FPS Council Meeting
Meeting notes March 28, 2002 - 11:00 -12:00 PM
Cafeteria Alondra Room
Members Present:
Present
Member Name
Barney Barbadillo
X
Bill Benson
X
Tom Brown
X
Ora Bryant
X
Sharan Clark
X
Jeff Conrad
Michael Dalton
X
Maurice Elmore
X
Victor Flores
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Bob Gann
Ricky Harris
Present
X
X
X
X
X
X
X
X
Member Name
Darrell Johns
Debbie Johnston
Ron Martinkus
David Miller
Alan Nelson
Jimmy Quiroz
Ricky Richardson
Joe Saldana
Dean Whetham
Art Wooley
Bob Gann announced that the purpose of this council was to disseminate information
and that the members should be taking the information back to their constituents. This
has not worked well. Starting in May, the whole division will be included to promote
camaraderie and to allow for the division, as a whole, to be better informed.
Staffing Changes: (Bob Gann
ECC has a Hiring Freeze in place. This should have some impact on FPS.
Open Positions: Electrician – Dennis Johnson has been placed on the 39-month rehire
list.
Groundskeeper (2 positions open) Steve Rangel and David Williams – on hold.
Lead Custodian (2 positions open) – new – on hold.
Temporary Workers may help during the freeze. Now the college is talking about
expanding the limit of 170 days to 190 days. Legal limit is 195 days.
Area Council Report: (no
representative present)
Science Complex: (Bob Gann)
We are purchasing portable classrooms from Rio Hondo to be placed in lot B. Maurice
Elmore has the drawings in his office if anyone is interested in seeing them.
Currently looking into contractors to bid the job.
The portable rooms will have A/C and heating. They are self-contained.
The portables will start moving in after the 1st of June.
The Locksmith is concerned about lock compatibility. Maurice will contact Rio Hondo for
information on the locks.
HGA (Hammel, Green and Abrahamson) s handling the construction documents and
they have been submitted to the DSA (Division of the State Architect) for approval. This
process takes three to four months for the DSA to review. Then we will ask the
Chancellor’s office to go to bid. Hope to start the bidding process in June or July.
Included with this is Social Science 106/107 will be renovated with a moveable wall.
Also Communications 204 will be divided and the basement of Natural Science will have
some small renovations.
Bond Issue: (Bob Gann)
Recently there was an election that included several bond measures. The voters
passed an overwhelming majority. The Board of Trustees has not fully decided to float
the bond issue. That probably will be decided at the June Board of Trustees meeting.
Some measures to get ready for the Bond issues are the Facilities Needs Report. The
college divisions submit a list of what they feel are necessary improvements. The
College Council will narrow this down to a doable list. The Facilities Master Plan is a
global listing and the Facilities Needs Report is more specific and includes equipment
needs. We have a fairly solid team for passage of the bond issue.
Work Order Reduction: (David Miller)
(Brainstorming with post-it notes as listed below)
HOW WOULD YOU IMPROVE THE WORK ORDER SYSTEM?
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Keep track of work orders
Dept authorizations. Dept Accountability (Dean office…)
Debbie or the supervisors should put priority and an approx.
completion date on the on-line system – then users could check and
get some answers.
Make sure there is a good organized system to not lose or misplace
work orders.
Users need feedback. No one communicates with them when and why
there is a delay.
Just anyone should not be able to send in a work order; a lot of wants
show up on work orders! It takes time to check if it’s maintenance or a
want.
Better tracking device for outstanding work orders for each
department.
Improve most work orders by receiving parts we need more readily.
What about defining or be specific in terms of when the job is going to
be done? For example – specify date scheduled, medium, high and
urgent.
Eliminate “Duplicate MWO”s. (From same person, for same job –
submitted every calendar week until job is completed.
Develop a system to avoid duplicate work orders.
Work orders are only part of keeping campus going – everyone seems
to think we are OK if work orders are complete.
Contract some remodels – what to contract, what not to – problems.
Personally do not like too much contracting.
More personnel. More tools and materials. More parts (replacement).
Less radios. More time. Less paperwork.
Computerize the system all shops.
Include Specific location – where work is to be done-----.
Keep track of which employee has what work order. If not complete,
find out why.
Make sure completed work orders a turned in.
19.
Turn in work orders as soon as completed.
HOW CAN WE REDUCE OUTSTANDING WORK ORDERS?
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Monthly work order balances needs to be discussed. Meetings at least
monthly with managers.
Take care not to lose work orders.
Turn in work orders on time, as soon as completed.
Personal – make a commitment to spend some time each day on work
orders.
Overtime is necessary to complete many orders because of noise and
student occupancy.
Impossible work orders to complete be removed from computer
system, such as irrational requests.
Take some overtime to clear up as many back orders as possible
Give supervisors more veto power.
Hire more people.
Cross training to help in different shops.
P.M. work orders can be more easily addressed by working at least
one Saturday per month when fewer classes are in session – less
interruption.
Increase: Staff, Accessibility (classroom…), Overtime.
Most important – Provide personnel – short of staff, campus growth,
technology, etc.
Each person should spend the last 5 – 15 minutes of their workday
completing their work order paperwork and putting the completed
MWOs in their supervisor’s mailbox.
Have a group assigned to just work on back orders.
Ability to deny MWOs, or postpone, or resubmit at a later day, 3 mos.,
6 mos.
Maintenance work orders and requests for new items should be put on
different forms.
Take extra effort to reduce weekly – but something will suffer if all we
do is work orders. Some balance.
To reduce the outstanding work order – define the duties of each
employee and assign work orders accordingly.
Conduct a weekly meeting with the supervisor and report about the
progress of the completion work orders.
Start over.
Tradesman can combine MWOs in same building/location. (I’m fixing
ceiling tile in SSC-106, for one work order, I’d like to be able to hang
sharpener in SSC-108B, that’s on a different MWO – I can save travel
time (to and from = 30 mins.) for each set of work areas I can pair-up.
Begin a “Crash Day” program. On one day a week, we bust our butts
on MWOs – which we are pretty sure we can complete. In the Carp.
Shop, we have had two Crash Days, each day has cleaned out 25 – 30
MWOs.