Perform Substantial Completion Activities. Process Improvements

Transcription

1 Key Work Process(5): Perform Substantial Completion Activities Process Owner: D. Bonny Perform Substantial Completion Activities Process Improvements Work System Owner Ed Curry Work System Enabling Leader Dane Theodore, Priority Processes Owner Dennis Bonny, Project April 14, 2009 Revision CCC HIGH SCHOOL R E C I PI E T N GOVERNOR S STERLING AWARD CCC HIGH SCHOOL

2 Key Work Process(5): Perform Substantial Completion Activities Process Owner: D. Bonny REVISION LOG SECTION NUMBER REVISION DATE REVISION DESCRIPTION /16/09 4/14/09 4/14/09 4/14/09 4/14/09 KWP5 PCS Baseline Update KWP5 Flow Chart Update DMAIC Lite Storyboard Update SC Countermeasure Matrix Update EZ DMAIC 20 Checkpoint Review

3 Key Work Process(5): Perform Substantial Completion Activities Process Owner: D. Bonny Table of Contents 1. Cover Sheet 2. Table of Contents 3. Internal and External Customers 4. Macro Flow Chart 5. Key Work Process 5 Flow Chart 6. DMAIC Lite Storyboard - Check Points Priority Process Selection Matrix Form 8. Key-In-Process Measures Determination System Form 9. BPS Process Management System 10. Macro Process Control System Form 11. Key Work Process 5 Process Control Form 12. Substantial Completion Activities (KWP5) Countermeasure Matrix 13. Countermeasure Action Plan Matrix 14. Action Plan(s) for Root Causes Document Tree 16. Key Work Process Indicator Data 17. EZDMAIC 20 Checkpoint Review

4 Key Work Process(5): Perform Substantial Completion Activities Process Owner: D. Bonny ESCC INTERNAL CUSTOMERS School Board Superintendent Area Superintendents District Administration School Administration ECSS EXTERNAL CUSTOMERS State of Florida Florida Department of Education Local Government Agencies Parents / Guardians Students

5 Macro Process: MANAGE FACILITIES CONSTRUCTION Process Owner: D. THEODORE STEP WHO BPS SCHOOL BOARD BPS FACILITIES SERVICES CONTRACTOR NEED NEED PROJECT CONSTRUCTED DELIVERABLES: SELECT QUESTION KWP2 BOARD APPROVAL REQUIRED? SELECT CONTRACTOR YES? KWP1 NO D1. Certificate of Occupancy (CO) D2. Projects Constructed per BPS Design Specifications, Florida Building Code, and State Requirements for Educational Facilities D3. Certificate of Final Inspection (CFI) D4. As-Built Project Plans APPROVE APPROVE CONTRACTOR BY BOARD QUESTION BOARD APPROVED? YES? NO KWP3 PERFORM QUESTION ISSUE MANAGE QUESTION QUESTION P2 - Construction Critical Path Milestones P3 - Cumulative Use of Estimated Contingency Funds as a Percent (%) of Cumulative Construction Costs P4 - Cumulative Sales Tax Savings as a % of Construction Cost P1 - Pre-Construction Activity Milestones P5 - Monthly Construction Budget vs. Actual Construction Cost Variance P6 - Construction-Related School Environmental Number of Safety Incident Report (SESIR) Incidents Involving Students and School Staff P7 - Number of Construction Worker Safety Incidents KWP4 PERFORM PRE-CONSTRUCTION ACTIVITIES PRE-CONSTRUCTION REQUIREMENTS MET? ISSUE NOTICE TO PROCEED HAS THE CONTRACTOR REQUESTED SUBSTANTIAL COMPLETION INSPECTION? YES TEMPORARY CO NEEDED? YES YES? MANAGE PROJECT?? NO NO NO OBTAIN PERFORM P8 - Number of Jessica Lundsford Act (JLA) Incidents P9 - Substantial Completion Activity Milestones KWP5 OBTAIN TEMPORARY CO PERFORM SUBSTANTIAL COMPLETION ACTIVITIES QUESTION SUBSTANTIAL COMPLETION REACHED? YES? NO START START WARRANTY OBTAIN PERFORM P10 - Construction Closeout Activity Milestones KWP6 OBTAIN CO D1 PERFORM CONSTRUCTION CLOSEOUT ACTIVITIES QUESTION QUESTION CONSTRUCTION CLOSEOUT COMPLETE? D2 PROJECT VALUE <$200K? YES YES?? NO NO OBTAIN CFI D3 PERFORM QUESTION P11 - Administrative Closeout Activity Milestones P12 - Number Warranty Requests KWP7 PERFORM ADMINISTRATIVE CLOSEOUT ACTIVITIES ADMINISTRATIVE CLOSEOUT COMPLETE? YES? D4 NO MANAGED NEED IS MET Q1 - Actual Sales Tax Savings / Possible Sales Tax Savings (%) Q2 - Construction Critical Path Milestones (% Variance from Construction Schedule) Q4 - Construction-Related SESIR Incidents Q5 - Construction Safety JLA Security Incidents Q6 - Warranty Actions Q3 - Construction Budget vs. Actual Construction Costs (% Variance) FACILITIES SERVICES / Robert J. Wiebel & Dennis Bonny 10/30/08

6 Key Work Process(5): PERFORM SUBSTANTIAL COMPLETION ACTIVITIES Process Owner: D. BONNY STEP WHO SCHOOL BPS FACILITIES CM / AE / DB NEED MEET DELIVERABLES D1 - Meeting Notice D2 - Substantial Completion Inspection Request NEED TO OBTAIN FACILITY SUBSTANTIAL COMPLETION CERTIFICATE D1 MEET TO REVIEW SUBSTANTIAL COMPLETION PROGRESS VERIFY D3 - Substantial Completion Inspection Reports D4 - Certificate of Substantial Completion (CSC) VERIFY CONST. COMPLETE P9.1 Substantial Completion Schedule Milestones REQUEST D5 - Punch List D2 REQUEST SUBSTANTIAL COMPLETON INSPECTIONS PERFORM P9.2 Architect / Owner Substantial Completion Inspection Schedule Milestones D3 PERFORM SUBSTANTIAL COMPLETION (SC) INSPECTIONS QUESTION CORRECT QUESTION ISSUE DID PROJECT PASS SUBSTANTIAL COMPLETION INSPECTION? YES? DID PROJECT NEED A TEMPORARY CERTIFICATE OF OCCUPANCY? YES? NO YES? NO DID PROJECT PASS LIFE-SAFETY INSPECTIONS? NO CORRECT DISCREPANCY START ISSUE TCO ISSUE CSC D4 QUESTION CORRECT ISSUE P9.3 Life Safety Inspection and Testing Schedule Milestones P9.4 Code Enforcement Schedule Milestones COMPLETE PUNCH LIST D5 D3 PERFORM FINAL SUBSTANTIAL COMPLETION (SC) INSPECTIONS COMPLETE DID PROJECT PASS FINAL SUBSTANTIAL COMPLETION INSPECTION? YES? NO CORRECT DISCREPANCY MANAGED D5 UPDATED CLOSEOUT PUNCH LIST NEED IS MET MACRO Q1 - SUBSTANTIAL COMPLETION ACTIVITY MILESTONES KWP5 Q1 - DOCUMENTATION SUBMITTED ON TIME FACILITIES SERVICES: ROBERT J. WIEBEL / DENNIS BONNY 4/10/09

7 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: Perform Substantial Completion Activities Work System / Leader: Dane Theodore Revision Date: 4/14/09 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. 1. In order to achieve the milestones identified in the 2008/2009 BPS Strategic Plan (KPI 16), as it related to Safe and Healthy Learning and Work environment and the Ten (10) Year Facilities Improvement Plan, the design of facilities must utilize a structured approach to controlling the cost of construction, the implementation of the construction schedule and a safe construction site. In light of this structured construction approach, A Priority Process titled Perform Substantial Completion Activities is imperative. Three (3) Q Measures were developed for schedule data: i. Macro Q2 Construction Critical Path Milestones (% Variance from Construction Schedule. ii. KWP5 Q1 Substantial Completion Activity Milestones iii. KWP5 Q3 - Achieve Certificate of Occupancy (CO). 2. Explain which process Q measure(s) will be improved. In order to identify the Q Measure to improve, a Facilities Construction 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 Q1 will be improved by improving key in-processes Perform Substantial Completion Activities. This activity ranked # 3 after Project Closeout Activities. 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. Actual Project Completion Date exceeds the Contractual Project Completion Date by a variance that ranges between minus days to plus days during fiscal years Facilities Construction DMAIC Lite 4/14/2009 Page 1

8 MEASURE DMAIC Lite Storyboard ATTACHMENT A 4. List up to five (5) potential problem causing the Substantial Completion date to exceed the scheduled milestone date. 1. Pre-construction activities take longer than estimated. 2. Substantial completion activities take longer than estimated. 3. Construction closeout activities take longer than estimated. 4. Administrative closeout activities take longer than estimated. 5. Select the most significant problem or opportunity and develop a problem statement which answers the questions: 1. What? 2. When? 3. Gap between actual and targeted values? Problem: The closeout of construction punch list discrepancies identified during substantial completion inspection prevents the use of the premises for its intended purpose. See substantial completion KWP5 flow chart. Problem Statement: For projects constructed during the period between 2004 and 2007, the excessive time to close out punch list items necessitated a Temporary Certificate of Occupancy (TCO) remain in effect for a period in excess of 30 days. Gap: For projects during the above time period issuance of a Certificate of Occupancy (CO) from TCO varied from between 30 days to 120 days from the milestone date noted in the CPM schedule. This gap is calculated as a total from several Q and P indicator baselines. Facilities Construction DMAIC Lite 4/14/2009 Page 2

9 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. 1. Failure of subcontractors to finalize their work. 2. Interpretation issues exist between Code enforcement and the CM. 3. Utilities are not cleared for use. 4. Interpretation issues of contract documents between Architect and CM. 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. Incomplete work Open items on punch-list B. Code enforcement interpretations Failed inspections C. Utilities not cleared for use Delay in utility enabling D. Drawing interpretations Open items on punch list Facilities Construction DMAIC Lite 4/14/2009 Page 3

10 IMPROVE DMAIC Lite Storyboard ATTACHMENT A 8. List the countermeasure(s) you considered for implementation for each selected root cause from the Analyze step. 1. A) Weekly punch-list status meetings. 2. B) Joint review of code issues with AHJ / Arch / CM / Owner. 3. C) Initiate utility connections at earlier date. 4. D) Joint review of drawing / specs with Arch / CM / Sub / Owner. 5. E) Initiate utility connections at earlier date. 9. Determine the effectiveness x feasibility score for each countermeasure, and note the highest scores. Countermeasures selected for Action Plans were A (25), B (20), and D (25). Root Cause Effectiveness Feasibility Overall Action A Yes B Yes C No D Yes 10. Develop an action plan for each countermeasure to be implemented which shows the following: 1. What (description of countermeasure) 2. When (projected start and end dates) 3. Who (accountable person) 4. Which organizations need to support you 5. Estimated cost to implement SEE SEPARATE SHEET. (Remember: your action plan(s) with this completed DMAIC Lite Storyboard, per instructions on page 1.) Facilities Construction DMAIC Lite 4/14/2009 Page 4

11 CONTROL DMAIC Lite Storyboard ATTACHMENT A 11. Briefly explain how you know the root causes were reduced or eliminated. One will know that the root causes were reduced or eliminated when there is a drop in the number of construction discrepancies identified during the substantial completion inspections. 12. Briefly explain how you know the problem was reduced. More emphasis will be placed on completing remedial work sooner. 13. Briefly explain how you know the theme measure was improved. A better defined set of processes can be built from this activity to include as the format of future substantial completion activities. 14. Explain how you will prevent this problem from recurring. Continue to follow through with established processes, measure the results and modify the plan accordingly based upon the outcome and / or specific requirements. 15. Identify which other BPS locations should consider implementing your countermeasures. Specific Maintenance (Capital) projects, ET 16. Identify what other BPS locations could learn from this project. Lessons Learned from this project not applicable to other BPS locations. 17. List the remaining problem areas in this process. The completion of the substantial completion punch list items are a function of the communication between the Construction Manager, Subcontractor and BPS Building Inspector. As substantial completion approaches, life safety deliverables become agenda items during the weekly Owners Meeting. No further action needed. The closeout of plan review comments by the Architect is also an area of interest as substantial completion nears. This activity also become s an agenda items during the weekly Owners Meeting. No further action needed. 18. List the key lessons learned from this process improvement. Pre-construction activities play a large part in developing a GMP that will be accurate and minimize use of contingency funds. Facilities Construction DMAIC Lite 4/14/2009 Page 5

12 ATTACHMENT A FACILITIES CONSTRUCTION MACRO PRIORITY PROCESS SELECTION MATRIX FORM Selection Factor Macro Key Work Processes Importance x Gap = Point Score Priority Rank KWP1 - Select Contractor KWP2 - Approve Contractor By Board KWP3 - Perform Pre-Construction Activities KWP4 - Manage Project KWP5 - Perform Substantial Completion Activities KWP6 - Perform Construction Closeout Activities KWP7 - Perform Administrative Closeout Activities SCALE: 5 = Extreme 4 = High 3 = Moderate 2 = Low 1 = None Facilities Construction DMAIC Lite 12/30/2008 Page 6

13 ATTACHMENT A MACRO KEY IN-PROCESS MEASURES DETERMINATION FORM Macro Outcome Measures In-Process Measures Q1 - Actual Sales Tax Savings / Possible Sales Tax Savings (%) 1. Cumulative Sales Tax Savings as a % of Construction Cost (P4) 1. Pre-Construction Activities Milestones (P1) 2. Construction Critical Path Milestones (P2) Q2 - Construction Critical Path Schedule Milestones (% Variance from Schedule) 3. Substantial Completion Activity Milestones (P9) 4. Construction Closeout Activity Milestones (P10) 5. Administrative Closeout Activity Milestones (P11) 1.Cumulative Use of Estimated Contingency Funds as a Percent (%) of Cumulative Construction Costs (P3) Q3 - Construction Budget vs. Actual Costs (% Variance) 1. Construction Budget vs. Actual Construction Cost Variance (P5) Q4 - Construction-Related SESIR Incidents 1. Number of Construction-Related School Environmental Safety Incident Report (SESIR) Incidents Involving Students and School Staff (P6) Q5 - Construction Worker Safety and JLA Incidents 1. Number of Construction Worker Safety Incidents (P7) 2. Number Jessica Lundsford Act (JLA) Incidents (P8) Q6 - Warranty Actions 1. Number of Warranty Requests (P12) Facilities Construction DMAIC Lite 12/30/2008 Page 7

14 Work System: Manage Facilities Construction BPS Process Management System Leader: Dennis Bonny Owner Members Priority Processes Name Name 1. KWP1 KWP2 KWP3 KWP4 KWP5 Select Contractor Approve Contractor By Board Perform Pre- Construction Activities Manage Project Perform Substantial Completion Activities

15 BPS Process Management System Work System: Manage Facilities Construction KWP6 Leader: Dennis Bonny Owner Members Priority Processes Name Name 1. Perform Construction Closeout Activities KWP7 Perform Administrative Closeout Activities

16 WORK IN PROGRESS Process Name: Facilities Construction Process Customer: The School Board of Brevard County, representing staff, students, parents and the community Process Purpose: Facilities Project Construction P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 Process and Quality Indicators Process Indicators And Quality Indicators Pre-Construction Activity Schedule Milestones Construction Critical Path Schedule Milestones Cumulative Use of Estimated Contingency Funds as a Percent (%) of Cumulative Construction Costs Cumulative Sales Tax Savings as a % of Construction Cost Monthly Construction Budget vs. Actual Construction Cost Variance. Construction-Related SESIR Incidents Involving Students and School Staff Construction Worker Safety Incidents Jessica Lunsford Act (JLA) Incidents Substantial Completion Activity Milestones Construction Closeout Schedule Milestones Administrative Closeout Schedule Milestones Warranty Requests Control Limits Specs/ Targets Target: 100% of activities completed by scheduled milestone date Baseline: 10 days Target: 100% of activities completed by scheduled milestone date Baseline: 5 days Target: 2.5% Baseline: 2% Target: 1% Baseline: 1.25% Target +/- 2.5% Baseline -.9% - 1.4% Target: 0 Baseline: 0 Target: 0 Baseline: 3 Target: 0 Baseline: 0 Target: 100% of activities completed by scheduled milestone date Baseline: 120 days Target: 100% of activities completed by scheduled milestone date Baseline: 120 days Target: 100% of activities completed by scheduled milestone date Baseline: 120 days Target: 0 Baseline: 18 Macro Process Control System Process Owner: Dane Theodore Critical Customer Requirements: Current Sigma Level: TBD Outcome Indicators: Q1 Q6 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 Completion status of required tasks at schedule milestones Cumulative use of estimated contingencies Cumulative Construction Costs Cumulative sales tax savings from owner direct purchase records and cumulative construction cost At least monthly At least monthly At least monthly At least monthly Responsibility Who will Check? Contingency Plans / Miscellaneous Actions Required for Exceptions Procedure References Review/analyze situation and request that the Contractor provide a recovery action plan. Review/analyze situation and request that the Contractor provide a recovery action plan. Analyze contingency budget and look for possible project scope reductions. Review/analyze situation and request that the Contractor provide a recovery action plan. Construction Budget and construction costs Monthly Review / analyze situation and request CM to investigate potential Project Manager changes in the scope of work to maintain budget. # of Incidents At least monthly Review Contractor s Safety Plan and meets with Contractor s Safety. # of Incidents At least monthly Review Contractor s Safety Plan and meets with Contractor s Safety. # of Incidents At least monthly Review Contractor s Safety Plan and meets with Contractor s Safety. Completion status of required tasks at schedule milestones Completion status of required tasks at schedule milestones Completion status of required tasks at schedule milestones # of requests At least monthly At least monthly At least monthly End of Warranty Period Review/analyze situation and request that the Contractor provide a recovery action plan. Review/analyze situation and request that the designer develop a recovery action plan. Review/analyze situation and request that the designer develop a recovery action plan. Use number of warranty requests as a performance indicator during contractor selection process.

17 WORK IN PROGRESS Process Name: Facilities Construction Process Customer: The School Board of Brevard County, representing staff, students, parents and the community Process Purpose: Facilities Project Construction Q1 Q2 Q3 Q4 Q5 Q6 Process and Quality Indicators Process Indicators And Quality Indicators Actual Sales Tax Savings / Possible Sales Tax Savings (%) Construction Critical Path Schedule Milestones (% Variance from Schedule) Construction Budget vs. Actual Costs (% Variance) Construction-Related SESIR Incidents Construction Worker Safety and JLA Incidents Warranty Actions Control Limits Specs/ Targets Target: +/- 1% Baseline: 1.25% Target: + 0% to - Baseline: 5 days Target: ± 2.5% Baseline: -0.9% - 1.4% Target: 0 Baseline: 0 Target: 0 Baseline: 0 Target 0 Baseline: 0 Macro Process Control System Process Owner: Dane Theodore Critical Customer Requirements: Current Sigma Level: TBD Outcome Indicators: Q1 Q6 Checking / Indicator Monitoring Timeframe Data to Collect (Frequency) What is Checking Item When to or Indicator Calculation Collect Data? Total sales tax savings from ODP records and possible sales tax savings for purchases > $5,000 Completion status of required tasks at schedule milestones Construction budget and total construction cost # of Incidents # of Incidents Administrative Closeout Administrative Closeout Administrative Closeout Administrative Closeout Administrative Closeout # of requests and responsiveness Warranty Period Responsibility Who will Check? Project Manager Contingency Plans / Miscellaneous Actions Required for Exceptions Procedure References Meet with Contractor and review Owner Direct Purchase program. Develop a plan of action to increase STS. Review/analyze situation and request that the Contractor provides a recovery schedule. Do not use Contractors who do not meet the 2.5% construction cost target. Do not use Contractors who have a safety program that allows construction-related SESIR incidents. Do not use Contractors who have a safety program that allows excessive construction worker safety incidents. Do not use Contractor with an unreasonable record of warranty requests and / or lack of responsiveness. Approved: Date: Rev #: Rev Date:

18 WORK IN PROGRESS Process Name: Perform Substantial Completion Process Customer: The School Board of Brevard County, representing staff, students, parents and the community Process Purpose: To obtain Certificate of Substantial Completion (CSC) P1 P2 P3 Macro Q1 KWP5 Q1 Process and Quality Indicators Process Indicators And Quality Indicators Architect / Owner Substantial Completion Inspection Life Safety Inspections / Testing Code Enforcement Inspections Substantial Completion Activity Milestones Documents Submitted On Time Control Limits Specs/ Targets Target: Completed by scheduled milestone date Baseline: 5 days Target: Completed by scheduled milestone date Baseline: 5 days Target: Completed and submitted by scheduled milestone date Baseline: 5 days Target: 100% of activities completed by scheduled milestone date Baseline: 10 days Target: Documents Submitted prior to scheduled milestone date Baseline: 15 days KWP 5 Process Control System Process Owner: Dane Theodore Critical Customer Requirements: Checking / Indicator Monitoring Timeframe Data to Collect (Frequency) What is Checking Item When to or Indicator Calculation Collect Data? Weekly prior to Completion status of required tasks scheduled at schedule milestones milestone Completion status of required tasks at schedule milestones Completion status of required tasks at schedule milestones Track the completion of the Substantial Completion Activity Milestones Track the completion of the documentation in accordance with Substantial Completion Activity Milestones Current Sigma Level: TBD Outcome Indicators: Macro Q1 & KWP 5 Q1 Weekly prior to milestone At milestone At milestone At milestone Responsibility Who will Check? Contingency Plans / Miscellaneous Actions Required for Exceptions Procedure References Review/analyze situation and request that the Contractor provide a recovery action plan if scheduled date is in jeopardy. Review/analyze situation and request that the Contractor provide a recovery action plan if scheduled date is in jeopardy. Review/analyze situation and request Building Official issue a TCO Review/analyze situation and request that the Contractor provide a recovery action plan if scheduled date is in jeopardy. Review/analyze situation and request that the Contractor provide a recovery action plan if scheduled date is in jeopardy. Approved: Date: Rev #: Rev Date:

19 DMAIC LITE STORYBOARD IMPROVE CHECKPOINT 10 Countermeasure Action Plan Matrix COUNTERMEASURE PROJECTED START DATE PROJECTED END DATE Weekly punch-list status meetings At TCO Max 30 days after ACCOUNTABLE PERSON SUPPORT ORGANIZATION CM / SBBC PM CM / Arch / sub Minimal ESTIMATED COST Joint review of code issues As needed At TCO CM / Arch CM / Arch / sub / owner Joint review of drawing issues As needed At TCO CM / Arch CM / Arch / sub / Owner Minimal, some administrative costs for AHJ Minimal

20 PERFORM SUBSTANTIAL Countermeasures Matrix COMPLETION ACTIVITY ROOT CAUSE COUNTER- MEASURE PRACTICAL METHODS EFFECTIVENESS X FEASIBILITY = OVERALL ACTION Failure of subcontractors to finalize their work. Weekly punch list status meeting PM / CM/ Subcontractor Attend weekly punch list status meeting Yes PROBLEM The scope of work remains incomplete, preventing intended use of premises. Interpretation issues exist between Code enforcement and the CM. Utilities are not cleared for use. Joint review of code issues with AHJ / Arch / CM / Owner. Initiate utility connections at earlier date. Use in-house and contractor resopurces to conduct a Joint review of code issues Use in-house and contractor resources to initiate utility connections Yes No Interpretation issues of contract documents between Architect and CM. Joint review of drawing / specs with Arch / CM / sub / Owner. Use in-house and CM resources to review project drawings / specs Yes Scale: 1 = Negligble 2= Somewhat 3= Moderate 4= Very 5 = Extreme

21 Macro MANAGE FACILITIES Process: CONSTRUCTION Process Owner: D. Bonny Document Title: Process Improvement Document Tree MANAGE FACILITIES DESIGN MACRO FLOW CHART KWP6 & KWP7 PROJECT CLOSEOUT FLOW CHART KWP3 PER-CONSTRUCTION ACTIVITIES FLOW CHART KWP5 PERFORM SUBSTANTIAL COMPLETION FLOW CHART Key Work Processes 1-7 MACRO PCS MACRO DMAIC LITE STORYBOARD MACRO DMAIC LITE STORYBOARD MACRO PRIORITY PROCESS SELECTION MATRIX FORM KWP3 DMAIC LITE STORYBOARD Note 1 KWP3 PRIORITY PROCESS SELECTION MATRIX FORM KWP5 DMAIC LITE STORYBOARD Note 1 KWP5 PRIORITY PROCESS SELECTION MATRIX FORM MACRO PRIORITY PROCESS SELECTION MATRIX FORM KWP6 & KWP7 ACTION PLAN(s) KWP3 ACTION PLAN(s) KWP5 ACTION PLAN(s) MACRO KEY IN-PROCESS MEASURES DETERMINATION SYSTEMS FORM KWP6 & KWP7 COUNTERMEASURE MATRICES KWP3 COUNTERMEASURE MATRIX KWP5 COUNTERMEASURE MATRIX KWP6 & KWP7 INDICATOR DATA KWP3 INDICATOR DATA KWP5 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.

22 Contract VS. Actual Completion Variance Analysis Contract vs. Actual Completion Date Variance Target Baseline 30.00% 25.00% Variance Percentage 20.00% 15.00% 10.00% 5.00% 0.00% Target = 0.0% Baseline = 7.43% -5.00% Contract vs. Actual Completion Date Variance FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/ % 5.12% 2.54% 5.32% -2.40% Target 0.00% 0.00% 0.00% 0.00% 0.00% Baseline 7.43% 7.43% 7.43% 7.43% 7.43% Reporting Years

23 Project Completion Variance (Days) Analysis Project Completion Variance (Days) Target Baseline Schedule Varinace (Days) Target = Zero (0) Variance Baseline = Days FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 Project Completion Variance (Days) Target 0.00% 0.00% 0.00% 0.00% 0.00% Baseline Reporting Years

24 FY 03 / 04 Project Completion Variance Analysis Variance Baseline Target Schedule Variance (Days) 50 0 Target = Zero (0) Variance Baseline = 65.3 Days Variance Baseline Target Number of Construction Projects

25 FY Project Completion Variance Anaylsis Variance Target Baseline Baseline = Days Schedule Variance (Days) Target = Zero (0) Variance Variance Target Baseline Number of Construction Projects

26 FY Project Completion Variance Analysis Variance Target Baseline Schedule Variance (Days) Target = Zero (0) Variance Baseline = Days Variance Target Baseline Number of Construction Projects

27 FY Project Completion Varinace Analysis Variance Target Baseline Schedule Varinace (Days) Baseline = Days 0 Target = Zero (0) Variance Variance Target Baseline Number of Construction Projects

28 FY Project Completion Variance Analysis Variance Target Baseline Target = Zero (0) Variance Schedule Varinace (Days) Baseline = Days Variance Target Baseline Number of Construction Projects

29 EZ DMAIC 20 CHECKPOINTS DEFINE MEASURE ANALYZE IMPROVE CONTROL Plan Do Check Act Macro Process Name: Manage Facilities Construction Key Work Process: KWP5 Perform Substantial Completion Activities Work System / Leader: Ed Curry DMAIC Status: Improve Cycle: Yes Process Owner: DGT / DB 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: 4 Comment: Q Measure Q1 was developed. Tracking has been partially implemented as many of the projects have achieved substantial completion. Minimal data exists from previous projects. 3. A theme statement consistent with the indicator was selected. Yes: X No: Rating: 5 Comment: Yes the theme statement is consistent with Q1 and In Process indicators. 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

30 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 developed resulting from a brainstorming session where Q 1 surfaced as a core problem. Theme Statement: Actual Project Completion Date exceeds the Contractual Project Completion Date by a variance that ranges between minus days to plus days during fiscal years 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: In the world of facility construction, bringing a project in on schedule is a great achievement. Taking this into consideration, the target for improvement has been established where the Contractual Project Completion Date equals the Actual Project Date. See attached charts. 6. A problem statement that addressed the gap between the actual and target values was developed. Yes: X No: Rating: 5 Comment: The gap was established by reviewing FY 03/04 through FY 07/08 facility construction data and project records. Gap: For projects during the FY 03/04 through FY 07/08 time period issuance of a Certificate of Occupancy (CO) from TCO varied from between 30 days to 120 days from the milestone date noted in the CPM schedule. This gap is calculated as a total from several Q and P indicator baselines. 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

31 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: Four potential causes were identified. Three were chosen as the most effective and countermeasures were developed. 1. Failure of subcontractors to finalize their work. 2. Interpretation issues exist between Code enforcement and the CM. 3. Utilities are not cleared for use. 4. Interpretation issues of contract documents between Architect and CM 8. A relationship between the root causes and the problem was verified with data. Yes: No: X Rating: -2 Comment: Not entirely as the causes from past projects were unavailable, and current projects have not cycled through. Data will be available to analyze when current projects are completed at the end of FY 08/ Root causes were selected and the impact of each root cause on the gap was determined. Yes: No: X Rating: - 2 Comment: Not entirely as the causes from past projects were unavailable, and current projects have not cycled through. Data will be available to analyze when current projects are completed at the end of FY 08/09. 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

32 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: Four countermeasures were selected based upon implementation. A) Weekly punch-list status meetings. B) Joint review of code issues with AHJ / Arch / CM / Owner. C) Initiate utility connections at earlier date. D) Joint review of drawing / specs with Arch / CM / Sub / Owner. 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. Root Cause Effectiveness Feasibility Overall Action A Yes B Yes C No D Yes 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. See attached Countermeasure Action Plan Matrix. 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

33 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: 2 Comment: Due to project cycle constraints, this could not effectively be determined. Data will be available to analyze when current projects are completed at the end of FY 08/ [Results] The effect of countermeasures on the problem was demonstrated. Yes: No: X Rating: 2 Comment: Due to project cycle constraints, this could not be effectively determined. Data will be available to analyze when current projects are completed at the end of FY 08/ [Results] The improvement target was achieved and causes of significant variation were addressed. Yes: No: X Rating: 2 Comment: Due to project cycle constraints, this could not be effectively determined. Data will be available to analyze when current projects are completed at the end of FY 08/ [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: 2 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: 5 Comment: No remaining problems at this time. 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

34 EZ DMAIC 20 CHECKPOINTS DEFINE MEASURE ANALYZE IMPROVE CONTROL Plan Do Check Act 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 6