The system will need to balance the following requirements and provide a universal method of coding all Work Orders:

Transcription

1 SUBJECT: Effective Date: Procedure Number: Prioritizing Work Orders in AiM 3/5/18 FS 2017 FO0017 Supersedes: Page Of FO SOP-W Responsible Authority: Associate Vice President, Administration and Finance (Facilities & Safety) APPLICABILITY/ACCOUNTABILITY: This procedure applies to all Facilities and Safety personnel. PROCEDURE STATEMENT: Establishing a university-wide Work Order Prioritization Methodology is a core component of the planning process. Because the workload is dynamic and work priorities are constantly being changed, without a structured methodology, it is virtually impossible to provide requestors reasonable explanations when the work requirements in their buildings take a back seat to other work. The prioritization methodology must be detailed enough to avoid having too many Work Orders with the same priority. A disciplined method of prioritization will eliminate the practice of tasks being done out of order, and allow work to be completed according to its true effect on the overall operations of the university as a whole. It will also allow the maintenance delivery function to be executed in a far more effective manner. The system will need to balance the following requirements and provide a universal method of coding all Work Orders: University-wide equipment priorities, allowing for better direction of resources Operational requirements Customer requests Accurate prioritization covers four distinct decision-making processes; although one may be preset, the others will require a degree of judgment and discretion in executing Work Orders practically. Equipment criticality Effect of task or work to be done Real world limitations on execution Time constraints to execute the work The original priority of the Work Order (WO) will be set by its originator. Work Orders will be prioritized based on the Work Order Prioritization Matrix (Figure 1), with 1 as highest and 9 as lowest. For multiple Work Orders with the same Priority, the identified Need Date will be the Form Effective Page 1

2 deciding factor. If a WO Need Date has not been identified, the first-in, first-out methodology will be utilized. This process will allow us to use our available resources effectively and efficiently and, in turn, address the identified backlog based on available resources. DEFINITIONS: a. AWP: Awaiting Planning goes to the Planner for that Trade/Zone; detailed planning is necessary b. ASP: Awaiting Supervisor Planning goes to the Zone Supervisor; detailed planning is not necessary c. Call-back: a Work Order completed in the past 30 days that requires additional work to resolve the original issue d. PM: Preventative Maintenance e. LS: Life Safety f. SFM: State Fire Marshal PROCEDURES: 1. Once the requested work has been reviewed and determined not to be a duplicate or a callback, a Priority must be assigned to it. The Work Order Prioritization Matrix (Figure 1) compares the urgency of work to the severity of the issue, and determines the work s priority at their intersection. This is the Phase Priority to be entered in the Priority field of the Phase. Figure 1: Work Order Prioritization Matrix 1. Severity Urgency of Work Order President/ Provost and Special Requests Danger: Fire, Health, Life & Safety Direct Impact on University Operations Indirect Impact on University Operations All Other Work Immediate or as Requested 0 Emergency Urgent Expedite Routine Form Effective Page 2

3 2. The following Work Order Priorities Table (Figure 2) should be referenced for further definitions and examples of prioritization. Figure 2: Work Order Priorities Table Priority Description Timeframe Description Examples include, but are not 0 President/ Provost and Special Requests Immediate, or as Requested All requests for the President s house (0100), and President and Provost office suites. These will be scheduled according to the needs of the President or Provost. All requests for building 0024, Creative School for Children Form Effective Page 3

4 Priority Description Timeframe Description Examples include, but are not 1 Emergency Immediate Response Immediate threat that requires immediate response to protect or save lives or property. OR Issues affecting the university President or Provost. NOTE: An immediate response is required to implement corrective actions to alleviate the situation; however, these actions may not be a permanent repair. Requests are dispatched immediately via radio. Fire alarms Electrical sparks, smoke Electrical outages Water outages Broken steam, water, or gas lines Toilets overflowing Person trapped in elevator Storm water flooding into a building Sewage backing up in a building Broken, gushing, or misdirected irrigation device or sprinkler head No HVAC systems for animal facilities, science facilities, or computer rooms Gas leak or smell of gas Food service-related deficiencies that have an immediate impact on sanitation Inoperable locks, where a space cannot be secured Inoperable/clogged toilets and urinals ADA compliance issues, e.g., inoperative door opener or obstructed route 2 Code- Compliant Preventive Maintenance Work must be completed the day it is scheduled. Overtime requires approval. Any PM that is required by law or by national, state legislatures, or local municipalities (i.e., NEC, OSHA, ASME, NFPA, Florida Administrative Code, St Johns River Water Management District, etc.) or directed by Facilities Operations Senior Management. Diesel fuel tanks Emergency lights/exit lights Diesel generators (used for EM lights) Elevator inspections Fire protection systems AHU filter replacements Form Effective Page 4

5 Priority Description Timeframe Description Examples include, but are not 3 Urgent 1 5 days Urgent situations that pose a Broken glass and/or exterior doors threat of personal injury, HVAC temperature adjustments (i.e., equipment damage, or a hot/cold calls) serious disruption of HVAC not working university operations. Urgent Toilets/urinals running constantly Work Orders should be Loss of refrigerated storage space completed within 1 to 5 Non-emergency elevator repairs business days to relieve the ADA compliance issues, e.g., situation before injury occurs, inoperative door opener or obstructed equipment or property is route damaged, or the condition Inoperative or hard to lock/unlock worsens. Requests are door locks dispatched as soon as Inoperative switches, outlets, or lights possible, with technician (where there is insufficient lighting) response within the same shift. Evidence of a building envelope or piping actively leaking Clogged sink/shower/tub Loss of domestic hot or cold water in a residence (Residence Hall or Rental Apartment) Pest/animal control that poses a harmful, unsafe condition Vehicle repairs that are urgent, such as a flat tire, vehicle that will not start, burnt out lights, inoperable horn, seatbelts, or brakes not working properly Blood-borne pathogen clean-up requests Empty paper towel or toilet paper dispensers in restrooms Bed raise or lower requests during move-in 4 Required Preventive Maintenance 3 days within due date Any PM that is directed by a UCF Policy/Instruction, Facilities Management, or is required prior to, or while, utilizing the facility/system. When a PM is required but a definite periodicity is not called out, UCF will utilize Engineering Analyses results (HARA, RCM, Reliability, etc.) to determine the appropriate periodicity. Belt inspections/replacements AHU inspections Form Effective Page 5

6 Priority Description Timeframe Description Examples include, but are not 5 Expedited 5 14 days Work that does not fit the definition of Urgent work but needs to be accomplished in an expedited time frame. This work may be high Corrective maintenance requiring access to location with tight availability Limited access to resources required to perform job profile in nature, have a short Key requests deadline date, or be requested Service requests: requests for which from a high-ranking official. the customer is paying (i.e., hanging An expedited response shall pictures, whiteboards, painting occur ideally within 5 14 offices, cleaning carpets out of cycle, days. burn boxes) Vehicle repairs that are routine in nature and not related to a breakdown Evidence of a building envelope or piping leak but that is not actively leaking Special event setup for events occurring within 2 weeks Routine cleaning requests Bed raise or lower requests not during move-in 6 Proactive Preventive Maintenance 7 Routine Type I 5 days within due date Any PM that is performed as an industry best practice for the sole purpose of reducing system downtime, increasing the system life expectancy, and thus reducing overall system life-cycle costs (to include warranty items) days Maintenance or Service items not posing an immediate risk to facilities, systems, equipment, or components and that can be handled on a supervisor planned and scheduled basis. Advanced coordination with the customer is typically required, to allow scheduling of personnel and receipt of materials. Work Orders are processed through Supervisor Planning, as dispatching of personnel is not required. Response shall occur within 14 to 30 business days or less. Predictive Maintenance HVAC cleaning Chiller inspections Humidifier descaling Broken fixed seating Graffiti removal Dripping faucets or showers Interior doors (exception: security doors, which are Priority 3) LS/SFM work Special event setup for events with a date between 15 and 30 days in the future Carpet spot cleaning to remove stains Chair delivery to classrooms Form Effective Page 6

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