As part of a campus-wide series of program assessments, the University of Arkansas engaged Draper & Associates to conduct a comprehensive Review of Physical Plant Operations. The objectives of this Review were to:
- Determine the level of service and the corresponding level of expenditure that is appropriate in managing and maintaining the University's Education and General (E&G) facilities.
- Identify and define opportunities to improve cost-effectiveness within the Physical Plant Department.
- Determine the Business Structure (i.e., mix of resources, organizational structure and operating practices) that is most compatible with targeted service and expenditure levels.
- Develop specific plans for implementing targeted improvement initiatives and for transitioning to the selected Business Structure.
The work performed during this Review covered all areas of General Fund facilities management encompassed within the Physical Plant Department. This included a detailed examination of the Preventive Maintenance Program.
During the management review of the PHPL, it was determined that very little Preventive Maintenance (PM) of Campus assets occurred. In the early 90's, PHPL underwent an initiative to establish a PM program. Other than the PM activities in place within the Utility Operations unit, the program abruptly ended after about a year due to budget cuts and the lack of a hard-funded maintenance organization.
Following the initial review of the UARK Physical Plant, Draper established a project to move forward and identify the major Campus assets and establish a program by which they are maintained in the hopes of extending the useful life of the equipment, cut down on pre-mature replacement of assets and the associated costs with such actions and reduce the amount of unplanned/unscheduled maintenance called in to Physical Plant by Campus customers. This program would be managed by Operations & Maintenance through the use of Zone Maintenance Teams. The teams would be multi-trade and dedicated to the stewardship of Campus Education & General Purpose (E&G) facilities.
The overall objective of this project was to establish a Preventive Maintenance Program for the Campus E&G facilities. In order to accomplish this goal, the following was completed:
- Logically group the Campus E&G facilities to form Maintenance Zones
- Inventory the assets of the Campus E&G facilities and tag all with a unique identifier
- Associate the Campus E&G assets with industry standard RS Means PM tasks, PM task frequencies and PM task labor hours
- Input all completed asset information to FAMIS, the Physical Plant's CMMS
- Calculate Zone Maintenance Team staffing requirements from downloaded labor hour information, derived from the Campus E&G assets (Zero-Based)
- Migrate Zone Team implementation tasks (staffing, tooling, office logistics, inspections) to the Maintenance Reorganization Project
- Develop a 30-60-90 day PM implementation plan from the Campus E&G asset information in FAMIS
- Input plan to FAMIS and “start the clock” on PM task implementation (by Zone)
Zone Maintenance Teams inspected all asset items within their Zones and reported back to the Physical Plant on any new asset items that would require PM services to be assigned as well as a consumable materials inventory which would be required for existing and/or new assets. The Teams utilized a PM consumables aid to guide them in their collection of materials so that they do not overstate the annual parts requirements of the Physical Plant as they pertain to preventive, unplanned and planned maintenance. Data was captured by the Teams on Material Support Survey Sheets that were developed by the Physical Plant personnel. All new asset data and PM consumable data are first delivered to the FAMIS Administrator for Quality Control and input to FAMIS and copied to Central Supply for parts identification and stock development.
" Draper & Associates has been of great assistance in helping us to determine the level of service and the corresponding mix of resources and level of expenditure that is appropriate in managing and maintaining the University's facilities. Their analytical work is allowing us to more clearly define and quantify our facility requirements as we pursue an accelerated growth strategy for the campus. Their integrated approach to organizational and program planning is positioning us to gain synergies across projects ranging from routine maintenance to renovation and new construction. As a result, we have a clearer indication of what we are getting when we make capital expenditure decisions and a higher confidence in our ability to generate a bigger bang for the buck."
Dr. Donald O. Pederson
Vice Chancellor for Finance and Administration
The University of Arkansas