Facility Standards: an Operational Byproduct (Really?) APPA/PCAAPA/Bayappa July 22, 2017 1:30 Pm to 2:30 Pm

7/28/2017

Facility Standards: An Operational Byproduct (really?) APPA/PCAAPA/BayAPPA July 22, 2017 1:30 pm to 2:30 pm

Steering Committee • Bob Askerlund Facilities Services • Assistant Vice President of Facilities Mission Statement: • Malin Francis • Director Planning & Design, Facilities Architects We value the success of our • students. Our mission is to foster Barton Mace and environment that is • Director Construction & Craft, Facilities Office conducive to teaching and learning by providing an attractive, clean, safe, Project Team comfortable environment. We • Mary Jane Thompson, APPA, SCUP strive for professional, courteous and timely service to all • Project Manager, Facilities Office students, faculty, staff and • Jessica Davenport, APPA, SCUP visitors • Assistant Facilities Planner, Facilities Architects • Vinson M. Johnson, AIA, LEED GA, APPA, SCUP • College Architect, Facilities Architects

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• Salt Lake Community College • Who are We? • Facilities Standards: Our Needs • Project Process Definition • Standards Documentation • Design & Construction Standards (D&CS): Project Presentation Overview • Project: Goals & Execution • Methodology: Lean Vs. Traditional • Results: Success & Challengers • Tips & Tricks • Lean Planning • Automate Documents • Set Appropriate Expectations • Living Document • Beginning a New Culture

Salt Lake Community College

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• Utah’s Only (Public) Community College • Founded 1948 • Technical Program for Salt Lake City School District • Two Year College Salt Lake • 100+ Degrees & Program Community College: • Partnerships with Four-Year Schools: • University of Utah • Utah State University • Utah Valley University • Brigham Young University • Westminster College

• 61,150+ Students Served Each Year • 23,355 Head Count • 15,471 Annualized Full-Time Equivalent (AFTE) Salt Lake • 19.21 Average Class Size Community College: • 19:1 Student to Faculty Ratio Students • 70% Work While Attending SLCC • 73% Transfer to a 4-Year Institution

• 500+ Partnerships with Local Business & Educational Institutions

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Salt Lake Community College: Redwood Road Campus (1967) 35

Salt Lake Community College: South City Campus (1992) 2

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Salt Lake Community College: Jordan Campus (2001) 10

Salt Lake Community College: Miller Campus (2001) 10

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Salt Lake Community College: Westpointe Campus (Opening 2018)

Salt Lake Community College: Herriman Campus (2020 Projected)

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Salt Lake Community College: 3512 Leased Properties * Across the street from our building….

Facility Standards Needs

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Facility Standards: Our Needs

Facilities Services Organization

Staff: 110+

• Campuses: 11 (1 Future) • Facilities, BGSF: 2,400,000+

• Plant Operations: $18,468,624 • Budget: 8.9% Facility Standards: Our Needs • Capital Value: $500+ M • Facilities Remodel Projects, Annual: $4.5M to $8.5M • New Projects, Annual : $15M to $25M

Construction Project Personnel - Project Managers: Four (4) - Planning: Two (2) - Interiors: Two (1.5) - Architect: One (1)

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• 60% of Facilities staff will have retired within 5 years • Loss of institutional knowledge • Loss of procedural knowledge

• Integrating legacy paper archives & digital Facility Standards: models Our Needs • Accessing information • Getting useful documents from our consultants Current State • Project Management • “Do More with Less” • Responsibility is Delegated from the State of Utah • Filling the Gap between Design & Construction

Facility Standards: Current State Current Standards Project Management

• “Ask Bob (or Bart or Frank or • “Rogue” Design Consultants Wes…) • “Rogue” Staff & Faculty • “It’s in the files…” (Last • Project Design & Construction Iteration 1999) Delays • “Look at “Insert last job they • Staff Personalization liked here”… • Change Orders • Untracked • Project Waste (Churn) • Undocumented • Anecdotal

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• Manage and Supervise the programming, planning and design of College Facilities including new construction and remodel Facility Standards: projects, to ensure that new construction Our Needs and alterations comply with College, Local, State and Federal building codes, accessibility and design standards. …… Goals, Hopes & Outcomes • College Design Standards: • Create and maintain a complete set of SLCC The NEW College Design Standards... Architect • Incorporation of SLCC Design Standards into each project… • Ensure that the architectural quality and integrity…

Facility Standards: Legacy Documents

The Campus Standards, for SLCC, is not a collection of data from existing projects but protocols that reside only in the Institutional Memory.

• Last Known Collection: 1999

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What Did I Get Myself Into….

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D&CS Project: Traditional Vs. Lean / Why Lean “Operational Planning” is Sooo cool……..

D&CS Project: Traditional Project Process Project Approach Constraints

• Gather Data • Existing documents: Non- • Collate Existing Standards existent • Personal Interviews • Interview: Time • Extract from Existing Construction Intensive or O&M • • Transcribe Data Transcription: Labor Intensive • Secure Support • Or Additional Staff • Reviews & Approvals: Non- enforceable • Publish • Review Document • Revise • Publish Estimated Project Duration: Up to 12 Months • No Progress in 18 Years

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LEAN / SIX SIGMA

D&CS Project: What is Lean?

Lean is a customer-centric methodology used to continuously improve any process through the elimination of waste in everything you do; it is based on the ideas of “Continuous Incremental Improvement” and “Respect for People.”*

* Lean For Dummies Cheat Sheet

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D&CS Project: Lean Process - The Kaizen Project Cycle The term Kaizen is The PDCA (or PDSA) derived from two Cycle is the Lean Japanese characters; working structure… kai, meaning The acronym stands for: “change” & • Plan zen meaning • Do “continuous • Check (Study) improvement.” • Act

* Lean For Dummies Cheat Sheet

D&CS Project: Collaborative Lean Tools

Analysis / Decision • Guiding Principles Process • Conditions of Satisfaction • Daily Check-in • 5 Whys (Root Problem • Cross Functional Teams Analysis) • Lean Construction • A3 (Thinking and Documentation) • BIM (3D, 4D, 5D) • Choosing by Advantage (CBA) • Creativity • Decisions at the “Last • Last Planner@ System Possible Moment” • Go Slow to Go Fast • Set Based Design • PDCA (Plan, Do, Check, • Spaghetti Diagrams Act/Adjust) Communication • Pull Planning • Conversations for Effective • Value Stream Mapping (VSM) Communication • Work Flow (Pull) • Elements of a Reliable • Target Value Design Promise • Mock-up Design • Plus / Delta • Big Room

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Why Lean Instead of Traditional?

Lean is proven Lean makes sense Lean is accessible Lean is “hands-on”*

* Lean For Dummies Cheat Sheet

D&CS Project: Strategy Session

Process Tools • Visioning Statement Leadership Direction • Conditions of Satisfaction Collaboratively Set Goals • Current State What is Happening Now (VSM) • Future State Analyze / Optimize / Remove Waste (VSM)

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D&CS Project: Strategy Session

Project Criteria • Revisions friendly (80% Rule) • “Big Room” Collaborative Work Session Format

Who is Our Audience: 1. Students 2. Faculty & Staff 3. Facilities Services 4. Design Consultants

D&CS Project: Strategy Session

Standards Goals • Design Branding/Image • Process Management • Construction Quality • Learning Organization • Promote Innovation

Standards Products • Project Process Description (Task List) • Design Concepts & Expectations • Construction Standards • Requirements beyond State of Utah

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D&CS Project: Strategy Session - Information Flow

Future State (VSM) Project Current State Guidelines / (VSM) Check List Process Improvements Visioning / Conditions of Satisfaction (CoS) Standards (Products & Lessons Learned Specifications) (Institutional Standards Memory) Standards (Quality)

D&CS Project: Schedule (Pull Plan) Start of 0f Project: 09/01

Start of Design: $40M Project

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D&CS Project: Strategy Session Information Flow

Future State (VSM) Project Current State Guidelines / (VSM) Check List Process Improvements Conditions of Satisfaction Standards (Products & Specifications) Lessons Learned Standards

Standards (Quality) Approval Meeting & Implementatio Kick-Off Work Work n Planning Session Session 90 Minutes 90 Minutes

D&CS Project: Schedule (Detail)

One Week • Visioning Session Steering Committee • Work Sessions (3) One Month • Kick-off Meeting • Conditions of Satisfaction • Current State (Operations) • Lessons Learned One Month • Development Work Session • Future State • Standards Development Two Months • Standards Development • Collate • Edit One Month • Publication • Administrative Approval • Publish • Distribute

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D&CS Project: Team Assignments

D&CS Project: Meeting Preparation

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D&CS Project: Work Sessions Meeting• Plan Agenda “PDCA” • Educate, As Necessary • Review Conditions of Satisfaction (CoS) • Review Previous Meeting / Agreements • Do • Analyze: Current State, Lessons Learned, Visualize • Synthesize: Future State, Content • Check • Crosscheck New Content with CoS • Crosscheck New Content with Future State • Act • Make Assignments • Secure promise to act • Plus / Delta

D&CS Project: Work Sessions For Content

• Simulate Conversation: Write two or three…. • Products that should be…. • Things that waste time…. • Please consider… • Self Present • Builds Consensus • Promotes Discussion • Self Regulation • Categorize & Collate • Confirms Decisions • Builds Assignments • Reinforces Action

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D&CS Project: Work Sessions For Process (VSM) • Current State • What Happens First, Next… • Just Document AS IS Value Stream Mapping (VSM) • Refrain from Judgement • IDENTIFY OPPORTUNITIES (Improvement, Discussion, Analysis…) • Future State (Future Task for SLCC) • Optimize Process, Build Concensus • Allow for Variants… • Tips • Use “Parking Lot” to Manage Content & Time • Facilitator to Manage VSM • Celebrate the Process

D&CS Project: Work Sessions For Process (VSM)

Time / Process Scale - (Week, Month, Etc.) or (Such as Construction)

Decision Point (Diagonal) Task

Critical Opportunity for Interaction Improvement (Color & Diagonal) Swim Lanes -Swim Groups Work by Organize To

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D&CS Project: Use Big Room Rules of Engagement

This is a Safe Zone Everyone is encouraged to speak their mind without concern for embarrassment or ridicule. No Stripes We all have equal status and say in all matters. No one person has more authority than others. Speak Up Get engaged in conversation and share ideas. Your opinion is important in helping guide the team. Listen to Others Focusing on what others have to say helps you understand their point of view. No Side‐Bar Conversations Only have one meeting at a time. Conversations should be heard and shared by all. Turn Cell Phones Off Help keep the meeting and participants on track by eliminating phone disruptions.

*No LCI Multi‐tasking Stay focused on what is going on in the meeting. This includes laptop

D&CS Project: Meeting Minutes

Introducti ons & Structure

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D&CS Project : Meeting Minutes

Process Definition & Future Opportunities

D&CS Project : Meeting Minutes

Content: Reports, Conclusions & Action Items (Append only)

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D&CS Project : Final Documents

Project Standards (53 Pages)

D&CS Project : Final Documents

Common Project Administration Master Planning Pre-Design Owners Project Requirements Schematic Design Design Development Construction Documents Bidding Construction Administration Project Closeout Architectural Documents

Project Process Map (17 Pages)

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• Process: • Excellent Participation • Staff Engaged • D&CS Project: Schedule: • The Schedule Was Appropriate A Look Back • (Delays did not increase schedule) • Content: • Addresses Facilities Concerns

• Updates: • Three Mandatory Revisions (One per Year) • Expand Content D&CS Project: • Fine Tune the Standards Process • Content: A Look Forward • Address External Consultants • Reference Manual for Faculty & Staff • New Faculty & Staff: • Include in Orientation

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Tips & Tricks: 3 or more BIG IDEAS to Remember

• Hire an experience Lean Operational Planner “Keep It Lite” 1 • A neutral voice • Use Vision Session to Set Lean Priorities Planning • Work Session Format Builds Departmental Consensus • Work Sessions is Surprisingly Effective in Getting Content • EVERY TEAM WANTS TO BE HEARD

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• Use Automated Document Software • Our Choice: Microsoft Office - Word 2 • Automated Production Features: • Table of Contents: Link & Paginate Automate • Document Formatting Documents • “Smart” PDF Creation • “Smart” PDF Features: • Searchable Text • Linked Table of Contents • External Links • Internal Links

3 Set Appropriat • Get Started • e Be Reasonable • Block Out Time WEEKLY Expectatio ns

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• Create an Implement Strategy 4 • Slow & Steady Living • Over Haul Document • Update Often • Don’t loose lessons learned • Tap new staff for refinement

• There is No Step by Step Guide for Lean • Each principle affords New Opportunities for Innovation • Embrace Decentralized Decision 5 Making Beginning • Innovations happens when a New • Form Long Term Alliances • Internal Teams Culture • Support Teams • Consultants • Expand Your View • All of Your Operations are Integrated • The Depth of Innovation is Unlimited

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Questions?

Thanks!