L&S Associates, LLC. League City, Texas Home Office

Transcription

1 L&S Associates, LLC Educational, Environmental, Maintenance & Operations Consultants (EEMOCo) League City, Texas Home Office Tyler, Texas Area Office Athens, Texas Area Office L & S Associates, LLC

2 I call them smart ideas and concepts of a Facility Leader. The business world is full of the buzz words Best Practices. This workshop will define some of the key Best Practices when managing one of your greatest assets (people), along with some of the most constant Best Practices for Facility Management discussed across the country. L & S Associates, LLC

3 Press for responsibility and task completion Maintain passion and persistence in pursuit of goals Take risks and use originality in problem solving Cultivate self-confidence, a sense of personal identity Instill a willingness to accept consequences and the ability to take action Display willingness to tolerate frustration and delay Develop the ability to influence other peoples behavior L & S Associates, LLC

4 Ohio school districts best practice strategies: Management commitment Employee involvement Communication Education and training Safety audits and inspections Safety programs

5 The key to success lies in the organization s culture. Accountability is vital. Performance measures at the operational level (supervisors, teachers, counselors, custodians, food service employees, etc.) Performance measures at the school administration level (principal, assistant principal) and a district level. L & S Associates, LLC

6 Communication techniques include: Communicating the districts policy statements. Implementing an effective new employee orientation process. Conducting employee in-service training. Providing job-specific training to all employees.

7 Accountability is vital: All employees should have a clear understanding of the leadership expectations. Each employee should know whom their immediate supervisor is and how to communicate with them. L & S Associates, LLC

8 Accountability is vital: Job descriptions used by departments have not been clearly defined nor are they easily understood by department employees. Develop a quality, easy to understand, job description for each job classification. The job descriptions should be reviewed by the maintenance manager and employees each year (can also be a management tool). L & S Associates, LLC

9 Accountability is vital: Employee Handbook Often the maintenance staff is not aware of written rules and regulations for support staff. The ISD s do not have an employee handbook available to maintenance staff members to review district policies and departmental policies. L & S Associates, LLC

10 Accountability is vital: Employee Handbook This document is an important tool for disseminating basic employee benefits information such as the district s disciplinary, grievance, vacation, holidays, and sick leave policies, as well as medical insurance eligibility guidelines. The employee handbook should be reviewed and signed by every person within the department and kept on file for review.

11 Cross Training Departments should share knowledge of perspective maintenance operations to ensure diversification of the multiple departments. Each department should work closer to develop long range strategies for all maintenance, operation, grounds and construction programs. L & S Associates, LLC

12 Team Building Building a team is a very critical step when moving towards obtaining your definite of purpose. Building a Master Mind group is a must. Think and Grow Rich by Napoleon Hill L & S Associates, LLC

13 Team Building Master Mind: Coordination of knowledge and effort in spirit of harmony between two or more people for the attainment of a definite of purpose. Knowledge: The act, fact or state of knowing, specifics and awareness, understanding. Acquaintance with fact an range of information. L & S Associates, LLC

14 Team Building Surround yourself with the advice, counsel, and personal cooperation of a group of people willing to lend you wholehearted aid, in the spirit of perfect harmony. Do not share your problem with someone who can not help you solve it. L & S Associates, LLC

15 Guiding Principles for Managers Maximize your communication Empower but have accountability Build trust and integrity Emphasize team L & S Associates, LLC

16 Guiding Principles for Employees Commitment - have urgency and passion Team Players - its not just one play that loses the game, it is the way we played the whole game Pro Active be a creative problem-solver Attitude be positive Discipline be fiscal

17 Guiding Principles for the Team A good tree cannot bring forth evil fruit, neither can a corrupt tree bring forth good fruit. The team guards the fort and presses for excellence and character. The team must understand timing and seasons.

18 For the team, failure is not an option. The team believes in each other and they think before they speak. The team has power in a uniformed voice. and vision requires movement and accountability.

19 Evaluating Facilities Maintenance Efforts Question 1 How are staff evaluated? Question 2 How is the maintenance program evaluated? Question 3 Does the budget accurately reflect the needs of the annual maintenance plan? Question 4 How well does the electronic work order and preventative maintenance systems function?

20 Idaho: Seven best practices are necessary for successful preventive maintenance. Inventory building components and assess their conditions. Build the capacity for ranking maintenance projects and evaluating their costs. Plan strategically for preventive maintenance in the long and short-term.

21 Idaho: Seven best practices are necessary for successful preventive maintenance. Structure a framework for operating a preventive maintenance program. Use tools to optimize the preventive maintenance program. Advance the competence of maintenance workers and managers. Involve appropriate maintenance personnel in decision-making and in communicating buildings needs.

22 Build the capacity for ranking maintenance projects and evaluating their costs. Operate buildings in a cost effective manner through active planning of building maintenance.

23 Use Life-Cycle Costing or Other Tools to Evaluate Total Costs Building managers should use an evaluation tool, such as life-cycle costing, to make costeffective decisions on whether to replace or maintain building systems and equipment.

24 Require Ongoing Training to Match Duties Performed Regardless of the size of the maintenance workforce, ongoing training should be available to improve employees technical skills and meet their individual training needs.

25 Leadership is a skill - Leadership, according to the dictionary, is the ability to guide, direct, or influence people. Learn to listen - Listening to an individual serves both sides. When you listen to an employee you build their self-esteem and self worth because you took the time to hear them out. It also provides you with information.

26 Learn to communicate - Communication comes in many different flavors. Communication can be verbal, written, visual and more. The skilled supervisor will learn to communicate professionally, sticking to the facts and leaving personal opinions or feelings out of the conversation.

27 Develop respect - In my opinion, no leader will be successful without the respect and trust of those he/she leads. Respect is not something that automatically happens, you must work at it. The employees will observe your communication, watch your actions, compare your behavior to what you preach, and notice your skills and knowledge about the job.

28 Best Practices: Train Your People This may seem basic and elementary, but there is a truth about the quality of training that is very observable. When an employee is going through the learning process for a new position, the instruction given to him/her in the very beginning is what will have the most influence on their methods of performance. What we learn first we learn best.

29 Best Practices: Custodial Costs What s different? When is the cleaning done? What floor coverings are used? What are the cleanliness standards and frequencies? How is the cleaning done? Equipment? Productivity of the crews? How are crews assigned? Compensation rates?

30 Best Practices: Temperature Control Create an energy policy that is approved by the board. Define a comfort standard (temperature, humidity, and air changes). Automated (BAS) systems operating as designed. Conduct preventative maintenance and routine maintenance per manufacturer recommendations.

31 Best Practices: Temperature Control Centralized energy management with accountability and authority for demand control. Real time energy use monitoring vs. temperature monitoring.

32 Best Practices: Building Maintenance Work requests go through an approval cycle. Complex tasks are planned and scheduled. Maintenance tickets are tracked and trended in an electronic system. Peaks in workload are shaved with temporary staff vs. base loading for the peak periods. Preventive maintenance is planned and is a priority. Multi-skilling is used and encouraged.

33 Best Practices: Leadership Traits All personnel are trained on their job duties. Refresher training is conducted with appropriate intervals. Annual goals are set, action plans developed, and results are monitored.

34 L&S Associates, LLC Educational, Environmental, Maintenance & Operations Consultants (EEMOCo) Have a great 2012 glookabaugh@operationalconsultants.co TASBO Life Member and a Facility Master L & S Associates, LLC