Managing Process Changes at the
University of Central Florida
By: Dave Norvell, Assistant Vice President for
Facilities, University of Central Florida
Richard Overman, CMRP, Reliability
Professional, Alidade MER, Inc.
President Dr. Charles N. Millican President Dr. John C. Hitt
Enrollment Total 58,587 students
Original Enrollment 1,948 students
Degree Programs 211
Total degrees awarded 232,144
AY 10-11 Credit Hours 1,449,115.0
FTIC Applicants 25,671
FTIC Acceptances 10,604
Average SAT 1250 (1840)
Average HS GPA 3.9
FY 2011 Research Funding $106.6 M
• Industry $37 M
• State $12.2M
• Federal $57.4M
UCF regarded to have “very high research activity“ The Carnegie Foundation, 2011
Notable, recent research contributions to: optics,
modeling and simulation, digital media, engineering
and computer science, business administration,
education, and hospitality management.
UCF Athletics was founded during the 1969-70 season
• Varsity sports teams 16
• NCAA Division Conference USA
• Honor Roll Student Athletes 1048
• Average team-GPA 3.0
2010 AutoZone Liberty Bowl Champions
2007, 2010 Conference USA Championships
2005, 2007 and 2010 Conference USA East Division
Championships
2003, 2007 Spirit Teams - National Companions
Our Campus
Main Campus 1,415 acres
Regional Campuses 10
Main campus buildings 180
Gross square footage 9 M
Housing Total 10,276 beds
Employees Total 10,567
Operating Budget $1.4 B
Need for Change
• Decision to make significant changes to Facilities group
was made in 2011
• New management took a hard look at the situation
• FO services and capabilities
– Had not kept pace with the rapid growth
– Was unable to maintain performance under existing
conditions
– Struggling to meet the needs of their customers in every
area.
• Review revealed that all parts of the faculties group
needed to change
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Need for Change
• Order in which the changes would take place
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CMMS software
Maintenance
Landscaping
Housekeeping
Facilities Planning and Construction
Issues
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Too many personnel
Too much supervision
Too many levels of supervision
Inadequate core competency throughout much of the department.
Extremely reactive
Few performance measures
Little accountability for results.
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Software Selection
• Reviewed software used by other large higher education
institutions
• Review compared UCF software needs and various
software alternatives
• Decision was made to go with AiM software produced by
AssetWorks
– Used by many universities in North America
– Considered one of the premiere CMMS software suites in
facilities management
– Has various modules that could meet needs of multiple
departments
– Has an integrated work planning and scheduling module
– Capability to perform electronic dispatching of the work force
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CMMS not Total Solution
• Just implementing a new CMMS not the total solution
• Reliabilityweb.com survey (2011) found that
– 91% said work order management (WOM) system is the most
important feature of CMMS software
– 34% say their WOM process is working well
– 78% did not achieve anticipated return on investment (ROI)
goals
– 50% no ROI achieved, 28% did not achieve anticipated ROI
• Behavioral research found little evidence that information
systems automatically transform organizations
• Information systems instrumental in accomplishing
behavior changes only when management holds the
organization accountable to accomplish the outcome
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Enhancing Change Management
• Organizational change management not UCF management core
business
• No time to do regular work and make organizational changes
• Selected change management consultant to guide the process
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Alidade MER, Inc. chosen
Experience with other large universities
Experience with AiM
Philosophy of ensuring
• Right processes are in place
• Processes are under control
• Processes are stable
• Alidade MER brought in to facilitate design and implementation of
new work management process
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Reactive to Proactive
• Designing, implementing and maintaining processes that provide
control and stability is a prerequisite to transitioning from a reactive
environment to a proactive environment
• UCF was very reactive and needed to become proactive
• Performance improved by implementing effective and efficient
work management processes
• Largest benefits attained through planning and scheduling of work
• As new process were established and sustained
– Managers and supervisors able to hold people accountable
– Able to collect and analyze work order completion, and equipment
performance information
– Able to have continuous improvement process
– Improved worker performance
– PM completion and resources linked to specific assets.
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Framework for Control & Stability
• Control & Stability Generates Actionable
Information (symptoms)
– Optimizes human resources
– Generates data
– Data becomes information
• Proactive Reliability used to Analyze & Solve
Important Issues (diagnosis)
– Reliability Improvement Prioritization chews on
the info
– Reliability in Design defines improvements
– Reliability in Operations manages change,
training, documentation & standards
• Implement Improvements (prescription)
– Improvements are transfused back into normal
routine
– Control & Stability Realm generates new data
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Performance Optimization Model
Performance Optimization is a means to
structure and define implementation, and to
sustain high performance.
• Information + Action = Desired Behaviors
•
– Processes and accountability are defined
– Process & behavior measures are monitored
– Positive reinforcement and corrective
coaching are provided to guide behaviors
Desired Behaviors x Time = High Performance
– Leadership acumen & accountability
– Consistent and continuously improving
behaviors
– High performance is achieved
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Information
Guidance
Information
Policies,
Processes,
Procedures
Describes
what needs
to be done
and how
Performance
Information
Process &
Behavior
Measures
Information
on past and
current
performance
Flow Charts, RASI Tables and Process Guides document what is
intended, and provides training content.
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Action
Guidance
Action
Continuous
Improvement of
Policies,
Processes and
Procedures
Maintain
guidance to
ensure
standards are
current
Performance
Action
Analyze Process
& Behavior
Measures
Act through
leadership and
management
skills
Leadership with Management of Change:
Keep guidance current and support process and accountabilities.
New Process Implementation
• Similarities and differences in how each department approached
development and implementation of new processes and
organizational structures.
• Similarities
– Guiding team provided the overall direction and goals
– Guiding team chartered a process design team that was empowered
to develop new work management processes and organizational
structure
– Process design team included departmental supervisors and line
employees
– Process design team provided policy recommendations to guiding
team
– New processes and organizational structure approved by guiding team
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Maintenance Department
• Organizational structure changed from a trade
shop format to a zone organizational structure
• Implementing pilot zone to test new processes
• Processes changes and a second pilot zone
was implemented
• Rest of zones implemented for core campus
• Remaining remote campus shops and housing
maintenance will be implemented in the
coming months
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Old Organizational Structure
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New Organizational Structure
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What’s Been Achieved by the Zones?
Measure
Initial
Current
Difference
WO/Day-FTE Z1
1.4
4.9
250% increase
WO/Day-FTE Z2
1.4
4.5
221% increase
Hrs/Day-FTE Z1 Charged to WOs
2.6
6.9
165% increase
Hrs/Day-FTE Z2 Charged to WOs
2.6
6.5
Hrs Scheduled per FTE per day Z1
NA
7.8
Goal 7.5
Hrs Scheduled per FTE per day Z2
NA
6.2
Goal 7.5
Span of Control
6:1
9:1
8 to 12:1
Square Footage per FTE
83,000
102,000
23% increase
Z1=Zone 1, Weekly avg. during July – September
Z2=Zone 2, Weekly avg. during August-September
150% increase
Control & Stability Taking
Hold in 2 Zones
• Processes have been
redesigned
• Accountability and
responsibilities identified
• Training in new roles and
responsibilities completed
• Work flow and codes have
been aligned with AiM
• Mobile computing has been
initiated
• Planning & Scheduling has
been initiated
• All workforce hours are
accounted for.
• All work is 22
accounted for.
Landscaping and Natural Resources
(LNR)
• LNR had well working organizational structure
• New processes needed and implemented
• New processes developed and implemented
when LNR master data set up in CMMS
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Housekeeping
Housekeeping took an all-in approach
Reorganized into zones similar to maintenance zones
Implemented them all at once rather than starting with a pilot zone
A big issue was the ineffectiveness of supervisory leadership
New Coordinators hired
All existing senior leadership became supervisors
Number of housekeepers on staff had not kept pace with the
growth of the university
• APPA staffing standards used to analyze gaps and justify hiring 50%
more housekeepers
• Worked with HR to hold job fares to facilitate this massive hiring
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Old Organizational Structure
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New Organizational Structure
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Facilities Planning and Construction
(FPC)
• FPC issues
– Organizational structure
– Processes
– Abilities of Project Management staff
• New processes and organizational structure
implemented all at once
• Needed to replace majority of staff with new
hires
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Lessons Learned #1
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Tempting to try this on your own
You are not in change management business
Bring in experienced people
UCF greatly benefited from partnering with
Alidade MER
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Lessons Learned #2
• Be prepared to make changes “on the fly”
• Need to be flexible to new information to accommodate new
learning
• It was helpful to implement the new process in one pilot zone first
• Piloting provided ability to see how it worked before implementing
with the whole staff
• Pilot zone provided controlled environment to make changes to see
how they worked
• Even with pilot zone management must be prepared for the
unexpected
• Well designed process will allow for dealing with unexpected
situations
• Figure out best way to use the process for unexpected situation
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Lessons Learned #3
• Good communication very important
• The more everyone knows what is going on,
the more quickly changes can be made and a
new normal established
• Communication with customers and managing
their expectations is a must
• Easy to get caught up in managing the change
and forget about those outside the process
that are affected by the change
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Lessons Learned #4
• Anticipate and plan for possible increased
operational expenses
• Because more maintenance will be performed,
material costs will initially increase
• Cost savings is the expectation, initial cost
increases should also be anticipated
• These cost increases must be viewed as short
term affects
• Long term cost go down.
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Lessons Learned #5
• Expect push back from some staff
• Technicians and managers do not like change
• Could be from
– fear of losing their job
– big brother watching
– taken out of their comfort zone
• The more that is explained to the staff the more they
will understand what is going on
• They may not like it but at least they will understand
what is happening and how it will affect them
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Lessons Learned #6
• Need to revise current and/or develop new
policies/procedures
• In some cases, the policies and procedures
needed to be changed anyway
• In other cases, the new process demands new
procedures.
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Lessons Learned #7
• iTouch mobile devices revealed weaknesses in IT
infrastructure
• iTouch relies on the availability of a wide area
network (WiFi)
• UCF WiFi was unreliable in much of the campus
– Line employees had to spend time looking for a hot
spot
– logging into network multiple times a day to manage
work orders in CMMS
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Lessons Learned #8
• Reorganizing into zones meant that all
employee’s job description had to be
rewritten
• This can take some time
• Best to partner with HR to get this done
efficiently
• Some were employees moved to different
shifts and some had compensation changes.
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Lessons Learned #9
• Installation of a new CMMS had many
challenges
• Avoid “dumping” bad information from the
old CMMS into the new CMMS
• Asset information and PM procedures need to
be verified and validated before being put into
new CMMS
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Lessons Learned #10
• It would have been better to design the work
flow process before implementing the new
CMMS so the CMMS implementation can be
done to fit the process
• Because CMMS was implemented first, UCF
had to reset important fields in the CMMS
after the fact
• Significant amount of rework.
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Lessons Learned #11
• Make sure that there is adequate strength in
all of the trades to be spread out over all of
the zones before moving from a central shop
to a zone organizational structure
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Lessons Learned #12
• Don’t underestimate the challenges that shop
foremen will have in learning to be multi-trade
supervisors
• Many foremen had not been asked to be
accountable for their shop mates to the level of
accountability required for control and stability
• Best to determine if your foremen and
supervisors are qualified for these new
responsibilities before making assignments
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Results to Date
• Labor hours to be more accurately documented to specific
assets
• Visibility of who is working on what jobs and how much
time each is taking has been dramatically improved
• More accurate and expedited recovery of charge back costs
• Greater awareness by staff of the importance of
accountably
• Technicians knew which of their colleagues were not
“pulling their weight”
• One technician commented “we are finally getting some
work out of [him]”
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Results to Date
• Increased accountability and process controls continue to develop
competiveness and “esprit de corps”
• Implemented recognition programs; such as a “maintenance team
of the month” award to foster the spirit of continuous improvement
• More accurate and detailed accounting of operational expenses
• Information used for developing budgets, making staffing decisions,
and defending resource requirements to upper management
• Easier to train/coach current and new staff
• Information needed to identify the trade skills that are needed, or
that need to improve
• Able to adjust the number of people in each trade to meet the
maintenance requirements
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Conclusion
• Changes have been both dramatic and rewarding
• UCF Facilities Operations group looks a lot different than it
did two years ago
• Rough spots and need to smooth customer’s feathers but
improvements are obvious and continuing
• The journey is not complete but UCF is on the right road and
making good progress
• Better able to perform its mission of providing “…the
University of Central Florida with comprehensive
maintenance standards in order to maximize the efficiency
and reduce the overall cost of maintaining facility structures,
equipment, and infrastructure” in a more efficient, effective
way with fewer resources and lower costs
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