost 1. Cost of Errors & Omissions as % of Construction Costs at Schedule Milestones 1. Pre-Design Schedule Milestones 2. Project Design Schedule Milestones Q2 - % Variance from Design Schedule 3. Bid & Permit Support Schedule Milestones 4. Construction & Closeout Support Schedule Milestones 5. A&E Contract Closeout Schedule Milestones Q3 - % Variance from Design Budget 1. Cost Design Deliverable Milestones Facilities Construction DMAIC Lite 12/17/2008 Page 8

14 Work System: Manage Facilities Design BPS Process Management System Leader: A. Caussade Owner Members Key Work Priority Processes Name Name 1. KWP1 Perform Program 2. Development 3. KWP2 Develop Budget KWP3 KWP4 KWP5 KWP6 Develop Bid Documents Approval By Board Develop Design Criteria Package Design Project

15 Work System: Manage Facilities Design BPS Process Management System Leader: A. Caussade Owner Members Key Work Priority Processes Name Name 1. KWP7 KWP8 KWP9 Support Bid & Permit Activities Support Construction and Construction Closeout Activities Closeout A&E Contract

16 WORK IN PROGRESS Process Name: Facilities Design Process Customer: The School Board of Brevard County, representing staff, students, parents and the community Process Purpose: Facilities Project Design P1 P2 P3 P4 P5 P6 P7 P8 Q1 Q2 Q3 Process and Quality Indicators Process Control Indicators Limits And Quality Specs/ Indicators Targets Pre-Design Schedule Milestones Target: 10% Reduction Baseline: 65 Days Project Design Schedule Milestones Target: 10% Reduction Baseline: 20 Days Cost Design Deliverable Target: 10% Reduction Milestones Baseline: 3% Bid and Permit Support Schedule Target: 10% Reduction Milestones Baseline: 30 Days Construction and Closeout Support Target: 10% Reduction Schedule Milestones Baseline: 120 Days Cost of Errors & Omissions (E&O) as % Target: 1% of Construction Cost at Schedule Baseline: 3% Milestones A&E Contract Closeout Schedule Target: 90 Days Milestones Baseline: 174 Days Develop Bid Documents Schedule Target: 10% Reduction Milestones Cost of Errors & Omissions as % of Total Construction Cost Design Schedule Variance Construction Budget Variance Baseline: 35 Days Target: 1% Baseline: 3% Target: > 0% Baseline: 2% Target: ± 2.5% Baseline: -0.9% - 1.4% MACRO Process Control System Process Owner: Dane Theodore/Walt Petters Critical Customer Requirements: Current Sigma Level: TBD Outcome Indicators: Q1 Q3 Checking / Indicator Monitoring Timeframe Data to Collect (Frequency) What is Checking Item When to or Indicator Calculation Collect Data? Completion status of required tasks at schedule milestones At least monthly Completion status of required tasks at schedule milestones At least monthly Completion status of required tasks at schedule milestones At least monthly Completion status of required tasks at schedule milestones At least monthly Completion status of required tasks at schedule milestones At least monthly Cumulative cost of E&O and cumulative cost of construction At least monthly at schedule milestones Completion status of required tasks at schedule milestones Completion status of required tasks at schedule milestones Total cost of E&O and total cost of construction Design due date and design delivery date Construction budget and total construction cost At least monthly At least monthly A&E Contract Closeout A&E Contract Closeout A&E Contract Closeout Note: These P & Q measures do not apply to contractor-provided design work for minor renovation projects < $50,000 or placement/hook-up of relocatable units. Responsibility Who will Check? Director Project Mgr. Director Project Mgr. Director Project Mgr. Director Project Mgr. Director Project Mgr. Director Project Mgr. Director Project Mgr. Director Project Mgr. Director Project Mgr. Director Project Mgr. Director Project Mgr. Contingency Plans / Miscellaneous Actions Required for Exceptions Procedure References Review/analyze situation and request that the A&E provide a recovery action plan. Review/analyze situation and request that the A&E provide a recovery action plan. Review/analyze situation and request that the A&E provide a recovery action plan. Review/analyze situation and request that the A&E provide a recovery action plan. Review/analyze situation and request that the A&E provide a recovery action plan. Analyze contingency budget and look for possible project scope reductions. Review/analyze situation and request that the A&E provide a recovery action plan. Review/analyze situation and request that the Project Manager provide a recovery action plan. Analyze contingency budget and look for possible project scope reductions. Analyze contingency budget and look for possible project scope reductions. Analyze contingency budget and look for possible project scope reductions. Approved: Date: Rev #: Rev Date:

17 WORK IN PROGRESS Process Name: Facilities Design Key Work Process 9 Closeout A&E Contract Process Control System (PCS) Process Customer: The School Board of Brevard County, representing staff, students, parents and the community Process Purpose: Perform Facilities Project Design closeout activities. P7.1 P7.2 P7.3 Q2 Process and Quality Indicators Process Indicators And Quality Indicators Design Documentation Schedule Milestones Punch List Closeout Activity Schedule Milestones A&E Document Closeout Activities Schedule Milestones % Variance from Design Schedule Control Limits Specs/ Targets Target: 10% Reduction Baseline: 45 Days Target: 10 Reduction% Baseline: 60 Days Target: 90 Days Baseline: 174 Days Target: + 0% to - Baseline: 2% Process Owner: Dane Theodore / Walt Petters Critical Customer Requirements: Current Sigma Level: TBD Outcome Indicators: Q1 Q3 Checking / Indicator Monitoring Timeframe Data to Collect (Frequency) What is Checking Item When to or Indicator Calculation Collect Data? Weekly prior to Design Documentation Completion status task completion of required tasks at schedule milestones date Completion of Punch List Activities at schedule milestones Completion A&E Contract Closeout Activities at schedule milestones Design due date and design delivery date Weekly prior to task completion date At least monthly A&E Contract Closeout Note: These P & Q measures do not apply to contractor-provided design work for minor renovation projects < $50,000 or placement/hook-up of relocatable units. Responsibility Who will Check? Director Project Mgr. Director Project Mgr. Director Project Mgr. Director Project Mgr. Contingency Plans / Miscellaneous Actions Required for Exceptions Procedure References Review / analyze project design scope and prepare project component milestones. Review / analyze project design scope and prepare realistic design milestones Analyze design budget and prioritize project scope for potential work reductions. Review / analyze project design scope and prepare realistic design milestones and analyze design budget and prioritize project scope for potential work reductions. Approved: Date: Rev #: Rev Date: Facilities Design Process Control System As of:

18 Countermeasures Matrix Facilities Design COUNTER- MEASURES PRACTICAL Action METHODS Effectiveness X Feasibility = Overall ROOT CAUSES Inadequate time for accurate A/E inspections A/E to provide milestones and durations for A/E inspections Schedule longer durations for inspections Review CPM schedule CM to receive input from A/E, revise CPM as needed Yes Yes Yes PROBLEM Schedule as Yes A/E Contract Closeout Exceeds scheduled closeout duration of 90 days CM / AE lack of communication Noncompliant work missed by A/E Conduct closeout meetings with project team Include specialty subcontractors Modify / include specific testing Independent insp. process Follow CPM sched. modify as needed necessary Apply based on complexity of work Hire independent insp. as needed Yes Yes SCALE: 1 = Negligible 2 = Somewhat 3 = Moderate 4 = Very 5 = Extreme

19 DMAIC LITE STORYBOARD IMPROVE CHECKPOINT 10 Countermeasure Action Plans COUNTERMEASURE A/E to provide milestone and duration information for inspections / performance verification to CM to incorporate into CPM schedule. PROJECTED START DATE PROJECTED END DATE ACCOUNTABLE PERSON SUPPORT ORGANIZATION Week 1 Week 12 Project Architect Support is required from the CM, Owner and scheduler ESTIMATED COST Cost of A/E to prepare milestone schedule. Prequalify A/E personnel that can perform inspections. Week 1 Week 12 Project Architect Support is required from the A/E, CM, Owner and scheduler. BPS / A/E cost to prequalify A/E personnel. Conduct closeout meetings and track progress of required documentation. Week 1 Week 12 BPS (Owner) / A/E / CM Support is required from entire Design / Build team. Cost of attending closeout meeting, preparing meeting minutes and tracking action items. Develop, as required, specific testing and / or performance verification criteria. Week 1 Week 12 BPS (Owner) / CM Support is required from the Design / Build team. A/E cost to prepare testing and / or performance verification criteria. Instill motivation in the Design / Build team to cooperate and maintain an open relationship when situations occur. Week 1 Week 12 BPS (Owner) Support is required from the Owner / Architect and CM, including subcontractors. BPS staff cost to motivate the D/B Team.

20 Facilities Design - KWP (9) A&E Contract Clouseout Action Plan Root Cause: Contractor / A&E communication gap Date: 29-Jul-08 Countermeasure: Conduct closeout meetings with Owner, Architect and CM. Owners: SBBC PM / A-E / CM Practical Method: Meeting attendance No. Task Accountable Person Week Comments 1 Develop job specific closeout checklist based upon Owner's checklist Owner / A/E Scheduled Completed 2 Track progress of closeout A/E, CM Scheduled Completed Monitor throughout progress 3 Turnover closeout documents related to A/E. A/E Scheduled Completed Submit documents throughout

21 Facilities Design - KWP (9) A&E Contract Closeout Action Plan Root Cause: Laxk of cooperation Date: 29-Jul-08 Countermeasure: Instill motivation in design team to complete process timely Owners: SBBC PM / A-E / CM Practical Method: Team building No. Task Accountable Person Week Comments 1 Create "project culture" related to open and honest communication Owner Scheduled Completed 2 Buy-in of "project culture" A/E, CM Scheduled Completed 3 Maintain an active role in completing the project Owner / A/E Scheduled Completed Continuous process

22 Failities Design - KWP (9) A&E Contract Closeout Action Plan Root Cause: Inadequate time allocated for A/E to complete inspections. Date: 29-Jul-08 Countermeasure: A/E to provide inspection durations and anticipated dates required. Owners: SBBC PM / CM Practical Method: CPM scheduling No. Task Accountable Person Week Comments 1 A/E to provide input for determining milestone dates and durations for inspections. A/E Scheduled Completed 2 CM to build schedule CM / AE Scheduled Completed 3 A/E and CM to review and implement schedule CM / AE Scheduled Completed Monitor and change as needed

23 Macro MANAGE FACILITIES Process: DESIGN Process Owner: A. Caussade Document Title: Process Improvement Document Tree MANAGE FACILITIES DESIGN MACRO FLOW CHART KWP9 CLOSEOUT A&E CONTRACT FLOW CHART KWP1 PERFORM PROGRAM DEVELOPMENT FLOW CHART KWP3 DEVELOP BID DOCUMENTS FLOW CHART Key Work Processes 1-9 MACRO PCS MACRO DMAIC LITE STORYBOARD MACRO DMAIC LITE STORYBOARD MACRO PRIORITY PROCESS SELECTION MATRIX FORM KWP1 DMAIC LITE STORYBOARD Note 1 KWP1 PRIORITY PROCESS SELECTION MATRIX FORM KWP3 DMAIC LITE STORYBOARD Note 1 KWP3 PRIORITY PROCESS SELECTION MATRIX FORM MACRO PRIORITY PROCESS SELECTION MATRIX FORM KWP9 ACTION PLAN(s) KWP1 ACTION PLAN(s) KWP3 ACTION PLAN(s) MACRO KEY IN-PROCESS MEASURES DETERMINATION SYSTEMS FORM KWP9 COUNTERMEASURE MATRIX KWP1 COUNTERMEASURE MATRIX KWP3 COUNTERMEASURE MATRIX KWP9 INDICATOR DATA KWP1 INDICATOR DATA KWP3 INDICATOR DATA 1st DMAIC Lite Storyboard 2nd DMAIC Lite Storyboard 3rd DMAIC Lite Storyboard Note 1: May be required if flow chart has internal work process in addition to individual steps.

24 A&E CONTRACT CLOSEOUT TIMELINE ANALYSIS TOTAL DAYS SINCE SC DAYS IN EXCESS OF 90 DAYS TIMELINE TARGET AVG TIMELINE Closeout Days Average Timeline = 174 Timeline Target = Cocoa Beach HS Bayside HS Heritage HS Melbourne HS TOTAL DAYS SINCE SC DAYS IN EXCESS OF 90 DAYS TIMELINE TARGET AVG TIMELINE Project Schools Merritt Island HS Satellite HS Palm Bay HS

25 A&E PROJECT CLOSEOUT VARIANCE ANALYSIS PERCENT VARIANCE BASELINE TARGET % PERCENT VARIANCE % % % % A&E Contract Closeout that is completed 90 days from substantial completion will meet the 100% target. As of the date of this analysis on 7/22/09, the seven active projects shown in this chart have not completed A&E closeout activities. Four projects exceed the 194% baseline and three are below the 100% target Baseline = 194% % Target = 100% 0.00% Cocoa Beach HS Bayside HS Heritage HS Melbourne HS PERCENT VARIANCE % % 75.56% % 42.22% 33.33% % BASELINE 195% 195% 195% 195% 195% 195% 195% TARGET 100% 100% 100% 100% 100% 100% 100% PROJECT SCHOOLS Merritt Island HS Satellite HS Palm Bay HS

26 EZ DMAIC 20 CHECKPOINTS DEFINE MEASURE ANALYZE IMPROVE CONTROL Macro Process Name: Manage Facilities Design Key Work Process: KWP9 Manage A&E Contract Closeout Work System / Leader: Ed Curry DMAIC Status: Improve Cycle: Yes Plan Do Check Act Process Owner: DGT / AC Refine Cycle: No DEFINE 1. The stakeholder and need were identified. Yes: X No: Rating: 5 Comment: Internal and external customers were identified. 2. An indicator measuring our performance in meeting the need was developed. Yes: X No: Rating: 5 Comment: Q Measure Q2 Percent (%) Variance from Design Schedule and Design Completion was developed. Partial tracking has started. The design on all active contracts was completed before this improvement project was started. A&E Contract closeout had not started at that time. 3. A theme statement consistent with the indicator was selected. Yes: X No: Rating: 5 Comment: Yes the theme statement is consistent with Q2 and In Process indicators. Theme Statement: Complete A/E Contract Closeout within 90 days from Substantial Completion. Rating Legend: 5 = Checkpoint Fully Satisfied / 4 = Meets Most Criteria of Checkpoint / 3 = Meets Minimal Requirement of Checkpoint 2 = Checkpoint Somewhat/Partially Satisfied / 1 = Checkpoint Not Addressed EZDMAIC SM is a registered Service Mark of ets Inc. ~ Copyright 2009, ets Inc. Page 1

27 EZ DMAIC 20 CHECKPOINTS DEFINE MEASURE ANALYZE IMPROVE CONTROL Plan Do Check Act MEASURE 4. The theme was stratified from various viewpoints and a significant problem was chosen. Yes: X No: Rating: 5 Comment: The theme statement was developed during a brainstorming session where Q 2 surfaced as a core problem. 5. A target for improvement was established based on the stakeholder's need and its impact on the theme indicator was determined. Yes: X No: Rating: 5 Comment: A target has been established. A 10% percent reduction (improvement) in the time it takes to close out an A&E contract was established. 6. A problem statement that addressed the gap between the actual and target values was developed. Yes: X No: Rating: 5 Comment: Actual and target values existed from previous data thus establishing the gap. Gap: The typical average time it takes to close out an A&E contract is 120 days. Rating Legend: 5 = Checkpoint Fully Satisfied / 4 = Meets Most Criteria of Checkpoint / 3 = Meets Minimal Requirement of Checkpoint 2 = Checkpoint Somewhat/Partially Satisfied / 1 = Checkpoint Not Addressed EZDMAIC SM is a registered Service Mark of ets Inc. ~ Copyright 2009, ets Inc. Page 2

28 EZ DMAIC 20 CHECKPOINTS DEFINE MEASURE ANALYZE IMPROVE CONTROL Plan Do Check Act ANALYZE 7. Potential causes most likely to have the greatest impact on the problem were selected. Yes: X No: Rating: 5 Comment: Five potential causes were identified. Three were chosen as the most effective and countermeasures were developed. 8. A relationship between the root causes and the problem was verified with data. Yes: No: X Rating: - Comment: Not entirely as the closeout cycle times from past projects were not available and current 2008 / 2009 projects have not cycled through the closeout process. 9. Root causes were selected and the impact of each root cause on the gap was determined. Comment: Same as above. Yes: No: X Rating: - Rating Legend: 5 = Checkpoint Fully Satisfied / 4 = Meets Most Criteria of Checkpoint / 3 = Meets Minimal Requirement of Checkpoint 2 = Checkpoint Somewhat/Partially Satisfied / 1 = Checkpoint Not Addressed EZDMAIC SM is a registered Service Mark of ets Inc. ~ Copyright 2009, ets Inc. Page 3

29 EZ DMAIC 20 CHECKPOINTS DEFINE MEASURE ANALYZE IMPROVE CONTROL Plan Do Check Act IMPROVE 10. Countermeasures were selected to address verified root causes. Yes: X No: Rating: 4 1. Comment: Five countermeasures were selected based upon implementation. 11. The method for selecting the appropriate practical methods was clear and considered effectiveness and feasibility. Yes: X No: Rating: 4 Comment: Refer to countermeasure matrix and action plans for details. IMPROVE 12. The action plan reflected accountability, schedule, and cost, and was implemented. Yes: X No: Rating: 5 Comment: All three action plans that were developed incorporated showing accountability, schedule and associated cost. Rating Legend: 5 = Checkpoint Fully Satisfied / 4 = Meets Most Criteria of Checkpoint / 3 = Meets Minimal Requirement of Checkpoint 2 = Checkpoint Somewhat/Partially Satisfied / 1 = Checkpoint Not Addressed EZDMAIC SM is a registered Service Mark of ets Inc. ~ Copyright 2009, ets Inc. Page 4

30 EZ DMAIC 20 CHECKPOINTS DEFINE MEASURE ANALYZE IMPROVE CONTROL Plan Do Check Act CONTROL 13. [Results] The effect of countermeasure on the root causes was demonstrated. Yes: No: X Rating: - Comment: Due to project cycle constraints, this could not effectively be determined at this time. 14. [Results] The effect of countermeasures on the problem was demonstrated. Yes: No: X Rating: - Comment: Due to project cycle constraints, this could not be effectively determined at this time. 15. [Results] The improvement target was achieved and causes of significant variation were addressed. Yes: No: X Rating: - Comment: Due to project cycle constraints, this could not be effectively determined at this time. 16. [Results] The effect of countermeasures on the theme indicator representing the stakeholder s need was demonstrated. Yes: X No: Rating: 4 Comment: Based upon the ability to address the need, and implementation of countermeasures and action plans, the stakeholders theme was addressed. CONTROL 17. [Standardization] A method was established to document, permanently change, and communicate the revised process or standard, and was implemented. Yes: X No: Rating: 4 Comment: This is currently in progress and will become standardized through a series of Department Policy Directives. 18. [Standardization] Specific areas for replication were identified, and an action plan was developed to promote organizational learning. Yes: No: X Rating: - Comment: Not at this time. Pursuant to analysis upon full cycle, and with necessary modifications, this will be implemented. 19. [Future Plans] Any remaining problems of the theme were addressed. Yes: No: X Rating: - Comment: None at this time. CONTROL 20. [Future Plans] Lessons learned, P-D-C-A of the ets Six Sigma DMAIC Method, and team growth were assessed and documented. Yes: X No: Rating: 4 Comment: Future plans will include utilization of the DMAIC process when a potential problem is identified. This process along with lessons learned, brainstorming and other team activities related to process and quality improvement will be the focus for identifying and resolving future situations. Rating Legend: 5 = Checkpoint Fully Satisfied / 4 = Meets Most Criteria of Checkpoint / 3 = Meets Minimal Requirement of Checkpoint 2 = Checkpoint Somewhat/Partially Satisfied / 1 = Checkpoint Not Addressed EZDMAIC SM is a registered Service Mark of ets Inc. ~ Copyright 2009, ets Inc. Page 5