WSSC Embracing Web-based Construction Management. Keith Tyson, Technical Services Group

Transcription

1 WSSC Embracing Web-based Construction Management Keith Tyson, Technical Services Group

2 Agenda Background e-builder History Business Process Focus Benefits Lessons Learned

3 Washington Suburban Sanitary Commission Facts 8th largest water and wastewater utility in the nation Serves ~1.8 million residents with approximately 460,000 customer accounts in Prince George s and Montgomery counties over an area of nearly 1,000 square miles

4 Washington Suburban Sanitary Commission Facts Operates and maintains 8 water and wastewater plants 75 pumping stations 5,700 miles of fresh water pipeline 5,500 miles of sewer pipeline

5 Capital Investment Program (CIP) Water Main Rehabilitation Sewer Main Rehabilitation Facility Projects 55 miles annually of water main replacement (WMR) $266 million in active WMR contracts 46 miles annually of sewer rehab projects $1.16 billion in active sewer rehab contracts 1.2 billion in CIP 22 active projects $317 million under construction

6 e-builder Takeaways How to address construction processes to ensure consistent rules across the business Understand the measurable benefits that can be achieved through a seamless process Understand how these benefits improve CM and inspector productivity and their ability to meet project goals How these benefits translate into improved project delivery

7 How WSSC got started Storing Documents Using Documents module Tracking RFIs and Submittals Using Forms module First customer of e-builder! Started using in 1995 Started to use Process Module in 2009 Better to track data Fit our processes to e-builder Get better reports

8 Typical Construction Processes Daily Field Inspections Change Orders Request for Information Submittals Large Meter Requests As-Built Drawing Approval Contract Close Out Contractor Performance Evaluation

9 WSSC uses e-builder to map processes and store documents

10 Daily Inspection Reports Opportunity for Improvement 2008 Internal Audit of WSSC raised red flags about the security and accountability of the Daily Inspection Reports Monthly reports not accurate To many hands touching the files and data Multiple opportunities for error Too much time spent entering data; not inspecting jobs in field

11 Daily Inspection Reports Root of the Problem Excel driven data management Multiple spreadsheets per project Process inefficiencies Data integrity Cumbersome process to begin with Difficulty enforcing existing processes Existing processes not efficient Multiple data entry points Poor audit results Time wasted Potential for error and increased risk

12 Daily Inspection Reports Challenge 1 Wasted Time

13 Daily Inspection Reports Challenge 2 Data Integrity Multiple versions of the same report No means to track changes to the groups Daily Inspection Reports Paying the contractor based on the information that is being inspected in the field. Potential duplicate payments, or late payments Inaccurate quantities in roll up spreadsheet

14 Daily Inspection Reports Challenge 3 Auditability of Reports Daily reports lacked controls to verify accuracy stored on shared drive No way to prevent back dated changes Lack of visibility for the contractor A he-said she-said situation which could result in a change order or legal action

15 Daily Inspection Reports Coming up with a Solution Goals Improve data integrity Reduce churn and inefficiency Improve productivity Refocus existing resources on the important tasks Communicate with contractor

16 Daily Inspection Reports

17 Daily Inspection Reports

18 Daily Inspection Reports Solution From Multiple spreadsheets Multiple databases and data entry points to One seamless process/solution

19 Daily Inspection Reports - Report

20 Daily Inspection Reports Results Less Paperwork Inspectors file one report daily for each job vs. 3-7 separate reports they completed previously at end of week Labor Savings 82 inspectors are saving hrs/day 16 Contract Managers are saving 32 hrs/day Estimated $330,000 per yr. in labor savings Enforceable Processes Inspectors are filing their reports daily and managers approve daily. Everyone does it the same way!

21 Daily Inspection Reports Results Greater Transparency Construction Managers and Contractors have access to reports instantly rather than at the end of the month. Fewer Errors Data is no longer entered multiple times, then copied, pasted and consolidated. ebuilder automatically pulls data into reports. Mobile Solution Inspectors can complete reports in the field using laptops and air cards.

22 Change Orders Challenge 1 Correct Information Change orders submitted without proper backup documentation Missing information about previous change orders No means to track change orders for each contract without calling CM No way to see future change orders

23 Change Orders Challenge 2 Correct routing Change orders approval authority changes as cost increases Routing with paper creates delays such as lost or misplaced paperwork, delayed review and approval

24 Change Orders Coming up with a Solution Goals Improve data integrity Reduce churn and inefficiency Improve routing to reduce delays Refocus existing resources on the important tasks

25 Change Orders

26 Change OrdersResults Greater Transparency Procurement, Construction Managers and Contractors have access to change order status instantly Enforceable process Multiple PCOs rolled up into a Change Order. All required documents in CO before getting to approval stage Efficient Routing Change orders are routed efficiently, reducing delays and lost paperwork

27 Lessons Learned Begin by mapping out your current process Get a representative group of users involved in the process mapping Change the process to fix any issues before building in e-builder Look at the end report to capture any data fields needed for the report in the process All users will not like the change to e-builder Put together a good training plan Continue to re-train on regular basis

28 e-builder Results Use e-builder to manage and track documents securely Labor savings can be achieved through process implementation Contract Managers and Inspectors are more productive with less paperwork Consistent processes improve project delivery by gathering all the data the first time Start with the end in mind!

29 QUESTIONS/COMMENTS?